Selling today is different from yesterday. In today’s landscape, multiple stakeholders all have a say in purchasing decisions. They decide what products to order, how they’re ordered, and when—and those decisions often are influenced by a number of factors. This new and complex landscape requires an integrated strategic selling approach that is effective with multiple types of decision-makers.
A solid sales model can give structure and a foundation for coordinating multiple calls on an account. A good sales model will achieve four things for an organization:
- Establish a common language. A well-designed sales model is based on the “tribal” language of the organization. It should integrate the culture of the company into its design and feel natural to those who use it. For example, if an organization wants a consultative approach to selling, the model should instill a conversational approach. But in an organization that wants a more assertive approach—for instance, if it’s in a crowded field—then the sales model should focus on differentiating its product from its competitors.
- Bridge sales and marketing. Ideally, a company’s marketing function creates resources and messaging for the sales team to use, in relation to a strategic marketing plan. The sales team, on the other hand, is charged with executing the company’s marketing strategy. A good sales model will integrate those two distinct functions and provide a way to bridge the two. When the marketing and sales teams work together, that’s when the magic happens. That’s when you can see the payoff of collaboration and of your sales model.
- Develop representatives. A good sales model gives sales managers and training teams a tool for developing their sales representatives. If the sales model is too general, it won’t give sales managers meaningful guidance for developing the specific selling skills their sales team needs. A good sales model outlines the steps or phases for sales representatives to execute in a good sales conversation and should clearly articulate the associated selling skills that accompany each of those steps.
- Create longevity through flexibility. A good sales model needs to be flexible so that it has a long shelf life and can function for years to come. When market conditions change, the sales model needs built-in flexibility that will allow the organization to make modifications and adjustments to maintain its effectiveness.
In its simplest terms, a sales call should be nothing more than a persuasive conversation between a company representative and a decision-maker. This is just as true locally as it is globally. A good sales model gives sales representatives a practical architecture for having a good sales conversation. An organization should create this model to fit its own culture and marketplace, while at the same time making it flexible enough to have longevity.
Give us a call and let’s get a sales model in place that will help your organization thrive in today’s marketplace.
