I recently read an article by John Golden, CEO of Huthwaite, where he outlines six assumptions which he believes should be questioned by all professional salespeople in today’s turbulent times.
I think his observations are spot-on – and not just for the current sales environment. In this piece I’d like to review the assumptions John outlines – and add some questions individuals and organisations can ask themselves to address the issues that can arise if these assumptions aren’t challenged.
In the introduction to his article, John points out that there have been severe changes in the sales landscape over the last 12 months – particularly in the B2B environment. In such an environment it is wise to revisit some things we may take for granted – particularly if they are stopping us achieving the outcomes we want.
So what are the assumptions John says we should question? These are the six he details:
- “I know how to sell; I’ve been a top-performing salesperson for many years”
- “I may not have had to prospect much in recent years, but I still know how to”
- “At least I can rely on my current book of business”
- “I know my customers, prospects and suspects pretty well”
- “I am sure our marketing department has adapted its message for this market”
- “I have a talk track that works”
All these assumptions are based around a simple reality – that since the turn of the century, being in the sales department has been a reasonably easy role for many. Company order books were full, growth was assumed – life was rosy and the phone rang with orders, or requests for meetings. For the younger members of a sales team, many had not experienced a recession until a few months ago.
Things have changed.
For some salespeople, having experienced a growth economy for nearly 10 years, has meant that they never really learnt “to sell”. Often simply knowing about their company’s products and services was enough to succeed when buyers were buying. For others, techniques, methods and processes first learnt over a decade ago may require some revision, or may even be in need of serious re-engineering. If we acknowledge this reality – that things have changed and that the way we have sold over the past few years may no longer work – then we can start to re-look at how we can approach a sales task that may currently look daunting.
So – assuming that you’re prepared to be honest with yourself – here are some questions you can ask yourself (and your team and your organisation) to address the assumptions that John has raised. I’ve put the questions into the six broad categories that he used in his article.
I know how to sell.
This is probably the hardest assumption to challenge. So think about these questions:
- Do you have a defined sales process which has been reviewed in the light of the current economic environment?
- Does the process support your go-to-market strategy?
- Have you examined recent sales and mapped what actually happened – as compared to what you think should happen?
- What are the patterns or similarities between deals won – and deals lost? What does this mean?
- Is there a difference in success between geographic regions, vertical markets or individual salespeople over recent months? What are these differences – and what has contributed to success?
- Are you confident in advocating your products and services in most competitive situations? If not, why not – and what can you do about it?
- Are your presentations and proposals the best in your industry? If not, why not?
- When did you last do some training – either at a skill level, a tactical level or strategically? Continue Reading…
{ 0 comments }
