Every sales organisation operates differently, and what makes one person thrive in one company doesn't necessarily transmit to another. However, there are character traits that all top salespeople possess, such as a winning mindset, the ability to work harder than their peers, and an intense customer focus. Anthony Iannarino and I recently discussed the winning mindset and beliefs of top sales professionals on his podcast, In The Arena, (click here to listen) which led me to reflect on how I learnt the skill sets to thrive in a variety of different sales environments.
The salesperson has a good communication cadence with their prospect, sends the proposal, and hears nothing in return. They scratch their heads, double guess their position, and are pressured by their manager for an update. As the days pass, desperation sets in and the sales rep explores every avenue to provoke a response.
How are UK vs. US-based B2B buyers responding differently to information overload, a proliferation of suppliers and legacy pricing models?
Why are multinational sales leaders adopting different sales strategies, hiring policies and sales training in the UK vs. the US?
Why is speed to market so crucial for international companies looking to expand into Europe?
These are crucial questions for C-Suite executives in 2017...
"I love you, social seller." 😍❤️
"I love you too, outbound sales professional." 😘😘
We rarely hear this, or perhaps, not as often as we should.
There are many reasons for this, but here are two UK-based case studies from multinational companies to demonstrate these sales strategies are a match made in heaven.
Top salespeople are often put on a pedestal by their company and peers because they generate more revenue than anybody else. This can lead to exceptional privileges as they carry the team’s motivation and spirits - even more so than the Sales Manager - since they are highly relatable and positioned in the trenches, making things happen.
Customer buying habits have advanced from procuring sophisticated data systems, being charged an annual subscription, and allocating scarce resources to train their teams to run reports. They want suppliers to solve their data procurement problems, such as helping them maintain their output when faced with information overload, budgetary cuts and a lack of resources.
The sales landscape is rapidly changing. The tech savvy, socially empowered buyers control the sales process. We are told to hustle, care, add value and a string of other buzz words that dominate the social airwaves. "Vendor confusion" and "lack of available resources" are driving the consolidation of vendors in the B2B landscape. Fundamentals such as the "relationship" sale, the "hunter" salesperson, "cold-calling" customers and "closing" deals are supposedly obsolete.
When a great job opportunity presents itself, it is easy to let emotions cloud your better judgement and gloss over the terms of your future employment. The primary focus is on joining the business and, as salespeople are driven by compensation, there is a common assumption that, as long as the numbers stack up, then the rest will be fine. In many cases this doesn’t result in a negative consequence, but sometimes an innocent oversight can have grave consequences both during employment and post termination.