Let Salespeople Sell, Part II

By Mike Philie
In February 20, 2013

The salesperson won’t let go of the project once it’s in the plant, what to do. Well let’s start at the beginning. You’ve built a selling organization that consists of outside sales reps that are charged with business development from both current clients and new prospects. The team is complimented with a customer service and production group whose responsibility it is to process, schedule and produce the work as well as communicate the status and any issues with the project to the sales rep and/or client. The roles should be clearly defined and in practice will have some overlap but not a lot.

If the sales rep is not letting go it could be due to a couple different factors. Is it because the internal staff is not doing their job? Is it because the sales rep is not letting the internal group do their jobs? Is it a trust or a skills issue? It may be because the job of business development today has changed dramatically and the skills of the rep that were adequate years ago are not as appropriate today so the rep focuses on over-protecting the business they have as they struggle with finding new opportunities. My point is there could be many issues driving the rep not to let go. If you want to correct the situation you should take into account these various factors and through a process of elimination focus in on the key issues.

In today’s marketplace, companies need their reps to focus more on developing business and expect their internal team to deliver a client experience that is second to none. Take a good look at your sales and support teams to make sure your expectations are clear, the roles are properly defined and the clients keep coming back.

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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