Living Sales Excellence - Dennis Connelly's Blog

Avoid Sales Training Failure By Using a Formal Sales Process

Posted by Dennis Connelly on Sun, Nov 04, 2018 @ 21:11 PM

37863058_s_LackOFSalesProcessIt's an interesting statistic that 68% of the companies surveyed claimed to have a formal sales process. Yet, when tested, only 9% of salespeople actually follow one. See the research in the White Paper written on Sales Force Excellence by Dave Kurlan. This important research shows that of the companies that saw "significant sales increases" due to the adoption of a formal sales process, 73% of them had evaluated their teams. Based on my experience with sales teams across dozens of industries, the importance of an evaluation cannot be underestimated in the context of sales process because it uncovers the difference between the claims and the reality. Let's look at how sales process, used correctly, ensures you beat your goals.

In an article posted in July, I discussed the 7 Sales Training Success Factors to help you avoid sales training failure. If you missed it, read it here. Readers asked for an expanded description of these factors which can now be found in the links below for the specific factors that have become articles of their own. As a reminder, the 7 Success Factors that avoid sales training failure are listed again here:

Top 7 Sales Training Success Factors

  1. Pre-evaluate the sales team, systems, and processes (Article posted 10/8/2018)
  2. Formal, staged, milestone-centric sales process (This article)
  3. Trainable sales team (Article posted 8/14/18)
  4. Trainable and coachable sales managers (Coming soon)
  5. Training the managers before training salespeople (Coming soon)
  6. Salesperson training with sufficient time scale (Article posted 9/23/18)
  7. Sales leadership accountability (Coming soon)

We know that that lack of a formal written sales process most often prevents sales teams from meeting company goals. When the problem is corrected, sales increase. In fact, 75% of companies reported an increase in sales as a result of adoption of a formal sales process. An effective sales process must have the following attributes:

  1. Written
  2. Customized
  3. Fundamental
  4. Staged
  5. Milestone-centric
  6. Complete
  7. Easy to follow

Now wouldn't this be a good time to describe what such a sales process looks like? Yes it would, but I don't need to do that because Dave Kurlan already wrote a book about it. Buy it here. Or listen to it here. And if you're thinking it's unfair to direct you to an entire book to find the answer, this article provides a handy short cut. 

Once your sales process is ready, the next step is to make sure leadership does the following:

  1. Get everybody using it
  2. Track it with a pipeline tool
  3. Train the sales team on how to use it
  4. Coach the salespeople so they are always improving

The sales process serves these three key functions:

  1. Guides the salesperson on how to take an opportunity from lead to close
  2. Sets the agenda for training
  3. Provides a coaching tool to help managers improve their people

The biggest challenge for managers is not the evaluation, not the creation of the sales process, not the lack of skills on their team, not all the sales DNA getting in their way, and not their own lack of coaching skills. No, the biggest challenge to managers will come from the resistance they face from salespeople who don't want to change and who cause others to doubt that anything good will come from it, creating a negative atmosphere that stifles progress. Overcome that, and you'll be part of the 9% who both have and follow a sales process so you can also be one of the growing number of companies, that might include your competition, that see growth directly attributable to their effective adoption of a formal, customized, staged, milestone-centric sales process.

 

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Photo Credit: alphaspirit (123RF)

Topics: sales training failure, steps in a sales process, coaching culture, sales management effectiveness, formal sales process

Selling To a Resitant End-User

Posted by Dennis Connelly on Sun, Mar 04, 2018 @ 22:03 PM

36332388_s_ResistantEndUser_030518.jpg

Corporate politics can fluster a good sale, especially in the case where an end user is resistant to your products and services even though the person who contacted you says they really need the help. In my last article, I listed the top 7 most common resistance scenarios when selling into a corporate environment in which there are strong political forces, and I addressed specifically #1 below, the Resistant Purchaser. Click here to read that article. Today, let's look at the case where the end-user herself or himself is where the resistance is coming from. The very person that's going to use the product or service doesn't want it. Now what?!

Here is the list again:

Top Seven Most Common Resistance Scenarios in Sale

  1. The Resistant Purchaser
  2. The Resistant End-User
  3. The Resistant Problem Owner
  4. The Resistant Decision Maker
  5. The Resistant Outsider
  6. The Resistant Insider
  7. The Resistant Faction

The scenario goes something like this. Your good-intentioned contact tells you, "Gosh, we really need your service. It's been tough to get the stuff we need when we need it, before the whole things becomes a you know what." And you say, after much conversation, lots of listening, and asking good questions, "And given all that, do you want my help to make all those problems go away the first time, the right way, right now?" And they say, "I'd get started today, but there's one problem. The department boss, who you would be directly helping, hates getting help. Frankly, I think he believes that it's all on him to fix it, and any help from the outside might look bad for him."

Typically, this scenario manifests in the following way. Your contact mentions it to the department boss who either says 'no' right away, or worse, pretends to think it's a good idea so he appears open-minded, only to find holes in it later after you've spent a lot of time working on it for him. So how do you deal with it?

A common approach is to try to work with the resistant end-user to change their mind. However, one must understand the strength of their fear if you are to move them to change. If it's too strong, you won't get anywhere, particularly if they won't have a genuine open dialogue and are not open to change. 

Another approach is to start with your contact saying something like this, "Mr. Primary Contact, given how passionate you are about this issue and given how much you think the company must solve this problem, I'm curious how many others in the organization care about this issue as much as you do." This will start to give you an idea of where the strength in the organization is to get something done. You might then ask, "Have you ever done something like this before, where you see the solution and others don't?" And then follow up with, "How did you get it done that time? Should we cut through roadblocks the same way this time."

When the product is "sold" to one person at the firm, who isn't the end user, and where the end user has said something that sounds a lot like 'no,' then find out where the political leverage is within the company and put it to work. There could be someone or some group that can move Mr. Obstinate where you couldn't. I know I'm going to get emails about how this is stepping on toes, and no one will ever do business with you again and so on. If this is an ongoing account that needs to be managed for the long-term, then yes, tread lightly and focus more on changing the mind of the end-user (or, if appropriate, stop wasting valuable selling time and move on, or get a referral, etc.). 

If this is not an ongoing account, then to worry about stepping on toes is to lose the sale. There are important selling competencies at work in this example including the Hunter Competency and Sales DNA such as Need for Approval. Read about the 21 sales core competencies here. If you piss someone off because you did that, and you do end up losing the sale, you're in the same place you started. If, on the other hand, by taking a risk and telling it like it is at the right time to the right people, in the genuine desire to help your prospect's firm, you will have built trust and credibility because you demonstrated the bravery to risk jeopardizing the sale to do the right thing and you didn't let your own need for approval get in the way.

In short, when the end-user is resistant, if you can find a way to go around them, then go around them. If you can't get permission for that, you have mine.

 

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Photo Credit : Andrew Grossman

 

Topics: overcoming sales resistance, sales management effectiveness



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