The heart of any business are sales. Whatever the company does, whether it is concrete production or consulting, it still has to sell. In order for sales to go well, two components are required: a demanded product and a product burning with the product. And if many companies have learned to produce a good product, then the sales are not the best way. Why managers sell poorly and how to fix it …
1. Sales managers do not know the product
The first and most obvious is that the seller must know their product well.
A new employee will not become a professional if you put them behind a computer to read a PDF file of 140 pages describing your product. After the 10th page, the beginner’s brain will shut down. After the 20th they will slam the door. Well, if not the entrance.
Training should be phased. A new employee needs a mentor who can tell them everything and show them, explain all the nuances. Well, if your company has a plan to adapt new employees. Now it is practiced in many large companies.
2. Managers do not know the technique of sales
In any profession there is a specificity, its chips and secrets. If a person has already worked in sales, this does not mean that they does not need to explain anything. Each business has its own target audience and its own sales technique.
Every seller needs to be trained. Regularly check your sellers for the ability to use the sales techniques that are accepted in your company. Pay special attention to the “needs identification” option. This is the main problem of 90% of sellers. Take the time to teach them to do it right, and some will have to generally educate the identification of needs from scratch, so that they do not pass after the greeting immediately to the presentation.
If you will test sellers at least once a month (or better two times!), it will certainly bring the result. In addition, staff can be upgraded through training and master classes.
3. Sellers underestimate the product
It is difficult to sell what you do not believe in yourself. The buyer is not a fool, they feels everything. That is why at the training stage it is important to explain to each employee, especially the beginner, what needs your product closes and what benefits it brings to the end user.
If a month has passed and you see that the employee is not impressed with the product – it makes sense to disperse. Such a seller will not be able to fulfill the sales plan, but will only take the time and resources of the company.
4. Employees do not like the company
It is not necessary to avoid the interview with the question: “Why do you want to work in our company?” If your interests coincide, it’s good. If a person evades from the answer or argues their choice of a lack of work in the city, it is worth considering whether you need such an employee.
You may also like to read: Increase Sales Through Chat On The Site
It also happens that an employee sincerely wants to work for you, but now they was mistaken. Maybe I wanted to change my line of business, but eventually I started following the usual rut. In such a situation, do not rush to say goodbye to the employee. Consider it from a professional point of view. Since their love for the company is unlikely to have disappeared, will be interested in working with you. Find out what it can be useful. Perhaps he is an excellent analyst and will help you keep the company’s performance under control. Maybe they are well versed in marketing and will be able to attract new customers. Thus, you save a productive specialist, loyal to your company.
5. Sales managers have no time to sell
It would seem, how can this be, if it was for sales that you hired them? Alas, but such, paradoxically, happens all the time. Sales managers accept and issue goods, change price tags, fill out reports, answer non-core calls … As a result, they have no time to communicate with the client.
It’s trivial, but the fact is: managers must sell, and individual employees should be engaged in routine operations.
6. Errors and failures of the company’s management
Previously, we considered the topic, let’s say, from the position of the leader. Now look at it from the position of the seller. Suppose the manager has completed their work and sold the goods, but the company cannot fulfill its obligations to the client. What does the seller feel at this moment? At least awkwardness – and it’s still softly said.
It’s not just about losing time, strength, reputation, but also losing confidence in the company. The whole flurry of criticism from the client will collapse on the seller. It is their client who will blame for all sins. Whether it deserves the seller and whether it is obligatory to listen to all this, the question is controversial. Plus it’s in the company’s karma – hardly.
7. Lack of automation
The lack of automation in business is very closely intertwined with many previous problems. For example, managers take a lot of time to perform routine tasks that a machine could do for them …
- Manually filling in customer contacts;
- Writing letters manually, without using templates;
- Manual copying of information if a new transaction with an old customer appears;
- Manual dialing of the customer’s phone number;
- Dozens of operations.
Separately, some tasks take less than a minute, but dozens are gathered for a whole day of such tasks. Managers spend a lot of time not on communication with the client, but on preparation for conversation and data processing.
In this situation, it is advisable to use CRM-system in the company – a special program designed to automate communications and work with clients. However, CRM-system solves not only the issue of sales automation. It also allows you to monitor the effectiveness of employees, immediately respond to customer requests from different sources, conduct advertising campaigns, exclude from the work of your company the human factor of forgetfulness, create various reports, etc.
Instead of an epilogue
So, in order for your sales managers to be effective, you need the following …
- Knowledge of the product;
- Knowledge of sales techniques;
- Loyalty to the product;
- Loyalty to the company;
- Knowledge of their job responsibilities;
- Responsible leadership;
- Automation of routine operations.