Have you ever bought something despite disliking the salesperson? If you did, you probably remember feelings of frustration, pressure, or regret. While the product itself might have been fine, the negative experience likely left a lasting impression.
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When you step into a company as a fractional sales leader, the clock starts ticking immediately. You’re expected to deliver results quickly—refining processes, improving pipeline health, and driving revenue growth.
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Sales is a people business. A sales team is a group of often highly individualistic members selling in turn to a diverse group of decision-makers, people buying from people.
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After a few too many conversations with business leaders about the interplay between their budget constraints and challenges finding/keeping good salespeople, I thought to write this -- from the point of view of THAT business leader.
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Everyone is in sales, whether they realize it or not. Sales, at its core, is about influence, persuasion, and the ability to convey value. It's about presenting ideas in a way that resonates with others and motivates them to take action. When viewed through this lens, it becomes clear that sales permeates every aspect of our personal and professional lives.
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The adage "The customer is always right" has been a cornerstone of customer service philosophies for decades. This principle suggests that businesses should prioritize customer satisfaction above all else, believing that the customer’s perspective, needs, and demands should be met to ensure loyalty and success.
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The majority of wineries today focus their business model on growing their direct-to-consumer business. At the core of that strategy is converting winery visitors to club members, where they will receive extra care, focus, and attention to retain them as loyal customers. Wineries selling direct-to-consumer yield higher profit margins than sales to wholesalers.
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Reliability is the promise that a product will function as expected, a quality so fundamental that its absence can mean the difference between a product's success and its prompt rejection by consumers. We are drawn, almost instinctively, to products that seamlessly integrate into our lives, epitomizing the concept of 'just working'.
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Feeling disappointed in oneself is motivation to change, maybe the strongest motivation of all. And as a leader, how do you trigger this in a team member that is underperforming and who you want “to see the light?”
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Apologizing isn't just a learned behavior; it's a critical component of a business growth strategy. When you apologize to a dissatisfied customer, it can lead to reduced returns, enhanced brand reputation, customer loyalty, increased recurring revenue, and even the avoidance of legal challenges.
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