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Putting together an effective
selling team takes more than simply assigning two or more
salespeople to an opportunity. You need to consider the
individuals’ willingness to participate in team selling, as well
as their ability to contribute to the process.
To be a valuable sales
team member, the individual must be a willing participant in the
team-sell effort. Some salespeople are natural team players and
are the most likely to want to become part of the team. They
demonstrate an aptitude for working well with others – being
reliable, willing to negotiate and cooperate, likable, etc.
On the other hand, some
salespeople are unwilling, or at least reluctant, to participate
in a team-sell situation. They prefer to work alone. They like
to be in control. Typically, they work long and hard
cultivating accounts. Any one of these people may be reluctant
to take on or become a partner in a selling opportunity. They
may be unwilling to share control or are afraid to share credit
with others. Or, they may worry that someone else will undo all
the good work they have done so far. Others may view the
decision to team them up with someone else as a lack of
confidence in their ability.
You may also encounter
reluctance because of personal feelings. One salesperson may be
in favor of the concept of team selling, but may object to
partnering with a specific person because of personality or
stylistic differences. Careful observation will alert you to
these problem situations. If the conflict is solvable, consider
intervening. Be aware, however, that some people just don’t
work well together and shouldn’t be forced into the situation.
A person’s willingness
and aptitude for team selling is only one factor to consider
when putting together a sales team. You should also think about
what other skills or expertise each person can contribute to a
team selling effort. Consider their strengths and weaknesses in
the selling situation. Is one person better at uncovering
information and qualifying the opportunity while another is
better giving presentations and obtaining the buying
commitment? Keep other specialized skills in mind also, such as
customer or industry knowledge or experience.
The buyer or buying
group can have a significant impact on the makeup of your sales
team. Where possible, build a team that matches the buyer’s
and/or buyer group’s personality mix. For example, if the
prospect’s main buyer is a bottom-line, get-to-the-point person
and your primary salesperson is an affable, get-to-know-you
type, the situation may call for the need to include a
bottom-line oriented team member.
The business situation
may also influence the composition of your sales team. If, for
example, the opportunity is likely to be a long-cycle sales
event, make sure the team has someone who has the patience and
stability needed to maintain over the long haul.
When you build a sales
team with willing salespeople whose skills not only complement
one another, but also address the needs of the situation, you
have the makings of a winning team.
© Sandler Systems, Inc. All rights reserved.
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