In the previous post (Commercial Excellence simplified), I took your attention to the foundation of commercial excellence, selectivity.
Of course, in today’s complex business environment, “selectivity” requires a detailed breakdown. The four commercial excellence pillars are strategy, Performance, Operations, and Technology. (SPOT)
Commercial excellence is a fancy vague term. It sounds like only big multinationals can afford to work on commercial excellence. Indeed its foundations lie in the basics of commerce. Over the centuries, merchants have primarily used the principles of commercial excellence to survive in the business….
A sales meeting is almost like a date. And your attitude is clearly defined by your expectation of the outcome. If you would like to build a long-term relationship, you would be more interested in the other party. And you would be genuinely curious about their lives. If you are looking for a short-term benefit (a one-night stand or one-off sales transaction), you would be more talking about yourself because you would like to cut to the chase.
Ironically, most sales trainings teach salespeople how to present themselves and talk about their companies and their products. Even in line with the trend of “problem-solving,”…
From my point of view, we do not even need to provide sales training at all. On top of a clear training on the offering, it is enough to create a constant and unfiltered feedback mechanism….
Focusing on efficiency can result in doing the wrong thing most efficiently. But, how can salespeople know if they are doing the right thing?
In sales, we are all obsessed with win/lose rates. We call it winning the deal when the customer decides to buy your product or service. If there is a winner, by definition, somebody has to lose. This approach makes selling a zero-sum game. I think sales can be a positive-sum game if we change the definition of winning.
Let’s do the exercise together and redefine winning…
But how to use it as a real competitive advantage in sales…? By building customer dialogue with genuine curiosity and humility.
Learning for Performance