Let’s start talking about complex sales...
We continue the discussion started in the "Crystal Ball" in May, on models of sales effectiveness.
One must begin by clarifying the concept of model of effectiveness. In a nutshell, it is the theory that defines the elements of a complex reality and describes their interrelationships.
A model of effectiveness is expected to indicate a procedure that tells one or at least suggests what to do in a given situation to achieve ones set goals. The model of effectiveness is not an instruction manual; if anything, the opposite is true. A good instruction manual or a good training method are based on a model of effectiveness that has demonstrated its worth in practice. Socrates, for example, "invented" a model of effectiveness for the development of knowledge: making questions, to encourage people to dialogue. Not much different to what an area manager establishes when he accompanies his juniors in training.
Naturally, a true model of effectiveness is more complex: it lays down what questions to ask, with what objective, at what stage of the sales action, enabling the classification of the possible answers and indicates things to say or not say in the various circumstances.
Hence speaking about sales in general is not enough, you are likely to produce empty talk. It is necessary to distinguish and clarify what types of sales we are talking about in order to develop a suitable model of effectiveness.
The first area to be described is that of complex sales, sometimes called "big sales" or "major sales", according to the notation of the first authors that dealt with the same.
Complex sales
These sales are characterized by four factors:
• a high monetary value of the product/service to be sold. The profound dynamics of sale of a flat or an industrial plant are intrinsically different from those that regulate the process of selling a sports jacket or a table lamp;
• by the fact that one is dealing with relatively rare events: in an average company a couple of generations may pass by before the facilities are renewed, and the vast majority of families buy only one flat in a lifetime;
• hence buyers consequently have little experience as to how you buy the said important asset or item;
• costs are extremely high and, in general, the consequences of a wrong decision are heavy. Just think of an undersized manufacturing plant or a poorly located commercial investment to get an idea of what we're talking about.
The generalist school of thought, that committed to stating that... "Selling sheets from door-to-door or industrial plants is the same thing; you only have to understand the customer’s needs and satisfy them..."was outmoded a good few years ago.
Today it has been proved that the complex sales model of effectiveness must begin with the analysis of the customer's buying cycle. Compared to the generalist school which focused on the seller, the change is evident and extremely significant. We'll speak about it in detail in the next issue.
A cura di Roberto Furlanetto,
Consulente di Direzione
[email protected]
