Oct 1, 2010 2:08 PM
What Changes are the Sales Team Facing - Right Now?
-
Like (0)
Sales teams are being asked to change in different ways through a variety of Sales Enablement initiatives.
Of course, being in sales, they're not only being asked to change by buyer's side,but they're being asked to change from peers within their own organization as well.
I'd like to know what types of change you're seeing and here's a list to get you started.
Can you add any "buckets" of change?
Also, it would be super helpful if you could add any real world examples of what you're seeing!
Brian, thanks a lot for bringing up the "change" subject on this community. From my experience, being able to manage and moderate change is crucial for the success of any sales enablement initiative.
Let me give you one example from my time at Nortel. Back in 2006, the company had decided to become a services and solutions company - like many other tech firms before. Now, on the one hand we were facing the challenge of defining a solutions portfolio connected to the already existing products, on the other hand thousands of box selling sales people needed to educated to become solution sellers.
One thing that helped us a lot was that we visualized the change for sellers. Executives often wonder, why people are not instantly getting how new structures are supposed to be working - what they forget is how long it actually took to agree on these new structures in the first place. So naturally, adapting to change needs time, but this can be supported, if the change of structures is not only communicated to but visualized for people leveraging inutive graphical navigation elements in the sales portal for example. During the Services and Solutions transformation this approach did help Nortel a great deal.
So, a bucket you might want to add to the change discussion is the bucket of visualization of change. Making changing structures, changing selling context tangible makes change efforts like new solutions launches more likekly to be successful.
Another interesting bucket might be the rapidly changing web world around sellers. Only a few years back no seller would have thought that monitoring prospects on Linked.in and twitter for example will become key to sales success. Launching effective Social CRM tools for sellers aligned with the existing sales process therefore will become an important change initiative for sales organizations.
A recurring requirement is for sales teams to move away from a stock pitch, to know their prospect's business, and circumstances in greater detail, and to play an educator role in the sales cycle. This is a considerable challenge for a large percentage of sales folks who have managed to get by for many years with a reasonable understanding of the products and services they represent, along with a passable understanding of key messages and differentiators.
Buyers have become more demanding, more sophisticated in their expectations. A sales person turning up with a standard presentation and minimal appreciation of the prospect's challenges, will not get very far in the sales cycle.
The evolving profile of a successful sales person includes a more directive approach, a willingness, and ability, to take control of a meeting, sufficient confidence to carve out time to ask the prospect meaningful questions, and the experience to recognize the peaks and troughs of a sales conversation.
Sales enablement is also facing new demands. Top performers are frequently the best source of high value, relevant skills and experience, that need to be shared with the remainder of the sales force. But there is a challenge there. Top performers are too busy being top performers to be able to dedicate time to team coaching and mentoring. Efforts are made by sales management to implement a variety of systems that are intended to capture best practices while acting as a repository for sales tools. But populating those systems is often left to a marketing team that may not have sufficient time to do a thorough, on-going job, or lack the credibility to be taken seriously by the sales team. Considering that as much as 90% of marketing materials are not used by sales teams, according to the American Marketing Association, and supported by research from IDC, short-term performance gains can only really be driven from within the sales force itself.
The challenge is to capture those many nuggets of sales wisdom that the top performers rely on, in a time-efficient and cost-effective way, and then be able to present that content in formats that are compelling, easy to access, and available in the right place, at the right time, for the rest of the team.
IDC has plentiful research on these topics, with many key documents free to download. It makes very worthwhile reading.
Forrester Research, Inc. is an independent research company that provides pragmatic and forward-thinking advice to global leaders in business and technology.
Forrester supports leaders in 19 roles across three distinct groups: IT, Marketing & Strategy, and Technology Industry.
Aligned to your professional role, Forrester's analysts are experts in the specific technologies, issues, and trends currently impacting your business.
Fresh thinking and collaborative problem-solving through an unmatched combination of peer networking, forward-looking analysis, and professional guidance.
Our expert analysts apply custom research-based solutions and data-rich insight to your critical challenges and opportunities.