Strictly for Sales
So, You Want a Value-Added Salesforce?
Most companies I work with want to develop a value-added sales culture because it sounds good. But in order to create a value-added sales culture, you will need to truly understand these five critical areas.
Examine your motives for pursuing the value-added sales
culture. This internal analysis of your culture can save you head-
aches down the road by asking important questions about your
company’s commitment to value-added. The value-added business
approach is not for every company; some companies are simply not
set up for it. Others lack the commitment. When you announce
your intent to compete this way and you lack the resources or
infrastructure to deliver, it can be de-motivating to the sales force
and confusing to customers. On the other hand, when you un-
derstand your motives thoroughly, it emboldens your leadership
efforts. These questions will help you conduct this internal analysis:
• Why do you want to adopt the value-added approach?
• Is your desire more about charging more for your goods and
services or creating greater value for your customers?
• Will your culture support a value-added sales effort?
• Do you have the infrastructure in place to support a value-added selling approach?
• Is value-added a cliché or the real thing in your
• Do you currently enjoy this image in the customers’ minds?
• Does everyone in your company embrace this
lack of mission clarity, because clarity brings commitment. These
questions will help clarify your mission and energize your salespeople.
• What is your company’s mission?
• How well do you communicate this to your sales force?
• What are your objectives?
• What is your strategy?
Focusing is positive tunnel vision. It is concentrating your energy
with laser-like intensity in areas that give you the return you desire. It helps you to determine which business to pursue and which
business not to pursue.
Salespeople come to our seminars because they are not getting
results, and more often than not, it is because they are chasing the
wrong business — business where they are not competitive. This
wasted effort distracts them from pursuing more viable opportuni-
ties. It is management’s responsibility to provide the focus for their
sales force. It is investing your sales force’s efforts as you would
invest your budget dollars. You do not waste money pursuing
business you do not want; why would you invest sales force time
One of the greatest concerns salespeople have
at the end of our “Value-Added Selling” seminars
is whether or not their companies can deliver the
value-added that the sales force is encouraged to
promise. The value-added philosophy must be em-
Clarity of Mission
Your mission is the core reason why you do what
you do. It is where your company is headed, based
on your vision and your dreams for the future. It
is your company’s special purpose — the marching
orders for the troops. Some of the greatest failures
that individuals and teams experience come from a