Hunters Vs Farmers – How to organize Sales Force

This is the age old question. There is a secret sauce that all major vendors, or different from successful hunters successful farmers? Over the past few years it has become clear (at least in my mind) that there are two different types of salespeople: hunters and farmers. I decided to write this article because we have more debate over the past two months salespeople who want to know that they are a hunter or a farmer, and sales managers to learn how to be organized on the basis of the sales forces of the two different types of salespeople. As always, I welcome your opinions hunters vs. farmers, and selling what the company looks like!

Let me first articulate what I mean by hunters (Ex. "New Business Development Executive") and farmers (Ex. "Account Manager"). Hunters operates largely at the beginning of the sales channel, both in the preparatory and opportunities influencing sales. They usually find a solution to the express request of qualified prospects and work that the possibility of closure, but it is not responsible for after-sales activities. Farmers mostly working in the back end of the funnel, and are responsible for service existing customers and identifying / closing new sales opportunities in assigned accounts.

Differences between hunters and farmers

One of the shocking things I learned when I get to understand what makes great hunters / farmers was that many of the key competencies that someone be successful in the role of a kind of marketing really works against one another! If you have been involved in this debate, you wonder if a better hunter / farmer, here are some important differences between the two types of sales roles.

Emotional Resilience vs. Emotional Intelligence Hunters must be emotionally resilient handle the high level of rejection day to come prospecting (cold calling ex); they are a matter of seconds rejection bounce back and reach out to another potential candidate. As hunters spend a lot of time prospecting, this is an important aspect to success. On the other hand, farmers need to emotionally-line with the customer's account and the team. After all, customer satisfaction and a feeling of farmers to be clever senses that.

Hunt vs. Fulfillment: Hunters are driven by the rush of the hunt (go figure!), and the excitement of the "kill". Given how exciting that rush of daily data can seem pretty boring. Since the primary responsibility of the hunter to hunt, it works well. In contrast, farmers want to get their hands dirty in the great detail and see themselves as a solid and reliable. It also ensures the fulfillment tasks that are vital to managing an account.

vs. Independence Team: Hunters self-motivating and it works very well independently. Sometimes even a disdain for marketing and sales operations people to try to work with them and often do not like the teamwork. This is an important feature because the hunters work mainly during their research and the qualifying stages and that it is extremely self-motivated. Rarely get help from their jobs, unless the opportunity has passed the qualification stage. Treaty, farmers are team players and collaborators. They work closely with the account management and client often framing business challenges and solutions in addition to the preparation of the client.

qualifier vs. Care: The best business development people are better qualifier. Hunters may be 100 bills, and very quickly, which is worth five carries. The business development is essential that hunters spend their time perspectives that may close or they are wasting their time. This is the biggest obstacle to the hunting of productivity, and the ability to qualify quickly and accurately is a must. Treaty, farmers are very caring. We look at the relationship in the long term and are interested to know your customers in a variety of sizes. The account management is essential to the development of sales thick, long-term bonds with their customers to promote trust and loyalty. If a farmer has received 100 prospects, you naturally try to develop long term relationships with most of them.

The organizer Sales Force in hunting and farming

The increasing revenues is always a priority in business, so the hunters is needed, if the business is small and growing. As the business starts to grow and you see the potential long-term profitable relationships with current clients, then you should give farmers the mix. The most common mistake I see that is to invest under the farmers. This is mainly because the needs of the farmers' sales volume is filled with hunters do not appreciate management. We take great care to make sure hunters and invest in a management unit. The type of agricultural unit is needed will depend on several factors: size of the client (gross income), the complexity of the client's business, the importance of products / services in the client's business, the complexity of the product / service portfolio, and of course revenue potential. As these criteria are growing, there is the option of an elite number of investment management group. Management units vary from cheap internal sales representatives to expensive strategic account manager.

The investment in sales shred hunters (New Business Development) and farmers (Account Management) high. You will need additional layers, dedicated sales enablement activities and staff, and other support roles. You always have to run the numbers to make sure that each unit NBD AM and profitable and can support itself. Sales always be a revenue center.

implementation weaknesses Hunter / Farmer Model

One of the things that I have come to believe my time studying and working for businesses that all management model has its weaknesses. The breakdown of the sales department of the hunter and the farmer is no exception classes. There are two problems that I have seen businesses encounter and how to overcome them:

First of all, I think, Account Management (management) is the same as the customer service …. it is not. Of course, the customer service is a big part of account management, but the primary focus of the Account Management is to grow long-term revenue …… this should be reflected in their incentive plans. I find too often that the account manager does not operate in the form of commissions and therefore can not seek new sales opportunities. If it does not encourage farmers to grow the business, you can get a reactive group of people who do not grow the most productive customers. Keep in mind that cost 8-10 times more to sell to a new customer than the existing one, so the agricultural unit in a high cost to income ratio.

The strongest objection to the separation of sales forces for hunters (New Business Development) and farmers (Account Management) to make it awkward transition to the client, having signed on the dotted line. This is a very valid point. After all, the customer bought from you, it was a great experience and a hunter, and can detect a transition like a bait and switch. Importantly, the Account Manager is part of the sales opportunities already in the tendering process and end up as the last performances.

We also need to develop a value proposition to the customer during the transition Account Manager proposal / presentation process. Try to get a new customer to cross the new Account Manager for approval and only completely through them when the customers feel special. This section does not require a lot of "managing" but worth the price that employees in roles that fit their skills and make good long-term customers hands.

As always keen to hear what you think of the hunter / farmer model, and we are selling looks great!

Source by Eric Gilroy

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