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Lise Ferret, HR Manager, and Benoît Malraison, Deputy Director of Employment, share their feedback on the sales training program implemented with our consultants.

 

1- What was the trigger for your sales and management training project?

Lise Ferret:

From an HR perspective, we have a sales force with a predominantly senior profile, and most are very experienced, with the risk of functioning partly on habits after a while. They regularly benefit from internal training, but we wanted to go further, push them to get out of their 'comfort zone' and discover that they still had challenges to overcome in their professional practices.

 

In parallel, in 2015, the Employment Department initiated a process of internal reorganization of its sales force. This resulted in particular in a new distribution of client portfolios: we moved from a distribution of clients by sector of activity to a distribution by portfolio size. It appeared necessary to support the teams towards this new organization and in the change of posture that it implied.

 

Benoît Malraison:

Until recently, we were living off a form of unearned advantage... Today, in a mature market where competitors are more numerous and customers are much less demanding, we are much more involved in a 'real act of selling'.

We now have purely "hunting" sales teams entirely dedicated to acquiring new customers. These teams are mainly composed of newly recruited people who do not yet master all the internal references. The objective was to reactivate the most advanced sales techniques to enable them to perform quickly.

 

They coexist with sales teams rather dedicated to monitoring our historical client accounts. The other objective was therefore to provide a common reference for our different teams and to bring methodology to our entire sales force.

 

2- How was the link made between this reorganization of the sales force and the training program implemented?

Lisa Ferret: The objective of the new organization was to avoid spreading efforts too thin and to achieve a more effective sales organization.

This implied a shift in sales approach for our teams: our job is to support our clients in finding the best solution to address their specific recruitment challenges, based on their market and objectives, not to sell them our offers!

 

We wanted to develop this advisory role in our sales representatives: how to bring value to our customers and promote our expertise.

 

Benoît Malraison: The training program implemented and the reorganization took place simultaneously, but one could have taken place without the other and vice versa.

The fact that we have directed our sales teams towards specialization is not directly connected to this training approach, which has always existed within our company and aims to ensure a high level for all our teams in terms of sales methodology.

But since we took the opportunity to particularly emphasize prospecting, this naturally led us to further emphasize the sales techniques necessary to perform, and in particular mastering the structure of a sales meeting.

 

3- How did the collaboration unfold?

Lisa Ferret: In practice, the training sessions took place throughout 2015. In total, they involved 80 people: sales representatives, managers, and sales directors.

The proposed system primarily involved sales managers and a number of Key Account sales representatives: the goal for them was to enhance their expertise in complex sales through the Chessboard Method©.

The entire sales force was then trained on the fundamentals of value-based selling, and the managers were trained in field coaching.

 

The involvement of managers was a major element. They are the ones who then coach the sales representatives in their daily practice: it was important that they shared the same language, to guarantee the scope and impact of this training afterwards.

 

The teams bought in naturally. The method has brought them to a higher level of mastery in their profession. It's motivating for them!

 

Benoît Malraison: It is a bit early to give the figures: we have planned a debriefing and follow-up time soon, to define how we will capitalize on the actions already taken and continue to develop the skills of our sales force in 2016.

The next step is to provide tailored individual follow-up to the training beneficiaries, differentiated according to their level of appropriation of the method: some sales representatives are in the process of acquiring the method and others have already fully appropriated it.

 

4- How do you measure the contribution of the system implemented with KESTIO?


Lisa Ferret: The training deployment was accompanied by the implementation of a framework for evaluating prospect and client interviews conducted by our sales representatives.

This evaluation grid is a concrete and highly effective element for practical application, a true daily monitoring tool that links to the method and promotes its immediate implementation.

This training provided multiple benefits: beyond improving the skills of salespeople and managers, this training represents a real element of cohesion within the teams: both senior and junior members share a common language and challenge each other.

 

Benoît Malraison: I measure the impact of this system by regularly supporting the team members in the field, and of course by the statistical study of their results.

I also make extensive use of the evaluation grid that we developed with your consultants, which is truly our reference tool. I use it systematically, and its adoption by all Sales Directors is a real issue, both in terms of monitoring/management and coaching of sales representatives.

 

We can already observe that the teams dedicated to acquisition are performing and achieving the objectives that we had set internally: since these are mainly the most recently recruited employees, we can attribute a good part of these performances to the contribution of the method.

 

At this stage, we can already see that it has paid off for the sales representatives who have assimilated the method most completely and quickly!

The Chessboard Method© – a method for significantly improving the volume of business and conversion rates in complex sales – is exclusive to KESTIO.

To learn more, request a FREE consultation with one of our consultants.

On this occasion, he was interviewed by KOBAN, the organizer of this evening. To give you a little preview of this evening, which promises to be very interesting, we are publishing this interview, which originally appeared on the KOBAN website.

 

What will be the key messages of the evening on December 14th?

Inbound marketing and the tools that go with it now provide a way for marketing and sales to work together. The fact that these 2 services are complementary seems obvious, and yet... the observation in companies is that they are still often poorly connected. For us, this is essential, it is one of the good practices to install to gain efficiency.

 

So, will it be about tracking and qualifying leads?

Yes, because when marketing identifies a lead, it is counterproductive to pass it on to sales immediately. There is still too much of a tendency to generate a volume of leads, rather than working on qualifying and profiling them. Lead scoring and lead nurturing methods help to provide the sales force with useful leads, and to focus commercial energy in the right place at the right time. In parallel, we will also discuss the role of organization and processes that should enable smooth communication between marketing and sales.

 

A few words about KESTIO and your expertise

KESTIO is a consulting and training company focused on improving Commercial Performance and Customer Experience. We have around twenty employees, based in Lyon and Paris. We support companies and their leaders through 4 main divisions:

–Sales Performance
–Customer Experience
–CRM tools in the broadest sense
–Company experience and digital transformation

 

Our approach is based on considering a company's customers as its main asset.

All the levers on which we help them act therefore allow them to optimize the acquisition and retention of their customers.

This evening will be an opportunity to provide concrete action steps to implement an Inbound Marketing strategy and work in that direction.

To discover even more content created in collaboration with KOBAN, download the white paper "How to optimize my business model?".

Download the white paper

While this seems obvious to everyone when it comes to consumers, and therefore the BtoC sector, we more rarely mention the fact that this trend also affects buyers within companies, directly impacting the activity of companies operating in BtoB. Yet, this is what leads a Forrester study1 to announce the upcoming death of the sales function in BtoB! (See our article on this subject The selling salesperson is dead. Long live the advising salesperson!)

Understanding the changes occurring among buyers is a matter of survival for these companies: Ignoring these changes or misinterpreting their meaning means taking the risk of (continuing to) offer commercial approaches that are ill-suited to the current reality and your clients' expectations... An unnecessary and dangerous risk!

 

Do you have the right sales approach, or are you behind the curve when it comes to your buyers' practices for boosting your sales performance? It's up to you to judge, after reading this article.

 

1- What has changed, and why

But what are these evolutions in the purchasing behavior of professionals and on what springs do they rest?

We can distinguish 4 main evolutions:

 

1.1. A change in audience and buyer generation:

According to studies such as the "Demand Gen Report" or the "B2B Path To Purchase Study 2014" by Google and Millward Brown Digital, Generation Y, born with the Internet, now occupies a leading position in the BtoB purchasing potential.

 

46% of professionals today are from Generation Y, which represents an increase of 70% in three years!

 

Young, dynamic, more daring, and above all, completely immersed in the digital world, the increasing presence of "digital natives" partly explains the importance of social networks and new technologies in the purchasing process.

And make no mistake: despite their young age, these professionals now have real decision-making power. According to the same study, 81% of them are in charge of purchasing decisions related to their area of responsibility.

The profile of BtoB prospects has therefore changed considerably.

 

1.2. The supremacy of the Internet in the information process:

How does this evolution of your audience change things for you? Firstly, it changes how they access information about your offers.

 

According to a survey published by Fevad and QualiQuanti (marketing research institute), the majority of professionals now use the Internet to prepare their purchases. 55% of them affirm a growing preference for the web: search engines (by a large majority), suppliers' websites and social networks are now among the primary sources of information for your buyers about your products and services.

Another important aspect of their behavior: they also eagerly seek expert and/or peer reviews before making any purchase. The « official » information disseminated by suppliers is therefore analyzed and weighed against customer testimonials and feedback.

B2B buyers, who previously favored face-to-face and telephone channels, now prefer the responsiveness and plurality of possibilities offered by the web.

 

They no longer need the supplier's help to initiate, or even finalize, their purchasing process, as the Forrester study shows: 93% of B2B customers prefer to buy online 'when they have decided what to buy'.

 

Thanks to the internet, each customer has autonomous access, from anywhere and at any time, to advice and opinions on how to solve the problems they encounter, as well as information on the products and services that interest them.

The downside for them (and for you): B2B buyers are now overwhelmed with content from various providers, partners, or analysts. Their search for relevant information, therefore, requires them to be very selective and quickly discard advertising content.

 

1.3. The growing importance of social networks

72% of B2B buyers gather information through social media before engaging in a purchasing process. Of these, only 22% then directly contact the supplier.2

 

Leaders and prospects show a clear preference for LinkedIn, a professional network, and blogs, which allow for a more informed opinion on a subject.

It's easy for a buyer to connect on discussion and support forums to gather best practices or standard specifications. These collaborative BtoB methods are booming, with advice and recommendations (from suppliers, among others) whose power is only increasing.

 

The expansion of the buyer's network has therefore truly changed its traditional decision-making model.

 

The social media giants have also oriented their advertising offers to target the BtoB sector. For example, Facebook is going all out to develop its own professional network "Facebook at work." Even if it is struggling to gain traction for the moment, it is already available on the Apple Store.

 

1.4. An increased perception of risk, a long and more complex decision-making process

Risk consideration is always a predominant factor in the purchasing decision. The tense economic context and uncertainty about the future are all factors that lead buyers to be very attentive to costs and the value provided.

They put pressure on service providers to lower the prices of their solutions and demonstrate the added value and return on investment to all decision-makers.

The perception of risk by buyers is increasing to such an extent that it results in increasingly long sales cycles and a multiplication of stakeholders who share responsibility for the decision and, consequently, the potential risks.

Buyers are therefore spending more time in the information phase. They take the time to compare services, call or meet with suppliers, and examine all possible solutions.

 

When customers enter their buying process, they expect salespeople to support their analysis and thinking in order to help them clarify their needs, determine the key factors for success, and challenge competing solutions to enable them to make the most relevant choice with regard to their issues and objectives.

 

2. How to Get on Board

Faced with these rapid and radical changes, suppliers must absolutely evolve their sales process!

Millennial buyers, the explosion in web usage, the rise of social networks, and the desire to control risks have permanently changed the game: B2B buyers are increasingly independent in their purchasing cycle and have developed new habits.

Of course, the diversity of products or services offered to professionals (from ink cartridges to airliners) does not allow for modeling a desirable evolution applicable to all.

 

However, we can differentiate between 2 main types of models:

 

2.1. Your company sells "everyday" consumer products.

In the case of 'commodity' products, such as ink cartridges, the added value is so low (which doesn't mean the product is of poor quality!) that online sales, without a sales representative, will become the norm. The key is primarily e-marketing, and it involves offering customers the benefits they associate with using the web channel:

    • Time saving: immediate and real-time information on products, their availability, access to order history, ease of placing an order, etc.
    • Reliable product information: Easy-to-access, clear, and complete information to compare products, prices, delivery times, or the possibility of receiving test samples.
    • Order tracking: real-time order tracking, with direct sending of useful information at each stage of processing and additional features, such as SMS alerts for example.

 

2.2. Your company sells high value-added products and services.

For products or services with high added value, such as airliners or enterprise software, it is no longer a single salesperson who makes the sale, but an entire team, whose size and areas of intervention are expanding (marketing, digital, sales, pre-sales studies, development, customer relations, etc.).

 

The challenges include detecting qualified leads, supporting clients in analyzing their issues, determining the most suitable solution with the prospect's or client's entire sphere of influence and decision-making, and being able to provide them with maximum value throughout this pre-sales phase.

 

To meet these challenges, we support our clients on:

    • The evolution of sales practices: sales management must be adapted to encourage salespeople to change their approach, in the prospecting phase, in conducting the various meetings, and in co-constructing the sales proposal with their clients.
    • The implementation of monitoring of commercial coverage and intensity across the different customer segments, which leads to putting the number of appointments indicator into perspective.
    • Recruiting salespeople based on new skills
    • The evolution of management and steering tools (for example, CRM).
    • Improving customer journeys and their consistency across different sales channels 
    • The development of effective cooperation between sales, marketing, customer relations, pricing, and other teams.

 

These are all facets of this transformation that can be complex to master.

The slow evolution of sales processes leads customers to eliminate certain market players from their choices who have not kept up with the times. Sales systems are not immune to the tsunami of "uberization"!

Only companies that rise to these challenges will remain at the forefront or conquer commercial effectiveness! 

 

And you, how are you evolving your sales strategies to meet or anticipate these customer expectations and practices in terms of purchasing?

 

Discover a tool to test your sales effectiveness. You can find out the level of your sales dynamics for free with one click on the link below: 

Get your score

Sources:

1 Death of a (B2B) Salesman» from Forrester Research
2 Demand Gen Report
3 Key figures for 2014 distance selling E-commerce

(Those familiar with KESTIO will recognize our values in these actions: #2 Act as an agent of change, #5 Promote the transmission of knowledge, and #7 Be passionate and proud of our consulting profession!). To introduce the activities of this international organization, we gave the floor to Maylis Portmann, Fellowship Manager at Ashoka.

 

  • Can you introduce Ashoka in a few words?

Ashoka is the world's leading network of social entrepreneurs.

Founded 30 years ago by American Bill Drayton (formerly with McKinsey, having directed the American environmental agency, editor's note), the association is now present in 80 countries and supports 3,000 social entrepreneurs in carrying out their projects. These are innovative projects with a real social impact.

 

Currently, for example, we are supporting projects as diverse as:

    • The development of digital tools and educational content to help autistic children develop their potential and offering appropriate support to those involved in their educational support (parents, teachers, specialized educators, etc.): the LearnEnjoy project, which democratizes access to the best educational strategies, so that all children with special needs have the right to them without discrimination, led by Gaele Regnault.
    • The fight against cultural isolation and lack of information in difficult or extreme situations (refugee camps, developing countries) through the "IdeasBox" concept (Media library in a "Kit" tent: multimedia tools and library, a 100 m2 space assembled in flight cases holding on 2 pallets, designed by Philippe Stark). Project led by Jeremy Lachal and the association Bibliothèques sans Frontières (co-founded by historian Patrick Weil).
    • The implementation of adapted physical activity programs as a genuine therapeutic tool for prevention in the service of Sustainable Health among vulnerable populations: elderly or disabled people, professions with strenuous physical demands, to promote their continued good health, autonomy and the prevention of chronic pathologies. Siel Bleu project led by Jean Michel Ricard.

 

Our mission: to identify and support innovative social entrepreneurs, promote meetings and collaboration between these social entrepreneurs, public institutions and the business world, and ultimately, help the next generations of change-makers emerge through an « education » component.

 

For the mobile application project to track and manage water consumption, for example, one element of our support program was to connect project leaders with KESTIO consultants to help them approach and convince their potential prescribers (in this specific case, large companies in the insurance sector, in particular) to promote the sales development of their product.

  • What is a social entrepreneur?

When we talk about a social entrepreneur, we understand the word 'entrepreneur' in the broadest sense, that is, regardless of the legal status of the company. We support projects with associative or foundation status as well as companies in the strict sense.

 

A social entrepreneur, as we understand it, is above all an innovator, whose idea is strong enough to change the game in their field. What matters most is the interest of the project, its innovative nature and its perceived impact, that is to say, its potential capacity to solve a societal problem on a large scale.

 

In practice, the sectors of activity concerned are most often education, health, human rights, sustainable development, inclusion and the fight against exclusion, etc.

Ashoka's core mission is to identify these potentials, select them, and support them to truly accelerate their development and ensure the conditions for their widespread dissemination.

 

  • What is your role within Ashoka?

I am in charge of managing the support program for Fellows (that's the name we give to the social entrepreneurs we support) for France, Belgium, and Switzerland.

I organize the actions implemented with the 'Pro-bono1' partners of which you are a part, that is to say the various players (public authorities and private companies) ready to commit to giving their time and sharing their expertise in a co-construction approach with social entrepreneurs and members of civil society to advance their projects.

 

In concrete terms, this translates, for example, into the organization of thematic meeting days or regular workshops during which fellows will benefit from expert input on various subjects (legal, commercial, HR, communication, know-how, etc.) and simulations allowing them to co-construct with the partners present.

 

During a recent weekend in Lyon, for example, the fellows worked with KESTIO on best practices for approaching a partner or client and presenting their project or solution. They also participated in workshops led by SIMPLON on design thinking, and a Lego Scrum session for a fun, team-based learning experience on project management and meeting client expectations.

 

  • How do you measure the impact of your actions with fellows in the field?

To measure the impact of our actions, we evaluate the results of the activity of the supported social entrepreneurs and their evolution over 5 years, then 10 years (impact studies Measuring Effectiveness).

 

This allows us to know, for example, that 94% of social entrepreneurs selected by Ashoka continue to develop their project 5 years after joining the network: this is a sign of their viability and the relevance of the development conditions that were implemented at the start.

 

Such a 'success rate' is no accident: 'fellow' status is obtained after a demanding selection process that lasts for 6 to 8 months! But it is then 'acquired for life'.

 

Two other figures that make us particularly happy and proud: 91% of these projects are replicated, meaning they are duplicated (in other countries, for example), and 54% of them have an impact on the policy implemented in their country! This is proof that they provide an effective response to real, shared societal challenges.

Very concretely, when we support, for example, the C&A Foundation, which researches and identifies players in the textile value chain who implement environmentally and socially responsible production conditions, we actively contribute to advancing issues related to health, respect for human rights, social and economic development, and respect for the environment!

 

From a more qualitative perspective, the impact study conducted among fellows in France, Switzerland, and Belgium by MFR Consulting reveals what Ashoka represents for them: an 'accelerator' to maximize the potential of the activity and its creator; a community of peers and expert resources; and finally, a place of trust, support, and experience that allows them to avoid pitfalls that are sometimes fatal to this type of project.

 

1 Pro Bono: abbreviation of the Latin expression «pro bono publico », meaning « for the public good ». Pro bono refers to the commitment of volunteers who give meaning to their profession by getting involved in initiatives of general interest free of charge.

Want to learn more about the organization's actions and projects  : Take a look at Ashoka's website!


Want to go further and bring your values to life? Support Ashoka  or Become a Pro-bono partner
Do you know any innovative social project leaders?   Propose a Fellow

It seemed natural to share this perspective with our own readers!

 

What role does CRM play in your customer approach?

Dominique Seguin: CRM is an essential tool for customer relations. Today, you wouldn't imagine working without a smartphone, email, or other tools that save us all time! CRM, an application for managing customer relationships, offers much more than the technical and daunting image that salespeople have of it: you can manage your follow-ups, analyze your figures, send emails, store your customer data for other company departments, and evaluate your sales performance.

 

Sales representatives don't like CRMs because they feel they have to re-enter their workdays to fill out tables that no one really reads. Like any tool, it has its constraints, let's be realistic, but we observe among our clients that no experienced sales representative still risks managing their opportunities on Excel, their follow-ups on a notepad, their forecast on a blank sheet. The challenge of ownership by the teams is therefore particularly strong, and this requires a genuine perception of the associated benefits!

 

The topic isn't new (we even conducted and published a study in 2012 entitled: "Salespeople and CRM, why so much hate?"), but it remains relevant.

 

Our advice: seize this tool as an opportunity and make the most of its features!

 

In this digital age, how do you interest a prospect on the phone without appearing intrusive?

Dominique Seguin: The rules don't change! If we are interesting, people will be interested! Otherwise, they tell us in a very simple way: "I'm not interested."

How to interest our prospects? By talking to them about THEIR concerns. Either we have found material available on the web and it will serve as a hook, or we bring up one or two topics specific to the targeted market and we see if it bites.

Don't set incredible expectations regarding the rates of calls converted into appointments: the average is less than 10%. But if you prepare well with an adapted pitch, you can double your performance.

 

What importance do you give to social media today to increase sales? 

Dominique Seguin: Let's just say that the sales function is on the verge of uberization!

 

50% of the purchasing process is completed without the involvement of a salesperson. Digital presence has become the primary competitor in this field.

 

How can you expect to be more relevant and demonstrative than a 2-minute 3D YouTube video that highlights all the product's features with pleasant music, precisely when you need it? You need to create value elsewhere!

 

Be even more distinctive in understanding the client's challenges (stop asking them what they want, ask them why they want it!), emphasize the cost of the current situation and the observed dysfunction, and finally, remain present in their mind after leaving their office.

Social media is a fabulous opportunity to stay in touch with the customer after the appointment stage.

 

Previously, the brochure served this role, but now you can showcase your journey, expertise, and current news with modern and interactive tools.

In other words, you can influence and highlight your recommendations. In short, if the brochure is ending, the salesperson 2.0 is just beginning, making the job even more sharp and exciting!

 

Beyond the tools, what enables a salesperson to become a top performer? 

Dominique Seguin: Method, method, and method! Beyond the commercial “talent”, often considered innate, it is method that truly makes the difference. In sales, as in any profession, method is key.

Do you think a baker wonders every night how to make good bread? No, every night he follows a proven recipe. It's less tiring, and he's sure to be able to serve his customers in the morning!

Good salespeople don't reinvent the wheel every day, hoping to have the right smile at the right moment, or the right formula, or the right product…

The bait matters less than the trap itself! It's a bit harsh as a mantra, but it's so true. The trap is the sales techniques repeated every day to constantly improve the gesture.

 

Very good salespeople, well-versed in these principles, sometimes fail during the negotiation phases... Why is this and how can it be avoided? 

Dominique Seguin: The main pitfall comes from the lack of preparation. Difficult training, easy war! Most salespeople prepare by applying the handbrake. This is guaranteed failure and the good old recourse to the weakness of the salesperson, the price reduction begged from their manager.

You see the good salespeople in the turns, not in the straight lines. Negotiation has nothing to do with selling. Great negotiators are not salespeople. And the reverse can be true.

 

A good negotiator will be able to create a new territory for both parties that does not exist at the beginning of the negotiation, each initially focused on protecting their own.

 

The challenge is to move away from this perspective and focus on finding a new configuration. Otherwise, we're just keeping score, and the customer often wins that game!

Let's shift the established frame of reference. The real issue that matters to a client is not winning the negotiation, but benefiting as quickly as possible from the advantages provided by the desired solution that justified the purchase approach, to resolve the identified problem (expensive machine, slow service, inefficient process, etc.).

 

You have been a Sales Performance consultant at KESTIO for almost three years, what is your assessment of these years?

Dominique Seguin: After 18 years of operational experience in sales, from the field to managing a P&L of 180 million euros, I thought the transition would be easy.

I can say that my best decision after 6 months was to start from scratch to learn a new profession, a profession where you start by thinking before acting, where you study before deciding.

 

A profession that consists of helping our clients approach their challenges differently because our time is not theirs, and that is the value we bring to them.

An operational person does not need a consultant to ensure daily execution; they know very well how to do it and are experts in their field. We will never know as much as our clients, their teams, their culture, their history, their own clients...

 

The consultant provides the ability to simplify complexity, to be a witness to best practices across all sectors, to identify what causes failure, dysfunction, to find the balance to calmly address blockages, to change employee practices through genuine long-term support without the pressure of figures.

 

We help our clients free up space in their daily lives, to better prepare for the future and enable their teams to overcome challenges and continue to lead the way in their markets.

My operational background is very useful because I understand my clients' lives. I know their doubts, their desire to succeed, the incredible energy they put in every day to achieve their goals with their teams. Often, we provide the small trigger that makes everything move...

 

Maybe it's also because at KESTIO, we don't take ourselves too seriously, and that makes all the difference when an Executive Committee entrusts us with a serious subject. They don't need more complications than their subject already gives them!

 

What is your favorite mobile app?

Dominique Seguin: I love Pocket because as an infovore, I like to consume content constantly. Between newsletters, monitoring, blogs, news sites, how to find an application that easily and intuitively groups all my reading lists? Pocket does it very well, I can't live without it anymore.

 

KESTIO supports companies (from SMEs to large corporations) in acquiring and retaining their customers through a dual expertise in Commercial Performance and Customer Experience.

Discover our different solutions

A recent study published by the American firm Forrester predicts the imminent demise of field sales representatives in the face of e-commerce. However, a different outcome is possible for B2B field sales representatives, provided they revise their positioning to adopt a consulting stance, particularly through the quality of their questioning and a more "customer-centric" approach.

What are the other components of the consultative salesperson's approach, and how can you adopt them? That's what we'll see in this second part.

 

Position yourself as an expert

While listening is key to creating the conditions for a trusting relationship, it is also important to demonstrate your added value.

In companies, formalizing a project is very often delicate and complex. Even if they are increasingly informed and autonomous, customers therefore expect their sales representatives to have in-depth expertise that will enable them to refine the outlines of their project.

 

Buyers want salespeople who can challenge them: analyze a situation, conduct a diagnosis, and model the data collected. This will allow them to formalize and synthesize the guiding ideas of their project, and thus help them to "sell" it internally.

 

The sales consultant should be seen as an expert whose opinion the client values. However, be careful not to confuse "opinion" with "solution proposal"… That would again be trying to sell something!

The expert salesperson must express and stand by their convictions on a given subject, and encourage their counterpart to react in turn. They must be able to deliver a point of view and develop it, not to convince but to provide factual insight into their client's concerns.

 

The value provided by the salesperson is also measured by an approach oriented towards "profitability."

 

All companies operate with a focus on return on investment. The consulting salesperson is there to help their client realize their idea, so they must provide indicators to measure the effectiveness and profitability of their solution, the famous ROI.

Consequently, the client is no longer focused on the cost of the solution but on the financial gain or savings it will enable them to achieve.

 

Leverage the restatement of the client's challenges.

Finally, the consulting salesperson demonstrates their value by their ability to integrate and restate the issues and concerns of their interlocutor.

Reformulation helps avoid misunderstandings: if something important has escaped the salesperson, their interlocutor will have the opportunity to clarify it without feeling attacked. On the other hand, a well-mastered reformulation demonstrates professionalism and leads the interlocutor in the desired direction. Finally, reformulating the stakes will give rise to new questions that will allow the introduction of new ideas, suggestions, or proposals.

 

By bringing together all the mentioned components (quality of questioning, provision of expertise, demonstration of the value of the solution, rephrasing of the client's challenges, etc.), the sales consultant creates the conditions for a collaborative and partnership mindset.

 

Register as a partner

The advisory approach requires acting like a consultant, and adopting a caring attitude towards your client to help them define their need, advance their project, and make it a reality.

Within a company, the project leader has every interest in being supported by an external consultant to help them "sell" their idea internally and convince the forces involved and concerned.

Therefore, you need to associate yourself with their project's success, and offer to act as a conductor with the various teams, making them understand – tactfully – that the sales team and the client share the same interest: the progress of the project.

 

Identify decision-makers.

During this pre-sales / sales phase, the challenge for the sales representative is also to identify the decision-makers and then gather their vision on the ongoing discussion. This step will allow them to remove any potential obstacles, give meaning to the approach, generate buy-in, and begin to engage all individuals towards a decision. Of course, they will keep their primary contact informed of the progress of their interactions to strengthen the relationship of trust.

 

The sales consultant may suggest "working sessions," "co-creation workshops," or a "summary meeting to understand the issues."

These meeting formats demonstrate much more effectiveness and impact than the classic "presentation meetings", "discovery meetings" and other "proposal submissions", which remain the panacea of all-terrain sales representatives.

However, clients sometimes reject this approach. It's important to analyze the real reasons for such a refusal. Often, this type of resistance indicates a lack of desire to collaborate. This raises the question of whether or not to continue discussions with the client. In other words: Go / No Go?

 

A 'No Go' will avoid wasting time and commercial energy on a deal that has little chance of succeeding, allowing you to focus on more promising projects.

 

In summary…!

The advisory approach is based above all on the salesperson's ability to disregard their need to sell in order to focus solely on listening and advising.

 

Thus approached, the act of selling becomes an act of non-selling.

 

And this paradigm shift is not insignificant! Positioning oneself as an expert cannot be improvised or decreed. Salespeople wishing to adopt a consulting approach must cultivate and develop additional relational skills, which have now become essential to gain a client's trust, including mastering their discourse, behavior, rhetoric, and the art of questioning and responding.

With that said, we wish you Very good sales Apologies, excellent advice… ; )

 

Knowing how to reposition your company's activity can be vital in a difficult situation. Discover the different stages of this process in this webinar:

 

1 External resources:

 

Our exclusive methods and training modules on this topic:

– The Chessboard Method© – Key account sales and complex sales
– The KESTIO System© sales training modules – Sales effectiveness and dialogue tools
– The DISC Method© – Behavioral analysis for sales representatives and managers

" Is the « species » of the field salesperson irrevocably destined for extinction? Or does it have a chance to adapt to survive? KESTIO provides you here with some keys to emerge victorious from the natural selection process! "

 

Buyer Power!

According to the Forrester report1, the change in customer purchasing practices and behaviors largely explains this disruption.

These individuals now have very powerful tools at their disposal that eliminate the need for a sales representative to deliver a presentation brochure: websites, social networks, comparison sites, e-commerce platforms. This is much less expensive and more effective than a meeting.

The generalization of these tools has accentuated the autonomy of customers and buyers. As a result, the perception of the value of the sales profession seems to have never been so undermined.

 

However, meeting with a salesperson remains necessary, but for different reasons and at different stages of the purchasing and decision-making process: to be supported in their thinking and helped in defining a need or a project, to understand this or that specificity of a solution, to negotiate, and finally, to benefit from advice.

 

The consulting approach therefore appears to be the best possible solution for the sales profession, because it is through the provision of advice and expertise that the salesperson demonstrates their added value. So, how can a salesperson move from a Push approach to a Pull approach, in other words, from a "Sales" approach to a "Consulting" posture?

How to transform (or mutate?) into the 'BtoB salesperson of the future'? This is what we are going to explain in this 2-episode saga...

 

The salesperson, an inveterate egocentric?

The mountaineer who, at the foot of a mountain, focuses only on the summit and the time it will take to reach it, loses sight of the essential: their technique, the precision of their movements, and thus their safety.

The salesperson encounters the same obstacle. By focusing too much on their product and sale, they miss their real objective: gaining the client's trust. To achieve this, they must concentrate on one area: the quality of the interaction with their contact.

However, many factors affect a salesperson's state of mind when starting a relationship: anxiety about not meeting targets on time, the conscious or unconscious obsession with making a sale.

These factors lead him to focus on his own objectives and to distance himself from the client's interests.

 

The salesperson must mentally forget about closing and focus solely on initiating a quality relationship based primarily on trust. The Consulting approach involves adopting a mindset resolutely focused on the client's interests.

Let's stop thinking egocentrically, let's be "customer centric"!

 

The advisory approach: the science of listening and the art of questioning

Most of the time, people are inclined to talk about themselves and like to discuss their profession. Customers and buyers have the same desire. So, we must take an interest in them. Showing interest in the person, focusing on the quality of the relationship, showing empathy... all this leads your interlocutor to open up.

But is simply listening to a client enough to uncover all their secrets, meaning their needs and projects? Does one suddenly become a client's confidant overnight?

The answer is no, at least if we remain focused on searching for "needs" or "problems."

 

By definition, a client doesn't have a problem. On the other hand, a client – a company – may have an ambition, wish to develop a program, want to optimize its resources, strengthen its growth, or launch a new product…

 

And in the face of such objectives, the client does not necessarily have fixed ideas about the levers at their disposal.

 

The primary objective is to gather information to understand and analyze the client's environment. Data collection is key.

The essence of the advisory posture lies in the quality of questioning and the ability to build on the information gathered to broaden the scope and deepen the subjects. The consulting salesperson must be focused solely on researching and understanding their client's challenges. The art of questioning is to make their interlocutor aware of their need, often expressed implicitly, and to formalize it into an explicit need.

 

Therefore, the salesperson focuses on finding the causes (the "why") and not on solving the problems (the "how").

 

The advisory approach also involves putting oneself in the customer's shoes. The salesperson must immerse themselves in the discussion as with a friend, in a disinterested manner. They must assume that they have nothing to sell, they are simply there to listen and understand.

 

For the client, these questions of understanding are all signs of interest that strengthen their confidence and position the salesperson as an ally, not an adversary.

 

Listening and the art of questioning are very powerful psychological levers that allow you to discover client issues that are much broader than just the immediate need.

However, these are not the only components of a 'consultative approach'. To achieve the 'status' of a consultative salesperson and prove your value to your clients, you will need to develop and accumulate other skills (providing specialized expertise, a ROI-oriented approach, rephrasing client issues, and identifying decision-makers). We will reveal them in the article: the selling salesperson is dead, long live the consulting salesperson, episode 2!

 

 

Knowing how to reposition your company's activity can be vital in a difficult situation. Discover the different stages of this process in this webinar:

1 External resources:

 

 

Our exclusive methods and training modules on this topic:

– The Chessboard Method© – Key account sales and complex sales
– The KESTIO System© sales training modules – Sales effectiveness and dialogue tools
– The DISC Method© – Behavioral analysis for sales representatives and managers

MakeSense, c’est une aventure née en 2011 de l’imagination et de l’engagement de deux français, Christian Vanizette et Romain Raguin, qui rassemble aujourd’hui plus de 15 000 personnes.
Le concept :
un entrepreneur (engagé), un problème, une communauté connectée prête à l’aider.
L'ambition :
fournir  aux entrepreneurs du social business les mêmes outils ultra-modernes que les start-ups de la Sillicon Valley ou d’ailleurs!
La méthode :
des « hold-ups » (séances de brainstorming) organisés les samedis dans les locaux de MakeSense à Paris Bastille.

Et en pratique :

une quinzaine de « gangsters » (des ingénieurs, des entrepreneurs, des étudiants en école de commerce) se réunissent  bénévolement autour d’un créateur de start-up à impact social positif (reconvertir les SDF en guides touristiques,  implanter des centrales électriques dans des petits villages d’Afrique, lancer le premier téléphone pour sourds ou une application mobile pour trouver des actions de bénévolat autour de soi en temps réel…). Ce dernier leur soumet un problème précis, puis se fait la malle avec leurs idées !

C’est dans le cadre d’une de ces journées de travail collaboratif que Dominique SEGUIN intervient bénévolement et anime un workshop destiné à aider 15 créateurs de start-ups engagées à trouver leurs premiers clients (notamment en B2B et auprès de Grands Comptes).

 

Une façon pour KESTIO d’affirmer une nouvelle fois de façon concrète ses valeurs, dans la logique de ce qui avait déjà été mis en place à travers l’accompagnement par Fabien COMTET de la start-up lyonnaise Chantiers-Passerelles, qui agit en faveur du développement de peines alternatives à la prison et de l’insertion des anciens détenus.

En savoir plus sur MakeSense
En savoir plus sur Chantiers-Passerelles

General, Financial, IT, Sales/Marketing, Purchasing, Production/Maintenance Managements, and many quality partners will be at the show to share their experiences and allow you to be even more efficient in your organizations.

There, you will discover the latest trends in management software, through numerous customer testimonials, thematic workshops and conferences, all gathered under the theme of 'the company's influence on society'.

 

From lead generation to sales conversion:

The lead, understood as an identified contact with a potential (purchase) project, more or less well qualified, is at the heart of the relationship between the sales and marketing teams.

The Marketing Department is responsible for generating leads, i.e. implementing programs and actions to acquire leads: website animation, multi-channel campaigns.

The Sales Department is responsible for processing the identified leads to transform them, i.e. finalize the qualification and make the sale.

 

The two teams must work together to be effective. However, we often see them in opposition rather than cooperation... Why?

In this workshop, KESTIO will analyze the underlying causes that may explain this situation and provide you with concrete keys to improve the efficiency of the lead generation and transformation chain, through simple rules, examples of best practices, and experience feedback.

 

 

Mais que recouvre vraiment ce nouveau champ d’actions ? Parle-t-on de contenu, de canaux de vente, de relation client, de communication ?

La sphère du digital combine en effet des éléments de nature très différente qui portent chacun de nouvelles       potentialités de développement de business en agissant sur les différents leviers de la performance.

 

On pourra par exemple :

    • recruter de nouveaux clients pour un coût-contact moins élevé (et piloter le ROI),

    • entretenir une relation client avec valeur ajoutée, via une interaction souple,
    • orienter une offre spécifique vers une cible précise,
    • laisser les utilisateurs s’approprier le produit, le personnaliser,
    • sécuriser une innovation en les interrogeant pendant le process de développement,
    • écouter les clients en temps réel, à chaud comme à froid,
    • communiquer de façon ciblée, rapide, efficace.

Il apparaît clairement qu’une stratégie digitale dépasse largement un simple plan de communication et relève bien globalement de la stratégie marketing : mettre un pied dans le digital requiert donc de solides compétences amont en marketing, en stratégie et en commercial. Les technologies du web ne sont que des outils nouveaux, pour mener à bien ces missions. Si elles font évoluer les métiers du marketing et du commercial, elles ne les remettent pas en cause, bien au contraire. Elles complexifient les process, multiplient les outils, permettent d’accéder à de nouvelles informations, mais restent des moyens d’analyse et d’actions au service d’une approche plus rapide, ciblée et directe du client.

Plonger dans ce nouvel univers numérique, qui apporte de nouveaux débouchés, oblige donc à faire évoluer vos connaissances et vos pratiques, et à définir une stratégie globale qui combine 4 métiers :

 

  • marketing : quel ciblage, quel positionnement, quel contenu pour la marque, l’offre ?
  • commercial : quel plan de prospection, de fidélisation ?
  • de communication digitale : quel média pour quelle cible avec quel message ?
  • SI : quels supports techniques, avec quel dimensionnement et quelles interfaces ?

C’est à ce niveau que KESTIO intervient. Nous accompagnons nos clients sur l’élaboration de leur stratégie digitale avec comme priorité de rester vigilants sur l’homogénéité et la pertinence de l’ensemble (efficacité des outils, des messages, des indicateurs,…), sur les objectifs et sur l’appropriation par les équipes.

 

 

Le webinar est un outil digital, devenu aujourd’hui essentiel: par son audience et son contenu il permet de générer de nombreux leads. Découvrez comment, dans ce webinar: