Sales consultants and trainers are not utilized enough—some not at all. There are many reasons why this occurs, oddly, the least of which is the cost factor. Most sales consultants and trainers can offer valuable, cost effective results through their input. In fact, it's one of the few outside resources a company or sales person can engage that will yield tangible results. Regardless of the efficiency and productivity of a sales force, an effective sales consultant or trainer will usually yield positive, quantifiable results.
It is noteworthy to recognize the major distinction between a sales consultant and a sales trainer. A sales consultant is a person or group whose function should be to observe, analyze and make recommendations relative to the overall functioning and effectiveness of the selling function. As a rule, the consultant won't limit their engagement to individuals but rather a group (i.e., sales force) as a whole. The consultant may also offer valuable advice on other aspects of the selling function; sales recruiting, establishment of territories, review and analysis of training programs, sales quotas and other component functions of the selling process. Obviously, there are numerous exceptions to this concept, especially when the client has specific goals they are trying to accomplish.
The sales trainer is usually a group or individual who is more hands-on with the actual function of the selling process. Techniques, methods, implementation of plans and objectives are usually the responsibility of the trainer. The sales trainer should be able to share techniques and mechanics relative to prospecting, presentations, handling objections, closing and other specific techniques and disciplines relative to sales production.
Interestingly, an experienced, effective sales consultant may also be a competent sales trainer. A sales trainer, on the other hand, is usually not capable of being an effective sales consultant. Regardless, in considering engaging the services of either of these disciplines it's imperative, for a successful outcome, that the person selected for either function should have real world experience. Usually, but not always, having hands-on experience in the function will result in more successful outcomes.
Please note that the operative word is “usually!” Sometimes, those that can't manage a sales organization decide to become consultants and advise others how to do what they couldn't. And, often times, those that can't sell, decide to teach others how to sell. Lastly, many companies will reward a successful salesperson by elevating them to a sales management position with usually mediocre results. The point being that even if a consultant or trainer has the hands-on experience they may not have been successful at their roles.
All of that being said, most sales consultants and sales trainers will have a positive, quantifiable effect on sales production. Knowing that engaging the services of a sales consultant or sales trainer will directly increase production, and is cost effective, why wouldn't companies and individuals hire these people with greater frequencies? I give up; I too am hard-pressed to come up with an intelligent answer to this question.
The best I can guess would be two factors. Relative to the sales consultant, most companies have a sales department and an employee who is responsible for production. To these executives it might appear that hiring a consultant is redundant. The sales consultant should not be considered a replacement for anyone in the organization, but rather an outside professional resource to enhance and review what currently exists.
The second factor in considering the engagement of a sales trainer relates to the almost inherent trait of most sales people, and that is they really are great sales people and don't need help to improve their sales. They invariably are of the persuasion that the only help they need would be a lower price for their product or service, more viable leads, more effective marketing and quicker delivery by the company.
Once a company acknowledges that a professional consultant will improve the selling function and ensure corporate goals are achieved the decision to engage their service(s) is academic. Furthermore, any sales person should jump at the opportunity to improve their selling skills, which will result in increased production and better income. This constitutes the proverbial win-win situation.
I am an effective, professional sales consultant and sales trainer and coach, and as such, I would offer one caveat relative to this whole discussion. The effectiveness of the consultant and/or trainer cannot be realized with a few, short sessions. The first step in the process should be a “needs assessment” performed by the consultant and/or trainer. This assessment may also include some specific items the client is trying to accomplish (e.g., training the sales staff for trade shows).
The findings should then be presented to all parties involved in the decision-making process. Contained in these discussions is the length of the engagement, priorities to be accomplished and a specific plan of action. Usually, there are no shortcuts to this process, so be concerned if any are suggested.
