Sales methodology: The yin to the CRM's yang
In today’s data-driven economy, sales teams are under enormous pressure to sell more, better, and faster, requiring greater levels of performance and efficiencies to match annual budget increases and reach targets.
Sales managers, tasked with delivering profitability while navigating an increasingly competitive landscape, need to develop and nurture a capable sales team that generates successful, long-lasting engagements with clients.
From my experience as a sales executive, the number one driver of sales success is an effective sales methodology. Without it, sales efforts fail to align with an organisation’s processes and overall objectives, leaving any well-respected salesperson feeling like a juggler – chasing 50 leads and hoping one will close while having no idea which one is most likely.
Sales, however, does not need to be a guessing game. Salespeople don’t have the time in today's business climate to focus on everything. They need to be targeted and deliberate when it comes to either hunting or farming of deals.
Mahan Khalsa and Randy Illig introduce a proven sales methodology in the book Let's get Real or Let's not Play, highlighting the following premises which I would recommend as crucial drivers of any sales methodology:
- Consultants and clients want the same thing. Both want a solution that exactly meets the clients’ needs. We both win if we get it, and we both lose if we don’t.
- Intent counts more than technique. Your clients will disclose information to you primarily based on their perception of your intention behind the questions you are asking them. Are you asking questions to help them get what they want, ...
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