There are some things the leaders of the sales team does not want the CEO to know. The first "hidden" issue suggests that if your sales team is selling in the same way they did just 24 months ago, your company is in major trouble.

The second hidden issue - research demonstrates that over ninety percent of all sales organizations are selling in the same way they did 36 months ago.

That's trouble!

But, it can and should be a major opportunity for your sales organization.

Markets change. Competition, large, small, and non-traditional evolves. Clients become more demanding. Technology impacts the sales process. Product sameness causes problems. While this list could continue for several pages, the unfortunate fact is that while markets, businesses, and departments evolve, it is often the sales and sales management functions which are the last to change. And - because good times camouflage the poor performance of sales
-The Future Is Now!

The Beveridge Consulting Group is an international sales and marketing consulting firm that specializes in helping our clients grow their sales profitably through coaching postured sales management and the execution of a proactive customer focused sales effort. In working with presidents and CEO's everyday, we have identified five "top of mind" questions these executives should be addressing with the leaders of the sales team.

How can we capitalize on the fact that 90% of the world's sales organizations are using antiquated selling skills and systems?
Look outside your industry. Who identifies needs better than anyone else? Who delivers value added ideas like your industry has never seen? Learn from these examples then put in place the tools, resources, and leadership to partner with your customers based on a philosophy of "we won't ask for your business unless we have a plan to help improve your business."

How does the sales team demonstrate a marked difference in the marketplace, while many are convinced they are relegated to selling commodities?
It's true, yet 90 percent of your sales team has not identified the fact that only forty percent of the customers buying decision is product specifications and pricing. Most of your sales people consciously or sub-consciously believe that they could sell if they were given a better product at the lowest price. Improved margins, customer penetration and product mix will happen the day our team stops selling product and begins marketing unique and tailored solutions.

How can the sales team maintain margins when you will never again long term have a competitive advantage in product or price?
The maintaining of margins is not a management responsibility. It is sales responsibility. In today's market improved margins are not only possible, improved margins are probable when the sales team develops the ability to provide plans and ideas so powerful and targeted, that the customer is more anxious to buy than you are to sell. Help them do this and they will stop running to you asking for a lower price!

What will happen to our sales results when the economy turns south?
Success breed failure! Success breed complacency! Today you have sales people in these economic times selling more than they ever thought they could sell. Unfortunately many of these sales professionals fail to realize the fact that often - good times camouflage poor performance. Management must insure the systems and management is in place to develop continuous improvement, which allow our people to survive in good and tough times.

How do we transfer the accountability for results from management to where it belongs - in-the-field.
Have you ever heard a sales representative tell you they lost the sale or didn't get the margins they wanted because of their skills? Hell no! The blame is always placed elsewhere with the sales team pointing to "them." Too many managers are communicating to us that the sales team is more successful today than ever before at pushing the accountability for results from themselves to management, operations, credit, production or any other internal department affectionately known as "them." Developing a crisis to perform at the line level is mandatory today and must be built into your sales management processes.

To explore the possibility of Dirk Beveridge speaking on these issues at your next business meeting visit the Book Dirk section of our web site. It is guaranteed, he will make a real difference at your meeting.

Visit the BOSS section of our web site for further insight into the needed positioning of your sales team and entire organization. Our presentation topics also offer some solid and proven ideas as to how best to make your company aware of the needed sales, management, and marketing expertise.

The Beveridge Institute of Sales and Sales Management provides university level coaching proven to improve the performance and productivity of field sales representatives and sales managers.

This article is provided by The Beveridge Consulting Group www.beveridgeinc.com™