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What is a Seller's Priority?
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| Guest post by: Sharon Drew Morgen |
Article Overview: As a seller, what's your job? Are you working to close a sale? Feed your family? Continue living in the style you're accustomed to? Be the best? Make a name for yourself? Keep your job? Meet your quota? Your ego?
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Free Download - Sales is a Flawed Model By Sharon Drew Morgen |
What is a Seller's Priority?
As a seller, what's your job? Are you working to close a sale? Feed your family? Continue living in the style you're accustomed to? Be the best? Make a name for yourself? Keep your job? Meet your quota? Your ego?
What would need to be true if your priority were to truly serve a customer? Would you need to get paid more? Would there have to be some sort of directive from the top? Would you need to learn new skills? Would your job be different? What would it look like? What would be different?
Years ago I attempted to get a publisher for a book about customer centric selling (a decade before that term became commonplace) and was told there wouldn't be a market for it. The book was based on concentric circles, with the customer in the middle circle, and technology and sales in the next outter circle, and management, etc. moving out to the largest/last circle where the Board sat. The idea being that everything everyone did was based on the central concept of serving the customer.
Instead, we have corporations that put customers in different silos with different people serving each of their needs - silos that don't talk to each other, I might add. We promise clients things we cannot do because we're told we're not allowed to. We don't return phone calls because we get busy, and expect customers to understand. We change technology, or programs, because it's expedient, without keeping the customer in mind. We develop solutions because they fit with our product line, rather than targeting them to the customer's wishes. We outsource our help desks to other countries because it's cheaper, and we don't heed customer complaints about service.
OUR JOB IS TO SERVE
I believe a seller's priority is to serve clients. It's the only job a seller has. If a solution is the correct way to serve, then that's what's needed. If just a discussion and support for a different solution is what they need - even if it's a competitor's - so be it.
We're in it for the life cycle of a client, not just one transaction, so we must set up our technology, our internal report structure, our support services, with our customer's needs at the forefront.
And we must get rid of those damn silos. Customers hate when they get put on hold for each person they need to speak with for each problem, or when they speak with one team member who knows nothing of a conversation they had with a different team member.
WHAT SKILLS DO WE NEED
Do our sales skills give us the capability to serve our clients in a way they need to be served?
I suspect our sales skills do little more than attempt to sell our solutions. What would we need to be doing differently if our jobs were to really, really serve our clients? And what skills would we need?
Of course I"m going to talk about how Buying Facilitation® will help you help the client navigate through their change management journey and bring all of the right people together in a way that takes them forever to do on their own. But think about it: facilitating the buying decision path does more than serve our customers: it shortens the sales cycle, differentiates us, and gives us the tools to be great Trusted Advisors.
So let's make ‘serving' a priority, shall we? Facilitating our clients, making more money, helping our company, and making everyone's lives easier.
Article Tags: customer needs, priority, sales, service
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About the Author: Sharon Drew Morgen RSS for Sharon Drew's articles - Visit Sharon Drew's website Sharon Drew Morgen is a pioneer and thought leader, the bestselling author of NYTimes Business Bestsellers Selling with Integrity , Sales on the Line, and Buying Facilitation, the new way to sell that expands and influences decisions as well as 2 other books and 800 articles on her original collaborative decision-support model Buying Facilitation. As the architect of a wholly original sales model, Sharon Drew has provoked, inspired, and motivated thousands of sales professionals world-wide. With a history as a million-dollar producer and 30 years in sales, an entrepreneur of a successful start-up, and a sales consultant in many Fortune 100 companies, she brings field knowledge as well as innovation to her audiences. Based on supporting the buyer's internal (management) decisions, Sharon Drew is a trainer, consultant, keynote speaker, and designer of patents that help site visitors and sellers make the decisions necessary for success. Her model has been trained worldwide, in global corporations such as Coors, Wachovia, Intuit, KPMG, IBM, and retail corporations such as Clinique. Click here to visit Sharon Drew's website DECISION MAKING How Exactly Do We Decide You think know your buyer You dont Decisions Are Never Emotional Why Sales Fail Two Types of Decisions BuyIN and BuyING |
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