IT'S SELLING, JIM, BUT NOT AS WE KNOW IT
Many years ago, the typical law practice, accountancy firm or insurance broker was a fairly broad church. It offered little by way of specialisation, instead choosing to market a wide range of services aimed at both private and corporate clients. Words like global downturn, world recession and cost reduction had yet to become part of daily business life. Business was done by referral. Having a good name in the community was essential and senior partners and managing directors traded contacts on the golf course, at lodge meetings and at charity dinners. "Selling" was something confined to double-glazing companies and commission-only financial advisers. With the benefit of hindsight, the world was a less intense place.
How times have changed. Today firms are witnessing their traditional client base being attacked by specialist organisations who understand the market and know how and where to target their efforts. They are chasing the high-value, high-return prospects and are using sophisticated selling skills to identify, influence and seduce decision makers. They know how to put together a winning presentation, how to add value to a proposition and, most importantly, how to differentiate themselves from their competitors. They can talk about "Added Value Services" which bind the client to them and increase the chances of further business. These skills enable them to win business that delivers good margins and ensure that they continue to grow their market share. "Best Value Rather Than Best Price" has become the new mantra for buyer and seller alike.
Smaller and medium-sized firms need to "up their game" but have neither the resources nor the desire to employ a full-time dedicated salesperson. The task of selling often falls to a member of the management team but it is a mantle that is rarely taken up with enthusiasm. Selling among the professional classes is still seen with a degree of distaste and is often cloaked under vague titles such as Business Development Director, Marketing Director and Business Strategy Director. The role rarely calls for the full palette of skills that are traditionally associated with Business-to-Business Selling but nevertheless requires the ability to promote the firm's services in such a way as to differentiate it from its competitors.
So where does one acquire these skills? A new breed of business consultancy is emerging. Sales Mentoring has long been popular in the United States and now it is coming to these shores. The Sales Mentor provides a range of skills tailored to suit the occasional salesperson. These can range from help with designing a sales presentation to teaching telephone skills. The mentor can show how to overcome objections and how to perfect listening skills. The mentor acts as a sounding board for new ideas. Because these consultancy services are charged by the hour, they can be called upon only when needed, doing away with the need to employ a full-time salesperson. The firm can win and retain higher value clients whilst keeping overheads under control.
Paul Adelman is a Sales Coach and Mentor with over 25 years experience in B2B Selling. For more information email