My analysis of the sales process is quite simple (albeit a gross oversimplification but let’s not sweat the important stuff). There are basically three processes involved in successful selling. First, the sales person needs to find someone interested in their product or service. Once that’s done, the sales person needs to convince the prospect that he/she should be the one to accomplish their needs.
Lastly, but of equal importance is the process to ensure the transaction closes and funds. It’s the third process that invariably makes or breaks a sale, and more importantly, a business relationship.
The perception, by most management people and others, is that sales people should only be involved with selling. Truth be told, most managers believe that those very traits necessary to be a successful sales person are contrary every other process in the transaction. You’ve heard it before, sales people don’t have the ability to get involved with detail work, they don’t understand the mechanics of most transaction and they should not be expected to engage in any other function other than sales.
In fact, their involvement in other activities is sometimes expressly prohibited. Ah, the quintessential example of a self-fulfilling prophesy. Say it with frequency and most sales people will subscribe to that theory.
A major step in avoiding a disconnect between sales and operations is to recognize that they are not mutually exclusive. Remember my third part of the sale, “Ensure that the transaction closes and funds!” I’m not suggesting that sales people engage in the mechanics of getting a transaction closed and funded.
On the other hand, I do believe they need to monitor and intercede whenever it appears there’s an issue with something. Selling is not easy, if it were; when it was done we wouldn’t need to pay so much for the privilege.
That being said, as a salesperson, do you want to leave a current transaction and any future business relationship to the interaction with non-sales personnel? Most sales people can communicate with finesse and diplomacy when an obstacle presents itself.
Operations personnel don’t engage in “fancy footwork” (how many readers thought I was going to use another phrase?). I’ve heard phrases like, “we are swamped with business and a little backed-up,” or, “we’re running behind schedule, you’ll just need to have patience.” Are these and other similar phrases going to endear you to your client?
To avoid a disconnect with operations, sales people need to be proactive—not reactive. The simplest, and most benign way to do this is to simply monitor the transaction.
It’s not as daunting a task as one might think. The sales person should simply stay in constant contact with the client and use unobtrusive phrases such as, “I’m just checking with you to see how your transaction is progressing,” or, “I wanted to get your feedback on how we’re doing with your transaction.”
Take special note of the notion that the contact should be the sales person with the client not the internal staff of your company. With the client’s constructive feedback the sales person should discuss their findings with management. Every company can benefit from addressing concerns and comments from their clients.
