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HBApdx.org
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FEBRUARY, 2013
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BUILDING YOUR BUSINESS
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HBA HOME BUILDING NEWS
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15
Is everyone in your organiza-
tion “selling”? Do they know
how? Why? Creating a
sales cul-
ture
is essential for bringing in
more customers and keeping the
customers you already have com-
ing back for more. If you are not
sure that a sales culture is firmly
in place, read on.
The mission statements for
most organizations rely on at-
tracting and retaining quality
customers. So it seems logical to
develop a culture specifically di-
rected towardmaking everyone a
part of the sales process.
The primary obstacle to devel-
oping such a culture is that
sell-
ing
is often thought of as a dirty
word. We can all share stories
about dealing with pushy, an-
noying sales types. That is where
the negative image comes from,
but selling, true selling, is about
making the best of what you have
available to your clients without
their having to ask for it.
Every organization can create a
sales culture. It starts with vision
and setting clear expectations.
It is the responsibility of
leadership to set clear selling
expectations for every mem-
ber of staff.
In a sales culture, the focus
should be on discovering what
it takes to create a sense of sat-
isfaction and loyalty to earn a
customer’s business.
That starts
with raising awareness with your
entire staff on how they think, be-
have, and communicate.
It is the responsibility of the
owner or manager to set clear
expectations on how and when
to sell and then to reinforce all
sales efforts with recognition
and feedback. In short, it means
creating a culture where selling is
expected and rewarded.
Since setting expectations is
such a critical part of creating
the sales culture process, be sure
the expectations are crystal clear.
They should be in writing and re-
viewed often. Make them a part
of group and individual goal set-
ting and performance reviews.
Expect them to “think” like a
salesperson.
Imagine if you were a potential
new customer standing in the
lobby of your organization when
an employee walks by. You say,
I have a question about your ser-
vices.
What would the response be
if the employee being asked
worked in accounting, informa-
tion systems, collections or an-
other back-office department?
Can you imagine he or she might
say:
This isn’t my department,
or
See that person over there,
or
I can-
not help you, wait for the reception-
ist, manager or [insert name]?
Hopefully, this would not hap-
pen in your organization, but if
it does, an opportunity has just
been missed to “sell” that poten-
tial customer. Everyone in your
organization should be alert to
the opportunities that present
themselves anytime they are in
the presence of a customer or cli-
ent.
Imagine the same scenario
where the employee actually an-
swers the question like this:
Hi,
my name is John and I work in en-
gineering. How can I help you?
He
might then answer the question
or say:
Please let me introduce you
to Bill. He is one of our best at help-
ing new customers understand the
benefits of joining us.
What thinking has to change
in your culture to get everyone
to establish that level of rapport
and credibility with someone in
the lobby or on the telephone?
What has to change to get all em-
ployees to realize they are in the
middle of a sales situation any-
time they are in the presence of
a person not employed by your
organization and the sale is up
to them? What would you have
to change for everyone to know
how to answer all the questions
or where to find them?
Do an assessment now and be-
gin to bring all of your employees
up to that level of competence.
Then expect them to always
think
like a salesperson.
Expect them to “behave” like
a salesperson.
Our behavior is a reflection of
our values, confidence, capabili-
ties and mindset.
In a sales culture, the focus is
on discovering what it takes to
create a sense of satisfaction and
loyalty to earn a customer’s busi-
ness. The essential behavior in
this objective is in how we treat
people—both the people over
the counter and the people be-
hind it.
Some of the most outrageous
behavior and examples of poor
service originate inside of an or-
ganization and project outward
in poor attitudes and behaviors.
Internal problems seep out and
become disastrous to new mar-
keting initiatives.
Good products and services
will not overcome poor service
or a poor public image. Have you
overheard employees complain
about work while they are out to
eat? Negative stories in the mar-
ketplace turn into free, negative
ads.
Remember, employees model
behavior they see and experi-
ence from the top. Be a positive
role model for the behavior you
expect. In short, treat employees
the way you expect them to treat
clients or customers.
Expect them to “communi-
cate” with a sales attitude.
Communication is still the num-
ber one problem experienced in
organizations.
What we say and how we say it
are likely to determine the sale.
There is never a second chance
to make a first impression.
Have you ever gotten a negative
impression of a person or company
by how the telephone was an-
swered? Have you ever decided not
to “buy” because the employee did
not follow through with a promise
to call you back or get more infor-
mation for you?
The challenge for most
non-
selling
professionals is to under-
stand the importance of com-
munications in building relation-
ships. Selling is about relation-
ship building to earn trust and
business. Every employee should
ask the customer what they want
(identify the need), how they
feel about the company and ser-
vice, and always, always follow
through with commitment.
Every customer conversation
should advance the relationship.
How the customer feels about
the relationship with your orga-
nization is key to new and repeat
business.
Sales focused communication
starts at the top!
How effective is
your communication with staff?
Do you communicate the vision
and values you want your staff to
pass on to each other and to your
customers?
Reinforce their sales think-
ing, behavior and communica-
tion.
Now that the expectations
are set, how do you get them to
think, behave and communicate
like salespersons? How do you
get
every
one in your organiza-
tion focused on getting custom-
ers and keeping them?
Focus on the action not on
the concept
. Sure, it is impor-
tant to educate them on selling
techniques. Give them examples
of the behavior you are looking
for. Show them how to sell and
when. Set goals that are tied to
their work responsibility and the
way you expect them to think,
behave and communicate.
Then, recognize and reward
the actions you expect
. Rein-
forcing change is critical to build-
ing a sales culture. Simply put, for
staff to reinforce customers, they
must be reinforced themselves.
The reinforcement we often
see is blame, disappointment,
criticism and punishment. The
impact of such negative rein-
forcement is measured in em-
ployee surveys, evaluations, turn-
over, excuses and failure to meet
expectations.
Remember, the behavior you
reinforce is the behavior you
are likely to get more of.
Rein-
force the behavior you want with
recognition, reward and positive
feedback. Monetary rewards are
not necessary. Research tells us
that the majority of employees
prefer public acknowledgement
over money!
A sales culture is possible in
every organization. Make small
changes that move you toward
this goal and be consistent. Make
it a part of your business goals
and stay focused on success. Ex-
pect resistance to change and
know that a selling culture is the
key to your success.
Sherry B. Jordan, is a Business
Coach and Management Con-
sultant with Northwest Coaching
Group. She can assist you in iden-
tifying solutions to management,
career or organizational challeng-
es and set strategies to reach your
ideal outcome. For more informa-
tion, visit www.northwestcoach-
inggroup.com or call 503-954-4118
©All Rights Reserved – Sherry Jor-
dan, Portland, OR 2010
Sherry Jordan,
The Northwest Coaching Group, Inc.
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