Adjusting to Digital Disruption
While pure-play digital media companies are leading the growth curve, integrated broadcast and integrated print companies have plenty of opportunity to leverage change to their advantage.
Time, however, is of the essence. While many legacy broadcast and print operators have updated their offerings to compete with pure-play digital and ad-tech competitors, their sales teams have not gone through the same process.
Relationship building, presenting and order-taking sales skills, that worked when broadcast and print media brands once dominated their markets, no longer fly. Fierce competition created by the industry’s digital disruption, demands sellers of integrated and pure-play media embrace consultative and value-centric approaches that focus on the buyer, not the solution.
Today, media customers don’t buy what you sell, they buy the impact of what you sell. And, unfortunately, the old habits of legacy media sales people die hard.
Why is it taking so long to transform integrated broadcast and print media sales teams? In many cases, the predictable cash flow generated by legacy account relationships is just too intoxicating for business leaders to put at risk. So, legacy sales people are kept around to protect shrinking pools of existing customer relationships, while the rest of the sales team struggles to drive new customer relationships.
It turns out that there is far more risk in delaying this transformation. Everyday change is delayed, the more your organization’s brand, market share, revenues, margins and moral suffers.
Floriss Group can help, by showing you how to:
The Floriss Group helps broadcast, digital and print media companies overcome traditional barriers to success and take control of growth, by tailoring its Collecting WINS™ sales platform to your unique selling environment. It all starts with a WINS Assessment™, so you understand what’s working, not working and why, before making the decision to change.