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What is good selling?
Written by: Sue BarrettArticle Overview: Like many people, I have always been curious about what makes "great sales performance". This is a perplexing question that has been asked and attempted to be answered by many people over the years. Also, are great sales people born? (most people believe this to be true - but it's not). What does it take to be an elite sales performer, and can anyone learn how to sell well?
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What is good selling?
Like many people, I have always been curious about what makes "great sales performance". This is a perplexing question that has been asked and attempted to be answered by many people over the years.
Also, are great sales people born? (most people believe this to be true - but it's not). What does it take to be an elite sales performer, and can anyone learn how to sell well?
Many people have looked for one magic quality, one key ingredient that distinguished top performing sales people from all others - a magic ingredient with which only the special are anointed.
Here are some of those qualities that have been espoused as the one and only magic ingredient:
- Not call-reluctant.
- Resilient.
- Extroverted.
- Persuasive.
- A good talker.
This singular approach minimises and trivialises the complexity that is inherent in effective selling and disregards the constant adjustment needed to meet changing industry standards, market conditions, competition, corporate strategy and culture, personalities involved and so on.
Just think about how the role of "sales" has changed in your industry over the years.
If we wanted to try and isolate one quality above all others I would have to highlight trust.
Great sales people have always known that their success lies in being able to sell based on trust, transparency and doing what they say they will do.
But how do you build trust? That involves many qualities working in an integrated fashion. Effective selling is an integrated system that uses a variety of skills, behaviours and knowledge. Based on study findings from here and overseas, our research into sales competencies has revealed some interesting findings.
While traditional competencies such as basic selling skills and account management are required, they do not differentiate top sales performers from poor or average sales performers.
A US longitudinal study released in 2001 by Bernard Rosenbaum, "Seven Emerging Sales Competencies" revealed nine sales competencies: seven emerging and two traditional. The findings cut across all industries, contradicting the assumption that successful sales practices vary among different industries.
Highest performing sales people develop and use the seven emerging competencies despite the fact they may not have been modeled by their managers - many managers still do not fully recognise these competencies.
Although essential to performance, the two traditional competencies showed little differentiation between high and low sales performers. Successful sales people are not constrained by traditional practices, but work instead in ways they have found best.
The seven emerging competencies are:
- Engaging in self-appraisal and continuous learning.
- Listening beyond product needs.
- Orchestrating internal resources.
- Aligning customer/supplier strategic objectives.
- Establishing a vision of a committed customer/supplier relationship.
- Understanding the financial impacts of decisions.
- Consultative problem solving.
Remember everybody lives by selling something.
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Article Tags: behaviours, complexity, corporate strategy, effective selling, elite sales, extroverted, fashion, integrated system, li li, magic ingredient, perplexing question, personalities, sales performance, singular approach, study findings, transparency, ul
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About the Author: Sue Barrett RSS for Sue's articles - Visit Sue's website 'Selling is everybody's business and everybody lives by selling something' so says Sue Barrett, sales expert, writer, business speaker and adviser, facilitator, sales coach, training provider and entrepreneur. Sue founded Barrett in 1995 to positively transform the culture, capability and continuous learning of leaders, teams and businesses by developing sales driven organisations that are equipped for the 21st Century. Since inception, Barrett has worked with hundreds of Australian companies challenging thinking to create compelling reasons and continuous learning pathways for people and organisations to develop their skills, knowledge and mindsets to create the shifts they want and ensure they are well informed and equipped for the sales journey ahead. Sue is one of the leading voices commenting on sales today. Sue has a unique way of getting to the heart of the matter - she combines extensive knowledge, research, insight, and practical experience with a deep sense of compassion to bring forth a more enlightened way of thinking and participating in the world. This makes her stand out from the usual crowd of existing business commentators. Her ability to distill complex ideas and relate them to life's everyday challenges and opportunities has audience members and readers leaving with a stronger understanding of "self" and how they can begin to achieve excellence through purposeful action. Presenting and writing on a wide range of topics about the world of 21st Century selling Sue's presentations and articles include sales philosophy and culture, sales leadership and coaching, sales training, selling skills, resilience, neuroscience in selling and more. Sue's articles are some of the most widely read in Australia and she is gaining a following overseas as well. Besides publishing on Barrett Sales Blog site, Sue has been the lead sales writer for www.smartcompany.com.au since 2007, and is also regularly published on other highly regarded publications such as Australian Anthill Magazine, Niche Magazine, Marketing Mag, Business Chicks, and Business Deals. Click here to visit Sue's website Are you ready for Sustainable Selling What are the benefits of a CRM system in your business Part 2 How do I lead and manage a virtual or remote sales team When should we appoint a Sales Manager Same Same but Different |
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