Some salespeople will typically try to clinch a deal with every potential client they meet. However, by qualifying clients and filtering out those from whom they are less likely to obtain meaningful business, they can invest more time in the 20% of clients more likely to provide them with new business - the Pareto or "80-20" principle.
Balancing the personal touch with the benefits of communications technology can be one of the keys to working smarter in applying this sales maxim.
Emails and SMSes are important tools, but salespeople need to understand how to use them. Instead of driving to see two customers over a four-hour period - from whom they may not obtain business anyway - they could more productively contact 50 clients through emails, SMSes or phone calls.
Mixing personal contact with business is another mistake to be avoided. Don't phone somebody on their birthday and then try to sell them a product. Similarly, don't send out a stock email to a client with a large distribution list. Send the message in a more personalised form that is appropriate for specific individuals, and it will have 10 times the impact.
Companies should invest more time in strategic selling skills, enabling salespeople to qualify clients and to categorise them - in order to turn such associations into rewarding business opportunities. This can be summarised in two principles: "Target your client base, in line with the 80-20 principle, and once these clients are identified, spend time building relationships that can eventually translate into business."
Among critical mistakes is that salespeople may notch up a high call rate - under pressure from managers to do so - while targeting clients who are unlikely to bring in the type of business that aligns with their company's strategy and objectives. Conversely, they may contact people who are not authorised to make business decisions.
If company managers put the emphasis on monitoring call rates, salespeople will give them what they are measuring - higher call rates. Salespeople will tend to approach easily accessible clients who are not normally those who will bring in big business.
Such companies will be working contrary to their own best interests.
The quality of calls is more important than the quantity. Salespeople should rather be encouraged to target the right clients and decision-makers - a strategy that is likely to have a greater impact in bringing in new business.
Frittering away time unproductively instead of focusing on the correct priorities is another common error. A typical planning mistake among salespeople is to spend the start of the day opening and answering emails, becoming bogged down to the extent that they are unable to spend enough quality time with clients who really matter.
In today's world of instant electronic communication, with the distractions of cellphones and emails, salespeople need to plan and manage their time much more productively - and then have the discipline to stick to that strategic plan.
Sales managers are also not immune from common errors. Most see coaching as essential in developing their salespeople. But many sales managers err in becoming office-based administrative managers, while the best sales managers are invariably in the field, observing sales people in action and coaching and offering advice.
Top-quality coaching is underutilised in South Africa. An experienced and objective sales manager can add an incredible amount of value to the salespeople with whom they work and coach.
