Living Sales Excellence - Dennis Connelly's Blog

Sales Process and Skyscrapers

Posted by Dennis Connelly on Wed, Jan 23, 2013 @ 08:01 AM

sales process,sales model,Dave Kurlan, Dennis Connelly,sales methodology,sales assessment, sales blogThere was a discussion in our recent sales meeting about the lack of excellent sales processes at most companies.  We ought to know.  Led by Dave Kurlan, we've written over a thousand articles combined to help companies better understand their sales force.  While many of these articles are about process, he noted in a recent article that there has not been a significant shift in this area by most companies.

The structure behind a sales force's activities is the process which they follow to bring a potential customer from lead to suspect to prospect to qualified to closed.  Your CRM tool, in part, should be designed to help with process.  Following it carefully and in the right sequence, can make an enormous difference on the outcome.  It ensures that every good lead has the best chance of a successful close.

I was recently in lower Manhattan and noticed the progress which was being made on the Freedom Tower.  It occured to me that the sales process is similar to building a skyscraper.  To an outside observer, it looks like a magic trick.  How do they get the crane to go continuously higher as the building gets taller?  Don’t you need something higher than the building to lift it up?  How do you attach enormously heavy windows and cladding to the outside of the building which is a thousand feet up?  How do you accomplish seemingly simple things like getting water to come out of a sink on the top floor?  It seems impossibly complicated and daunting.

How they build it is beyond me, but it's clear that they have a process.  They do things in order.  The order makes sense.  They are experts in their field.  All of the contractors and suppliers work together so that each piece fits on the next one in the proper order and at the proper time.  They are aligned in their purpose.  Without this process, the building can’t be built.  If they do it out of order, they have to tear part of it down and redo it in the proper order.

A sales process works the same way.  For sales to be effective, there must be a structure and a process.  It must be executed in the proper order.  If it’s out of order, it gets stuck.  Think about the specifics of your sales process for a moment and ask yourself some questions:

  1. Do we have a process?
  2. Do our people use it?
  3. Does management insist that it be followed, in the right order?
  4. Is the sales organization aligned with my view that the process is important?
  5. Is our CRM tool a good fit for our business?
  6. Am I concerned about pushing my people too hard?
  7. Am I fearful of the consequences of change?

For even more sales process issues, read Frank Belzer’s recent article.  While you’re at it, download his new E-Book on having a great 2013.  Your team must be experts at selling your products to your market.  Are they working together with management in alignment with your corporate mission and standards?  Are they helping to build an edifice of effectiveness where strong growth is standard and where your business stands out above the competition like a skyscraper?

Take a few minutes to grade your sales process.  It’s free.  Whether you take it any further or not, it could be valuable and useful information.  Increasingly, companies are asking us to rebuild their sales process.  They're looking for greater accountability, better metrics, clear action items, measurable progress and outstanding results.  If you're interested in having a conversation like this, let me know.

Topics: sales blog, sales assessment, Dennis Connelly, Dave Kurlan, sales process, sales model, sales methodology

Consultative Selling - Lesson from a King's Trusted Advisor

Posted by Dennis Connelly on Wed, Jan 02, 2013 @ 16:01 PM

Geoffrey Rush playing Lionel Logue resized 600

Take a quick look at your sales organization and count the number who are consistently selling consultatively.  If it's less than 100%, then count the salespeople who at least know what the term means.  Of that group, who could tell you with clarity and passion, how it differs from other forms of selling?  For bonus points, who could tell you why consultative selling is a more desirable approach in 2013?  If your company didn’t score high on this test, it might be time to question why some of your sales people consistently miss your targets.

Most believe they're selling the best possible way.  “I’m asking lots of questions,” they might say, adding “I have the solution to their problem, have great relationships and they trust me.”  All that sounds right until you consider that almost any seasoned salesperson can say all of that.

What makes one salesperson so much more effective than another?  It’s not about asking questions; it’s about asking the right questions.  It’s about drilling down to uncover issues which weren’t on the table beforehand.  It’s not about having a solution to their problem; it’s about defining the problem in a new way which plays to your strengths.  It’s not about having great relationships; it’s about standing apart from the competition so much so that you command your customer’s attention.  This is what Dave Kurlan calls “Speed On the Bases” or SOB Quality.  You want to be like the great base-stealer who forces the pitcher to pay more attention to you than the batter.  If consultative selling is the lock, then SOB Quality is its key.

There was a movie not long ago which demonstrated SOB Quality (among many other sales lessons) called The King’s Speech.  In it, Lionel Logue, a commoner from Australia, was the service provider.  The prince, the future King George VI, known as Bertie to his family, was the potential client.  The prince had a speech impediment which others hadn’t been able to correct.  Logue came recommended, but couldn’t prove that he could solve his problem anymore than the knighted doctors who'd previously tried.  Here’s an excerpt from their first encounter, before any agreement is made to contract his services:

Logue:  “Please call me Lionel.”
Bertie:  “I prefer Doctor.”
Logue:  “I prefer Lionel. What’ll I call you?”
Bertie:  “Your Royal Highness. Then Sir after that.”
Logue:  “A bit formal for here. What about your name?”
Bertie:  “Prince Albert Frederick Arthur George”
Logue:  “How about Bertie?”
Bertie:  “Only my family uses that.”
Logue:  “Perfect. In here, it’s better if we’re equals.”
Bertie:  “If we were equal, I wouldn’t be here. I’d be home with my wife and no one would give a damn.” Bertie lights a cigarette.  
Logue:  “Don’t do that.”
Bertie:  With astonished look, “I’m sorry?”
Logue:  “Sucking smoke into your lungs will kill you.”
Bertie:  “My physicians say it relaxes the throat.”
Logue:  “They’re idiots.”
Bertie:  “They’ve all been knighted.”
Logue:  “Makes it official then. My ‘castle,’ my rules. What was your earliest memory?”
Bertie:  “What on earth do you mean.” Now visibly irritated.
Logue:  “First recollection.”
Bertie:  “I’m not here to discuss personal matters.”
Logue:  “Why are you here, then?”

What Lionel Logue goes on to uncover is that the Prince’s stammering problem, regardless of its original cause, might have been compounded by personal issues such as the unkind treatment he had received by members of his family.  Logue’s probing inquiry eventually uncovers that his self-image is more important than the stammering.  In fact, the breakthrough comes when Logue sits in the king’s cathedral throne before the coronation, angering and challenging the king, until he finally yells at Logue, “I have a voice!”  Logue calmly replies, “Yes, you do.” and gets up out of his throne.  The King never questions his credentials again.  Logue has become a trusted advisor.

That’s how a commoner with no credentials, title, formal training nor guarantee of success took the business away from his high-powered competitors who possessed the inside track.  That’s SOB Quality and it’s at the heart of consultative selling.

Do your salespeople push back and uncover the underlying problems?  Do they challenge the decision-maker and ask questions which could cause discomfort or even irritation?  Do they look past the original inquiry, listen intently and ask follow-up questions until something interesting emerges?  Are they always looking to disqualify (“Why are you here, then?”) and letting the prospect sell themselves?  If the answer to any of these questions is ‘No’, could they be trained? What would a sales force evaluation reveal about your company's potential for change and opportunity for massive growth?  Do you have the right people to help you realize your organization's full potential as you envision it?

January is a terrific time to reflect on questions like these.  Rather than wondering whether you can hit your 2013 goals, perhaps you should be looking further and asking which sales force changes you must make in order to achieve sustained, double-digit, year-over-year growth.

Topics: sales competencies, sales force assessment, sales blog, sales culture, sales assessment, Dennis Connelly, Dave Kurlan, Consultative Selling, Trusted Advisor



Subscribe to Email Updates

Scan the QR Code with your smartphone for immediate access to Dennis Connelly.

Dennis Connelly LinkedIn

Follow Me

Connect

Or Ask for Help 

               Email Me

Sales Leadership Intensive 

http://www.kurlanassociates.com/sales-leadership-event/

Most Popular Posts