Blog

>Sales tips
­

How we used sales process to grow 20x in three years

 Not all salespeople are created equal; some are more gifted than others and are often called the “rainmakers”. All good things are rationed because they are scarce; this universal principle applies to these rainmakers too. 

These rainmakers follow an unconscious way of selling; they quickly adapt to the customer’s needs and don’t follow a single approach. And if you asked them to describe the sales process, they will be at odds to explain. The rainmaker’s inability to explain the process is often seen as a sign of fiefdom and reluctance to share knowledge. This is not true, they are genuinely not able to describe how they sell, and selling is innate to them. Rainmakers are rare, and your company will be lucky if it has more than two – three of them. Now if your business needs to scale up, it needs to find an alternative, this is where the second category of sales people comes into play. 

The second type of sales people is the process hero’s, they exist in abundance on Mother Earth, and I am not sure about other planets as on date. These people need a structured and defined process to take the lead from one stage to another. In the first few years of my career, when I led the insurance business, I always thought that my end goal is to make my company a breeding ground for rainmakers; on the hindsight, that idea seems stupid. I tried my yen at collecting these superheroes’, the challenge was that the moment you have more than three or four of them, attrition peaks, rainmakers need adequate attention and only a handful can be in your company at one time.

My inability to hire was impacting my business growth, and then one beautiful evening I decided to experiment with people who followed a process and had the fire in their belly. These were the only two skillsets that I looked for in my first hires. The process ninjas never game me a big order, but they were always giving me a constant and steady cash flow, and my rainmakers were bringing big bags.

The second rung of my sales team would never have been successful if I hadn’t put in place a sales process. By automating these processes few years down the line, the first version of Platformax – our sales acceleration platform was born. It was magical, and we were able to grow our business by adding more people, our sales numbers increased multiple times as we could easily hire a motivated person and guide them through our proprietary sales process to deliver numbers. In three years we were twenty times bigger than our competitors because they had one or two rainmakers and were struggling to find their clones. We had in the meanwhile decided to build an army of these youngsters who could use guided sales process to deliver results. 

The process and automation were in our companies genes by then, and magic happened, our rainmakers also wanted to take a look at these processes, with any prodding they started using it. At our company now we had the best of both the worlds. Our sales numbers were moving faster than light, and we quickly galloped to become the number one digital marketing agency in Slovenia.

We packed all our learning and experience in building the sales acceleration platform popularly known as Platformax. In case you are looking to grow beyond your core sales team of two – three people, we can offer you the best solution. Our solution is time tested and build and refined by rainmakers. We will be more than happy to set up a no obligation demo for you to try it out for a month, no charges if your sales don’t move northwards. Just click on the link below to set up your demo for next week!

14. 2. 2017|Categories: Productivity, Project management, Sales tips|

How to capture lessons learned by your sales team

Erroneously, being busy is seen as a sign of progress, nothing can be farther from truth. Most teams are busy in doing one thing or another. In case you have a sales team of more than five members, you will very well appreciate my comments. Once a company grows beyond a certain size, the number of projects and their membership swells automatically. Team members love to work on improvement projects, for they can showcase their superior talent and make a visible contribution.

In the race to participate in more and more projects, the lessons learned take a backseat; your company may not be creating a repository of organization knowledge. The lesson learned are limited and constrained to the participating team members only. Unless they share, which is rare, the larger audience is devoid of the learning’s. Due to lack of sharing, your company will keep on making the same mistakes again and again till all the members have gone through the learning phase. This is a waste of time and energy; by using a simple lesson learned template, you can make the learning’s universal.

Before you jump into implementing this, make sure that you set the stage right; we learnt it the hard way in Platformax. When I first started doing this activity, people were nervous, and anxiety ran high, they were worried that I as a CEO am looking for what went wrong and who was responsible for it. Most of the team members didn’t open up in the sessions, It’s only after two-three failed attempts that I started retreating that these sessions are not for finding faults or evaluating the performance of individual team members.

It’s an opportunity for them to look at the collective experience and build the organizational knowledge so that others don’t make the same mistake in future assignments. These are the steps that I tend to follow at Platformax.

  • I start with thanking all the team members for their contribution to the project and clearly explain that the session is for recording learning and has no connection to evaluation.
  • Ask leading questions to understand the project, at the end of this section there are sample questions for guiding the process.
  • Pick a flipchart and record the responses from members for each question.
  • The team members may have a differing opinion on some issues; I tend to highlight these matters for further discussions.
  • Ask for team volunteers and assign the task of consolidating the group’s responses to each question in one or two sentences.
  • Collate all the responses and publish it on your intranet or SharePoint so that all your colleagues can leverage it.

 

Here are the questions that I ask for documenting the lessons learned

  • In your opinion, how has this project performed on cost, quality and time metrics?
  • Are there any tools or techniques that we used on this project, be used in future assignments?
  • What were the unforeseen challenges that we encountered on this project?
  • What have we learned from resolving these challenges?
  • In which areas did this project fall below our initial expectations?
  • What unique skills did we bring to this project and can we leverage them in future too?
  • In hindsight, if you could go back in time, what would you do differently?
  • What steps shall we take to share the lessons from this project with our colleagues?
  • What unique skills did we bring to this project and can we leverage them in future too?

 

By asking these questions in a structured way you will be able to cement the learning across the company, making mistakes is part of the journey but making the same mistakes twice is a sure shot sign of downfall.

6. 2. 2017|Categories: Productivity, Sales tips|

Old is not gold any more – The CRM Saga

We underestimate the importance of adaptability, being agreeable and open to suggestions may be interpreted as a sign of feebleness.  Now you can elect to be a dinosaur, for hundreds of millions of years, they were at the top of the food chain, dominating the earth. They eventually died out, not because a more ferocious predator overpowered them, but due to their inability to adapt to the dramatic changes in global climate.

In the Month of November 2016, I was at the WebSummit in Lisbon, and we met hundreds of young entrepreneurs who want to change the world, under the same roof we met dozens of established companies too. We were exhibiting at the WebSummit as a beta startup and thanks to high pitch campaign we attracted a lot of eyeballs. I am the CEO and Founder of a Sales Acceleration company – Platformax. We help businesses in streamlining their sales process using new age technologies that use Machine Learning. We don’t automate a shitty process, thereby saving the companies the trauma of produce more shit faster. We improve the process and use technology to drive sales results through machine learning.

One of the things that set me thinking and to pen down my thoughts through this article was a meeting with one of the Fortune 1000 executives. This Fortune 1000 company uses a legacy CRM tool to manage customers, and he told me that they had grown their revenue by 10x in last ten years, though they are seeing a flat line now and sales people are not scaling up the numbers as fast as before. He attributed this flat line growth to lack of motivation and training.

In the early years of humanity, the wheelbarrow was the most sexiest thing on earth; it solved so many problems, made life easier and was the in thing, the legacy CRM systems are like the wheelbarrows. They move leads and customers from one stage to another and visually show you the sales funnel; this was path-breaking invention ten years ago, but not anymore. Today the environment has changed and you need smarter tools to help you in getting to deal closure before your competitor. The accompanying data should throw intelligent facts at you so that you make the right move.

The legacy CRM systems are like Kodak camera’s and their executives keep on adding features on top of an old run down thought process; Instagram took down Kodak; the same will happen to legacy CRM systems because they are the last remains of the pipe based business models. Most of the executives and company owners are stuck in the inertia of success, and they believe that just by having a CRM tool, all sales problems will go away, what a wishful thinking.

After an hour-long debate with this 6-figure salary executive from the Fortune 1000 stable, I was able to drill down that if you use an old system that is about to die, you will die with it. It’s similar to going into a war today, with horses and camels, now there is nothing wrong with animals, the fact is fighter jets, and tanks will blast the shit out of them in no time. As a leader of the company, you are as good as the tools and resources that you choose to fight the battle. If you select a substandard, legacy system that is in the last stages of dying, will your business thrive?

The world is changing fast, and the best companies can adapt. In business terms, their ROI (Return on Investment) is also related to their adaptability rate. The ability to adapt to newer thoughts is a sure shot predictor of a company’s survival. Sales are the lifeline of any business, and if it falters you can count your days, by moving and adapting newer sales techniques and tools, you can increase your chances of survival.

The current change is christened as the Fourth Industrial Revolution; it is the new fad, and everybody is claiming to be an expert, the truth is that most companies and individuals are struggling to adapt to new technological changes and learn the skills required by it. This shift is inevitable, and in case you want to bulletproof your sales numbers from future shocks, sign up for a free demo with us at Platformax.com

3. 2. 2017|Categories: Productivity, Sales tips|

What is killing innovation in your company?

 

Innovation is a buzzword in corporate corridors, and millions of dollars are being spent to find the holy grail of innovation. If the culture in your company is not conducive to innovation, appointing consultants or rebranding will not yield tangible results. Here are the few things that kill innovation.

 

You are living in a capsule

Exposure to cutting-edge ideas and best practices within their industries allows teams to explore their limits and test new ways of working. Unfortunately, some organisations suffer from a silo mindset that insulates them from ideas and individuals that are not from their coterie. The most isolated teams are the ones with the greatest deficits in creative thinking. Not only are they cut off from the flow of new ideas; they also don’t have access to informational networks that can keep them apprised of new ways of working.

When such teams try to innovate, they end up reinventing the wheel, because they are not aware of the new solutions that have been already applied, tested and, improved by their peers or competitors.

 

You suffer from not invented here syndrome

The company and its incumbents may be valuing experience over creative thinking. In this type of work culture, ideas are often killed before receiving a fair hearing and team members are routinely criticised for suggesting solutions that represent a departure from status quo.

 

You punish taking risks

If your company has a trophy wall with headgears of people who made a mistake, you have successfully created a group whose members dread making a mistake. As a result, most of them will be checking and double-checking their actions, because errors are fatal and may lead to annihilation. With consequences of this sort in place, team members quickly learn that they are likely to suffer criticism for proposing new and untested approaches to problems. On the other hand, if they adopt or support solutions suggested by their team members, they avoid the risk of failure. As a result, they will always wait for others to march.

 

In your company Managers call the shots

Newbies and less experienced team members tend to be influenced by the opinions and ideas of their senior and more experienced counterparts. These seniors censor and restrict the innovative ideas coming from juniors or fresher’s on the team. One of the most common tactics used by the seniors is to throw an aggressively timed challenge to the team members to come up with a complete solution when they are just beginning to formulate new ideas. Another commonly used approach is to take the team problem-solving discussion offline to influence the originator of the idea to get off the boat and tow the company line. As a result, the newcomers are reluctant to express new ideas and have great difficulty obtaining a fair hearing for their ideas.

 

Your company lacks drive

Innovation requires a work climate that compels teams to leap beyond barriers and explore new ways of solving the problem. If your business has little expectation from the team, which in turn discourages team members from testing and strengthening their abilities, innovation may be a distant dream. Lack of pressure puts the team at ease and complacency tends to set in such circumstances, which further erodes the drive.

 

Your company has limited or no interaction between teams

Innovation is a synergistic process that thrives in a work culture where team members learn from and build on each other’s ideas. This type of symbiotic learning may take many forms, from team members who exchange ideas on a particular project, to the team leader who shares an exciting research with the group. Innovation gets severely handicapped when team members lack ready access to one another or if team norms and practices discourage them from freely discussing their ideas without any humiliation.

12. 1. 2017|Categories: Productivity, Sales tips|

The Four Stages Through Which Team Grows

 

I have handled multiple assignments for our clients; most of them necessitated building ‘on-the-ground’ team that worked for them. At Platformax our customers trust us with their biggest problem, lacklustre sales or dwindling orders. We sift through the maze, automate the sales processes and help them tame the sales beast.

Through this article, I am sharing my experience on how the ‘on-the-ground’ teams evolve. As the team matures, members gradually learn to cope with the emotional and group pressures they face. The team goes through these somewhat predictable stages.

 

Stage 1: Forming the team

When a team is being formed, members cautiously test the boundaries of acceptable group behaviour. This stage reminds me of hesitant swimmers, they stand by the pool, dabbling their toes in the water. At this stage, they are moving from individual to a member status and analyzing their team leaders guidance officially and unofficially.

In the Forming stage these feelings surface:

  • Excitement, adaptation and optimism
  • Satisfaction in being selected for the assignment
  • Provisional sense of team belongingness
  • Doubt, fear and nervousness about the job ahead

In Forming phase, team exhibits these behaviours

  • Endeavours to state the tasks and agree how it will be fulfilled.
  • Efforts to define agreeable group behaviours and how to deal with group problems.
  • Decisions on what information needs to be collected.
  • Lofty, intellectual discussions on models & concerns; and some team members may be exasperated with these dialogues.
  • Discussions of symptoms or problems not relevant to the task; struggling in identifying appropriate problems.
  • Objections about the organisations and barriers to the task.

 

At this stage of the team formation, activity abounds and sidetracks the member’s attentiveness; the team makes minimal achievement in its project goals. Don’t panic; most of the teams go through this phase.

 

Stage 2: Storming

Storming is the most difficult stage for the team. It is as if the team members jump in the water and thinking they are about to drown, start panicking by flipping their limbs. They start to realise that the task is difficult and more burdensome than what they imagined it to be. This makes them tetchy, blameful and at times overzealous.

The lack of advancement fuels resentment, but they are still raw to figure out the next steps in decision-making; they feverously debate about the course of action the team must take. They heavily rely on their past experience and skillfully resist any need for inter-team collaboration.

In the Storming stage these feelings surface:

  • Opposition to the task and the methodology being recommended by other team members.
  • Snappy oscillations in their perception of the team and the project’s ability to deliver on commitments.

 

In Storming phase team exhibits these behaviours

  • Disagreement among members even when they agree on real issues
  • Defensiveness and competition, factions and choosing sides
  • Probing the prudence of people who selected this assignment and assigned other members to it.
  • Establishing unworkable goals; concerns about disproportionate work
  • A perceived pecking order, dissent, increased strain and distrust

 

As a result of these pressures, team members get drained and are unable to progress towards the desired results. However, they start understanding each other in a much better way.

 

Stage 3: Norming

In the norming stage, members resolve opposing devotions and duties.

The members wholeheartedly accept the team; agree to the norms and get comfortable with the role assigned to them, and graciously accept the individuality of other team members.

Emotional conflict and its draining effect on the team members shrinks as cooperation replaces competitiveness in the team. In other words, as team members realise that they are not going to drown, they stop thrashing about it and start helping each other’s stay afloat.

In the Norming stage these feelings surface:

  • Knack of expressing criticism in a constructive manner
  • Acceptance of membership in the team
  • Relief that it seems everything is going to work out

 

In Norming phase team exhibits these behaviours

  • An attempt to achieve accord by sidestepping situations that give rise to conflict
  • Increased friendliness, sharing personal challenges and deliberating about the team dynamics
  • A sense of team cohesion
  • Establishing and maintaining team ground rules and boundaries

 

As team members begin to iron out the differences, they free up more time and energy for the project, thereby making measurable progress on the team goals.

 

Stage 4: Performing

By this stage, the team has settled its relationship issues and expectations. They now begin performing, analyzing and cracking problems. By this stage team members have discovered and are comfortable with each other’s strengths and weaknesses. They start playing with each other’s strengths instead of fighting over their shortcomings.

 

In the Performing stage these feelings surface:

  • Team members have insights into personal and group processes and better understanding of each other’s strengths and weaknesses
  • Satisfaction at teams progress

 

In Performing phase team exhibits these behaviours

  • Constructive self-change
  • Ability to prevent or work through group problems
  • Close relationship within the team

 

In this phase, the team starts acting as a consolidated unit. The pace of work and results gather momentum in this stage.

 

Every team goes through this cycle. The duration of each of the phases vary for each team, depending on how quickly they progress, work through obstacles or problems and so forth. At Platformax, we reinforce that these phases are normal and a sign of progress.

10. 1. 2017|Categories: Productivity, Sales tips|

The Four Golden Rules of Improvement

 

I must admit that I am a bit cynical when I see my pet dog, Adi, chasing his tail and running in circles. Now that reminds me of the way most companies run sales improvement projects. They keep on going round and round in circles with no end in sight, and the management rewards them for their efforts too.

Over the years, we have helped multiple companies in structuring their sales process. And we were not the first ones to get these assignments; the companies on an average had changed the head of sales thrice before they came knocking on our door. In most of the cases they were doing the same mistakes time and again and expecting different results, changing people does not shoo away the problem, the problem just passes over to a new incumbent. From my experience, these are the four golden rules of improvement, if you follow these principles, you will increase your chances of success by multiple times.

 

Start with meaningful data

Collecting useful data is the foundation of success, and the irony is that too often, teams collect inappropriate data or make poor collection procedures. Since they have never been shown how to recognize such mistakes, they base their decisions on unreliable data and end up failing to bring about the desired improvement. They collect more data and make more improvement without realizing that they are looking for apples in an orange orchard.

Collecting meaningful data in the first place can save you months of effort, doing this is not too complicated either. The golden rule is first to know exactly what you want to collect, using standard definitions so that everyone takes the measures the same way.

 

Be a Badger, dig deeper for root-cause

It is easier to react to the visible symptoms rather than searching for the underlying cause. The best way is to use a fishbone diagram or the five why method to explore the potential sources of the problems. You should have patience and avoid zeroing on to the first possible solution, however, plausible and palatable that may look.

 

Develop relevant solutions

The curse of being intelligent is that it forces most of us to pre-empt solutions or root-cause of the problem even before starting the solutions or data gathering phase, sometimes we may be correct too. However, this can be an exception and not the norm. In my experience, the right solution that fixes the problem for once and all is never evident at the first stage.

 

Plan and make changes

There is an adage, which says, “If you fail to plan, you are planning to fail“. However, over the years we have got attuned to “Ready, Fire and aim” instead of “Ready, aim and fire.” This attitude is slippery and encourages people to act even if it is not the right thing to do. The key to making strides at work is to have your teams look ahead, anticipate resources needed for a successful project and think about the steps to take if they hit a wall.

6. 1. 2017|Categories: Productivity, Sales tips|

Is Your Sales Team Fit For Challenges?

It is not uncommon for a sales team to run into occasional unanticipated challenges. Considering the times in which we live, sales leaders cannot plan for every eventuality. On the other hand, if your team is often choked with unforeseen events, you may want to develop stronger early warning systems. The best sales leaders know that being successful is closely related to securing timely information about circumstances that can affect their performance. Having an early warning system is more than just looking ahead, your team must be ready to respond quickly and with flexibility to the changes in the environment.

A team that lacks foresight often miscalculates the impact of external and internal changes. The team members may see a variety of potential problems in an impending merger but never consider the growth opportunities that will accompany the change. They are obsessed with threats and miss to see the opportunities. And opportunities don’t lie dormant; they are frequently gobbled up by your competitors, who may be adept at profiting from team’s lack of foresight or preparedness.

Depending upon your team’s position about the agility of response and adjustability, they can be classified as Happy, Jumping Jack, Let’s do it or Platformax.

 

Happy team

“Happy teams” live in denial. When they face a significant change, they either ignore it or convince themselves that it’s just passing by the phenomenon. They firmly believe that the hiccup is a temporary aberration and soon enough things will return to normalcy. It goes without saying that such teams display an extreme degree of rigidness. Once they chart out on a course, they keep on marching ahead, irrespective of any new or adverse information that may suggest a need for midterm course correction.

 

Jumping Jack team

The second kind of team that you witness is the “Jumping Jack” team.   They are usually slow to respond and take action after the situation is obvious. While they believe that the situation warrants change, they demonstrate a minimum amount of adjustability. They make small changes to the original plans and are convinced that the original plan was robust enough to tackle this unforeseen event. Jumping Jack teams focus their energies on the past rather than the future. The team members subtly deflect questions about planning or future actions and are quick to explain that they are too busy putting out fires, which need immediate attention.

 

Let’s do it team

The third kind of team that you may have seen is the “Let’s do it” team, these teams go ahead with change and consider the possible implications of events as they unfold. However, they are myopic in nature and plan for events that are just beginning to appear on the horizon. Mostly, they miss the business implications of large-scale changes as they concentrate on an event that concerns their unit only.

 

Platformax team

The fourth and the best team to tackle unforeseen challenges is to build a “Platformax team”. Irrespective of their day-to-day work pressures, they continually scan the horizon to track trends and performance of their companies. They invest a considerable amount of effort in thinking through and preparing for all contingencies, and wherever possible they attempt to influence the course of business events. They anticipate and make an endeavour to shape the change, rather than waiting to be engulfed by it.

 

We have helped numerous entrepreneurs in structuring their sales process. In case you want to build a Platformax sales team, drop me a note and our Sales Jedi will conjure the best team for you.

3. 1. 2017|Categories: Productivity, Sales tips|

Five Signs That Your Sales Head Needs To be Fired

A long time ago, in the land of Persia, there was a small business selling nuts and dry fruits, the owner, Emir Saladin was happy that the sales were picking up and he looked forward to growing his business to prosperous cities of Samarkand, Bukhara, Balkh, and Bamiyan.  To fulfill his dreams, he hired a sales manager called Zabala and started counting his chickens, hoping that the sales would increase and he would be the biggest fruit trader from his city of Isfahan. Time went past, winter came and went, and then the numbers started dipping, his old loyal employees were also unhappy, there was no passion left and customers had started complaining and not paying.

Emir Saladin had never tasted defeat and was known in the city of Isfahan as the best archer in the Persian Empire, so much so that the King of Persia wanted him to train his children on Archery. Emir Saladin, being a simple man with no love for power and fame, quietly concentrated on expanding his fruit business and moved to the city of Isfahan from Damghan, the capital of Persia in those days.

Things started going from bad to worse, and Emir Saladin became very depressed due to the turn of things, especially after Zabala had joined as the sales head. One day at midnight, he got up from his home and started walking towards The Maidan- The City Square.  It was a cold night, and he could barely see anyone else on the streets, as he got closer to the Maidan, he saw another person wearing a robe and walking at very slow pace; it seemed that he was an old man. Upon getting closer to him, Emir Saladin exchanged pleasantries and continued walking beside him.

Emir Saladin did not recognize him; he was Dann, the owner of best sales training firm in Persia, known to everyone as Platformax. After walking by his side for few minutes and as the light from the flames of minarets lit his face, Emir Saladin recognized him and burst into joy; he knew all his problems could be solved if Dann gave him his advice. His joy was short-lived as Dann’s charges were very high and he would not be able to pay it, considering the way his sales number were.

Emir Saladin’s teacher had taught that it’s always good to ask and see how the other side responds. If you don’t ask, you don’t get. Emir Saladin decided to ask Dann for a favor and use that advice to improve his business.

Emir Saladin asked, “ What are the signs which tell you that a company should fire it’s sales head?” to Dann. Dann took a heavy breath and said that a Sales Yoda from another galaxy had once told him this answer.

He looked at Emir Saladin, and gave him an ear bud and asked him to clean his ears and then splashed water in his eyes and said, “now that your ears are clean of wax and eyes watered, look for these signs.”

Your sales head practices micromanagement

Micromanagement is a common symptom of poor member leader relationships. A leader who practices micromanagement treats highly experienced and skilled salespeople as if they were novices, double or triple checks work, or places rigid and excessive restraints on the decision making of team members. To someone looking at the team from the outside, it would appear that all decisions and information are being channelized through a very narrow managerial portal. As the team leader frantically attempts to maintain tight control over an ever-increasing array of projects and problems, workflow slows down significantly.

Your Sales head has communication problems
Troubled sales team members and sales head relationship are sometimes characterized by the opposite condition, where the team leaders provide insufficient direction to their teams. Team members may receive vague or ambitious instructions on projects. They may also discover that the team leader has failed to relay instructions or provide an overall context that enables them to understand the larger work issues involved. For their part, team members conceal mistakes and fail to disclose difficult situations. Eventually, these small failures in communication may result in unpleasant surprises for both the team leaders and its members.

Your sale head has increased team stress levels

Team members depend on their leader for feedback, coaching, guidance and recognition. Deteriorating sales head and sales team relationship produce a high degree of stress. A tense and hostile relationship between team members and their leader may cause some members to view the sales managers office as enemy territory. Also, the sales manager plays a major role in guiding members through times of volatile organization change. Members who lack strong bond with their leader are less prepared to deal with such change and will regard it as a stressful, unmanageable experience.

In time, team members will begin to display all the classic symptoms of work burnout, such as low energy level and the inability to concentrate on complicated tasks. When conversing with other groups, they may appear tense and curt. A concurrent symptom is a rise in absenteeism among team members, which is usually characterized by frequent one-two day absences.

Lack of trust within the team

Sales team member and their leaders may experience increased levels of mistrust. When this happens sales team members will respond to their sales head’s suggestions or explanations of altered requirements with lots of skepticism and suspicion, while the leader may be dissatisfied with the sales team’s justification of poor performance or missed milestones. Both the sides covertly hide behind each other’s defenses to try to find out the real story.  As time passes, the sales team members and their leader may respond to the worsening situation by curtailing all communication.

It is our camp versus their camp

Eventually, when the relationship is in its last round, sales team members and the sales head will separate into opposing camps. In discussions with other work groups, both the sides will complain to their respective peers about the difficulty they are experiencing with the other party. In some cases, team members begin to view their leader as no longer being a part of the team itself. So much so that when the sales leader walks into the room, informal conversations will cease or become guarded.

Armed with excellent advice from Dann who ran the most leading sales improvement platform, Platfromax, Emir Saladin breathed a sigh of relief. He had absolute clarity on what he needed to do. Zabala had to go and find another pasture.

This was in medieval ages; if you are still struggling with doing your sales number and keep on changing the sales team like diapers, give us a call. We will define and automate your sales process. I promise you, Dann, the Platformax guru will run it for you.

12. 10. 2016|Categories: Sales tips|

How to Avoid Giving Concessions in Negotiations

A skilful negotiator will try to trade a concession, which in fact costs him a little, but which has real or high-implied value to the buyer and brings a relatively more valuable concession from them. A great deal of skill is required on the part of the seller in raising the apparent cost to him and value to the buyer of a concession he is trading. Concessions must be traded carefully; this is to say you must not take your hands off your concession until the buyer has agreed on what he will do in return. Let’s look at the ways and tactics to achieve this end game.

Don’t harden your stance

In many respects, a negotiation is a vital game played for real results. Any unduly and early attempts by either side to harden its stand or dig in their heels by being inflexible will be met by reciprocal inflexibility from the other side, and the negotiation will break down. It is critical in these cases that at the conclusion of the negotiation both sides agree they cannot reasonably bridge the gap between them at this stage, or in this instance.  Having such a conclusion leaves open the possibility of further negotiation on the same subject or new negotiations in another area.

Keep the door open

A breakdown in negotiation caused by the unreasonable inflexibility of one party will not leave the possibility of new negotiations for the future so open.  At all times even when you have reached a point beyond which you are not prepared to go, you must appear to be reasonable.  Keep in mind that you are playing a ritual game, which is firmly rooted in hard financial reality. For many buyers, much of their sense of achievement comes from playing the game well.

Some quick tips

The definition of successful negotiation from the seller’s perspective is one which ends on your side of the point of need balance. However, the buyer believes that the deal favours him. You can use some of these hints to tilt the balance in your favours and avoid high concessions without getting anything in return.

  1. Allow the buyer to do most of the talking in the early stages, but do not frustrate him by not answering all his questions.
  2. Move the discussion from opening stances to a clear statement of actual stances, taking care to limit your losses; it is your responsibility to save face for the buyer.
  3. Avoid taking a premature stance at any point, which might result in reaching a point of no return too early in the negotiation. It is easier for the buyer to walk away then it is for you in most circumstances.
  4. Try to close on a clear statement of the actual gaps between you.
  5. Trade any concessions one at a time, ensuring that you raise the value of your concessions to him above their cost to you. You have to make a small concession on your side, seem very large gain to him. You can do this by
  • Implying that you really cannot give it.
  • Avoid emotional reactions but satisfy the buyer’s emotional needs. The good buyer/negotiator will try to put you under emotional pressure.
  • By referring to the main problem that will be solved by the concession.
  • Refer to the saving gained by the buyer.
  • Calculate the financial results of the concession.
  • Build up the notional cost or opportunity cost of giving the concession.
  • Start by implying that you are going to give a small concession and then give a large one, or enlarge the small concession.
  • Persuade the buyer that the benefits of the deal without the concession still justify acceptance.
  • Summarise the problem area and offer alternative concessions or a choice of alternatives
  • Show that the concession would put the buyer at a disadvantage, for example, you may not be able to support the product because of low margins.

With each and every concession made, whether from you or the buyer, it is essential that you summarise the details agreed. This will prevent misinterpretations later.  Consider a negotiation successful, if both you as the seller and the buyer meet at the point of balance, wherein both you and the buyer are satisfied.

Srđan Mahmutović is an Entrepreneur and business developer. He has built Spletnik from scratch, starting with zero investment, taking it from barely making ends meet to becoming the highest growth company in the segment in Slovenia. He is an expert sales manager, at only 19 years of age, Srdan had built a sales network of 40 insurance reps for an insurance network.

1. 10. 2016|Categories: Sales tips|

How To Recruit A Great Sales Manager

Undoubtedly sales are the lifeline of any organization and a cure for most of its problems. Most of the startups die a premature death due to lack of sales and not marketing, contrary to what many would believe. Taking this forward, having a great sales manager is essential to building a successful business.

Having said that, finding a great salesperson is fraught with risk, as few know about the secret traits that make a good salesperson. Many people with the gift of gab masquerade as a salesperson; however, if you dig a bit deeper, the veil gets lifted. From my experience of starting an insurance sales company at the age of 19 in Slovenia, and building it up to the number one position in five years, I can say with conviction that a successful salesperson has unique traits. I believe these qualities and not the education background or fluency in English differentiate the good from the not so good ones. Now, I am going to spill the beans and tell you about the traits of a successful salesperson.

Great Sales Managers Have Solid Conviction

A good sales manager must be able to lead the team in an exemplary fashion; his personal behavior must be above board all the times. Most of the sales people join as trainees or cadets at a very young age. They are highly susceptible to their manager’s behaviors and unconsciously adapt it. They do so because for them the sales manager is the role model and most of them aspire to be there. A good sales manager must depict honesty, sincerity, and truthfulness in dealing with people so that his behavior inspires his team in the right way.

Great Sales Managers Have Unflinching Consistency

Elbert Hubbard, the famous American writer, says it very well, “Self-discipline is the ability to do what you should do when you should do it, whether you feel like it or not.”

Good sales managers loathe procrastination and prefer to do things rather than looking for excuses for not doing it. By using the power of self-discipline, great sales managers cultivate a mindset wherein they are controlled and ruled by their deliberate choices rather than by external circumstances, emotions or other’s whims and fancies. A good sales manager would instill the virtues of self-discipline in the team thereby making them singularly focused on generating leads and following the process to convert them to billing dollars.

Great Sales Managers Have Solid Conviction

Great sales manager do not feel the urge to defend their conviction and in the same spirit display the openness to accept contrary or others’ point of view, without slipping into the judgmental mode. Good sales manager have a strong conviction in what they want to achieve and script an action plan to achieve it in full, without getting swayed or distracted by other’s opinion.

If you want to build a great sales team, go and fund a sales leader with an “I must get it” mindset.

Great Sales Managers Have Emotional Maturity

Sales environment tend to be stressful; pressure tends to build up quickly and to top it up the billing counter resets to zero at the start of every financial year. When novice sales managers encounter stressful selling situations, their emotions come to the forefront and start running the sales meeting instead of using a combination of influence and selling skills to turn the tide.

Good sales managers have the emotional maturity to deal with sudden changes, uncontrollable circumstances and unexpected demands from customers, without losing their composure. Sales managers with emotional maturity tend to achieve their objectives faster than those who lack it, and at the same time, it helps them in building a great relationship with customers and their internal sales team.

By using these tips, I hope you will be able to find a good sales manager. In case you need any help or guidance in refining your sales process, don’t hesitate to contact me for help. I have coached hundreds of successful executives on sales and my company; Platformax is packaging these sweet little secrets in artificial intelligence software, thereby making it easier for people to close sales.

Srđan Mahmutović is an Entrepreneur and business developer. He has built Spletnik from scratch, starting with zero investment, taking it from barely making ends meet to becoming the highest growth company in the segment in Slovenia. He is an expert sales manager, at only 19 years of age, Srdan had built a sales network of 40 insurance reps for an insurance network

11. 9. 2016|Categories: Productivity, Sales tips|