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Some Ideas For Sales Supervisors Wanting To Build a Zero-Mistake Culture In Their Sales Force

February 6, 2012

The ‘zero mistake’ goal was initially established in production environments. It really is far more economical to manufacture a flawless item from the very start than to look for flaws that have emerged in manufacturing and having to fix these. This successful idea can also be transferred to sales and is for that reason frequently included by sales supervisors in their sales training programmes. Zero errors in selling means the sales team ‘creates’ no un-happy customers.

It will take a lot of work to create a zero error culture in selling. The job starts off with you, the sales manager. When you have recognised the merits of the course of action, you need to shift this conviction to the salespeople. From there it really is a simple step to transfer this to the customers.

Prior to laying a finger on the sales organisation, do a form of stock-taking.

Increase your own client contacts. Accompany sales people to client visits or make client visits your self. Listen and experience first hand what the customers really think of you, the product plus the service you deliver.

See the very last complaint process through to its resolution. What possible improvements did this suggest to you? What makes clients dissatisfied and what tends to make them satisfied?

Observe your self: how do you talk to the salespeople about clients? What’s your attitude towards clients? How does your attitude and conduct colour the conduct of the sales people?

Taking stock may show you where you stand and exactly where, as a result, the vast majority of the sales team stand.

Happy customers never come about just because you send your salespeople to the relevant sales training seminars. The basis for producing satisfied clients is actually a working environment which makes it possible for no mistakes to occur, combined with an appreciation of the customer and his/her desires.

Organise the selling process to make it as simple and streamlined as you possibly can. Complex official channels for order forms, numerous copies of order information by hand and vague responsibilities do not create situations suitable for flawless work. Get rid of all of the actions between customer contact and delivery that are actually not necessary or which tend not to add to client satisfaction.

Convey your appreciation of the customer to the sales men. Top performances in selling always rely on the working atmosphere. If you appreciate a customer and their satisfaction is very important to you, this attitude will rub off on your sales force. Exactly the same is unfortunately true of the reverse.

If some thing goes wrong, make up for it!

There are actually still businesses that force bureaucracy on their clients and insist on the small print. The reason for this is at times limited freedom of decision-making on the part of the sales man or service representatives.

Therefore, if anything goes wrong, the individual in contact with the client has to have the motivation along with the freedom to compensate for the mistake in some manner. The client really should believe that:

Everybody in your company has a stake in making sure that everything goes according to plan with the delivery – even if occasionally a mistake occurs. He does not have to carry the can for your error.

For instance: you have delivered on time, but haven’t delivered their entire order. Don’t wait until your customer calls you to complain. Speak to your customer and explain what has happened and apologise for the error. Offer them an alternative: delivery as soon as the products are available, naturally free of charge, or immediate delivery of a substitute product.

Build up a consistent follow-up process. Each and every client who does not go on to purchase more goods from you should be asked “why”. This is the only method to locate potential weaknesses inside your sales organisation. You may be astonished how much info you get this way concerning the current market, your competition and the client. Make the info you receive readily available in report form to the salespeople and also the office sales team.

In conclusion, close customer relations and constant customer orientation, supplemented by focused sales training are methods of reaching competitive advantage. During times of high cost pressure you’ve the added benefit that these measures don’t need to have a substantial budget.

Richard Stone is the Business director of Spearhead Training Group Limited, a company that supplies a full range of management and sales training courses designed for increasing business and personal effectiveness. It is possible to view additional articles at http://www.spearhead-training.co.uk

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