Let’s start by grounding ourselves in the foundational premise: Sales benchmarks are not merely numerical goals but the defining coordinates of success. If you will, consider them as your organization’s North Star, guiding your sales team through the complexities of quotas, customer relationships, and revenue targets. Benchmarks transcend the limitations of raw numbers and extend into the realm of qualitative assessment—whether it’s the ability to understand customer needs or to align solutions accordingly.
To further clarify, think of benchmarks as akin to a financial portfolio’s balance of risk and return. They offer a comprehensive view of performance, much like a diversified portfolio that offers an integrated financial health assessment. Each component—be it customer retention rates, average deal sizes, or response times—contributes to this multifaceted view. Benchmarks thereby act as a composite score that tells you where you are, where you should be, and, most importantly, how to get there.
The Nuances of Crafting Benchmarks: It’s About Alignment
Creating effective benchmarks requires alignment with broader organizational goals, current market realities, and the sales team’s inherent capabilities. Striking this balance is akin to setting the interest rate in an economy. Set it too high, and you risk stalling growth; set it too low and invite complacency.
Thus, the process of setting benchmarks demands an understanding of averages and outliers. If a high percentage of your sales team consistently meets the benchmarks, they may not be challenging enough. Conversely, if only a small fraction achieves them, it could demoralize the rest and raise questions about the benchmarks’ attainability. The idea is to challenge your team just enough to stretch their capabilities while ensuring the goals are rooted in reality.
Diagnosing and Addressing Underperformance: A Structured Approach
The objective of performance benchmarks isn’t to point fingers at underperformers but to provide a structured mechanism for evaluation and growth. Having established benchmarks, the onus shifts from mere identification to a deep-rooted understanding of ‘why’ the underperformance occurred.
Is it a lack of training? Is it a mismatch between talents and tasks? Or perhaps it’s a more systemic issue related to product-market fit? Each diagnosis demands its unique course of action, requiring leaders to blend empathy with decisiveness. As you identify these pain points, you’re not merely putting a spotlight on them; you’re transforming them into actionable insights. Provide the necessary tools, training, or environmental changes, and monitor the impact on performance against the set benchmarks. In this way, underperformance becomes not a point of failure but an opportunity for both personal and organizational growth.
Benchmarks: Your Compass in the World of Sales
To CEOs, Sales Managers, and leaders in the trenches, understand that performance benchmarks are not just numbers on a performance review sheet but the milestones on your roadmap to success. They offer a dynamic, multi-dimensional gauge by which to measure, evaluate, and, most crucially, enhance performance.
Just as a ship’s captain would be rudderless without a compass, your sales team would navigate in the dark without well-defined benchmarks. These are not mere numbers but signposts in your journey toward sales excellence. They offer a vision of what could be and a measurement of what is. Establishing and adhering to these benchmarks provides direction, clarity, and a lens through which to transform challenges into growth opportunities.
This special episode of Two Tall Guys Talking Sales comes from a recent CEO Workshop put on by Sean O’Shaughnessey and Kevin Lawson. It was taken from a LinkedIn Live presentation that aired on September 29, 2023. You can listen to this episode or click over to the LinkedIn Live presentation at https://www.linkedin.com/events/ceoworkshop-understandyourclien7106962760084688896/
Are you a sales leader or CEO looking to supercharge your sales strategy? In this episode of “Two Tall Guys Talking Sales,” hosts Kevin Lawson and Sean O’Shaughnessey delve deep into the art of understanding your client’s business to sell more effectively. Sean, a seasoned sales expert, shares invaluable insights on transitioning from being just a vendor to becoming a trusted advisor. This episode is a treasure trove of actionable advice, real-world examples, and strategies that can be immediately implemented to elevate your sales game.
Key Topics Discussed
The Power Matrix: Learn how to identify and engage with key stakeholders in your client’s organization, from decision-makers to influencers.
Consultative Selling: Discover the essence of becoming a trusted advisor rather than just a vendor and how this approach can significantly impact your sales.
Financial Acumen: Understand why knowing your client’s financial position can give you a competitive edge and how to gather this information.
Interdepartmental Relationships: Sean discusses the importance of having touchpoints across various departments in your client’s organization and how it can lead to a more tailored sales pitch.
Customer Journey Mapping: Learn how to map out the customer journey to gain a 360-degree understanding of your client’s needs and motivations.
Key Quotes from Sean
“You elevate yourself from a vendor to a partner in the B2B sales arena.”
“Your proposition becomes not just a response to an RFP, but a comprehensive strategy of partnership.”
“This alignment leads to a consultative selling approach, one that evolves from being transactional to being deeply relational.”
Additional Resources
Sean’s book on sales strategies, “Eliminate Your Competition,” You may purchase “Eliminate Your Competition” from your favorite book retailer. The ebook version is available at the most popular retailers such as Apple, Amazon, Barnes & Noble. The paperback version is also widely available at such retailers as Amazon, Barnes & Noble, and Books A Million.
Don’t miss this enlightening special episode that promises to transform your approach to B2B sales. Whether you’re a seasoned sales professional or a CEO looking to revamp your sales strategy, this episode offers a comprehensive guide to understanding your client’s business like never before. Tune in to “Two Tall Guys Talking Sales” and equip yourself with the tools and insights to become not just a vendor but a strategic partner in your client’s success journey. Subscribe today and stay ahead of the sales game!
Crafting a Resonant Sales Symphony: The Power of Clear Objectives and Goals
In the vast ocean of corporate strategy, the sales department functions much like a ship’s heartbeat, rhythmic and essential, setting the pace for the vessel’s journey. But what, or who calibrates this pulse? How do we ensure that this heart doesn’t race uncontrollably or, worse, skip a beat? CEOs and sales managers would concur that the answer is embedded in well-articulated sales objectives and goals. These are not just arbitrary figures or lofty dreams but are methodically set coordinates guiding the trajectory of sales initiatives.
Imagine, if you will, a vast orchestra. Each instrument represents a member of the sales team. The orchestra’s conductor, analogous to a CEO or sales manager, needs well-composed sheet music, sales objectives, and goals to guide the symphony. Without it, the melody could quickly descend into chaos. Now, consider a ship embarking on a voyage. Its captain sets a destination (the sales objective) and interim stops (sales goals) for resource replenishment. This sequential approach ensures the journey remains on track, no matter how tumultuous the seas are.
Such analogies underscore a simple yet often overlooked truth: the nuances between objectives and goals matter. It’s not just a matter of semantics but strategy. Indeed, companies that distinctively lay out both show a staggering 28% improvement in sales team performance. These figures aren’t mere data points but are a testament to the intertwined psychology and methodology behind sales targets.
However, charting this path is not without its challenges. Aiming too high can be as dangerous as setting sights too low. The former can overshadow the team with an impending sense of inaccessibility, making the climb appear insurmountable. On the other hand, the latter risks inducing a sense of complacency, stifling the potential of a talented sales force.
But how does one strike that impeccable balance? The key, I believe, lies at the intersection of retrospection, analysis, and anticipation. A thorough evaluation of past performances acts as a foundation. For instance, projecting a 50% growth based on the previous year’s 15% without significant infrastructural changes might lean towards fantasy. Furthermore, a finger on the pulse of market trends helps set realistic ambitions. Resources, often a limiting factor, need to be meticulously assessed. Remember, monumental objectives warrant monumental resource allocations. A CEO’s arsenal should also incorporate frontline feedback, an often underutilized yet invaluable asset. And as the sands of the marketplace continually shift, maintaining flexibility in these objectives and goals is paramount.
These defined objectives and goals do more than merely set targets. They breathe life into the organization. They synergize scattered efforts, fostering a culture where ambition thrives, and accountability is cherished. It transforms every deal, every pitch into a cog in the grand machinery of corporate growth.
Setting clear sales objectives and goals is akin to crafting a masterpiece symphony. Each chord, each note, when harmonized, weaves an enchanting melody. CEOs and sales managers, as the chief architects of their organizations, possess the potential to orchestrate this. And in the dynamic dance of sales, where the only constant is change, these well-defined objectives and goals don’t just serve as a compass—they become the essence of the journey. Because the goal, after all, is not just to increase sales but to understand the depth, the method, and the purpose behind it.
Bob Robinson, Jr., and his mechanical-engineer father, Bob Robinson, Sr., came up with the idea for a product the world truly needed 25 years ago: a “no-touch” restroom cleaning machine. Their company, Kaivac, is a Hamilton, OH-based manufacturer of cleaning machines. Hamilton is a suburb of Cincinnati, OH.
Bob Robinson, Jr.
“We were on our hands and knees, crawling around the bathroom,” recalls Bob, Jr. “It was disgusting. We said, ‘There’s got to be a better way.'”
Through hard work and dedication, the Robinsons created the KaiVac to help solve that initial problem in public restrooms. Over the years, they grew the idea to create dedicated machines to clean kitchen floors, hallway floors, and grocery displays. Beyond its bathroom cleaning technology, it has expanded into floor cleaning and spill response machines and has 18 patents with 16 pending.
Along with growing their manufacturing capabilities, they also grew their sales capabilities. They adopted a hybrid strategy of selling through distribution and selling directly to key customers. Their direct team, under the leadership of Bob Robinson, Jr., who had taken on the role of VP of Sales, closed many enviable customers with massive deals, including Walmart, Kroger, and Target.
They realized that they needed to step up their sales professionalism after having a down year during COVID after having a record-breaking year the year before. They wanted to grow to $75 million in annual revenue within three years and a Big Hairy Audacious Goal (BHAG) of $1 billion in annual revenue within 20 years.
Bob Jr. says Kaivac is just getting started. “At 20 to 25 years in business, you’re at an inflection point where you’ve got resources, tenure, and history and have been through ‘adolescence,'” he says. “Now is the chance to build a professionalized organization.”
They contacted New Sales Expert LLC as the nation was coming out of the global pandemic, but before all the supply chain problems had paused. New Sales Expert LLC is a fractional vice president of sales consultancy. Sean O’Shaughnessey, the CEO of New Sales Expert, is aligned with SalesXceleration and has 38 years of experience in sales and sales management.
According to Sean, “Kaivac is a joy to work with. They are the shining star of Hamilton, OH, and Butler County. They had so much raw potential when I walked in the door; all I had to do was to focus their energy and enthusiasm on working smarter and just a little harder.”
Building an organization with a heart
Bob Robinson, Sr.
Kaivac had a great culture to build on to make a great sales culture. Before Sean showed up, the company leadership had already developed their One-Page Strategic Plan and their “Why?” statement that reflects the owners’ Christian faith: “To glorify God by using KAIVAC as an instrument for Good.”
In addition to the “Why?” statement, they had drafted an acronym called FIGS that conveys the “heart” of the company. FIGS—which appears on signs that hang on the factory floor and in break rooms—stands for
F: “First shall be last, last shall be first.”
I: Integrity—as in “The truth shall set you free.”
G: Golden Rule—meaning “treat others how you want to be treated.”
S: Servant’s Heart, as in “We are in a race to help people.”
The company uses the first three letters of its name–KAI–to inspire the team’s thinking and actions. These letters stand for inspiring phrases such as: “Keep At It,” “Keep Always Improving,” “Keep Attempting the Impossible,” and “(creates) Kick-Ass Inventions.”
Prioritizing net income and growth
Sean’s first change was to make a compensation plan that motivated the sales team to sell bigger deals and to sell them quickly. Kaivac implemented a 50/50 plan in concert with defined territories to keep the Key Account salespeople focused on the goal of more significant and profitable orders.
After the motivation component was in place, it was time to help the team learn how to sell big deals more repeatedly. The big deals of the past had been challenging to work on and, while very profitable, had been disruptive to close. Sean encouraged the company to read John McMahon’s book, “The Qualified Sales Leader,” and with that tome as inspiration, quickly deployed MEDDPICCC to help them qualify deals.
MEDDPICCC by itself is not enough. The company had already licensed Salesforce, one of the highest-rated CRMs on the market, but Sean put MEDDPICCC into the various stages of the sales process to ensure that the salespeople knew all the required information about a big deal. Sean also created dashboards within Salesforce to track deal progress at the management level. The company implemented Sales Plans for Key Accounts and the Power Matrix to document the most influential people in the customer’s decision-making process.
The very first big deals that the company found after Sean started to help them also benefited from the Decision Timeline. The Decision Timeline is a tool to allow the sales team to walk through the entire decision-making process of the customer to understand all of the steps required to make a significant investment decision. It allowed frank and honest conversations to take place with the prospect as the team worked to close the largest deal in the company’s history to date.
Time to run on their own
Mike Perazzo, Allen Randolph, Bob Robinson, Jr., and Nick Wehby after passing their Certified Sales Leader exams.
As with most of the assignments with New Sales Expert, LLC, the goal is to allow the company to run independently. Bob Robinson Jr. was the company’s VP of Sales. Still, he needed to shed those responsibilities to help run the entire company. To finish the transition, Bob and three of his leaders took SalesXceleration‘s Certified Sales Leadership course delivered by Sean O’Shaughnessey.
The Certified Sales Leader (CSL) designation is the country’s most comprehensive sales leadership certification program offered. CSL leadership training and certification will prepare you with the analytical, tactical, and strategic sales management skills needed to drive revenue growth now…and into the future. CSL training expands the skill set of a Sales Manager by providing coaching, techniques, and tools to lead a successful sales team.
All four Kaivac leaders passed the CSL test. One of them, Mike Perazzo, was tagged to take over as Executive Vice President of Sales. According to Mike, “Sean is a master coach for helping shape sales process and methodology. Following his methods will help grow sales faster, transactionally, and strategically. Often a couple of pieces of the puzzle are missing, and Sean helps quickly identify them.
You have everything to gain by having Sean look at your current approach. He is a change agent and disruptive to the status quo. Pushing the pace and flow of deals is his sweet spot. I am a better sales leader because of my time with him.”
Bob Robinson, Sr., and Jr. with their sales team celebrating a recent patent award
Sean O’Shaughnessey of New Sales Expert, LLC states, “Kaivac is a wonderful company. They have created a line of machines that gives pride to the workers in one of the toughest jobs in America – keeping things clean. They are focused on the success of their customers and their employees. They had all of the raw skills within their sales team to be a great sales organization; they only needed me to focus them on activities and techniques that allowed them to close bigger deals faster and at a higher profit level.”
“If anyone works in a clean building with clean restrooms and hard surface floors, they are either cleaning it with Kaivac technology or paying too much for that cleanliness,” Sean explains.
Revenue and profitability have grown since Sean helped Kaivac develop a higher level of sales professionalism. Recent results have shown a dramatic increase in revenue and profitability. The sales and revenue growth have allowed the entire family of Kaivac to prosper. The Robinsons have always considered their employees an extension of their family. The company’s prosperity is passed along to team members through a bonus structure for the whole company. It all fits into the spirit of Kaivac. Bob Jr. says, “Our organization was built to have heart.”
In this episode of Two Tall Guys Talking Sales, hosts Sean O’Shaughnessey and Kevin Lawson delve into the crucial difference between a Marketing Qualified Lead (MQL) and a Sales Qualified Lead (SQL). They explain how the two require different types of messaging and engagement and highlight the importance of refining the process of transitioning leads from one category to another.
Key Topics Discussed
Differences between MQLs and SQLs: Kevin begins the episode by comparing the difference in approach between MQLs and SQLs to the difference in speaking to a large group vs. one-on-one conversations. The messaging and engagement are distinct, and as an MQL transitions into an SQL, the engagement becomes more personalized and directed.
Avoiding Pipeline Clutter: Sean reflects on instances when leads aren’t adequately transitioned from marketing to sales, causing clutter and inefficiency in the sales pipeline. He emphasizes the importance of discerning when a prospect needs more time to be ready to progress in the sales process and re-engaging them through marketing efforts.
Sales-Marketing Synergy: Kevin stresses the need for sales and marketing teams to collaborate efficiently. Sales leaders should be grateful for the groundwork done by marketing teams as they set the stage for more specific conversations with leads.
Understanding Lead Progression: Kevin and Sean recommend salespeople understand a lead’s journey from an MQL to an SQL. Knowing how a lead has interacted with the brand helps salespeople improve lead quality and engagement.
The Importance of Problem Identification: Sean insists on the importance of early identification of the problem you’re solving for the lead. If the salesperson is convinced they can solve a specific issue, the lead becomes an SQL, and the task shifts to convincing the customer of the solution.
Key Quotes
Sean: “Sales brings in revenue. Customers get a product in return, and that keeps everybody employed and going forward.”
Kevin: “Marketing and sales all have the same goal, sell more. It’s how we stay employed.”
Additional Resources
‘The Sales Acceleration Formula’ by Mark Roberge, mentioned by Kevin as a recommended read.
This episode is a must-listen for those looking to understand the crucial transition from MQLs to SQLs, how to avoid pipeline clutter, and the importance of a symbiotic relationship between sales and marketing. Whether you’re in B2B sales, a startup, or an established company, you’ll find invaluable insights to apply to your sales processes.
In the intricate and often unpredictable world of B2B sales, two terms frequently arise: “Champions” and “Coaches.” While somewhat similar, these labels correspond to entirely distinct roles in the sales process. Each plays a vital part, yet misinterpreting or misusing these roles can lead to the loss of your sales opportunity. Many experts believe that believing you have a Champion when you only have a Coach is the biggest problem in long-running sales campaigns.
This article aims to delve deeper into the specific role of the Champion, introduce an innovative strategy known as “Champion Chess,” and illustrate how these elements can transform your B2B sales approach for the better.
Coaches and Champions are both part of the Opportunity Qualification system known as MEDDPICCC. MEDDPICCC stands for
M – Metrics
E – Economic Buyer
D – Decision Criteria
D – Decision Process
P – Paperwork Process
I – Identification of Goal
C – Coach
C – Champion
C – Competition
Deep Dive into the Role of Champions
In the sales universe, a Champion isn’t merely a supporter of your business or service; they actively advocate for your product or service within their organization. Champions usually occupy a strategic position within their company, influencing decision-making processes that can make or break your sales success.
The power of a Champion in the sales process is remarkable. They can effectively expedite sales cycles by persuading their organization of your product’s value, thus overcoming internal objections and resistance. Their advocacy of your solution goes beyond the superficial – they believe in your product’s merit and fight for its adoption and success within their organization. These qualities make Champions an invaluable asset and integral to any successful B2B sales strategy.
Every successful sales process relies on a deep understanding of the many moving parts within the targeted organization. Key among these are the internal influencers who can significantly shape the trajectory of your sales campaign. In the realm of sales, two roles stand out: ‘Coaches’ and ‘Champions.’ Both can impact your process differently, so a firm grasp on who they are, what they do, and how to engage with them can be pivotal for your sales success.
MEDDPICCC is an evolution of the MEDDIC sales qualification methodology that’s proven to be particularly effective for B2B enterprise sales organizations. At its core, the MEDDPICCC methodology aids organizations in ensuring they are working on the right deals and concentrating their efforts effectively to secure wins.
MEDDPICCC extends the MEDDIC acronym to include an additional ‘P’ for Paper Process, ‘C’ for Competition, and ‘C’ for Coach. The inclusion of the ‘Paper Process’ reflects the increased complexity in technology purchasing compared to the past. Factors such as the shift from perpetual licenses to subscription agreements and enhanced data security and privacy requirements have intensified the contractual obligations between vendor and customer. Consequently, the ‘Paper Process’ has emerged as a significant factor influencing sellers’ forecasts, warranting its inclusion in the methodology.
The second addition, ‘Competition,’ acknowledges the intensified competitive landscape in the current era. Competition can come from various sources: new companies emerging rapidly with the help of modern technology, other vendors vying for the same budget and resources, potential in-house solutions, or the choice to maintain the status quo. Understanding and navigating these competitive elements are critical to a seller’s forecast accuracy and deal success, thus necessitating the inclusion of ‘Competition’ in MEDDPICCC.
The third addition to MEDDPICCC is ‘Coach,’ and it is added to understand that there are frequently those people in an organization that will give you knowledge and advice about the sales opportunity, but they do not rise to the level of a Champion. One of the biggest mistakes a salesperson can make is confusing a Coach with a Champion. They may be your advocate and are pushing your product or service to other influencers in the account, but don’t let that confuse you. Without true power and the ability to sway the final decision with the Economic Buyer, you merely have an influencer. Let’s make no mistake; a Coach is also very important in a deal. They are a “guide” that you typically have more access to and can generate imperative touchpoints that help keep the deal moving forward.
In essence, MEDDPICCC is a comprehensive, strategic framework that equips sales teams with the necessary tools and insights to identify and pursue the most promising opportunities effectively, navigate the intricate contractual landscape, and outperform the competition. By adopting and mastering the MEDDPICCC methodology, less experienced salespeople can enhance their sales performance and contribute significantly to their organization’s success.
In this thought-provoking podcast, hosts Kevin Lawson and Sean O’Shaughnessey dive into the challenges salespeople face when their sales process doesn’t align with the buyer’s journey. Using the example of a beer industry manufacturer, they explore the difficulties encountered when dealing with prospects who are only interested in the price and user count and how this can lead to feeling like a commodity. This insightful discussion underscores the importance of adapting to the buyer’s journey to sell more effectively.
As the conversation continues, Sean and Kevin emphasize the need to understand the buyer’s process, from recognizing the signs of a good prospect to determining the right time to buy. They highlight the importance of asking the right questions, listening to the buyer, and identifying their current position in the evaluation process. The hosts also discuss the concept of commercial teaching, which involves meeting prospects at their level of knowledge about the industry, solution, or product.
In addition, the duo addresses the challenge of long sales cycles and the factors that contribute to them, such as not understanding where the buyer is in their journey or not setting up for success earlier in the sales process. They encourage salespeople to be self-reflective and analyze their pipelines, identifying deals that may be stuck or taking longer than expected due to a lack of alignment with the buyer’s journey.
Furthermore, Kevin and Sean touch upon the importance of knowing the buyer persona, recognizing that different people within an organization have different perspectives and needs. By understanding the type of person you’re speaking with, salespeople can connect more quickly and effectively.
The podcast concludes with a challenge for salespeople to be introspective and consider how they can better align their sales process with the buyer’s journey for improved results.
Small businesses often find themselves at a disadvantage when competing with larger, well-established companies. However, they can still succeed. It requires them to think creatively and strategically and to develop unique approaches to win customers over.
One approach small businesses can take is implementing the Fragment Sales Strategy. This approach is advantageous when small companies find themselves in David vs. Goliath-type sales campaigns, going up against larger competitors with more resources, references, and success stories.
Salespeople can increase their chances of success by focusing on specific areas where they can create value for the customer and differentiate themselves from the competition. The Fragment Sales Strategy is a methodology that breaks down the opportunity into smaller, more manageable pieces. This helps salespeople stay organized, identify key decision-makers, and manage essential milestones in the sales process.
Essentially, with a Fragment Strategy, salespeople are trying to change the opportunity to a smaller portion of the customer’s goals where they can be successful and convince the prospect to look at other needs in a future opportunity. A Fragment Strategy is essential if you want the prospect to adopt multiple “best-in-class” products, but the small business only offers a few of the “best-in-class” capabilities.
Understanding the goals of the customer is also crucial when implementing the Fragment Sales Strategy. Salespeople need to understand what the customer is trying to achieve and what challenges they face in reaching their goals. By focusing on specific goals and offering solutions that address those challenges, salespeople can increase the likelihood of a successful sale.
Small businesses can use five basic sales strategies to win more sales. These include Frontal, Flanking, Fragment, Defend, and Develop Strategies. The Frontal Strategy involves going head-to-head with the competition and trying to win over customers based on the product’s merits. Unfortunately, a salesperson for a small business can quickly lose with this strategy when competing against a larger competitor with more resources and, in theory, more successful implementations.
The Flanking Strategy is useful for a small business salesperson because it shifts the focus of the customer’s buying criteria to new or different issues that favor your solution. It means you are not playing by the rules. You are taking a completely different approach than your competitors expect. The challenge with a flanking strategy is that you need to understand the dynamics of the prospect completely. You must understand both personal and organizational needs. It can only be used in opportunities where the salesperson has an influential inside advisor (a Coach). Ultimately, the strategy needs a strong Champion. The strategy also requires you to have multiple value propositions that are relatively unique to your offering, which may not be available to the small business B2B salesperson.
The Defend Strategy focuses on keeping existing customers happy and preventing them from defecting to the competition. Of course, this strategy depends on the current relationship with the customer. It is only applicable if the prospect already has a business relationship with the small business.
Finally, the Develop Strategy involves identifying opportunities and developing products or services that meet customer needs. While this strategy allows the building of intense relationships, it can also be the most extended sales cycle, putting a small business at significant risk if the prospect doesn’t move forward after a long development process.
Small businesses implementing the Fragment Sales Strategy should focus on understanding their customers’ goals, identifying pain points, and offering solutions to those challenges. By breaking down the sales process into smaller, more manageable pieces, salespeople can focus on areas where they can create value for the customer and differentiate themselves from the competition.
Some questions that a salesperson might ask the prospect could be:
What are your short-term and long-term business goals? For several reasons, asking a prospect about their short-term and long-term business goals is an essential part of the sales process for the salesperson of a small business. Firstly, it enables the salesperson to understand the customer’s specific needs and requirements, which helps them tailor their sales pitch and offer the best solution possible. Secondly, it allows the salesperson to identify opportunities for upselling or cross-selling by offering additional products or services that can help the customer achieve their goals. Thirdly, it helps the salesperson build a relationship with the customer by showing a genuine interest in their business and demonstrating how their product or service can help them achieve their objectives. Overall, asking this question can help the salesperson position themselves as a trusted advisor and increase their chances of closing the sale.
What challenges are you currently facing in your business? – A salesperson would need to ask a prospect about the challenges they are currently facing in their business to gain a deeper understanding of their pain points and business needs. By asking this question, the salesperson can identify specific problems that the prospect is looking to solve and then position their product or service as a solution. Understanding the challenges also enables the salesperson to demonstrate their expertise and industry knowledge by providing insights and advice on how the prospect can overcome their obstacles. Additionally, asking about challenges shows the prospect that the salesperson is interested in their business and is committed to finding a solution that will address their specific needs, which can help build trust and a stronger relationship.
What specific problems are you trying to solve with this purchase? – A business-to-business salesperson would need to ask a prospect about the specific problems they are trying to solve with their purchase to identify how their product or service can help the prospect achieve their goals. This question helps the salesperson understand the prospect’s needs, challenges, and requirements in-depth, allowing them to tailor their sales pitch accordingly. It also enables the salesperson to offer a customized solution that addresses the prospect’s unique problems and requirements, making the product or service more valuable to the prospect. Asking about specific problems also helps the salesperson build a stronger relationship with the prospect by showing that they are interested in helping them achieve their objectives rather than just making a sale. Ultimately, understanding the specific problems the prospect is trying to solve will help the salesperson close more deals and establish themselves as a trusted advisor in the eyes of the prospect.
How does this purchase fit into your overall business strategy? – A business-to-business salesperson working for a small business would need to ask a prospect how their purchase fits into their overall business strategy to understand the prospect’s long-term goals and position their product or service as a strategic solution. This question helps the salesperson identify whether their product or service aligns with the prospect’s broader objectives, allowing them to position it as an investment rather than just a purchase. Understanding the prospect’s overall business strategy also enables the salesperson to identify opportunities for cross-selling and upselling by demonstrating how additional products or services can help the prospect achieve their long-term goals. Additionally, asking about the business strategy helps the salesperson build credibility by showing that they are interested in the prospect’s broader objectives and are committed to assisting them to achieve success. Ultimately, understanding how the purchase fits into the prospect’s overall business strategy can help the salesperson close more deals and build long-term relationships with their clients.
What are the key drivers of success for your business? – A salesperson working for a small business and selling to another business would need to ask a prospect about the critical drivers of success for their business to understand their priorities and position their product or service as a strategic solution. This question helps the salesperson identify the specific factors most important to the prospect’s business, allowing them to tailor their sales pitch to those critical drivers of success. By understanding the key drivers of success, the salesperson can also demonstrate their industry knowledge and expertise by providing insights and advice on achieving success in those areas. Additionally, asking about the key drivers of success shows the prospect that the salesperson is interested in their business and is committed to finding a solution to help them achieve their objectives. Ultimately, understanding the key drivers of success for the prospect’s business will help the salesperson close more deals and establish themselves as a trusted advisor in the eyes of the prospect.
What are your top priorities right now? – A salesperson needs to ask a prospect about their top priorities right now to understand their immediate needs and to position their product or service as a priority solution. This question helps the business-to-business salesperson working for a small business identify which specific pain points the prospect is currently focused on, allowing them to tailor their sales pitch accordingly. By understanding the prospect’s top priorities, the salesperson can position their product or service as a must-have solution, helping the prospect achieve their most critical objectives. Additionally, asking about the prospect’s top priorities shows that the salesperson is interested in understanding their specific needs and requirements and is committed to helping them succeed. Ultimately, understanding the prospect’s top priorities will help the salesperson close more deals and build long-term relationships with their clients.
What metrics do you use to measure the success of your business, and what metrics do you need to accomplish for this project and purchase? – Every salesperson needs to know the metrics for success for the product they are trying to sell. A small business salesperson would need to ask a prospect about the metrics they use to measure the success of their business and what metrics they need to accomplish for a specific project and purchase to understand the prospect’s goals and to position their product or service as a strategic solution. This question helps the salesperson identify the metrics most important to the prospect, allowing them to demonstrate how their product can help the prospect achieve their specific goals. Understanding the metrics also enables the salesperson to demonstrate their industry knowledge and expertise by providing insights and advice on how the prospect can measure their success more effectively. Additionally, asking about metrics shows the prospect that the salesperson is interested in their business and is committed to finding a solution that will help them achieve their objectives. Ultimately, understanding the metrics that are important to the prospect will help the salesperson close more deals and establish themselves as a trusted advisor in the eyes of the prospect.
What are the biggest obstacles preventing you from achieving your goals? – A business-to-business salesperson working for a small business would need to ask a prospect about the most significant obstacles preventing them from achieving their goals to understand their pain points and position their product or service as a solution. This question helps the salesperson identify specific challenges that the prospect is facing, allowing them to offer a customized solution that addresses the prospect’s unique needs. By understanding the prospect’s biggest obstacles, the salesperson can also demonstrate their industry knowledge and expertise by providing insights and advice on overcoming them. Additionally, asking about the obstacles shows the prospect that the salesperson is interested in their business and committed to finding a solution to help them overcome their challenges. Ultimately, understanding the prospect’s most significant obstacles will help the salesperson close more deals and establish themselves as a trusted advisor in the eyes of the prospect.
What impact would achieving these goals have on your business? – Since a small business salesperson is always concerned about wasting their time on an opportunity that will not close, asking a prospect about the impact of achieving their goals on their business to understand the prospect’s motivations and to position their product or service as a strategic solution. This question helps the salesperson identify the specific benefits the prospect is looking to achieve, allowing them to tailor their sales pitch to those particular outcomes. By understanding the impact of achieving the goals, the salesperson can also demonstrate the value proposition of their product or service and show how it can help the prospect realize their objectives. Additionally, asking about the impact of achieving the goals shows the prospect that the salesperson is interested in understanding their business and is committed to finding a solution to help them achieve their desired outcomes. Ultimately, understanding the impact of achieving the goals will help the salesperson close more deals and establish themselves as a trusted advisor in the eyes of the prospect.
How does your purchase decision fit into the larger picture of your business? – This question also helps a business-to-business salesperson working for a small business clarify the priority of working on a project that turns into a successful order. The salesperson should always ask a prospect how their purchase decision fits into the larger picture of their business to understand the prospect’s strategic goals and to position their product or service as a critical component of their business strategy. This question helps the salesperson identify the prospect’s overall business strategy and the specific role their product or service plays in achieving that strategy. By understanding how the purchase decision fits into the larger picture of the business, the salesperson can demonstrate the value of their product or service as a strategic investment that supports the prospect’s overall objectives. Additionally, asking about the larger picture shows the prospect that the salesperson is interested in a deeper understanding and is committed to finding a solution that aligns with their strategic goals. Ultimately, understanding how the purchase decision fits into the larger picture of the business will help the salesperson close more deals and establish themselves as a trusted partner in the eyes of the prospect.
The salesperson should tailor the above questions to the information the salesperson already knows about the prospect’s business. However, every salesperson should understand these high-level questions and try to align their product to them.
Small businesses can compete against larger, well-established companies by developing unique approaches and implementing effective strategies like the Fragment Sales Strategy. By understanding the goals of the customer and breaking down the sales process into smaller, more manageable pieces, salespeople can increase their chances of success and win more sales.
Sales coaching has become integral to the modern business environment, particularly in business-to-business (B2B) sales. The sales coaching process enhances salespeople’s skills, knowledge, and capabilities to achieve their goals, deliver value to customers, and improve organizational performance. In this article, we will examine the importance of sales coaching in B2B sales organizations, explore the best practices for effective coaching, and discuss the key benefits that result from a well-executed sales coaching program.
Sales coaching has become increasingly critical to the success of B2B sales organizations. Equipping salespeople with the skills, knowledge, and resources they need to deliver value to customers and drive business growth is essential. Here are three reasons why sales coaching is critical in B2B sales organizations.
Firstly, sales coaching helps salespeople to develop the necessary skills and knowledge to engage with customers, understand their goals or priorities, and provide tailored solutions. In a B2B sales environment, customers’ goals are often complex and unique, making it challenging to identify the best strategies for engaging with them. Effective sales coaching helps salespeople identify the most effective ways to engage with customers, build rapport, and establish trust. Through regular feedback and guidance, sales coaches can provide salespeople with insights on approaching different customer scenarios, offering valuable insights, and delivering a superior customer experience.
Sales coaching provides salespeople the necessary tools to improve their communication skills, such as active listening and effective questioning techniques. This active listening capability enables salespeople to understand customers’ unique goals and motivations better, allowing salespeople to provide tailored solutions that meet prospects’ expectations. This skill is essential in B2B sales organizations, where customers’ needs are complex and varied.
Secondly, sales coaching is essential for enhancing the performance of sales teams. Sales coaching helps salespeople to focus on their strengths and weaknesses, set clear goals, and develop strategies for achieving them. Coaching provides salespeople with performance feedback, identifies improvement areas, and provides guidance on addressing these areas. This, in turn, leads to improved sales performance, increased productivity, and higher levels of job satisfaction.
Effective sales coaching can help salespeople identify areas where they need to improve, such as their communication, time management, or presentation skills. Sales coaches can provide their teams with targeted feedback and guidance, offering practical solutions for improving performance. This not only helps salespeople to become more effective at their job, but it also helps them to feel more confident and engaged in their work.
Thirdly, sales coaching helps to create a culture of continuous learning within B2B sales organizations. Sales coaching enables salespeople to develop new skills, learn about new products and services, and keep up-to-date with industry trends. Continuous learning is vital for B2B sales organizations that operate in a dynamic and fast-paced environment, where the ability to adapt and learn quickly is essential for success.
Sales coaching allows salespeople to learn from their experiences and mistakes in a safe environment that doesn’t affect their revenue production. Sales coaches can guide how to approach different customer scenarios, offer valuable insights, and help salespeople to develop new skills. By fostering a culture of continuous learning, sales coaching can help B2B sales organizations to stay ahead of the curve and remain competitive in their industry.
Best Practices for Effective Sales Coaching
To ensure that sales coaching is effective, B2B sales organizations must adopt best practices aligned with their organizational goals and objectives. The following are some of the best practices for effective sales coaching:
Provide Timely and Relevant Feedback: Feedback is critical to effective sales coaching. Managers and team members should provide feedback in a constructive manner that focuses on improvement rather than criticism. Feedback should be timely, relevant, and focused on specific behaviors or actions.
Focus on Skill Development: Effective sales coaching should focus on developing the skills and knowledge necessary for success in a B2B sales environment. This includes communication, negotiation, problem-solving, and product and industry knowledge.
Use a Coaching Framework: To ensure that sales coaching is consistent and effective, B2B sales organizations should use a coaching framework that provides a structured approach to coaching. A coaching framework should include a straightforward process for setting goals, giving feedback, and developing skills.
Measure and Evaluate Coaching Effectiveness: B2B sales organizations should measure and evaluate revenue generation to ensure that sales coaching is effective. This includes tracking sales performance metrics, such as revenue, customer satisfaction, and retention rates.
Critical Benefits of Sales Coaching in B2B Sales Organizations
Effective sales coaching can deliver a range of benefits to B2B sales organizations. The following are some of the key benefits that result from a well-executed sales coaching program:
Improved Sales Performance: Effective sales coaching can lead to improved sales performance, increased productivity, and higher levels of job satisfaction. Sales coaching provides salespeople the necessary skills, knowledge, and support to achieve their sales goals and deliver customer value. This, in turn, leads to increased sales revenue, higher customer satisfaction, and higher customer retention.
Increased Employee Engagement: Sales coaching can help to increase employee engagement and motivation. When salespeople receive regular feedback, guidance, and support from their coaches, they feel more valued and invested in their work. This, in turn, leads to higher levels of job satisfaction and lower turnover rates.
Enhanced Customer Relationships: Effective sales coaching can help salespeople build stronger customer relationships. Sales coaching can help salespeople to identify customer needs, provide tailored solutions, and establish trust. This leads to stronger customer relationships, higher customer satisfaction, and greater customer loyalty.
Continuous Learning: Sales coaching helps create a continuous learning culture within B2B sales organizations. Sales coaching provides salespeople opportunities to learn new skills, develop their knowledge of products and services, and keep up-to-date with industry trends. This, in turn, leads to more significant innovation, improved performance, and competitive advantage.
Aligned Goals of the Company and the Team: By doing an adequate job of sales coaching, the salespeople are working toward the same goals as the company. This prevents wasted activities that don’t serve the purposes of the company. Let’s discuss this a bit more.
Setting Clear Goals and Objectives
Setting clear goals and objectives for salespeople is crucial to the success of any B2B sales organization. These goals and objectives provide a framework for salespeople to work within and help to focus their efforts on achieving specific outcomes. Here are some reasons why setting clear goals and objectives is essential for salespeople:
Setting Clear Goals and Objectives: Coaching provides a sense of direction and focus.
Setting clear goals and objectives helps salespeople to understand what they are working towards and what they need to do to achieve success. Having a sense of direction and focus is essential for salespeople as it helps them to prioritize their tasks, make informed decisions that align with their company’s needs, and stay motivated.
Setting Clear Goals and Objectives: Helps to measure progress and success.
Setting clear goals and objectives allows salespeople to measure their progress and success. This is important as it provides a sense of achievement and helps to maintain motivation. Tracking progress will enable salespeople to adjust their approach to get on track to meet their goals.
Setting Clear Goals and Objectives: Creates accountability.
Setting clear goals and objectives helps to create accountability for salespeople. When goals and objectives are clearly defined, salespeople are more likely to take ownership of their work and strive to achieve their targets. This sense of ownership and accountability helps create a performance culture and can increase job satisfaction and employee retention.
Setting Clear Goals and Objectives: Aligns salespeople with the organization’s overall objectives.
Setting clear goals and objectives ensures that salespeople align with the organization’s overall objectives. This alignment is crucial as it helps to ensure that everyone is working towards the same goal and that the organization is moving in the right direction, as defined by company leadership. This can help create a sense of purpose and meaning for salespeople, increasing motivation and engagement.
When setting goals and objectives for salespeople, it is essential to ensure that they are specific, measurable, achievable, relevant, and time-bound. These SMART criteria help to ensure that goals and objectives are meaningful and actionable. Here are some tips for setting SMART goals and objectives for salespeople:
Be specific: Clearly define what you want salespeople to achieve, such as revenue targets or the number of new customers.
Make them measurable: Ensure that goals and objectives are measurable so everyone can track their progress and adjustments can be made if necessary.
Make them achievable: Set goals and objectives that are challenging but achievable. Setting unrealistic goals can lead to demotivation and disengagement.
Make them relevant: Ensure that goals and objectives are relevant to the salesperson’s role and the organization’s overall objectives.
Make them time-bound: Set a clear timeframe for achieving goals and objectives. This helps to create a sense of urgency and ensures that salespeople are focused on achieving their targets.
Effective sales coaching that includes setting clear goals and objectives is a critical component of success in B2B sales organizations. It helps salespeople develop the skills, knowledge, and capabilities needed to engage with customers, enhance their performance, and create a culture of continuous learning. By adopting best practices for effective sales coaching, such as using the SMART criteria to set goals and objectives, B2B sales organizations can realize a range of benefits, including improved sales performance, increased employee engagement, enhanced customer relationships, and continuous learning. Therefore, sales coaching should be a top priority for any B2B sales organization that wants to achieve long-term success and growth.
If you are unsure how to create an atmosphere of great coaching in your organization, please contact me. You can reach me by filling out the form on this site or by emailing Sean@NewSales.Expert.
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