The last 18 months enforced change in how organisations design and execute their go-to-market strategies.
My belief is many of the changes inflicted over the last 18 months merely accelerated trends that were already underway.
But as we enter a covid-vaccinated world, many organisations are asking themselves which of the Covid enforced changes are here to stay and which ones will recede and allow them to get back to their traditional approach.
My personal view is whatever the future holds, two things have changed forever.
First, customers have loved NOT having to meet sales professionals face to face. Pre-covid buyers were already self-serving themselves in the early stages of their buying process. Over the last year, buyers have liked the ability to engage and disengage with a sales process without the time-consuming process of meeting other humans. Buyers still value a human to human interaction but at the time of their choosing in the decision-making process.
Second, the longer and more complicated sales process will continue to require a broader range of individuals from across the organisation to engage with a potential buyer before a sale is made. In this week’s interview, with Tim Riesterer, he says recent research indicates over 5 people from the seller’s organisation engage with a potential customer through a sales process.
These changes probably come as no surprise. Most organisations have already begun to address the challenges that come from these changes in buyer behaviour.
However, with any change in sales processes, sales strategies come resistance to change from many angles.
In this week’s interview, we talk to Tim Riesterer – Chief Strategy Officer of Corporate Visions and a well-known expert on buyer behaviour.
We talk about how organisations are adapting to changing buyer behaviour by moving from a “Sales Team” centric culture to a more inclusive “Revenue Culture” to better attract new clients and retain them than grow existing ones.
Key Areas of Discussions with Tim Riesterer, Chief Strategy Officer of Corporate Visions:
- Culture and revenue-centric culture.
- Where are the common disconnects between marketing and sales that affect a buyer’s perception of an organisation
- How do established companies with separate sales and marketing functions start the process of changing how they work?
- Customer retention strategies.
- How using small pilots to test changes in sales approach can yield fantastic results for the organisation as a whole.
- A simple framework to build a unique sales process that matches the type of relationship you have with the buyer and where a client is in their buying journey
- How do you develop a revenue growth mindset in your customer success team?
- Helping Customer Success teams believe your new solution is worthy of an upsell conversation.
Tim Riesterer is the Chief Strategy Officer, of Corporate Visions. As a long-time student of customer behaviour, sales process & sales success, he is a renowned speaker, and author and consults and trains some of the world’s largest companies.
He has dedicated his career to researching and improving the conversations companies have with prospects and clients. He has co-authored 4 books on the subject “The Expansion Sale,” “Three Value Conversations,” “Conversations that Win the Complex Sale” and “Customer Message Management.”
He is also the visionary behind B2B Decision Labs, a unique consulting firm that is aligning research on neuroscience, customer behaviour and field studies on customers to assess value and make decisions.
Corporate visions – consults and trains B2bdecisionlabs.com