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- They foster strong relationships with their customers<\/b>\n
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- Top sellers focus on building strong relationships with fewer customers (rather than having superficial relationships with many customers who aren\u2019t engaged)\n
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- They spend up to 33%<\/b> more time with customers per week <\/li>\n
- That\u2019s typically 2-4 additional hours<\/b><\/li>\n<\/ul>\n<\/li>\n
- These metrics are not one-size-fits-all<\/li>\n
- The right balance varies by company, based on what\u2019s being sold<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
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- They have a large company network<\/b>\n
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- Top sellers have 30-40%<\/b> larger networks within their company <\/li>\n
- That\u2019s typically 10-20 more people <\/b>they interact with regularly<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
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- They keep commitments<\/b>\n
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- When they make a promise, they keep it<\/li>\n
- This reinforces trust in their relationships<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
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- Top sellers keep track of all their interactions in a CRM platform\n
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- Streamlines the sales process<\/li>\n
- Organize all of your data in a single location<\/li>\n
- Spend more time selling\u2014not searching for information<\/li>\n<\/ul>\n<\/li>\n
- Top salespeople have a mastery of:<\/b>\n
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- Customer engagement<\/b>\n
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- This includes:\n
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- Number of accounts touched<\/li>\n
- Time spent with each customer<\/li>\n
- Frequency of interactions<\/li>\n
- Breadth and depth of relationships <\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n
- Internal networks<\/b><\/li>\n
- 3 sub-categories of internal network characteristics:\n
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- 1. General<\/b>\n
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- Number of relationships within the company<\/li>\n
- Time spent interacting with colleagues <\/li>\n
- Influence within the network<\/li>\n<\/ul>\n<\/li>\n
- 2. Support resources<\/b>\n
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- A set of metrics focused on the relationships reps build with support staff, including:\n
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- Pre-sales specialists<\/li>\n
- Inside sales reps<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n
- 3. Management<\/b>\n
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- Metrics that reveal the relationships between reps and their direct managers<\/li>\n
- Engagement with company leadership<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n
- Energy<\/b><\/li>\n
- Metrics that measure overall time and effort exerted by salespeople<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
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- Versatility<\/b>\n
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- Want to improve your versatility?\n
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- Observe first<\/b>\n
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- When you first meet someone new, note how they behave. Are they:\n
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- Loud or soft? <\/li>\n
- Fast-paced or unhurried? <\/li>\n
- Outgoing or more reserved? <\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n
- Shift your behaviours<\/b>\n
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- If you behave differently than the person you observe, try shifting your behaviours as you interact\n
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- For example, if they are formal and reserved,<\/b> and you are outgoing and informal,<\/b> try engaging on their level of formality<\/b><\/li>\n<\/ul>\n<\/li>\n
- Shifting your behaviour does not mean changing your beliefs or values<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n
- Assertiveness<\/b>\n
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- Helps you move a prospect forward without offending or frustrating them<\/li>\n
- Assertiveness is a happy medium between passivity and aggressiveness\n
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- Three basic responses when a customer delays a decision:\n
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- Passive: <\/b>“Could you give me a call when you’ve made a decision?”\n
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- This response puts the sale on hold indefinitely <\/li>\n<\/ul>\n<\/li>\n
- Aggressive:<\/b> “If you don’t buy right now, the offer is off the table.”\n
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- This response creates pressure and resentment<\/li>\n<\/ul>\n<\/li>\n
- Assertive:<\/b> “Can you give me a specific time and date when you’ll make your final decision?”\n
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- This response sets up the conditions for the close, but doesn\u2019t force the customer’s pace<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n
- Empathy<\/b>\n
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- Adapt to the customer’s moods and emotions\n
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- Listen, observe, and feel what the customer feels<\/li>\n<\/ul>\n<\/li>\n
- This helps build a better relationship <\/li>\n
- Depending on the customer, decide whether they would prefer to:\n
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- Commiserate<\/li>\n
- Complain <\/li>\n
- Be distracted from the situation<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
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- Problem solving<\/b>\n
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- Create new ways to satisfy the customer’s financial and emotional needs<\/li>\n
- Follow this four-step process:\n
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- 1. See the customer\u2019s situation as it is<\/li>\n
- 2. Help the customer visualize a better situation<\/li>\n
- 3. Devise a plan to take the customer from where they are now to where they want to be<\/li>\n
- 4. Communicate the solution in a way that makes it easy for the customer to make a decision<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n
- Optimism<\/b>\n
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- Helps you maintain a sense of balance when things go wrong <\/li>\n
- For example:<\/b> If the first sales call of the day goes poorly, it could affect your performance for the rest of the day based on your point of view:\n
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- View 1:<\/b> A bad first call means I’m off my game. This will be a bad day.<\/li>\n
- View 2 (Optimistic):<\/b> Every sales call is different. The next call will probably be better.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
Conclusion<\/b><\/h3>\n
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- It takes effort to become a master salesperson, but with the right attitude and actions, anyone can mold themselves into a sales machine. With time and patience, customers will take note and allow you to lead them through the sales funnel.<\/li>\n<\/ul>\n
![\"\"](\"https:\/\/www.salesforce.com\/ca\/blog\/wp-content\/uploads\/sites\/12\/2023\/10\/how-to-shape-yourself-into-a-master-salesperson.jpg?strip=all&quality=95\")
<\/img> <\/p>\nWant more insight? Read our eBook, \u201c5 Secrets of the Most Productive Salespeople,\u201d available below.<\/i><\/p>\n
<\/img><\/a><\/p>\nShare “How to Shape Yourself into a Master Salesperson” On Your Site<\/h3>\n
- View 2 (Optimistic):<\/b> Every sales call is different. The next call will probably be better.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
- View 1:<\/b> A bad first call means I’m off my game. This will be a bad day.<\/li>\n
- Problem solving<\/b>\n
- Adapt to the customer’s moods and emotions\n
- Passive: <\/b>“Could you give me a call when you’ve made a decision?”\n
- Three basic responses when a customer delays a decision:\n
- For example, if they are formal and reserved,<\/b> and you are outgoing and informal,<\/b> try engaging on their level of formality<\/b><\/li>\n<\/ul>\n<\/li>\n
- If you behave differently than the person you observe, try shifting your behaviours as you interact\n
- When you first meet someone new, note how they behave. Are they:\n
- Observe first<\/b>\n
- Want to improve your versatility?\n
Behaviours of Successful Salespeople<\/h3>\n
- Metrics that measure overall time and effort exerted by salespeople<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
- A set of metrics focused on the relationships reps build with support staff, including:\n
- 3 sub-categories of internal network characteristics:\n
- This includes:\n
- Customer engagement<\/b>\n
Master Salespeople Focus on Metrics<\/b><\/h3>\n<\/ul>\n
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- Top sellers keep track of all their interactions in a CRM platform\n
- That\u2019s typically 10-20 more people <\/b>they interact with regularly<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
- Top sellers have 30-40%<\/b> larger networks within their company <\/li>\n
- That\u2019s typically 2-4 additional hours<\/b><\/li>\n<\/ul>\n<\/li>\n
- They spend up to 33%<\/b> more time with customers per week <\/li>\n
- Top sellers focus on building strong relationships with fewer customers (rather than having superficial relationships with many customers who aren\u2019t engaged)\n