Businesses that adapt workplace design to meet the needs of internal and external sales staff create the right environment for them to become more productive and satisfied.
Selling has become significantly more difficult in a market where products are commoditised, and an agile, responsive sales person is often the most significant competitive edge that a company has.
This challenging environment demands a differentiation in experience, rather than a product differentiation, and having theright space and the correct tools make or break the complex sales processes of today. A workplace that achieves synchronicity between selling and experience at every touch point is more important than ever.
Research shows that every worker’s physiology and psychology is altered by the neurotransmissions their headspace produces – shaping each owner’s thoughts, heart and hands as they shift. With so many variables in the broader environment, we should focus on what we have full control over – workplace design.
However, workplaces for sales people areoften disabling rather than enabling, leading to disinterest and disengagement.
Gallup’s State of The Global Workplace Report (2013) revealed that across all job titles in Sub-Saharan Africa, sales people are the least engaged or motivated in the workplace (i.e. just 5% of sales people are engaged compared to mineworkers at 12%). By investigating the neuroscience behind human behaviour it’s easy to understand why.
This story is from the November 2016 - January 2017 edition of thinksales.
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This story is from the November 2016 - January 2017 edition of thinksales.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
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