To do this, it is recommended to make a list of techniques that the best employees use. And it is not about their knowledge. Here, first of all, it is the practical skills that are of interest: involvement in dialogue, communication style, information conveyed to the buyer, gestures, facial expressions, etc.
The compiled list will be quite approximate. The description of actions will give a rough idea of the factors influencing sales success. But it will most likely not have any practical application for increasing efficiency.
For example, to use the behavior style "managers ask email lists uk clients strong questions when communicating", you need to get more detailed information about the conditions under which communication occurs. What is meant by "strong questions"? In what sequence are they asked? How does the potential buyer react?
All this becomes clear in the next step. And also, as a first approximation, a script is formed containing approximate answers.
Step 4. Analysis of some specific examples
At this stage, the behavior of leaders and "average" people in real work with the client is observed. It is necessary to remember that the first approximation can be made theoretically, but at this stage it is strongly recommended to be personally present during the communication. This is easier to do if the dialogue with the buyer takes place over the phone.
Step 4. Analysis of some specific examples
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If the manager's conversation with the client is conducted in person, you should never interfere with the process. Observe the work calmly. To conduct statistical analysis, it is best to be present during several communications of each employee. Then you can try to get answers to the following questions:
Do the differences indicated in the first approximation really manifest themselves in real dialogue?
For example, there is information that the most successful managers identify clients' needs faster and better, asking them more specific questions, while average specialists need a lot of time to talk about the offer. Is this really true? Or was the conclusion from the observation false? If the statement is true, adjust the list of standard actions of sellers. As practice shows, about 30% of the points from the first approximation are not confirmed in real interaction with buyers.
Are there new criteria for assessing the behavior of sales managers?
It is possible that some specialists will demonstrate individual elements of different sales models when communicating with clients, which were not even taken into account when compiling the first approximation. For example, the best specialists neutralize buyers' objections in different ways. Or they need much less time to ask clarifying questions. All these nuances must be reflected in the list.
What behaviors do the best managers practice?
Create a detailed description of the behavior of top performers to identify deviations from the standard script. For example, it has been previously found that the most effective managers ask questions that have a “high impact.”
Now, after listening to real questions, you need to give a comprehensive definition of the concept of "strong influence." Let's say you have recorded that average managers focus on product characteristics, clarifying the counterparty's position, and top performers are interested in business problems that arise for clients. Therefore, in the process of observing the work of sellers, it is necessary to more accurately clarify the meaning of the term "strong influence."
Step 5. Expressing the list as a set of specific forms of behavior
When analyzing management behavior during real sales, it is necessary to record the characteristics of interaction with clients that the best performers demonstrate.
For example, the item “ask questions that have a strong impact” should now be worded as follows: “ask questions about clients’ business problems.” Even better, if you can be more specific, writing the item as follows: “ask questions about business problems related to expenses for….”
In essence, this list illustrates the conditions under which effective sales occur. When forming the list, it is important to remember that the more detailed and specific the content of the items, the more effective the subsequent analysis will be. This is labor-intensive and painstaking work. It is quite likely that the register will be edited repeatedly.
Step 6. Using the list to find deviations in the behavior of the analyzed groups of managers
Once the list containing the forms of behavior of specialists with different levels of competence has been adjusted, it can be used as a practical management and control tool.
Comparison of communication scenarios with clients, as well as identificatio