Issue link: https://www.e-digitaleditions.com/i/58508
Sales managers must also sell. They must become brilliant in their contribu- tion to joint calls—not to"take over"but to be a model of professional selling skill.As a coach, they reinforce the dis- ciplines of professional selling and raise the bar of expectations. It is strongly suggested that sales managers partici- pate in any selling-skills training. The purpose of this is not to just monitor and observe,but to be an active partici- pant as each salesperson practices and refines their execution. Of course, frontline salespeoplemust be masters of selling. Selling is their profession. Each one should strive to become a Sales Professional! Product knowledge, application expertise, peo- ple skills, benefit selling, communica- tion skill, strategic account planning, and pre-call planning are just a few of themany skills and tools theymust exe- cute skillfully to get consistent results. Intensive selling-skill training for these professionals is a given. These are the "highly trained field agents" of a suc- cessful selling organization that take proactive action and start the engine. And please don't forget that service technicians, customer service, installa- tion, and all sales support must also be trained in selling skills. Granted, selling is not their primary job duty. Yet they are interacting dailywith customers and dealing with the tough issues. They encounter an astounding amount of opportunities to reinforce value, secure jeopardized business, penetrate and expand accounts, discover hidden opportunities, pass leads, add-on sell and build relationships. Great selling organizations provide these key players with more than just technical know- how or specific job skills.They leverage their integral involvement with cus- tomers by adding core selling skills to their regimen of training.With proper sales training,they can learn to sell spon- taneously and appropriately. Sell 'The House' We don't just sell product anymore. Product and brandwill not sell itself.We have to'sell the house.' That is one thing the competition does not have—your differentiator. Why should customers choose you and do business with you? Every person in your organization should know that answer. This aware- ness should season everything you do and be on the tip of every tongue. If you do not know that answer,who does? When you consider the question "what do we sell?" you can help define that answer by documenting company factors and value-added services of your company. Company factors are advantages, minute distinctions and attractive characteristics that you offer. Don't get hung up on the word,unique. Some competitors may claim the same or similar factors. Company factors are simplywhat you look like as a company. Howmany branches you have,expertise in certainmarkets,years in business,key people, inventory, size, location, stabili- ty, certified mechanics, customer base, and lines represented are all examples of company factors. Value-added services continued on page 40 March/Apr il 201 2 39