Features
How to sell during COVID-19 By Emmanuel Kwabena Abrompah
If there will ever be a time to dig deep into our core as Salesmen to sell, then it is now. And If there will ever be a time to handle great objections to sell, it is now. Lastly, if there will ever be a period of time to experience rejections and delays in closing, it is now.
2020 is certainly a turning point in modern human history. The impact of the pandemic is having a ravaging effect on businesses across the world.
Here are some suggestions that you can apply as you sell during the pandemic.
You are on the frontlines.
Sales professionals have always been onthe frontlines. Do not be afraid toapproach prospects and clients to offer solutions. There are many people, and organizations out there thatneed solutions to their problems. Step out there and offer that solution. Front liners are brave despite the obvious odds.
Use the soft approach
With the avalanche of information at the disposal of the client, the days of pushy sales are long gone. This is not the time to do pressure selling – it has never worked and will never work. You must be a sympathetic and empathetic sales professional. Some of the accounts and pay points are dealing with dwindling revenues and escalating overheads. Don’t add to their headaches. When you get in touch ask about the welfare of their businesses and their families. When the situation improves, you will be rewarded.
Do not be a lamenting Sales professional.
Ask the average sales person why he missed his imperatives. He will blame everything except himself. The economy, exchange rate, the competition is offering something better, the weather, inflation, poor customer service, no selling literature, our prices are in the roof, commissions are low, no training, management bureaucracies, etcetera etcetera.
And now we have the novel and mother of all excuses – C19.Do not try to write another version of the book of Lamentation of the Bible. Instead explore ways you can become better. Sales is scientific, with no short cuts. The only way to stop lamenting is to follow the rudiments of sales.
Be positive minded
I dare say that our minds are under siege. We have been arrested by the barrage of negative information propagated by mainstream and social media. It is as if there is a trophy to be won for the media house that will be first to break C19 story. Social media is the worst culprit, where a lot of fake news is being circulated creating fear and panic. The effect of all this on the sales professional can be damaging. We have to be mentally strong to handle objections and deal with sales related issues. We cannot allow our minds to be damping sites.
Denis Waitley in his book – Safari to the Soul talks about the placebo effect. Volunteers are treated with experimental drugs whose effect is tested by measuring the difference in response to the powerless placebo and to the drug. Some group of volunteers who had just had their wisdom teeth extracted were given morphine to alleviate their pain, the others swallowed a placebo they believed to be a powerful pain killer. Many of the placebo recipients said they experienced dramatic relief from their pain, believing they had been given morphine too. However, when a drug that blocks the effects of the natural endorphin was given to them, the pain returned almost immediately. That test, and many others, have confirmed something very important: When a patient believes he has been given a pain reliever, the brain releases chemicals to substantiate their belief. In short, the placebo effect is an act of faith.
Feed your mind with positive things. Read the books that will make you strong. Listen to country or jazz music to calm you down. Everything starts from the mind, and so be positive.
Maybe we are in for the long haul, this is the time that all frontline sales professionals must rise up to deliver.
Go make it happen.
THE WRITER IS A SALES CONSULTANT
+233 (27) 339 7717
Kwabena.abrompah@gmail.com
Features
Fix It Fast or Lose Them Forever: The Ever-Rising Importance of Service Recovery in Competitive Industries
Yes, in literature and in practice, differences exist regarding customer service, service failures, and service recovery.
But have you ever considered the latter (service recovery) and its potential impact on service experience, brand building, and sustainable growth?
Well, in today’s fiercely competitive service economy, customer experience has become one of the most powerful determinants of business survival and long-term success.
Across industries, from aviation and banking to telecommunications, hospitality, healthcare, retail, and digital platforms, customers now expect fast, seamless, and reliable service delivery at every touchpoint.
Yet despite technological advancements and operational improvements, service failures remain inevitable.
Systems experience downtime, deliveries are delayed, reservations are misplaced, payments fail, customer inquiries go unanswered, employees mishandle interactions, and digital platforms experience disruptions.
In the midst of these, what increasingly separates successful organisations from struggling ones is not whether failures occur, but how quickly and effectively they recover when they do.
Service Recovery
Simply put, it is the process of fixing a service problem and restoring customer confidence after a failure has occurred.
Examples of service recoveries are; an airline offering compensation after a flight delay, a telecom company restoring interrupted service and providing bonus data, a restaurant replacing a wrongly prepared meal at no extra cost, a hotel upgrading a guest’s room after a booking problem, and finally a bank reversing an erroneous transaction and apologising promptly.
As competition intensifies and customer expectations continue to rise, service recovery is rapidly evolving from a routine customer service function into a critical strategic capability.
Businesses are discovering a hard truth of the modern marketplace: fix customer problems quickly, or risk losing them permanently.
Customers are More Powerful Now Than Ever
Customers now possess more power than at any other time in business history. Digital technology, social media, online reviews, and mobile connectivity have fundamentally changed customer behaviour.
Consumers now easily compare competitors instantly, publicly share negative experiences, switch providers with ease, and influence the purchasing decisions of thousands of others online.
This evolution has made customer loyalty increasingly fragile. A single poor experience can quickly damage years of brand-building effort.
In highly competitive sectors where products and pricing are often similar, customer experience has emerged as one of the few sustainable competitive advantages.
Modern customers no longer evaluate organisations solely by product quality or pricing. Increasingly, they judge businesses by their responsiveness, reliability, transparency, empathy, and effectiveness in resolving problems.
Why Service Recovery Matters More Than Ever
Failures are no longer viewed as isolated operational incidents, especially in competitive service sectors. They are moments that directly influence customer trust, brand perception, and future purchasing behaviour.
Research across service industries consistently demonstrates that customers are often willing to forgive mistakes when organisations respond quickly, communicate honestly, show empathy, and resolve issues effectively.
Conversely, poor recovery experiences frequently create stronger dissatisfaction than the original service failure itself.
For many businesses, the greatest reputational damage does not arise from operational errors, but from delayed responses, poor communication, lack of accountability, and unresolved customer frustrations.
This has elevated service recovery into a central component of customer relationship management and competitive strategy.
Speed, a Competitive Weapon
In the modern service economy, speed is no longer merely operational efficiency; it is a basic customer expectation.
Consumers increasingly expect: immediate responses, real-time updates, fast complaint resolution, and proactive communication. Delays are often interpreted as incompetence, indifference, or organisational inefficiency.
Consequently, organisations are redesigning their service recovery frameworks to prioritize rapid intervention and customer reassurance.
A cursory assessment revealed that some businesses now operate dedicated customer experience teams, 24/7 support systems, AI-powered service platforms, automated escalation systems, and real-time issue monitoring dashboards.
The ability to resolve customer problems quickly is now a major source of competitive differentiation.
Technology Is Transforming Recovery Strategies
Technology is fundamentally reshaping how organisations manage service recovery. Across industries, companies are leveraging artificial intelligence, customer analytics, chatbots, predictive monitoring systems, and integrated digital support platforms.
These tools allow organisations to identify service failures earlier, monitor customer dissatisfaction, automate responses, personalize engagement, and accelerate resolution timelines.
Some organisations now proactively contact customers before complaints are formally lodged, using analytics to identify service disruptions in real time.
This means that the future of service recovery is increasingly preventive rather than purely reactive.
Service Recovery as a Brand Strategy
Forward-looking organisations are now treating service recovery as part of brand management strategy rather than operational damage control.
The logic is straightforward because, acquiring new customers is expensive, dissatisfied customers influence others, and loyalty is increasingly experience-driven.
Businesses are therefore measuring customer satisfaction, response times, complaint resolution rates, customer retention, and net promoter scores more aggressively than before.
In many industries, service recovery performance is now discussed at executive and board levels because of its direct relationship with profitability, reputation, and long-term growth.
A call to action
As industries become more digital, interconnected and customer-driven, service recovery will likely become even more important.
Therefore, organisations that succeed in the future will likely be those that respond rapidly, communicate transparently, empower employees, leverage technology intelligently, treat customers fairly, and place their (customers’) trust at the centre of recovery strategies.
Remember, customers now have more choices, less patience, and greater influence than ever before, a clear message to forward-looking organisations that when service breaks down, recovery is everything. Fix it fast or risk losing customers forever.
Writer: Mohammed Ali
Conflict at work is more common than you might think. According to 2022 research by The Myers-Briggs Company, more than a third of the workforce reports dealing with conflict often, very often, or all the time in the workplace.
Addressing a dispute might feel tense or awkward, but resolving the conflict is typically well worth it in the long run. Whether you are trying to mediate conflict between colleagues or are directly involved. Last week we looked at three and this week is the remaining four steps you can take to manage workplace conflict.
4. Find common ground
The best way to handle workplace conflict is to start with what you can agree on. Find common ground between the people engaging in conflict. If you are directly involved in the conflict, slow down and focus on results instead of who’s right.
If you are the mediator for conflict resolution between coworkers, observe the discussion and help point out the common ground others may not see.
5. Collectively brainstorm solutions
When deciding how to handle workplace conflict, it can be tempting to problem-solve on your own. Sometimes, it feels easier to work independently rather than collaboratively. However, if you want to achieve a lasting resolution, you will need to motivate your team to get involved.
Brainstorm possible solutions together, and solicit input from everyone involved on the pros and cons of each option until you settle on a solution that feels comfortable to everyone. This will help all team members feel a sense of ownership that can help prevent future conflicts.
6. Create an action plan
Once you have created an open dialogue around workplace conflicts, it is time to resolve them. Just like any other work goal, this requires creating a concrete plan and following through.
Create an action plan and then act on it. It does not matter what the plan is, as long as you commit to it and resolve the conflict as a result.
7. Reflect on what you learned
All conflicts offer an opportunity to grow and become a better communicator. Identify what went well and what did not.
Work with your whole team to gather learnings from the conflict so you can avoid similar situations in the future.
