SALES ENGAGEMENT


The Power of Sales Engagement BRUCE BOLGER


Applying an enterprise approach to sales engagement can ensure organizations have a better chance of achieving their sales goals in a sustainable way.


Unless you’ve ever been in the busi- ness of convincing people to spend money with you, you cannot empa- thize with the psychological beating many salespeople take – no matter how successful they become. What makes the job so tough? Well, 90 per- cent of all sales calls go unreturned, 90 percent of completed calls lead nowhere, and – of the calls that lead to next steps – probably only about 10 percent of those end up becom- ing customers in many businesses.


If this stunning (but typical) rate of indifference or rejection were not bad enough, most sales managers say they often do not feel the needs of the sales force are understood by CEOs or marketing management. The brutal reality and challenges of the sales department can be turned into a positive force by having a CEO- led, strategic, and tactical approach to sales management that • Links sales to the entire organiza- tion’s brand, culture, and objec-


tives, so the people we equip to face continual rejection have the support of everyone on the team.


• Develops a sales force that is (to the extent possible) recruited with the right attitude and skills or re- ceptivity for the brand and culture of the organization and industry.


• Ensures the sales force is as well equipped as possible, with all the relevant leadership and coaching, organizational information, skills, empowerment, product and ser- vice knowledge, etc., to identify prospects with needs that match the organization’s solutions and who can guide customers (often involving teams of influencers) through the discovery process to find win-win solutions.


CONTINUED ON P. 33 SELLING POWER JANUARY 2019 | 31 © 2019 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.


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