Managing a Sales Team

sales teamFor sales managers and sales leaders, everywhere           

Although my sales process “Sell it or Schedule it” is designed for salespeople, they are not completely responsible for executing it to mastery. The inclusion of their sales manager is critical to the implementation and ownership of this process.

I just finished a 90-day sales management coaching agreement with Sherry Kollar of Furniture Warehouse Design Gallery (FWDG) in Beaufort, South Carolina.  Our engagement was for HER training and coaching only…I never had contact with her sales team. She was a willing and engaged learner who was new to this position and had been a strong salesperson – selling HER way. She now had to have a sales manager perspective, an objective selling format, and a fundamental understanding of how to train and coach this team of individuals. We just finished her third month and her store made goal (which IS her goal) and every member of her team made goal.

The big take away is that she can tell you WHY and HOW that happened….so that she can now repeat it.

I believe that Sales Managers are the most pivotal role in the sales operation. They are often good salespeople who are elevated to a new role with little support or direction from leadership. They are often saddled with managing customer service issues (business that is already in the system) instead of focusing on driving new business. And they can make or break the success of the sales team.

If you have a sales manager on your team, are you giving them everything they need to succeed?

And if you ARE a sales manager, what are you doing to develop your skills so that your team wins and making goal is NOT an option?

 

If you need help with this, call me. 877-663-9663.

 

Now, go help someone to sell something.

oxo,

Jody

Jody Smiling Photo copy

Customer Service Cancellations

 

For everyone, everywhere
As you might be doing at the start of the new year, I am scouring my expenses looking at what is nice versus necessary and can be cut. As an avid reader, my news subscriptions paper-business-finance-document-previewstarted to add up and I considered how much I read of each publication and I decided to cancel my digital subscriptions to both The Wall Street Journal and The Washington Post. The latter could be done via their website and it was a simple process to execute, followed by a confirming email from them within minutes asking why I was leaving – which I answered, and another email within 24 hours, saying they were sorry to see me go.
The former made the cancellation process more difficult for me, the customer. In order to cancel WSJ, I had to call a phone number and speak to someone who wanted to know why I was leaving. I said I didn’t read the publication enough to warrant a subscription. He asked “What does enough mean?” to which I responded, “Hardly ever”. He then asked if he cut the subscription cost in half, would it approximate how much I read it? I said yes, and he said, “Let’s do that then”. He proceeded to cancel my most recent payment and to start another subscription at 50% of what I was paying.
What a difference. At first, I was bugged by WSJ who didn’t make it easy for me to take action…but the experience was not problematic. And, while they lost 50% revenue, they kept a customer…something that the Post didn’t do.
It raises the question…where are you losing customers with a policy that intends the best but may not deliver it?
Now, go sell something.
oxo,
Jody
Jody Smiling Photo copy

Ask Questions vs. Just Answer Them

For sales professionals, everywhere.

When I roleplay/practice with salespeople and play the part of the salesperson as a way of demonstrating the behavior I want them to follow, I am very conscious of my intention and behavior in the interaction: I am focused on what they are saying, use voice and body match, listen deeply and reframe their words and recreate their emotion, and ask more questions in response to what they say. These are all teachable actions and they all require repeated practice.
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The last one – ask more questions in response to what they say – is a critical skill to adopt and repeat. When I observe salespeople in role play or on the floor, I see that they TELL the customer something in response to what they say instead of telling and asking another question.
For example:
Customer: “Is this solid wood?”
Salesperson: “Yes it is.” ADD” Can you tell me what’s important to you about solid wood?”
I also find this step is lacking when discussing money. Example:
Customer: “Is $1500 the price for this sofa?”
Salesperson: “Yes.” ADD: “Will that price work for you?”
Know what you need to know and ask until you get it…including Asking for the Sale.
Now, go sell something.
oxo,
Jody
Jody Smiling Photo copy