Winning, growing and retaining business is a challenge for organisations in today’s fast changing dynamic world, largely driven by globalisation and advanced technology, new research by leading global sales transformation company, The Synergy Group reveals.
The Modern Science of Selling – a well researched and modeled guide on improving sales performance in the modern business world, released today, consists of three parts, analyzing the modern sales environment. It explains how the sales process has significantly changed and what salespeople and their organisations must understand and do to first achieve and then sustain sales growth.
Discussing the release of the research, Katherine Edgar, CEO of The Synergy Group, said: “Business surveys such as the Current State of Play, by operational management consultancy Newport Consulting, indicate that companies are not as optimistic with their business outlook. It appears that if anything; more companies are expecting zero growth than in previous years.
“Recognising the challenges that business face, especially when it comes to sales growth, we have drawn on our internal team of experts to research the changing sales environment and what companies need to do to get through tough times and actually grow their sales revenue in the process.”
“Companies need to assess and measure their sales capability first to determine the existing state of play. Organisations then need to benchmark this against the key competencies and attributes of the modern elite sales person and visionary sales leader. Organisations need to ensure that their sales teams not only have the technical skills and capability, but are able to display empathy, engage in conversation, offer unique insights, challenge the customer’s thinking and learn to effectively partner with the client.” Katherine adds.
The Modern Science of Selling also concludes that Sales Leadership is a key cornerstone for growth. Leadership represents a significant growth opportunity and is on the corporate agenda. However, this doesn’t always extend to Sales Leadership.
“Sales Leadership can no longer be ignored when the Executive team or Board address sales performance. Sales professionals are only as good as their leaders, and Sales Leaders need to be developed into innovative and visionary leaders, who can set the future state as well as coach, mentor and inspire their teams.
“It is no longer about moving sales people into sales leadership roles and assuming that they will perform; it is ensuring they Sales Leaders have all of the other intrinsic attributes that they need to drive performance and engage their people.” Katherine concludes.