How do stories help companies thrive?

Every family has a collection of anecdotes, the kind that come out over holiday dinners when members reminisce about memorable occasions. But, in addition to being entertaining, they can also be educational, such as the stories told by the author, Lisa Earle McLeod’s father about finding a means to avenge his harsh cousins. These anecdotes taught the author the value of finding the courage to refuse to be a victim.

Such storylines are also necessary for a company’s success. You’ll have a wonderful technique to raise staff morale by telling a compelling tale about your organization.

Employee morale wasn’t always excellent at Graham-White, a Virginia-based business that makes railroad equipment like brakes and filters. However, a company representative was out on assignment one day, attempting to service a customer’s locomotive. But accomplishing his duty wasn’t easy because finding a moment when the engine wasn’t being used to run a train was nearly impossible.

Regardless, the representative sat and waited for a long time. He planned to wait in his car until it was midnight. He gradually fell asleep while the snow fell all around him. When the customer contacted at 3 a.m. to say the locomotive was ready, he awoke.

Thirty seconds later, the sales representative was on the job, finding a mechanic to rebuild the engine, and the locomotive was ready for the next day’s work. When the author learned of this incredible story, she made certain that Graham-managers White’s shared it and told it to every new employee as an example of the company’s dedication to its customers. Employees were immediately happier and felt more connected to their work.

Furthermore, a good tale might increase sales. McLeod met with Graham-White personnel in search of anecdotes that would attest to the company’s product excellence. One employee recalls visiting a train yard in Atlanta on a bitterly cold day when the temperature had plummeted well below freezing. Except for the two locomotives equipped with Graham-White brakes, all of the locomotives’ brakes had frozen and required to be repaired.

The remaining locomotives were subsequently towed into the heated repair shop by these locomotives. It was the perfect example of how exceptional Graham-White products had come through for the company and performed like a charm in bringing in new customers.

You might believe that a good sales manager is the most crucial component of effective sales training. In reality, a manager will only supervise a maximum of 10% of the calls made by a rookie salesman; the actual number will be closer to 2%. Statistics also suggest that just 20 to 30 percent of the time, a salesperson receives coaching before and after a call.

A salesperson’s computer is one thing to which they always have reliable access. That’s why having a robust Customer Relationship Management system (CRM) that’s full of usable data is critical. Because a robust CRM system is critical to your sales team’s success, it’s critical that it’s kept up to date with relevant data.

Let’s imagine you have two salespeople, Caller A and Caller B, and Caller A has a list of all the things their client has previously ordered as well as the revenue earned on the screens in front of them. Caller B has the same list as Caller A, but their CRM additionally includes information about their client’s business environment, such as their professional goals and the types of competition they face.

Who will be the more successful salesperson? That’s right, Caller B, because they’ll be able to ask more pertinent inquiries about the customer’s specific interests and circumstances. As a result, if you truly want to provide your sales staff a competitive advantage and increase sales, make sure you have a CRM system with detailed goal-oriented data.

It’s great for a sales team to throw a celebration after a particularly successful run or the acquisition of a major customer, but don’t spend more time arranging the party than you do studying what led to your success. If you want to keep producing outstanding sales and boosting income, you need learn your ABCs and Always Be Collecting data on what made those sales successful.

Former chief marketing specialist Traver Gruen-Kennedy used extensive case studies of prior sales to grow revenue from $0 to $500 million in just five years at the software company Citrix. Citrix is now known for being ahead of the cloud computing curve, but getting those early clients wasn’t simple. Many sectors were cautious to adopt these new technology not long ago.

To boost sales, Gruen-Kennedy instructed his subordinates to keep detailed records of one successful sale per month. He even created a template for the staff to utilize in order to ensure that they logged all of the pertinent information, such as why the client chose Citrix and how their product benefited them. This knowledge is valuable, but it will only be beneficial once it is shared with the rest of the world.

Salespeople are all too prone to thinking competitively rather than cooperatively. As a result, after concluding a significant deal, they tend to guard the information they discover. Similarly, if a teammate obtains a major customer, you could be inclined to simply congratulate them without asking any questions so as not to appear snoopy.

This is why it’s critical to have an open case study collection that anybody may access at any time. Before making a call to someone in a given business, an employee can look up all of the previous successful sales from that same industry and get a decent sense of what type of pitch to make using this wealth of information.

Just because your company provides a valuable service or product doesn’t imply you won’t have disgruntled employees. However, there are steps you can do to guarantee that your employees remain engaged and on the lookout for simple and quick activities to take.

If there is a gap in activity, simple, one-minute acts are a fantastic way to avoid employees from drifting off into the land of the unmotivated. Checking in with clients to remind them that you’re always available could be as simple as that.

A policy used by Boston University to keep their employees motivated is a good illustration of this. The author and her daughter were walking the campus one day when they were contacted by a compassionate man who asked if he could help them. The dean of students, not a part-time employee with nothing better to do. Despite the fact that he was responsible for 4,500 new students, he was still motivated to contact individuals one-on-one and offer support.

The dean isn’t just a hard worker; he was also following school policy, which states that any staff member who spots a student or parent who appears to be lost should stop what they’re doing and provide aid. This may seem excessive, but it improves the work environment by reminding employees of their mission: to educate, communicate, and welcome newcomers to campus. Work becomes more fun as a result of this proactive approach.

There comes a point when there are no emails to read or phone calls to return. You might be tempted to cruise the web and wait for something to come to you at these moments. However, this can cause you to lose your sense of purpose. Instead, attempt to plan ahead, anticipate what will happen next, and be prepared. Consider going in the opposite direction and analyzing a previous job to see where you can improve. Maybe you could make a template to help you deal with future requests more quickly? There is always room for improvement; the essential thing is to keep looking for them.

It’s not only about numbers, figures, and money when it comes to selling. It’s about giving back to the world by determining what people require and connecting them to a product that can meet their needs. With this in mind, selling can become a noble endeavor that improves the world one sale at a time.

So, to begin, don’t be concerned about sales calls. It’s difficult to pique a customer’s attention during a brief phone conversation. Things will go lot more smoothly if you’re well prepared and remember to focus on your customer’s interests. If you’re a manager, make sure to coach your salespeople both before and after conversations, and to encourage them to think about and reflect on the needs of the consumer.

Check out my related post: What is the difference between upselling, downselling and cross-selling?


Interesting reads:

https://www.goodreads.com/book/show/17129886-selling-with-noble-purpose

https://www.mcleodandmore.com/selling-with-noble-purpose/

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