In case you missed the first two posts, click here for Part 1 which discussed auto-pilot versus strategic thinking and here for Part 2 where we discussed sales enablement role’s on value messaging. Today, let’s consider another key question that was raised a few weeks ago in Atlanta on a sales enablement panel at the Sales Force Productivity Conference.
How does the need for enablement tools change in transactional versus complex sales environments? When, if ever, is guided selling or following a script critical?
Transactional sales environments may not have more than one key decision maker involved and the products or services are easy to understand. Typically these buyers can find all required information to make a purchasing decision online, and the transaction itself can be made online. B2B buyers are used to making those buying decisions on a regular basis. Often, salespeople are only involved very late along the customer’s journey, if at all. Instead, service roles become more and more important in those transactional environments to connect to the customers’ concepts.
Complex selling environments are primarily defined by two criteria. It’s the complexity of the customer challenge to be mastered. And it’s an increasing number of involved stakeholders from different functions and roles. These buyers often make purchasing decisions in parallel to their day-to-day roles. Various dimensions, such as customer-specific situations, the stakeholders’ different concepts, the buying network’s decision dynamic and a provider’s complex portfolio of capabilities to design tailored solutions are connected to each other and have to be considered as a system.
Different requirements in both selling environments
Enablement content services have to address different needs in both environments. Based on the criteria above, the sales content for a transactional environment is focused on the actual buying phase and the service phase, tailored for the key buyer role. The awareness phase, which is essential in complex environments, is something buyers often process on their own, and online. Complex sales environments require modular and dynamic content and messaging approaches, not only to cover the entire customer’s journey, but also to address different buyer roles adequately. Therefore, enablement content designed for a transactional environment is easier to provide and can guide much more precisely than in a complex sales environment. And that’s why the competencies in transactional sales roles are different from those in complex sales roles. The level of critical and strategic thinking that is required from a salesperson to connect all the dots in a complex buying situation is very different from what a salesperson in a transactional sales role will ever need.
Scripting – who wants to be in a “scripted” conversation?
Put yourself in your buyer’s shoes – would you tolerate a scripted conversation for more than two minutes? There is a possibility to script typical conversations to help salespeople to be more effective. That can work in a more transactional environments, but only if related training services help people to play with these scripts and ultimately get away from the scripts. But very often the training part doesn’t take place, and conversations sound just “scripted.” Does that differentiate anybody in anything from competitors? No, not at all. So, come full circle with scripts or don’t work with scripts at all.
To be successful, guided selling requires strategic thinking – embedded in a sales methodology
Guided selling works backwards from typical patterns of customer challenges and problems, and is responsive to different buyer roles along the entire customer’s journey. That requires a modular and dynamic content approach which has to be organized in a collaborative way. Often, that doesn’t happen, and salespeople are overwhelmed by the variety of content that’s available. If so, they’re likely to just switch off the noise. In this case, content packages or interactive playbooks for different customer challenges can guide salespeople along the customer’s journey and help them to find the right entry point for different buyer roles and different situations in different industries.
But in all these complex selling and buying situations, critical and strategic thinking can never be replaced by content and messaging. Strategic thinking is the key to connecting the dots across a large stakeholder network, and to analyzing and synthesizing the specific customer context and each buyer’s concepts. Critical and strategic thinking requires a sales methodology that can deliver scalable results. A sales methodology explains the how and the why, and guides people through different steps to create or manage opportunities.