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    Is Your Sales Dashboard Showing you the Right Metrics?

    Is Your Sales Dashboard Showing you the Right Metrics?

    Why do I need a Compensation Plan Designer?

    Why do I need a Compensation Plan Designer?

    Variable Compensation and the Gig Economy

    Variable Compensation and the Gig Economy

    7 Step Guide to Building a Profitable Sales Territory Plan (with Examples)

    7 Step Guide to Building a Profitable Sales Territory Plan (with Examples)

    “Look At Our Dashboards”

    “Look At Our Dashboards”

    Introduction to Sales Operations

    US Tech Market Forecast Shows a Best-Case 5% Drop in 2020

    Forecasting in a Time of Uncertainty: Tech Markets

    It’s Time to Re-prioritize Accounts and Re-balance Routes to Market

    It’s Time to Re-prioritize Accounts and Re-balance Routes to Market

    Deal Optimization – Key to Survival

    Deal Optimization – Key to Survival

  • Sales Compensation
    • All
    • ICM Tools
    • Incentive Travel
    • Plan Design

    Sales VP Compensation – Sales Plan or Executive Plan?

    Does the size of our company determine which SPM platforms we should evaluate?

    Does the size of our company determine which SPM platforms we should evaluate?

    What is the Difference Between a Commission and a Bonus?

    What is the Difference Between a Commission and a Bonus?

    How much of our sales team should we include in our President’s Club?

    How much of our sales team should we include in our President’s Club?

    Sales Compensation Plan Templates

    Sales Compensation Plan Templates

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    The 21 Buying Methodologies

    The 21 Buying Methodologies

    New Sales Leader? Avoid these 3 Common Mistakes

    New Sales Leader? Avoid these 3 Common Mistakes

    What’s Your Ideal Customer Profile

    What’s Your Ideal Customer Profile

    A Guide to OKRs for the Sales Ops Leader

    A Guide to OKRs for the Sales Ops Leader

    4 Keys to Successful Sales Management Meetings

    4 Keys to Successful Sales Management Meetings

    Sales Math: The Impact of Discounting

    Sales Math: The Impact of Discounting

    Revenue Operations Holds the Key to Unlocking Growth in 2022

    Revenue Operations Holds the Key to Unlocking Growth in 2022

    Sales Math – Pipeline Principles

    Sales Math – Pipeline Principles

    What’s The Purpose Of A Pipeline Review?

    What’s The Purpose Of A Pipeline Review?

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    What’s Your Ideal Customer Profile

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    What’s The Difference Between Sales Enablement And School?

    Training Reinforcement: Is it Back to Business as Usual?

    Training Reinforcement: Is it Back to Business as Usual?

    Give your Sales People what they need!

    Give your Sales People what they need!

    Which Sales Methodology?

    Which Sales Methodology?

    The Rise of Virtual Selling and the Implications for Sales Enablement

    The Rise of Virtual Selling and the Implications for Sales Enablement

    A Sales Enablement Conundrum: Who’s Coaching the Coach?

    A Sales Enablement Conundrum: Who’s Coaching the Coach?

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    Data Science and Sales Operations: Driving Greater Predictability Together in Uncertain Times

    Data Science and Sales Operations: Driving Greater Predictability Together in Uncertain Times

    Building a B2B SalesTech Stack for Growth

    Building a B2B SalesTech Stack for Growth

    Does the size of our company determine which SPM platforms we should evaluate?

    Does the size of our company determine which SPM platforms we should evaluate?

    The Boom In Sales Technology

    The Boom In Sales Technology

    Setting your 2021 CRM Enhancement Priorities

    Setting your 2021 CRM Enhancement Priorities

    Do You Really Need Sales Automation?

    Do You Really Need Sales Automation?

    How the New AI – Authentic Intelligence – Can Improve Sales Productivity

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    Use Tableau to Track the Virus Through Actionable Data

    “You Are Doing Everything Wrong!”

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    The Pipeline and Forecast are Different

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    How Sales Reps Are Hitting Quotas Without Hitting the Streets

    Buying Is About People, Why Isn’t Selling?

    Buying Is About People, Why Isn’t Selling?

    The secret to High Performing Sales Teams – Analytics

    The secret to High Performing Sales Teams – Analytics

    Variable Compensation and the Gig Economy

    Variable Compensation and the Gig Economy

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    On Measuring Sales Performance

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Which Sales Methodology?

David Brock by David Brock
in Enablement
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I’ve gone through training in countless sales methodologies. Our own company has developed and implemented sales methodologies used by thousands of sales people–though all of our work is customized to the strategies, priorities, culture/values of the organizations we work with.

Today, I read an article that was a high level assessment of 21 sales methodologies. I admire the author in taking the time. Several things struck me:

  1. The approach for most of these, regardless of how politely the suppliers phrase them, tends to be: “Here are the things we do to the customer….” They focused on our selling activities and less on the customer buying process. Wouldn’t we and our customers be better served if we started training people in how customers buy, and how sales can support, simplify, and accelerate the buying process?
  2. They are all linear. They portray the selling process as a logical series of steps, we take the customer through, ideally ending up with a PO. Yet we know buying processes are non linear, they start and stop, they are “squishy.”
  3. Most of the selling methodologies are based on the same fundamental principles—but we don’t learn those fundamental principles. They each have slightly different ways, they implement these principles–and some of those can be useful. But if we don’t understand the principles, we are not equipped to deal with situations where the methodology isn’t working as it should.
  4. Most of the methodologies are very generalized, we miss that we have to adapt them to our contexts/situations. At the most simplistic level, we apply the same methodology to B2B2C, transactional B2B, complex B2B. The suppliers make you believe the exact methodologies that one uses in selling to retailers, works for those selling embedded products, and those selling financial services, and those selling CAPEX solutions, and those selling services. These are very different types of situations. In order for a methodology to work for all these situations, they have to be so generalized as to be virtually useless.
  5. Many methodologies actually only address a subset of the selling process. Some focus on inciting organizations to change, some focus on discovery, some focus on the front end of the process, some focus on developing and communicating business justification, some focus on a highly transactional buying process. Each of these can be useful, but we have to recognize we may need to adapt an integrate a number of methodologies.
  6. Few of the methodologies provide the tools to help the sales person adapt the methodology to the specific situation or context they face. As a result, too many sales people are ill equipped for success. Perhaps it’s this inability to adapt the methodology to context that keeps sales people from using the methodology, they rightfully say, “It doesn’t apply to the situations we are facing.”
  7. The words we use in teaching many of the methodologies are intensely sales centric. These create both a vocabulary and mindset that is not customer focused. “Prospecting” is a meaningless concept to our customers and inciting them to change. “Qualifying” is something the customers do in assessing solutions, yet most of the qualifying in methodologies doesn’t cover this. Likewise, “Discovering” is a collaborative process, not, as most methodologies suggest, a process to elicit needs that optimize our positioning. “Closing and Objection handling” are artifacts of selling, not of buying.
  8. Few of the methodologies focus on project management, collaboration, critical thinking, problem solving, curiosity. Yet it’s these skills that are most helpful in engaging the customer in their buying process.
  9. In reality, most of the methodologies are derivative of a few fundamental methodologies developed decades ago. (Consultative selling, SPIN, Strategic Account/Large Account Selling, Customer Focused Selling.) But buying has changed profoundly. Perhaps we need to go back to the drawing board and look at new approaches that represent today’s buying challenges.

Don’t get me wrong. Having a strong methodology–or better a combination of methodologies, can be very helpful. They shape and drive more consistent execution. They help us, collectively, get better. But we cannot apply them blindly. One methodology is, also, probably insufficient.

RelatedPosts

The 21 Buying Methodologies

What’s Your Ideal Customer Profile

The 5 Levels of Relationship in Sales

What’s The Difference Between Sales Enablement And School?

Integrating the most useful elements of each, adapting them to the new buyer, our strategies/priorities, and how we want to engage customers provides us stronger capability.

The post Which Sales Methodology? first appeared on Partners in EXCELLENCE Blog — Making A Difference.

Tags: FeaturedSales Wisdom
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David Brock

David Brock

Dave has spent his career developing high performance organizations. He worked in sales, marketing, and executive management capacities with IBM, Tektronix and Keithley Instruments.

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Does the size of our company determine which SPM platforms we should evaluate?

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