Is your customer service team missing sales opportunities in customer interactions? Learn how embracing a sales mindset across other areas of your organization can drive sales in customer service and satisfaction.
Sales Training is Not Just for Salespeople
Traditionally, we see companies who want to help their salespeople talk to customers and prospects. But salespeople are not the only people in your organization who come in contact with customers. Customer service representatives, accounting and billing professionals, and other frontline team members routinely interact with customers and impact the relationship the customer has with the business.
Learn how to align your people, processes, and vision for the future
Customer service reps can learn customer pain points
Customer service reps have the direct ability to impact the sales of the organization. Customers do not perceive customer service reps as salespeople and the tone of their conversations is different. They tend to get more - and more honest - information from customers about the problems they face than salespeople may.
Helping customers and growing sales
A customer service representative, or member of your frontline team, who is trained to use the same tactics and techniques as your salespeople will be able to help the customer in a myriad of ways. By nature of their job descriptions, customer service reps want to help people and fix their problems. This gives them a unique opportunity to cross sell and upsell products from a perspective of providing an additional solution that can alleviate the difficulty the customer is facing. Satisfied customers form longer relationships with companies, ultimately growing sales.
Learn more about Lushin's sales training services
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Video Transcript
Think of everybody in your organization who touches a client or an account. Do they have a mindset that revolves around a sales culture? Or do they see it more as something they have to engage with or be involved in?
There are many people within an organization who actually touch a client. The challenge is that they don't see the opportunities that are presented right in front of them. Many of these folks—project managers, technicians, dispatch teams, call centers—don't like to be viewed as salespeople, which is the same reason why many accounts will have different conversations with them because they don't perceive that person as in sales.
They're able to gain and harness more additional information.
The question that lies, though, is whether they are taking advantage of that information. Are they able to diffuse bombs in situations with upset clients?
Can they recognize the various ways they could up-sell or cross-sell? Not from a sales perspective but in additional problems that they can actually help clients with. They often have different conversations than what sales professionals do with those same accounts.
So, what it really boils down to is, first, do they have the awareness of how they can also help these accounts?
Second, are they armed with the strategy and tactics to go about it so they can be themselves, address the problem or situation at hand, and find additional ways to help that company?
In the end, the more ways we're able to help our clients, the more ways our people can help our clients. The longer accounts stay around, the larger they continue to grow.
