Disruption - damage or benefit for sales departments?

A digital disruption has put pressure on both salespeople and sales managers in the sales department. Sales staff must act faster, more precisely and more customer-oriented. The big question is whether the sales teams are prepared for this phase of upheaval.

Around one third of the sales departments in Germany are geared to increasing digitization and prepared accordingly. Together, these companies have a customer-centric view of sales of their products and services.

However, not all companies have yet realized that digitization with the application of a customer relationship management system for more customer satisfaction and loyalty is just the beginning. Successful sales teams not only listen to their customers, but also to their technology service providers and employees. The keyword innovation management is a differentiator in the market.

Next generation's sales skills needed

Today's sales staff need technological and analytical skills to be successful. The demands placed on sales departments have changed and classic sales models are under increasing pressure. The question therefore arises as to which skills salespeople of the new generation should possess.

Digital natives have a clear competitive advantage, as they can incorporate the transfer of their private purchasing behaviour into their professional activities. All other candidates have to learn new technologies with much greater effort and effort and acquire the appropriate skills. A company's change of technology often poses huge challenges to old-school salespeople. The topic of lifelong learning is nowhere as clear as in the constantly reinventing technology market. And since innovative technologies quickly find their way into various industries, employees with the appropriate know-how are also sought across sectors.

There are therefore a number of skills that are increasingly in demand today. Developments that a salesperson perceives on the market must be communicated more quickly to the organization. The salesperson should see himself more strongly as a trend scout who constantly keeps an eye on the market. Those who are not in a position to meet the technological progress of the competition and the requirements of the customers with their own innovations will not be able to survive on the market in the long run. An open and proactive nature paired with an affinity for technology and a willingness to undergo ongoing training is essential.

The recruiting war for specialists in the markets we serve is omnipresent. The prevailing truism still is, companies not only have to find good sales talents, they also have to retain them.

Creativity needs free-time - soft facts becoming harder

Candidates with the skill set they are looking for are creative and open. In addition, they are pronounced networkers. An open and participative corporate culture and structure is crucial when it comes to attracting, developing and retaining such employees. Small and medium-sized companies in particular need to better position and exploit their advantages over large corporations. Since many of these specialists are not actively looking for a job, active applicant management is necessary, for example active sourcing via channels such as Xing or LinkedIn. However, it is much more important to establish long-term relationships with applicants and to maintain this network of specialists on a daily basis.

In addition to variable salary components, which continue to be the biggest driver in sales, the importance of aspects formerly known as "soft factors" is steadily increasing. The topics of esteem and recognition, health and well-being, autonomy and flexibility as well as adaptations to family and private requirements have become must-haves for modern sales people. Every second candidate is looking for a good work-life balance and 38 percent wants flexible working hours. Without these benefits it is no longer possible to attract all potential candidates today. These can also include childcare services, tickets for local public transport, flexible working time models, home office or fitness club memberships and much more.

Incarnate utopia: the corporate start-up

In recent years, I have often noticed a habitat that I would describe as an insider tip for digital sales people: corporate start-ups offer digital sales people an ideal environment for exciting, innovative challenges. Not only can such business models be used to recruit attractive employees, they can also provide an attractive home for talented salespeople. The Old Economy creates a parallel universe in which technology and corporate culture are completely dedicated to innovation and future markets. The keywords Fintech, Adtech, Legaltech and Biotech are also indicators of progressive business sectors and a sustainable corporate strategy.

Companies that pursue intrapreneurship concepts, i.e. the spin-off of business ideas from their own employees, are also extremely interesting employers. Important career steps are above all specialisations and constant further development.

The importance of recommendation management and active networking is constantly increasing. Sales people should build and maintain an extensive network so that they can use it in a new position. In addition, they should avoid stagnation and keep their curiosity for new things. Only in this way can they open up new markets, keep pace with innovations and changes and thus remain competitive.