This is a good question to ask anybody in a business
“What did you sell today?”
It is not just a question of front line sales, nor just about
closing an order. It may be simply asking –“What was your contribution to
progressing the company’s sales process today?”
Whoever you are in the organisation- how well or how badly
you do your job will directly or indirectly affect the business otherwise what’s
the point of your role?!
The Chartered Management Institute (CMI) know that when a
company has effective management, the organisation’s performance can be boosted
by as much as 23%.
However only half of the people they surveyed say their
managers are effective. Clearly this is an issue for our country’s management and
leadership.
In the recession much of the focus for many firms has been
survival.
One for the chief actions
to achieve this has been cost saving.
As we come out of recession many businesses are feeling the
under-investment of their talent during the downturn which has led to a skills
deficit. Yet the solution to the problem is not going to be as simple and going
out and hiring talent.
The war for talent has returned.
No longer can companies rely on rewarding high performers or tempting people to
join with the promise of long-term financial incentives.
The right people are not always available and competition
for the best hires is very competitive. Again businesses will have to turn
their mind to invest in the skills of their existing staff.
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| What would be the differentiator of your company that you would put on your placard ? |
I guess many of us were surprised to see in October 2013
senior executives from the Power Companies discomfort and lack of fluency on justifying their prices at the hearings at Parliament’s Energy and Climate Committee. This is part of
a day to day job their field sales and desk based sales people have to do. Skill set link -Handling Objections
Effectively Handling Price and other common Objections
Let’s start at the top!
- Is the board sales-savvy?
- Do they know their role in sales growth?
On 8th July 2014 The Evening Standard’s Niki
Chesworth trailed some survey results due to be
published in a book “The Success Formulae- The CEO’s Road map to Value
delivery. " The data suggests a lack of sales nous
within the boardroom
- · 8 out of 10 directors did not know why certain colleagues sat on the board.
- · More disturbingly, 8 in 10 could not agree – or did not even know – the competitive advantage of the firm on whose board they sat. Skills set link : Differentiated Value Proposition
- · 33% are often caught in continuous and damaging in-fighting- a “ disharmony that often means the business suffers”
- · 66% find it hard to talk about uncomfortable issues even if they seriously impact on the business.
- · Only one in five newly appointed managers has received any management training.
Related Links:-
Chartered Management Institute http://www.managers.org.uk/
CMI insights http://www.managers.org.uk/Insights.aspx
For video clips of managers responses to price objections and
challenges from the energy and climate committee October 2013
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