Small businesses should boost sales people, process

George Ludwig thinks you should “put some money into your sales people.” Equally important, he adds, is a review of your company's sales process.

Ludwig may be spot on. Although our conversation was a discussion of how small businesses can reinvigorate their sales programs, consider the following:

ŸToday's economy could be as good as it gets, at least until energy prices calm and politicians pay as much attention to solving deficit problems as they do to pointing fingers.

ŸWhen energy costs do settle, they may remain high. The summer driving season with its typically higher demand and reformulated gasoline is closer than early March temperatures make it seem.

ŸDeficit reduction actions could create problems. Most solutions so far seem to involve employee sacrifices: A reduction in paid-for benefits, nonpaid furlough days or actual dismissals — all of which mean less money for consumers and, ultimately, businesses to spend.

“When customers are tighter with their dollars, we as sellers must be better,” says Ludwig, a sales consultant who is principal and CEO of GLU Consulting, Schaumburg.

Getting better means investment. For example, Ludwig suggests company leadership “help sales people get better” at selling. He looks at training and coaching dollars, “even buying a couple of books” that will spark sales ideas.

Ludwig also likes the concept of an “I have a dream speech” from the business owner that “gets people excited” and pulling together. You and I would call the speech a 10-minute pep talk.

Ludwig' sales process review covers three steps.

The first is to “identify the ideal buyer, the one we serve best.” Honing in on buyers where the sales-and-service connection is strongest equates in Ludwig's vernacular to “getting rich in a niche.”

Step two is crafting your sales message. “Words matter,” Ludwig says. “You have to be able to state your value proposition and do it simply.”

Ludwig's third step is to review — and adapt — your business' previous best practices. “How did you attract customers when you were successful?” Ludwig asks. “What were the trigger points” that got buyers to buy?

Adapting yesterday's successful techniques to today's needs can work.

You should be aware, however, that buyers likely are in their own decision process. “Their first decision is whether to allow (your company) access,” Ludwig says. That's why he suggests finding the ideal customer who needs what your company sells — and then crafting the sales message.

The message matters. Assuming your sales people get an audience, your prospective customer “must evaluate whether the pain of changing (buying from your company) is worse than the pain of staying with the status quo,” Ludwig says. That's the message.

If change wins out, then the prospect must determine whether your business is the best resource. That's the message again.

Ÿ Contact Jim Kendall at JKendall@121Marketing Resources.com.

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