CCBR Business Review

20 B U S I N E S S T I P S By Trevor Marchant, Managing Director, Marchant and Dallas Service YOU’VE HEARD THIS story before. Mary was complaining about the missed opportunities in her business – simply because her team weren’t trained or confi- dent to handle potential sales. As your business changes and grows, it might not have enough employees to dedi- cate any of them specifically to sales. That doesn’t mean however, you can’t have a salesforce. Every single employee who works for your business is – or should be – selling. No matter if the employee’s job title is general manager, architect, lawyer, account- ant, receptionist, computer tech or service clerk, that person is also a salesperson. This is true – or should be true for busi- nesses of any size. As Daniel Pink says in his wonderful book – To Sell is Human – we’re all in sales now. Particularly now. No one can afford to let What would it mean to you if all your employees were identifying, attracting, engaging, getting and keeping new business for you? a chance go by… providing the chance is approached in a moral, ethical, legal and professional manner. Think about it. Any employee who has contact with a customer, client, vendor or a member of the public – even after hours – is a walking commercial for your company. For these reasons, it’s important to train all employees in sales skills so they can use them whenever they find themselves in a position to influence someone’s opinion about your business or the products and services you offer. That said – just so you know what you’re up against – as you begin the process of transforming your workforce into an unofficial salesforce, you will run into three roadblocks: • Employees who don’t want to sell • Employees who don’t know how to sell • Employees who refuse to sell You and your managers can overcome all those challenges. However, you and your managers may also fall into one of those three categories – at least at first. If you’re in this position – just do what Stevo did…talk to me and put a plan in place to fix the problem and capitalise on those missed opportunities. Culture change comes from the top. If every employee is expected to look for and ask for new business, managers and owners must do that as well. Managers who do what they ask others to do show employees that they’re serious about the new routine and about turning all employ- ees – including themselves – into salespeople. Culture change begins at the top of the company. You can create a winning sales and service culture for your workplace, even if you don’t have a single, official sales- person on staff. www.marchantdallas.com.au/salesfactor EFFECTIVE - AFFORDABLE ADVERTISING Do you provide a service or sell products to businesses? For further information phone 4367 0733 or email info@ccbusinessreview.com.au CENTRAL COAST BUSINESS REVIEW OCTOBER 2020

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