Developing Quality As A Company Strategy

It has always been the number one quality aim of many manufacturers producing the "fault-free product" until now. Currently customer service and sales come under the heading "quality". Sales training is now more focused on quality rather than quantity. Subsequently, from being purely a production aim quality has developed into a company strategy.

What burden does the idea of altering quality management from production to sales create for the sales manager? In order to be effective, make the sales department a more active, strategic partner within the company. The road to extensive improvements within the quality of your sales department and customer service begins with dialogue between all sectors of the business. You are less likely to reap the strategic rewards if you take half measures.

The road to total quality management in sales can be divided roughly into three sections:
1. Meeting the basic requirements.
Suffice it to say that your sales staff know your range of products. They have received training in sales psychology and sales techniques, and have mastered their “craft” - making contact with clients and carrying out target-orientated promotion that is within budget.
2. Good quality.
Your sales department knows your product is good. But that is not enough.  Dealing with clients, even with the most complex, must be free of unnecessary friction points. The ordering procedure needs to be as simple as possible. The invoice needs to be as easy to understand as the ordering procedure. The delivery notes and the invoices must be correct. Your office staff and your sales people need to work consistently.
3. Excellent (total) quality.
Your product is good and your sales department works well. Now help your client with his work. Distribute your product in such a way that they it can be re-sold or used it with a minimum of effort. Do not just sell the product.  Also supply advertising ideas, sales support and information on application. Keep your eye on the market in order to be able to react immediately to shifting conditions.

Quality is not what you produce, but what your client is aware of. Go beyond your Clients expectations. You cannot rest on your laurels once you have achieved top quality. Achieving top quality gives you a lead over your competitors in customer service. This lead may be lost if you start to relax.

While maximising the quality of your sales department, pay attention to the following sectors:

    1.     Customer service.

Customer service is not a target in itself.  Align the client’s organisation to his needs. Continual, regular feedback not only helps you, but also your clients.  Organised feedback is not only a method of highlighting mistakes it also helps increase efficiency.

    2.     Efficiency in the sales department.

Is your sales department working proficiently? Is information getting through succinctly, quickly and without mistakes? Do not ask your sales staff!  In order to identify sales training needs, ask your clients! Does your client have the same high-quality impression of your sales staff you do? The quality of work in the sales department is crucial for the company as a whole.

    3.     Marketing strategy aimed specifically at your client.

Which strategies and programmes do your clients use to try to stand out from their competition? Which conditions, achievements or campaigns can you help your client with? Plan your campaign for and with your client.

    4.     Perfect knowledge of the market.

Perfect knowledge of the market is not just an important strategic advantage - when competition is fierce, it is fundamental for survival. What does the future hold for the market? What should you be doing now for that moment? What should you be offering in five years time? Use every occasion to gain information from clients and suppliers.

    5. Trade relations and company policy.

The fact that firms (both manufacturers and buyers) are taken over and sold makes business partners more and more important. The loss of a business partner does you discernable harm. Particular attention is required in relation to this. Bilateral information inspires confidence. Such confidence building measures would include holding consultations at management level. 

Ask yourself these important questions. Is the sales training that your staff receives focused toward doing the right thing for clients? Are the aims of your company policy compatible with the survival interests of your clients or suppliers? Furthermore, follow the reaction of the market to changes in company policy, product modification or price changes.
 

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