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If you're in sales, you've probably encountered this scenario. You're trying to convince a potential customer that your great product and service will solve his most pressing problem. To prove the point, you explain precisely how your solution will work. Mr. Potential Customer listens carefully, asks lots of questions and takes copious notes. Everything seems to be going well. The customer nods and says all the right things and you leave convinced that the sale is in the bag. The problem is, when you call to close the sale, Mr. PC is nowhere to be found. Later, you hear that he has decided to buy from your top (and less expensive) competitor. Frustrated, you find yourself asking, "Where did I go wrong? Why didn't I see it coming?" You realize, you've fallen prey to an all-too-common trap: unpaid consulting.
Unpaid consulting starts when we cross the line between diagnosing the problem and explaining the solution. When we start designing solutions, we start acting as unpaid consultants. In past decades, this was not a monumental issue. Generally, there was limited competition in complex sales. If you figured out the problem and designed a unique and competent solution for a customer, the sale was almost guaranteed and the salesperson was rewarded for his consulting effort. Today, there is an ever-increasing proliferation of competitors in complex sales, and once a solution is designed, the customer can easily shop it to the competition.
Why the change? you may be wondering. It is the outcome of the technology explosion our world has experienced in the past decade or so. Simply put, no matter how sophisticated your product is, chances are there are numerous competitors offering the same thing. And because geographic location is no longer a critical factor-thanks in large part to the advent of the Internet-a New York manufacturer can access a supplier in Los Angeles (or in China for that matter) just as easily as it can the one across the street.
To avoid the pitfalls of using outdated methods-pitfalls that include but are not limited to the unpaid consulting trap-consider the following suggestions:
Prevent Premature Presentations. How can you present a solution to the customer's problems before you clearly understand what those problems are-and more to the point, before the customer fully comprehends the problem and recognizes that you do too? While most salespeople devote the majority of their face-to-face time presenting and handling objections, the most successful salespeople spend the majority of their time collaborating with customers, diagnosing their situation, designing or creating a desired solution, and building their resolve to actively solve the problem.
Don't Lead The Witness. The traditional salesperson draws conclusions for the customer-often prematurely-and presents them to the customer before he or she is prepared to hear them. It is important that the customer discovers and takes ownership of the problem before deciding to seek a solution. If you move ahead of the customer, he or she is likely to interpret your actions as pushy or manipulative. This leads to a lack of trust, and creates a confrontational rather than cooperative atmosphere.
No Pain, No Change, No Sale. Dissatisfaction is the most basic human motivator for change. It is the natural defense mechanism that tells people that if they don't change and deal with a problem, they will face consequences. Change itself is painful. As a result, change will not occur until an individual or company recognizes that it would be more painful not to change. This is why it's so important to do a thorough diagnosis that uncovers the pain of the current situation, and the lack of the future outcome-nothing less will motivate the customer to change.
Go For The "No." One advantage of thorough diagnosis is that it allows the salesperson to quickly identify the 20-30% of their prospects who have the immediate reason and resources to make a change. It is the difference between an intellectual conversation about a desirable future and an objective observation and measurement of real indicators of an unacceptable present. The traditional salesperson wastes time arm-wrestling with a prospect that has no pain and hopes to win the sale by sheer tenacity. This has its roots in the theory that the good salesperson never takes "no" for an answer and the salesperson's view that "no" equates to personal failure. You should always be asking yourself, "Is there someplace better I could be?"
Clearly, the role of the salesperson has changed dramatically. For a company to succeed in today's business world, its sales team must understand and live by the new rules of the marketplace.
The often ignored reality is that customers need outside expertise to help them understand the problems they face, design optimal solutions to those problems and implement the solutions. It is up to you to provide the help your customers need. See yourself as a project manager for your customer's decision. That is the secret behind succeeding at the complex sale.
Jeff Thull is a leading-edge sales and marketing strategist and valued advisor for executive teams of major companies worldwide. As President and CEO of Prime Resource Group, he has designed and implemented business transformation and professional development programs for companies like Shell Global Solutions, 3M, Microsoft, Intel, Citicorp, IBM and Georgia-Pacific, as well as many fast track, start-up companies. Jeff is a compelling and thought-provoking keynote speaker for corporations and professional associations worldwide. He is also the author of the #1 best selling books Mastering the Complex Sale, and newly released, The Prime Solution: Close the Value Gap, Increase Margins, and Win the Complex Sale. For more information contact: Prime Resource Group, http://www.primeresource.com, 1.800.876.0378.
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