Two Levels of Business Mastery:
While most business owners opt to attend both Business Mastery I and II events, there are two levels you can choose from to optimize your business growth.
Business Mastery Level I
Business Mastery Level I gives you a systematic and empowering platform to hone in on the 7 Forces of Business Mastery critical for your business's success, while reshaping and transforming your opportunities for growth. Using state-of-the-art strategies and access to some of the most renowned business leaders of our time, you will immerse yourself in solutions for lasting and inspiring business results. In this 5-day transformative event, raise your standards to an even higher level and learn how to get ahead in today's dynamic business climate while surrounding yourself with outstanding achievers from around the globe.
Here's some of what you'll learn:
The 5 Key Questions you must know and answer to create sustainable growth
The true impact of your organization's current "stage of life" and what you must do now to grow to the next level
A plan for 3 ways to grow your business by 30...or 300%
5 keys to strategically innovate your business and take advantage of your competition
Over a dozen specific sales strategies that take out the element of chance and allow you to maximize your people, processes and profits consistently
Why having a Core Story is essential to your business success and how you can develop yours now
The ultimate model for influencing anyone to take immediate action—partners, employees, and customers
Inspirational stories and strategies for creating raving fan customers
How to read and maximize the top level business and financial plans for your organization
Business Mastery Level II
Business Mastery II is a continuation of the momentum you created during Level I. It's a pull-up-your-sleeves, attack head on, immersive experience to understand all of the internal critical business factors that are impacting your business right now—and how to maximize each of them to create sustainable, duplicatable and scalable systems for ongoing growth and impact.
This premier leadership, productivity, and management program is designed to revolutionize the way you do business.
At the end of five days, you'll know exactly where your business really is—not where you think it is.
You'll understand every key issue that demands immediate attention in your business today.
You'll learn specific tools to understand, manage and measure your company's business and financial plans.
You'll learn cutting edge strategies for key areas of your business such as sales, marketing and negotiation—from people who are doing it successfully in today's marketplace.
And, you'll leave the event knowing the road ahead with precision with the necessary tools to be able to predict the exact types of problems you'll encounter in the future and the specific management strategies most effective for conquering them.
Anthony Robbins, Chet Holmes, and other elite business experts will challenge the very way you think about business, while exposing you to ideas and strategies that that are mandatory for your company's evolution.
Transform your enterprise and your spirit in the Fiji Islands at Business Mastery, Levels I and II.
Sunday, January 2, 2011
The 7 Forces of Business Mastery:
The 7 Forces of Business Mastery:
1. Define Core Principles & Create an Effective Business Map
The competitive advantages that put you in business and made you successful in the first place are almost certainly not sustainable moving forward. At Business Mastery, you will review in detail where your business has been, where it is today and where it is going—and how the current stage of your industry as well as the economy affect this.
Rather than creating a business plan that will likely be outdated in six months, you'll create a business map—a dynamic, flexible, sustainable guide for how to get your business from where you are to where you want to be by taking advantage of the predictable fluctuations in the market and the economy.
2. Strategic Innovation: Products, Services & Delivery
In business, the secret to wealth comes down to two things: marketing and innovation. How do you create and add more value than anyone else in the marketplace? And, how do you continually market your product or service in a way that makes customers want to do business with you again and again?
3. World-Class Strategic Marketing
The marketing strategies and business systems presented at Business Mastery have been selected for one powerful reason: they produce extraordinary results dramatically disproportionate to their required resources.
Among them, a three-step process for rapidly increasing your net profitability by 33%; a system for transforming your enterprise through a simple understanding of what business really is; a process for multiplying your branding impact through the power of emotion; and many more key distinctions that will have an immediate and dramatic impact.
4. Sales Mastery Systems
No business can be successful if it hasn't mastered the ability to sell and generate revenue with machine-like precision. At Business Mastery, you will be guided to discover additional revenue streams from the same business you already have. You will uncover profound ways to get more customers, get them faster, get them for less money—strategies that when applied, will catapult your business to a period of unmatched growth.
5. Constant Optimization & Maximization
You can't manage what you don't measure. A 2% increase across the key drivers in your business will result in a geometric growth in your entire organization. At Business Mastery, you will identify the key drivers unique to your organization and create a simply plan to maximize the results you're getting from each of them. Finally, you will learn how to integrate and apply these strategies and tactics into the very core of your organization for measurable, sustained results.
6. Anticipation Power: Legal & Financial Analysis
"In order to fly the plane, you must be able to read all instruments, including in foggy winters." You must have a fail-proof system to measure and anticipate in advance any challenges in these critical areas. Failure to do so can result in years worth of work and profits lost overnight.
7. Create Raving Fan Customers
The most successful businesses throughout history are those that constantly exceed their customers expectations and desires. You must fall in love with your customer; not your product—and in doing so give them more than what they ask for, but rather what they truly need.
http://www.tonyrobbins.com/events/business-mastery/
1. Define Core Principles & Create an Effective Business Map
The competitive advantages that put you in business and made you successful in the first place are almost certainly not sustainable moving forward. At Business Mastery, you will review in detail where your business has been, where it is today and where it is going—and how the current stage of your industry as well as the economy affect this.
Rather than creating a business plan that will likely be outdated in six months, you'll create a business map—a dynamic, flexible, sustainable guide for how to get your business from where you are to where you want to be by taking advantage of the predictable fluctuations in the market and the economy.
2. Strategic Innovation: Products, Services & Delivery
In business, the secret to wealth comes down to two things: marketing and innovation. How do you create and add more value than anyone else in the marketplace? And, how do you continually market your product or service in a way that makes customers want to do business with you again and again?
3. World-Class Strategic Marketing
The marketing strategies and business systems presented at Business Mastery have been selected for one powerful reason: they produce extraordinary results dramatically disproportionate to their required resources.
Among them, a three-step process for rapidly increasing your net profitability by 33%; a system for transforming your enterprise through a simple understanding of what business really is; a process for multiplying your branding impact through the power of emotion; and many more key distinctions that will have an immediate and dramatic impact.
4. Sales Mastery Systems
No business can be successful if it hasn't mastered the ability to sell and generate revenue with machine-like precision. At Business Mastery, you will be guided to discover additional revenue streams from the same business you already have. You will uncover profound ways to get more customers, get them faster, get them for less money—strategies that when applied, will catapult your business to a period of unmatched growth.
5. Constant Optimization & Maximization
You can't manage what you don't measure. A 2% increase across the key drivers in your business will result in a geometric growth in your entire organization. At Business Mastery, you will identify the key drivers unique to your organization and create a simply plan to maximize the results you're getting from each of them. Finally, you will learn how to integrate and apply these strategies and tactics into the very core of your organization for measurable, sustained results.
6. Anticipation Power: Legal & Financial Analysis
"In order to fly the plane, you must be able to read all instruments, including in foggy winters." You must have a fail-proof system to measure and anticipate in advance any challenges in these critical areas. Failure to do so can result in years worth of work and profits lost overnight.
7. Create Raving Fan Customers
The most successful businesses throughout history are those that constantly exceed their customers expectations and desires. You must fall in love with your customer; not your product—and in doing so give them more than what they ask for, but rather what they truly need.
http://www.tonyrobbins.com/events/business-mastery/
How do you create future sales superstars?
How do you create future sales superstars?
Wednesday, June 23rd, 2010
How many of us entered our sales careers with our eyes wide open? Fully aware of what it takes to be an effective sales person – ably resourced with the tools, processes, plans and support essential to our success. Knowing full well what you were getting yourself into.
For most, if not all of us, our initiation into sales was nothing like this, and was cushioned with little or none of these luxuries. Does the analogy “sink or swim” resonate with anyone?
All of this makes the story I am about to share quite unique and refreshing. Recently, some rather clever and farsighted managers gave some very fortunate young people the opportunity to get a large glimpse into the world of selling.
Here is their story: Two senior managers from one company, both whom I have known and worked with for many years, had the presence of mind and foresight to think ahead and tap into the desire of some of their younger staff to advance their careers.
Their business is in the industrial equipment market where they sell new equipment, spare parts, service and rentals. Recently, they advertised for a new service sales person and received, amongst others, applications from several of their internal service technicians.
The senior managers took these applications very seriously. However, they could not appoint any of their internal applicants because they had no experience and very little idea about what it takes to be an effective sales person. Thinking about the future of their business, staff retention and the desire of these young people to advance their careers, the senior managers took it upon themselves to give these driven and ambitious staff the opportunity to really understand what selling is all about – so that they could one day go in into a sales role with their eyes wide open.
This is where Barrett came in. In discussion with the managers, we developed a one day session where these young participants explored topics like:
» Why sales matters
» The changing face of customers and what they really want
» Ethics in selling
» Missed and lost opportunities
» Critical success factors, and key qualities of the 21st century sales performers
» Olympics Game – our sales fitness and simulation exercise which tests peoples’ natural sales capabilities and gives them real time feedback
» The sales essentials overview:
5 step sales planning process
4 step sales prospecting process
7 step sales communication process
» Skills you can apply NOW to build your steps to being a sales performer
As part of the session, we pointed out that even if they were not currently in a sales role, there were still numerous, valuable things they could take from the session and apply immediately in their current roles. Skills, knowledge and insight that would (and did) serve them, their customers and the company well right now, as well as lay the foundation for when the time comes for them to knowingly and willingly step into a sales role. Things like:
Knowing, understanding, communicating and modeling the vision, key message and promise, values and customer service ethic of the business
Knowing how to make effective phone calls to clients, etc. – being clear about the purpose of their calls and how to position themselves confidently (this relates to how to make prospecting phone calls)
Recognising and understanding different communication styles and how not to confuse different with difficult
Knowing how to ask good questions to clarify and verify their understanding.
What was most impressive was the prolific note taking, questioning and genuine interest in really getting a handle on what it takes to be a great sales person. For me it was one of the most enjoyable and inspiring days I have had in a long time. There is nothing like working with people who really want to be there and be their best.
All the people I have shared this story with in the last month have all expressed the same wish – that they had had the chance to experience such a session before they became a sales person.
All credit to Cameron and Mick for having the wisdom to provide this opportunity to their team. I am sure that the benefits will be varied, significant and long-lasting.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Wednesday, June 23rd, 2010
How many of us entered our sales careers with our eyes wide open? Fully aware of what it takes to be an effective sales person – ably resourced with the tools, processes, plans and support essential to our success. Knowing full well what you were getting yourself into.
For most, if not all of us, our initiation into sales was nothing like this, and was cushioned with little or none of these luxuries. Does the analogy “sink or swim” resonate with anyone?
All of this makes the story I am about to share quite unique and refreshing. Recently, some rather clever and farsighted managers gave some very fortunate young people the opportunity to get a large glimpse into the world of selling.
Here is their story: Two senior managers from one company, both whom I have known and worked with for many years, had the presence of mind and foresight to think ahead and tap into the desire of some of their younger staff to advance their careers.
Their business is in the industrial equipment market where they sell new equipment, spare parts, service and rentals. Recently, they advertised for a new service sales person and received, amongst others, applications from several of their internal service technicians.
The senior managers took these applications very seriously. However, they could not appoint any of their internal applicants because they had no experience and very little idea about what it takes to be an effective sales person. Thinking about the future of their business, staff retention and the desire of these young people to advance their careers, the senior managers took it upon themselves to give these driven and ambitious staff the opportunity to really understand what selling is all about – so that they could one day go in into a sales role with their eyes wide open.
This is where Barrett came in. In discussion with the managers, we developed a one day session where these young participants explored topics like:
» Why sales matters
» The changing face of customers and what they really want
» Ethics in selling
» Missed and lost opportunities
» Critical success factors, and key qualities of the 21st century sales performers
» Olympics Game – our sales fitness and simulation exercise which tests peoples’ natural sales capabilities and gives them real time feedback
» The sales essentials overview:
5 step sales planning process
4 step sales prospecting process
7 step sales communication process
» Skills you can apply NOW to build your steps to being a sales performer
As part of the session, we pointed out that even if they were not currently in a sales role, there were still numerous, valuable things they could take from the session and apply immediately in their current roles. Skills, knowledge and insight that would (and did) serve them, their customers and the company well right now, as well as lay the foundation for when the time comes for them to knowingly and willingly step into a sales role. Things like:
Knowing, understanding, communicating and modeling the vision, key message and promise, values and customer service ethic of the business
Knowing how to make effective phone calls to clients, etc. – being clear about the purpose of their calls and how to position themselves confidently (this relates to how to make prospecting phone calls)
Recognising and understanding different communication styles and how not to confuse different with difficult
Knowing how to ask good questions to clarify and verify their understanding.
What was most impressive was the prolific note taking, questioning and genuine interest in really getting a handle on what it takes to be a great sales person. For me it was one of the most enjoyable and inspiring days I have had in a long time. There is nothing like working with people who really want to be there and be their best.
All the people I have shared this story with in the last month have all expressed the same wish – that they had had the chance to experience such a session before they became a sales person.
All credit to Cameron and Mick for having the wisdom to provide this opportunity to their team. I am sure that the benefits will be varied, significant and long-lasting.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
A Time for Reflection and Renewal
A Time for Reflection and Renewal
Thursday, December 16th, 2010
As this year comes to a close, I find myself reflecting on the last 16 years in my own business. A lot has changed, yes, but many things have remained the same too. On 9th January 2011 my business will be 16 years old.
While anniversaries and birthdays are celebrated differently all over the world, a common thread is that they are often marked with a celebration or a rite of passage. So, to mark our 16th year in business, we would like to share with you 16 key lessons we have learnt since the business began. While there are many more than 16 lessons learnt, we thought it fitting to have one for each year.
Lessons learnt over 16 years
Values
Define your values and what you stand for; what is acceptable and what is not in your business and for you. Make your values a part of your daily work habits, your charter and your selection process when hiring people. It helps you to know when to say ‘yes’ or ‘no’ to trivial or important matters.
Leadership and Humility
Central to management and leadership are trust, respect and openness; listen and learn from your staff, clients, mentors and guides and adjust yourself on your journey to become a proficient, effective leader; build a bridge and get over yourself – don’t let your ego get in the way; follow through; don’t assume anything; be available and responsive; it is important to remember that helping others helps you.
Strategic Planning
Is your vision viable? Can it make money and be self sustaining? Once you have decided to move forward, build a plan. From top to bottom and back up again – strategic to tactical. Review it on an ongoing basis not just once a year; involve all staff in its development; make it actionable, accessible and relevant to every role in the business.
Pick Your Counsel Wisely
Find those people who understand you quickly and easily, who can paraphrase and verify what you have just said. They should bring in different perspectives and help you see links and gaps you may be unaware of. Don’t take them at face value – check that their ideas are valuable and valid – put their comments through the ‘fact versus effect’ filter to see if they are being genuine or not. And don’t pick too many at once because listening to too many people only creates confusion and indecision.
Managing Setbacks
Always confront and resolve issues straight away, as they only get worse when ignored. Never see yourself as a ‘failure’, and always try to learn from your mistakes. You can never fail and succeed as a whole person: you can only fail or succeed at the things you do. Don’t be afraid to take risks – instead take calculated risks, so if your new idea or initiative back fires you haven’t lost everything in the process.
Teachable and Transferable
Build your products or services so they can be easily taught and transferred to your team, and in turn, they can easily sell and deliver them to your clients directly or via channels. And make sure it is always in language your clients can understand.
Trust
Even when things are not going the way you want them to you need to trust your vision and have faith in yourself and others that you will come through. Remember, people buy from people they trust. Trust supersedes like.
Passion
Without passion you just won’t have enough energy or desire to make business success happen. Staying focused is crucial. Think as big as you like then set clear goals and ‘see’ yourself achieving them.
Self Mastery Rather Than Success
If we focus on enjoying rather than proving ourselves we value mastery rather than success, effort rather than outcome, and the relationship rather than approval. Our journey to self mastery is ongoing on every level.
Your Health and Time to Reflect
It’s worth it. Look after yourself and make sure you take care of the whole person – exercise, diet, rest, get variety, take holidays, etc. Because if you don’t then you are no use to anyone especially yourself. Take at least 5 minutes each day to sit quietly and reflect.
The Principle of Exchange
We all exist because we are exchanging something of value. Knowing how to communicate that value so others may appreciate and understand what you bring is critical. Be clear about the value you bring to any relationship whether it is business or personal otherwise you may create confusion about its true value.
Worthiness
We are all worthy, whatever our station in life. Our worth is not measured by what we do. We are worthy just because we exist.
Creativity and Innovation
Create something new, think outside the box, challenge prevailing views and attitudes, and don’t let yourself be bullied. Read outside your area of expertise to see how others learn, lead, make decisions, function and work – look at how it may apply to you and your business. Learn to be flexible and open minded. Trial new initiatives and see if they fit your business.
Application Rather Than Theories
Don’t get hooked on only one way of doing things as most theories don’t hold true in real life. You need to be able to use a mixture of ideas, theories, processes and models. Always have a full ‘kit bag’ of ideas, processes, resources, etc. that you can draw upon, and learn how to use them when you need them in life; take bits and pieces and apply them; trust your common sense; be prepared to make mistakes and learn from them.
Get a Reputation
If you don’t have a reputation, align yourself with someone who does. Or put your business up for reputable awards i.e. Small Business Awards, etc. It’s worth it just for the audit process itself. And, who knows, you might even become a finalist and maybe even win. There’s nothing like an award to elevate your reputation.
Courage
Check ‘what am I here to do?’ and have courage in the face of adversity – stand up for what you believe in. Remember, courage doesn’t always roar sometimes it’s a little voice inside your head that says I’ll try again tomorrow.
To all our readers, supporters and business colleagues, thank you for your patronage. The team at Barrett wish you all the very best for 2011 and look forward to sharing many more insights, research, findings and tips on how to lead an honourable, healthy and prosperous career in sales.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Thursday, December 16th, 2010
As this year comes to a close, I find myself reflecting on the last 16 years in my own business. A lot has changed, yes, but many things have remained the same too. On 9th January 2011 my business will be 16 years old.
While anniversaries and birthdays are celebrated differently all over the world, a common thread is that they are often marked with a celebration or a rite of passage. So, to mark our 16th year in business, we would like to share with you 16 key lessons we have learnt since the business began. While there are many more than 16 lessons learnt, we thought it fitting to have one for each year.
Lessons learnt over 16 years
Values
Define your values and what you stand for; what is acceptable and what is not in your business and for you. Make your values a part of your daily work habits, your charter and your selection process when hiring people. It helps you to know when to say ‘yes’ or ‘no’ to trivial or important matters.
Leadership and Humility
Central to management and leadership are trust, respect and openness; listen and learn from your staff, clients, mentors and guides and adjust yourself on your journey to become a proficient, effective leader; build a bridge and get over yourself – don’t let your ego get in the way; follow through; don’t assume anything; be available and responsive; it is important to remember that helping others helps you.
Strategic Planning
Is your vision viable? Can it make money and be self sustaining? Once you have decided to move forward, build a plan. From top to bottom and back up again – strategic to tactical. Review it on an ongoing basis not just once a year; involve all staff in its development; make it actionable, accessible and relevant to every role in the business.
Pick Your Counsel Wisely
Find those people who understand you quickly and easily, who can paraphrase and verify what you have just said. They should bring in different perspectives and help you see links and gaps you may be unaware of. Don’t take them at face value – check that their ideas are valuable and valid – put their comments through the ‘fact versus effect’ filter to see if they are being genuine or not. And don’t pick too many at once because listening to too many people only creates confusion and indecision.
Managing Setbacks
Always confront and resolve issues straight away, as they only get worse when ignored. Never see yourself as a ‘failure’, and always try to learn from your mistakes. You can never fail and succeed as a whole person: you can only fail or succeed at the things you do. Don’t be afraid to take risks – instead take calculated risks, so if your new idea or initiative back fires you haven’t lost everything in the process.
Teachable and Transferable
Build your products or services so they can be easily taught and transferred to your team, and in turn, they can easily sell and deliver them to your clients directly or via channels. And make sure it is always in language your clients can understand.
Trust
Even when things are not going the way you want them to you need to trust your vision and have faith in yourself and others that you will come through. Remember, people buy from people they trust. Trust supersedes like.
Passion
Without passion you just won’t have enough energy or desire to make business success happen. Staying focused is crucial. Think as big as you like then set clear goals and ‘see’ yourself achieving them.
Self Mastery Rather Than Success
If we focus on enjoying rather than proving ourselves we value mastery rather than success, effort rather than outcome, and the relationship rather than approval. Our journey to self mastery is ongoing on every level.
Your Health and Time to Reflect
It’s worth it. Look after yourself and make sure you take care of the whole person – exercise, diet, rest, get variety, take holidays, etc. Because if you don’t then you are no use to anyone especially yourself. Take at least 5 minutes each day to sit quietly and reflect.
The Principle of Exchange
We all exist because we are exchanging something of value. Knowing how to communicate that value so others may appreciate and understand what you bring is critical. Be clear about the value you bring to any relationship whether it is business or personal otherwise you may create confusion about its true value.
Worthiness
We are all worthy, whatever our station in life. Our worth is not measured by what we do. We are worthy just because we exist.
Creativity and Innovation
Create something new, think outside the box, challenge prevailing views and attitudes, and don’t let yourself be bullied. Read outside your area of expertise to see how others learn, lead, make decisions, function and work – look at how it may apply to you and your business. Learn to be flexible and open minded. Trial new initiatives and see if they fit your business.
Application Rather Than Theories
Don’t get hooked on only one way of doing things as most theories don’t hold true in real life. You need to be able to use a mixture of ideas, theories, processes and models. Always have a full ‘kit bag’ of ideas, processes, resources, etc. that you can draw upon, and learn how to use them when you need them in life; take bits and pieces and apply them; trust your common sense; be prepared to make mistakes and learn from them.
Get a Reputation
If you don’t have a reputation, align yourself with someone who does. Or put your business up for reputable awards i.e. Small Business Awards, etc. It’s worth it just for the audit process itself. And, who knows, you might even become a finalist and maybe even win. There’s nothing like an award to elevate your reputation.
Courage
Check ‘what am I here to do?’ and have courage in the face of adversity – stand up for what you believe in. Remember, courage doesn’t always roar sometimes it’s a little voice inside your head that says I’ll try again tomorrow.
To all our readers, supporters and business colleagues, thank you for your patronage. The team at Barrett wish you all the very best for 2011 and look forward to sharing many more insights, research, findings and tips on how to lead an honourable, healthy and prosperous career in sales.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
The 12 Sales Trends of 2010
The 12 Sales Trends of 2010
As we have now well and truly started 2010, we thought it timely to consider the sales agenda for 2010. With business as usual not usual anymore, and many businesses wondering what to expect and how to align their sales efforts moving forward, we present Barrett’s The 12 Sales Trends of 2010.
1. Noise Reduction
20 years ago information was doubling every 5 years; 5 years ago it was every 18 months; now it is every 9 minutes. Business leaders and sales people are reporting information overload. Some are shutting it out while others are distracted trying to keep on top of it. Selecting what to take on board and what to leave behind will be critical for sales and business in 2010. The key will be finding reputable online sites, blogs, references, and publications that provide access to information that is backed by evidence, research, and free from sensationalism. 2010 will be about filtering information through your core vision, intention, and strategy. Be prepared to question assumptions. This will help you make decisions about what to take on board and what to leave behind. Remember, too much information and indecision will paralyse.
2. Everybody Lives by Selling Something
Everybody in the company needs to be an ambassador for the business, the message, and the brand. There needs to be recognition that they are in one of two roles 1) actively involved in selling or 2) supporting someone who is. In 2010, this will place you front and centre in the minds and wallets of customers. Enlightened sales people and leaders already recognise that ‘product’ is only part of the sales process and that selling is actually a ‘value exchange’, underpinned by real relationships. Those companies that support and train all their people in a culture of proactive client engagement and transparent selling practices, aligned with their strategy, will gain a significant competitive advantage in 2010.
3. Cultural Fit
What do ‘we’ stand for? What difference will ‘we’ make? What value do ‘we’ create? What is ‘our’ core message? How will ‘I’ benefit from working here? What do ‘I’ value? These are the questions that will knock on your door in 2010. More and more managers and sales people are making choices based around values and work practices, rather than just roles. There will be recognition that a clear message to market is critical for companies, and only employees can bring this to life. Savvy companies will not just ‘talk the talk’; they will ‘walk the talk’. Making values, team charter, and steps for action crystal clear will be key when recruiting, training, managing and leading in 2010. Being transparent, honest, and engaging in real conversations will need to be top of mind. In the words of one Senior Leader, “Don’t ask me what I value and stand for; ask the people who work for me. They’ll tell you what I really stand for and then you’ll know if I am true to my word.”
4. Social Sales
Arguably, social media is contributing to the democratisation of information and, armed with this information, customers will demand different things from sales in 2010. Customers will turn to online communities, blogs, forums, and social networks to gather information and make buying decisions. In 2010 sales will need to invest time, resources, and money to learn how to interact in these emerging social spaces. Why? Because the traditional channels to the customer such as email marketing, trade shows, and face-to-face meetings will be less effective. In some cases you may not even be interacting with the customer directly but with their ‘recommendation network’. The real challenge for sales will be to identify and engage with these new networks. Social sales involves different skills, leadership, and a culture that values a collaborative model of free knowledge exchange.
5. Weathering the Storm
Prior to the GFC, many fortunate sales people found making sales straightforward and easy, however these tougher, contracting markets left many wanting in the sales stakes. The current breed of sales people had never experienced business under these conditions. 2009 put emotional resilience to the test and in 2010 we will need to support and heal the emotional scars left from the storm. Despite our standard of living in the developed world, emotional resilience is at a low point with a sharp increase in people not coping with increased pressure and GFC fallout. Emotional resilience doesn’t come easily to everyone; however we can all learn to enhance it in healthy, harm-free ways. Putting emotional resilience high on the agenda of sales in 2010 will not only benefit individuals, it will also mean they in turn can help the achieve company success. Maintaining a proactive, realistic, and positive outlook in tougher markets will require business leaders and their
people to watch who they let near their minds.
6. Through the Looking Glass
Tired of being told you need to sell like someone else to be successful? Unsure which behaviours you should model? Want to be you and be the best you can be? Unsure why you are afraid of doing certain tasks? Well, you are not alone. In 2010, enlightened companies will focus on understanding people; what motivates and drives people; how people think and make decisions; how you play to people’s strengths to achieve goals and fulfil ambitions; how people can communicate more effectively; how people can manage behaviours and attitudes. Gaining insight into self and others is much more than just naval-gazing. With proper resources and support, insight can be a life changing experience for people and greatly enhance company success. While for a number of years we have been realising the importance of people, 2010 will be about supporting people in gaining insight, so they can best apply sales processes and knowledge. 2010 will be about working from the inside out.
7. Sustainable Selling
With the green agenda comes Sustainable Selling. 2010 will be about sales, people, and the planet. And how we can best manage this relationship now for future generations? In 2010 we will value trust, transparency, substance, and ethical sales practices which discourage excessive consumption and greed. The focus will be on forging legitimate business relationships which serve the environment, people, business, and communities. If we are to meet the needs of the present, without compromising the future, we need to engage in Sustainable Selling. Sustainable Selling practices support the concept of Sustainable Development which provides practical applications of the principles of sustainability in the real world. Sustainable Selling is not a fixed state of harmony but rather an evolving process in which the exploitation of resources, the direction of investments, the orientation of technological development, and institutional change are balanced with future, as well as present needs. 2010 will be about putting eco into sales.
8. The New Competition
2010 will see collaboration become the new competition. Markets around the world are crying out for collaboration as innovation and differentiation become scarce in a sea of commoditised products and processes. Sales people who see themselves as collaborators, both internally (colleagues, departments) and externally (customers, competitors), will prosper more than ever during 2010. Collaboration calls for a team effort. Sales teams where everyone is pitted against each other to achieve ‘top dog’ status will be replaced by a ‘lead team’ approach. Companies that want to bring in new business and grow and develop existing customers will rely on the united hands of many– rather than one. Successful sales people of 2010 will leverage the power of collaboration over competition because they understand that relationships never work if they are forced and manipulated.
9. A Sales Community
The professionalisation of sales is here. While sales has been poorly regarded and understood, in recent years there has been a growing body shining light on sales as a complex and skilful profession. Highly effective and successful sales people who act as trusted advisors can breathe a sigh of relief as you have known this all along. Now, in 2010 you will be joined by a community. Recently, this movement towards creating a sales community was evidenced by the inaugural Optimising the Sales Force Australia 2009 conference. Sales leaders from a diverse range of industries came together to learn and share wisdom. We recommend putting the OSF conference on your 2010 agenda and get behind the profession of sales. Keep your eyes out for other forums popping up off and online. There is also a rising tide wanting to see ‘sales’ on the curriculum of Australian Universities. We have some catching up to do when you consider that at last count there were 42 universities in the US with graduate and undergraduate sales courses on their curriculum. Watch this space in 2010.
10. Hot Bath Turns Cold
The days of one-off training sessions or the hyped motivational speaker to lift sales are numbered. Despite these ‘hot bath’ techniques providing content and entertainment value, they do not deliver consistent results over time– like a hot bath, they soon get cold. In 2010, companies will want more. Well founded research shows that continuous learning, a little bit every day, is the way to go. Smart, savvy, successful sales people need to train like athletes. This doesn’t mean spending a lot of money on fancy training– it means creating a culture of continuous learning where practice, reflection, self-learning, and coaching occur daily. Leading companies will link this to a clearly communicated and committed sales capability plan and make it a conscious part of everything: every sales meeting, every sales call, every coaching encounter. 2010 will be about sales fitness.
11. Lead the Way
Sales needs to be led from the top. In 2010, that will mean from the CEO down with sales on the agenda of the ‘C’ suite i.e. the CEO, CFO, COO, and even if they never have contact with an external customer they need to know how to sell and support the sales effort. Moving down the corporate adder, companies will make the most significant difference to sales through their Sales Managers. Sales Managers will be the key to sales success in 2010. Those companies that invest in properly training, educating and supporting their Sales Managers will see significant lifts in 2010 and beyond. The verdict is back: Sales Manager training delivers the best returns, with the highest positive correlation found between training and results. Time and time again sales eams achieved higher performance and results when their Sales Managers were frequently and effectively trained and coached. Lead the way to making 2010 the year of the Sales Manager.
12. Back to Basics
One of the real challenges of 2010 will be keeping sales momentum while understanding how changes n customers, competitors, markets, innovations, media, technology and all manner of things will impact on businesses and people. Getting our heads around all this to find the right ingredients for our plans and strategies will be demanding. In 2010, wise sales people will embrace the ‘new’ but not forget the basics. This will be made easier by having a clear sales plan in place with direction, targets, and activities. By knowing who and how to target customers and being well skilled in sales planning, prospecting, and communication you will keep sales happening. Repeat the mantra ‘hasten slowly’ and keep doing the old basics while considering, evaluating, and integrating the new. With change comes opportunity and challenges. In 2010 the focus will be on selective incorporation, based on customers, community, company, and self, while still remembering the basics.
Which of these trends will have the greatest impact on sales next year?
Go to our 12 Sales Trends in 2010 Poll to tell us which trends will be on your radar in 2010.
We will publish the results of the most important Sales Trends for 2010 in January. Make sure you are subscribed to our blog to receive in depth articles on The 12 Sales Trends of 2010, starting in January with the No. 1 trend as voted by you our readers.
If you know someone who might benefit from a weekly reminder of the importance of sales, please tell your friend about us.
http://www.barrett.com.au/blogs/SalesBlog/the-12-sales-trends-of-2010/
As we have now well and truly started 2010, we thought it timely to consider the sales agenda for 2010. With business as usual not usual anymore, and many businesses wondering what to expect and how to align their sales efforts moving forward, we present Barrett’s The 12 Sales Trends of 2010.
1. Noise Reduction
20 years ago information was doubling every 5 years; 5 years ago it was every 18 months; now it is every 9 minutes. Business leaders and sales people are reporting information overload. Some are shutting it out while others are distracted trying to keep on top of it. Selecting what to take on board and what to leave behind will be critical for sales and business in 2010. The key will be finding reputable online sites, blogs, references, and publications that provide access to information that is backed by evidence, research, and free from sensationalism. 2010 will be about filtering information through your core vision, intention, and strategy. Be prepared to question assumptions. This will help you make decisions about what to take on board and what to leave behind. Remember, too much information and indecision will paralyse.
2. Everybody Lives by Selling Something
Everybody in the company needs to be an ambassador for the business, the message, and the brand. There needs to be recognition that they are in one of two roles 1) actively involved in selling or 2) supporting someone who is. In 2010, this will place you front and centre in the minds and wallets of customers. Enlightened sales people and leaders already recognise that ‘product’ is only part of the sales process and that selling is actually a ‘value exchange’, underpinned by real relationships. Those companies that support and train all their people in a culture of proactive client engagement and transparent selling practices, aligned with their strategy, will gain a significant competitive advantage in 2010.
3. Cultural Fit
What do ‘we’ stand for? What difference will ‘we’ make? What value do ‘we’ create? What is ‘our’ core message? How will ‘I’ benefit from working here? What do ‘I’ value? These are the questions that will knock on your door in 2010. More and more managers and sales people are making choices based around values and work practices, rather than just roles. There will be recognition that a clear message to market is critical for companies, and only employees can bring this to life. Savvy companies will not just ‘talk the talk’; they will ‘walk the talk’. Making values, team charter, and steps for action crystal clear will be key when recruiting, training, managing and leading in 2010. Being transparent, honest, and engaging in real conversations will need to be top of mind. In the words of one Senior Leader, “Don’t ask me what I value and stand for; ask the people who work for me. They’ll tell you what I really stand for and then you’ll know if I am true to my word.”
4. Social Sales
Arguably, social media is contributing to the democratisation of information and, armed with this information, customers will demand different things from sales in 2010. Customers will turn to online communities, blogs, forums, and social networks to gather information and make buying decisions. In 2010 sales will need to invest time, resources, and money to learn how to interact in these emerging social spaces. Why? Because the traditional channels to the customer such as email marketing, trade shows, and face-to-face meetings will be less effective. In some cases you may not even be interacting with the customer directly but with their ‘recommendation network’. The real challenge for sales will be to identify and engage with these new networks. Social sales involves different skills, leadership, and a culture that values a collaborative model of free knowledge exchange.
5. Weathering the Storm
Prior to the GFC, many fortunate sales people found making sales straightforward and easy, however these tougher, contracting markets left many wanting in the sales stakes. The current breed of sales people had never experienced business under these conditions. 2009 put emotional resilience to the test and in 2010 we will need to support and heal the emotional scars left from the storm. Despite our standard of living in the developed world, emotional resilience is at a low point with a sharp increase in people not coping with increased pressure and GFC fallout. Emotional resilience doesn’t come easily to everyone; however we can all learn to enhance it in healthy, harm-free ways. Putting emotional resilience high on the agenda of sales in 2010 will not only benefit individuals, it will also mean they in turn can help the achieve company success. Maintaining a proactive, realistic, and positive outlook in tougher markets will require business leaders and their
people to watch who they let near their minds.
6. Through the Looking Glass
Tired of being told you need to sell like someone else to be successful? Unsure which behaviours you should model? Want to be you and be the best you can be? Unsure why you are afraid of doing certain tasks? Well, you are not alone. In 2010, enlightened companies will focus on understanding people; what motivates and drives people; how people think and make decisions; how you play to people’s strengths to achieve goals and fulfil ambitions; how people can communicate more effectively; how people can manage behaviours and attitudes. Gaining insight into self and others is much more than just naval-gazing. With proper resources and support, insight can be a life changing experience for people and greatly enhance company success. While for a number of years we have been realising the importance of people, 2010 will be about supporting people in gaining insight, so they can best apply sales processes and knowledge. 2010 will be about working from the inside out.
7. Sustainable Selling
With the green agenda comes Sustainable Selling. 2010 will be about sales, people, and the planet. And how we can best manage this relationship now for future generations? In 2010 we will value trust, transparency, substance, and ethical sales practices which discourage excessive consumption and greed. The focus will be on forging legitimate business relationships which serve the environment, people, business, and communities. If we are to meet the needs of the present, without compromising the future, we need to engage in Sustainable Selling. Sustainable Selling practices support the concept of Sustainable Development which provides practical applications of the principles of sustainability in the real world. Sustainable Selling is not a fixed state of harmony but rather an evolving process in which the exploitation of resources, the direction of investments, the orientation of technological development, and institutional change are balanced with future, as well as present needs. 2010 will be about putting eco into sales.
8. The New Competition
2010 will see collaboration become the new competition. Markets around the world are crying out for collaboration as innovation and differentiation become scarce in a sea of commoditised products and processes. Sales people who see themselves as collaborators, both internally (colleagues, departments) and externally (customers, competitors), will prosper more than ever during 2010. Collaboration calls for a team effort. Sales teams where everyone is pitted against each other to achieve ‘top dog’ status will be replaced by a ‘lead team’ approach. Companies that want to bring in new business and grow and develop existing customers will rely on the united hands of many– rather than one. Successful sales people of 2010 will leverage the power of collaboration over competition because they understand that relationships never work if they are forced and manipulated.
9. A Sales Community
The professionalisation of sales is here. While sales has been poorly regarded and understood, in recent years there has been a growing body shining light on sales as a complex and skilful profession. Highly effective and successful sales people who act as trusted advisors can breathe a sigh of relief as you have known this all along. Now, in 2010 you will be joined by a community. Recently, this movement towards creating a sales community was evidenced by the inaugural Optimising the Sales Force Australia 2009 conference. Sales leaders from a diverse range of industries came together to learn and share wisdom. We recommend putting the OSF conference on your 2010 agenda and get behind the profession of sales. Keep your eyes out for other forums popping up off and online. There is also a rising tide wanting to see ‘sales’ on the curriculum of Australian Universities. We have some catching up to do when you consider that at last count there were 42 universities in the US with graduate and undergraduate sales courses on their curriculum. Watch this space in 2010.
10. Hot Bath Turns Cold
The days of one-off training sessions or the hyped motivational speaker to lift sales are numbered. Despite these ‘hot bath’ techniques providing content and entertainment value, they do not deliver consistent results over time– like a hot bath, they soon get cold. In 2010, companies will want more. Well founded research shows that continuous learning, a little bit every day, is the way to go. Smart, savvy, successful sales people need to train like athletes. This doesn’t mean spending a lot of money on fancy training– it means creating a culture of continuous learning where practice, reflection, self-learning, and coaching occur daily. Leading companies will link this to a clearly communicated and committed sales capability plan and make it a conscious part of everything: every sales meeting, every sales call, every coaching encounter. 2010 will be about sales fitness.
11. Lead the Way
Sales needs to be led from the top. In 2010, that will mean from the CEO down with sales on the agenda of the ‘C’ suite i.e. the CEO, CFO, COO, and even if they never have contact with an external customer they need to know how to sell and support the sales effort. Moving down the corporate adder, companies will make the most significant difference to sales through their Sales Managers. Sales Managers will be the key to sales success in 2010. Those companies that invest in properly training, educating and supporting their Sales Managers will see significant lifts in 2010 and beyond. The verdict is back: Sales Manager training delivers the best returns, with the highest positive correlation found between training and results. Time and time again sales eams achieved higher performance and results when their Sales Managers were frequently and effectively trained and coached. Lead the way to making 2010 the year of the Sales Manager.
12. Back to Basics
One of the real challenges of 2010 will be keeping sales momentum while understanding how changes n customers, competitors, markets, innovations, media, technology and all manner of things will impact on businesses and people. Getting our heads around all this to find the right ingredients for our plans and strategies will be demanding. In 2010, wise sales people will embrace the ‘new’ but not forget the basics. This will be made easier by having a clear sales plan in place with direction, targets, and activities. By knowing who and how to target customers and being well skilled in sales planning, prospecting, and communication you will keep sales happening. Repeat the mantra ‘hasten slowly’ and keep doing the old basics while considering, evaluating, and integrating the new. With change comes opportunity and challenges. In 2010 the focus will be on selective incorporation, based on customers, community, company, and self, while still remembering the basics.
Which of these trends will have the greatest impact on sales next year?
Go to our 12 Sales Trends in 2010 Poll to tell us which trends will be on your radar in 2010.
We will publish the results of the most important Sales Trends for 2010 in January. Make sure you are subscribed to our blog to receive in depth articles on The 12 Sales Trends of 2010, starting in January with the No. 1 trend as voted by you our readers.
If you know someone who might benefit from a weekly reminder of the importance of sales, please tell your friend about us.
http://www.barrett.com.au/blogs/SalesBlog/the-12-sales-trends-of-2010/
The 12 Sales Trends of 2011
The 12 Sales Trends of 2011
It’s been another challenging year for Australia’s sales professionals. While most sectors have now weathered the storm of the GFC, markets remain tough, buyers remain reluctant to spend and sales people continue to be tested. And while economic conditions are expected to improve in the coming 12 months, 2011 looks set to throw up a new set of challenges.
Without doubt the second decade of the 21st century will bring unprecedented change in how we sell and do business. With many businesses wondering what to expect and how to align their sales efforts moving forward, Barrett has indentified the 12 Sales Trends of 2011.
It’s a list that highlights the holistic approach sales professionals need. Today’s sales person must be able to demonstrate leadership, an ability to collaborate, an ability to develop personal relationships with their clients and, above all, integrity.
As you read these trends, think hard about those that will have the greatest impact on your sales efforts next year.
Go to our 12 Sales Trends in 2011 Poll to tell us which trends will be on your radar in 2011.
1. The year of the sales leader
Without doubt if businesses don’t get their sales leadership and management capabilities functioning effectively, their sales efforts will be in peril in 2011 and beyond. The research is clear – educate and develop your sales managers to be effective sale leaders and the impact on sales results will be dramatic. Smart businesses will invest in the ongoing development of their sales leaders, producing highly effective professional business people who are knowledgeable and skillful in strategic action, technology, and global perspectives, and who excel at coaching, and proactive review. Those companies that support and train all their sales leaders and managers will gain a significant competitive advantage in 2011.
2. Knowing the Business of Business
If you lead with product you will be left behind in 2011. In this increasingly complex world, more and more will be asked of sales people and sales managers when it comes to business knowledge and commercial acumen. Gone are the days of just being a product expert, sales people need to be competent business people too. Being able to understand how businesses, markets, and communities function and where you, your products, services and business works in concert with your clients should be on your agenda in 2011. Today, clients expect to communicate and deal with a real professional who knows how business functions. They want to have business discussions not product discussions. Making sure your sales people can understand businesses’ commercial drivers and make commercially sound decisions in line with yours and your clients’ business strategies is key in 2011.
3. The new sharing
Think it was a milestone to have a shared calendar, well think again. Watch out for the new collaboration software tools which now allow people within companies to share information, connect, communicate and collaborate in secure online environments on projects, sales pitches, client accounts, and daily work flow in real time across geographic locations and time zones. Like Facebook, Twitter and other social media networks, collaboration software tools are going to change the face of internal company information sharing within businesses. We know that sharing and collaboration cannot take place in a vacuum, it requires individuals working together in a coordinated fashion, towards a common goal. Smart leaders will know this and use collaboration software to accelerate internal business communications to ensure interactive work systems and teams that produce more effective, innovative, efficient and profitable sales results in 2011.
4. Prospecting and Social Media
With social networking sites and the plethora of online data available 2011 presents us with a “better quality prospecting” and “better qualified prospects”. Business sites such as Linkedin and Plaxo, and the emergence of Facebook and Twitter as business destinations give the discerning business or sales person access to quality data where they can research key contacts with an organisation, as well as business activity. Then, when appropriate, they can use this data to make professional connections. Smart business leaders and sales people will use social networking sites as tools to engage in better quality prospecting and improve conversion rates rather than just using them to make a list of prospects. Does this mean you will learn everything about a person via their profile or that you take a carte blanche approach to prospecting? NO. We will need to be mindful about how we go about making contact as we will still need to engage in skillful prospecting activities to position ourselves effectively. With clear sales plans and well defined prospect profiles there’s no excuse NOT to prospect effectively. 2011 will be about a Total Quality Prospecting environment.
5. Rethinking Incentives (The science of motivation)
Incentive programs, commissions and bonuses have been synonymous with sales teams for at least the last 50 years. However throwing more money at sales teams to perform better, especially in these more complex and creative times may be a thing of the past. While the ‘carrot and stick’ approach has worked reasonably successfully for most sales teams in the twentieth century, especially when sales people were simply selling product, scientific research is showing if you want smart thinking sales people who can create new opportunities, forge new partnerships, and sell real value, then our traditional incentive programs are often precisely the wrong way to motivate people for today’s challenges. In 2011, more and more companies will be enlisting new approaches to motivation rethinking how they incentivise and reward their sales teams intrinsically and extrinsically.
6. Results not Solutions
If you are about selling packaged or aggregated solutions you may be in for a rude shock. In 2011 we will see more and more packaged solution offerings such as print solutions, financial planning, education and car leasing, like products before them, become commoditised. Companies who cut costs, reduce levels of service, and get customers to go online and DIY will strip away any real value and reduce packaged/aggregated solutions to price negotiations. Selling packaged/aggregated solutions is at risk of losing its profitable edge. So, where to from here? Smart sales people and their businesses know that the real value and what clients are prepared to pay for lies in the collaboration and production of real ideas and results. Despite offering aggregated solutions they will look for ways to accelerate their clients businesses or personal lives, to produce more outstanding results. This requires thinking outside the product and solution boxes, dealing with variables and ambiguities which, by nature, are messier and less defined. Working together to achieve real results will bring with it whole new partnership arrangements. Are you and your team ready to position yourself to sell Results in 2011?
7. The Sales Pioneer
Not afraid to ask the hard questions, uncover new opportunities, challenge the precepts and ideas of their clients and companies alike, work in healthy and dynamic collaboration with clients including procurement, internal teams and allied suppliers, the 21st Century Sales Pioneer is not afraid to stand up and be counted. They are far from being ‘yes’ men or women and will not be bullied or tyrannised by prevailing views and attitudes and this is precisely what ‘market challenger’ companies will want to recruit in 2011. Definitely not well suited to compliant or transactional sales cultures, this new more articulate, professional and conceptual breed of sales person will be the first to enter new territories, opening up new vistas, challenging our thinking, taking us to better places where we can benefit. If you are thinking about refreshing or realigning your sales team in 2011 consider finding, developing, harnessing and retaining the Sales Pioneer to give you that edge in 2011.
8. Procurement & Value Managed
In 2011 we will see a quickening in the development, thinking and sophistication of the Procurement Profession which will definitely see them on the front foot. Sixty percent of major corporations around the world now have Procurement and Supply at the Executive Table alongside sales, marketing, finance, production, HR, IT, etc. Security of supply, environmental credentials, sustainable business practices, integrative processes, businesses cases will be up for discussion at the executive level and procurement are right in the centre of key decisions making. The conversations had with smart procurement professionals will centre much more around Value Management rather than the narrow band width of Cost Management. Contrary to the popular myth that all procurement people want to negotiate down to the lowest price, the procurement profession will present as far more sophisticated than most sales people give them credit for. The sales profession will do itself a favour if it pays attention and ditches the ‘Us versus Them’ scenario when it comes to dealing with procurement. 2011 will be about working with procurement to supply and managing real value.
9. CRM as a business strategy
Looking at your Customer Relationship Management systems (CRM’s) as a piece of software? Think again. While CRM’s are getting better, easier and cheaper to use, in 2011 more and more companies will position their CRM’s as a strategy enabling their people to use it as a marketing channel mapping the true value of their clients and this will aid in their competitive edge. Smart companies will position CRM as a strategy and corporate asset from the outset. This dynamic communication system will be your corporate memory and tactical delivery channel for targeted campaigns and will be used across the organization not just by the sales team. Positioned and used correctly with all this valuable information tracked and mapped it can be valued as part of your asset register and eventually sold for premium.
10. Integrity – your sales edge
With the internet comes a whole new transparency. False promises, dubious offerings, bad behaviour and bad press will be tracked and publically broadcasted to many in 2011. There is nowhere to hide in the virtual world. Your reputation will precede you. Despite the prevailing paradigms of 20th century ‘old school selling’ tactics of bullying and deception, highly successful, effective, ethical sales people will have nothing to fear. They have always known the best way to sell is to develop honest and open relationships. They know that TRUST supersedes like. The time has arrived to move beyond the old sales stereotypes and enter the real world of the honourable sales professional. All your knowledge, skill, products, company infrastructure and brand will mean nothing without integrity. Companies and sales people need to shape up in 2011 and make sure what they promise can be delivered. Proactively forging honest and open relationships (of any kind) based on trust, transparency, respect, and doing what you say you will do will be on show in 2011.
11. Leading an examined life
For many years you could lead an intuitive sales life because your product was your edge, but no more. With products replicated in minutes, the spotlight is well and truly on the specific ingredients of being an effective sales person and sales leader. In 2011 smart companies will take the time to uncover and develop the essential knowledge, skills and mindsets needed in their sales teams. In particular, there will be a focus on a developing a ‘mastery mindset’ where self reflection, self awareness, compassion, candor, caring and resilience are key. Those who lead an examined life know that we cannot know another if we do not know ourselves first. Far from being self indulgent, encouraging a continuous learning ‘mastery mindset’ will help salespeople and leaders take personal responsibility for their learning journey in defined areas of performance excellence. There is no need for unconscious or disengaged learning in 2011. Smart companies will make conscious, mindful learning a part of their daily working lives. To achieve sales mastery we will need to lead an examined life in 2011.
12. Getting Personal
Despite or because of the internet customers will be wanting personal, single contact satisfaction. Contrary to some pundits who believe that the role of salespeople is becoming obsolete with the ongoing proliferation of Internet and mobile technology, effective sales professionals and a personal approach to selling is becoming ever more important in 2011. Smart salespeople will offload functional and transactional activities in order to concentrate on the more personal aspects of selling, including understanding the customer’s business and providing more personalised service. Our client surveys are already showing that those customers who know their salesperson by name are 90% more likely to stay loyal!
Companies that have a large turnover or salespeople with short tenures are unlikely to adequately maintain the customer familiarity needed to achieve a high level of loyalty in 2011. Customers are raising the bar for customer-relationship standards in 2011!
Which of these trends will have the greatest impact on sales next year? Go to our 12 Sales Trends in 2011 Poll to tell us which trends will be on your radar in 2011. We will publish the results of the most important Sales Trends for 2011 in January.
And remember everybody lives by selling something.
http://www.barrett.com.au/blogs/SalesBlog/the-12-sales-trends-of-2011/
It’s been another challenging year for Australia’s sales professionals. While most sectors have now weathered the storm of the GFC, markets remain tough, buyers remain reluctant to spend and sales people continue to be tested. And while economic conditions are expected to improve in the coming 12 months, 2011 looks set to throw up a new set of challenges.
Without doubt the second decade of the 21st century will bring unprecedented change in how we sell and do business. With many businesses wondering what to expect and how to align their sales efforts moving forward, Barrett has indentified the 12 Sales Trends of 2011.
It’s a list that highlights the holistic approach sales professionals need. Today’s sales person must be able to demonstrate leadership, an ability to collaborate, an ability to develop personal relationships with their clients and, above all, integrity.
As you read these trends, think hard about those that will have the greatest impact on your sales efforts next year.
Go to our 12 Sales Trends in 2011 Poll to tell us which trends will be on your radar in 2011.
1. The year of the sales leader
Without doubt if businesses don’t get their sales leadership and management capabilities functioning effectively, their sales efforts will be in peril in 2011 and beyond. The research is clear – educate and develop your sales managers to be effective sale leaders and the impact on sales results will be dramatic. Smart businesses will invest in the ongoing development of their sales leaders, producing highly effective professional business people who are knowledgeable and skillful in strategic action, technology, and global perspectives, and who excel at coaching, and proactive review. Those companies that support and train all their sales leaders and managers will gain a significant competitive advantage in 2011.
2. Knowing the Business of Business
If you lead with product you will be left behind in 2011. In this increasingly complex world, more and more will be asked of sales people and sales managers when it comes to business knowledge and commercial acumen. Gone are the days of just being a product expert, sales people need to be competent business people too. Being able to understand how businesses, markets, and communities function and where you, your products, services and business works in concert with your clients should be on your agenda in 2011. Today, clients expect to communicate and deal with a real professional who knows how business functions. They want to have business discussions not product discussions. Making sure your sales people can understand businesses’ commercial drivers and make commercially sound decisions in line with yours and your clients’ business strategies is key in 2011.
3. The new sharing
Think it was a milestone to have a shared calendar, well think again. Watch out for the new collaboration software tools which now allow people within companies to share information, connect, communicate and collaborate in secure online environments on projects, sales pitches, client accounts, and daily work flow in real time across geographic locations and time zones. Like Facebook, Twitter and other social media networks, collaboration software tools are going to change the face of internal company information sharing within businesses. We know that sharing and collaboration cannot take place in a vacuum, it requires individuals working together in a coordinated fashion, towards a common goal. Smart leaders will know this and use collaboration software to accelerate internal business communications to ensure interactive work systems and teams that produce more effective, innovative, efficient and profitable sales results in 2011.
4. Prospecting and Social Media
With social networking sites and the plethora of online data available 2011 presents us with a “better quality prospecting” and “better qualified prospects”. Business sites such as Linkedin and Plaxo, and the emergence of Facebook and Twitter as business destinations give the discerning business or sales person access to quality data where they can research key contacts with an organisation, as well as business activity. Then, when appropriate, they can use this data to make professional connections. Smart business leaders and sales people will use social networking sites as tools to engage in better quality prospecting and improve conversion rates rather than just using them to make a list of prospects. Does this mean you will learn everything about a person via their profile or that you take a carte blanche approach to prospecting? NO. We will need to be mindful about how we go about making contact as we will still need to engage in skillful prospecting activities to position ourselves effectively. With clear sales plans and well defined prospect profiles there’s no excuse NOT to prospect effectively. 2011 will be about a Total Quality Prospecting environment.
5. Rethinking Incentives (The science of motivation)
Incentive programs, commissions and bonuses have been synonymous with sales teams for at least the last 50 years. However throwing more money at sales teams to perform better, especially in these more complex and creative times may be a thing of the past. While the ‘carrot and stick’ approach has worked reasonably successfully for most sales teams in the twentieth century, especially when sales people were simply selling product, scientific research is showing if you want smart thinking sales people who can create new opportunities, forge new partnerships, and sell real value, then our traditional incentive programs are often precisely the wrong way to motivate people for today’s challenges. In 2011, more and more companies will be enlisting new approaches to motivation rethinking how they incentivise and reward their sales teams intrinsically and extrinsically.
6. Results not Solutions
If you are about selling packaged or aggregated solutions you may be in for a rude shock. In 2011 we will see more and more packaged solution offerings such as print solutions, financial planning, education and car leasing, like products before them, become commoditised. Companies who cut costs, reduce levels of service, and get customers to go online and DIY will strip away any real value and reduce packaged/aggregated solutions to price negotiations. Selling packaged/aggregated solutions is at risk of losing its profitable edge. So, where to from here? Smart sales people and their businesses know that the real value and what clients are prepared to pay for lies in the collaboration and production of real ideas and results. Despite offering aggregated solutions they will look for ways to accelerate their clients businesses or personal lives, to produce more outstanding results. This requires thinking outside the product and solution boxes, dealing with variables and ambiguities which, by nature, are messier and less defined. Working together to achieve real results will bring with it whole new partnership arrangements. Are you and your team ready to position yourself to sell Results in 2011?
7. The Sales Pioneer
Not afraid to ask the hard questions, uncover new opportunities, challenge the precepts and ideas of their clients and companies alike, work in healthy and dynamic collaboration with clients including procurement, internal teams and allied suppliers, the 21st Century Sales Pioneer is not afraid to stand up and be counted. They are far from being ‘yes’ men or women and will not be bullied or tyrannised by prevailing views and attitudes and this is precisely what ‘market challenger’ companies will want to recruit in 2011. Definitely not well suited to compliant or transactional sales cultures, this new more articulate, professional and conceptual breed of sales person will be the first to enter new territories, opening up new vistas, challenging our thinking, taking us to better places where we can benefit. If you are thinking about refreshing or realigning your sales team in 2011 consider finding, developing, harnessing and retaining the Sales Pioneer to give you that edge in 2011.
8. Procurement & Value Managed
In 2011 we will see a quickening in the development, thinking and sophistication of the Procurement Profession which will definitely see them on the front foot. Sixty percent of major corporations around the world now have Procurement and Supply at the Executive Table alongside sales, marketing, finance, production, HR, IT, etc. Security of supply, environmental credentials, sustainable business practices, integrative processes, businesses cases will be up for discussion at the executive level and procurement are right in the centre of key decisions making. The conversations had with smart procurement professionals will centre much more around Value Management rather than the narrow band width of Cost Management. Contrary to the popular myth that all procurement people want to negotiate down to the lowest price, the procurement profession will present as far more sophisticated than most sales people give them credit for. The sales profession will do itself a favour if it pays attention and ditches the ‘Us versus Them’ scenario when it comes to dealing with procurement. 2011 will be about working with procurement to supply and managing real value.
9. CRM as a business strategy
Looking at your Customer Relationship Management systems (CRM’s) as a piece of software? Think again. While CRM’s are getting better, easier and cheaper to use, in 2011 more and more companies will position their CRM’s as a strategy enabling their people to use it as a marketing channel mapping the true value of their clients and this will aid in their competitive edge. Smart companies will position CRM as a strategy and corporate asset from the outset. This dynamic communication system will be your corporate memory and tactical delivery channel for targeted campaigns and will be used across the organization not just by the sales team. Positioned and used correctly with all this valuable information tracked and mapped it can be valued as part of your asset register and eventually sold for premium.
10. Integrity – your sales edge
With the internet comes a whole new transparency. False promises, dubious offerings, bad behaviour and bad press will be tracked and publically broadcasted to many in 2011. There is nowhere to hide in the virtual world. Your reputation will precede you. Despite the prevailing paradigms of 20th century ‘old school selling’ tactics of bullying and deception, highly successful, effective, ethical sales people will have nothing to fear. They have always known the best way to sell is to develop honest and open relationships. They know that TRUST supersedes like. The time has arrived to move beyond the old sales stereotypes and enter the real world of the honourable sales professional. All your knowledge, skill, products, company infrastructure and brand will mean nothing without integrity. Companies and sales people need to shape up in 2011 and make sure what they promise can be delivered. Proactively forging honest and open relationships (of any kind) based on trust, transparency, respect, and doing what you say you will do will be on show in 2011.
11. Leading an examined life
For many years you could lead an intuitive sales life because your product was your edge, but no more. With products replicated in minutes, the spotlight is well and truly on the specific ingredients of being an effective sales person and sales leader. In 2011 smart companies will take the time to uncover and develop the essential knowledge, skills and mindsets needed in their sales teams. In particular, there will be a focus on a developing a ‘mastery mindset’ where self reflection, self awareness, compassion, candor, caring and resilience are key. Those who lead an examined life know that we cannot know another if we do not know ourselves first. Far from being self indulgent, encouraging a continuous learning ‘mastery mindset’ will help salespeople and leaders take personal responsibility for their learning journey in defined areas of performance excellence. There is no need for unconscious or disengaged learning in 2011. Smart companies will make conscious, mindful learning a part of their daily working lives. To achieve sales mastery we will need to lead an examined life in 2011.
12. Getting Personal
Despite or because of the internet customers will be wanting personal, single contact satisfaction. Contrary to some pundits who believe that the role of salespeople is becoming obsolete with the ongoing proliferation of Internet and mobile technology, effective sales professionals and a personal approach to selling is becoming ever more important in 2011. Smart salespeople will offload functional and transactional activities in order to concentrate on the more personal aspects of selling, including understanding the customer’s business and providing more personalised service. Our client surveys are already showing that those customers who know their salesperson by name are 90% more likely to stay loyal!
Companies that have a large turnover or salespeople with short tenures are unlikely to adequately maintain the customer familiarity needed to achieve a high level of loyalty in 2011. Customers are raising the bar for customer-relationship standards in 2011!
Which of these trends will have the greatest impact on sales next year? Go to our 12 Sales Trends in 2011 Poll to tell us which trends will be on your radar in 2011. We will publish the results of the most important Sales Trends for 2011 in January.
And remember everybody lives by selling something.
http://www.barrett.com.au/blogs/SalesBlog/the-12-sales-trends-of-2011/
The Yin Yang of Selling
Archive for the ‘Sales Talent’ Category
The Yin Yang of Selling
Thursday, December 9th, 2010
In the 20th century the emphasis on B2B selling had a distinct aggressive ring to it. So much so, that you could walk down the halls of many businesses and think that you were involved in big game hunting. Many of these teams saw selling as an extreme sport, or more precisely, Big Game Fishing or Hunting.
» Customers were ‘Targets’.
» Getting a sale was referred to as ‘the Kill’.
» Customers were regarded as objects to be possessed or trophies to be placed in their cabinet; to be shown off and admired (perversely so) like stuffed animal heads on the wall.
Little regard was really paid to building genuine relationships and developing real value. It was in essences an ‘us’ versus ‘them’ approach. And if you tried to develop deeper relationships it was seen as wimpy and soft. For instance, I can recall hearing of the death of one of my long standing clients, who died tragically in a plane crash when I was working as a recruiter many years ago. Upon hearing the news I found myself crying quietly at my desk at the loss of this lovely man. A few minutes later one of our senior managers found me and asked me why I was crying, and when I told him why, he just said “get over it, it’s only a client”. Extreme I know, however I have overheard many sales people speak about their clients in disparaging and disrespectful ways with little regard for the value of genuine relationships built on trust and transparency.
So why title this post as the Yin Yang of Selling? Yin Yang are complementary opposites that interact within a greater whole, as part of a dynamic system. Everything has both yin and yang aspects, but either of these aspects may manifest more strongly in particular objects, and may ebb or flow over time. There is a perception (especially in the West) that yin and yang correspond to good and evil (not respectively). However, Taoist philosophy generally discounts good/bad distinctions and other dichotomous moral judgments, in preference to the idea of balance.
I propose that the profession of selling has been out of balance for some time and to its detriment. If we look at how selling has been evolving over the last 50 years, we can see a distinct shift occurring from the aggressive one sided approach where conquest was king (too much yang) to a more delicate balance between the masculine and feminine aspects of yin yang.
It cannot be denied that selling requires yang – a proactive, focused, go-out-into-the-world and find opportunity approach (prospecting) however, selling must now be balanced with the ability to genuinely listen and respond to the subtleties of more complex relationships which involves patience, nurturing, and dealing with ambiguity which is yin. Think of the types of conversations you now need to have with your prospective customers where listening, questioning, resolving problems, collaboration, empathy and understanding are encouraged.
This is not just a fantasy. In reviewing the latest research on elite sale performers, gender differences in sales capabilities were found; women rated significantly higher than men on 5 of the 7 emerging competencies which gave them a distinct advantage in selling. Some of these capabilities included:
» listening beyond the product needs;
» engaging in self appraisal and continuous learning;
» orchestrating internal resources;
» aligning customer/supplier strategic objectives; and
» establishing a vision of a committed customer.
These capabilities are in the realm of yin. May I suggest that we encourage more yin yang to assist us on our sales journey and encourage more success! To find out how you can achieve this in your team or career, have a look at the sales training that we provide for sales people, sales teams and sales leaders.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Posted in Sales Relationships, Sales Skills, Sales Talent, Value Creation | No Comments »
How can we learn from our best sales performers?
Thursday, November 4th, 2010
How do we get the rest of our sales team learning from our top performers? Should we get our top sales performer in front of our sales team to teach them how to be more effective?
Well that all depends…
» How well does that top sales performer understand how and why they sell well?
» Can they articulate what they do in a step by step process?
» Can they teach to the others in a simple and meaningful way?
» Do they want to teach others?
The reality is that most top sales performers are unaware of what makes them ‘good’ which in turn makes it really hard for them to transfer and teach what they know and do to others. So how do we capture their talent, knowledge, skill or wisdom?
Job Design
One way of teaching our sales people what our best performers do is to first profile these sales superstars by using a Job Design process to map the core capabilities or competencies of top sales performers. By mapping the core capabilities or competencies of our best sales performers we make explicit the behaviours expected for effective performance in the role, and these behaviours can be easily observed in selection, development planning and performance assessment contexts.
Sadly, many organisations use generic capability or competency definitions for profiling, development and succession planning of their people if they use anything at all. However, our research has revealed that these generic competency definitions are often too generalised and not relevant to specialised roles such as sales. This drastically diminished their usefulness in performance development, coaching, talent management and so on.
A Job Design process can provide very specific behavioural criteria for all levels of sales and service roles. Once mapped, they can be implemented into recruitment kits, performance management systems, coaching, succession planning and induction processes.
Video Role Modelling
Another way is to video tape our top sales performers performing true to life role plays where they can demonstrate their sales capabilities across the sales spectrum. This works most effectively when we have a sales process that can be followed and the sales people we want to teach can see the process in action and how it’s supposed to be done via the video. If we then combine this with capabilities developed from the Job Design process, those sales people we want to teach can see the behavioral markers being applied for themselves.
And besides, positioned properly, it’s great kudos for the top sales performers and can really be an aspirational target for sales people to aim for. If you are fortunate to have a team large enough to have several top performers, video tape them all and make them available to your team. Kath Podnar, GM Sales for Jeans West, knows how effective this can be. This forms a part of their ongoing education of their front line staff, is easy to set up and inexpensive to do.
Modelling good sales capability is like learning to dance. We watch the dance moves performed by an experienced dancer while listening to the rhythm, and then we try it out for ourselves and practice, practice, practice.
Making clear and explicit the behaviours you expect to be applied in a sales role is key. Linking them to a clear sales process and giving people examples of others who can model and apply the desired behaviours and process well helps people learn more effectively.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Posted in Sales Leadership, Sales Talent, Sales Training | 1 Comment »
Is internal competition eating away at your sales results?
Thursday, July 1st, 2010
Many sales cultures are traditionally based on respect for authority, status and success, and encouraging competitive, challenging and achievement-oriented atmospheres. Although this is not true for all businesses, especially in the 21st Century! There are a growing number of businesses adopting more collegiate, lead team approaches. However, despite different types of cultures, sales performance and results are usually derived from the efforts of individuals. Harnessing those individual efforts to achieve synergy (the sum is greater than its individual parts) is a key task of management, yet so many get it wrong. Let’s take a look at one case study and see why.
What is wrong with the following scenario?
» Sales team has great products and service proposition and is part of an international business
» Sales team is made up of individuals who are measured on achievement of individual sales targets
» Each sales person is given a base retainer but earns the vast majority of their income on commissions made from sales converted
» There are a couple of high achieving sales performers, some average performers and some new sales people yet to prove themselves
» Annual staff turnover of sales staff has been about 30-40%
» Average tenure is 18 months
» The sales team is a state team all working in the same city
» Sales performance is purely measured on sales revenue results
» Sales League Tables are on public display showing who is ‘top sales dog’ each week
» The sales culture is based on respect for authority, status, success and competition
» The workplace atmosphere is competitive, challenging and achievement-oriented
» The sales people do NOT work to specific territories/markets or customer segments to manage and grow, instead it is ‘first in best dressed’
» The competitive environment encourages sales people to fight over leads that come into the business leading to ‘bullying’ tactics, attempts to ‘outdo’ each other, squabbling and fighting over who got to that client first
» Sales people ‘sand bag’ lists of clients just to make sure that the other sales people do not get them even if they themselves are not working on those leads at present
» Management provide no selling skills training, no sales coaching, no sales support, no CRM, no documented sales strategy nor a ‘go-to-market’ plan
» There are no formal sales management practices in place except for the weekly sales meeting which deteriorates into an ‘I’m better than you are’ bun fight
This is an example of lazy and ineffectual management. Only focused on outcomes with no regard for strategy, team structure, performance quality, clear leadership, staff retention, values or culture, this sales team is not geared for high performance and continues to lag behind its true potential.
Why create competition where it doesn’t need to be?
Why make selling harder than it needs to be?
‘Old school’ sales management said that you had to have sales people competing with each other or they wouldn’t sell. You weren’t a legitimate sales team if you didn’t have league tables. They said that internal competition would motivate people to sell more. Well they are wrong. The scenario above is not uncommon. It reflects an actual real life situation – happening right now.
This archaic approach doesn’t work. It’s outdated and old fashioned. If you want to generate real sales growth, try harnessing the energy, talent and ambitions of your sales people in a constructive way where they can all achieve their individual goals along with those of the company without trying to ‘kill’ each other in the process. Remember the old saying ‘a team of champions will not beat a champion team’?
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Posted in Attitudes & Behaviours, Culture, Ethics & Values, Performance Management, Sales Leadership, Sales Management, Sales Relationships, Sales Talent, Self Development, Strategy, Success, Teamwork, Value Creation | No Comments »
How do you create future sales superstars?
Wednesday, June 23rd, 2010
How many of us entered our sales careers with our eyes wide open? Fully aware of what it takes to be an effective sales person – ably resourced with the tools, processes, plans and support essential to our success. Knowing full well what you were getting yourself into.
For most, if not all of us, our initiation into sales was nothing like this, and was cushioned with little or none of these luxuries. Does the analogy “sink or swim” resonate with anyone?
All of this makes the story I am about to share quite unique and refreshing. Recently, some rather clever and farsighted managers gave some very fortunate young people the opportunity to get a large glimpse into the world of selling.
Here is their story: Two senior managers from one company, both whom I have known and worked with for many years, had the presence of mind and foresight to think ahead and tap into the desire of some of their younger staff to advance their careers.
Their business is in the industrial equipment market where they sell new equipment, spare parts, service and rentals. Recently, they advertised for a new service sales person and received, amongst others, applications from several of their internal service technicians.
The senior managers took these applications very seriously. However, they could not appoint any of their internal applicants because they had no experience and very little idea about what it takes to be an effective sales person. Thinking about the future of their business, staff retention and the desire of these young people to advance their careers, the senior managers took it upon themselves to give these driven and ambitious staff the opportunity to really understand what selling is all about – so that they could one day go in into a sales role with their eyes wide open.
This is where Barrett came in. In discussion with the managers, we developed a one day session where these young participants explored topics like:
» Why sales matters
» The changing face of customers and what they really want
» Ethics in selling
» Missed and lost opportunities
» Critical success factors, and key qualities of the 21st century sales performers
» Olympics Game – our sales fitness and simulation exercise which tests peoples’ natural sales capabilities and gives them real time feedback
» The sales essentials overview:
5 step sales planning process
4 step sales prospecting process
7 step sales communication process
» Skills you can apply NOW to build your steps to being a sales performer
As part of the session, we pointed out that even if they were not currently in a sales role, there were still numerous, valuable things they could take from the session and apply immediately in their current roles. Skills, knowledge and insight that would (and did) serve them, their customers and the company well right now, as well as lay the foundation for when the time comes for them to knowingly and willingly step into a sales role. Things like:
Knowing, understanding, communicating and modeling the vision, key message and promise, values and customer service ethic of the business
Knowing how to make effective phone calls to clients, etc. – being clear about the purpose of their calls and how to position themselves confidently (this relates to how to make prospecting phone calls)
Recognising and understanding different communication styles and how not to confuse different with difficult
Knowing how to ask good questions to clarify and verify their understanding.
What was most impressive was the prolific note taking, questioning and genuine interest in really getting a handle on what it takes to be a great sales person. For me it was one of the most enjoyable and inspiring days I have had in a long time. There is nothing like working with people who really want to be there and be their best.
All the people I have shared this story with in the last month have all expressed the same wish – that they had had the chance to experience such a session before they became a sales person.
All credit to Cameron and Mick for having the wisdom to provide this opportunity to their team. I am sure that the benefits will be varied, significant and long-lasting.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Posted in Attitudes & Behaviours, Culture, Sales Leadership, Sales Management, Sales Skills, Sales Talent, Sales Training, Strategy, Success, Value Creation | No Comments »
How fit is your sales team?
Wednesday, April 7th, 2010
Earlier this year we had the opportunity to put a client’s field sales force through the Barrett Sales Fitness Circuit to test their sales fitness.
The Sales Fitness Circuit is designed to reinforce and continue the process of learning from the Barrett Sales Communication Training. The Sales Communication competencies (skills, knowledge and mindset) covered in the initial training is put to the test through a series of exercises. The aim is to embed the learning from the training as a way of life in the sales team’s actions and thinking.
Specific skills, competency enhancement, and behaviour change were supported during the Sales Fitness Circuit Course through:
» Reviewing and reinforcing key learning’s from the 7 Step Sales Communication Process, in particular the Pre, Analysis, Problem Solving, Recommendation and Closing steps
» Sharing lessons learnt and obstacles experienced in using the models, techniques, and skills in the field
» Reflecting on strengths and areas requiring further development
» Developing individual action plans to address skill gaps moving forward
The Sales Fitness Circuit Course provided an experiential and high impact learning opportunity. The 1-day session is designed to be fun, high energy, and collaborative. It creates an effective learning environment that combines conceptual knowledge, real sales situations experienced in the field, and reflective learning.
Like the physical fitness circuit you would see in a gym or on the hit show The Biggest Loser, the elements of the Sales Fitness Circuit included:
» Sales people worked in discrete teams
» Each activity is set up as a station in the circuit
» Each station simulates a different activity requiring the use of Sales Communication skills, techniques and tools
» Props and visual cues were used at each station to enhance the experience and recall
» Teams rotated around the stations receiving instructions, feedback, and wrap up from the ‘Sales Fitness Instructors’
» Participants were required to perform under time pressure, simulating the real pressures in the field
» No one salesperson was able to complete all client interactions on behalf of the team
» Competencies positively demonstrated were reinforced throughout the circuit via allocation of points
» At the end of the circuit prizes were awarded to teams and individuals who demonstrated exceptional levels of sales fitness
» Participants observed others in action and were encouraged to reflect on potential positive and negative consequences of different approaches
» The participants collaborated at the end of the circuit to rate their overall sales fitness as a team across the key competencies
We have run this circuit format with many sales team sizes over the years and the feedback has been fantastic, even though some people were really challenged by it. The insight people get into their skills and capabilities by really putting themselves to the test helps them see what they need to do and how they need to perform if they want to step up and be real sales performer.
If this has got you wondering how fit your sales team is give us a call and we would be happy to put them to the test.
http://www.barrett.com.au/blogs/SalesBlog/category/sales-talent/
The Yin Yang of Selling
Thursday, December 9th, 2010
In the 20th century the emphasis on B2B selling had a distinct aggressive ring to it. So much so, that you could walk down the halls of many businesses and think that you were involved in big game hunting. Many of these teams saw selling as an extreme sport, or more precisely, Big Game Fishing or Hunting.
» Customers were ‘Targets’.
» Getting a sale was referred to as ‘the Kill’.
» Customers were regarded as objects to be possessed or trophies to be placed in their cabinet; to be shown off and admired (perversely so) like stuffed animal heads on the wall.
Little regard was really paid to building genuine relationships and developing real value. It was in essences an ‘us’ versus ‘them’ approach. And if you tried to develop deeper relationships it was seen as wimpy and soft. For instance, I can recall hearing of the death of one of my long standing clients, who died tragically in a plane crash when I was working as a recruiter many years ago. Upon hearing the news I found myself crying quietly at my desk at the loss of this lovely man. A few minutes later one of our senior managers found me and asked me why I was crying, and when I told him why, he just said “get over it, it’s only a client”. Extreme I know, however I have overheard many sales people speak about their clients in disparaging and disrespectful ways with little regard for the value of genuine relationships built on trust and transparency.
So why title this post as the Yin Yang of Selling? Yin Yang are complementary opposites that interact within a greater whole, as part of a dynamic system. Everything has both yin and yang aspects, but either of these aspects may manifest more strongly in particular objects, and may ebb or flow over time. There is a perception (especially in the West) that yin and yang correspond to good and evil (not respectively). However, Taoist philosophy generally discounts good/bad distinctions and other dichotomous moral judgments, in preference to the idea of balance.
I propose that the profession of selling has been out of balance for some time and to its detriment. If we look at how selling has been evolving over the last 50 years, we can see a distinct shift occurring from the aggressive one sided approach where conquest was king (too much yang) to a more delicate balance between the masculine and feminine aspects of yin yang.
It cannot be denied that selling requires yang – a proactive, focused, go-out-into-the-world and find opportunity approach (prospecting) however, selling must now be balanced with the ability to genuinely listen and respond to the subtleties of more complex relationships which involves patience, nurturing, and dealing with ambiguity which is yin. Think of the types of conversations you now need to have with your prospective customers where listening, questioning, resolving problems, collaboration, empathy and understanding are encouraged.
This is not just a fantasy. In reviewing the latest research on elite sale performers, gender differences in sales capabilities were found; women rated significantly higher than men on 5 of the 7 emerging competencies which gave them a distinct advantage in selling. Some of these capabilities included:
» listening beyond the product needs;
» engaging in self appraisal and continuous learning;
» orchestrating internal resources;
» aligning customer/supplier strategic objectives; and
» establishing a vision of a committed customer.
These capabilities are in the realm of yin. May I suggest that we encourage more yin yang to assist us on our sales journey and encourage more success! To find out how you can achieve this in your team or career, have a look at the sales training that we provide for sales people, sales teams and sales leaders.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Posted in Sales Relationships, Sales Skills, Sales Talent, Value Creation | No Comments »
How can we learn from our best sales performers?
Thursday, November 4th, 2010
How do we get the rest of our sales team learning from our top performers? Should we get our top sales performer in front of our sales team to teach them how to be more effective?
Well that all depends…
» How well does that top sales performer understand how and why they sell well?
» Can they articulate what they do in a step by step process?
» Can they teach to the others in a simple and meaningful way?
» Do they want to teach others?
The reality is that most top sales performers are unaware of what makes them ‘good’ which in turn makes it really hard for them to transfer and teach what they know and do to others. So how do we capture their talent, knowledge, skill or wisdom?
Job Design
One way of teaching our sales people what our best performers do is to first profile these sales superstars by using a Job Design process to map the core capabilities or competencies of top sales performers. By mapping the core capabilities or competencies of our best sales performers we make explicit the behaviours expected for effective performance in the role, and these behaviours can be easily observed in selection, development planning and performance assessment contexts.
Sadly, many organisations use generic capability or competency definitions for profiling, development and succession planning of their people if they use anything at all. However, our research has revealed that these generic competency definitions are often too generalised and not relevant to specialised roles such as sales. This drastically diminished their usefulness in performance development, coaching, talent management and so on.
A Job Design process can provide very specific behavioural criteria for all levels of sales and service roles. Once mapped, they can be implemented into recruitment kits, performance management systems, coaching, succession planning and induction processes.
Video Role Modelling
Another way is to video tape our top sales performers performing true to life role plays where they can demonstrate their sales capabilities across the sales spectrum. This works most effectively when we have a sales process that can be followed and the sales people we want to teach can see the process in action and how it’s supposed to be done via the video. If we then combine this with capabilities developed from the Job Design process, those sales people we want to teach can see the behavioral markers being applied for themselves.
And besides, positioned properly, it’s great kudos for the top sales performers and can really be an aspirational target for sales people to aim for. If you are fortunate to have a team large enough to have several top performers, video tape them all and make them available to your team. Kath Podnar, GM Sales for Jeans West, knows how effective this can be. This forms a part of their ongoing education of their front line staff, is easy to set up and inexpensive to do.
Modelling good sales capability is like learning to dance. We watch the dance moves performed by an experienced dancer while listening to the rhythm, and then we try it out for ourselves and practice, practice, practice.
Making clear and explicit the behaviours you expect to be applied in a sales role is key. Linking them to a clear sales process and giving people examples of others who can model and apply the desired behaviours and process well helps people learn more effectively.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Posted in Sales Leadership, Sales Talent, Sales Training | 1 Comment »
Is internal competition eating away at your sales results?
Thursday, July 1st, 2010
Many sales cultures are traditionally based on respect for authority, status and success, and encouraging competitive, challenging and achievement-oriented atmospheres. Although this is not true for all businesses, especially in the 21st Century! There are a growing number of businesses adopting more collegiate, lead team approaches. However, despite different types of cultures, sales performance and results are usually derived from the efforts of individuals. Harnessing those individual efforts to achieve synergy (the sum is greater than its individual parts) is a key task of management, yet so many get it wrong. Let’s take a look at one case study and see why.
What is wrong with the following scenario?
» Sales team has great products and service proposition and is part of an international business
» Sales team is made up of individuals who are measured on achievement of individual sales targets
» Each sales person is given a base retainer but earns the vast majority of their income on commissions made from sales converted
» There are a couple of high achieving sales performers, some average performers and some new sales people yet to prove themselves
» Annual staff turnover of sales staff has been about 30-40%
» Average tenure is 18 months
» The sales team is a state team all working in the same city
» Sales performance is purely measured on sales revenue results
» Sales League Tables are on public display showing who is ‘top sales dog’ each week
» The sales culture is based on respect for authority, status, success and competition
» The workplace atmosphere is competitive, challenging and achievement-oriented
» The sales people do NOT work to specific territories/markets or customer segments to manage and grow, instead it is ‘first in best dressed’
» The competitive environment encourages sales people to fight over leads that come into the business leading to ‘bullying’ tactics, attempts to ‘outdo’ each other, squabbling and fighting over who got to that client first
» Sales people ‘sand bag’ lists of clients just to make sure that the other sales people do not get them even if they themselves are not working on those leads at present
» Management provide no selling skills training, no sales coaching, no sales support, no CRM, no documented sales strategy nor a ‘go-to-market’ plan
» There are no formal sales management practices in place except for the weekly sales meeting which deteriorates into an ‘I’m better than you are’ bun fight
This is an example of lazy and ineffectual management. Only focused on outcomes with no regard for strategy, team structure, performance quality, clear leadership, staff retention, values or culture, this sales team is not geared for high performance and continues to lag behind its true potential.
Why create competition where it doesn’t need to be?
Why make selling harder than it needs to be?
‘Old school’ sales management said that you had to have sales people competing with each other or they wouldn’t sell. You weren’t a legitimate sales team if you didn’t have league tables. They said that internal competition would motivate people to sell more. Well they are wrong. The scenario above is not uncommon. It reflects an actual real life situation – happening right now.
This archaic approach doesn’t work. It’s outdated and old fashioned. If you want to generate real sales growth, try harnessing the energy, talent and ambitions of your sales people in a constructive way where they can all achieve their individual goals along with those of the company without trying to ‘kill’ each other in the process. Remember the old saying ‘a team of champions will not beat a champion team’?
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Posted in Attitudes & Behaviours, Culture, Ethics & Values, Performance Management, Sales Leadership, Sales Management, Sales Relationships, Sales Talent, Self Development, Strategy, Success, Teamwork, Value Creation | No Comments »
How do you create future sales superstars?
Wednesday, June 23rd, 2010
How many of us entered our sales careers with our eyes wide open? Fully aware of what it takes to be an effective sales person – ably resourced with the tools, processes, plans and support essential to our success. Knowing full well what you were getting yourself into.
For most, if not all of us, our initiation into sales was nothing like this, and was cushioned with little or none of these luxuries. Does the analogy “sink or swim” resonate with anyone?
All of this makes the story I am about to share quite unique and refreshing. Recently, some rather clever and farsighted managers gave some very fortunate young people the opportunity to get a large glimpse into the world of selling.
Here is their story: Two senior managers from one company, both whom I have known and worked with for many years, had the presence of mind and foresight to think ahead and tap into the desire of some of their younger staff to advance their careers.
Their business is in the industrial equipment market where they sell new equipment, spare parts, service and rentals. Recently, they advertised for a new service sales person and received, amongst others, applications from several of their internal service technicians.
The senior managers took these applications very seriously. However, they could not appoint any of their internal applicants because they had no experience and very little idea about what it takes to be an effective sales person. Thinking about the future of their business, staff retention and the desire of these young people to advance their careers, the senior managers took it upon themselves to give these driven and ambitious staff the opportunity to really understand what selling is all about – so that they could one day go in into a sales role with their eyes wide open.
This is where Barrett came in. In discussion with the managers, we developed a one day session where these young participants explored topics like:
» Why sales matters
» The changing face of customers and what they really want
» Ethics in selling
» Missed and lost opportunities
» Critical success factors, and key qualities of the 21st century sales performers
» Olympics Game – our sales fitness and simulation exercise which tests peoples’ natural sales capabilities and gives them real time feedback
» The sales essentials overview:
5 step sales planning process
4 step sales prospecting process
7 step sales communication process
» Skills you can apply NOW to build your steps to being a sales performer
As part of the session, we pointed out that even if they were not currently in a sales role, there were still numerous, valuable things they could take from the session and apply immediately in their current roles. Skills, knowledge and insight that would (and did) serve them, their customers and the company well right now, as well as lay the foundation for when the time comes for them to knowingly and willingly step into a sales role. Things like:
Knowing, understanding, communicating and modeling the vision, key message and promise, values and customer service ethic of the business
Knowing how to make effective phone calls to clients, etc. – being clear about the purpose of their calls and how to position themselves confidently (this relates to how to make prospecting phone calls)
Recognising and understanding different communication styles and how not to confuse different with difficult
Knowing how to ask good questions to clarify and verify their understanding.
What was most impressive was the prolific note taking, questioning and genuine interest in really getting a handle on what it takes to be a great sales person. For me it was one of the most enjoyable and inspiring days I have had in a long time. There is nothing like working with people who really want to be there and be their best.
All the people I have shared this story with in the last month have all expressed the same wish – that they had had the chance to experience such a session before they became a sales person.
All credit to Cameron and Mick for having the wisdom to provide this opportunity to their team. I am sure that the benefits will be varied, significant and long-lasting.
Remember everybody lives by selling something.
Author: Sue Barrett, www.barrett.com.au
Posted in Attitudes & Behaviours, Culture, Sales Leadership, Sales Management, Sales Skills, Sales Talent, Sales Training, Strategy, Success, Value Creation | No Comments »
How fit is your sales team?
Wednesday, April 7th, 2010
Earlier this year we had the opportunity to put a client’s field sales force through the Barrett Sales Fitness Circuit to test their sales fitness.
The Sales Fitness Circuit is designed to reinforce and continue the process of learning from the Barrett Sales Communication Training. The Sales Communication competencies (skills, knowledge and mindset) covered in the initial training is put to the test through a series of exercises. The aim is to embed the learning from the training as a way of life in the sales team’s actions and thinking.
Specific skills, competency enhancement, and behaviour change were supported during the Sales Fitness Circuit Course through:
» Reviewing and reinforcing key learning’s from the 7 Step Sales Communication Process, in particular the Pre, Analysis, Problem Solving, Recommendation and Closing steps
» Sharing lessons learnt and obstacles experienced in using the models, techniques, and skills in the field
» Reflecting on strengths and areas requiring further development
» Developing individual action plans to address skill gaps moving forward
The Sales Fitness Circuit Course provided an experiential and high impact learning opportunity. The 1-day session is designed to be fun, high energy, and collaborative. It creates an effective learning environment that combines conceptual knowledge, real sales situations experienced in the field, and reflective learning.
Like the physical fitness circuit you would see in a gym or on the hit show The Biggest Loser, the elements of the Sales Fitness Circuit included:
» Sales people worked in discrete teams
» Each activity is set up as a station in the circuit
» Each station simulates a different activity requiring the use of Sales Communication skills, techniques and tools
» Props and visual cues were used at each station to enhance the experience and recall
» Teams rotated around the stations receiving instructions, feedback, and wrap up from the ‘Sales Fitness Instructors’
» Participants were required to perform under time pressure, simulating the real pressures in the field
» No one salesperson was able to complete all client interactions on behalf of the team
» Competencies positively demonstrated were reinforced throughout the circuit via allocation of points
» At the end of the circuit prizes were awarded to teams and individuals who demonstrated exceptional levels of sales fitness
» Participants observed others in action and were encouraged to reflect on potential positive and negative consequences of different approaches
» The participants collaborated at the end of the circuit to rate their overall sales fitness as a team across the key competencies
We have run this circuit format with many sales team sizes over the years and the feedback has been fantastic, even though some people were really challenged by it. The insight people get into their skills and capabilities by really putting themselves to the test helps them see what they need to do and how they need to perform if they want to step up and be real sales performer.
If this has got you wondering how fit your sales team is give us a call and we would be happy to put them to the test.
http://www.barrett.com.au/blogs/SalesBlog/category/sales-talent/
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