Seven networking secrets of superstar sales professionals

Customers of the present century look for solutions that incorporate products and services, resulting in relationship managers’ tasks becoming increasingly involved. And, thus one sales professional can hardly ever able to know it all. Mostly they are just unable to comprehend what their organization can deliver to their clients and this shows how the internal connections of the sales professionals throughout the organization become more important than ever before. However, it is heartening that most relationship managers naturally come to have the knack of associating with and talking to new people. Thus, their managers do not need to resort to much persuasion for them to foster networks within the organization. However a new research done using data gathered from 500 employees of a firm reveals that internal networking structures of a particular kind work far better to streamline information and cooperation benefits and improve performance for enhanced sales. Superstar sales professionals take a better strategic approach in developing their social networks,

Superstar sales professionals take a better strategic approach in developing their social networks, though some relationship managers let theirs to just expand haphazardly within the organization. Following are seven observations from the research findings that appeared in the January 2014 issue of the peer-reviewed Journal of Marketing

though some relationship managers let theirs to just expand haphazardly within the organization. Following are seven observations from the research findings that appeared in the January 2014 issue of the peer- reviewed Journal of Marketing.

Fill the gaps: Most efficient relationship managers, instead of leaving room for social networks to develop without rhyme or reason within the organization, first detect the blind spots and through pro- active action tap those structural lacunae to their advantage. Even though a person cannot afford to have too many friends, the variety and breath of a social network can well make allowance for the lack of quantity.

Combine informal and formal: Most efficient relationship managers derive maximum advantage by commingling the internal networks of two types. They first procure information from different and even unexpected sources by tapping their informal networks which are generally more unrestrained and scattered. Now they bring the information thus gathered, back to their formal networks that have being furnished to them by the organization and here, combine the information obtained through informal and formal means to bring about realistic benefits for the clients.

Accentuate the power of one: The formal and informal relation- ships coming together in the same people definitely increase the potential for benefits. These superposed relationships make it possible for team members to discern the information that is most beneficial to make use of as they understand their individual formal roles.

Pull up a barstool: Internal relationships exist in the context of work. Whether at lunch or when sharing drinks, most often conversations come to centre on work. And, in these instances, the contact from other departments or units may often come up with their secrets.

D o n’ t forget finance: Relationship managers, in order to know the innovations the company is going to adopt during the next quarter, keep in contact with the research and development department. Also it is required that contacts be maintained with the procurement department so that they know the sourcing for such innovations. However it is equally important to remain in good contact with the finance too, though this is perhaps overlooked. A company’s capacity to provide creative or flexible financing is a decisive factor in effecting a sale and accordingly, relationship managers ought to know the options they can offer.

Make yo u r ow n l u ck : Companies can depend on their relationship managers to evolve beneficial connections within them undoubtedly resulting in a certain degree of synergy. However, they can do well to provide realistic opportunities for collaboration among the colleagues of the functional silos and thereby augment their capacity for success.

Keep your focus: Relationship managers, when they evolve their networks and prioritize their time are required to bear in mind that internal relationships are important to an organization only if such relationships bring about a better understanding of customer wants and the manner the organization is going to satisfy such wants. All other things are secondary matters.

Dhanushka Kulathilaka, one of the leading postgraduate business consultants in Sri Lanka. He is currently reading for his PhD. He is also an Australian MBA ( Distinction) holder, holds a PGD Business Admin ( Aus), B. Sc ( 1st Class) India too and also a Member of Association of Business Executives ( MABE) UK. Email your comments to: givemeyourcomments@gmail.com