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"I have my own style of
selling."
That is a remark I have heard a number of times, usually from relatively inexperienced
salespeople.
What they usually mean is something like this: "I don't have any real system
to what I do, I don't want any scrutiny, and I probably am not going to learn
anything from you."
How valid is this position? Does every salesperson have a unique style of selling?
Are they just trying to hide from accountability under the cover of individual
"style"? Or is there some other explanation?
More importantly, should your company allow every salesperson to have their
own style, or should you have system for selling to which everyone adheres?
I will let you answer that question yourself in a moment. For now, let's consider
the concept of a "selling system."
Can selling be systematic?
Almost any work can be systematic. "Systems" are how good work gets done. McDonald's
did not grow its business by hiring people and challenging them to figure out
how to do the job. Instead, McDonald's works on the basis that there is a best
way to take an order, greet a customer, fry potatoes, and assemble a cheeseburger.
Figure out the best way, get the necessary tools, document the most effective
processes, and train everyone in doing it that way. As a result, people work
the system - and the system works.
Because of the system, McDonald's can make almost any one, regardless of their
capabilities, into productive, effective employees.
This truth - that good systems make people effective -- operates in every area
of work. Even highly skilled, highly educated professionals apply this concept.
There are, for example, better ways to try a case, to perform a surgery, to
fly an airliner, and to counsel a mentally disturbed patient. Talk to effective
professionals in any of these areas, and they will verify that they use effective
principles, processes, and tools to complete these complex tasks. They use a
system.
In fact, the more important and complex the task, the more likely that the effective
principles and processes for successfully completing that task have been defined
and codified. How would you feel if you buckled the seat belt on an airliner
and listened as the captain announced that he has his own way of flying this
plane?
This is not to say that there is not room for individual differences, for continuous
process improvement, and for variations based on the specific intricacies of
the situation. But those are more embellishments than structure - like the icing
on a cake. Without the cake underneath, the icing is meaningless. The system
provides the structure on which the individual can spread personal embellishments.
You probably apply this principle in every other aspect of your business. Don't
you have a system for almost every important process in your business? Don't
your accountants follow a well-defined set of principles and procedures? Aren't
your customer service reps expected to input an order in a certain way, and
respond to a customer in a certain fashion? Don't your purchasing people follow
certain procedures, and aren't they guided by certain principles and criteria
to ensure that they make the best decisions? Don't your warehouse employees
ship, receive, stock and pick orders in a certain well-organized, duplicable
fashion?
Why should sales be different?
It isn't. There are principles, processes and tools that have been proven to
be more effective than others in sales, just like in every other profession.
It is like a football game. No coach says to his team, "OK, you guys go out
and figure out how to be successful." Rather, a coach develops a "best way"
to tackle, to block, to pass, to catch, etc. And then, the coach develops the
system, creates a game plan, and teaches his players that system and that plan.
In a similar way, a selling system addresses the interaction between the salesperson
and the customer, providing a "game plan" for success. Think of it as a template
for the salesperson's face-to-face tactical encounters. It is based on the principle
that, when it comes to selling a specific product or service to a certain type
of customer, there are principles, processes and tools that are proven more
effective than others.
Study any successful company that fields a large number of salespeople, and
you'll discover that almost every one of those companies has evolved a well-defined,
duplicable selling system. And they teach that system to their salespeople -
"This is the way we keep track of our files, this is the way we collect information
about our customers, this is the way we present this product or that one, this
is the way we think about strategy, this is the way we develop a weekly plan,"
etc. The larger, older, and more successful a company is, the more likely it
is to have a highly sophisticated and refined selling system.
The large old life insurance companies are great illustrations. Go into the
local Northwestern Mutual office, for example. Talk to a manager, tell him you
would like to sell for him, but you are going to do it your way. See how far
that gets you. Or perhaps IBM has an opening for a one-of-a-kind salesperson.
Maybe Xerox and Johnson & Johnson haven't yet figured it out.
You have the idea. A well-defined selling system is one of the essential components
of an effective sales company.
To be effective and productive in your sales efforts, sooner or later you need
to develop a selling system.
Your selling system should have variations for each major market segment. For
example, the "best way" to sell to a truck line may not be the best way to sell
to a tool and die shop. Typically, a selling system would define a sales process
for each segment, and then address the best ways to accomplish each step in
that process.
Take truck lines for example. The most effective process may be to make
an appointment with a purchasing person, to collect information at the first
face-to-face meeting, to prepare a written proposal, to personally deliver that
proposal, and then to make a personal face-to-face follow up call. That may
be the process piece of the system. The tools might consist of
a script for making the appointment, a profile form to collect the information,
a capability brochure to use to describe and introduce the company, a standard
"proposal" form, and a set of carefully crafted questions to use throughout
the process. The tactics may be a series of techniques to facilitate
each step of the process - to accomplish each step well. When all those pieces
are put in place - the appropriate processes, tools and tactics - you
would have a selling system.
And when you have a selling system, and when you have trained all your salespeople
in that system, you will have taken a major step forward. You're ready for the
big leagues.
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