As a business leader, do you still feel like you are the best salesperson in your company? 

This may seem like good news... But in reality, it's not!

But how can you delegate your sales tasks and no longer be the best salesperson in your company?

At Kestio, we support many companies in implementing a complete and self-sustaining commercial system.

Fabien Comtet, President of KESTIO, gives you the different steps to initiate to successfully make this transition!

We are our own limit to the development of our company 

We control our schedule; if your days are filled with sales activities instead of strategy activities to develop your business, then you should consider delegating these activities and focusing on your tasks as a business leader. 

The evolution of their role and place 

The book The E-myth reveals the myth of the reinvented entrepreneur. It helps to understand that the glass ceiling of companies, VSEs, and SMEs is due to the fact that the company director does not change their stance. When you create a company, you start with a technician (subject matter expertise) stance, but you cannot remain in this stance throughout the life of the company. This is not the way for a collective, a group of people to have a company that grows and stands out from the others and dissociates itself from you. To become the ideal company director for your company, you must find a balance between Technician, Entrepreneur, and Manager.

The feeling of venturing into the unknown and losing control...

What subjects should be set aside? How to organize your schedule? 

If your goal is for your company to grow, to have more customers, to acquire new markets... The challenge is to transition from Technician to Manager to Entrepreneur. The company is an investment in time, a matter of building assets. If you reach stage 3, entrepreneur, the company can develop without you. 

How to implement these changes?

1- List your MOSPPs

MOSPPs are homogeneous marketing units on which specific objectives and strategies can be defined, deployed, and managed. Each market/customer target represents an offer and a specific sales process.

Ask yourself the right questions: What are your client types? What are your offers? What are your current sales approaches? 

Which MOSP has potential without requiring excessive complexity during the sales phase?

You need to choose the product for which it is easiest for you to train someone. 

2- Move from Partner Selling mode to Active Selling mode

Partner selling: sales made by associates in consulting firms, lawyers... focused on emotional connection, relationships...

It is necessary to identify a MOSP triangle that is simple to transition into active selling methods and that is not centered on the individual. Find a domain, a product that can be done by others. 

3- Reverse the organization 

In partner selling models, the Senior (the experienced one) sells and the Junior carries out and delivers the assignments. We need to reverse this model: the juniors sell and the seniors produce and support the clients. 

4- Document step by step what is done, written with the prospects of the MOSPP

The sales book is fundamental to successfully organizing and deploying other resources. 

5- What will you start delegating first? 

The key point is to delegate what you yourself master the most. You will then be better able to brief and monitor, and this will save you time safely! 

To delegate, you can do it internally, but especially by using external resources such as freelancers, agencies, or our Get Calls offer, so we can do your prospecting for you!