After analyzing the reason why every company should invest in training their own shopping area, now seek to identify everything that an SME can do today to dramatically intervene on the lever of sales, in order to leave free from the tunnel of the crisis:
1. E 'crucial first abandon all those acts which, although theoretically represent a winning choice, can cause result in the long run: innovation of product / service penetration in new markets, diversification and radically new business models can be sure winning strategies, but not immediately. Indeed, in a very short period requiring large investments first, because they weigh further on liquidity. What you need instead of our companies are actions that have an immediate impact, giving that results in a few weeks or at most a few months
2. We must train their salespeople to visit their clients in different ways: often tend to treat business clients "on call" in that they are likely to go to those who claim that require a visit or a quote, who finished its supply, or whose contract is expiring. Never as in this period is indispensable that its sales force (whatever the number of people that make up) learn a flawless start to his energy and his care in a proportionate manner with customers who have greater value for 'company (not only economic but also strategic) and those who make the least contribution. Too often encounter sellers who instead devote 80% of their time to the management of 20% of customers most challenging and demanding, which unfortunately does not always coincide with the most strategically important customers.
3. Regardless of the sector concerned, the sellers should have an agenda planned on a quarterly basis, including non solo le attività di routine (visite ai clienti già acquisiti, elaborazione di proposte commerciali, gestione delle problematiche e degli insoluti ecc), ma anche le attività determinanti per la crescita e l’espansione dei propri volumi di vendita. Quelle azioni cioè che ogni venditore rischia sempre di rimandare perché non urgenti, ma che se non vengono messe in campo determineranno le urgenze e le problematiche del futuro, quando è ormai troppo tardi per intervenire. Un esempio in questo senso è rappresentato dalle visite ai clienti nuovi: se andassimo a verificare l’agenda dei nostri venditori, quanti di loro stanno dedicando almeno metà del loro tempo al contatto con clienti potenziali? Questa semplice azione can prevent the decline in sales caused by the reduction of purchase by the customer history, provided it is carried out in a constant and unceasing.
4. We must also enhance and prolong the time of sale in the narrow sense (where for sale in the strict sense are only those visits made to customers, the development of commercial offers and other direct contacts with customers). Studies have shown that on average each salesperson devotes to these basic activities only 48% of their time (including transfers from one customer to another), while the remainder runs off to manage all administrative processes that have not a direct impact on sales. Look carefully then all the personnel you have available and try to identify who is quite underload can perform all those actions "unnecessary" falling on the sales force (eg, arrange meetings, call customers who have not given any response on the prior post, reply to general inquiries and bureaucratic, etc.).
5. Finally we must ensure that all their staff (of any department) is prepared and trained to sell: when it comes to commercial push of a company does not refer directly to the area only to be sold, but the capacity of the whole staff to contribute to the signature of the contract. How your employees answer the phone (From the receptionist to the warehouse)? How to approach the customer with the people in charge of delivery of goods or provision of the service? And they are prepared to identify other openings for laying the foundations for a future sale? Too bad, because the customers / consumers in respect of each staff down the non-commercial defense acquisition, and then ... in those moments it is easier to sell!
To return then to the initial question: why should an employer invest in training its sales push? Because, along with cost reduction, is one of the few solutions that have to keep your business alive in the next 2 years.
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