HR Corner New arena for sales elites by Mary Luk Sales staff perform better if they can relate to the benefits of what they sell The most successful salesperson is usually one who truly believes in the value of a product or service and can talk about it convincingly based on personal experience. This rule of thumb applies across the board and, when coupled with the willingness to listen and a desire to satisfy individual client demands, is a sure recipe for getting ahead in the profession. SMG Asia Pacific which provides luxury corporate hospitality at premier international sporting events, firmly believes in that principle. The company has headquarters in London and offices in 31 cities around the world, which offer exclusive hospitality and VIP facilities at over 350 major sporting events including the FIFA World Cup, the Olympics and the Rugby World Cup. The opening of its Hong Kong office in June 2005 was only a small part of a steady expansion across the Asia-Pacific region. Nowadays, these sporting occasions attract sponsorship from dozens of international corporations. Hundreds of CEOs attend, knowing they can make contact with potential clients and discuss business in a relaxed environment where everyone also shares a common interest. Besides offering busy executives the chance to network, there is an opportunity to take a break from the normal hectic routine, as well as to thank customers and reward employees with match tickets or a special pass. All the same, convincing companies in Hong Kong of the benefits of such services requires a certain kind of skill. SMG's sales manager Darren Chen says that much depends on a good training programme, but that the first step is always to find recruits who naturally possess the right characteristics. He itemises these as being vibrant, positive, energetic, and knowing how to share the fun of a big event. Any applicant should also be ambitious, accountable and able to achieve the sales goals. Mr Chen explains that the company makes use of flexible sales strategies. Therefore, he keeps an open mind about previous experience and tries to hire people from a cross-section of different industries. Our salespeople must have an attitude of making things happen Real autonomy Whoever joins should expect to enter a meritocratic organisation, with promotion initially based on meeting sales targets. "We make it clear to staff that there are always career opportunities in leadership and management positions for people who prove themselves," says Mr Chen. To reinforce this point, he believes in giving salespeople a large degree of autonomy and encourages them to think about the company as if it was their own business. "I want them to set their own targets and give me their ideal sales figures," he notes. This is done partly by offering incentives similar to the type the team is selling to clients. For example, top executives in the first quarter of the year will be rewarded with a trip to the World Cup in Germany this summer. On a smaller scale, Mr Chen might take them to play a round of golf at a well-known course, with extra cash prizes for the best scores. More formally, every Friday afternoon all sales figures are checked and progress is discussed. At these sessions staff are allowed to air their opinions and are expected to speak up. They will also receive tips on how to make progress with target accounts. This might even involve recording some business conversations – with the client's agreement – so that colleagues can give suggestions and constructive feedback. Recognising that not every sales contact goes well, Mr Chen also arranges sharing sessions to assist. "Sometimes a member of staff will feel down after a poor sales call. I try to reinforce the positive aspects of that call and relate my own experiences. To lighten the mood, we would have this discussion over a cup of coffee," he says. Creating excitement To emphasise that they are in a branch of the entertainment business, Mr Chen regularly reminds his team of the need to create a sense of fun and excitement. He might do this by taking them for a drink in Lan Kwai Fong. "They enjoy themselves, but also learn how to create a sociable atmosphere when with corporate customers, which is a very important part of the job," he explains. Another key aspect is being able to satisfy special customer requests. This might mean getting tickets at the last minute or reserving a private box. Whatever it is – to attend a sumo wrestling tournament in Tokyo or ride camels in Dubai – the salesperson must explore every possible avenue and not take no for an answer. "The advantage is having an operations team which is now used to tackling the seemingly impossible," Mr Chen says. "However, our salespeople must have an attitude of making things happen, since our mission is to deliver on promises and exceed client expectations." Salient points Let staff experience the benefits and excitement of the service they sell Make salespeople regard the company's business as their own Provide incentives which help staff to understand the business more effectively Give autonomy and actively encourage feedback Develop a can-do culture so that staff go the extra mile for clients Taken from Career Times 24 February 2006, p. A20 Your comments are welcome at [email protected]