Sellers only nurture one buyer relationship.

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Yes, sales whiplash can be caused by those things, but those causes are often symptoms of some much bigger internal problems. Specifically, there are four core causes of sales whiplash:

Sales leadership and individual sellers only focused on one aspect of client engagement.
That’s a critical mistake. Every part of client engagement – attraction, participation, retention and leverage – is important to long-term sales sustainability. For instance, if your salesperson closes a deal and then passes the customer off to someone else for on-boarding (during the participation phase), and then never speaks to that customer again, they are opening the door to sales whiplash. Why? Because it becomes nearly impossible to ensure customer satisfaction when no one person is monitoring them throughout the entire engagement process. If customers aren’t satisfied, they won’t be retained. If they are not retained, whiplash is likely. Every individual in your sales organization – whether it’s one person or one hundred – must sync up to ensure that every aspect of client engagement is given its due attention, and that the customer is never left to its own devices.

To protect and retain your customers, you have to expand malta telegram data your breadth of relationships inside an organization. I saw too many clients lose business that they should have won because they were the incumbent; they hadn’t built out a broad base of support. These sellers were relying on a single decision maker, only to find out that person’s colleagues or people below him influenced him, or he left the organization altogether. And when you lose this “easy” business, it naturally causes sales whiplash because you’ve got to make it up with new prospects, which take time to close and require capacity you might not have.

An overemphasis on closing.
Now, before you freak out and think, “what the heck are we supposed to be talking about or emphasizing,” let me explain. You have to put equal emphasis on attraction, closing, and engagement. If all you say to your sales team is, “close, close, close,” and you stop paying attention to the front end of the sales cycle, you risk having an empty pipeline the next month or the next quarter. And, when you do that, you create these booms and busts in sales production. So, I’m not saying don’t focus on closing. I’m saying don’t stop focusing on other areas while you’re closing.

Sales teams favor one product or service line at the expense of others.
Sometimes you do this by accident. Perhaps because you receive directives from above stating, “sell this new product hard at launch, we want to make a big splash.”
Or, maybe you have a new product that’s exciting and easy to sell, so you focus on that and stop paying attention to other lines of business that create consistent revenue. Sometimes, it’s purposeful because one line of business closes more quickly or results in bigger deals.