During a discussion on The Hybrid Sales Reps of the Future that I facilitated at NAPL's TMC we learned that more print managers are taking control of the sales process for their business. They are stepping up their marketing efforts and beginning to look at CRM systems to help track and enhance the process. They’re striving to make the sales process a more repeatable event. As sales cycles continue to lengthen, particularly when they are selling both print and print related services, these leaders focus on how they go to market, their value proposition and how it’s delivered to their prospects and customers.
They are no longer leaving the sales process to chance and are
making it a key management or boardroom issue. With the same intensity and
passion as determining the strategic plan, the appropriate workflow system or
evaluating a key capital expenditure for the company, these managers are now
tackling the changing nature of the marketplace. This becomes a full time
endeavor, as a transitioning industry needs the vision, strategy and tactical
execution that can only come from the top.
- Taking risks with the status quo;
- Leadership priority focused on strategy, execution and results;
- Hiring the right people (Top Grading, Caliper, hiring committees, situational presentations)
The real answer though is more complex than buying a CRM or
sending out more marketing stuff. It’s about challenging the status quo and
sorting out the legacy sales issues inherent in the business. Many managers
will tell you that they would like to expand and strengthen their client
relationships. This would include addressing both the strategic and the
transactional needs of their clients as they use print and print related
services to drive their business. The first step in this process begins with
calling on the right customers. They examine their current best clients and
develop profiles that help them articulate what a great client might look like.
This task helps to minimize the resources allocated to clients and prospects
that may not lead to a profitably relationship. Next they enhance their go to
market strategy by leveraging the strength of a selling team. These teams are
made up of new business specialists, technical resources and great account
management resources and join together to fully understand the goals of their
clients and propose the solutions that will answer their needs and further
differentiate themselves from the competition. These leaders are working to take advantage of the structural changes and redistribution of market share within the industry. They understand that there is risk in trying new approaches but they also believe that doing nothing is not an option. Continued success!
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