As sales teams struggle to meet targets and organisations find it difficult to sell in an environment where buyers see little value in engaging with salespeople, it’s no surprise that everyone has an opinion on how to improve sales performance.
The current trend emphasises that all salespeople should serve as experts and trusted advisors. However, this perspective oversimplifies reality and disregards the intricacies of the buyer’s situation.
Let’s delve into reality!
What does “expert” mean to a buyer? We should begin with its definition. Merriam-Webster defines an expert as “one with special skill or knowledge representing mastery of a particular subject” and as a verb, “having, involving, or displaying special skill or knowledge derived from training or experience.”
Based on this, does being an expert entail:
- Expertise in the buyer’s industry
- Proficiency in sales/marketing/logistics/HR/Finance/Training (depending on the area of focus)?
- Problem-solving prowess?
- Mastery of the product set being sold?
- Ability to provide assistance and obtain answers from others?
- Proficiency in taking orders?
This leads to an important question…
What value does a buyer perceive in engaging with a salesperson, rather than opting for an AI chatbot or a customer service representative who may simply agree with everything?
From the buyer’s perspective, value may encompass:
- Inherent value in the product’s features—not the salesperson.
- Additional value provided by the solution, often highlighted by the salesperson, sometimes focusing on no-cost options.
- Value is created by changing the conversation and aiding the buyer in realising the need for change and its potential implications, either at a business or operational level.
- The buyer’s decision to consider the salesperson a trusted advisor based on the perceived value provided. However, not all buyers view salespeople as trusted advisors, and not all salespeople are regarded as such, which may not necessarily impede their selling ability.
It’s situational and the buyer defines the situation
The assertion that salespeople universally need to be experts and trusted advisors is an oversimplification. They must deliver the level of expertise desired by the buyer, recognising that some buyers may prefer assistance over expert guidance.
Salespeople should aim to create value during interactions. However, the value generated hinges entirely on the buyer’s needs and preferences—whether they seek technical/operational solutions or holistic business approaches.
Creating the expert, value-creating salesperson
This requires a nuanced approach as it’s all about change. Simply telling them to be experts and trusted advisors may not motivate many, especially those early in their careers, as it will scare them. It may even deter people who believe they’re already successful and so doesn’t apply to them. Instead, if we want to create a more expert seller, who reacts to the situational requirements of the buyer then we need to create a change program that:
- Communicates and educates people on the rationale behind being a situationally aware salesperson who adds value.
- Provides the training so they know how to do it.
- Offers opportunities for practice, feedback, and managerial support.
- Guides the transition from conscious application of knowledge to intuitive action through ongoing coaching.
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