Author Archives: Suzanne Burgess, SalesBytes

Unknown's avatar

About Suzanne Burgess, SalesBytes

Suzanne Burgess is the owner of SalesBytes, helping garden centre owners grow sales and profits.

On Your Marks… Get Set … SELL!

on your marks1

Yep, the holidays are nearly over, we’re into the first sales month of 2016 and sales folks across SA are preparing to run their next 12-month sales marathon. Some are starting work on Monday whilst others will be back in a week or so.

Start your year off by reminding yourself of your past sales successes, work on your new sales strategy and make this your best run ever.  Dump any sales head trash from 2015 and only focus on the best of what worked for you.

Here’s to your ABUNDANT sales in 2016.

SalesBytes is with you all the way.

Be Mindful of Their Time

Some years ago, a rep popped in to give me a quote. Even though I mentioned at least 5 times how hectically busy I was, he still engaged in story after story about his wife, kids, old school pals and more. Almost an hour later, I was literally hopping from foot to foot and finally had to politely edge him closer to the door in order to “escape”.

As a sales professional, do you really want your customer to be praying that you’d just shut up and leave? Do you really want them to start avoiding taking your calls? Or when a customer sees your car pull up unexpectedly, would you want her to quickly hide in the storeroom to avoid spending 2 hours with you?

As Jill Konrath so aptly describes, customers and prospects are ‘crazy-busy’ at the best of times. They don’t have time to waste. Especially the real decision-makers.

Improving Sales Performance: Train the “C’s”, Coach the “B’s”, Recognise the “A’s”

Sales Managers are often tempted to spend most of their time in the field with their worst performers, the “C’s” who are always struggling to meet their targets, thinking that they can coach them to achieve greater results. However, many sales managers become more of a crutch than a coach, stepping in to close the deal at the salesperson’s request. If you’re going to invest your time in coaching selling skills out in the field, then do so with your “B” performers who just need to hone their skills to better their performance.

In addition, according to Tony Rugliano, co-author of the book “Discovering Your Sales Strengths”, a key area that sales managers need to concentrate on is building their relationships with their star performers. Rugliano suggests that star performers need your support and recognition of their achievements too. Do you spend enough time with your top performers in the field?

Sharper Buyers, Sharper Sellers

Buyer diceI was chatting to a senior procurement manager recently. When he asked me what I did for a living and I said that I helped business owners and sales managers sort out their sales challenges, he laughed and said that he hoped that my work didn’t include ‘hard-sell’ sales training. Intrigued, I asked him to elaborate.

He said that he can sum up a salesperson from the minute they walk into his office. Some take ”the look to see what I can make small talk about” approach whilst others immediately whip out their laptops and presentation folders to start their “show and tell”.  He said if he picked up that they hadn’t done their research ahead of the meeting, he’d politely end the meeting within 10 minutes.

I smiled wryly because it just reinforced my thinking that many procurement folks have wised up to the ‘same old, same old’ style of selling. If you’ve been reading the SalesBrief for a while, you might recall that I’ve mentioned a training course for procurement people that specifically addresses how to outsell and negotiate with the average salesperson. That was 8 years ago. Imagine how many more South African buyers have attended that programme since.

So ditch the 15 alternative closes, drop the contrived approach and just be authentic. Sure, you have to ask for the order at the right time. Sure, there is a sales process that should be followed but not in such a way that you look and sound like a Sales 101 robot. Nowadays, the chances of getting five yeses in a row as a way to close a deal are getting slimmer and slimmer. Why? Because the person on the other side of the desk could be well aware that this is a staged and/or manipulative sales approach. As a result, you could personally be viewed in a negative light.

In 2015, selling is about the customer, their needs, their challenges and the way they buy. That’s the part of the ‘sales approach’ that needs your focus.

Integrity, authenticity and collaboration rules. Buyers are sharp.

The Role of Trust in Sales

As Sales Managers, we are entrusted with a team of individuals who have faith in use and depend on us to lead, manage and guide them to success in their sales careers. People mostly rise to the expectations we have of them. In what ways do you instil confidence, trust and belief in your team to deliver results.

And by the same token, as salespeople, what ways do we instil confidence, trust and belief in our sales manager that we will deliver results?

Set Your Salespeople Free … To SELL

What’s your current sales team set-up based on?

Is it …

# 1 : Each sales rep being essentially self-sufficient i.e. get their clients, keep the clients and do all that needs to be done, including process the order and collect the payment?

Or is it …

# 2: Configuring your sales “production” process much like you would in manufacturing/factory environment?

I favour the latter. For years, I’ve been calling for companies to start isolating sales tasks and activities and to set up individuals to manage this for the external sales team. Specifically when it comes to sales research (aka qualifying new prospects and opportunities). By doing this, you will free up your external sales team to do what they were employed to do – be out there, all day, every day seeing quality new prospects and making meaningful appointments.

Ten years ago, I thought we would be seeing job ads posted on LinkedIn and on career portals for specialist “Sales Researchers”within a few years. People whose job it is to literally tee-up potential opportunities from prospects as well as existing clients. People whose job it is to stay on top of all new developments in market verticals. People whose job it is to provide insights to the external sales team who in turn use the information to provide even more value to customers.

But this has not happened. We are nearly all still stuck with outdated sales thinking which requires a salesperson to manage the entire sales process on their own – even dragging them into pre-sales social media marketing and post-sales customer care responsibilities too .

Justin Roff-Marsh, based in Australia is the guru behind re-engineering the sales process. I highly recommend that you take a look at his work. This ‘division-of-labour’ principle is working wonders for many companies around the world. Sales have soared and costs have plunged.

In simple terms, the system is based on separating the admin of sales from the face-to-face of sales. And then going further by employing internally-based specialists for every phase of the sales process.

When you release your sales executives from having to do all of their own pre- and post sales admin and shift most of the account management/customer service activities to a slick in-house support team, your sales will increase.

4 Questions Sales Achievers Must Ask When Interviewed

Naturally you’ve done your homework before your interview and you have a bunch of questions ready about the products or service you’ll be required to sell. But don’t forget to ask the following four questions too – it shows you are serious about your sales career. Remember – when you are a seriously talented sales professional (that includes sales managers too), you’re interviewing your next employer at the same time they’re interviewing you. No need for any arrogance of course, but do look after your interests.

Question #1 How many of your reps regularly make their target?
Ask this one because you want to get an idea of how successful others are in the team – the answer could lead to further questions regarding sales targets and team benchmarks in general.

Question #2 What support structure is in place for me?
The answer will tell you whether you will have someone assisting you with sales admin, lead-generation and other general sales tasks that take you away from being out there in front of customers, as well as if there is a company driver available to collect cheques and make deliveries – these are all activities that will prevent you from doing your “real” job.

Question #3 Will the sales manager be conducting in-field sales coaching?
Of course you’ll want to meet your manager and if possible get an idea of his or her management style too from others on the team – you need to suss out the overall sales culture. Sales coaching is essential, even for top achievers – the level of coaching will be far higher than that for a junior rep but is coaching nonetheless.

Question #4 What sales onboarding process is in place?
Given that lack of a quality sales onboarding process is one of the main reasons salespeople leave within the first 6 months, it’s worth asking just how much help you’ll be getting to ramp up in the shortest possible time. If you’re expected to hit your target within the third month it’s a bit of a big ask if your manager only confirms your customer base the month before, or if you still haven’t been able to tie down the technical chaps for that in-depth product training you need.

Then once you get to when it’s looking like there will be an offer on the table,  it’s also a good idea to confirm your understanding of the commission structure as well as to ask for a full copy of the standard contract of employment to review BEFORE accepting the offer. I can’t tell you the number of folks I’ve spoken to that only find out about these vital issues after they’ve resigned from their current position or have already started their new job. Realising at the end of your first month that the commission structure is not what you “thought” it was, is a bit too late.

It’s your sales career move – make sure it’s the right one.

 

 

Sales Recruitment in South Africa – Insights and Recommendations for Employers and Job-Seekers

Employers

With the high rate of unemployment in SA, no doubt you know someone on the move, or a company looking for new sales folks. I thought you might find my perception of the sales employment sector of interest.

Not based on scientific research as such, just my ‘personal take’ on what I’ve seen happening out there and from ongoing feedback received in the sales employment sector over the past 9 years.

Insights – For Employers

1. Good sales managers and salespeople with the right skills are becoming even harder to find but because some companies don’t look after their superstars, there are always good people on the move.

2. Recruitment agencies are more savvy in placing sales folks but handling sales positions is still one of their greatest challenges thus you need to manage the process carefully.

3. There has been a major increase in employers advertising directly because of online tools such as LinkedIn and to save the cost of recruitment agency fees.

4. Poor quality CV’s and overwhelming response rates to adverts are making it harder to filter down to find the right people.

5. There is still very little (if any) proper onboarding assistance provided to new sales employees to help them ramp-up effectively in the first 3 months, especially for new business development.

6. Many sales salaries offered don’t seem to have kept up with inflation over the past 5 years, nor have petrol and cell phone allowances.

Insights – For Sales Folks on the Move

1. PNet and more recently Careers24 as well as LinkedIn are still among the top online portals used by both employers and recruiters.

2. It’s a tight job market but there are always good jobs out there for good sales folks at any one time.

3. 80% of CV’s I receive are poorly presented, are often inaccurate and incomplete – including those of sales managers, key account managers and sales admin folks. Clients and recruiter colleagues tell me the same.

4. There is still no “benchmark” for sales salaries – massive differences as seen from sector to sector and within each sector.

5. I’m seeing very little preparation done ahead of interviews – whether with the recruiter or the employer.

Recommendations For Employers

1. Try recruit directly. Develop skills on how to recruit salespeople and managers effectively – there is loads of info available online.

2. Use PNet, LinkedIn and/or Careers24 – single ads only cost from R595 to R1300 for 30 days.

3. Check out Indeed.co.za too, this is a no-charge job site that also pulls in every job advertised on career portals – there are also some great smaller career portals within industry sectors i.e. BizCommunity for the advertising/media sector.

4. Make sure you’re giving your newbies the support they need in the first 3 months – this still remains one of the main reasons salespeople (especially the really good ones) leave within the first year.

5. Use my LEFT principle (Look Everywhere For Talent).   Recruit/network all year round to ensure you have a few potentials ‘in the wings’ at all times. Waiting until someone leaves and then only starting to look will place unnecessary pressure on the whole team and put sales revenues at risk.

6. Look after the good people you have. They will be snapped up in days because of the sales talent shortage out there.

7. Be efficient and professional when recruiting – not getting back to applicants or taking months to make a decision is unacceptable and just damages your brand through word of mouth.

8. Use personal networks and referrals as your primary source of finding quality sales folks, but don’t take any shortcuts – formal interviews and extensive work history and reference-checking is essential.

9. Be open to employing older sales folks i.e. over 50 – they can be exceptional assets and have a great deal to offer.

10. Be open to having to train juniors who have the right attitude but may lack experience or some selling skills, especially if your salary offering is low.

11. People need to cover their basic running costs. Offering no basic or a very low basic with no car, no petrol or benefits and only the promise of high commission generally doesn’t attract the person you’re looking for

12. If you don’t have a formal sales process in place, if you don’t know the length of your sales cycle, if you’re unprepared for the onboarding of your newbie, then expect your ramp-up period to be much longer. 3 months’ probation is unfair if you’re not giving the newbie the support he or she needs.

13. Don’t exaggerate on what a fantastic sales environment you have or how easy it is to make “massive amounts” of commission in a desperate attempt to attract a sales performer or to fill a sales position quickly. Within the first few months, the newbie will soon suss out the real lay of the land and move on. Not only are you messing with someone’s career, the cost to the company is huge.

Recommendations For Sales Folks on the Move

1. Approach job-seeking like a true sales professional – use your CV to articulate your value. A poorly-presented CV speaks volumes as does a great one.

2. Don’t apply for every job out there, be selective and play to your strengths. If you absolutely hate prospecting from scratch, then don’t apply for that job, you’ll just end up being performance-managed out in the months ahead which could be incredibly stressful.

3. Tap into your personal network and reach out to managers at companies you’d like to work for. Nurture those relationships.

4. Keep a ‘career file’ from the day you started your first sales job and keep your CV and supporting documents up to date.

5. Google yourself – if we can’t find you or you haven’t got a decent online presence, it tells us you’re not on top of your networking and prospecting skills.

6.  Lying or being anything less than 100% honest on your CV will come back to bite you at some point – every detail is checked these days. It’s a small market and people talk – don’t damage your brand.

7. Do your research on your prospective new employer thoroughly, including the management style of the person you’ll be reporting to; make sure that the grass IS greener.

Article from The Weekly SalesBrief For SA Sales Professionals – subscribe here

You Can’t Ride Two Horses …

One of my business mentors – a highly-respected Irishman, academic and entrepreneurial guru – once gave me a valuable piece of advice that I’ve never forgotten.  He said “Suzanne, you can’t ride two horses with one arse” (Please excuse the terminology guys but I’m keeping it real).

It was a comment he made after listening to me explain how I was struggling to manage two major projects at the same time. The fact that I was splitting my time and efforts was affecting the success of the projects. I was not making any headway. He was right, I was no Zorro. I took his advice, chose the one project I knew would be a winner and dropped the other. It was the best move I’ve ever made.

The same advice applies to sales. We need to focus on the ONE thing we were employed to do:  Bring in the business.

Don’t lose your sales focus because someone else is seeking your assistance with their problems. The moment you start regularly spending loads of your time helping to re-configure the CRM system, assisting the export department with their paperwork or getting sidetracked with sorting out production issues, it shows up in your sales results.

At the very least if you can’t get off “the other horse”, you have to ensure that management knows exactly how your precious selling time is affected by being expected to do additional tasks.

Stand firm on this. Otherwise you’ll pay the price in your performance review.

Sales and Marketing: Two Departments Perhaps, But One Team

Believe it or not, many companies forget to keep their receptionist and their sales team well-informed as to when media ads or web-based marketing campaigns are running. Some don’t even let everyone know when they have updated the company’s website or LinkedIn pages with valuable new white papers, case studies or client recommendations that could benefit the sales team.

It’s absolutely crucial that marketing and sales work hand-in-glove to achieve the results from expensive marketing activities. That ONE lead, that ONE phone-in from a small internet ad or PDF download on your website might just be your next biggest client.

By the same token, your marketing team needs accurate and detailed feedback from sales in order to fine-tune future material to support your team’s efforts. Are you satisfied with the information you are providing? Do you make a concerted effort to collect recommendations from your clients?

Get and then keep your sales and marketing folks talking – they are on the same team.