Some Common Mistakes Salespeople Repeatedly Make


Over the decades that i have been involved in sales, I’ve worked with tens of thousands of salespeople. Certain negative tendencies — mistakes that salespeople make — keep surfacing. Here are my top five. See to what degree you (or your sales force) could also be guilty of them.

Mistake Number One: Over concern with strategy rather than tactics

Gather a gaggle of salespeople together around a kitchen appliance and hear the conversation. After the obligatory complaints about all kinds of things, the conversation inevitably drifts to questions of strategy. How do I accomplish this therein account? How do i buy this account to this?

In my seminars, I often hold a “clinic” where salespeople write down any sales-related question and submit it to the group for discussion. These questions are nearly always associated with strategic issues. In one form or another, they ask an equivalent question: How do I achieve this effect during this account?

While this thoughtfulness is encouraging, it reveals an erroneous mindset. the assumption behind these questions is this: “If I can only determine the proper sequence of actions of my part, i will be ready to sell this account, or achieve this goal.”

This, unfortunately, is never the case. These sales people, supported this error , are trying to find an answer within the wrong place. nearly always the solution to the question isn’t a more clever strategy, but better execution of the essential tactics.

It is just like the foot ball team whose players don’t tackle well, miss their blocks, throw erratic passes, and fumble frequently. the answer isn’t a more clever game plan. the answer is best execution of the essential tactics. Learn to try to to the fundamentals effectively, and therefore the strategy will generally lookout of itself.

The real problem with this over concern for strategy is that it seduces the salesperson’s energy, substituting the pursuit of a far better strategy for the important solution – better execution of the fundamentals .

When I’m asked these “strategy” questions, I find myself asking the salesperson to verify the basics have you ever identified the key decision makers and influencers within the account? have you ever created trusting personal relationships with each of them? have you ever understood the customer’s situation at a deep level? have you ever r presented your solution during a way that provides them reason to try to to business with you? Have you effectively matched your proposal to the intricacies of the customer’s needs?

This line of inquiry nearly always reveals a flaw in tactical execution. it isn’t the strategy that the matter it is the tactics. specialise in doing the fundamentals first, and therefore the need for an ingenious strategy diminishes.

Mistake Number Two: Lack of thoughtfulness

The typical field salesperson has, as a necessary and integral a part of his/her personality, an inclination toward action. We wish to be busy: driving here and there, talking on our cell phones, putting deals together, solving customer’s problems — beat endless flurry of activity. Boy, can we get stuff done!

And this high energy inclination to action may be a powerful personality strength, energizing the salesperson who wants to realize success.

But, like every powerful personality trait, this one features a dark backside. Our inclination to act often overwhelms our wiser approach to think before we act.

In our hunger for action, we neglect to require a couple of moments to believe that action. is that this the foremost effective place to go? Have I thoroughly prepared for this sales call? Do i do know what i would like to realize during this call? is that this the person I should be seeing, or is there somebody else who is more appropriate? Is it really knowing drive 30 miles to ascertain this account, then back tract 45 miles to ascertain another?

Customers lately are demanding salespeople who are thoroughly prepared, who have well thought-out agendas, and who have done their research before the sales call. All of this works to the detriment of the “ready-shoot-aim” sort of salesperson.

On the opposite hand, those that discipline themselves to a daily routine of dedicated time dedicated to planning and preparing will find themselves much more effective then their action-oriented colleagues.

Mistake Number Three: Contentment with the superficial

There are some customers who are called on for years, and yet the salesperson doesn’t know any longer about them today then he/she did after the second sales call. These are accounts where the salesperson cannot identify one among the account’s customers, explain whether or not they’re profitable, or identify one among their strategic goals.

Most salespeople have an exquisite opportunity to find out about their customers in deeper and more detailed ways, and sometimes squander it by having an equivalent conversations with an equivalent customers over and over. They never dig deeper. They mistake familiarity with knowledge.

What a shame. i’m convinced that the last word sales skill — the one portion of the sales process that quite anything determines our success as a salesman — is that the ability to understand the customer deeper and during a more detailed way than our competitors do.

It’s our knowledge of the customer that permits us to position ourselves as competent, trustworthy consultants. It’s our knowledge of the customer that gives us the knowledge we’d like to structure programs and proposals that distinguish us from everyone else. It’s our knowledge of the customer that permits us to proactively serve that customer, to satisfy their needs even before they need articulated them.

In an economic environment where the distinctions between companies and products are blurring within the eyes of the customer, the successful companies and individuals are going to be those that outsell the remainder . And outselling the remainder depends on understanding the customer better than anyone else.

Mistake Number Four: Poor questioning

This is a variation of the error above. i’m absolutely astonished at the shortage of thoughtfulness that I often see on the a part of salespeople. Most use questions like sledgehammers, splintering the connection and bruising the sensibility of their customers by thoughtless questions.

Others don’t use them in the least , practically ignoring the foremost important a part of a sales call. They undergo the misunderstanding that the more they talk, the higher job of selling they are doing , when the reality lies in just the other approach.

And others are content to play about the surface of the difficulty . “How much of this does one use?” “What does one not like about your current supplier?” Their questions are superficial at the best , redundant and aggravating at the worst .

The result? These salespeople never really uncover the deeper more intense issues that motivate their customers. Instead, they continually react to the common complaint of consumers who are given no reason to think otherwise: “Your price is just too high.”

Fewer sales, constant complaints about pricing, frustrated salespeople, impatient managers, and unimpressed customers – all of those as a results of the lack to use the salesperson’s most powerful tool with skill and sensitivity.

Mistake Number Five: No investment in themselves.

Here’s a tremendous observation. No quite 5% of active, full time professional salespeople ever invest in their own growth. meaning that just one of 20 salespeople have ever spent $20.00 of their own money on a book on sales, or subscribed to a sales magazine, taken a sales course, or attended a sales seminar of their own choosing and on their own nickel.

Don’t believe me? Take a poll. Ask your salespeople or your colleagues what percentage of them have invested quite $20.00 during a book, magazine, tape, etc. within the last 12 months. Ask those that venture a positive answer to substantiate it by naming their investment. do not be surprised if the answers get vague. You’ll quickly determine what percentage sales people in your organization have invested in themselves.

Sales is that the only profession i do know of where the overwhelming majority of practitioners are content with their personal established order .

Why is that? variety of reasons…

Some mistakenly think that their jobs are so unique that they can’t possibly learn anything from anyone else. Still others think they realize it all. They have, therefore, no interest in taking time from some seemingly valuable thing they’re doing to attend a seminar or read a book.

Some don’t care. Their focus is hanging onto their jobs, not necessarily recuperating at them. But i feel the main reason is that the overwhelming majority of salespeople don’t view themselves as professionals and, therefore, don’t have professional expectations for themselves. They worked their high from the customer service desk or they landed in sales accidentally and that they view their work as employment to be done, not a profession to grow within.

They are content to let their companies arrange for his or her training or development. And between you and me, they might prefer that their companies really didn’t do anything that might require them to truly change what they are doing .

These are the five commonest negative tendencies that I see. it’s going to be that you simply and your colleagues are resistant to these dampers on success. Good for you. But if you’re not immune, and if you notice a number of your own tendencies during this list, then you’re not reaching your potential for fulfillment you’ve got tremendous potential for fulfillment — for contentment, confidence and competence – that’s being hindered by these negative behaviors. Rid yourself of those negative tendencies, and you will begin to succeed in your potential.

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