Salespeople Mind Their Own Business

Office World News, Jan/Feb 2004 by Saviano, Neil

With A New Approach To Training

Investments in sales training by office products dealers vary depending on both their size and their sales and marketing model. No matter what the investment, however, a return is expected that results in both positive sales numbers and a positive impact on salesperson development. Historically, however, the correlation between sales training and salesperson success and development is an ongoing debate. The debate is fueled by a Irequent disproportionate level of sales among reps and an often higher than desired level of salesperson turnover.

The dilemma doesn't diminish the need for sales training. It should, however, prompt one to examine the curriculum of a sales training program to determine whether there is, in faet, a correlation to expected results.

Historically, sales training programs with curriculum that weigh heavily on technique in areas such as: sales presentations, formulas for handling sales objections, and formulas for closing the sale, have had limited success. The success is generally determined by the salesperson's willingness to adapt technique to what they see as "their style" and "their personality." History shows, however, that most salespeople try new or reinforced techniques for a period of time after training, but slip back into the old habits and the style they are most comfortable with. At the same time, however, this does not preclude the need for technique within the content oi sales training programs.

An answer, perhaps, to this dilemma lies in the examination of the habits and skills of successful salespeople. Most successful salespeople are excellent business people - running their sales job as one runs a business, with a sound business plan. This plan is a microcosm of their company's business plan a road map to produce the salesperson's assigned share of their company's business objectives. This paradigm, if injected into a sales training program along with sales techniques, provides a better- balanced curriculum and offers a far better correlation to post- training success. Salespeople, in essence, would view sales techniques from a holistic perspective. Specifically, how techniques contribute to the realization of set objectives within their business plan. Techniques are viewed with a much greater sense of purpose.

Training salespeople to view their job as a business provides a sense of ownership to their job and a greater feeling of control over their income and future as well. The eore of their training should be in the business planning process. Their "personal business plan" must begin with their income objectives, and the sales needed to produce their income must be derived from the sales the company expects from them. In essence, a partnership is formed between the salesperson and the company. Once dollar objectives are determined, activity objectives will ensue, thus segueing into a "personal marketing plan" where activity objectives as well as strategies are identified.

Sales Training Program

A sales training program that includes the planning process related above sets the stage for sales techniques to be viewed in the realization of set sales objectives. As an example, activity objectives within the personal marketing plan relate to areas such as the number of sales presentation appointments, prospecting calls, and proposals submitted. Expectations within the activities can measure the number of appointments expected from a number of prospecting calls along with other ratios as well. Therefore, sales techniques such as handling objections, making effective presentations, and closing take on a much greater meaning when viewed in conjunction with the successful realization of activity objectives and ratios within a personal marketing plan. The salesperson is less apt to fall back into their old habits and styles and is able to form a much greater appreciation for their use, their "bottom line", and their W-2!

Companies that cannot find sales training programs offering this paradigm must consider developing their own programs. Or, at least, augment external sales training programs with their own program that immerses their salespeople in the planning process. It is important to remember to portray the salesperson's job as their own personal business. This is the genesis of their paradigm shift-a shift from the effects of past sales training that lead to preconceived notions of their job as one of . technique and customer prospect manipulation. Or, perhaps, they simply are in a "rut" of aimlessly pursuing their market place without a plan in place to produce any significant results.

A shift in sales training focus and overall salesperson job perception can save companies thousands of dollars in salesperson turnover. A shift can also enhance salesperson ramp up and hasten the ROI from new salespeople. There is also the added benefit of both more quantifiable and measurable salesperson metrics which can make the entire sales management process more effective.