I was working recently in a couple of businesses that shared the same dilemma. One had an existing external sales team and one was trying to move from Mail order orientation to outbound selling with an in-house order taking team .
The dilemma was how, having convinced staff that selling things to make an order was their reason to be, in light of trading circumstances, the task was now one of nurturing relationships, both directly and through web or direct mail.
A huge amount of research has been done about permission marketing, meaning that you engage with new and existing clients in a way that obtains permission to make contact on a regular basis.
The expectation of the client thereafter is that they would expect regular communication, which allows a company to build a strategy which satisfies a new or latent need in the client.
Here comes the dilemma . In order to ask the question, can I engage with you?, I have to do the opposite, and actually interrupt the client and ask them to put their hand up and give me permission.
In both companies both sets of personnel said, if I am doing that then I may as well try and sell them something .
It was hard, but without losing control, we discussed this to a conclusion. If you do not try and sell, but build a relationship you will sell more.
Initial reaction was passport to the easy life, no need to get orders .
When it happened though, sales persons had leads being delivered direct from the client and on a consistent basis, it became clear and easier to understand.
The courage is with the manager, in believing this strategy works
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