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The Challenge of Developing Sales Engineers

  
  
  

Dave Kurlan is a top-rated speaker, best-selling author, sales thought leader and highly regarded sales development expert.

A large well-known technology company has a group of sales engineers that were recently evaluated.  When we ran the analysis on the data, it was clear that most of the 60 sales engineers preferred to be on the engineering side and not the sales side.  They lack the desire to be successful salespeople, they don't enjoy selling, they aren't money motivated and they aren't committed.  So before we can even worry about what they have or don't have in the way of selling skills, these findings tell us that they can't be developed, have no incentive to change and shouldn't be in sales.

But there's a problem.  This group is Japanese and some believe that the cultural difference is to blame; but I'm not buying it. The only real cultural difference between Eastern selling and Western selling is that the Eastern cultures are based on respect and personal relationships.

If it's clear that the group I described in the first paragraph shouldn't be in sales, then they shouldn't be in sales regardless of which country they happen to live in.  Enjoying what you do is not culture specific.  How hard would you work to improve at something you don't like to do?  Personally, I think I'm going to invest in some lessons so I can improve at taking out the trash, doing the dishes and bringing in the dry-cleaning, three of my all-time "favorites".  On the other hand, even though I totally suck at golf (compared with how I believe I should be playing), I'll invest time and money to improve because I love it.

Do all of your salespeople love to sell or is it their job?

(c) Copyright 2008 Dave Kurlan



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Posted by Dave Kurlan on Mon, Jun 02, 2008 @ 08:15 PM

COMMENTS

For over 10 years, we have specialized improving pre-sales operational efficiency. Having worked with Japanese organizations, there exists a cultural challenge in that SEs are strongly subservient to their sales reps. In order to empower SEs to drive revenue and reduce their cost of sales, the sales leadership needs to be open to this empowerment -- Change management 101. In our experience, for the most part, Western sales cultures seem to be more open than Japanese (Asian) sales cultures.
Another point to make is that hiring managers need to take care in hiring SEs who understand that their #1 job is to sell. If a poll shows that SEs would rather be playing with toys, perhaps the organization should take a long hard look at their hiring criteria and re-evaluate the managers who hired a technical skill set in preference to a sales skill set. It is far better for the business to hire an SE who knows how to sell and teach them a new technology than the other way around.

posted on Tuesday, June 03, 2008 at 10:17 AM by Phil Janus


Good article. Unfortunately, a big engineering organization that I evaluated couldn't agree with the hard truth that it requires more than good engineering to win more sales.
I've sent the C-Levels this article. Maybe if they hear from someone else, they will start to realize that selling requires skills, attitude and accountability and ditto for management.

posted on Wednesday, June 04, 2008 at 1:42 PM by Sam Manfer


Comments have been closed for this article.