Let Salespeople Sell, Part 1

By Mike Philie
In February 12, 2013

Too much production management and not enough business development from the sales force is a common thread with owners and sales managers alike. There is often a real need for the salesperson to be a technical consultant when working one-on-one with the client. Once the project becomes live though the rep needs to let go and allow the internal technical and customer support people perform their roles. The rep can still have a role in supporting the client/company relationship but it should not be overbearing. The overlap should be minimal and not a deterrent for the sales rep to continue in their role of cultivating new opportunities within existing client relationships as well as with new prospects.

The strength of the company’s sales plan includes a strong value proposition, a repeatable sales process and market intelligence combined with solid sales leadership. These are a few of the key attributes effective sales teams have that understand the difference between selling and being the assistant CSR.

In the next blog post I’ll discuss situations when a rep won’t let go of a project once it becomes live and is no longer viewed as an asset to the process.

Mike Philie

Mike works with printing companies that are not satisfied with their sales and business development performance, and are looking to get objective advice and strategic direction on how to improve the results of their business. His engagements can range from providing input on the overall sales strategy to building business development pipelines while training the processes of “selling” in today’s marketplace. Mike quickly establishes himself as a trusted resource and advisor to the owners and senior staff of his client companies through his personal involvement, and very quietly and effectively becomes an extension of their staff.

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