INFORMATION EXCHANGE IN CONTEMPORARY SALES ORGANISATION

Information is the key reason people buy from many sales organisations and information has some magic ability to cause the prospect to buy. It isn’t so!!!

The key reason people buy from sales organisations is the conversation that salesperson or consultant have with them. A conversation which is characterized by rapport, strong listening, understanding, empathy, curiosity, inclusion, honesty, integrity, attentiveness and ultimately a sincere desire to help them. It is through this very human connection that people make a decision about the information that we share with them. In their minds, they ask “Is it true? Do I believe it? Do I trust them? Do I think it will solve my problem? If it doesn’t solve the problem right away, will they still be here to help me? Do I want to work with them?”

Sales, Influence and Persuasion happens in a conversation, while information has been exchange. Prospects will drive an adequate information gathering process to get the information they need.

STEPS on how strategic information moves throughout the sales force is critically contemporary in sales organisation.

• Information exchange flow from the sales manager to the salesperson.

• Sale managers provide direction to salesperson in a form of leadership.

A higher levels of leadership result in higher levels of salesperson performance, suggesting that sales managers should ensure they provide high levels of leadership.

• Salesperson adjusts the initial direction to respond to the new information.

• Therefore the exchange begins with information flow from the manager to the salesperson.

• The salesperson receives the information and then balances with an assessment of new environment and customer information.

• Salesperson is capable of and expected to adjust and respond to this information.

EXCHANGE PERSPECTIVE

Engaging customers today requires commitment from the entire company—and a redefined sales organization.

To avoid being “in for it,” companies of all stripes must not only recognize that everyone is responsible for marketing but also impose accountability by establishing a new set of relationships between the function and the rest of the organization. In essence, companies need to become marketing vehicles, and the marketing organization itself needs to become the customer-engagement engine, responsible for establishing priorities and stimulating dialogue throughout the enterprise as it seeks to design, build, operate, and renew cutting-edge customer-engagement approaches.

As that transformation happens, the marketing and sales organization will look different: there will be a greater distribution of existing marketing tasks to other functions; more councils and informal alliances that coordinate marketing activities across the company; deeper partnerships with external vendors, customers, and perhaps even competitors; and a bigger role for data-driven customer insights.

Exchanges

Modern barter and trade has evolved considerably to become an effective method of increasing sales, conserving cash, moving inventory, and making use of excess production capacity for businesses around the world. Businesses in a barter earn trade credits (instead of cash) that are deposited into their account. They then have the ability to purchase goods and services from other members utilizing their trade credits – they are not obligated to purchase from those whom they sold to, and vice versa. The exchange plays an important role because they provide the record-keeping, brokering expertise and monthly statements to each member. Commercial exchanges make money by charging a commission on each transaction either all on the buy side, all on the sell side, or a combination of both.

Information exchange is also used to describe the process of learning and the efficiency of the learning and the social interaction between sales managers and salespersons will be important to the knowledge development and information exchange that sales organisation require.