Some Suggestions For Sales Supervisors Wanting To Produce A Zero-mistake Culture In The Sales Force
The "zero mistake" objective was 1st established in manufacturing environments. It's much more economic to manufacture a flawless product from the very beginning than to look for flaws that have emerged in production and having to fix these. This powerful idea can also be transferred to sales and is for that reason routinely included by sales supervisors in their sales training programmes. Zero errors in selling means the selling team creates no un-happy clients.
It usually requires a lot of work to create a zero mistake culture in sales. The job starts off with you, the sales manager. Once you have recognised the merits of the technique, you need to move this conviction to your salespeople. From there it is a straightforward step to shift this to your clients.
Before laying a finger on your sales organisation, do a kind of stock-taking.
Enhance your personal client contacts. Accompany sales people to customer visits or make client visits by yourself. Listen and experience 1st hand what your customers really think of you, the product as well as the service you give.
View the very last complaint process through to its resolution. What possible improvements did this suggest to you? What makes customers un-happy and what makes them happy?
Monitor yourself: how do you speak with the sales team regarding customers? What is your attitude towards clients? How does your attitude or conduct colour the behaviour of the salespeople?
Taking stock may point out to you exactly where you stand and where, as a result, the majority of your sales men stand.
Happy customers do not come about just because you send the sales people to the relevant sales training seminars. The foundation for creating happy clients is actually a working environment which helps make it likely for no errors to happen, combined with an appreciation of your customer and his/her wants.
Organise your selling process to make it as simple and streamlined as you possibly can. Difficult official channels for order forms, numerous copies of order information by hand or vague responsibilities will not create situations suitable for flawless work. Remove all the steps between client contact and delivery that are not necessary or which do not contribute to customer satisfaction.
Deliver your appreciation of the customer to your sales men. Top performances in sales always depend on the working atmosphere. If you appreciate your client and their satisfaction is very important to you, this attitude will rub off on your sales team. Exactly the same is sadly true of the reverse.
If anything goes wrong, make up for it! There are actually still companies that force bureaucracy on the customers and insist on the small print. The reason for this is at times minimal freedom of decision-making on the part of the salesperson or service representatives.
For that reason, if something goes wrong, the person in contact with the client must have the motivation and also the freedom to compensate for the error in some way. Your customer must believe that:
Everybody in the business has a stake in making certain that everything goes according to plan with the delivery - even if from time to time a mistake happens. She will not have to carry the can for your error.
As an example: you have delivered on time, but haven't delivered the entire order. Don't wait until the client calls you to complain. Phone your customer and explain what has happened and apologise for the mistake. Offer them an alternative: delivery as soon as the goods are available, naturally free of charge, or prompt delivery of a different product.
Build up a consistent follow-up procedure. Each and every client who doesn't go on to purchase more items from you must be asked "why". This really is the only method to locate possible weaknesses with your sales organisation. You will be shocked just how much data you receive this way concerning the current market, your competition as well as the customer. Make the info you receive available in report form to your sales team as well as the office sales team.
In conclusion, close customer relations and consistent customer orientation, supplemented by targeted sales training are methods of achieving competitive advantage and during situations of high cost pressure you've the added advantage that such techniques don't require a substantial budget.
It usually requires a lot of work to create a zero mistake culture in sales. The job starts off with you, the sales manager. Once you have recognised the merits of the technique, you need to move this conviction to your salespeople. From there it is a straightforward step to shift this to your clients.
Before laying a finger on your sales organisation, do a kind of stock-taking.
Enhance your personal client contacts. Accompany sales people to customer visits or make client visits by yourself. Listen and experience 1st hand what your customers really think of you, the product as well as the service you give.
View the very last complaint process through to its resolution. What possible improvements did this suggest to you? What makes customers un-happy and what makes them happy?
Monitor yourself: how do you speak with the sales team regarding customers? What is your attitude towards clients? How does your attitude or conduct colour the behaviour of the salespeople?
Taking stock may point out to you exactly where you stand and where, as a result, the majority of your sales men stand.
Happy customers do not come about just because you send the sales people to the relevant sales training seminars. The foundation for creating happy clients is actually a working environment which helps make it likely for no errors to happen, combined with an appreciation of your customer and his/her wants.
Organise your selling process to make it as simple and streamlined as you possibly can. Difficult official channels for order forms, numerous copies of order information by hand or vague responsibilities will not create situations suitable for flawless work. Remove all the steps between client contact and delivery that are not necessary or which do not contribute to customer satisfaction.
Deliver your appreciation of the customer to your sales men. Top performances in sales always depend on the working atmosphere. If you appreciate your client and their satisfaction is very important to you, this attitude will rub off on your sales team. Exactly the same is sadly true of the reverse.
If anything goes wrong, make up for it! There are actually still companies that force bureaucracy on the customers and insist on the small print. The reason for this is at times minimal freedom of decision-making on the part of the salesperson or service representatives.
For that reason, if something goes wrong, the person in contact with the client must have the motivation and also the freedom to compensate for the error in some way. Your customer must believe that:
Everybody in the business has a stake in making certain that everything goes according to plan with the delivery - even if from time to time a mistake happens. She will not have to carry the can for your error.
As an example: you have delivered on time, but haven't delivered the entire order. Don't wait until the client calls you to complain. Phone your customer and explain what has happened and apologise for the mistake. Offer them an alternative: delivery as soon as the goods are available, naturally free of charge, or prompt delivery of a different product.
Build up a consistent follow-up procedure. Each and every client who doesn't go on to purchase more items from you must be asked "why". This really is the only method to locate possible weaknesses with your sales organisation. You will be shocked just how much data you receive this way concerning the current market, your competition as well as the customer. Make the info you receive available in report form to your sales team as well as the office sales team.
In conclusion, close customer relations and consistent customer orientation, supplemented by targeted sales training are methods of achieving competitive advantage and during situations of high cost pressure you've the added advantage that such techniques don't require a substantial budget.
Source...