Module - High Performance Sales

Assessing the Characteristics of Different Sales Types

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Sales approaches
As we mentioned earlier, it is possible for sales personnel to assume specific roles in the way
they approach their customers. This is a traditional technique and it depends on a number of
factors, including (i) the roles that are relevant to the specific market; (ii) the capabilities of
individual sales team members; (iii) the strategy followed by the sales manager; (iv) any
constraints from the sales department; and (v) the behaviour and attitudes of each customer.

So many times we all will have experienced this role-playing from a customer’s point of view,
with the friendly sales representatives, the sales person who knows everything, the hassle, the
salesman who pushes too far and so many more. The most common sales approaches are as
follows:

The buddy – this approach is based on being warm and friendly in an attempt to become
trustworthy in no time at all. This is very successful with extrovert people, as the sale
representative will try to empathise with customer needs and find as much detail as
possible about customer prospects.
The guru – this approach is based on logic rather than emotion and requires
knowledgeable individuals who are fully aware of up-to-date developments in their
industry.
The consultant – this approach is based on the sales person trying to match customer
needs to specific products and, in the process, the focus is on asking questions in order
to gain a better understanding of the customer’s real needs.
The networker – this approach does not affect the way the sale is taking place but is more
focused on generating a steady stream of good leads by keeping in touch with a network
of acquaintances that may be used continuously for expanding the network of probable
customers.
The hard seller – this approach is based on applying pressure and making the experience
rather unpleasant for the customer with emphasis on the fact that the offer is unlikely to be
repeated and the possible gains will be lost if the sale fails.
The diplomat – this approach is based on a more casual approach to the sale and is
based on establishing an easy going attitude and avoiding applying pressure at all costs,
even if it means the customer is left alone after an initial refusal.
The rejection avoider – this approach is based on following the most careful approach with
each lead to avoid a potential sale falling through.
The militant closer – this approach will use any technique possible in order to secure a
sale. Sometimes this approach may affect the way certain organisations are perceived
and may result in a negative impact for the organisation in the long run.
The sales scholar – this approach is based on identifying benefits and advantages for
each customer by classifying them according to existing customers who have gained from
previous sales.
The phony – this approach is based on pretentious attitudes in order to establish a fake
friendship and persuade customers to open up.
Show Me

One of the most aggressive techniques and approaches used includes the notorious window-
sales tactic. This is a process that has left so many customers feeling vulnerable and exploited.
Typically, a cold caller is likely to ring the bell of a house that has significant damage or signs
of disrepair. The need for work is evident and the owner of the house is unlikely to challenge
the sales person.

The approach is based on providing a significant discounted price at the beginning of the
conversation with emphasis on the fact that it is a limited time offer and that in a matter of a few
minutes a quote could be produced and a check performed regarding the house holder’s
eligibility. The common mistake is allowing the sales person to enter the house. From that point
onwards a waiting game begins, with the sales representative taking his/her time to measure
each window, produce a detailed plan, demonstrate the different products and explain the clear
benefits of the product.

The process is likely to take several hours, with the aim being to establish a trusting
relationship with the owners while applying pressure and giving them no option to end the visit.
The initial price, if it is deemed too high, is likely to be dropped by 35-50% which is likely to
affect the decision-making process. If customers are still reluctant, the sales representative will
use the final tactic which involves calling the head office to request further discounts from the
manager. Other practices include discounts for households that may, for example, accept a
marketing sign displayed at the front of the house for a few months.

The most pressure is applied when the sales representative keeps the offer open for the
duration of the visit, making it almost impossible for customers to search other offers while they
feel afraid of losing such a great discount.

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You may have decided already the best approach you would like to follow when assuming a
sales person role. However, you must be aware of the possible disadvantages of each role.
You should try to reflect on a number of roles and identify possible drawbacks that are likely to
affect your sales performance.

Also, identify those characteristics of your personality that are likely to be an obstacle when
attempting role play for a specific approach.
Feedback
There is a clear danger associated with some of the real motivations for sales personnel.
More specifically, individuals who have chosen a career in sales as a last resort are likely
to be less motivated, lack commitment and show evidence of stress and impatience.

Some of the most common drawbacks may include:

The buddy – may be perceived as disrespectful and over-friendly and too keen.
 The guru – may come across as pretentious and patronising with no care for
customer wishes.
The consultant – may be viewed as too intrusive with all the questions and probing
associated with this approach.
The networker – may be abandoned by the network of friends who feel betrayed and
used.
The hard seller – may be criticised for a stressful and possibly offensive sales
approach.
The diplomat – may fail to persuade customers about his/her genuine interest.
The rejection avoider – may come across as too selfish and over-driven by his/her
sales performance.
The militant closer – may cause customers to put an end to the communication and
the overall sales process.
The sales scholar – may annoy individuals through constant reference to other
customers and may cause concerns regarding future privacy of customer’s sales
record.
The phony – may be identified as such from early stages of the sales process.

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A very interesting experience involves the sales approach used for international time-share
holidays and vacations. This is a very good example for assessing different sales techniques
and this is why we have mentioned it once before. The uniqueness of the sales approach is
that it may involve several members of the same sales team who may share the same sales
meeting with one or more customers. The most effective way of organising this is through a
seminar or workshop which is supposed to be informative while the main focus is to secure a
high volume of sales from a single occasion.

The tactic used is engaging in role playing but most importantly to provide a mixture of different
sales approaches at the same time. This is done as follows:

A buddy who is used to establish a friendly relationship with each customer. Usually each
customer or family has a buddy who is assigned to them and spends some time
establishing a strong relationship and rapport.
An expert who is invited to present the different products and identify the benefits of the
time-share product for each family according to their current vacation pattern.
A hard seller who is likely to be the manager and is there to emphasise the fact that the
offers presented are only valid for the duration of the seminar.
A consultant who may be used as a last resort in order to further customise the product
offer in order to fit the needs of the customers.

Resources
You can find further reading and useful resources as follows:

Cold calling techniques http://www.inc.com/guides/sales/20677.html

 Sales techniques http://www.businessballs.com/salestraining.htm

Approaching cold leads https://www.marketingdonut.co.uk/sales/telesales/ten-tips-for-approaching-cold-leads

Video on learning how to sell http://www.youtube.com/watch?v=DUoyYIiYYnA

Sales books http://changingminds.org/books/books/sales_books.htm

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Sales techniques
Over the years, sales techniques have evolved in order to remain relevant and to ensure that
they are still effective even in the modern, constantly changing sales environment. The role-
playing approach, which we have discussed earlier, allows sales personnel to adopt certain
personas and perform according to the role characteristics. The flexibility of this approach is a
key benefit for sales teams as they can try different strategies when communicating with
customers.

Regardless of which role a sales person has chosen to adopt, there are several sales
techniques that can prove effective for different types of products when used according to the
needs and behaviour of each customer.

Some of the most commonly used and effective sales techniques include the following:

Being aware of customer characteristics – this technique requires as much information as

possible from the marketing department to ensure that a detailed profile is available for
each customer, focusing on individual needs and requirements.
Knowing the product features – this technique requires good understanding of the
product’s features and characteristics with an emphasis on benefits and advantages for
different customer types.
Understanding customer reactions – this technique requires training in the different
mannerisms and behaviours of customers in order to steer the sales tactic towards the
most appropriate direction.
Listening the customer – this technique requires the ability of the sales person to engage
in active listening and ensure that the information provided by the customer is processed
in a way that determines the most suitable sales tactic.
Emphasising benefits and advantages – this technique requires the sales person to have
their own clear view of how the product features may benefit specific customer types.
Maintaining eye contact – this technique is based on face-to-face communication and
requires commitment of the sales person towards the establishment of a trusting
relationship with the customer.
Maintaining a professional attitude – this technique can be regarded as a rule for the way
the sales person behaves and looks.

We have previously discussed the art of sales and the specific attributes of the sales process
that justify the use of this term. We must consider how much technology and the modern
marketplace have evolved and the dramatic changes introduced in the way sales have been
conducted. It is important to reflect on the way sales tactics have also evolved over the past
few years. We can identify a number of key differences affecting sales teams everywhere,
regardless of the nature of their organisation and the product type. Some of the most emphatic
changes are listed below:

Introducing the science of sales – the data collection mechanisms introduced allow a
wealth of information to be gathered, which in turn helps to make informed decisions with
respect to the sales tactics and techniques used.
Dissecting sales activities – the sales process has become more complex and products
can be customised, allowing the partial sale of the product offering. Therefore,
performance of individual sales people can be assessed with respect to various aspects
of the sales activities.
Shifting to a transparent sales funnel – the use of technology allows the tracking of each
lead at every stage of the sales process, helping to assess any stages where
improvements are needed.
Changing the sales process – the typical sales process was originally based on (i)
establishing rapport, (ii) presenting the product, (iii) handling any objections, and (iv)
closing the sale. The process has now evolved to include (i) preventing objections, (ii)
probing proper questioning, and (iii) replacing answering objections with investigating.
Using automation to integrate marketing and sales – the use of technology has provided
opportunities to blur the boundaries between the sales and marketing departments. This
means that information can be exchanged between the two departments in order to
enhance the performance of the sales team.
Fragmenting the sales workforce – the sales cycle has become too demanding for
individual sales persons to handle. This means that the sales team is likely to consist of
different compartments with experts who are able to operate at different stages of the
sales process and the sales funnel.
Viewing customer and lead information – the introduction of Customer Relationship
Management (CRM) has allowed sales teams to gain more knowledge about potential
leads and existing customers.
Going online – the use of organisation websites, with integrated social media and
supported social networks, has shifted the focus of the sales team in relation to product
presentation and the marketing team in relation to generation of interest.
Adopting more sophisticated methodologies – the use of technology and the availability of
information require more complex structures and sophisticated frameworks focusing on (i)
creating demand, (ii) processing opportunities, and (iii) managing sales.
Exploiting proximity and promptness of data – the fact that data is so easily and readily
available means that it is much easier for marketing and sales teams to proceed with
more informed decisions and to shift their strategy according to any new findings.
Outsourcing sales activities – the more affordable workforce offered by developing
countries, which have reached a certain level of educational development, allows
businesses to sub-contract certain sales activities.

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Most department stores are based on floor sales to create revenue streams for the business.
Increasingly catalogue and online sales have helped generate more income but the primary
sales stream is by persuading people who come to the store to purchase items fitting their
needs.

Some of the most common brands in the UK high street include Marks & Spencer,
Debenhams, John Lewis and Bhs. These brands are well known as they have stores in almost
every major city in the UK and some of them have branched out to reach international
markets.

The competition is fierce and sales teams are based on well-known techniques to ensure high
performing sales tactics are in place. Some of the most common techniques include:

Looking professional – all these stores have uniforms that are different depending on the
staff role. It is essential for staff to maintain a professional appearance and this can be
achieved in harmony by introducing a uniform with certain rules for maintaining perfect
appearance.
Offering help – all stores provide staff who are very helpful and ready to assist when
required, without being intrusive while customers browse the different products.
Providing information – each store has its own way of dealing with requests for sizes,
alternative products, inventory searches, and any other need that a customer may have
while in the store.
Making suggestions – in a very subtle way, staff may offer advice and further suggestions
for other products complementing the ones that have already been selected by the
customer.
Maintaining the right attitude – staff members are very polite, relaxed and prompt in their
response to cater for customer needs. The customer is valued and must have a pleasant
shopping experience.

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It is quite likely that sales personnel will experience numerous changes in their careers. This
may be in the form of different roles, changing sector or even moving from one firm to another.
It is also possible to engage in sales both offline and online.

Consider various techniques and practices that would help you to adapt to any possible sales
scenario without having to change too much the way you behave or perform your sales
techniques.
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There are some ideas that could help you to improve the way you come across and the
effectiveness of your tactics. Some suggestions may include:

Appearance – this could be the way you look, dress, shave, comb your hair or even
your personal website, Facebook page and Linkedin profile.
Signature – this could be your email signature which is the last thing people will see
after they receive your message or even a catch phrase in your business card.
Trigger responses – this could be in the form of small gifts, such as office toys,
coffee mugs and pens with your number and a suitable prompt, or the way you
make suggestions via email or over the phone regarding further benefits your
customers may have if they follow up discussions.
 Business cards – this could be based on using the reverse side of the card to
include specific messages but also using alternatives such as memory sticks or
cards.
Size matters – as most promotional paper comes in standard sizes depending on
country of country, you could choose a slightly bigger paper size which means that
any leaflets or brochures will stand out from the rest.
Visibility – this can be achieved by following a communication protocol for every
contact regarding the first approach, initial follow ups, more information provided
upon request, and after-sales communication.
Planning – this can be in the form of a mind map or similar techniques, including
hierarchical structures of sales priorities, roles and responsibilities.

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Sales methods and techniques differ significantly, depending on the sales model used by the
organisation. Consider the fact that sales personnel may work in different contractual
agreements depending on their role and involvement.

Large organisations have dedicated sales teams, which have monthly salaries, but their
performance will affect pay scales and the future of individuals with the company. Most smaller
sized sales organisations are based on commission models. There are always associate and
affiliated sales personnel working with specific performance targets.

Some of the most common commission models are as follows:

Gross profit – commission is calculated as a specific percentage of the profit made after
subtracting the cost of the product from the sale price.
Revenue – commission is calculated as a specific percentage of the revenue generated by
each sales person.
Placement fee – commission is in the form of a bonus for each product unit the sales
person sells.
Revenue gates – commission is calculated as a revenue or profit percentage which is
increased according to the volume of sales achieved by the sales person.
Hybrid plan – commission may be calculated as a combination of the other types and
bonuses may be paid in cases where new leads have been introduced, where friends and
family are provided as leads, or where new lead sources are identified.

Resources
You can find further reading and useful resources as follows:

Sales techniques and negotiations http://www.marketingdonut.co.uk/marketing/sales/sales-techniques-and-negotiations

Sales tips online resources http://saleshq.monster.com/training

Sales training techniques http://www.actionselling.com/sales-resources/sales-training-techniques/

Video on sales techniques http://www.youtube.com/watch?v=UDTo8Y6fAWM

Video on closing sales http://www.youtube.com/watch?v=9hv91SewiBs