Some companies believe selling systems are restrictive. Other companies view them as methodical and clumsy. I, for one, am not a fan of the sequential step approaches that require this question be asked first, followed by this question and so on. Those approaches drip with insincerity.
But a selling system is important. From ManageSmarter.com’s What’s Your Plan?
The survey of over 500 sales professionals proves what most executives should already know: Their reps need a plan of action.
TAS found that companies that give their sales staff a concrete plan to close deals experience 39 percent less turnover. Their salespeople are also more than 50 percent more likely to meet sales expectations.
I’ve often wondered how a sales manager can manage a team without a selling system. How does the manager guide the team to similar objectives? How does the sales manager know what stage each prospect is at? How does the sales manager identify the stages at which salespeople are losing prospects?
Imagine if a football coach didn’t require his players to follow a gameplan. Each player would be asked to just run around the field and make things happen. I could go on, but you get the picture.
My guess is that retention improves among companies with a selling system because the salespeople know specifically what is expected of them. It also stands to reason that the majority of sales managers who incorporate a selling system stay active in coaching their salespeople and holding them accountable. In other words, they are engaged sales managers.
I believe the best selling systems are those that specify specific information that needs to be learned before classifying a potential customer as a prospect. Salespeople each have their own style and approach to qualifying, but certain key criteria determine what are the real deals. Having a selling system provides a guarantee that the salespeople are focusing on the specific qualifying tasks that lead to pursuing prospects instead of tire-kickers.