The keys to sustainable sales performance

Can you introduce yourself and tell us about your career in sales?

I've had a rather atypical career, but I've always been guided by and passionate about relationships and business development. I originally studied accountancy and management before changing direction to a BTS in sales action on a sandwich course. After graduating, I took over the management of a CASA shop in Geneva, where I managed the team, the organisation of the shop and all the operational side of things, at a very intense pace.

I then spent nearly fifteen years in the business removals sector. This experience contributed enormously to the development of my network, as I was in charge of prospecting, sales representation, offers, follow-up and customer loyalty. I took part in a number of professional events, chambers of commerce and business clubs during networking evenings to meet managers and decision-makers.

At the same time, I set up a networking club in French-speaking Switzerland with a friend, with the aim of putting people back at the heart of business relationships. We have organised around a hundred events enabling members to meet, exchange ideas and open up their network in a high-quality, friendly setting, while doing business at the same time.

I then launched my own events agency specialising in sports and cultural hospitality experiences in Switzerland and Europe. For four years, we designed tailor-made events and business trips with a strong human and emotional dimension. The business was developing very well until the arrival of Covid, which unfortunately brought the momentum to a halt, despite some very fine contracts already being signed.

After that, I joined a property company in business development, which enabled me to strengthen my network even further, particularly in real estate and retail. Today, I'm self-employed and work mainly for a family business on a human scale that offers intelligent recharging solutions for electric vehicles for residential buildings and corporate fleets in Switzerland, while continuing to develop my networking club and a number of associative commitments. In the end, my entire career has always revolved around the same thing: human relationships, trust and creating lasting connections.

What do you think make a good salesperson in Switzerland? 

In my opinion, a good salesperson must above all be a good listener. Today's customers and companies expect more than just a sales pitch: they want to be understood and given personalised advice. It's essential to offer a solution that's truly adapted to the needs of the prospect, with a tailor-made approach that inspires confidence.

I also think that attention to detail makes a big difference. Small gestures, the ability to surprise or create a genuine exchange can have much more impact than an over-prepared sales pitch. In Switzerland, and particularly in Geneva, professional relationships are often built over time. You have to accept that trust is earned gradually.

Patience and tenacity are therefore essential. A lot of sales people want to move too quickly, whereas you need to know how to respect the stages and allow time for the relationship to develop. The human element remains central to this job. Personally, I like to meet managers directly in their environment. Observing their atmosphere, their offices and discovering their passions often leads to a much more natural and sincere conversation.

I much prefer direct contact to over-automated approaches. Emails and messages are useful, but nothing can replace a real meeting. For me, a good salesperson is someone who is genuinely interested in other people before wanting to talk about themselves or sell something.

What role does networking play in business development today?

Networking is still very important today, even if attitudes and generations are changing. We simply have to learn to network differently and, above all, in a more targeted way. There was a time when I had a tendency to be everywhere, to go to lots of events and to accumulate business cards. With hindsight, I've realised that the quality of relationships counts far more than the quantity.

These days, I'm much more selective about the events I attend. I look at the speakers, the type of audience, the venue and above all the human values that emerge. Decision-makers and managers also have their own passions and interests. Being present in the right environments often makes for much more natural and impactful exchanges than an impersonal email campaign.

Networking is timeless because it is based above all on trust and human relationships. But you have to know how to maintain that network over time. For my part, I use a mixture of channels: LinkedIn, associations, chambers of commerce and face-to-face meetings. But above all, I attach a great deal of importance to following up relationships.

Even without an immediate commercial objective, I take the time to get back in touch with certain people on a regular basis, simply to maintain the link. It's this follow-up that allows us to stay present in the minds of our contacts and to build a lasting and sincere relationship so that we can be there at the right time.

What is the most common mistake you see salespeople make today?

In my opinion, the most common mistake is to confuse speed with haste. Today, many sales teams are under a great deal of pressure to deliver results. Targets are high, requests for quotations have to be sent out quickly and signatures are expected almost immediately. This sometimes leads sales people to adopt over-aggressive or over-direct approaches.

But that's not how business development works, especially in environments where trust is essential. You have to know how to gauge your approach, take the time to understand the person you are dealing with and accept that some relationships take time to build. Patience remains an essential quality in this profession.

I've also noticed that the younger generations of salespeople often arrive in environments where the pressure is constant. They have to manage sales, follow-ups, offers and results almost non-stop. This can lead to “in-your-face” behaviour, which is not always effective in the long term.

In my opinion, the quality of the relationship should always take precedence over speed. Of course, companies need results, but wanting to move too quickly can sometimes mean losing out on important opportunities. Patience, regularity and quality follow-up often pay off better than an over-hasty approach.

How can a salesperson remain successful over the long term?

Staying successful over the long term is a real challenge in the sales profession, because there are so many factors that influence morale and motivation. It's easy to fall into a downward spiral when you're constantly canvassing, following up or being turned down. So you have to learn to stand back and not remain trapped in periods of doubt.

Salespeople are often faced with a lot of pressure: competition, the economy, customer expectations and internal objectives. This requires a strong mindset. Personally, I've also been through some more complicated times in my career, and I think it's important to be able to talk to people close to you or in your professional environment who can give you energy and confidence.

Sales performance is never totally linear. It also depends on the results, decisions and contexts experienced by the customers themselves. So you need to know how to adapt constantly without losing your motivation.

I also feel that the sales profession has changed in recent years. It is sometimes less valued than it used to be, even though it requires a huge human and mental investment. Despite this, those who succeed in staying in the job are often those who retain a real passion for relationships, a certain tenacity, who know how to remain constant and who continue to create human links despite the pressure of results.