During my tenure as a Sales Leader there were many facets of my “Leader/Manager” role I had to fulfill. The laundry list of skills was not too long: planner, recruiter, motivator, coach, mentor, https://issuu.com/raxxdirect/docs/thunderbird-fall16/18 etc. I also needed to help land a few sales whales-the big accounts for our team to get us over the top and stir up some regional activity for the team. These large accounts usually were global OEM’s and involved a more complex sale.
The field salespersons on our team had the requisite skills and authority to handle their regional accounts-they were relationship builders, technical experts, application problem solvers, effective networkers and old fashioned tireless workaholics. I didn’t have all these same skills as my direct reports. They were always much stronger than me technically. We had to develop a new set of skills to win at Large accounts. We would build skills at the HQ level and then transfer this knowledge for our local sales teams so they could apply these skills in their territory and they could become regional sales leaders.
We have all realized the buying process has changed drastically over the past 5-10 years. Sales processes and practices needed to adapt to win large accounts. How has the buying process changed?
What selling skills need to be added in this new environment?
Do you want to have a free fifteen minute discussion on large account sales process? Sign up on my web site http://www.jimthomasintl.com/ or contact me directly by phone.