Key steps to develop authentic salespeople for this 2022

Vendor, that’s right, we are talking about all the people who work in our stores. We are all salespeople, from the security personnel in the parking lots to the cashiers who collect purchases.

When a store manager takes on new salespeople (associates), he or she cannot demand the same productivity from the very beginning as experienced salespeople. There is a key process of achieving individual successes through this progression based on the department in the store where the salesperson is assigned:

We are all salespeople, from the security personnel to the cashiers

1. Conversion rate: An initial training should be about driving the sale of some particular product to many customers. This will allow him to mark small quick successes and generate confidence, a kind of “soft landing” in his arrival to our organization.
2. Average ticket: The new salesperson’s productivity will be measured in the push he/she has when collaborating with the rest of the team in increasing the average ticket (consumption per customer) of the assigned department.
3. Customer loyalty: The experienced salesperson knows how to consolidate customer loyalty; it is easier to drive sales to regular customers.

A good store manager knows how to leave and give up the leading role to involve his associates, to stop having the exclusive right to make decisions and ideas.

It has been proven that only 7% of reactions are conscious. The action protocols and internal rules that we have in our stores are essential for the maintenance of culture and discipline in our organizations.

But at the same time, they are very insufficient, because 93% of our associates reactions are unconscious, motivated by factors that we do not control. That 7% of our conscious nervous reactions is only the “tip of the iceberg”.

As managers, opening our stores every morning is conscious behavior, but appreciating honesty as a value is unconscious behavior.

Are we really salespeople, or are we performing acts of selling? Let’s not boycott ourselves and start believing that if we are not authentic salespeople, we are failing as professionals.

What would we have liked to learn at the time?

Let’s practice in our training of new salespeople what we would have liked to learn at the time, taking as reference points basic behaviors to achieve the objectives set.

• Excellence vs. Demanding: Let’s always practice excellence over demand, we need a context of excellence to develop permanent innovation, continuous improvement and constant environments of evolution and change.
• Commitment = obligation + motivation: When we assume a commitment there will always be an associated motivation, all of us perform much better from motivation than from obligation.
• Responsibility vs. Victimhood: Responsibility is choosing an attitude, while victimhood is taking responsibility away from ourselves.
• Acceptance vs. Tolerance: Accepting that we are all sellers will open many more doors to success.
• Dreams: A vision is a dream, but with a commitment, with thoughtful steps to achieve it.

Ultimately, our challenge to train good salespeople (associates) will be to achieve positive and sustainable economic results at a global level.

Retail is a lively business, in constant communication with our customers, and the more motivated and happier we have all our teams, the better our results will be.

Therefore, to achieve all these objectives we will rely on the creation of a culture of commitment, responsibility, acceptance, trust and shared vision.

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