How can Sales Managers develop a deep understanding of their customers' needs?

So, first of all - are the sales managers responsible for "developing a deep understanding of their customers' needs?" Some might say: well, no, that's marketing and sales reps jobs. Some might say: The sales manager is not suppost to talk to customers and ask them questions. I will say: There needs to be a role in charge of this outcome: Deep and accurate insight into what the customers want, need, and value now and in the future. For me, this is part of ICP and GTM = Marketing. Marketing will be the owner of the correct outcome, Sales will execute on the insights. Marketing can delegate deep interviews with customers to revenue-members etc. But if this is about understanding how to do discovery, the article title is wrong.

A sales manager can develop a deep understanding of customers' needs by actively listening to customer feedback, conducting surveys, analyzing purchase patterns, and fostering open communication channels with both customers and the sales team. Regularly reviewing customer interactions and seeking feedback helps in tailoring products or services to meet specific needs.

To effectively use open-ended questions for understanding customer needs, sales managers should first train their team in communication skills, emphasizing active listening and empathy. Developing a question bank of open-ended questions tailored to the industry and customer base is crucial. Implementing role-playing exercises helps the team practice and get comfortable with these questions. Integrating these questions into sales scripts ensures consistent use during customer interactions. Regularly reviewing and discussing the effectiveness of these questions with the team, and adapting them based on feedback and evolving customer needs, further refines this approach.

They cant because they are too busy reporting to the higher ups. Maybe they should put their job on the line and do their job. If they did that then the sales would come in and not have to worry about the higher ups asking where are the sales. It worked for me just saying….

This is very simple. If you truly want to understand the needs of your customers, then forget about your products and how great they are. Market is full of great products. Focus on the challanges your customers face instead, and help them better understand how they can solve them.

Empathetic listening is as important of a skill that you will apply in sales. As a Sales Manager, you much teach your sellers just how important it is. Having empathy is simply putting yourself in the customers shoes, even when they are upset at you or your company. The difference between active and empathetic listening is actually trying to feel how your client or customer is feeling, not just what they are saying. Nonviolent Communication is a great book on empathetic listening. With this skill, you increase the chance you will uncover the real issue behind any problem. The best way to fix a problem is to understand the root cause. I practice this skill as often as I can for both business and my personal life.

The problem with passive listening is that people are typically guarded in discovery meetings, particularly with someone new in the room. But the more you truly listen and understand what people are telling you, the better prepared you are to ask appropriate impact questions as follow up, that will allow you to dive deeper into issues that the customer is experiencing. Most customers will be comfortable telling you their surface level frustrations of challenges that have prompted this meeting, but few are going to reveal the deeper impact this has had on their business, or themselves, unless you do listen empathetically and show a willingness to understand an issue on a personal level.

Effective customer understanding extends beyond asking questions; it hinges on active, empathetic listening. Actively listening, free from interruptions or judgments, fosters rapport. Empathetic listening goes further by grasping emotions and perspectives, showcasing genuine interest. This approach not only builds trust but also enables accurate identification of customer needs and expectations, forming a foundation for meaningful engagement.

I think that’s one of the more important things are also to always follow up. There is plenty of times that I have been coaching sales people that ask really good question and then they get an answer and they do not follow up with anything. I always try to use my follow up questions tounderline their points to ask back to them if I have understood their answers correctly and also figure out if there is more valuable information there for me to know

If you don't measure it you can't improve it. Use any and all means to capture as much customer feedback as possible. Surveys are great, however I would advise to keep them short. We are all inundated with too many survey requests. Reviews and testimonials are gold. Capture them is a place so they don't get forgotten or misplaced. We use our CRM. Also, make it a good habit of your salespeople to simply ask a few questions at the end of a meeting or call to capture customer feedback. Good organizations will not make value judgements on feedback either positive or negative. They will use the data to improve.

Customer feedback and data are your trusty allies. Surveys, reviews, and social media spill the beans on what customers truly think. Tools like CRM and analytics crunch the numbers, revealing behavior and preferences. It's not just refining assumptions; it's uncovering the gems that enhance your sales game and level up your offerings.

This is probably a part of the sales process that many people overlook, especially early on. But post meeting conversations between rep and management are an excellent opportunity to hone your customer profiles and segment accordingly. Understanding your various customer groups allows you to not only be more tactful in your discovery meeting approach, but also to maximize your storytelling efficacy. I'm a big believer in storytelling as a part of my sales process, and understanding what story to tell, and when to tell it so that it resonates with your customer, is essential in getting the desired outcome. If your story has no relevance, then you are just wasting time by telling it but if it does hit home, it can be a game changer.

Understanding diverse customer needs is key. Segmentation, be it by industry or behavior, helps tailor your approach. Personalizing pitches and proposals shows you're attuned, boosting conversion and retention. It's not just selling; it's crafting an experience as unique as each customer.

Invest time in continuous refinement. Buyer personas and journey maps aren't static; update them based on evolving customer insights. This ongoing process ensures your understanding stays current, allowing your sales approach to remain finely tuned to the ever-changing landscape of customer needs and expectations. It's not just about creating personas and maps; it's about a dynamic, responsive strategy.

This is absolutely one of the most important things for any business. When I explain this to people I use a metaphor of two people that are carrying a sofa in the doorway they can’t get it through and they are standing there sweating and quite frustrated them a third man comes along and offered to help. They exert themselves and become even more sweaty cursing and also the sofa still stuck. One of the men says OK I give up we can’t get this sofa in, the third man that asked to help so Nesse starts yelling at them saying in are we trying to get the sofa in? I was thinking that we were trying to get it out this underlines that if you do not know what the customer is trying to do you cannot help them in a good way

Things change so do you, and so do everyone that do business with you knowing that everything change not updating your customers buyers personas journey maps. You are only catering to your customers from three years ago.

We've all heard a million times that change is inevitable, right? Our customers and their needs are no different. So many factors contribute to those changing needs, and we actually contribute to those shifting needs, if we do our jobs well. When we provide solutions to our customers' issues, one thing it allows is for them to focus on the next headache on their list. Listen to feedback constantly! Not only will it allow you to maintain these partnerships over time, and minimize competitors swooping in the take your existing business, but it will allow you to understand your customers' journey, and how to be a better solution throughout the lifetime of your partnership.