Feature:
Can Relationship Managers Really Sell?

Lately I encounter a lot of sales people who prefer to see themselves as “Business Development,” “Customer Service,” or “Client Relationship Managers” instead of sales professionals.

For example, in my formal networking group there was a banking representative (briefly) who sounded like a brochure as she reeled off her elevator pitch. No value statements, no stories, little in the way of what she was really looking for in new accounts. Turns out she barely makes 20 inquiries a week mostly, because she was uncomfortable on the phone and doing drop bys.

Another banker who shared that he visits just 15 businesses each week couldn’t tell me exactly what he was looking for, what he got paid on the accounts he brought in, or how big an average account was. He explained that his role was really just to do a lot of meet and greets at events to help develop business “relationships.”

When I asked “what do you say when you do a walk in”, or “tell me how you run a phone conversation” he, too, sounded like a brochure.

So, how does an organization break this cycle of sales people turned relationship managers and get their sales representatives back into the job of selling? Set goals and remind them that that they are there to prospect, make cold calls, set appointments, close people and bring back business.

If your sales person visits a business and gives a card or brochure to whomever is out front “just to let them know they are in the area,” they are no different from someone walking in dropping off menus for their local lunch restaurant business. The only difference is the restaurant will get customers from the visit.

You have to be specific about your goals.

First, there needs to be daily activity expectations set. If you make just 10 cold calls a day, that is 2400 a year. Twenty calls leads to nearly 5000 each year. Whatever number you set as your minimum, understand it needs to be adjusted upward if sales numbers aren’t met.

Second, set controls to make sure the activities are being done and measured. Early in my sales career we were expected to be out in the field all day, “knocking on doors.” When I got back, my manager would ask me where I had been, how many stops I made and whether I set any appointments. They usually did spot checks, reviewing the business cards I collected.

One employer I know has a corporate mandate that every rep in the nation make 100 phone calls every Wednesday. These calls are monitored with call center software that reported number of calls made and average talk time.

Another employer I know requires each rep entire 20 new prospects daily into their CRM system. Don’t have a CRM? Call logs can do the trick. Ask reps to document each call made and the results. Do your reps claim to send a lot of email ticklers? Ask that they Bcc the sales manager on each to keep a file.

Whether your system is sophisticated or elementary, you have to put controls in place to let your sales people know they are being measured. And remember, it doesn’t hurt if management gets their own hands dirty out in the field with their people to reinforce the importance of their role.

Finally, joining networking groups or attending networking meetings is a legitimate exercise for every sales person but what you have to remember when you’re out building those relationships is that sales it a lot like baseball. The catcher’s job is to wait for someone to throw him the ball but sometimes in sales you can’t wait to be on the receiving end of that opportunity. You have to get up and pitch.

David Wall, President, Active Prospecting Services, provides sales training for small business owners and the self-employed. For more information, contact David at 404-419-6084, prospecting@clear.net.