About Selling
About Selling
What the consumer really wants is to have a need met, not your product. A salesperson's job is to figure out what their clients' companies need and then come up with solutions that will help those companies run better. Do you know what the buyer is actually getting? The following are some instances given by American marketing expert Thomas Winninger to illustrate his point:
"BMW doesn't sell cars, their customers buy a driving experience."
"Kodak doesn't sell film, their customers buy a magic moment."
"Hertz doesn't rent cars, they get you out of the airport faster."
These days, successful salespeople are also good at identifying problems and coming up with solutions that clients may use when they are in a bind. As a result, they need to be well-versed in all things related to their clients' industries. Since the client might not be aware of or willing to articulate their requirements, it is frequently necessary for them to do so. The "Sales Force of the Future" is expected by customers to be well-informed and intelligent enough to understand their issues prior to their arrival. People will listen and make a purchase from a salesperson who can identify their "pain" and alleviate it. They aren't interested in the "coolest technology" with three different speeds; what they want are solution suppliers.
The "Sales Force of the Future" understands that the product itself is irrelevant. The product is just one aspect. They understand the customer's pain point, the product or service they are actually purchasing, and how to turn that information into a sale.
Timeless and Modern Recipes
Modern salespeople need to think like strategists and have a game plan because the sales environment is becoming more complex. More understanding of the company, stronger partnerships, and more effective solutions are needed for this plan. Perhaps some outmoded salespeople still think they know what customers want. Their background is extensive. They have a lengthy history. They could be mistaken as well. Things are shifting. Here at "Sales Force of the Future" we're trying something new. We must not grow sluggish, they have realised. Overconfidence erodes a company's competitive edge. No matter how senior we are or how many years of experience we have, we must never become conceited in our roles as salespeople. Thomas Winninger uses the parable of the tortoise and the hare to drive home my argument.
In the folktale In the race between the tortoise and the rabbit, the latter came out on top. The rabbit dropped it. He blew it because he lacked intelligence. Instead of capitalising on his abilities, he kept his head down and wondered what the tortoise was up to. Even though he was superior in every way—faster, smarter, better—he eventually became complacent and forgot.
The "Sales Force of the Future" counters by saying that they are always learning something new. Back when I was a young distribution salesperson, the key to success was a straightforward formula: Relationship Selling. I got the formula from a mentor of mine.
A Proven Strategy: Get to know your customer, become friends with him, and he will discover a way to purchase from you.
In today's market, personal connections aren't going to cut it. As one would expect, they remain crucial, particularly in order to be considered for the opportunity to implement the success formula of today. It's not about the product you're selling, but rather the service or product the consumer receives; the formula has remained unchanged from its simplicity in the past. You need to know the customer's problem in order to understand what he is purchasing.
Principle Behind the "Sales Force of the Future:" Identify the true product the buyer is purchasing. Reduce suffering to become a one-stop shop for all your solution needs.
Even if the problem is unrelated to your product, you should still try to alleviate it. Being a provider of entire solutions is key. The current formula is effective because it generates a competitive edge. This is the key that will unlock success for the "Sales Force of the Future."
The training of salesmen in the past was to keep the emphasis on the product. They were well-versed in all of its characteristics, advantages, potential lifespan, and the function of the red button. Product pitch after product pitch was made by salespeople until they were blue in the face. They had warranty paperwork and brochures at the ready. Consumers nowadays, however, are looking for more than simply cutting-edge hardware and the most feature-rich "widget" wallet can purchase. They are seeking comprehensive answers to all of their issues. Instantly, the brochure and all of the other promotional materials are just ancillary. Customers nowadays are pickier, more professional, and looking for experiences rather than only goods. Efficiency, increased market share, and more profits are their goals.
The saying is something like, "You cannot puke all over your customers with features and benefits." Historically, we were instructed to bombard the purchasing agent's office with verbal descriptions of these advantages and qualities. We learnt to watch their lips move as they spoke, and to wait for a breath to signal that they could speak for a little longer. However, the "Sales Force of the Future" must prioritise listening over speaking more than 80% of the time. Get to know the customer's ins and outs, as well as their industry, problems, mindset, revenue stream, and consumers' problems. It all comes down to the product the buyer is purchasing.
Warning: The Answer Isn't Always What It Appears To Be
This is why it's critical for the "Sales Force of the Future" to have an in-depth knowledge of the client's industry and the client's customer. On occasion, the most apparent answer is completely incorrect. That was driven home to me last week by my eight-year-grandson Zayne. To go to the store, we got in the car. I made sure he buckled his seatbelt and sat in the rear seat because I am a responsible grandpa. Wow, Grandpa, we're only heading to the corner store. Should I?" "Zayne," said I, "It's a proven fact that more than 75% of accidents happen within 20 miles of your home." "Then why don't we just move? "Zayne asked me with the earnestness and naiveté of an eight-year-old, his expression betraying his confusion.
Recognising the Anguish
Raise your level of awareness and expertise in relation to the customer's issue. When you provide them a way to improve, simplify, brighten, or enjoy their lives, you're no longer marketing a product. Gaining insight into the client's industry and clientele allows you to assist them in turning a profit by enhancing their business operations, reducing expenses, increasing value, and boosting sales. Those answers could take numerous shapes and sizes, and they might not even be relevant to your product. No worries. Pay attention to the source of the discomfort and work on alleviating it.
What customers really desire are means to create money, not stuff. They seek contentment, solace, pride, compliments, and a healthy sense of self-worth. People like us are among them. Maybe they don't share our wild genes for salesmanship, but we share their intelligence, compassion, and emotional complexity.
So, how do salespeople pinpoint the issue and alleviate the customer's suffering? How can we ascertain the true nature of their purchase? A lot of this information is picked up just by listening. I mean, paying close attention. Product promotion isn't your main goal. Listen carefully to the client and take note of what he says. You investigate his field. You cautiously converse with his clients and even his rivals. Having this information and a thorough understanding of your consumer allows you to offer sensible solutions to nearly any problem. An advantage over the competition has resulted from your ability to boost customer expectations of both you and your business. Adding value to a circumstance or your relationship is more important than the value-added features of your product or service. Doing so will establish a genuine relationship of trust between your business and your client's.
Using Your Brain Is Easy
What to do next:Maintaining and strengthening relationships is crucial.Before you offer a solution, you must analyse the circumstance and understand the customer's problem. Pay close attention.Get to know the customer's history, current situation, and future plans so you can adapt.Consider things from their perspective. Tell me what you're hoping to hear. So, what's your plan?Gather around the "head man" or central figure; he or she is the decision-maker and expert on all things related to the business.Speak with your customer's customers—get to know the industry.Complete your assignments by researching topics online. Find out everything you can about your customer's firm, including his market, competitors, profit-making strategies, customers, and, most significantly, the pain points he has as a business owner.Relationships are still crucial, as mentioned before. There must to be more than one tier of connection between your company and the customer's. Today, what's different? In the competitive world of professional sales, the partnership is merely a springboard. Our ability to effectively maintain these connections is critical if we want to deliver our clients the most value after we've formed them.
Just like I did when I was younger, the lone wolf sales strategy isn't going to cut it in this modern business world. "Sales Force of the Future" members are cognisant of this. The world has evolved. Mergers and acquisitions are still happening. Many people make a living as buyers. Clients are more astute. Their influence in the market is growing daily. The "Sales Force of the Future" has come to terms with the fact that the focus has shifted from politics and power to principles and process. The "Sales Force of the Future" can only be successful if its design takes into account both the demands of consumers and the possibilities for financial gain. No matter how good your product is, that is not the point!
No way!
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