While solid product knowledge and advanced consultative selling training skills can deliver increased revenue, there is no guarantee they will deliver industry leading sales results.
Industry leadership comes when real business acumen is added to the mix and you become a trusted advisor as opposed to merely acting as one.
For your company to maintain or achieve industry leadership your sales force must be fluent in three areas related to developing trust, selling solutions and recognizing where consultative selling strategies fall short.
Showing posts with label Consultative Selling. Show all posts
Showing posts with label Consultative Selling. Show all posts
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Consultative Selling Best Practice Resources
From time to time, we like to provide visitors and subscribers to this blog with a refresher on where they can find helpful resources devoted to best practices in the area of Consultative Selling Performance and related areas.
We hope you find these resources insightful and relevant:
We hope you find these resources insightful and relevant:
- Sales Training and Coaching Best Practices
- Inside Sales Training and Coaching Best Practices
- Solution selling training programs
- Strategic Account Planning Solutions
- Sales Coaching Solutions
- Sales Presentation and Sales Communication Solutions
Consultative Selling Training & Coaching - A Case Study in Best Practice
Client
Ultimate Software provides web-based payroll and employee performance management best practices and systems to organizations of all sizes. An important component of the company was the virtual Professional Services Organization and teams charged with providing client solutions.
Business Need
To meet the demands of a shifting economy and increased competition, Ultimate Software recognized the need to move from a product-oriented company to that of a solutions provider. They needed to partner with their clients by understanding their business issues and linking Ultimate Software solutions to these needs—saving their clients time and money.
Goal
Ultimate Software’s goal was to be seen as a strategic partner providing business solutions versus a software company. Through targeted and relevant consultative selling, executive selling and solution selling training investments and on-going sales coaching sessions, they wanted to arm their Professional Services Organization with the skills and training resources necessary to become true business partners with their clients.
Solution
The Consultative Selling Approach workshop was presented.
Ultimate Software provides web-based payroll and employee performance management best practices and systems to organizations of all sizes. An important component of the company was the virtual Professional Services Organization and teams charged with providing client solutions.
Business Need
To meet the demands of a shifting economy and increased competition, Ultimate Software recognized the need to move from a product-oriented company to that of a solutions provider. They needed to partner with their clients by understanding their business issues and linking Ultimate Software solutions to these needs—saving their clients time and money.
Goal
Ultimate Software’s goal was to be seen as a strategic partner providing business solutions versus a software company. Through targeted and relevant consultative selling, executive selling and solution selling training investments and on-going sales coaching sessions, they wanted to arm their Professional Services Organization with the skills and training resources necessary to become true business partners with their clients.
Solution
The Consultative Selling Approach workshop was presented.
Deal Slippage and the Consultative Sale
Even top performing consultative selling focused organizations that are typically focused solely on the steps they have to follow in their own internal solution selling process can find themselves quickly and easily misaligned with their customer’s buying process.
Both the sales team and the buying team have their own process to follow; for reasons that are easy to understand, they have different accountabilities and responsibilities to perform. Therefore, it is not surprising that the lack of correlation between buying and selling cycles is a major contributor to inaccurate strategic account plan forecasts. This lack of consideration and understanding of the customer’s internal pace and cadence for making decisions leaves salespeople few choices but to manage the deal solely through the use of their own indicators.
Both the sales team and the buying team have their own process to follow; for reasons that are easy to understand, they have different accountabilities and responsibilities to perform. Therefore, it is not surprising that the lack of correlation between buying and selling cycles is a major contributor to inaccurate strategic account plan forecasts. This lack of consideration and understanding of the customer’s internal pace and cadence for making decisions leaves salespeople few choices but to manage the deal solely through the use of their own indicators.
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