ing salespeople to work smarter, he emphasizes that working smart and working hard are not mutually exclusive. In fact, because they tend to enjoy learning more, salespeople with a learning orientation tend to work very hard at working smart. The problem, as he explains, arises when managers and salespeople focus so much on exerting extra ef- fort that creativity and strategy leave the picture.
“When I came to this country,” he explains, “I really admired Ameri- cans for their dedication to hard work. But, over the years, I’ve seen instances where I think this dedica- tion gets overdone. And I’m not talking about the difference be- tween being lazy and working hard – I mean overdoing it to the point where people become stressed out and push themselves beyond their
SELLING TIP
Tips to Earn More Referrals and Repeat Business
Many salespeople get addicted to chasing opportuni- ties and the high that comes with closing a deal. But beware the closing addict: Often, such reps sacrifice lasting success by pursuing short-term gains. A great and lasting relationship with a customer isn’t just handed to you. You have to earn it. Follow these tips to help customers see you as a partner rather than just another business interaction. Make sure your buyer education process goes beyond your products and services. After the sale, tell your new customers everything they need to know to make their post-sale interactions with your company as smooth as possible.
In an ideal world, your company will have taken steps to make things as painless and smooth for the customer as possible. Unfortunately, that’s not always the case. If you can’t get upper management to make improvements, keep track of some of your custom- ers’ most common requests and frustrations. Then, be proactive about giving key advice and helpful tips. For example, customers might find it useful to know any of the following: • How your products will come packaged
limits. This is perhaps the difference between working 45 and 65 hours a week. This has an impact on creativ- ity. Eventually your learning goals will disappear. And that’s when you get very performance oriented, stop working smart, and open yourself up to learned helplessness.”
SMART WORK YIELDS RESULTS Ultimately, he says, the difference comes down to whether managers prefer to exact the most effort or the best effort out of their salespeople. Because people have a natural appre- ciation for and enjoyment of learning, a work environment that promotes creativity, sales strategy, and gen- erally working smart will be more pleasant for salespeople – and more productive. “Our research demonstrates that a learning orientation makes the
process of selling more enjoyable,” the professor says. “And people who enjoy their work tend to take a greater interest in learning. As a result of these findings we believe that any initiative sales managers can take to boost salespeople’s work enjoyment will not only increase job satisfaction, but will also increase people’s tendency to work smart. “In the past, harder work was seen as the best path for increased production. As our research indicates, however, for the modern sales professional – selling a broad array of complex products and services to many different kinds of customers with varying needs – working smarter not only makes the process more enjoyable; it delivers bottom-line results as well. And that’s what virtually every sales organization is looking for.”
• How to read the invoice • When they can and can’t expect a rush order • How to follow up on back orders or make special shipping arrangements
• How to get in touch with you or someone who can help them quickly and easily, even during off hours Make clear to customers that your success is based
on their success. Forming a collaborative partnership means the difference between helping your custom- ers and simply selling them on a product or service. Show them your willingness to be available and helpful. Send emails that are concise and intelligent, take time to walk them through procedures online, and know when and how to put them in touch with people on your team who will be responsive and knowledgeable. Remember that good experiences add up. A good
overall experience with your company after the sale can often mean repeat business and glowing referrals for you. Internally, be an advocate for thorough train- ing of customer service teams and any other depart- ments or support people who will be interacting or working with your customer.
The best salespeople learn quickly how to see a signed contract not as an ending but as the start of a long-term and mutually beneficial relationship for years to come. If you’re truly customer focused, then you should have no problem getting plenty of repeat business and referrals.
SELLING POWER MAY/JUNE 2021 | 43 © 2021 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
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