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Degrees
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BA Business, BA Adult Education
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My Expert Service
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These are tough times in the selling business. Customers are ordering less, postponing sold business, trimming the number of suppliers, and reducing budgets. Many companies have restructured, resulting in fewer people with more to do. It is taking longer to close a sale. Buying decisions are more closely scrutinized, and customers are more risk-averse. In addition, travel restrictions and concerns have reduced the opportunities for face-to-face sales calls. Even when a buyer wants to talk business, negotiations focus on price. To make matters worse, this new landscape has made the marketplace
even more competitive, as salespeople fight for pieces of a smaller pie.
Competitors are resorting to “buying the business.”
When plummeting sales eat away at commissions or pose the threat of layoffs, salespeople
increase their activity, using selling practices that are most comfortable, but not always the most effective. A host of easy mistakes can make matters even worse. In this selling environment, it is easy to lose focus on target customers, marketplace trends, and what differentiates your offerings from those of your competitors. The pressure to “just sell something” is intense. Even seasoned sales professionals can become obsessed with their own plight, trying only for the big sale or chasing from one small, unpromising lead to another. It’s tempting to simply drop price to build volume. Overpromising to customers is a frequent trap that salespeople fall into, gaining the sale in the short term but creating havoc downstream. The blame game can rear its ugly head: the organization
blames the sales force for reduced volume and the sales force blames the internal organization for not meeting customer expectations. The outcome is predictable. Customer trust is eroded, business that should have been won is lost, and entire account relationships are jeopardized exactly when you need them most. This does not mean that the basic principles of effective selling don’t apply just because
times are bad. Generating interest with customers, understanding needs, orchestrating resources, and impeccable follow-up are still fundamentally important components of the sales process. But they are not enough. The sales organizations that will survive and even thrive in these difficult times are employing recession-fighting strategies that are geared to hold the line, take share, and position them to blast out ahead of the competition as the economic pendulum swings in the direction of recovery and growth. These strategies are sensibly focused on the three drivers of sales performance:
retaining existing customers, growing existing customer relationships, and acquiring new customers
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Experience & Qualifications
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re engineered over 30 businesses
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Available Modes Of Communication
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email/chat
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Contact
glenn stevenson
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