What is an expert in sales? Often experts in sales are considered as people with in–depth knowledge about a provider’s products and capabilities. Experts in sales often have specific titles, such as solution sales, presales or sales engineers. What about the customer knowledge? How relevant are competencies to being an expert in sales?
In today’s complex and continuously changing world, defining what an expert in sales really means becomes a competitive necessity to make a difference. Defining experts in sales leads directly to a blueprint for required sales enablement services.
“An expert is a person who has made all the mistakes
that can be made in a narrow field.”
— Niels Bohr
Experts know a lot of details in a specific knowledge area. To become an expert in a specific knowledge area, lots of mistakes have to be made. That’s the prerequisite for learning what works and what doesn’t. Mistakes and continuous learning allow people to develop their knowledge and understanding to the next level. In sales, we shouldn’t work on the false assumption that an expert is only knowledgeable about a provider’s capabilities. This capability knowledge area is an entry ticket to open a door. But capability knowledge alone won’t be enough to have relevant and valuable conversations with prospects and customers. Additional areas of knowledge are equally important, such as knowledge about the market and its trends, the customer’s industry, as well as the internal landscape of methods, processes and tools.
Being an expert in products and solutions is important, but not enough. To create real value for customers, sales professionals have to be an expert in the customers’ specific business challenges
Based on the above-mentioned knowledge areas, sales professionals have to become experts in their customers’ environmental and specific context. The way to make a difference in conversations with potential buyers is knowing and understanding their specific context of business challenges, problems and opportunities and being able to connect the dots to the own capabilities. Knowing their context includes understanding their current and their desired financial performance as well as the performance indicators that are relevant and critical for them. It’s no longer enough to be knowledgeable about the ROI or TCO of a provider’s product or solution. The financial impact of the customer’s desired solution (your products and services often are only a part of their solution!) mapped to their relevant financial metrics; that’s what matters to them. Being able to provide perspectives on different approaches to creating an even higher financial impact; that makes a huge difference. Sometimes, this ability enables new providers to win deals over those who are established since years but who didn’t care enough about the specific customer’s business context.
In addition, being an expert means to understand the stakeholders’ different concepts o how to approach a challenge, how to fix a problem or how to avoid a risk. Based on the stakeholders’ functions and roles, identifying their preference to process information and their individual decision-making style makes a sales professional a true expert. Knowing and understanding the decision dynamics of a certain customer stakeholder group and being able to orchestrate these decision dynamics is often what makes the difference in complex deals. These are all requirements a sales professional, an expert in sales needs to provide perspectives for customers; relevant, valuable, creative perspectives that enable customers to achieve or overachieve their desired results and wins.
Knowing is not enough; we must apply.
Willing is not enough; we must do.
— Johann Wolfgang von Goethe
Being an expert requires applying the various knowledge areas, skills and strategies in specific customer situations. Expertise means to connect the dots between capabilities and customer knowledge, between skills, competencies and strategies.
Being an expert is the prerequisite for expertise.
Expertise means also to recognize when the own level of expertise won’t be enough to make a difference for the customer. Including another expert is not a weakness, it is a strength in a customer-core approach and a true sign of conscious collaboration in sales.
Last but not least – what about the “generalists”? Are they no longer required or are they experts in another area? Think about an executive account manager in a large strategic account, and think about a deal executive in a three digit outsourcing deal. These sales professionals are not necessarily experts in all the knowledge areas as described above, but they are also not generalists. They have to be experts in orchestrating large customer stakeholder communities, and they have to be experts in selling big deals in their own organizations. Additionally they have to be experts in allocating the right domain experts on their deals. Their expertise is understanding decision dynamics; their expertise is leadership and collaboration.
Do you have all the experts on board to make a difference for your customers?
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