May 14 2007
Strategic Orchestrators Do What?
To fulfil the role of strategic orchestrator, the salesperson needs to be seen as the key person responsible for engineering the appropriate solution. This involves co-ordinating all of the information, resources and activities needed to support customers before, during and after the sale. It means enlisting support from specialist colleagues and hence the move away from the “lone ranger” approach.
According to our research, effective Strategic Orchestrators have mastered the following competencies:
• Knowledge of their own company’s structure
• Expertise in developing and managing a team
• Ability to manage priorities and performance
• Ability to co-ordinate delivery and service to customers
• Efficiency
• Flexibility
Customers of Strategic Orchestrators express a high level of confidence in the salesperson and his or her organisation:
This increased confidence can lead to faster buying decisions, increased repeat business and strengthened links between customer and supplier organisations. Working as Strategic Orchestrators, salespeople are also able to develop their organisation’s capacity for team selling.
On Friday, I discuss the characteristics of the third and final element in strategic selling – The Long Term Ally
I know many of you understand the incredible value of networking but maybe, just as many have not fully harnessed it’s powers: This week my leadership blog focuses on that very subject, so if it is an area where you think you could improve, please wander on over.
The featured “Top Sales Expert” this week on “Top 10 Sales Articles” is the delightful and hugely successful Joanne Black, who is one of the top exponents of networking – you can hear her thoughts in an interview with Clayton Shold of Salesopedia here.
Finally, if you are not already aware, we named the first “Top Sales Article Of The Month” on Sunday and it is a cracker. You can find it here.
More on Friday – hope you are having a great week!