You need to understand leads as well as a marketer, to know the product at the level of a product manager, to invent stories like a screenwriter, to show empathy like a psychologist… And to have a dozen more superpowers. So in this article, we will explain what every person needs to become a good sales enablement manager.
1. Lead Qualification
The seller must quickly determine whether their product is suitable for the lead, so as not to waste time on unpromising communication.
One of the most popular lead qualification methods is BANT. The acronym describes four key criteria:
- Budget: How much is the leader willing to spend on solving the problem?
- Authority: Who decides on a deal?
- Need: What problem is the business facing and how important is it? Can we solve it?
- Timing: How quickly should the issue be resolved?
2. Active listening
Most salespeople strive to hone their presentation skills. But the more the salesperson listens, the better he understands the specific pains of the buyer and his situation as a whole. Active listening involves the ability to ask open–ended questions and guide the dialogue.
Here are the basic tricks:
- Pauses. Do not rush to speak as soon as the interlocutor is silent.
- Paraphrase. Briefly repeat in your own words what the client said. This is how you show the person that you heard him.
- Open questions. They should sound so that the interlocutor could not answer in monosyllables “Yes” or “No”.
- Clarification. Ask specific questions that will help you understand the details.
- Perception message. Tell the client that you’ve come to terms with their problem, for example, “Yes, I understand this is a difficult task that needs to be resolved as soon as possible.”
3. Storytelling
Tell stories that can resonate with your target audience. They should be clear, persuasive, engaging, and sincere. This will allow you:
- appeal to the emotions of the buyer and encourage action;
- show the person how other customers solved similar problems with your product.
In a good story the protagonist is not you, your company, or your product, but a client with a similar situation. At first, he tries to deal with the problem himself but fails. And then an assistant appears – your company or product, and together you cope with the task. Conclusion: “We did this for another client – and we can do it for you.” Learn to tell stories using your case studies, research, and other materials that will add weight to your words.
4. Preparing and conducting presentations
When creating a sales presentation, stick to a structure that will help convey the value of your offer. The best way to hone your presentation skills is to film yourself and analyze the recordings. Only in this way will you understand how you look in front of the client.
5. Work with objections
Here are a few techniques to help overcome buyer resistance:
1. Gratitude. This technique allows you to reduce emotional stress, and arrange the client to yourself. When responding to an objection, start with a positive assessment: “I am glad to hear that you have carefully studied our offer.”
2. Empathy. Show that you are not alien to the feelings of the client: “I understand you, we also do not like to change suppliers.”
3. Ask questions. Instead of being defensive, get specific: “Who are you comparing our offer to when you say ours is too expensive?”
4. “Yes, and that’s why.” Do not argue with the buyer, but turn his words in your favor: “Yes, we are more expensive than our competitors, and that is why we can offer you much more.”
5. Objection prevention
Top sellers are good at preventing disagreements instead of fighting them. A sales enablement manager must think strategically and soften objections before they even arise.
For example, if you know that your product is more expensive than your competitors, don’t wait for the customer to ask a nasty question. Get ahead of him: “The cost of our goods is higher than that of other companies, but there are reasons for that. Let me tell you how you will save in the end if you work with us.”
6. Time management
Surveys show that salespeople spend almost ⅔ of their work time on tasks that are not directly related to sales.
Successful managers track their performance and look for ways to increase productivity. For example, a well-automated CRM allows you to get rid of routine tasks, and browser extensions help you stay focused and not be distracted. Here are some useful ones:
- StayFocusd – blocker of unwanted sites
- Rescue Time – to track what you spend time on the Internet
- Pomodoro – Pomodoro technology timer: 25 minutes of concentrated work, 5 minutes of rest
7. Effective communication with the employees
The study found that it takes an average of 28 days for a salesperson to admit to their superiors that there is a problem with a customer. That’s 28 days of unanswered letters or calls to nowhere, 28 lost days when a manager could step in and help.
Employees are afraid to talk about difficulties because of self-doubt, fear of disapproval, or the unpredictability of the manager. Try to communicate with your employees more often. Don’t raise your voice to them. Do not immediately start to blame the guilty, if something happened – first of all, resolve the situation.
Remember that you, your boss, and all the employees have common goals. You play on the same team and it’s okay to ask for help and offer your assistance to someone.