In the "pull" sales model, customers are drawn into a sale
In contrast to the “push” sales model, the “pull” sales model allows customers to be drawn into a sale based on a product’s benefits that deliver value according to the customer’s needs. Oftentimes the needs are latent and it is the salesperson who surfaces them. In a pull model it is almost as if the customer is allowed to buy instead being sold. Push connotes a stick approach, pull suggests a carrot.
Top 5 Traits of Experienced Sales Advisors:
- Customer Focused
- Vendor Agnostic
- Strategically Minded
- Tactically Savvy
- Relationship Skilled
To succeed, advisors need to create a relationship with the customers. First, they had to become vested in the customer’s problems. If they were going to suggest technological solutions, they had to know what issues the customers were facing, what kept them up at night, how much they were willing pay to get a good night’s rest and, more importantly, they had to be in front of where the customer wanted to go.
Traits of the experienced advisor were, and still are, as follows:
1. Customer Focused
The experienced advisor understands their customer’s business as well as their own. They are vested in helping the customer grow their business.
2. Vendor Agnostic
The experienced advisor’s only interest in a vendor is their ability to meet their customer’s needs.3. Strategically Minded
The experienced advisor has a deep understanding of the big picture and being “in front” of where the customer wants to go, including the external and internal pressures, constraints, advantages and capabilities. The experienced advisor knows where the customer needs to go and has an executable plan to get them there.4. Tactically Savvy
The experienced advisor can provide solutions to complex business issues and break them down into manageable implementation phases within the customer’s constraints (i.e. cost, time, resources).5. Relationship Skilled
The experienced advisor builds and maintains an earnest and authentic relationship with his/her customer, which is based on helping the customer meet their strategic objectives.
The leadership implication here is twofold. First, a leader can choose to base a company’s customer-facing sales organization on a push model or a pull model. The push model is easily implemented, though short-lived. The pull model is much more intricate but longer-lived. Second, as the dynamic of “push” and “pull” exist in sales, so they exist in leadership. A leader can choose to head their organization with push management tactics, otherwise known as command- and-control, or through pull leadership tactics, otherwise known as teamwork-and-collaboration.
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