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White Paper 13
How Do Customers See High Performing
Salespeople?
Customers certainly see a difference. Here are the results of a
comparison of High and Low Performers using C-Lens Index data.
We intuitively know there are skill and proficiency differences between
salespeople who consistently achieve high results and those who don’t. The
search for defining those differences has been a robust area of discussion and
study for many years. The assumption is that if you can define the behaviors
that correlate with success, you can hire and/or train to that profile.
Competency studies, formal academic research, anecdotal stories, and insights
from sales managers and executives have all been the bases of models of high
performance that, in the final analysis, revolve around some level of customer
focus as a salient, unifying concept as well as on face-to-face, product
knowledge and relationship skills.
At C-Lens Index, after working for many years with different sales organizations,
we recognize that all these studies and discussions describe a salesperson
focused on delivering value through the sales process. That means the
customer actually benefits from the sales experience, both before buying
anything and throughout the relationship that follows. For example, the
discovery process results in new insights about needs and their impact on the
business, products and services can be creatively configured to the situation,
the salesperson’s resource network can be brought in to help, and application
ideas and examples from other sources in the customer’s industry are
discussed. In all, the relationship—through the sales process—becomes an
added value from the vendor. Our point of view is that a salesperson who
recognizes that delivering this value is the key to his or her role and whose
actions reflect that philosophy will be a High Performer compared to those who
are otherwise focused on product, fulfillment, or price-based selling.
We’ve been able to identify the behavioral indicators of that value-laden
relationship and use them to measure what customers are actually seeing in the
sales process. We call those indicators “Sales Actions,” and they mirror the
behavior and attitude of a salesperson who is focused on customer value. In a
recent C-Lens Index scan for a manufacturing company, we collected data from
over 400 customers on their views of their salesperson. We asked them how
frequently they saw the sales actions played out and how important those
actions were to them. In analyzing the data, we compared the results of
salespeople who were identified as High Performers with those identified as Low
Performers. These were defined by our client in terms of consistent long-term
results as well as reputation in the company for professionalism. In our sample
of 58 salespeople, we worked with eight salespeople in each category. The
results provide some insights into what customers are seeing High Performers
do more frequently than Low Performers.
High Performers Seen Performing All Sales Actions More Frequently
Overall, customers see High Performers demonstrating each and every C-Lens
Index sales action to a greater extent than low performers. While this helps to
validate the C-Lens items and concept, it also shows that High Performers are
seen differently in the eyes of the customer. The average frequency score of
High Performers was 64.28 percent while the Low Performers scored 47.75
percent. The larger differences will be discussed below. However, it is important
to point out that these sales actions are associated with success, and they are
aligned with delivering a value-based experience to the customer. Apparently,
customers see this difference.
The Largest Gaps Between High and Low Performers
We identified 12 Sales Actions out of 28 where High Performers scored 20
percentage points or more than Low Performers in terms of frequency as seen
by customers. Since the numbers in the sample were not large enough for
statistical comparisons, we felt 20 percent was a sufficient difference to note any
trends or themes between the groups. The following are the Sales Actions
which were the largest gaps between High and Low performers
1. Asks in-depth probing questions to better understand my business and
my needs.
2. Discovers what is on my mind by focusing on what I say and how I say it
3. Reassures me that the vendor company’s team working with me has
experience and expertise in addressing needs
4. Finds other valuable resources for me that also might help address my
needs
5. Always remains diplomatically straightforward in describing issues
6. Tells me how the vendor company, its products and services are uniquely
different from other vendors
7. Provides clear, easy-to-understand examples of how the vendor
company, its products or services will help me and my own customers
8. Directly and creatively addresses real or perceived concerns that I raise
9. Takes appropriate steps within the vendor company to accomplish tasks
for me in a timely manner
10. Uses internal/external experts and resources to maximize the value to
me of the vendor company’s products and services
11. Ensures my company and I are receiving the promised benefits of the
products and service provided
12. Stays current and informed about my business performance, its
strategy, recent changes, and emerging needs
What this tells us about High Performers versus Low Performers is most
interesting:
High performers more frequently practice basic face-to-face selling skills.
[Asking questions (1) and Listening (3).] We presume that comfort in using
these fundamental skills effectively is an indicator of High Performance. The
lower frequency by Low Performers may indicate a need for training, lack of
experience, differences in coaching and supervision or poor execution.
High performers also are seen more frequently describing product or service
uniqueness and examples of how these can be applied. [Tell how uniquely
different (6), Provide clear examples (7), other basic face-to-face skills.]
Fluency and confidence in product knowledge is apparently an indicator of high
performance. It is one thing to describe features and benefits and quite another
to tell convincing stories about how product or service uniqueness plays out and
how applications actually work for customers.
High performers more frequently bring other resources and expertise that can
help the customer to the sales process and, if needed, help solve problems.
[Find other resources (4), Creatively address concerns (8), Use internal/external
experts (10.] This suggests an openness to leverage value that salespeople
have cultivated in their own personal networks as well as to widen out the scope
of the customer’s situation and open it up to creative problem-solving. Seeing
beyond the immediate set of facts and data is a sophisticated skill that not only
requires product and service knowledge, but confidence and knowledge of other
applications. Creatively solving problems—whether independently or with
internal colleagues—shows a command of concepts and applications and
fluency of thinking skills.
High performers show empathy as reflected in reassuring the customer that he
or she is in good hands and acting diplomatically. [Reassures me the team has
experience (3) and Always remains straightforward (5).] Is this a matter of
higher emotional intelligence or experience in pre-empting difficult situations?
These Sales Actions could signify the High Performer is more “tuned in” to the
customer’s reactions as the relationship unfolds.
Finally, High Performers are seen as more frequently being invested in the
customer’s company and the buyer. [Ensures benefits (11) and Stays current
and informed (12).] These are higher-order Sales Actions, requiring an effort
and a certain amount of risk by opening up the possibility that the customer is
not getting what he or she bought. Nevertheless, this kind of pro-active inquiry
into the outcomes of product and service applications as well as customer status
is a mark of being truly interested in serving the customer.
Emerging Profile of High Performers
This study is certainly far from definitive, but it suggests what customers see in
high and low performing salespeople. For one thing, customers of high
performing salespeople see them demonstrating all the Sales Actions more
frequently than Low Performers. While a small number of these Sales Actions
are seen only slightly more frequently in High Performers than in Low
Performers, most Sales Actions show enough of a gap to stimulate questions
about the behaviors that cause customers to see these differences. It remains
to be seen whether these behaviors are more “visible” because of experience,
the deliberative nature with which they are applied, or other reasons.
When the more extreme gaps (20 percent +) are examined, an interesting set of
suppositions emerges. We will present these as questions rather than as
definitive statements that will hopefully create more dialogue about what is at the
core of high performance in salespeople.
1. Are High Performers more comfortable and fluent with a broader scope of
knowledge about customers, their businesses and how products and services
are used than Low Performers?
2. Do High Performers have wider networks and effective working
relationships with a variety of resources inside and external to the vendor
company?
3. Are High Performers basically more empathetic or at least better able to
identify what customers are facing both personally and professionally?
4. Is it possible that High Performers are more engaged with what it takes to
make customers satisfied, ensuring the value of product and services and a
long-term, profitable relationship?
While these answers are as yet not defined, the data from this study suggest
that skills and knowledge go only so far in creating high performing
salespeople. If these data are on the right track, then perhaps the path to high
performance needs to include educating salespeople about the role they can
play in the customer’s business and professional success.
Copyright 2010, Singularity Group, Inc. All rights reserved.
How Do Customers See High Performing
Salespeople?
Customers certainly see a difference. Here are the results of a
comparison of High and Low Performers using C-Lens Index data.
We intuitively know there are skill and proficiency differences between
salespeople who consistently achieve high results and those who don’t. The
search for defining those differences has been a robust area of discussion and
study for many years. The assumption is that if you can define the behaviors
that correlate with success, you can hire and/or train to that profile.
Competency studies, formal academic research, anecdotal stories, and insights
from sales managers and executives have all been the bases of models of high
performance that, in the final analysis, revolve around some level of customer
focus as a salient, unifying concept as well as on face-to-face, product
knowledge and relationship skills.
At C-Lens Index, after working for many years with different sales organizations,
we recognize that all these studies and discussions describe a salesperson
focused on delivering value through the sales process. That means the
customer actually benefits from the sales experience, both before buying
anything and throughout the relationship that follows. For example, the
discovery process results in new insights about needs and their impact on the
business, products and services can be creatively configured to the situation,
the salesperson’s resource network can be brought in to help, and application
ideas and examples from other sources in the customer’s industry are
discussed. In all, the relationship—through the sales process—becomes an
added value from the vendor. Our point of view is that a salesperson who
recognizes that delivering this value is the key to his or her role and whose
actions reflect that philosophy will be a High Performer compared to those who
are otherwise focused on product, fulfillment, or price-based selling.
We’ve been able to identify the behavioral indicators of that value-laden
relationship and use them to measure what customers are actually seeing in the
sales process. We call those indicators “Sales Actions,” and they mirror the
behavior and attitude of a salesperson who is focused on customer value. In a
recent C-Lens Index scan for a manufacturing company, we collected data from
over 400 customers on their views of their salesperson. We asked them how
frequently they saw the sales actions played out and how important those
actions were to them. In analyzing the data, we compared the results of
salespeople who were identified as High Performers with those identified as Low
Performers. These were defined by our client in terms of consistent long-term
results as well as reputation in the company for professionalism. In our sample
of 58 salespeople, we worked with eight salespeople in each category. The
results provide some insights into what customers are seeing High Performers
do more frequently than Low Performers.
High Performers Seen Performing All Sales Actions More Frequently
Overall, customers see High Performers demonstrating each and every C-Lens
Index sales action to a greater extent than low performers. While this helps to
validate the C-Lens items and concept, it also shows that High Performers are
seen differently in the eyes of the customer. The average frequency score of
High Performers was 64.28 percent while the Low Performers scored 47.75
percent. The larger differences will be discussed below. However, it is important
to point out that these sales actions are associated with success, and they are
aligned with delivering a value-based experience to the customer. Apparently,
customers see this difference.
The Largest Gaps Between High and Low Performers
We identified 12 Sales Actions out of 28 where High Performers scored 20
percentage points or more than Low Performers in terms of frequency as seen
by customers. Since the numbers in the sample were not large enough for
statistical comparisons, we felt 20 percent was a sufficient difference to note any
trends or themes between the groups. The following are the Sales Actions
which were the largest gaps between High and Low performers
1. Asks in-depth probing questions to better understand my business and
my needs.
2. Discovers what is on my mind by focusing on what I say and how I say it
3. Reassures me that the vendor company’s team working with me has
experience and expertise in addressing needs
4. Finds other valuable resources for me that also might help address my
needs
5. Always remains diplomatically straightforward in describing issues
6. Tells me how the vendor company, its products and services are uniquely
different from other vendors
7. Provides clear, easy-to-understand examples of how the vendor
company, its products or services will help me and my own customers
8. Directly and creatively addresses real or perceived concerns that I raise
9. Takes appropriate steps within the vendor company to accomplish tasks
for me in a timely manner
10. Uses internal/external experts and resources to maximize the value to
me of the vendor company’s products and services
11. Ensures my company and I are receiving the promised benefits of the
products and service provided
12. Stays current and informed about my business performance, its
strategy, recent changes, and emerging needs
What this tells us about High Performers versus Low Performers is most
interesting:
High performers more frequently practice basic face-to-face selling skills.
[Asking questions (1) and Listening (3).] We presume that comfort in using
these fundamental skills effectively is an indicator of High Performance. The
lower frequency by Low Performers may indicate a need for training, lack of
experience, differences in coaching and supervision or poor execution.
High performers also are seen more frequently describing product or service
uniqueness and examples of how these can be applied. [Tell how uniquely
different (6), Provide clear examples (7), other basic face-to-face skills.]
Fluency and confidence in product knowledge is apparently an indicator of high
performance. It is one thing to describe features and benefits and quite another
to tell convincing stories about how product or service uniqueness plays out and
how applications actually work for customers.
High performers more frequently bring other resources and expertise that can
help the customer to the sales process and, if needed, help solve problems.
[Find other resources (4), Creatively address concerns (8), Use internal/external
experts (10.] This suggests an openness to leverage value that salespeople
have cultivated in their own personal networks as well as to widen out the scope
of the customer’s situation and open it up to creative problem-solving. Seeing
beyond the immediate set of facts and data is a sophisticated skill that not only
requires product and service knowledge, but confidence and knowledge of other
applications. Creatively solving problems—whether independently or with
internal colleagues—shows a command of concepts and applications and
fluency of thinking skills.
High performers show empathy as reflected in reassuring the customer that he
or she is in good hands and acting diplomatically. [Reassures me the team has
experience (3) and Always remains straightforward (5).] Is this a matter of
higher emotional intelligence or experience in pre-empting difficult situations?
These Sales Actions could signify the High Performer is more “tuned in” to the
customer’s reactions as the relationship unfolds.
Finally, High Performers are seen as more frequently being invested in the
customer’s company and the buyer. [Ensures benefits (11) and Stays current
and informed (12).] These are higher-order Sales Actions, requiring an effort
and a certain amount of risk by opening up the possibility that the customer is
not getting what he or she bought. Nevertheless, this kind of pro-active inquiry
into the outcomes of product and service applications as well as customer status
is a mark of being truly interested in serving the customer.
Emerging Profile of High Performers
This study is certainly far from definitive, but it suggests what customers see in
high and low performing salespeople. For one thing, customers of high
performing salespeople see them demonstrating all the Sales Actions more
frequently than Low Performers. While a small number of these Sales Actions
are seen only slightly more frequently in High Performers than in Low
Performers, most Sales Actions show enough of a gap to stimulate questions
about the behaviors that cause customers to see these differences. It remains
to be seen whether these behaviors are more “visible” because of experience,
the deliberative nature with which they are applied, or other reasons.
When the more extreme gaps (20 percent +) are examined, an interesting set of
suppositions emerges. We will present these as questions rather than as
definitive statements that will hopefully create more dialogue about what is at the
core of high performance in salespeople.
1. Are High Performers more comfortable and fluent with a broader scope of
knowledge about customers, their businesses and how products and services
are used than Low Performers?
2. Do High Performers have wider networks and effective working
relationships with a variety of resources inside and external to the vendor
company?
3. Are High Performers basically more empathetic or at least better able to
identify what customers are facing both personally and professionally?
4. Is it possible that High Performers are more engaged with what it takes to
make customers satisfied, ensuring the value of product and services and a
long-term, profitable relationship?
While these answers are as yet not defined, the data from this study suggest
that skills and knowledge go only so far in creating high performing
salespeople. If these data are on the right track, then perhaps the path to high
performance needs to include educating salespeople about the role they can
play in the customer’s business and professional success.
Copyright 2010, Singularity Group, Inc. All rights reserved.
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| Singularity Group For more information: www.singularitygroup.com |
| Singularity Group For more information: www.singularitygroup.com |
| Singularity Group Helping organizations implement change since 1983 For more information: www.singularitygroup.com |