How a sales training course, with some unique techniques, was
developed to give each member of an average team an effective process
and selling success.
The new sales manager was introduced to the
existing team at their monthly meeting. The team of 15 field sales
people were a mixed bag of industry veterans that had been around
forever, and younger people who had moved into selling from other parts
of the company. There were a couple of salesmen and women that had sold
in other markets, and some with C.V.s that showed a long a list of
selling related roles such as account management and company
representatives.
After the introductions the new manager wanted to
get a feel for the level of sales skills the team had. In a
conversational style, the manager asked questions that would highlight
the team’s knowledge and experience. The idea was to assess their sales
skills and the manager would then provide the sales training UK
that would increase each individual’s sales results and make the team
successful.
After asking questions and discussing the sales process that each of the team used, the manager discovered the following:
Very
few of the sales team had an effective sales process that took the
prospect from first contact to closing the sale. One of the more mature
team members said they had received only one sales training course in
their 20 years with the company.
Each sales person on the team had
one way of selling, and their lack of sales skills meant there was no
flexibility in their sales pitches. If what they did didn’t work they
lost the sale, and then blamed the company, the product, or even the
prospect.
Sales introductions focused on telling the prospect that
they would try to offer them a cheaper sales training courses deal than the one they currently had. Sales questions were poor and did not highlight real customer
needs. They established the details of what the customer currently had,
but not what they really wanted.