Local Sales Representatives

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Local sales representatives definition – what are local sales representatives ?


Sales process stages


PHASE 0 – Establish key performance indicators (KPIs)

Translating strategy and budgets into the team and personal goals. There is often an inevitable overlap of those specific KPIs, so be it, but let’s name the most important sales KPIs.

Turnover with target return, if possibly distinguished per sector.
This information will for sure be in the annual plans and budgets.

Periodic growth.
Provides insight into whether annual objectives are being realized and provides management information to adjust sales activities and intervene promptly.

Periodically sales stages review.
Although there will be differences per period, monitoring the flow and balance in sales indicates whether the results should be according to the budget. Periodical evaluating the progress and outcome of the number of leads, quotations issued, orders received, new customers, lost quotations, and causes. Sales management will use such data to keep pressure on sales.

Quantities & success rate estimation
Number of offers by order acquisition, number of bids, the total amount of offers and an estimated success percentage to become an order.

Sales qualified leads (SQLs).
Determines to a large extent the throughput and development of the sales (conversion in the sales funnel stages) and thus dictates the time spent on the sale. In addition, such leads contain relevant marketing data to tailor their policies and activities.

Sales closing ratio.
Average of the required number of (non-sales qualified) leads to result in an order. A ratio that can be applied to a number of offers that ultimately result in an order.

Customer lifetime value
For repetitive orders of customers, this can be calculated with the following formula;
Gross profit margin (%) x (1 / turnover rate) x average monthly turnover.
However, this is much more difficult for orders such as investments, given its incidental nature and the highly long order lead time.

New customers increase ratio.
This is the steering data of the number of new customers and the associated “new” turnover with these new customers. In this regard, it is wise to work from a list of prospect customers and approach them in a structured manner and thus build a relationship along the way.

Customers pyramid.
Usually, the fact is; 80% of the turnover is generated by 20% of the customers, while conversely, 80% of the efforts bring the other 20% of the turnover. The customer pyramid can be directed the sales activities and tailor sales strategy to the different segments of the pyramid. However, perhaps the most essential objective is to achieve a more balanced composition and structure of the customer pyramid. (this in consultation with the increase of new customers and customer lifetime value)

Sales costs per order or total turnover.
The percentage of the gross margin it costs to generate the revenue received. Also, set off in absolute amounts against the budget. In particular, quotation costs can be considerable and undesirable in certain sectors and administrative processing of the hourly charges.


PHASE 1 – Connecting with prospects

Be prepared to put yourself in your prospect’s shoes, even before you start a sales process.

Activate the interest of interested prospects
– Start to communicate, research and offer advice.
— talk and learn from existing customers; their problems, pain points and wishes buying arguments, sales process experiences, distinctiveness, opportunities for improvement.
— stimulate dialogue with prospects and customers; ask open-answer questions, ask for feedback, avoid one-way traffic, get to know the (potential) customer, such as needs and decision criteria.
— create a favourable atmosphere; mutual appreciation, solution-oriented, customer-friendly, and build customer goodwill

Use a targeted approach (reduce costs and efforts)
– Sales is keeping the focus on and effectively and efficiently converting sales leads into orders.
— targeted approach
— know the target group; Decision Making Unit (DMU), approach and communication method, spending, values, preferences, (personal and business) interests/passions, brand promotion

Inform your customers, share knowledge
– Teaching knowledge, sharing is building trust and valuable contacts
— build DMU relationships, sufficient support from the prospect/customers is a prerequisite
— advice and instructions should be sincere, valuable and useful and not driven purely by sales alone.
— after all, the current focus remains in this phase; building expertise, authority and mutual appreciation (going into sales mode unsolicited and too early is a risk)

Build networks focused on collaboration
– Do not go alone and alone on the seller’s path
— don’t forget to create sufficient internal support in your own company and to streamline information
— join forces with other (not directly competing) companies, exchange information with each other
— a partnership can possibly lead to added value

Build references and recommendations from others
– Search and ask for more entries with already existing contacts
— utilizes the confidence and expertise gained in the market, expands connections with those who can offer mutual commercial added value
— other companies and contacts (including customers) may be able to provide access to other customers
— references and introductions are a powerful and opportunity-enhancing sales strategy
— one must be prepared to be ready for a mutual favour, but refer selectively as there are also risks associated with it (appropriate concerning integrity, working method/culture, quality, expertise).


PHASE 2
– Qualifying leads

The selection of leads into leads with perspective

Think as a customer thinks
– Put yourself in the customer’s shoes, first of all, discover needs and criteria, and then qualify leads.
— have conversations, ask questions and listen!
— know the customers and the companies
— offers solutions for their needs
— presentations and pitches do not provide insight into the needs, real conversations do provide insight

Lead acquisition team
– Unite the acquisition force, the coordinated sales team to select quality leads
— division of roles based on knowledge and contacts
— sales is instructing, planning and coordinating team effort to get more info about the leads
— know the sales barriers, prospect judgment or assessment and the chance of success on the order
— determine and implement a sales tactic that increases chances

Lead assessment
– Lead conversion to qualified leads
— Marketing Qualified Lead (MQL) is a prospect (possibly a [new] customer) with a buying interest, a lead of which firstly must be determined whether it can be converted into a Sales Qualified Lead (SQL)
— a SQL is a lead that meets the used minimum sales qualification criteria.

Sales team to organize and fill in the sales process
– Setting up the sales process to be able to make the best possible offer
— customer-oriented approach is central
— gathering expertise within the company (e.g. engineering, calculation, project management, production, logistics, etc.) to support sales
— all these team members are in a position to demystify sales information and share it with the team
— the roles and tasks, mutual coordination and external communication to the customer must be explicitly known and defined per phase.


PHASE
3 – Provide pitch and value

Giving an original and powerful presentation, which indicates the importance, appeals, enthuses, invites further dialogue.

Message: the intention of a future sustainable relationship
– Unite and commit to offering appropriate solutions
— the needs, wishes and concerns of customer/target group are known through preliminary phases
— now it’s about the ‘why’ the product and/or service
— the pitch: a. the solution to the problem b. the Unique Selling Points c. common goal and mutual cooperation.

Speak the customer’s language
– Remain understandable, unambiguous, concrete and relevant in communication
— focus on the solutions for customer’s problems, the benefits offered and do not make it unnecessarily complex
— stay honest and trustworthy to the company’s values ​​and the guarantees that can be provided
— make known if with a high degree of certainty the requirements or wishes cannot be realized, come up with alternatives, preferably options.

Intensify information and knowledge exchange
– In this pitch phase, offering useful information and exchanging information has the following advantages:
— continuation of dialogue
— strengthening the (customer) relationship
— more extensive and specific information exchange
— detailed insight into needs, requirements and wishes, stakeholders, time course, desired sales process, etc.
— refining sales message
— confirm authority and image of company and seller

Show proof and step into the next sales phase together
– Customer expects solid and irrefutable proof that the seller can meet needs, demands and wishes.
— show success stories and case studies
— share information, concrete facts (!), about comparing solutions, alternatives and possible solutions from the competition
— share company vision, history, make customers part of an awesome company to do business with
— make agreements, integrate call-to-action in the conversations so that follow-up steps are consciously taken in order acquisition.


PHASE 4
– Counter objections

Objections are part of sales conversations and negotiations. Every qualified salesperson will not shy away from it but will know and understand the game. The flexibility, drive, skill and experience of the salesman are decisive in bending resistance.
A constructive approach to resolving sales objections (some additional details are given after this listing);
– Take the goals and the customer seriously
– Listen carefully to the objection (don’t make assumptions)
– Take the time to understand the objection
– Find the real objection and reasons behind the question
– Think of an answer to their biggest objection
– Try to resolve the objection preferably immediately
– Keep responses clear and to the point
– Do not force it and react too quickly (take your time, don’t make it worse)
– Confirm that you have complied with the objection (check understanding and acceptance)
– Reach consensus on the follow-up actions
– Create a management document for the top 50 objections
– Practice responses to the objections and make them instantly recallable in your memory
– Customize your list of objections, rejections and contradictions in your specific market.

Dealing with obstacles and objections
– Don’t panic; the sales process is not over yet; objections are opportunities, after all
— listen; find out the customer’s reasons and mindset
— restart the dialogue; Objections have underlying pain points, ask follow-up questions for clarity, continue to show interest and demonstrate the desire and need to understand customer
— maintain position; do not immediately proceed to price reduction, as the customer is not yet ready to buy anyway, first the customer concerns must be resolved (also to prevent further escalation)
— request for more information; it is not a punishment but probably a request for more information, but find out the real question/reasons behind the objection

Follow-up of objections
– Focus on the value of the solution
— negotiation is not yet on the agenda; the value aspect of the solution and cooperation reduce the fixation on the price.
– Limit discussions and responses to the essentials
— don’t make it too complicated, only provide relevant information — stay alert and address the customer’s specific concerns, try to reach an agreement
— prevent the customer from getting tired or irritated
– Facts make the difference
— respond with more promises and substantiate them with concrete facts
— product specifications, calculations, certificates, assessments/reviews, production schedules, working visits to existing customers/works performed, presentations, press releases, etc. – Ask for a response and come to a joint determination
—-is the customer reassured? Ask, if no, then try to remove pain points — binding gradually is the strategy to follow, as opposed to ‘force orders through.’

Continue sales process or abort
– understand; objections and dealing with them are inextricably linked to sales, from the first contact!
– be aware; if objections cannot be resolved, it is time to abort the sales process correctly while preserving the relationship because of reputation and future opportunities/prospects.


PHASE 5
– Shape the deal.

Negotiate – an absolute required skill for sales people – to agree on the price, scope and conditions based on the values ​​offered and all involved are satisfied.
– is the customer willing to negotiate? Working together is finding each other somewhere in the middle
– do not lose sight of the importance of your own company (sales is more than writing down the assignment).

Principles take precedence over prices
– Prices and margins are important, but so are the principles and terms of the deal.
— a lot of commotion about prices without complete clarity about the principles and conditions is a pitfall, bring the conversation back to value
— in short, focus on value; know what you have to offer and how the customer benefits from it.

Set your own negotiating frameworks and boundaries
– Be willing to admit something, but decide in advance what you want to admit
— arrange for authorization (internal coordination)
— avoid making too many concessions under pressure.
— it is possible to add additional options to the order that the customer will appreciate and have only minor additional costs or that can be shared (for example, add-ons such as a service maintenance contract, training, parts, etc.)

Negotiate, but don’t give anything away for free
– There must be something in return for a concession
— for example, a lower price can be adjusted if the assignment scope or conditions (longer delivery time, joint press release, less qualification, etc.)
— in short, not simply satisfied with less

Listening is decisive
– All phases in the sales process, including negotiation, starts and ends with listening to the customer
— let customers tell what and how they want it, as a seller you have to convince customers
— show the customer the motivation and drive to arrive at the most suitable solution and the best deal for everyone.

Be patient, don’t rush
– Deals are usually not concluded in one negotiation meeting – depending on the type of product – it requires three or even more negotiation sessions
— decisions with well-thought-out and formulated assignment scope, conditions, and their confirmations take time
— in the negotiation phase, other people can join in, and the previous phases have to be run through again quickly
— prevent wrong decisions from being made due to haste and time pressure.

Structural handling and finalization of negotiation points
– Keep total overview of the status and outcomes of all items; disputes, ambiguities and negotiation points
— do this very conscientiously, in practice, it often turns out that such a piece of reference work is necessary again (unfortunately, it also turns out that many sellers are rather careless in the administration)
— is also useful when reviewing any reports or when negotiations take place over different meetings
— check and confirm each reached part of the negotiation

Agreement?
– Verify whether an agreement has been reached, is everyone satisfied with the agreement reached
— go through all the points together again for the benefit of the contract to be drawn up
— Then make the agreements regarding the continuation of the contract elaboration, substantive assessing and acceptance, signing and the planning thereof.


PHASE
6 – Postponement – possible last-minute obstacles

The deal has been finalized. Now it is time to monitor the agreements made regarding contract elaboration, substantive testing and acceptance, signing, and planning. Sometimes things go wrong; the order confirmation and the signature do not appear. Keep faith, find out the reasons and devise a thoughtful approach to turn the situation around.

Negotiations on contract changes
– Keep faith and keep the situation under control; after all, a delay is not a cancellation
— trust your information
— if the sales process has been completed correctly, everything is known about the prospect (Budget, Authority, Needs, Timing)
— if the price is the sticking point, re-open negotiations as previously indicated with a focus on value
— if the competition thwarts the deal, demonstrate the added value of the agreed deal with accurate proof about your own company and its solutions. (what is the comparison, is there equivalence or is there a lesser alternative about price, scope and conditions?)

Who determines and decides (Decision Making Unit)
– Are there talks and negotiations with the right officials?
— in short; know the contacts and reasons for the delay
— your former purchasing negotiation partner is and remains an excellent source of information
— when referring to other persons/officers, trust will have to be built up again, stay friendly and willing

In the first instance, stick to the agreement
– Stay constructive; a lot of effort has already been made, it is a small effort to find out the actual or underlying reasons for the postponement
— do not act impulsively; there must be an excellent reason for the adjustment in the opinion of the customer
— with adjustment, the customer apparently did not support the deal made and is not satisfied (better to notice that now than in a most likely dramatic order execution)
— signal whether the (new) proposals and expectations are realistic and make this appropriate for discussion.

Respond patiently but proactively to the situation – have a plan
– In case of worries and doubts, always make a plan to turn around the situation (what if?)
— style and timing are also essential here
— count on unexpected questions
— and make it clear that you are waiting but expect concrete answers from the customer

Cancellation, discontinuation of the sale process
– If the customer does not offer any perspective and in the end, there appears to be no common ground, it is better to stop the sale in a correct manner.


Most common sales mistakes (top 50+ sales failures)


* Salesman profile – sales failures

Stereotypical salesperson image.
– the type; quick chat, pushy, manipulative and ‘selling anything, whatever the need’ will not be successful these days; it’s about; persuasion, knowledge, continuous development, emotional intelligence, trust, negotiation, etc.

Not being authentic.
-successful salespeople are genuine, reliable, not counterfeit, credible, truthful, are true to their own personality, know themselves and act from their motivations, aware of what they want to achieve and what they stand for. Authentic sellers are appreciated. Unfortunately, many sellers do not meet this standard, promise things they cannot deliver, although they go their own way, but from a different intention of company interest or building customer relationships.

Too busy with himself
– too confident or unable to cope with the imposed pressure of targets and expectations, the essence of selling is neglected.

Selling equals giving discounts.
– without taking stock of the customer’s interest and needs, thinking a sales pitch is equal or limited to immediately (or too early) scattering discounts and offers. After all, the need and value of the solution are not yet known.

Getting bogged down in your own passion.
– blinded by pride and self-esteem (for own product and company), too much and irrelevant information is given to the customer

Don’t keep learning
Good sellers know they can constantly improve; self-reflection, learning from your colleagues, talking to the sales manager, following training courses, searching the internet, analysing lost leads and offers, and analysing sales mistakes made.


* Preparation – sales failures

Not knowing the customer.
– selectively collect and test this information about the customer, but keep it confined, the customer will not judge you on customer knowledge,
– but it is nice to have specific information about the customer and the company, to know somewhat their history, size and profitability, unique selling points, suppliers, market, culture
– but note: it is unnecessary to tire the customer with what you have already studied about him.

Talking to the wrong people
– the primary contact person with whom the sales conversation is conducted appears to have no decision-making power.

Not recognizing the roles in the DMU (Decision Making Unit).
– During your conversation(s), identify who plays which role with the customer and ask them to be even more involved in the decision-making process.

Forgot names
– it often happens while everyone is very sensitive to it, it is painful to forget the names of interlocutors and possible colleagues. This while can be prevented by preparation and quoting the name in question a few times in the conversation.


* Sales presentation – sales failures

Putting and spending too much time in a (general) presentation
– is often wasting valuable time and forgetting to listen to the customer.

A blurry and time-consuming presentation
– fail when the busy prospect says: “You have exactly 10 minutes of my time to tell me what you want, what I need to know about your company and the added value of your company to my business”.

Sales presentations without purpose
– a lot is said about the product and specifications, but the goal (“The goal of this presentation is that I would like to sell my product/service to you this month, starting with a first trial order so that you can get acquainted with our excellent quality and punctual delivery). Also, any purchase signals are not received because the information is being sent unilaterally.


* Sales conversation – start – sales failures

Entering the sales conversation biased
– even in the initial sales phase, you don’t have to come up with scenarios; they rarely come true

A brusque and unfamiliar start to a conversation.
– better to scan first, break the ice, a low-threshold opening to start a conversation, for example, about something in common; children, travel or, for example, sports, etc. Moreover, common interests strengthen the goodwill factor. In short: first and foremost, ensure a comfortable cohesion.

Not having a plan, agenda and objectives in the conversations.
– “Time is money”, and everyone has a busy schedule; efficient and economical use of time is a requirement. Therefore, it is practical to establish together the available time, objectives, and agenda at the beginning of the conversation.

Weak opening
– forgetting in the opening that it is about the customer’s interest and how this can be fulfilled because own company and products are central.

An unbalanced structure of the sales conversation
– a good sales pitch has a goal, is pleasant, has structure/coherence, a beginning, a middle, end and an outcome. Plan the different phases of the conversation as a kind of table of contents and the time ahead.

Selling to the wrong people.
– it makes sense to try to sell to those who are not interested. Is it incompetence or a short-sighted policy?


* Sales Conversation – leading – sales failures

Not asking the right questions.
– sales starts with asking the right questions, where determining and solving the need or bottleneck is central (not the product or service). To find out, one has to be able to ask the right questions. Avoid asking questions for the sake of asking questions (the mandatory questionnaire). Instead, ask open-answer questions so that the customer must answer specifically. And as mentioned before, involve emotion.

Not purposefully conversing
– talking too much randomly and by feeling, not explicitly investigating the customer’s needs (so ask specific questions, where it is not the seller but the customer who is speaking >70%)

Thinking too much
– by being absent because one is thinking about the tactics to be used, important information that the customer provides is missed. Moreover, the customer will notice this and experience it as unnatural and unpleasant that his needs are not really listened to.

Don’t involve everyone.
– many sales calls are attended by several people who may have different motives and purposes, but all need to be made enthusiastic. Such conversations are more challenging but involve everyone, do not exclude anyone, and avoid having the conversation with the highest rank.

No appealing examples
– support the remarks and points made good examples, even where exact words are forgotten, but appealing stories are converted into lasting images.

No independent references
– supporting and strengthening own claims with relevant customer success stories make the sales position many times stronger


* Sales conversation – evolution – sales failures

Discussion and struggle instead of conversation
– as an authority and expert, a confrontation is a confrontation because the seller believes he must be correct, and the customer has an incorrect perception of the seller’s opinion. There is nothing wrong with disagreeing with the customer, but there is something wrong with how you phrase it. With struggle, the gun factor is reduced to nil.

Forgetting the emotional purchase reasons
– emotion is a crucial factor in buying behaviour and is often underexposed by sellers in the sales process because of creativity and tailor-made arguments. For example, an approach taken from product specifications will not be experienced as an inspiration and only leads to a rational assessment, while solving concerns and bottlenecks appeals to the emotion of happiness and trust.

Overwhelm silences in conversations and don’t use them
– do not experience moments of none tealking/rest as painful. Do not break them because they have a function; it gives the customer time to evaluate and convince themselves, which benefits the dialogue. Also, watch out for delayed replies (f.e. “can I answer this later?”) as it can be a signal that the conversation is moving too fast and hasty.

The price blocks the dialogue.
– customer has the attitude of “What will it cost me?”, confidently tell the price (or price range), and then use the time to explain its value.

Don’t dare to name the price.
– fear that the price is a breaking point to lose a deal despite the need, interest of the customer, and offer an excellent solution, which can cause doubts about the position and authority of the seller. The seller’s job is to select and obtain customers that they can work with that suit the business and are willing to make the financial investment. (if not, then it is not a customer for your company, and a salesman would recognize this in time)


* Process control- sales failures

No follow-up!!!!!!!
– Many prospects are wrongly quantified as ‘unpromising’ under the pressure of scoring.
– it is apparently more pleasant to talk to a new potential customer than to take existing prospects to the next sales phase
– counting contact moments and the number of conversations per prospect is actually a necessity because
— 50% of salespeople never follow up on the first sales call
— only 40% make a second and third call and then stop the contact
— 10% of sellers have more than three conversations
— 80% of sales only take place after four or more sales calls (2% in the first call, 18% in the second, third and fourth contact moments)
Perseverance is the key to selling, but be careful not to appear desperate.

Lack of persuasion and negotiation skills
– to make a positive difference and to achieve a lucrative collaboration.

Not being prepared for objections.
– not being able to assess such comments in perspective and not having an answer that bogs down the conversation.

Trust only intuition
– the sales process is not intuitive but honestly guides and guides the customer through the purchase decision-making process. (But, of course, a well-developed intuition helps)

The math is not done.
– it is never the intention to make (prominent) concessions in the price, but negotiators also have their targets that they must meet, whereby there must still be sent margins (and fruitful cooperation). In the event of repressed facts of a particular discount or building a longer-term relationship, the negotiation margins must be known. Furthermore, rapid mental arithmetic is a skill that can be expected of a salesperson.


* Need analysis – sales failures

Do not dare to ask specific questions.
– certain ‘difficult’ questions are avoided so that the need is not fully identified (by the way, all relevant questions can be asked, the customer then decides whether to answer or not)

Asking no or insufficient control questions.
– control questions make the sales conversation more effective in time, certainty in the customer’s needs and reduce the risk of an incorrect sales proposal.

Want to sell at the first buy signal..
– do not start the sale too early in the process, not immediately after the first buy signal for a sure solution, more needs to be determined regarding the need, and every other signal gives a confirmation and is a reinforcement for the cooperation and the final deal. Keep exploring; with this, you prove your knowledge as a sales expert advisor, and you do not come across as a smooth salesman.

Incorrect or incomplete needs analysis.
– in haste and lack of time, sometimes customer ignorance, superficial interest or even impediment, but also premature assumptions and incorrect interpretation can lead to erroneous determination of needs. Ensure that the conversations to determine the actual need are of quality and that the results are double-checked.

Don’t focus on solutions.
– emphasize product and product details which will not convince a prospect, solution convince.

Wrong assumptions
– can be lethal, navigate and focus the conversation on information the potential customer provides.


* Making the deal – sales failures

Don’t dare ask for the order.
– unnecessary delay to the essential question brings the sales pitch to an impasse. Are the buying signals unclear, or is it fear?

Supply does not match the needs.
– when this is established, it is a wrong analysis, were the asked questions in the sales conversation of quantitative and qualitative insufficient or was it insufficiently listening.

False promises
– customer expectations are not met, loss of credibility, and customers will definitely turn to the competition in the future. Better not to sell than to sell dishonestly by exaggerating and lying.

Accepting no suitable product solution and conditions.
– the sales conversation is (somewhat) stiff, the offered solution does not optimally meet the customer’s needs, and the conditions are also debatable. Be honest and avoid disappointments that will break you down later. Do not agree to anything that cannot be delivered at all (on those terms).

Unnecessary (much) discount
– discounts are sometimes necessary as the last hurdle to overcome, so stick to the conditions and especially the price as long as possible. Also, realize that discounts devalue the offered solution. Dare to ask for and hold on to your price and for customer loyalty, collaboration, quality, and extra service (without a reduction in margin) are the appropriate method. Never give away a discount if it contributes nothing to the sales process.

Selling on price – price as a buying argument.
– we think ‘too cheap is dubious quality, and the most expensive is the best”, but the price is a marketing tool and should be of minor importance in the sales conversation. In the sales conversation, it is about the needs of and solving the customer’s bottlenecks, and then the price is always of secondary importance, provided the advantage is clear enough. In short, using the lowest price is not, in our view, a sale.


* Closure – sales failures

Weak closure
– always end every conversation with a to-the-point summary and a strong, positive message (lasting reminder)

Forgetting to perpetuate in an excellent relational atmosphere
– deal in and leave too quickly and forget to consolidate a good atmosphere with the customer, gives the customer an unpleasant feeling, uncertainty (have we made the right decision), stress and can lead to cancellations and a start of a complex collaboration.

Next steps not aligned
– deal in and forget to coordinate the following steps, make expectations known and make agreements as these are not always clear or obvious. As a seller, you have to take the initiative to avoid uncertainties and disappointments.


Different types of salespersons (a few good, mostly bad)

Recognize the different types of salespeople and determine which ones are best suited for your business. The differences are irrelevant, as for sale to be successful, one needs different kinds of people in his sales team. It is about putting together the best-performing sales team, aiming for the intended sales strategy, objective, and current status.

Create a strong sales team by knowing the strengths and weaknesses of the sales representatives while ensuring both new customer acquisition and recurring revenue.

1. Sales experts
Experts are the best and sell the best. They keep customers satisfied, have a lot of knowledge and score well on all sales skills. Experts can also be used as trainers and mentors for other salespeople, given their role model and good command of all sales skills.

2. Sales hunters
Hunters are go-getters, those who are in the field and discover opportunities to sell. They provide new impetus to the organization by generating leads and acquiring new customers. Start-ups, in particular, are bathed by sales hunters who aggressively promote and market new products. Due to their impulsive nature, however, they can often make frequent, basic sales mistakes.

3. Sales closers
Closers often land some big deals. They can easily counter objections but appear to be unsympathetic, slick, and uninterested, bored by always the same objections from the customer. Such an attitude can put off many customers. Appearance, tact and empathy and a familiar appearance is a point of attention for these sales respondents.

4. Sales farmers (account manager)
Sales specialists to maintain the existing customer base, keeping relationships and tuning in to opportunities to sell again to the same customer base. They ensure continuity in the sales turnover and concentrate on expanding (improving position) of the sales at the customer base. After all, the acquisition of customers involves considerable costs and improving the yields of the existing customer requires a different, structural approach.
Such a salesperson is also referred to as an account manager when following up, retaining and generating sales at one or more important customers.

5. Sales consultants (commercial advisor)
Sales consultants can listen carefully and solve problems quickly to meet customer needs. Consultative selling primarily focuses on gaining the trust of potential customers and solving all kinds of problems by giving advice and sharing knowledge in many areas. If the relationship and trust are there, and then an opportunity arises, the sales consultant will first help to identify the need and then advise on an optimal solution that he can offer. It is often difficult to switch from there to the actual “hard” sales, where valuable sales techniques are regularly forgotten. Risk is also an incorrect assessment of the relationship, and information gathering or comparison with competing providers is abused.

6. In-house salesman
This in-house salesperson tries to sell the products or services from his or her company’s office to potential customers and prospects. They are convincing on the phone and have good written communication skills and a writing style adapted to the type and customs of the customer.

7. Sales retailer
Must guide incoming customers through a selection process and ultimately convince them to buy the product.

8. Sales order taker
A sales order taker is passive, cannot inspire enthusiasm, is reactive, lacks the enthusiasm of a salesperson, and does not know how to influence the customer. The order taker simply receives an order from the customer.

Other types of salespeople, one-dimensional and with only a limited range of sales skills. The can be divided into;

9. Sales storytellers
Storytellers are very customer focused and tell long stories and entertaining events. As a result, they forget to close the sale and often talk about it. This type of seller is insufficiently result-oriented and should shift focus to closing the deal and communicating more effectively.

10. Sales aggressors
These salespeople see sales as just the negotiation of price, still have faith in the product or service to be sold with a forced enumeration of the benefits, without entering into a conversation. Aggressors see a sales pitch as a negotiation about the price, the so-called “hard sell” technique; book the order under pressure in the shortest possible term.

11. Sales focusers
These salespeople operate somewhat under fear, although they know the product well and mention every detail of it, but they forget to listen to and respond to the customer’s actual needs.

12. Sales socializers
Socializers come across as nice and easy to talk about, sometimes a little incoherent. However, they forget to take the customer through the sales process and that it ultimately concerns orders.

13. Sales narrators
Narrators rely too much on predetermined standard scripts. They have insufficient creativity and the ability to improvise, adjust the sales process quickly and respond to questions and needs of the customer.

14. Sales follower
Very limited, or perhaps no seller has no talent, feeling, or experience with the commercial profession. The freedom that belongs to the sales profession is the motivation, and the latter is certainly not enforced by self-discipline and initiative. Until the dismissal, such a seller was an expense.

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