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Leveraging “Trust” in the Sales Process

Leveraging “Trust” in the Sales Process. Bruce Rasmussen BruceRasmussen@pdcaustralia.com. Sales people and ethics What is trust? How to market trust Improving the levels of trust. Can we trust the sales team?. 49%. 34%. 22%. ETHICAL SALESPERSON BEHAVIOR IN SALES RELATIONSHIPS

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Leveraging “Trust” in the Sales Process

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  1. Leveraging “Trust” in the Sales Process Bruce Rasmussen BruceRasmussen@pdcaustralia.com

  2. Sales people and ethics What is trust? How to market trust Improving the levels of trust

  3. Can we trust the sales team?

  4. 49% 34% 22% ETHICAL SALESPERSON BEHAVIOR IN SALES RELATIONSHIPS Journal of Personal Selling & Sales Management, vol. XXIX, no.2.

  5. Feedback – technical colleagues • 59% believe the customer’s interests aren’t the primary focus • 43% attribute it to the archetype • 30% feel that “over promising and under delivering” is a major factor n=109 respondents Australia & NZ Why do you believe Sales has a “bad name”?

  6. WHY IS IT SO?

  7. NEXUS between BUYER and SELLER SEPARATION from SUPERVISOR INTENSE PRESSURE to PERFORM SALES MANAGERS will OVERLOOK TRANSGRESSIONS INVOLVEMENT in NEGOTIATIONS

  8. The economics of trust TRUST = SPEED + COST TRUST = SPEED + COST

  9. The myths around trust Trust is real, hard and quantifiable – speed and cost Trust is soft Trust is slow Nothing is as fast You have trust or you don’t Can be created or destroyed Difficult – but trust can be restored Once lost, trust can’t return Can be taught and learned – strategic advantage You can’t teach trust Trust is a function of both CHARACTER and COMPETENCE Trust is built solely on integrity

  10. ECM – market restraints Source: Frost &Sullivan, 2006

  11. ECM – market restraints Source: Frost &Sullivan, 2006

  12. MARKETING TRUST

  13. 4 cores of credibility CASE STUDIES RESULTS COMPETENCE PARTNER NETWORK CAPABILITIES GUARANTEED OUTCOME INTENT CHARACTER INTEGRITY WOM MARKETING

  14. Marketing and sales process AGREE DEPLOY SOLVE ATTRACT ENGAGE ELEVATE PLAN LEVERAGE

  15. GETTING A BETTER OUTCOME

  16. …an empty sales funnel will drive mere mortals towards desperate measures… …there’s 5 days to the end of the quarter, and you’re well short of target…

  17. Metrics • Sales • Gross contribution margin • Market share • Collections • Customer satisfaction • Activities • Salesperson capabilities • Data Views • Level • Growth • Target/goal • Ranking relative to peers • Focus • Product • Market segment • Channel • Company level • Timing • Monthly • Quarterly • Annually

  18. Sales Force Effectiveness Drivers Salesperson Drivers • Shapers • Recruiting • Training • Coaching • Culture formation • Compensation • Enlighteners • Customer research • Targeting • Data and tools • CRM systems Sales Job Definer Drivers • Definers • Sales strategy • Go-to-market strategy • Sales force design Sales force activities Customer results Company results Salespeople • Exciters • Leadership • Compensation • Motivation programs • Meaningful work • Controllers • Performance management • Coordination systems • Vertical and horizontal communication • Compensation

  19. Bruce Rasmussen BruceRasmussen@pdcaustralia.com +61 414 878 714 www.pdcaustralia.com

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