Pay Attention Now!! -Or Pay Another Way Later

Too often in the selling cycle, salespeople find themselves “back on their heels” trying to figure out what to do too late in the process. They are often scrambling to meet last minute demands by the customer or to pull together that “homerun presentation” that really delivers all of the main points.  Many times, the primary focus of the salesperson and his/her support team has been what they will present or say in their “moment of glory” in the boardroom.

It has been my experience that we, as salespeople, need to be 100% focused way back at the beginning stages of the sales process in order to get in the customers heart and headdeeper and more thoroughly.  We need to understand their business and their most compelling business needs of TODAY so that we can not only offer the most compelling and specific solution to meet their needs, but also (if we do it correctly), can possibly even help them write the specific parameters of the solution.  These will be the parameters that we deliver best AND that the competition will be judged by.

Here is my main point:  Many times, customers don’t know how to buy!  On top of that, they really never want to own your product or service in the first place. (Let’s face it…is your customer waking up today excited to see you in order to OWN more of your stuff?) What they DO want, however, is to be able to cure a pain or put peace of mind to a fear or to accomplish something that your product or service can assist with. In order to truly show our customer that we are the best solution, we need to understand what that somethingis—and often we need to help them understandwhat that is—before we begin to dump information on them about our proposed solution!

Salespeople and leaders often seek guidance and coaching from training firms and consultants regarding negotiation techniques, objection management strategies, and closing skills.  While all of these are crucially important skills to master, it is my belief that the need to employ these skills too often is based upon a lack of focus on the discovery process in the early stages of the customer’s “buying process.”  You see, we are often so focused on our selling process and our need to execute that processthat we do not pay enough attention to the customer’s need to buy –it is NOT because they want to own your product or service!

The clues as to how to OWN the account and make the competition irrelevant are found at the earlier stages of the sales cycle.  We teach that there are two main questions that we need to get CLEAR answers to early in the dialogue with the customer:

1-Can you help me understand what it is that youare trying to accomplish?

2-Can you help me understand why that is important to you?

Now, there are a couple of “catches” to this!  (You didn’t think it was THAT easy did you?) The first catch, again, is that many customers do not know the answer to these questions—at least the rightanswers.  In fact, the questions are written in a way that a conversation is the desired outcome. “Can you help me understand what you’re trying to accomplish?”…begs for an explanation whereas if we asked “What are you trying to accomplish?” we would simply get aninformationbased answer.  By asking it differently, we are looking deeper and trying to help the customer understand WHY they want to buy—to get a motivation-basedanswer.

The second “catch” to this approach is that prospective customers won’t always answer these questions the first time that you ask either because, as above, they have not really thought about it so they do not know the answer OR you may not have earned the right to get that answer just yet. Therefore, we need to be patient and focused in our approach to this.  We may need to prepare to ask these questions in several different ways at various times throughout the discovery phase of the sales process.

Finally, as it relates to these two questions, please notice that both questions are focused on the individual and their motives are.  Each decision maker or influencer in the buying process has their own specific motives as to how and why they will make their choice.  We need to understand earlier in the process what the motives are of each “player in the game” so that we can “write the playbook” accordingly.

Engage in this approach and you will find yourself in much more meaningful and fruitful dialogue early in the process which will communicate your professionalism and expertise better than all of your presentation slides could ever do.  The result will be an exceedingly high level of irrelevance that will be cast upon your competition!  They are focused on making a sale—YOU will be focused on creating a buyer!

Land bigger deals — from the client’s point of view

OK, we’ve covered confidence and preparation. The third key to landing bigger accounts is that you must have a greater understanding of your customer’s business at the highest level.

You have to know what motivates the CEO, for instance. Is it financial? Is it political? Is he making a decision just to make a decision?

Have you ever gotten really far along on a piece of business and then all of a sudden the new CEO comes in? And for no reason other than the fact that it was not his initiative, he tanks a $250,000 sale? It happens. He needs to put his own thumbprint on it.

We have to understand the politics of what goes on inside of organizations.

  • What kind of economic decisions are being made?
  • What kind of political decisions are being made? What kind of CYA or “cover your ass” decisions are being made?
  • What kind of decisions are made at a tactical level?

Your customers at a certain level make decisions that are different than customers at other levels. We need to understand not only their business as well as we possibly can, we have to understand the competitive environment in which they live. We have to understand the political environment inside and outside their organization — from their point of view. And that’s the big statement: from their point of view.

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How do you land big accounts? Prepare.

Going after bigger accounts requires a higher level of confidence. And a greater degree of preparation.

And it’s no surprise that these two just go together. The greater your preparation, the more confidence you will have.

So how do you become better prepared? Of course we have to know exactly who our customer is. As always, this involves asking some questions:
•    Who is the customer’s boss?
•    Who’s going to be most affected by this purchase, and which way are they going to be affected?
•    What is their world is like, with our product and without our product?

We’ve got to know what are the biggest concerns, the biggest pains, the biggest fears that our customers may have without the use of our product. And what are some of the biggest cures that they can have by utilizing our product or our service?

So we have to be prepared with our opening statements and conversational points. It might be things going on in the marketplace, or some other things of relevance to them. Maybe we’ve read their website and there are things going on in their industry that we need to be talking about. Maybe we need to be knowledgeable about their competition and what’s going on, trends in their marketplace.

Then we have to know how to transition from that opening statement to the meat of our presentation.

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Want to land bigger deals? You have to go after bigger customers

Bigger customers mean bigger deals.

Seriously, somebody is going to be selling the enormous accounts, and it might as well be you.

The question is, how do you prepare yourself, mentally and tactically, to go after those big accounts – and bring home those bigger commissions?

That’s what we’ll be looking at in the next few posts.

The first thing is, your head has to be in the right place. You have to have higher levels of belief in yourself. What does that mean?

Well, sometimes we talk to the guy on the loading dock, or the mid-level manager who will take our call, rather than going to the person who can make the decisions for hundreds of purchases. Why is that? Maybe our self image makes us feel inferior to those key decision makers in an account. We don’t feel comfortable rubbing elbows with people at the top of the org chart.

This could be related to not feeling worthy, not feeling like you’re up to par, not feeling you’re smart enough, not feeling you’re going to have something to say. So you see, your image of yourself as a sales professional can make or break your bottom line.

You’ve got to believe that you’re somebody who is worthy to meet and deal with people at all levels within an organization. And if you don’t, you’ve got to understand that it’s holding you back. How much could things change for you if you transformed your self-image a little bit?

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