The old-style sharp-talking salesman has now been replaced by a modern more empathic salesperson requiring a more advanced set of skills. Here, with assistance from Lancaster and Reynolds (2005) and Jobber and Lancaster (2015), is a list that I recommend for your consideration.

SKILLS FOR THE MODERN SALESPERSON

_ The foremost skill is to be able to listen actively to cues from prospective purchasers and to respond to these cues appropriately by building them into your presentation.

_ Presentation skills are important, and one consistent problem is incorporating too much information, such as talking about one’s own company. This must be avoided. A good tactic is to ask somebody to videotape your presentation; you will probably be embarrassed when you witness the mistakes you have made.

_ Perseverance is particularly important nowadays as buyers are looking for longer-term business relationships and not simply seeking the most economical or immediate transaction. The right questions must be asked, such as asking buyers about the goals and targets they are expecting to achieve, rather than simply interrogating them about the budget they have at their disposal.

_ It is important to pursue new business opportunities rather than simply relying on referrals or cold calling. Speaking at appropriate conferences and joining associations where contacts can be made puts a salesperson at a higher level that can command more respect.

_ Building relationships and creating personal rapport is still important. You need to be able to understand the problems that your clients face before you start your sales presentation, so you can focus on tailoring it to their specific requirements.

_ Handling objections are a standard part of the sales process. It is important that this is done by understanding clearly the true reason for the objection, rather than simply relying on a rote-learned formula approach. By doing this you can demonstrate that you appreciate the problem that your client has highlighted.

_ The need to be well organised means that you need to plan your time carefully and devote more time to high-value clients.

A PERSONAL OPINION

This marketer respects the work of Jobber and Lancaster and will never challenge them. But this list of skills is good only for the salesperson who sells up to the intermediate level, that is, “needs-based or solution selling,” for it doesn’t fully address the higher-level selling skills required for consultative selling or key accounts.

At that level the focus is on the client’s strategic objectives, and the salesperson must employ the higher-level thinking skills of analysing and evaluating complex strategic issues with the objective of creating optimal outcomes. Not selling “solutions”.

Indeed, the selling skills listed above may well be inadequate for selling the full range of complex financial services offered in the Jamaican context. Neither, in my opinion, does it fully address the skill-sets required for relationship selling, which is at the heart of the relationship marketing that so many marketers dream of, yet so few achieve.

What do you think?

Herman D Alvaranga is president of the Caribbean School of Sales Management. Please contact him at hdalvaranga@cssm.edu.jm