Ways and Means

I work in the mobile industry which provides businesses with a content management, delivery and billing system enabling them to extend their brand and sales globally and target new customers. I am responsible for assisting the team promote this product to new clients.

This piece however, is not about our company. It is about the difference between sales (and salespeople) and about consultants (and consulting). It’s also about the importance of building solid business relationships.

I dislike the word ‘sales’ and the connotation of ‘salespeople’ yet conversely, I place great value on the word ‘consultant’ and the connotation of ‘counsel’. That may sound like a contradiction in terms and I admit that my aversion to the term ‘sales’ and ‘salespeople’ may well constitute an irrational emotion, but for me it brings forth images of overbearing and unrelenting agents looking to turn a rapid profit over unsuspecting ‘beneficiaries’.

In my mind there are two types of salespeople – the rudimentary sort who door knock selling goods; or who stand on street corners claiming “second to none discounts in-store”; or who phone in the evenings trying to convince me of something I didn’t ask for, don’t want or don’t need. These ‘salespeople’ are not only aggravating, but grating. Nothing puts me off more than the phrase, “Thank you for talking to me. I realize how valuable your time is and how busy you are”. Well, if they considered my time was that valuable and that busy, why would I want to waste any of it talking to someone I didn’t invite into my life or business?

The second type of salesperson comprises the corporate industry; those who cold call or send emails professing to offer something of high value. Many of these ‘Sales Managers’ or ‘Business Development Advisors’ profess that for only a marginal fee, I can have a plan or purchase a solution that will solve all my problems immediately. Really? Whatever the cost (they say) it’s bound to be cheap at twice the price! Where do I sign? Tempting as it all may sound, am I really convinced by these ‘professional’ people calling me with offers just too good to be true? I don’t think so. Why? Because unless I have an underlying issue that needs attention or a desire to own something I crave for or hanker after, then I don’t want to be harassed. I believe the same goes for large organisations. In these days of conservative risk and auditing, unless it offers a long term solution to a particular issue, then everyone is wasting their time.

So, what is the difference between salespeople and consultants, or more specifically sales and consulting? Simple – salespeople give no consideration to the fundamentals of good business practice – that of understanding the organisational culture in which they operate; whereas consultants are invited counsel who address specific issues and who are trusted because they understand and empathise with the people they work with and relate to the mores and ethos of the corporation. Most importantly; they appreciate and respect the value of long-term client relationships. It is for this reason that salespeople do not last in a consulting environment and indeed, visa versa. I mean really, does a potential client want some fast talking ‘barrow’ A-type personality pushing hard to get their point across, or would they prefer a person who understands and considers the nature of their business. The answer shouldn’t be hard.

As a budding entrepreneur, I have no issues with those who seek to make their fortune. Indeed I encourage capitalism in many forms, but I also believe that there are ‘ways and means’ of creating wealth beyond foisting a product or a plan onto an organisation who don’t necessarily see a need for it, or do not believe that their business will suffer without it.

When are salespeople going to ‘wise up’? When are they going to appreciate that it takes effective leadership, discernment, prudence and good counsel to generate reliance and trust? That; and the ability to deliver results. Salespeople who want to make a quick dollar today by simply selling the world’s greatest ‘one size fits all’ product will inevitably fail because a prospective client will value knowledge and intellectual capacity above anything else. This is not to say that salespeople are not intelligent, but how many bother to produce a cost-benefit analysis to determine if the product is something their potential client really needs to have, or would simply like to have? Unlike the halcyon days of the eighties, the ‘nice to have’ notion is rarely a reason to engage. Have these salespeople taken the time to identify the ‘problem’ or are they simply resolved to ‘sell at all costs’. If their salary is based on commission only, then there is little likelihood that all these factors have been weighted or even considered. Discernment and sales targets rarely mix.

I’d want to focus back on consultancy. I worked as an Account Director in the communications industry for many years and this I know; there is a reason that the industry has the word ‘relations’ as part of its lexicon (Public Relations, Investor Relations, Business Relations and International Relations) because ‘relations’ is never about products, gadgets or widgets – it is about interactions, dealings, associations and business connections. Organisations and clients come to us because they have a problem. And they have an understanding of what we do. Inevitably it may be based around an internal or external communications problem, a political problem, an image problem, a media problem or a marketing problem. Also reflect on my comment above “…come to us”. We don’t have to cold call or influence clients “to buy” our counsel because they already know we are there to solve their issue and provide germane advice … without the ‘sales’ pitch.

Timing is everything. It doesn’t matter how great you think your product is, if the timing is not right, if the client doesn’t understand how it will solve their problem, or the marketplace in which you are operating isn’t big or profitable enough, try another tactic, another country or another career. Your ambitions to be a multi-millionaire overnight, or at the other extreme – cash flow issues are not your client’s concern.

If you are genuine about creating wealth, while at the same time providing sound advice, then obtain a thorough understanding of your potential client’s organisational issues and aspirations. Get to know the people you advise; spend time with them and their departmental heads. None of your investigative research or work should epitomize falseness. It should come from a genuine like and respect of business and people.

The service we provide as a company is simply a conduit to wider networks and long-term relationships. The product we have developed is a means to an end, and not an end in itself. Here in lies the fundamental difference between sales and counsel – if successful, selling a product is a one off wonder and should anyone focus on this alone, then these ‘salespeople’ risk walking away at project end. Consulting on the other hand is about long term tenure and the ability to oversee and continue working with clients over many campaigns and often, over many years.

Now ask yourself the question – isn’t this a better way