There are many work related challenges that rob sleep out of a CEO of a small or medium-sized software company. One of the leading dare-devil robberies is performed by the ‘Sales’ challenges. The disturbing questions for the CEO are - ’How good is my sales team performing? How will I enable them to meet the targets consistently? Do they get enough support? What are the immediate reasons for sales inability to convert?’

I have observed that many an occasion my conversation with decision makers drift from marketing pains to sales pains. Obviously, there is a huge gap in the sales function in such organizations.

Which of the below given ‘sales’ excuse(s) sound very familiar to you?  

“There is very little time to sell. I am loaded.”

“The pipeline is weak. The targets are ambitious.”

“Leads are of poor quality. Marketing needs to sweat it out more.”

“Inconsistent collaterals. Outdated collaterals.”

“Marketing communication is vague and complex.”

“Competitors are big and they can buy us out.”

“We are not there yet… we are not recognized.”

“Our prices are crazy compared to our rivals.”

“Consider yourself lucky if sales happen during a recession.”  

Fine, we understand some of the above stated reasons are part of any growing organization and can only be solved along the journey. But there are few other stated reasons that expose the inability and worrisome attitude of ‘Sales’ team in such organizations.

Run-for-Cover Sales: We know when customers ask us to send a brochure or relevant materials – that is a good hint that the customer is not interested and he is finding an escape route. Likewise, there are Sales guys who use a similar technique to get away from potential customers who go in-depth about their pain points and expect appropriate solutions. Why do they do that - because they have little knowledge about their own company’s solutions. So when the software selling gets technical and complex, these guys run for cover.

Dead-end Leads: There are some Sales guys who spend considerable amount of time on leads that look good on paper but refuse to move.

Nicety alone is not Sales: Some Sales guys are extremely good at relationship building tactics and techniques. But not all of such Sales guys can initiate a meaningful dialogue on solutions and sustain the conversation till the dotted lines are signed and take it forward thereafter.

Drifters: Some of them fail to show the difference/value while presenting the case and allow the

conversation to drift to price points. Bringing back the customer from price point negotiation to value add conversation is an uphill task.

I follow these macro sales principles whenever I wear the Sales hat:

1. Take time to understand your customer

2. Understand that the customer is not buying your product he is buying your solution.

3. Focus on customer’s pain points.

4. Have full knowledge of your solution and proposition.

5. Match pain and solutions as need/opportunity arise and deliver.