The campaign is up and running. Together with marketing, you have put together a great campaign and the first leads are coming in. Now it’s up to the sales team. And then… not much happens.
Why can't that salesperson just call up and see if he can get an appointment?
Do you recognize that frustration? Then you are not alone. Many commercial managers and directors face this problem. And often the conclusion follows: “then it’s not really a salesperson.” But that conclusion is too simplistic.
In practice, it often turns out that not every salesperson is capable of recruiting new customers relatively easily. That says nothing about their quality as salespeople. It says something about their preferences.
Yet commercial directors and managers still often make the same thinking mistake: they assume that every salesperson can do the same thing. However, acquiring new customers requires different skills than retaining existing customers. And anyone who fails to see that difference is sending his team on the wrong path.
From Sales Colors We distinguish four preferred styles. Every salesperson has developed all four to a greater or lesser extent. But usually there is one style that gets the most energy from them.
The Hunter likes to present himself, the company and its products. He likes to show himself off and gets energy from exploring new paths. In fact: where one door seems closed, he creatively finds another entrance to still connect with a new potential customer.
His enthusiasm is contagious. He has news to share and is happy to bring it to you. "Because you didn't know that yet, but you, dear prospect, will feel better about it."
The Business Friend (also known in sales as the farmer named) is more modest. He does not need to stand out in the foreground himself, but prefers to put his customer at the center. When presenting the USP’s, he focuses on the opportunities that the company can offer the customer.
Service is guaranteed by internal collaboration, and he does everything he can to involve the customer in it. Together with the customer, he looks for solutions that will make everyone better off. But if a decision threatens to strain the relationship, the Business Friend tends to take the initiative to regain control.
The Vakspecialist knows what he is talking about. He knows the product or service in detail and convinces with substance, not with showmanship. Customers appreciate his expertise and thoroughness. He is invaluable when dealing with complex or technical issues. His weakness: he can get so absorbed in the content that the discussion about the decision fades into the background.
The Closer keeps the goal in mind. He knows when a customer is ready to make a decision, dares to ask questions and is not afraid to negotiate. It is precisely when others hesitate that he makes the difference. His weakness: in his drive to close the deal, the long-term relationship can get lost in the shuffle.
All styles are valuable
Every style is good and desirable in sales. But personal preference does lead to completely different commercial behavior. If you ask a Business Friend to do cold acquisition, you’re asking them to work against their energy. And you see that reflected in the results.
It can even come to the point where a manager decides that an account manager should leave the team because he “doesn’t understand what is expected of him”. But does the salesperson understand it, or the commercial manager?
Every company has its own commercial strategy. Depending on the industry or the type of product, one company places more emphasis on recruiting new customers, while the other focuses more on retaining existing customers. Some products are purchased once only; in others, after-sales service plays an active role and new purchases are based on the relationship between the customer and the company.
Too often, an organization thinks about the commercial direction, but not enough about the skills needed to realize it. The result: frustration when results fail to materialize. Why isn't the sales team doing what is being asked of them? It's obvious, isn't it?
The answer is often simple. There is a gap between the skills that are present in your team and the skills that your strategy requires.
The good news: strategy and skills can be aligned. You do this in four steps.
Ask yourself these three questions:
If you are unsure about any of these questions and the possible answers, then the chances are that there is potential for profit to be made.
Run the free Sales Colors Quick Scan. In a few minutes you will get insight into your sales skills, the approach that suits you, and the development opportunities. No long questionnaires, no vague advice.
Do you want to proceed immediately after the scan?
Do you want to know what skills your commercial strategy requires, what profile you are looking for when recruiting a new salesperson, or how to connect with your existing sales team? contact Then we will work together to set out a successful commercial course, so that frustrations become a thing of the past and successes can be celebrated.
