The New Rules: 3 ways to score in Sales (10.00-12.00)

Event overview:
Customer's evolving buying process creates need for new Selling process
The old adage “that people love to buy, but hate to be sold to” has been modified to “people know how to buy, and won’t be sold to”. Today it is the buyer who is in charge of the speed and direction of the sale. Information is power, and today’s buyers are more sophisticated and well informed than ever before. Customers have multiple resources to identify, screen, and select suppliers without contacting them and often reject sellers before the sellers even know they have been screened out. This is a significant change in how buyers buy and requires an equally significant change in how sellers sell.

Agility enabled by salespersons ability to balance 2 distinct roles There was a time when a salesperson could fulfil a single role—supplier, trusted advisor, challenger. But in today’s hypercompetitive market, the successful salesperson needs to play two complementary roles—that of Consultant to the customer and that of Strategist to his or her own organisation, supported by additional personal and technical effectiveness skills.

An Engaging Sales Manager is critical to engaging customers In the past, the sales manager’s job was limited to hiring and then keeping strong sales performers and managing sales activities (number of calls, proposals, wins, etc.). Typically, sales managers came from the ranks of top salespeople and were rewarded with a management position, often without sufficient training and coaching. Today, sales managers play a more vital role in creating sales effectiveness. Research shows that sales managers who engage their salespeople, coach effectively, and lead through a systematic sales process have higher win/loss ratios, higher revenue, and lower salesperson turnover.

Sales Managers and Managers should join us to learn techniques for sales force engagement and performance and for working the sales process.