CEO @ Wave Growth
CEO @ Wave Growth
Is Your Sales Team Underperforming? Help Them Reach Their Targets
How to Help Them Reach Their Targets, Part One.
The corporate B2B sales environment is challenging, and keeping your sales team running at peak performance is critical.
While every sales environment has its unique issues, there are a few specific points to look at when it seems like your team is underperforming.
Are you getting enough high-quality leads? Are you getting contact information for the right people, in the right departments?
You need to be getting the names and numbers of high-level decision-makers at companies that fit your Ideal Client Profile. Does the company you are contacting have a need for the kinds of products you are selling?
Are they the right size? Do they have the right budget and purchasing cycle? If a sales team is underperforming, the first thing to look at is the quantity and quality of their leads.
Ensure that your sales managers are promoting a company culture that encourages competition, communication, and dedication.
Sales is a demanding job that requires hard work, a high tolerance for rejection, and the persistence needed to close sales.
Reviewing the team’s results daily and sharing new approaches are effective management strategies for fostering better performance in competitive environments.
Identifying Pain Points
Are your salespeople trying to sell the wrong product to the wrong person? A critical aspect of selling is identifying the pain points (the unresolved needs) of a potential client and creating the opportunity to match those needs with a product in your offer.
Salespeople who contact a CEO, CIO or CTO with the goal of simply describing a product they may want to buy are not usually very successful.
You need to be certain that your salespeople are creating rapport in those critical first moments of contact and then discovering the actual pain points of the potential customers before they prescribe a remedy.
If the product is technical, is your sales team getting the right support?
In software development, for example, the success of a sales meeting is often dependent on the ability of technical sales engineers to translate highly complex information to potential clients in a way that engenders trust and supports the value proposition the salesperson is articulating.
A good sales engineer is well-versed in the latest technology and can answer questions, compare features, and give advice to potential clients.
Sometimes, a company will pair a good salesperson with a sales engineer who cannot gain the trust of the potential client or communicate the value proposition, and good opportunities are lost.
Case Studies and Previous Experience
Do your salespeople have a good command of your company’s case studies and previous experience?
To build trust, salespeople must be able to represent your body of work: the high-profile projects you have delivered and the exciting names you have worked with. Your case studies should detail the ways in which you helped your clients succeed and the solid measure of what you were able to do for them.
They need to present you as a star performer in your field, so their knowledge of your successes must be thorough, and they have to cite it with confidence. Take steps to ensure that everyone on your sales team has a good working knowledge of your case studies.
Next Steps and Follow Up
Are your salespeople emphasizing next step actions at the end of their conversations with potential clients?
Are they setting up the next call or the next meeting? Are they following up on the conversations they’ve had, even when the interest isn’t as exciting as they’d like it to be? Sales come from activity and determination.
Make sure that your salespeople are setting new goals with potential clients and following through.
This post is part one of a series where we explore how to fine-tune the performance of sales teams. If you’d like us to send you a message when more articles in this series are published, please subscribe and we will make sure you’re never out of the loop.
“In sales, it’s not what you say; it’s how they perceive what you say.” – Jeffrey Gitomer