Transforming sales in the era of convergence

Are you looking at a pile of business cards and cool new samples collected at Labelexpo Americas and other fall trade shows? Attendees and exhibitors came to meet, share, learn and invest. I was inspired by the level of enthusiasm for new technology at these events. Several Labelexpo attendees were seeking ideas to expand capabilities with inkjet and digital technologies, and we saw new offerings for embellishments, substrates, inks and coatings. 

Consumer behavior changes 

The trade show focused on new technologies as consumers’ buying habits are changing. Increasing consumer awareness and concern for packaging’s contribution to global environmental stress, plus new regulatory rules are accelerating the adoption of more efficient labeling, packaging materials and designs. 

New sales approaches needed 

I asked attendees who were looking at new production technologies if their salespeople were using the same old tactics despite changing buyers and new capabilities. I also asked if they were losing work to new competitors. ‘Yes’, to these questions indicates it’s time to get clear answers to ‘Why do your customers do business with your company?’ 

Ongoing B2B sales research indicates that there are two things individual buyers rank more important than price. The most effective salespeople regularly ask and have clarity about what is most important to key customers and projects. Part of a predictable sales discovery process is defining customers’ business goals and metrics for large projects and programs beyond quality and timeliness. 

Great salespeople ask and understand customers’ business goals and project metrics before gathering detailed job specifications. Salespeople who understand why customers need to print can offer ideas to improve production and business results. 

Sales teams must prioritize spending quality time with decision-makers to expand relationships. Without knowing clear business objectives, price becomes a bigger factor in the decision criteria

Suppose your salespeople don’t know the ‘why’ for major customer projects, it’s a symptom of not being in regular contact with decision-makers. Sales teams must prioritize spending quality time with decision-makers to expand relationships. Without knowing clear business objectives, price becomes a bigger factor in the decision criteria. 

Can 85 percent of your salespeople sell all your capabilities? I rarely get a ‘yes’ to this question. What will it take to change the mindset so your salespeople can confidently sell all the applications and services your company provides? The gap is a result of insufficient training, miscommunications, with some fear and lack of confidence added to the mix. Addressing the gap means regular communications about new capabilities, investments, training and producing samples to demonstrate new applications. 

Sales enablement 

Effective leaders understand their critical role in supporting sales enablement across all departments. Sales and customer service teams must trust and feel supported by estimating, pre-press, production and billing to win and keep new customers. Leaders who articulate and align the entire company with a clear strategic vision and defined capabilities will motivate sales and production teams to win and produce more. At company and team meetings, leaders must reinforce the big-picture goals and vision. With this clarity, leaders enable staff and managers to make better decisions every day. 

You can read more about sales enablement strategies in previous editions of the Labels & Labeling magazine. Sales enablement means getting the entire company to support the sales process, and celebrate wins by the entire company, not just the sales team. 

Successfully growing companies follow defined and repeatable sales processes. Salespeople who trust the rest of the organization will exude confidence when they suggest new ideas and applications to customers. This is one approach to regularly identifying new sales opportunities within your current customer base. 

Do you need a plan to achieve your goals for 2025? Read why strategic planning is a good use of your time in my previous column in Labels & Labeling, which explores effective methods and best practices for establishing clear, achievable objectives that align with your company’s vision and drive long-term growth.. 

Share your vision. Align your teams and explain why the future looks bright. As you define new capabilities and invest in technology to grow and evolve, encourage your sales team to embrace new sales approaches. 

What got your company to this point is unlikely to get you where you want your company to go in 2025.