When business leaders implement a transformation program for their sales force, they inevitably encounter resistance within their organization.
First of all, a certain amount of resistance to change from the sales team is a common occurrence. However, if they are closely monitored and held accountable for their actions, this resistance should disappear after a few weeks.
To generate as many sales as possible, reps must be rigorous: they must follow a clear list of steps in a formal and precise sales process.
When they lose too many sales, salespeople tend to justify their poor performance with excuses such as:
Two types of companies have a turnover issue with their sales force.
First, there are those whose turnover rate is too high. Each year, they need to replace 30% to 50% of their workforce.
Then there are those where there is absolutely no turnover. As strange as it may seem, this lack of turnover is just as problematic.
Proposing too early. The scenario is easy to imagine, having surely gone through this yourself.
The hunt had finally paid off and you’d secured an appointment with a prospect. You were new to the game, and so you didn’t quite know how to control your emotions and you probably had a high need for approval. You found yourself in front of this person who had shown interest in hearing you out.
Business leaders need to contend with countless situations and difficulties regarding their sales force. These problems are often more complicated than they seem and although there are challenges with every department, they are usually more apparent with sales departments, because the privileged position they often
The reasons are numerous and, they tend to add up. Moreover, in addition to the “traditional” sales problems that hinder performance, there is also the need to adapt to today’s ever-changing sales environment.