Whether you’re a solopreneur or you have a sales team, working within an organized structure can make all of the difference in your bottom line. Keeping your team accountable and committed is the key to closing on leads and growing your sales for a successful future.
Here are four things to focus on, no matter how large or small your team.
A competitive pricing structure
Not surprisingly, pricing is an integral part of your sales strategy. Too high, and you risk scaring off prospects. Too low, and you lose your profit. Underpricing also discounts the efforts of your sales team, if you have one, and limits their pay even if they are extremely successful at selling. Your pricing should align with the industry norm but should also consider your experience, your specialties, and the quality of your work.
A flexible workflow
All sales funnels go through similar stages: getting to know each other, understanding the client's needs, educating on products and services, presenting solutions, gaining trust, and closing the sale. These steps should be followed by every salesperson for every lead.
However, every sale is different. The couple dreaming of an outdoor spring wedding will have different needs than the large company planning a corporate New Year gala. That’s why it is essential to keep your workflow fluid.
Sales scripts can be useful for new trainees, but there should be a point where a salesperson can go into a sales meeting without a script and know how to start a meaningful conversation with a prospect. Keep things flexible but always maintained within the original problem-solution framework.
A sales training manual
If you already have a trusty workflow, you need to have a training manual for streamlined growth. Many small businesses consider training programs unnecessary since their teams usually remain relatively small.
But remember: organization (or lack thereof) doesn’t discriminate. When you bring on a new team member, the onboarding process can either set you up for success or be a total nightmare — it’s up to you.
A sales manual outlines systems and processes, workflows, frequently asked questions, and other information that a new hire would need. This limits the amount of time you need to spend actively training and answering questions from new hires. Instead, you can remain a resource while still focusing on your own work and allowing other employees to support the new hire’s learning curve.
Likewise, a manual is a resource for everyone to consult when they need a refresher. Consider asking long-term employees to contribute to the manual, as they often have more on-the-ground insight.
Regular check-ins
A certain level of employee empowerment is essential for growth, but don’t assume that means you can leave them to their own devices.
You should check in with your team (and yourself) regularly to ensure that goals are being met and to assess what is and isn’t working. I recommend weekly meetings. Set an ongoing calendar appointment at the same time every week, so it becomes routine.
Discuss current leads, closing ratios, cold sales efforts, and other metrics that demonstrate what is and is not working.
Run through the numbers and identify any gaps that need to be addressed in the week ahead. It helps to keep the day and time consistent, so your employees know to come prepared with their progress.
Each of these four aspects helps to streamline your sales system and ensure consistency and accountability. Yet, no matter the size of your team, the nature of running a business based on sales numbers can present its own challenges.
