How to Recognize the Ideal Sales Person
Editor’s note : Dr. Hough is a frequent contributor to this blog.
Harry Hough, PhD, founder of the American Purchasing Society
Opinions on the ideal salesperson’s profile vary; the sales manager has one viewpoint, the purchasing manager another. Each is primarily concerned with his or her own objectives. Traditionally the sales manager wants salespeople to maximize the return on their time invested. He doesn’t want them to waste effort on unqualified prospects or obtain troublesome orders of little value. The buyer wants easily obtained complete information in order to make an informed decision. The seller wants to obtain as much profit as possible. The buyer wants to spend as little as possible to obtain the products or services desired.
Is it ever possible that these two sides can agree on what the ideal salesperson should be? Yes, if the objectives can be clarified and embraced from the long-term point of view. Both sides are interested in profitable transactions. Both sides probably would prefer a long-term relationship. It would certainly be easier for the salesperson to get repeat business than to struggle to get the first order. It is certainly easier for the buyer to place business with a proven capable existing supplier than to shop and negotiate all the details with a new supplier. So the objectives are not entirely different.
Thousands of salespeople don’t realize this, and they start off on the wrong foot by calling on potential customers without an appointment or by starting off an interview with the buyer by asking what the company does. They show a complete ignorance of the customer’s business. They waste the buyer’s time as well as their own because often there is no possibility that the buyer would be interested in the product or service that the salesperson has to offer. It is simply not a suitable product for their business.
Some years ago a purchasing manager for a manufacturer in the automobile parts business had display cases placed in the lobby showing the parts and various components of products that his company purchased or produced. Then he placed a small sign on each display inviting salespeople to offer suggestions or submit proposals regarding the items on display. The manager reported that only one in ten even mentioned the displays let alone offered any helpful suggestions.
An example of an especially good salesperson from another company told us about his success. He would tour the customers’ facilities and search for ways of making suggestions and improvements. His contribution was so helpful that the customers were willing to pay more for his products and reward him with large orders just to be sure to get his ideas.
There are many ways that a salesperson can impress buyers, and buyers can help salespeople in return. In recent years we have noticed a trend that salespeople arrive late for appointments or continually cancel and reschedule. This practice shows a disregard for the buyer’s time. Salespeople should arrive when scheduled. In return buyers should respect the salespeople’s time and not keep them waiting.
Five Positive Behaviors of the Ideal Sales Pro
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Ideal sales professionals exemplifyand diligently engage in these in these five behaviors.
- Have all the information about their product and know something about the competition so they can intelligently compare their product with the competitors. The buyers will need to use their own evaluations and compare them with information from all competitors, but the input from each is helpful.
- Respond to questions from the buyer or admit when they don’t know the answer. They should indicate that they will try to find the answer. In return buyers should provide essential information about actual needs.
- Learn and understand purchasing policies and procedures to get the buyer’s point of view. Avoid back-door selling and work through the authorized buyer when contacting others within the customer organization
- Continue to serve the buyer after the order is placed. Ensure that the order has been processed and follow its progress or delegate someone to do so, until the order is delivered. Advise of any problems before or after delivery.
- Whenever discrepancies occur in billing or in product specifications or in regard to any other aspect of the order, promptly investigate why the problem happened, correct it immediately and take steps to prevent future occurrences of a similar problem.