Stop Chasing Jobs and Start Winning Accounts

The sales department is humming. Reps coming in and out of the office, phones are ringing, emails are chiming, and the estimating department is backed up with many quotes to do – but the question I’ve got to ask is: Are they busy with transactions and jobs, or are they really building the account base? The challenge for some companies is that while they need and want new business, moving beyond operating as a public utility and dealing with virtually anyone is a difficult task. In their eyes, all customers are good. I view it as all customers are good, while some are just a lot “gooder” than others.

The difference between chasing jobs and winning accounts can be consequential. Chasing jobs involves working on one-off orders, conversations centered around price, and constantly being in a reactive mode. This usually ends with little opportunity to earn loyalty and constantly quoting and requalifying as a supplier. A focus on accounts can lead to long-term relationships with repeat and recurring work (sell once, print often). The conversations revolve around solving client problems and having a deeper understanding of the client’s goals.

They both exist at most companies, but only one builds sustainable, long-term growth. And I’m not overlooking the fact that an entry-level sales rep who is hungry and building a book of business may be grasping for anything they can get their hands on. I get it. It’s up to the leadership team, though, to help steer, direct, and coach those reps to really focus on the opportunities where the company has a strategic competitive advantage, and where the rep will more likely have long-term success.

But a job is a job, you say? Well, the hidden cost of chasing jobs can lead to margin erosion and constant pricing pressure, not to mention a backed-up estimating department. It also leads to operational chaos, in a sense, due to the inconsistency of the type of work you’re producing. On the sales side, they begin feeling stuck, that they always have to feed the beast, instead of building a pipeline. All of these can lead to burnout – lots of effort with little to show for their activity.

So, what needs to change to make this transition? Begin by asking better questions, questions about the customer's business and their goals, not just the specs of a project. Those that sell accounts focus on selling outcomes, and not just a line item. They also tend to narrow in on fewer clients that have a better fit to their ideal client profile. There’s also a share-of-wallet emphasis, versus counting individual orders. These teams tend to behave in a more proactive, intentional, and strategic manner.

The difference between chasing jobs and winning accounts can be consequential. Take a hard look at the current book of business and challenge yourself to effectively evaluate which clients are truly accounts versus others that are transactional. Is your team being as intentional as they can be when working these accounts.? A good place to start is to begin by evaluating one key account this week. Take it in small chunks until you start to see patterns and can effectively redirect the efforts of the team.

Mike Philie can help validate what’s working and what may need to change in your business. Changing the trajectory of a business is difficult to do while simultaneously operating the core competencies. Mike provides strategy and insight to owners and CEOs in the Graphic Communications Industry by providing direct and realistic assessments, not being afraid to voice the unpopular opinion and helping leaders navigate change through a common sense and practical approach. Learn more at www.philiegroup.com, LinkedIn or email at mphilie@philiegroup.com.

The preceding content was provided by a contributor unaffiliated with Printing Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Printing Impressions. Artificial Intelligence may have been used in part to create or edit this content.