Finding Time To Sell While Servicing Customers

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Finding Time To Sell While Servicing Customers

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It’s a struggle to get it all done in sales. We’re juggling outreach, existing tasks, and
handling existing customers.

We know how difficult it is to convert new customers, so many salespeople will prioritize their existing customers at the expense of developing new business.

How do we find the time to service existing accounts while creating time to develop new business?

To answer this question, we sat down with Josh Patton, a former naval aviation ordinance specialist and now vice president of sales. He showed us the same system that he coaches his salespeople with that allows them to streamline servicing existing accounts, develop more referrals from them, and fill their pipeline with new business.

Because we’re trimming hope from our sales strategy, we’ll use the acronym TRIM to guide us through creating a system with a trigger, ensuring it’s repeatable, building in ways to improve it and of course, ensuring it’s measurable and getting us results.

T-Trigger: to trigger the system, Josh advises that we applied consistently throughout the year, and ensure that it is a line with our existing business development goals.

He recommends examining all our daily tasks and decide what can be delegated to anyone else in the organization. The goal with this trigger is to create more time in our day, especially as it applies to the time we spent with existing accounts.

R-Repeatable: to make this system repeatable, Josh advises we first select the type of business we want to do more business with. Given all the existing accounts we have, what type of business do we want to pursue in the future? Only after deciding this, can we leverage efficiencies and select future targets that help us reach our business goals.

Second, Josh says to ask ourselves which contacts may have moved and be new prospects? Often, existing contacts will have changed organizations and still need what we sold them in the past. This makes them ideal as new prospects because we already have a trusting relationship established.

Third, Josh says we should mine referrals from existing accounts. With every touch point on existing customers, we should be asking for referrals and introductions into their network, as these will be easier to convert than pursuing cold accounts.

Fourth, Josh says to keep our eyes open for both passive and active targets as we are driving in our territories and during our daily commute. Now that we have created more time to pursue accounts, we need to ensure we are using it efficiently by filling our pipeline with our ideal customer profiles.

I-Improvable: to make the system improvable, Josh says to look at where you are already finding success. Define that industry, job title of your most successful customers, the territory they are in, and any other variables you can identify, and use those to replicate customers that will be easy to convert and efficient to service.

M-Measurable: to measure the effectiveness of the system Josh tells us to ask if we are meeting our new business development goals. We should be leveraging our existing customers to gain new referrals, and in those areas that are easiest for us to convert. To tell if the system is effective, we should be moving closer to meeting our development goals.

Another thing to measure as a leading indicator is if you are generating enough new business conversations and meetings. Because of your freedom time from delegating tasks, and the referrals you are getting from existing customers, you should be generating more and more conversations.

Just because you are servicing existing accounts doesn’t mean you don’t have the time and ability to generate new business. It’s how you can ensure you are selling and serving more!

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