MANAGEMENT
track the distribution of opportunities through the pipeline in a clear and straightforward way.” Weak systems, in contrast, are just a management tool that reps must feed without getting much back. “These do not give salespeople reports, reminders, and follow-ups.” Top-flight managers insist on dis- cipline in pipeline processes: making sure the data is accurate and that it is used and has demonstrable value. “These systems must be constantly monitored, measured, and used to add value for the rep. Otherwise, they are just busywork, and you only have so many days to sell,” asserts the EVP.
COMPLACENCY MAY BE THE PROBLEM
Martina Paynter is a sales manager with a construction products com- pany – one of the nation’s largest. Paynter says that, when her business turns slow, she does not have room to make many mistakes. She sees some of the same sales challenges the EVP reports, but Paynter says they occur for different reasons. “I don’t think, if you have a good manager, the reps’ understanding of the company’s strategy should be a problem,” Paynter says. “Top man- agement should communicate the
SELLING TIP
Don’t Leave Your Customer Behind! Many salespeople get comfortable with the presenta- tion and closing stages of selling. That’s the fun part – going out and meeting new people, triumphantly walking away with an order or commitment and watch- ing your sales figures rise week after week. Be careful that you don’t neglect the important task of nurturing the relationship with your client after the sale. It can mean future business to you. These three steps can help you keep in contact with your satisfied customer.
1. Study your accounts and determine where the cur- rent business is, where the past business was, and
20 | MAY 2017 SELLING POWER © 2017 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
goals and objectives of the company, and these should flow down the lad- der through the field managers to the reps.” New hires should be automatically informed of the firm’s mission and should understand the goals of the company. “I can understand that a rep might not understand the impact of a marketing or promotion program on his work, though. That sounds pos- sible,” Paynter acknowledges. She thinks some managers’ coach- ing and motivating skills may be weak – not from lack of knowledge but be- cause these skills decline over time as managers become complacent. But there are obvious remedies for that. “Our company was swallowed up
by a big company, and the new com- pany had the managers in for some new training and techniques as well as to review some old information,” she says. She did not object to the tightening up: “I thought that was kind of cool.”
Paynter went to the new training sessions thinking she knew her job well and that she had all the skills necessary to do it well. “I knew these skills, but had I been using them? Had I always done the performance reviews on time? Or did I sometimes push them aside for the regional man-
ager to do? Yeah, I sometimes pushed them aside.” It is when business gets tough – as it is in construction markets now – that managers take a closer look at what they have been doing. Business processes can also be a major hurdle. Paynter says some- times branch managers or inside managers do not stay in touch with field reps and ask them about their needs. She does not see pricing flex- ibility as a hurdle, however – at least at her firm. “Reps can come directly to me and get a quick answer. Maybe in some very large firms this is a problem, but we are quite large and we can make pricing decisions on the spot. There is no dillydallying. We have to make pricing decisions fast in this market.” In Paynter’s business, success in finding new customers and new mar- kets translates to a simple rule, which she repeats constantly in voicemail messages to her reps: Make the calls, make the calls, make the calls. “There is no substitute for calls. You cannot do it online. You cannot buy a list. You have to keep calling and leaving messages. You will be sur- prised, but eventually prospects will call you back. After you call them 12 times and show up in their offices, it really does work.”
who the most viable prospects are. Ask yourself: Which accounts have yielded the most business? Which accounts have repeat business potential? When was the last time the client was contacted?
2. Determine who your key accounts are by looking at sales figures and customer satisfaction – and place them in order of priority.
3. Develop a strategy. Consider how you will rees- tablish the relationship – particularly after a long dry spell. Anticipate new objections. Determine how you will recreate the need for your product or service.
Keep up with your clients – find out their business
trends, reorganizations, motivations to buy, and person- al information. You will enjoy a higher level of sales and income and become a more professional salesperson. – LINDA A. JERRIS
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