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Consultative selling

Deployment of consultative selling

Overview of Proposition

In any successful staff development activity there are strong interrelationships between business need, job specification and training requirement. This is particularly relevant in organisations undergoing change, when revisions to the operating environment and the demands made on staff need to be reflected in the training programmes developed. The approach recognises this by combining traditional knowledge and skills transfer with monitored and controlled activity in the field.

In order to deploy consultative selling into any business it is essential that sales teams are properly trained in three areas:-

knowledge - full understanding of all business strategies and delivery components, their deployment and how they interrelate
skills - management and interpersonal skills to enable the control of all relationships in a solution life cycle, e.g. consultancy skills, project management
process - properly defined and installed, appropriate, and serving the objectives of both client businesses and their partners and client/end customers e.g. bid management.

If any part of any component is missing it is unlikely that consultative selling can be deployed. The individual will not be behaving as a sales consultant and he/she will not be properly supported by the organisation – fruitful relationships will not be built and opportunities will be lost. So, rather than depend on a number of classroom presentations (when application after the event is “optional”) the programme makes use of a number of familiarisation techniques to make the subject “real” before guiding the delegates towards application in a live situation.

This initial and supported deployment may take the form of the further development of an existing account, responding to a formal Invitation to Tender, or building a new product as a result of a known market need. In all cases the holistic approach creates a much more effective sales force, greatly improves the chances of success and is clearly seen to give early and tangible payback against the training budget.

The approach, tried and tested with a broad range of clients, delivers two essential benefits which mitigate the effects of organisational change:-

team members become confident sales consultants – comprehensive training and supported initial deployment removes the risk of exposure
all back-end activities are in place – a fully mobilised and linked-up organisation, no “reinventing the wheel” each time

This will position delegates, line managers and their clients to include delivery-based objectives in the programme – at the end of the exercise delegates will have qualified as sales consultants and will, in parallel, be deploying consultative selling into their client base or industry sector.