Let’s begin by considering what happens when you lose – or should I say you fail to win: The most common “excuse” I hear is that it was down to price, and when there is a very flat playing field where solutions and costings are identical, and there has been no opportunity to prove incremental value, this is indeed the case. The only other differentiators in these circumstances is the quality of your selling skills, and your ability to think “out of the box”

During one of my senior management coaching sessions last week, I posed the question: “So just what is it that makes a company successful?”
I had the group whiteboard the exercise and brainstorm around it with some interesting results. For example:
Unsurprisingly, the finance orientated managers talked about healthy cash flow; strong financial foundations; low debtor days; controlled stock levels and robust management reporting systems.

As a young man obsessed with driving rapid sports cars (often far too rapidly,) I considered myself extremely fortunate to have my very own mechanic who would regularly tune my latest “beasts” to perfection. He was a genius, and to watch him go about his work – which was his obsession – was an honor and a privilege. He rarely lifted the hood (bonnet) until he was ready to perform his magic, but rather he just listened – not unlike the way a master piano-tuner listens. He was using his well-trained ear to identify the slightest imperfection.

As we learn to live with COVID-19, all action that sales management takes must be predicated on the necessity not only to create an effective management relationship, but also to maintain it.

Whatever label we choose to hang on our new preferred style of selling, there will be considerable implications for sales management. It is my view that for companies to remain competitive now, their sales organization must be able to respond rapidly and positively to the numerous changing tides post-COVID As businesses strive to establish a…