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Digg it UP - Business Ethics: How The Sales Function Can Transmit Company Values
Many small business owners today act like lemmings following each other into a sea of choices when it comes to advertising only to drown in the murky waters of minimal return. Do you believe if the world's best artist painted a copy of the Mona Lisa that it would create a buzz? Not really....It would always be just another copy. So why do so many businesses (and agencies) fall into the same "copycat trap" with their traditional ad campaigns of newspaper-yellow page-radio spot-bottom line-end of story- strategies and then complain about the results?!Advertising by nature is the business of drawing public attention to goods and services performed through a variety of media. It is the most important part of a company's overall promotional strategy. While traditional marketing isn't necessarily negative (though it can irk the consumers it's trying to attract), it is somewhat "in the box" narrow minded focus. Time for more creativity...I sense a degree of urgency in today's advertising environment before the public goes "tivo" in regards to all ads.That's where the Art of Marketing FREE comes in! The most compelling and irresistible offer is something for free. The basic concept is for small businesses to provide a product or service to a compatible business or non-profit organization for FREE and in doing so; create an advertising opportunity in the process!A brief overview of one such program that we have made available to our clients is the Office Magazine Program. There are many variables and methods we have devised from implementing this program. Allow me to explain how an individual small business owner could profit from
Let's look at the above assumption. On the face of it, consultative questions seem to be supportive of the buyer, ostensibly showing care about the buyer's needs. But if a client has a need, does that mean she'll make a purchase? Does it mean that all of the internal deciding factors are ready to do something different? That the client wants to follow the path that your product will lead?
Doesn't the buyer have a string of decisions to make that are independent of the seller's product?
If the buyer has a need in one area, it is only part of a systemic issue that must be solved internally and systemically, and it can't be solved by the simple addition of a product. Not to mention that the buyer may have a specific time factors to weigh, partnering issues, strategy issues. We have no way of knowing the micro
For decades, gondola shelving has provided storeowners of all types with durable, affordable and versatile display options. Gondola systems have the ability to fit into almost any retail scenario regardless of merchandise or customer demographic and are available in a myriad of materials, finishes, sizes etc. As a result, selecting the right gondola system has the potential to be pretty overwhelming. Over the course of the next two articles, we will be highlighting the fundamentals of putting together a gondola system that maximizes the potential of your store, fits into your budget, and keeps your customers coming back.Determining a layout is the first step toward making a gondola system work well for your store. The decision to use gondolas vs. slatwall, grid, wood shelving or custom fixtures depends a great deal on what you are selling, who you are selling to and the limitations of your budget. A good rule of thumb is the greater the volume of product, the more gondola shelving you should use. That’s why you see gondola systems used heavily in convenience stores, supermarkets, dollar stores, etc., as these retail situations often require the simultaneous display and storage of many items on the same shelf.Next consider the height of your gondolas. Obviously, the taller the gondola system, the more space you can use to merchandise. Height does have its disadvantages however since taller gondolas decrease customer visibility and lead to a greater theft risk. Taller shelving also requires more customer assistance for issues like hard-to-reach items, which can divert time from both you and your employees. By taking the tim
"Boy," he said, "this method sure helps me close more deals and make more money. Thanks!"
"Glad I could help. Is that all you're looking for? To make more money?"
"What do you mean…all? What else is there? Sales is about closing deals and making money, right?"
"I'm surprised you didn't notice the value of becoming a trusted advisor, or how you can use the seller's role as one of a servant-leader to lead your clients to discover their solutions quickly."
"Well, I noticed all that. But it's all in service of me closing deals and making money, right? I don't mind doing it nicely if it gives me better results. But what's sales about if my job isn't about me making money?"
I'm wondering how many people out there still believe sales to be a job that is focused on making money? Or only about making money. All of us want to get paid fairly for what we do. The question is: how can we make money and make nice.
Most people get paid for doing a day's work. But most sales people get paid for the results of their work, not necessarily for a day's work. This leads to the tendency of sellers to have a different focus in their jobs than their non-sales colleagues: they often focus on 'closing' a sale rather than on the results of the interaction, or on 'doing a deal' rather than making sure the client has all their ducks in a row prior to making a purchase. As a result, sales practices and sellers can be seen as aggressive, pushy, eager to get immediate results, and less aware of the other person in the interaction.
What causes money, greed, manipulation, and self-interest to prevail at the expense of serving? What's stopping sellers from using their jobs to promote respect, integrity, servant-leadership, collaboration, and trust – for their customers, for their companies, and for themselves? Why is there a belief that it's not possible to serve and make money? To support and be aggressive? To be a trusted advisor and close rapidly?
I once began a Buying Facilitation® program at a major brokerage house. As I was being introduced, the manager mentioned that my program was the precursor to the program they were having the following week on 'closing' techniques. I was dumbfounded.
"You won't need that! You'll be able to close twice as many accounts in half the time after this program. What else do you need?"
"I know you say that's possible, but I don't believe it. It's one thing to have values. It's another to make money." After the program, the decision was taken to delay the 'closing' program and give it 8 weeks to see what the results would be from using Buying Facilitation®. It turned out that the brokers had a 25% increase in closed sales – the first month after the training. They cancelled the 'closing' program.
Given our business climate today, and the need to bring values throughout our corporations, and into our interactions with staff and clients, let's discuss how the actual function of sales can be used as a major delivery vehicle of ethics.
CONSULTATIVE SALES
As a start, let's look at the model and beliefs that modern sales folks operate from.
Fifteen years ago, Consultative Sales found its way into the sales culture. The promise here was to move away from just pitching product and include buyers into the process by asking the buyers questions – to help a buyer actually recognize a need for themselves so they'd clearly understand that they have a problem.
I'm not convinced that the addition of Consultative Sales has changed the equation any; the process is based on the theory that if the client discovers a need, he'll make a purchase. The questions are therefore manipulative: they are cleverly rooted in those areas in the client's environment that the seller knows will come up lacking, based on the seller's understanding of the buyer's environment and probable needs.
"Why do you ask questions?" I repeatedly ask consultative sellers?
"To discover what the client needs."
"And, what will you do with that information once you have it?"
"Understand their environment better."
"To what end?"
"To help them solve their problems [with my product]."
And there you have it: the assumption that just because the buyer may have a need in the seller's product area, they will be ready, willing, and able to align all of their internal systems and variables in a way that will allow for something new to enter their system.
Let's look at the above assumption. On the face of it, consultative questions seem to be supportive of the buyer, ostensibly showing care about the buyer's needs. But if a client has a need, does that mean she'll make a purchase? Does it mean that all of the internal deciding factors are ready to do something different? That the client wants to follow the path that your product will lead?
Doesn't the buyer have a string of decisions to make that are independent of the seller's product?
If the buyer has a need in one area, it is only part of a systemic issue that must be solved internally and systemically, and it can't be solved by the simple addition of a product. Not to mention that the buyer may have a specific time factors to weigh, partnering issues, strategy issues. We have no way of knowing the micro e
In this article, we will take an in-depth look at why new ideas rarely survive within corporate organizations, and how you can counter these factors, and open the way for innovation; thereby creating some very unique and viable career opportunities that you may not have ever considered for yourself previously.In the current American business culture, it has become habit for new ideas to be shot down before they’ve been given any time to develop and mature. It seems to have become a part of human nature to look first for reasons why something cannot be done, and lastly, if at all, at the merits of actually doing it. The net result is that, far from being encouraged, creativity and ingenuity, once the hallmarks of American business, are actively discouraged.Without considering the root causes of this backward attitude, what can be done to overcome it?In many companies, people are emerging at all levels who have a different attitude, one of offering suggestions and solutions to anticipated issues, and thereby adding value to a new idea. They have enough self-confidence and professional curiosity to look at the merits of a proposed product or process, and to brainstorm the possibilities, combining this idea with others, and expanding the scope or direction of the proposal. And they encourage others to give it a try.In the early stages, emerging ideas require a considerable amount of high level intellectual and technical development. Once an idea has developed to the point where it can be shown to be viable and profitable, it will be a much simpler matter to make a compelling case for the powers that be to consider a prop
What causes money, greed, manipulation, and self-interest to prevail at the expense of serving? What's stopping sellers from using their jobs to promote respect, integrity, servant-leadership, collaboration, and trust – for their customers, for their companies, and for themselves? Why is there a belief that it's not possible to serve and make money? To support and be aggressive? To be a trusted advisor and close rapidly?
I once began a Buying Facilitation® program at a major brokerage house. As I was being introduced, the manager mentioned that my program was the precursor to the program they were having the following week on 'closing' techniques. I was dumbfounded.
"You won't need that! You'll be able to close twice as many accounts in half the time after this program. What else do you need?"
"I know you say that's possible, but I don't believe it. It's one thing to have values. It's another to make money." After the program, the decision was taken to delay the 'closing' program and give it 8 weeks to see what the results would be from using Buying Facilitation®. It turned out that the brokers had a 25% increase in closed sales – the first month after the training. They cancelled the 'closing' program.
Given our business climate today, and the need to bring values throughout our corporations, and into our interactions with staff and clients, let's discuss how the actual function of sales can be used as a major delivery vehicle of ethics.
CONSULTATIVE SALES
As a start, let's look at the model and beliefs that modern sales folks operate from.
Fifteen years ago, Consultative Sales found its way into the sales culture. The promise here was to move away from just pitching product and include buyers into the process by asking the buyers questions – to help a buyer actually recognize a need for themselves so they'd clearly understand that they have a problem.
I'm not convinced that the addition of Consultative Sales has changed the equation any; the process is based on the theory that if the client discovers a need, he'll make a purchase. The questions are therefore manipulative: they are cleverly rooted in those areas in the client's environment that the seller knows will come up lacking, based on the seller's understanding of the buyer's environment and probable needs.
"Why do you ask questions?" I repeatedly ask consultative sellers?
"To discover what the client needs."
"And, what will you do with that information once you have it?"
"Understand their environment better."
"To what end?"
"To help them solve their problems [with my product]."
And there you have it: the assumption that just because the buyer may have a need in the seller's product area, they will be ready, willing, and able to align all of their internal systems and variables in a way that will allow for something new to enter their system.
Let's look at the above assumption. On the face of it, consultative questions seem to be supportive of the buyer, ostensibly showing care about the buyer's needs. But if a client has a need, does that mean she'll make a purchase? Does it mean that all of the internal deciding factors are ready to do something different? That the client wants to follow the path that your product will lead?
Doesn't the buyer have a string of decisions to make that are independent of the seller's product?
If the buyer has a need in one area, it is only part of a systemic issue that must be solved internally and systemically, and it can't be solved by the simple addition of a product. Not to mention that the buyer may have a specific time factors to weigh, partnering issues, strategy issues. We have no way of knowing the micro
The business world sometimes appears to be a war zone. Customers and clients feel that businesses don’t respect them. Workers mutter about the treatment from customers or clients, co-workers, supervisors, or employers. Employers complain about employees and customers or clients. Everyone seems to be angry about someone else. Let’s choose one battleground and examine it: the relationship between business’ representatives and customers (which includes clients). The old adage still exists somewhere that the customer is always right.Mrs. Smith fumed as she left the store. If the door weren’t automatic, she would have slammed it behind her. “Fifteen minutes I stood there while those clerks visited. Don’t they know without customers, they wouldn’t have jobs?” she complained to her friend. That business probably lost a customer.In another business, the receptionist tried to keep a smile on her face as a client berated her because the person he wanted to see wasn’t available. “I’m sorry, sir. Mr. Moore had a meeting across town and hasn’t returned. I’ll gladly take a message.” She smiled broadly. “I’m sure he will contact you as soon as possible.” She shrugged. “I really don’t know what else I can do unless you’d like to talk to someone else.”The angry man paused and stared at the young woman. “I’m sorry. There’s nothing you could do. I’m sorry I took my frustration out on you.” He gave a half-smile. “Is there someone else who might help me?” That business probably kept a client.At an ice cream shop that made their own ice cream sandwiches, a woman ordered one of the sandwiches. The clerk informed her that the ice cream h
"You won't need that! You'll be able to close twice as many accounts in half the time after this program. What else do you need?"
"I know you say that's possible, but I don't believe it. It's one thing to have values. It's another to make money." After the program, the decision was taken to delay the 'closing' program and give it 8 weeks to see what the results would be from using Buying Facilitation®. It turned out that the brokers had a 25% increase in closed sales – the first month after the training. They cancelled the 'closing' program.
Given our business climate today, and the need to bring values throughout our corporations, and into our interactions with staff and clients, let's discuss how the actual function of sales can be used as a major delivery vehicle of ethics.
CONSULTATIVE SALES
As a start, let's look at the model and beliefs that modern sales folks operate from.
Fifteen years ago, Consultative Sales found its way into the sales culture. The promise here was to move away from just pitching product and include buyers into the process by asking the buyers questions – to help a buyer actually recognize a need for themselves so they'd clearly understand that they have a problem.
I'm not convinced that the addition of Consultative Sales has changed the equation any; the process is based on the theory that if the client discovers a need, he'll make a purchase. The questions are therefore manipulative: they are cleverly rooted in those areas in the client's environment that the seller knows will come up lacking, based on the seller's understanding of the buyer's environment and probable needs.
"Why do you ask questions?" I repeatedly ask consultative sellers?
"To discover what the client needs."
"And, what will you do with that information once you have it?"
"Understand their environment better."
"To what end?"
"To help them solve their problems [with my product]."
And there you have it: the assumption that just because the buyer may have a need in the seller's product area, they will be ready, willing, and able to align all of their internal systems and variables in a way that will allow for something new to enter their system.
Let's look at the above assumption. On the face of it, consultative questions seem to be supportive of the buyer, ostensibly showing care about the buyer's needs. But if a client has a need, does that mean she'll make a purchase? Does it mean that all of the internal deciding factors are ready to do something different? That the client wants to follow the path that your product will lead?
Doesn't the buyer have a string of decisions to make that are independent of the seller's product?
If the buyer has a need in one area, it is only part of a systemic issue that must be solved internally and systemically, and it can't be solved by the simple addition of a product. Not to mention that the buyer may have a specific time factors to weigh, partnering issues, strategy issues. We have no way of knowing the micro
Writing a business plan can be quite a difficult task for individuals new to the world of entrepreneurship. However taxing this task may prove, it is essential for the development and success of the business. When beginning your foray into developing your own company, be sure to put great thought and effort of the planning and writing of this groundbreaking document. This plan will remain with your company throughout its life as a reminder of the company's goals and aspirations.If you find writing a difficult task, seek the help of a professional. If you know a professional writer, ask him or her to aid you in the development of this text. If your budget permits, you may want to invest in the services of a respected business writer in your neighborhood to develop the document that serves as the cornerstone of your business. Be sure to use a proper tone and formal language when developing this text. Furthermore, carefully edit and proofread the text for any spelling or grammatical mistakes that may occur. Since this plan will represent your business as a whole, it is imperative the plan is flawless.There are several items necessary for inclusion in your business plan. These topics range from the reason for forming the business to an explanation of the goods or services offered to the method of financing the entire endeavor. Usually, a business plan follows a general series of themes or topics. Each topic addresses one part of the business from goals to advertising plans. Be sure to completely fulfill each theme or topic to best prepare your business.If you are unaware of the purpose of a business plan or wonderin
Fifteen years ago, Consultative Sales found its way into the sales culture. The promise here was to move away from just pitching product and include buyers into the process by asking the buyers questions – to help a buyer actually recognize a need for themselves so they'd clearly understand that they have a problem.
I'm not convinced that the addition of Consultative Sales has changed the equation any; the process is based on the theory that if the client discovers a need, he'll make a purchase. The questions are therefore manipulative: they are cleverly rooted in those areas in the client's environment that the seller knows will come up lacking, based on the seller's understanding of the buyer's environment and probable needs.
"Why do you ask questions?" I repeatedly ask consultative sellers?
"To discover what the client needs."
"And, what will you do with that information once you have it?"
"Understand their environment better."
"To what end?"
"To help them solve their problems [with my product]."
And there you have it: the assumption that just because the buyer may have a need in the seller's product area, they will be ready, willing, and able to align all of their internal systems and variables in a way that will allow for something new to enter their system.
Let's look at the above assumption. On the face of it, consultative questions seem to be supportive of the buyer, ostensibly showing care about the buyer's needs. But if a client has a need, does that mean she'll make a purchase? Does it mean that all of the internal deciding factors are ready to do something different? That the client wants to follow the path that your product will lead?
Doesn't the buyer have a string of decisions to make that are independent of the seller's product?
If the buyer has a need in one area, it is only part of a systemic issue that must be solved internally and systemically, and it can't be solved by the simple addition of a product. Not to mention that the buyer may have a specific time factors to weigh, partnering issues, strategy issues. We have no way of knowing the micro
Today’s job market is a dog eat dog environment. You are competing against global candidates, ever younger, ever more technologically competent, ever more willing to work for less. How you approach your job search is key to your success.Here are the things you need to determine before you begin your job search:1. What do you value in the work place? What do your ethics demand in the way of what you give at the job? What is your philosophy of working? Are you a 9-5 kind of person? If so, maybe the more structured government work routine is to your liking, then. Do you work at all kinds of odd hours, well into the night? Then maybe freelance work or a self-directed selling career is for you.2. Make a long list of all the companies you think you might like to work for – do your research first and find out what their style is, what they are looking for, how they operate. Don’t eliminate any company just because you are not sure you qualify. If the company appeals to you, put it down on your list.3. Discover who the hiring manager is – by name. If you can’t direct your inquiry to that person, directly, you will have much less of a chance of success in getting the job.4. Put down the names of everyone you know who might be able to introduce you to a hiring manager. Don’t be afraid to ask for this help – people love to feel like they are “in the know” and will be happy to pass your name along. And if they can’t give you a referral, they might have a good tip for you.5. Always have your resume prepared by a professional so that it stands out from the pack, emphasi
Let's look at the above assumption. On the face of it, consultative questions seem to be supportive of the buyer, ostensibly showing care about the buyer's needs. But if a client has a need, does that mean she'll make a purchase? Does it mean that all of the internal deciding factors are ready to do something different? That the client wants to follow the path that your product will lead?
Doesn't the buyer have a string of decisions to make that are independent of the seller's product?
If the buyer has a need in one area, it is only part of a systemic issue that must be solved internally and systemically, and it can't be solved by the simple addition of a product. Not to mention that the buyer may have a specific time factors to weigh, partnering issues, strategy issues. We have no way of knowing the micro elements that maintain and create the problems we perceive.
When sellers assume their job is to understand the buyer's needs and solve them, they are committing the ultimate disrespect:
- that an outsider knows more than the insider;
- that the insider has been unsuccessful in solving his own problem;
- that the problem is a simple one (and eschews all of the politics, partnerships, initiatives, and personalities that have created and maintained the problem) and can be solved by purchasing a new 'something';
- that all of the internal variables contained within the prospect's culture will easily assemble around the seller's solution in a way that will serve the organization's mission and strategic vision.
In other words, at the point that sellers believe they have a solution for their buyers before the buyer has discovered all of the systems pieces that need to be lined up, and before buyers can specify all of the systemic components of what a solution would need to look like, they are committing the ultimate act of disrespect.
VALUES
Sales people are in a primary position to be a company's ethical representative: they are the primary emissary who touches clients daily. Sellers hear clients' needs and concerns; they share thoughts and ideas. Sellers are also in a position to convey client information back to the company. Successful companies understand that their sellers are their brand ambassadors.
Who are the sales people in a company? At UPS it's the delivery people. At the phone companies it's the customer service reps. At banks it's the tellers. At service and repair companies, it's the techs. In doctors offices it's the admin, or the payment officer. Every person who touches a customer is doing a sales job, and by definition must carry the values of the company. Every person.
I've recently had a spate of calls from banks and financial institutions seeking to expand their environment from one of a service environment to a sales environment. I have asked them all the same question:
"What are your criteria for training up your people?"
"To increase revenue."
"Is that all?"
"What else? We do service well. Now we just have to bring in more revenue."
Sales people - all of the people who touch customers – are in a prime position to teach customers how to:
- make their best decisions efficiently;
- differentiate between vendors and products;
- recognize and organize their own unique internal issues so they won't face chaos when they make a purchasing decision. Sellers are also in a prime position to become trusted advisors – even on short telesales calls.
Because sales has been based on getting products sold and using product data as the main vehicle (Tell me who among you has never assumed that because your product is terrific that buyers will know how to buy it…. once you explain it, present it, advertise it, and pitch it brilliantly??), ethics have often been ignored.
For me, the answer to the question that my caller asked – "But what's sales about if my job isn't about me making money?" – is serving.
For me, the responsibility of sales people, as the representatives of companies who touch customers daily, is to create an ethical foundation on which companies can flourish. Without business healing the world can't flourish. And sales is the foundation on which companies stand: without selling product or touching customers there is no need to have Boards, or to discuss leadership, for example, because the companies won't exist.
We can use the job of sales as the way to promote, offer, exhibit our company values; a way to show our customers and our partners, our vendors and our teammates exactly what we stand for.
WHAT DO WE STAND FOR
And what, exactly, do we stand for? As companies? As employers? As product manufacturers?
If we don't know, we shouldn't be in business. If we don't want more than to sell product, if we don't enter into business with any idea other than making money, we are losing a big opportunity of using our position to make a difference.
I believe – and I'll go out on a limb here – that those companies who thrive by creating values-based organizations will fare better over the next decade then those t
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