Back to office… but back to the buyer’s office?

mark bicknell Published by Mark Bicknell – 23 October 2024

We recently (Sept 2024) held a meeting of our KAM Club, in Milan to discuss the importance of Networking, both within and outside one’s company.

Judith Garcia Galiana ( ex Global VP 3M) made an inspiring exposé of her methods and the impact networking and strategic relationship planning had in her impressive career path; how relationship building enhances both career advancement and business development in the long term.

Speaking with one of our KAM Club members who supplies HVAC components to multinational corporates and to large projects, the following emerged. “ I fully agree with the importance and value of relationship building but in an international planning meeting within our company, many colleagues pointed out that one huge barrier to SOW improvement and cross selling is the near impossibility of meeting our customers. Buyers accept quick call if we are lucky sometimes not even. Networking and relationship building? Very tough”

As many companies are encouraging people to move back 5 day into the office (investment banks, Amazon among many recently publicised policy moves), the question for which I fear we, in sales, all have an answer is, does this mean the return to in person sales calls? In some sectors yes or sometimes, in many no, or only now and again!

So what are the implications of this and what should sales exec’s do? What is the context of this evolving new normal.

Time and space compressed sales excellence.

Generally, buyers have less time; speed and pertinence become valuable and distinguishing elements. Note people certainly still want to connect, laugh and touch on non professional interests, but the sales executive should be hyper-sensitive or super explicit about the time the customer can comfortably spend with him or her. As one business partner recently said to me “ Speed is a value in and of itself”

But we need to be quick but often within a TEAMS or Zoom screen, not in the buyer’s office.

So what does this mean for sales executives with regard to both prospection and account development?

Let me simply pose some questions to allow you to assess your own or your sales team’s ability to thrive in this environment in which time and space are compressed?

  1. Are you able to present yourself roughly a minute in a memorable way and one which, in some way, allows the customer to feel that you have skills, experience or interest which is somehow relevant to him/her?
  2. Are you able to invite your counterpart to say something about himself in a natural, not creepy way?
  3. Are you able to propose logical meeting agenda which purveys a sense of purpose and give the feeling to the customer this meeting will be useful?
  4. Do you use this moment to check if the customer is ok or wants to add something?
  5. Are you able to pick up the many signals that are contained within how they frame this meeting?
  6. Have you researched the target or are you up to date with your customer’s business challenges to allow you to pose questions which clearly show you are positioned to speak on an equal level?
  7. How good are you at posing both open and closed questions which allow you to test hypotheses you have about possible TCO issues or which can uncover areas of value your proposition can bring to the customer?
  8. Do you have a broad selection of sector relevant case histories or success stories which can leave the customer reassured that your company is a reliable partner for this specific issue?
  9. Are you agile enough to match these cases/ success stories to the needs and issues uncovered in the discussion?

Is a big call and actually this list is not even complete!

So how do I ensure my sales team is at this level and able to perform within this time and space compressed reality?

A good place to start is to review the questions I have posed above. Essentially working with colleagues to ensure swarm knowledge, picking up latest issues both in direct customer contacts and via social listening. These are ways to build on the content and context elements.

However, as all sales people and comedians know, it’s not just what you say, but “the way you tell them”.

Here we recommend specific training or mentoring using both asynchronous and synchronous coaching methods. ( we have both in the Halifax Sales Bootcamp, but that’s enough self promotion). Asyncronous coaching is best for pitch and presentation skills and has the advantage to allow the sales person to see and hear himself/ herself, try, refine and improve their approach. Synchronous coaching allows them to develop listening skills ( yes really listen and ask before diving into your comfort zone of product presentation). It allows the sales person to work on their questioning strategy. How to cover many areas in the little time available

So what are my conclusions?

If in your business, your sales staff complain about reduced access to customers and use this as an alibi for slower business development, take a serious look at their ability to relearn their commercial skills to be able beat their competition in speed and relevance.

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