other businesses, it depends on how you measure it. We try to sell on the first call, but sometimes we must do repeat calls. We do not believe in burn- ing bridges. We are not going to press them until they throw us out. We want a long-term relationship with our cus- tomers, so, if they say yes, that is great; or, we can set up a follow-up appoint- ment, and that is fine, too,” he says. Advice from the sales expert:
There are two things managers must do if they want to build a team. First, they have to coach their team, and second, they have to get coaching themselves. It is a fallacy that line managers and those above them do not need coaching. In fact, the higher in the organization you go, the more you need it – because you are sup- posed to be a role model. This fellow is already doing a lot of the things he should be doing: train- ing his reps and working with them in meetings on product knowledge and going on ride-alongs with them. He wants to do more, but is not
sure what more is. I think he needs to do even more coaching. First, he needs to observe the team and check out some things. How good are they at the skills they need to sell this lifestyle product? How good are they at building rapport and setting up a meeting with a purpose? What is the quality of the dialogue? If the meeting lasts a half hour or 45 minutes, how much of that time is devoted to listen- ing in order to identify needs? If it is not a big piece – at least half – then they won’t know enough to set up their position.
If that is an issue, work on their abil- ity to ask questions. Show them how to ask lifestyle questions: How does the family live? How do they use their homes? What are their goals? Once you have found something like this, work on it one thing at a time. Ask the rep, “What do you suggest you do to build rapport?” Do pre-call planning on one skill at a time, then move on to the next thing. How good are they at telling a story and integrating the family’s needs into
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All human wisdom is summed up in two words: wait and hope. ALEXANDRE DUMAS
the story? If your price is higher, can they justify the higher value? Can they show long-term value? Then coach, coach, coach. Show them how to dif- ferentiate the product, how to use its track record and its history of quality. How well do they tell success sto- ries? Do they have good examples of how different kinds of families – some with small homes, some with large ones – had success with the product? Then, if they want to close in one call, how good are they at handling objections? Do they try to put too much pressure on the prospect or do they give up? Or do they ac- knowledge the objection and probe to find out what lies behind the objection so they can position them- selves for the sale?
When they cannot make the sale in one call, how well do they nail down the action steps so they will be able to make it on the next call? Let the reps self-assess how they should do it, then give them action steps.
SALES CHALLENGE 2: RETAINING SALES REPS A senior sales manager for a large communications company explains that her reps are seasoned salespeo- ple who show leadership and tenac- ity, and are fantastic as they continue to sell and learn about the products and services the company offers. She also reports that they really help her train the new team members – even though that is not part of their job description.
“That helps because I can’t be everywhere all the time,” she says. “I save time on the day-to-day stuff and don’t have to worry about how the numbers are generated – and that al- lows me to get closer to customers.” “I started out as a rep,” she remem- bers, “and one of these veterans is
just eight months behind me, one has been here five years, and the other has a little less time. Then I have two new reps; one came in August and one in October, so both have just been here a few months and they are very green.”
Along with formal training, every Monday they have a team meeting. “The veterans may take the new reps with them on calls to see how they make a presentation,” she says. “We all work out of the office together, so it is easy on a day-to-day basis to show them how I do things. In the meetings, we have a very open format, so we can ask them, ‘What was your best sale, and what did you find the most difficult?’ We can throw these things out there so the new people can learn.” Advice from the sales expert: Our surveys around the country have repeatedly found that reps rank com- pensation below growth and promo- tion opportunities, being listened to by top management, and the commit- ment of the company to its custom- ers. Money is way down the list. Sharp reps stay for such long-term reasons as what the company will do for their professional growth. So, money aside, I recommend companies do three things to retain top reps.
First, have reps develop strategic plans for their territories, aimed at helping the company achieve its goals. Too often, goals are pushed down the pipeline, and one size fits all. A rep whose territory has potential for a 20 percent gain is not motivated by a goal of a 10 percent gain just because that is the company goal. And simply pushing company goals equally on all territories takes owner- ship of territory performance out of reps’ hands.
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