Sales Manager

Train Your Customers to Think of You First

Brad Moules Sales, Sales Manager
Train Your Customers to Think of You First

In sales, you can train your customers by building a relationship that will ultimately yield tremendous rewards. If you don’t train them, your customers may forget you’re out there and go instead to your competition, even if they were happy with you and the service you provided. They simply won’t even think of talking to you about their current needs. That’s why you need to develop a level of familiarity and presence that makes you unforgettable, even indispensable.

Generate more sales by using this plan to train your customers to always think of you first.

Find a way to build your relationship with each of them, such as regularly passing along information via e-mail, even on a daily basis, that will benefit the customer. Relationship-building activities keep you in the forefront of customers’ minds, and while these activities won’t necessarily be immediately income-producing, they will have a positive impact down the road when the customer thinks of you and the value you added to routine service.

From a sales standpoint, you need to be consistent with your customers, so they know what to expect from you and how much they can depend on you.

For example, you should always return their calls within an hour or two of their leaving a message, not sometimes call back an hour later and sometimes call back three days later.

If you have this professional approach, and you consistently deliver what your customers want without being asked, you’ll be the first one they think of because you have made yourself indispensable. In other words, they’ll use you consistently if you behave consistently and consistently produce good results for them, even if they’re not officially your customer.

Customers also have needs, and they do business with you because you can meet, anticipate, and predictably fulfil those needs. To meet your customers’ needs, you must take the time to get to know each individual. Your familiarity with them will help you discern what their particular needs are, thus allowing you to better meet them.

Don’t limit the lengths to which you’re willing to go to accommodate your customers. If it’s not illegal, immoral, or unethical, do it. If anyone in your organisation complains that you’re favouring a client for whom you’re going a bit out of your way, explain that you’re not giving preferential treatment so much as you’re meeting one particular customer’s different needs, and that you’re committed to meeting all needs equally.

As you learn your customers’ needs, learn as much as you can about the intricacies of their business, the individuals on their staff, and their roles and relationships within the organization. Especially if you’re selling to different industries, be willing to go into their businesses and learn the idiosyncrasies of the industrial manufacturer, the habits of the healthcare facility, and the quirks of the cleaning supply company. Pick up every detail you possibly can that will help you build that relationship and show you how to better serve those customers. The payoff is that you begin to look like one of them, and they perceive you as being a part of their internal team, which is what you really want, as opposed to being perceived as a salesperson who just comes in to make a sale.

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Driven – KIA Stinger GT

Brad Moules Sales, Sales Manager, Test Drives
Driven – KIA Stinger GT

With the demise of the local car manufacturing industry and with it the large Aussie-built RWD sedan many have questioned “what next?” These types of vehicles have been part of our motoring culture over the last 60 years or so – if not icons. Questions are common like, “If we’re not manufacturing vehicles for this segment of the market – what will be imported as a suitable replacement this side of so-called ‘luxury’ brands, and by whom?” Well, apparently out of nowhere like some kind of wasp – as the name suggests – KIA has stepped up to the plate with its new Stinger.

KIA has been one the most rapidly changing brands in the 21st century automotive market, moving from apparently ‘cheap-and-nasty’ to dead-set quality and reliability (as their massive seven year unlimited kilometre warranty suggests). But can this brand step up to fill this market gap and pull it off? The short answer is YES.

Maneuverability and strength to deliver a powerful driving experience is the definition of a RWD sports sedan, and KIA has hit the mark with the Stinger. The Stinger (which believe it or not is actually a hatchback) is built from solid hardware, on a version of the Genesis G70’s rear-wheel-drive platform.

This was our first drive of a Stinger GT, powered by the twin-turbocharged direct injection 3.3-litre dual CVVT DOHC V6. The boosted donk develops a healthy 272kW and 510Nm of torque and is bolted to a KIA eight-speed ‘shift-by-wire’ automatic with launch control and LSD.

Kick it in the guts and the response is as immediate as a surprise slap in the face. Turbo lag is all but nonexistent, as will be anyone’s licence in this thing if not careful with heavy feet.

Whether the accelerator is stabbed or caressed, the Stinger responds smoothly with the drivetrain working together well. Likewise, stopping is not an issue with the huge factory-standard Brembo brakes front and rear.

The Stinger GT’s standard equipment is impressive. Our test car came with too many worthwhile electronic features to mention, however the front and rear camera and Head Up Display were noteworthy. The powertrain and body are controlled via a driving-mode switch that offers five settings: Comfort, Sport, Smart, Eco, and Custom, the last of which allows you to mix and match suspension firmness, throttle mapping, shift programs, and engine-sound. The aggressive 19” alloy wheels (which can often make or break the look of a car) are spot on.

The design genius of Peter Schreyer has blessed the Stinger with exterior hints of Maserati front and rear, and maybe a hint of Lexus – and it works well, yet remains unmistakably KIA and a little bit intimidating in the rear view mirror. Whilst technically a hatchback, it looks part coupe, part sedan. Little technical touches like the LED lights and indicators, quad exhaust tailpipes, dark chrome side mirrors, and body grilles are treated just right – on the cool side of tacky. The only criticism I can add, is of the fake bonnet vents – they would work well if real.

The black panoramic roof is great and adds to the well thought out leather interior. Surprisingly, my 187cm (6’2”) frame had no complaints getting in or out, and the driving position was good. The instruments are tastefully, clearly and cleverly laid out. A flat bottomed Knight-Rider style steering wheel delivers reasonably directly and is weighted well. Thrown into a hard corner the steering and body responds as a veteran of big Aussie RWD sedans would expect – that is with no nasty surprises, albeit mildly floaty at speed but barely worth a mention. Suddenly backing off and a flick of the wheel in a hard corner is like having a magic hand placing the car where it should be (or at least where you hope it would). A wet weather test may however require one to tread very cautiously.

KIA claims a 0-100km/h time of 4.9 seconds, yet others claim to have slightly bettered that – and after driving it, I believe it is possible. Still, the Stinger would work well in real-world everyday driving. It’s a quick, pleasant sedan and a comfortable one as well, particularly for back-seat passengers, who have much more room to stretch their legs than they do in a similarly-sized BMW or Mercedes.

The Stinger delivers a solid case against smaller, more expensive driver’s sedans from Germany, Japan, and America. Any case for brand-snobbery is unfounded. The Stinger may not be quite ready to steal the ‘king of the mountain’ sports-sedan crown, but it is all that KIA says – ‘the power to surprise’. If this offering by KIA is anything to go by, the future of the punchy mid-sized RWD sedan market in Australia is bright.

Thanks to Harrigan Motor Group for providing the test vehicle.

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Why Is Culture More Important Now Than Ever?

Brad Moules Sales, Sales Manager
Why Is Culture More Important Now Than Ever?

Millennials have changed the way we see the workforce. A career to them is more important than just security. They want to align to a company culture, have meaning and belong to a corporation.

A good company culture is exclusive, and everyone knows what it stands for. Successful businesses come in many forms, and what works for one business may not necessarily work for another – even if they are from the same industry!

Determine what culture is right for your business and stick to it. Be unique and always know your values.

To develop a truly great culture, your leadership team should embrace the strongest cultural fits.

Create a disciplined hiring process and only hire people who fit within your culture. It may seem easier to hire people with impressive résumés or recommendations without considering cultural fit, but that approach may create problems down the track. So develop the discipline to consider the new hire in terms of cultural compatibility and reinforce its importance to all involved in the ‘onboarding’ process.

Get into the habit of recognizing people who fit into your culture, so you instinctively hire the right people.

Working within an organization of values, character and strong culture will make all the difference to you and your company. It’s important to constantly re-evaluate where you are. You need to acknowledge it, don’t sweep it under the carpet. Get yourself back on track and stay true to your values!

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Extract from the book – ‘Sales Manager Reset’. Copyright © MMXVII Allan Lorraine ALL RIGHTS RESERVED. No part of this book may be reproduced or transmitted in any form whatsoever, electronic, or mechanical, including photocopying, recording, or by any informational storage or retrieval system without the expressed written, dated and signed permission from the author.

Why is a salesperson like a refrigerator?

Brad Moules Sales, Sales Manager
Why is a salesperson like a refrigerator?

Have you heard the joke about the light being on inside the fridge? Top sales professionals are like fridges, that is, they are always “on.” You know, when you open the door of the fridge and voila! – The light is on! Now I know that you realize the light only comes on when you open the door. But the refrigerator is always on! It has to be, to do its job.

Top sales professionals, like fridges, are always ‘on’

This is especially true for those who need to prospect to find new clients.

One of the businessmen I most admire, and who’s also a good friend of mine, Ian Mayer, was the best networker in the automotive industry, if not in Australia. He was the managing director of one of the top three car dealerships in Australia, and also the man who started me on my sales management journey. When he was introduced to someone he had not met before, he used to tell everyone, “He was just a poor car salesman”. He did this because it was a great icebreaker and, within seconds, he knew the person wouldn’t believe him. He still has the best network of business and personal contacts that I know of. By Ian, the managing director of a massive business, telling this to everyone, he was setting an example for all his staff, including me. To be a great sales manager, you need to set a great example for your team by networking and always being ‘on’. Ian didn’t let an opportunity pass and neither should you!

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Extract from the book – ‘Sales Manager Reset’. Copyright © MMXVII Allan Lorraine ALL RIGHTS RESERVED. No part of this book may be reproduced or transmitted in any form whatsoever, electronic, or mechanical, including photocopying, recording, or by any informational storage or retrieval system without the expressed written, dated and signed permission from the author.

Customer Pain Points

Brad Moules Sales, Sales Manager
Customer Pain Points

While there are many customer pain points, I think it is a good idea to just remind you of a few. The following is good advice for a new sales manager.

The key to pass on to your salespeople is to build such a great relationship with the customer and value in the product that the customer trusts the salesperson to give them a fair price upfront. Other than that, tell your salespeople to hold out their hand and the customers will shake it. It is amazing how often it works!

Everyone has heard the above before, but HOW do you do it?

The most successful way that I found was to ignore the product and talk about the customers’ favourite topic: Themselves!

Once you find common ground, customers tend to drop their salesperson guard and you are seen as less likely to mess them around. The next best spot to further the rapport building is during the product demonstration. If your salespeople can link something the customers said at the start, back to the product and provide a good recommendation to them, they will trust you even further, as it shows that your salespeople are genuinely interested in them.

The next part is the price. You need to give the customer a fair discount, as they may still shop with you (depending on the product). As long as the price you gave them is reasonable, in comparison to the price they got elsewhere, they will still come back to you because they like you. You also need to throw in a couple of non-tangible benefits related to your product which no one else will offer.

At the end of the meeting/presentation, they should ask the customer when they would like to be followed up. Whatever they say, it is imperative that you do the follow-up when you say you will because:
1. The customer will be blown away that you have actually done what was agreed (as most salespeople don’t). The customer will probably not remember the arrangement, until you remind them, and then they will be impressed.
2. It shows them that you value them as a customer – that they are not just another sale and that they matter. Salespeople typically invest a lot of time with a customer at the start, but then don’t follow up as the customer has asked – and that always amazes me.

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Extract from the book – ‘Sales Manager Reset’. Copyright © MMXVII Allan Lorraine ALL RIGHTS RESERVED. No part of this book may be reproduced or transmitted in any form whatsoever, electronic, or mechanical, including photocopying, recording, or by any informational storage or retrieval system without the expressed written, dated and signed permission from the author.

Have faith in your people’s ability

Brad Moules Sales Manager
Have faith in your people’s ability

The talented salesman’s weakness, as seems to be the case with most tyrannical-type managers, is a lack of trust. The question I hear asked most often by people I meet is, “How can you find people that you can trust? I have never been able to do that.” I can tell you they’re definitely out there; they’re everywhere. You have to have faith in people’s ability. You have to see their potential and after training them up, let them run with the job. By acting as a guide and mentor you’ll rarely be proven wrong.

The key is to not undermine them by stepping in and doing their job. Give them responsibility and they will rise to the occasion. In the automotive business, which has so many brands, we cannot afford to have mini-tyrants: Those who feel insecure and feel that if they employ a person who is better than they are, the position they hold will be in jeopardy. This style of management does not last. Badly performing salespeople are singled out, and more often than not the sales manager is also.

Being a tyrant is an old-fashioned way of running a business – ruling by fear or ignorance.

A tyrant will never have any staff who are 100 per cent committed, because people who are driven by fear don’t share a goal and won’t be passionate about their work. Such a tyrant will always wonder why they are the one with all the lazy, under-performing staff.

These managers never learn these lessons because they don’t listen. You can end up very lonely if the only person you listen to is yourself. Everyone is likely to get off track, and we need to know when it’s happening, so we should welcome any advice when it’s offered.

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Extract from the book – ‘Sales Manager Reset’. Copyright © MMXVII Allan Lorraine ALL RIGHTS RESERVED. No part of this book may be reproduced or transmitted in any form whatsoever, electronic, or mechanical, including photocopying, recording, or by any informational storage or retrieval system without the expressed written, dated and signed permission from the author.

It is not enough just to say “Accomplish X”

Brad Moules Sales Manager
It is not enough just to say “Accomplish X”

You’ve likely watched the iconic scene from David Mamet’s Glengarry Glen Ross where Blake, a young hotshot from downtown with an expensive BMW and a holier-than-thou attitude, browbeats a room full of downtrodden salesman. He threatens them, insults their sales skills, and questions their manhood. His only advice? “Always be closing”.

While that makes for award-winning drama, it’s not what we deem effective coaching.

Blake’s biggest flaw as a coach – but certainly not his only one – is that he only addresses the problems without analysing the causes. He says a lot about what to do and nothing about how to do it.

Unfortunately, a lot of terrible coaching goes on in many sales organisations because so many managers are like Blake: they might be able to make things work for themselves, but they have no idea how to teach someone else. Nor do they do the analysis of what “is” going on versus what “ought to be” going on. They’re just repeating advice like “Always be closing”.

This happens for a number of reasons: managers don’t have time to coach or they have too many competing priorities. More often than not, sales managers were good salespeople, and the assumption is made that they will also be good coaches. But as Glengarry Glen Ross shows us, a great salesman isn’t necessarily a great coach.

Sophisticated sales organisations develop a model of what “excellent” sales behaviour looks like based on what has proven to be successful. They train their people to observe actual performance against this template of excellent behaviour, and to give solid, professional feedback about the gaps between the right way to do things and what’s currently happening.

It is not enough just to say “Accomplish X” – it’s far more relevant and beneficial to teach the skills that will accomplish X. Good sales coaches know the skills that correlate with success and act as diagnosticians rather than dictators.

For a good sales manager, it’s not “Always be closing”, its “Always be coaching”.

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The Boss

Brad Moules Sales Manager
The Boss

Happy Boss = Happy life for his subordinates! I will give you the hot tip – your boss doesn’t lie awake at night thinking about you, your career or your department. It doesn’t really matter what your target is: Gross or net profit (money), number of units, customer satisfaction, net promoter score and so on. The only thing that matters is target achievement. The rest happens afterwards and gives your boss something to complain about.

Depending on what other departments your manager is responsible for, that determines how much they will be looking at your particular department or target.

Whatever you do, make sure you are transparent about your target and your progress towards achieving it.

The sooner you find out what is important to your boss, the easier your life will be. Usually your boss will have some little pet hate that you may not figure out straightaway. The best way to do this is to ask them what the most important thing is that you can do for them. It may be something simple, like making sure the display is straight, putting the colours in rainbow order or grouping like products together, or maybe the boss is just pedantic? If this is the case and you can do what they want, they will be instantly happy. They will also appreciate that you asked them how they want a task done. This is not something that you should just blurt out; instead, it should be done in a structured meeting.

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Extract from the book – ‘Sales Manager Reset’. Copyright © MMXVII Allan Lorraine ALL RIGHTS RESERVED. No part of this book may be reproduced or transmitted in any form whatsoever, electronic, or mechanical, including photocopying, recording, or by any informational storage or retrieval system without the expressed written, dated and signed permission from the author.

Surround yourself with the right people & focus on attitude instead of skill set

Allan Lorraine Sales Manager
Surround yourself with the right people & focus on attitude instead of skill set

It is hard to stay positive 24 hours a day, but we can attract people who share the same personal and business values. We spend a lot of time at work, and because energy is a strong driving force, it’s important to be around people who are energetic, driven, who want to contribute and are there for all the right reasons – not just for the pay packet. We should evaluate ourselves and our people every 6 months or even 12 months so that we stay on track and genuinely live by our values.

There are already not enough hours in the day. When an employee leaves suddenly, we may not have time to read every single résumé to find his replacement, so we start filtering keywords and then only focus on what we think is important to us. Suddenly, technical skills start to overtake attitude, which in fact can destroy a “culture.” Technical skills are easier to read on paper, and a lot of good candidates get missed because the hiring manager has blinkers on and does not read between the lines, which takes more time! This process does work with technical roles, but if you want to groom someone into a sales management position, the soft skills are more important to the culture than the technical skills.

Of course, it’s important to have some technical skills, but it’s even more crucial to be flexible enough to know that sometimes these skill sets can be learnt with the right attitude. Don’t forget to look outside the box. Try to attract people with transferable skills, not necessarily from your direct competitors or similar industries, so they can bring something different to the table. This is the difference between managers who cultivate the right people to form a good culture versus a company that attracts the wrong talent.

So why is a great team culture so important? It’s unique to your business; it is like your fingerprint. Everything else (products, strategies, marketing) can be replicated, but your culture reflects your personality, and a positive culture is what makes you and your company stand out from the crowd, particularly from your competitors.

A good company culture provides guidelines, boundaries and expectations from your team and customers, and it’s the ultimate platform to inspire and motivate the people around you. It’s the most powerful resource to have when we attract, hire and retain the highest level of talent.

We all know that the best people want to work with the best companies, not just for our products or services but for our culture. They are the catalysts for creating ongoing business success.

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Extract from the book – ‘Sales Manager Reset’. Copyright © MMXVII Allan Lorraine ALL RIGHTS RESERVED. No part of this book may be reproduced or transmitted in any form whatsoever, electronic, or mechanical, including photocopying, recording, or by any informational storage or retrieval system without the expressed written, dated and signed permission from the author.