So lets see. You are representing one of the most respected companies, you sell top-of-the-line products and services, the phone hardly stops ringing with enquiries, you match (and sometimes even exceed) benchmarks in all aspects of business, you make your monthly quota and make good money. Life couldn’t be better!
On the flip side, its possible that selling is a drag everyday. Your company is hardly known, you don’t figure in the who’s who of your industry, you are convinced that your competition is way ahead in the products and services they sell, your boss should be arrested for impersonating a human being and your support services really suck! Meeting business benchmarks is sure torture.
In both the scenarios one thing is certain – sales are happening. Some with your intervention, some without it and some in spite of it.
Companies, products, services, commercials, etc., at some points of time, meet, fall short off and even establish new benchmarks, in varying degrees, over a period of time. The same thing with buying needs and behaviour on the other side of the table.
However, If you sit back and look at both the scenarios you will see that the common denominator is the sales person.
As the prospect sees, the salesperson is the sum total of what the company is offering plus the salespersons behaviour.
There is precious little the salesperson can do about his company’s image, market conditions, product & service quality, utility, commercials etc. Its the same for competition.
However, there is a lot the salesperson could do about building, maintaining and exhibiting the right behaviour – to be better than competition.
So what is more adaptable to change? What takes precedence? Benchmarks or behaviour? It’s the classic question of “Do I raise the bridge, or lower the river?”
Benchmarks are not persuasive. Behaviors are!
Behaviour is a mix of knowledge & skills and the prospect sees it the way the salesperson presents it. While exhibiting the right behaviour the salesperson could also mould the prospects buying behaviour into making it more favourable. What impacts the prospect more is how the salesperson approaches his needs and problems. How does he “talk in the prospects interest”, how does he present “long term” benefits, implementation success, and so on. This way the entire sales exercise becomes more collaborative, more committed and promises greater implementation success. It doesn’t end there. The obvious spin offs are more signups and repeat business at virtually zero costs.
Benchmarks and behaviour. Both necessary. Both compliment each other.
Its an extremely competitive world with the me-too’s competing for a larger piece of the cake. Behaviour is in the salespersons domain and control and tends to have a deeper impact than benchmarks Under these circumstances, remember, all things remaining more or less the same, it’s the salesperson who will make the difference! The salesperson with the right behaviours.
Competition is not between companies. Competition is between salespeople. Competition is between behaviours. Benchmark behaviours!