The art of making the sale is a topic that has come under great scrutiny in recent months, and there are some very good reasons for this. In a time when many companies and individuals are shifting their focus toward improving their own strategies in order to bring the company’s vision to the forefront, the art of the sale becomes a major point of focus.
Ultimately, in any enterprise that depends on a buyer-seller relation, whether there is a physical product or an ethereal idea, sales, motivation, and commitment always come into play. While the art of the sale is still central, continuous process development is a very useful tool for building all the necessary blocks necessary to make sales process improvement a part of every operation.
It’s a necessary assumption that the organization’s flow is functioning well, and to the general satisfaction of all members of the team. This is a precondition for implementing process improvement, because the methods used need an existing structure in order to have something tangible with which to work. This doesn’t mean that there have to be stellar organizational principles at work, but only that it’s running with some degree of success.
Taking the principles of positive thinking, a company or organization can tie these in to their sales approach practices. Assuming from the outset that a sale will be made, and that the customer is indeed interested, are rather simple but effective means of generating positive results. This is also the perfect point at which to begin evaluating for continuous sales process improvement.
Evaluating the process is ongoing, and because it is process-oriented, it’s essential to keep in mind that there are no wrong moves. At the beginning, it’s necessary to be open to whatever might transpire. In the evaluation, there are seeds for all of the other steps to find places to take root. Implementation is where the nitty-gritty gets explored, where companies can take the knowledge from the evaluation and turn it to their advantage. Finally, implementation gives way to new analysis, and this is where the strategy really comes into play.
It’s a very thorough process, but it’s always a circular one, where each step, and every strength, builds on the one before and the one after. In this way, new models are discovered, and the team is learning all along the way.