As we are all aware, getting to know the customer and understanding
their needs is not a quick and easy process. Customers possess a hierarchy
of needs which have to be uncovered gradually. This is why we need a
new type of salesperson for a new type of customer.
So what does this new breed of salesperson look like? For a start
he or she has progressed from the more traditional, 'lone ranger' approach
of selling to a more team-based consultative style. Our research shows
that a consultative salesperson needs to fulfil three basic roles, that
of business consultant, long-term ally and strategic orchestrator
By combining all three roles salespeople are more able to develop
and maintain long-term relationships with clients. At the same time,
organisations need to ensure that they provide their salespeople with
the vital support systems and training that enable them to make the
most of their knowledge and skills
Business Consultant
Gone are the days in which a salesperson could simply walk into an office,
establish a good rapport with the client, show he/she had thorough knowledge
of their products and services and clinch the sale. Nowadays, the emphasis
is on establishing long-term, mutually beneficial relationships and
in order to achieve this, the salesperson needs to earn the right to
continue discussions with his/her client. Before they can proceed to
sell their products or services, the salesperson needs to reassure the
client of their integrity, reliability and ability to understand and
recommend the appropriate solution. They can do this by demonstrating;
• Up-to-date knowledge of business news and current affairs
Best practices include - reading newspapers, magazines, journals,
trade publications and other sources of business information; maintaining
membership of appropriate professional organisations; acknowledging
gaps in knowledge and taking steps to fill them; locating or developing
databases with information on customers, their industries and their
own customers.
• An in-depth understanding of the customer's industry, company
and strategies as well as an appreciation of "the big picture".
Best practices include - gaining an understanding of the issues at all
levels of the customer's organisation including strategic, departmental
and individual needs; seeking to understand the customer's perceptions
of market trends, company direction, plus potential product and service
needs.
• A readiness to exchange information and ideas between the
supplier and client organisation.
Best practices include - familiarising the customer with your own industry
and companies; sharing useful business information even if it does not
directly impact on the sales effort; demonstrating the cost-cutting
or revenue producing benefits of your products and services.
• The ability to listen and absorb information.
Best practices include - refining the way you identify customer's needs
by asking the right questions and listening actively to customer comments;
speaking at the listener's level of knowledge; using stories and analogies
effectively; asking for feedback on the clarity of your message. By
demonstrating comprehensive knowledge, outstanding communication skills
and the proper attitude, the salesperson earns the right to move beyond
the role of supplier to that of a valued business consultant
Strategic Orchestrator
To fulfil this role, the salesperson needs to be seen as the key person
responsible for engineering the appropriate solution. This involves
co-ordinating all of the information, resources and activities needed
to support customers before, during and after the sale. It means enlisting
support from specialist colleagues and hence the move away from the
"lone ranger" approach.
According to our research, effective strategic orchestrators have
mastered the following competencies:
- Knowledge of their own company's structure
- Expertise in developing and managing a team
- Ability to manage priorities and performance
- Ability to co-ordinate delivery and service to customers
- Efficiency
- Flexibility
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