Consultative Sales Professionals Need To Fulfil Three Basic Roles

So what does this new breed of salesperson look like? For a start he or she has progressed from the more traditional, ‘lone ranger’ approach of selling to a more team-based consultative style. Our research shows that a consultative salesperson needs to fulfil three basic roles, that of Business Consultant, Long Term Ally and Strategic Orchestrator.

 

By combining all three roles salespeople are more able to develop and maintain long-term relationships with clients. At the same time, organisations need to ensure that they provide their salespeople with the vital support systems and training that enable them to make the most of their knowledge and skills

Business Consultant:

Gone are the days in which a salesperson could simply walk into an office, establish a good rapport with the client, show he/she had thorough knowledge of their products and services and clinch the sale. Nowadays, the emphasis is on establishing long-term, mutually beneficial relationships and in order to achieve this, the salesperson needs to earn the right to continue discussions with his/her client. Before they can proceed to sell their products or services, the salesperson needs to reassure the client of their integrity, reliability and ability to understand and recommend the appropriate solution. They can do this by demonstrating;

• Up-to-date knowledge of business news and current affairsBest practices include – reading newspapers, magazines, journals, trade publications and other sources of business information; maintaining membership of appropriate professional organisations; acknowledging gaps in knowledge and taking steps to fill them; locating or developing databases with information on customers, their industries and their own customers.

 

• An in-depth understanding of the customer’s industry, company and strategies as well as an appreciation of “the big picture”.Best practices include – gaining an understanding of the issues at all levels of the customer’s organisation including strategic, departmental and individual needs; seeking to understand the customer’s perceptions of market trends, company direction, plus potential product and service needs.

• A readiness to exchange information and ideas between the supplier and client organisation.Best practices include – familiarising the customer with your own industry and companies; sharing useful business information even if it does not directly impact on the sales effort; demonstrating the cost-cutting or revenue producing benefits of your products and services.

https://easy-loans-near-me.info

https://loan-open-near-me.info

https://loan-places-near-me.info

https://loan-stores-near-me.info

https://payday-loan-near.me

https://payday-loan-online.info

https://payday-loans-near-me.info

https://payday-loans-online.co

https://payday-loans-online-same-day.info

https://same-day-loans-online.info

• The ability to listen and absorb information.Best practices include – refining the way you identify customer’s needs by asking the right questions and listening actively to customer comments; speaking at the listener’s level of knowledge; using stories and analogies effectively; asking for feedback on the clarity of your message. By demonstrating comprehensive knowledge, outstanding communication skills and the proper attitude, the salesperson earns the right to move beyond the role of supplier to that of a valued business consultant

Strategic Orchestrator:

To fulfil this role, the salesperson needs to be seen as the key person responsible for engineering the appropriate solution. This involves co-ordinating all of the information, resources and activities needed to support customers before, during and after the sale. It means enlisting support from specialist colleagues and hence the move away from the “lone ranger” approach.