What makes Sage Warfield different than other sales consultants and sales consulting firms?
We can't speak to what our competitors do and don't do for you in a sales consulting engagement. There are some amazing sales consultants and sales consulting firms creating tremendous value for their clients. To pigeon-hole all of them into the same group would be blasphemy to those who consistently deliver outstanding results.
We can, however, speak to what we do and have done. You can use this information to decide for yourself if we are indeed different from others that you may have previously worked with or heard about through reputation. This is not intended to be an exhaustive list; instead, our intention is to provide you with a snapshot of three areas that may be important to you when hiring a sales consultant.
1. Track Record of Client Success
We have never had a client whose sales have not increased by double digits within the first ninety days. In fact, we average over 30% increase in sales results and a number of clients have exceeded triple digits in ninety days or less.
2. Our Approach to Sales Consulting Goes Beyond the Numbers
Our approach to sales growth and acceleration is to integrate sales behavioral psychology with traditional sales strategy and process improvements.
What does this mean?
In its most basic form, it means that we believe that sales strategy, sales process, and sales execution will only deliver minimal incremental sales increases on their own accord. Yes, they are important and improving in each of these areas can certainly lead to improved sales results. But, the results obtained through strategy, process, and execution pale in comparison to the sales acceleration and revenue growth achieved through changing sales behavior.
There is a good reason why behavioral psychology has largely been ignored in sales management and leadership circles. "Soft values", as they are often cited, are not directly measurable (without SBP) and it is difficult to correlate the cause and effect relationship between sales process and sales behavior.
If you are skeptical, you have plenty of company. In fact, you are in the majority. But, just as a sanity check, ask yourself this: "When is the last time that you heard a sales organization increase their sales per head by 100% or more in ninety days?"
If you find yourself struggling to identify at least one example, you aren't alone. Doesn't it seem odd that thousands of times during this year alone, sales organizations will roll out a new sales strategy or sales process and we will not hear about a 100% improvement even once?
Meanwhile, we have accomplished this feat on a number of occasions as referenced in our sales case study: "SEM & Website Sales" (opens in new window).
Let's dig into this a little deeper.
You have probably heard the debate of whether selling is an art or science. If you chose the correct side (in our opinion) you believe that it is both an art and a science. But our equation takes it a step further than that...here it is:
Sales Performance = S^2A
This formula is meant to show that sales performance is driven by the formula of science squared multiplied by art. Let's break it down in Sage Warfield terms:
Science #1= Tangible Sales Science (Things that can be touched, quantified, or measured)
Science #2 = Behavioral Sales Science (Psychological influencers that drive sales rep behavior)
Art = The creative skill and imagination used by a salesperson
Another way to think about this is that the tangible aspects of sales is what nearly everyone focuses on in an attempt to improve sales revenue per head. Sales operations, sales executives, and sales consultants use data analysis to produce performance reports and identify KPI's or key performance indicators. This is one form of tangible sales science.
We think this is where the gap in sales performance improvement lies. They are incorrectly identifying the data points as the problem when they are only a symptom of the problem. Then they attempt to fix it by focusing on the data as the solution. This is a major issue affecting a sales organization's ability to improve the number.
Instead, you need to ask yourself, "Who or what created the number in the first place?"
Whether the number is calls per day, closes per lead, revenue per close...whatever it is, it is the people that created this number. So what do we (as sales managers) typically do in our infinite wisdom? We coach them to sell bigger deals, close more often, and make more calls. This is not the solution to the problem.
In reality, what is the solution? Well, the solution lies between the ears of the sales rep. Whether it is their core beliefs, attitudes, life principals, motivation...whatever it is, we need to tap into the mind of the sales reps in order to change how their behavior engages with the process, procedure, or protocol that created the number.
Only when we tap into the psychology of the sales rep can we then influence their behavior. And once we change the behavior, the number will change along with it. That's how we have achieved triple digit sales growth in record time.
3. We are the implementation team
We are sales implementation consultants. This means that our partners and directors assume the role of the sales leader at the division level for the duration of the sales consulting engagement. We provide the vision and direction. We set the pace, and we lead the troops. We teach, we coach, and we motivate. In the end, we are totally accountable for the bottom line results. There is no place to run and nowhere to hide. And we wouldn't have it any other way.