 Track Selling Times - April, 2001
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Track Selling Times
The Voice of the Sales Profession
Issue No.137
April 1, 2001
Published by Max Sacks International,
Home of 100% Guaranteed World Class Sales Training
Developers of the Track Selling System™.
Author/Editor: Roy Chitwood, President, MSI
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Feature:
"
How do you like to be sold?"
by Roy E. Chitwood, CSP, CSE
-Learn how to ensure that you're helping your clients buy rather than be sold.
Sections:
Newsletter Archives
"How do you like to be sold?
by Roy E. Chitwood, CSP, CSE |
I asked this question for sheer shock value. If you're at all like me, the idea of being 'sold' something elicits a negative reaction. And this question alone distinguishes a professional salesperson from a fast-talking con artist. My guess is that rarely, if ever, do you like to be sold.
With all due respect to the true sales professionals in automotive sales, no industry jumps to mind faster when analyzing the difference between buying and being sold. Whether the stereotype of used car salespeople is warranted, let alone accurate, it exists in the minds of many people, nonetheless. And, it's from this industry that I offer the following example that simplifies the difference between buying and being sold.
Just last week, an associate was telling me about a bad experience some friends of his were experiencing. His friends, a married professional couple, recently bought a late model sport utility vehicle (SUV) with every available option. Apparently, the SUV looked immaculate on the lot and ran perfectly during the test drive. The couple couldn't have been more pleased with their buying decision the week following the purchase.
However, the very next week the couple's happiness turned to resentment, anger, frustration and mistrust. Their SUV had basically imploded and now, just to make it road worthy, it needed a new engine, transmission and several other major repairs. Fortunately, the vehicle had a limited warranty, and, since the couple had the vehicle inspected by a mechanic, he will assume much of the monetary burden for certifying the vehicle.
This couple's misfortune is a perfect example of the difference between buying and being sold. During the first week, the couple was ecstatic with their purchase and apparently, couldn't wait to show their friends the stylish SUV they had bought. However, once the vehicle began falling apart, the couple told everyone that the dealer had sold them a lemon. That's the quirk in human nature: we're quick to accept credit for having made successful decisions, but even quicker to assign blame, absolving ourselves of accountability, for having made poor decisions. Much is the same with your clients.
Your clients want to be informed enough to buy intelligently, yet not feel they were overly persuaded to do so. To get them to this point, a salesperson must always remember the five buying decisions a person makes during a sale.
These buying decisions are:
1. About you, the salesperson
2. About your company
3. About your product or service
4. About your price
5. About the time to buy
These buying decisions reflect exactly how people think when they're being sold. They occur every time you are selling, always in this precise, psychological order. For example, your prospect may be wondering, "Is this salesperson knowledgeable and trustworthy?" "Does this company take care of its customers?" "Is this a superior product?" "Is the price competitive?" and "Should I really buy now?" Accordingly, if any of your prospects decisions are negative, you must address each of his corresponding issues, otherwise the sale will not occur.
Undoubtedly, you'll have to 'sell' and persuade many prospects to buy. This is the basis of your job, and is totally ethical and to be expected, if you're truly working in your clients interest. However, when it's actually time to sign the deal, your client or prospective client must feel that she is buying and not being sold. People buy emotionally and then justify their purchases logically.
Your job as a salesperson is to motivate and educate your prospects to buy today and be just as happy with that decision tomorrow.
Integrity Pays:
"The customer must always 'feel' right,
even when she's wrong"
by Jim Coburn
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Jim Coburn works in Nordstrom's corporate headquarters in Seattle, Wash. He also operates an Internet hosting, design and consulting firm that assists companies with their online marketing and communication efforts.
"I work in Nordstrom's Seattle headquarters and, even among the executives and administrative personal that don't interact with customers daily, you sense the company's complete dedication to customer satisfaction.
Unfortunately, the focus and priority Nordstrom's places on customer satisfaction is a glaring exception, rather than the rule, when compared to most companies nowadays.
Understanding that the customer is the source of a company's revenue, it logically follows that every customer must be made as happy as possible. Seeing as it's not the owner of a company that routinely interacts with customers, rather it's the sales staff, operators, customer service reps, etc., that have direct contact - it must be a clearly understood rule that the customer must always feel right. The customer has to be treated in a way that sets your company apart from every competitor. If a company successfully merges this philosophy with a superior product or service, it can earn customer loyalty and in turn, become profitable.
For example, a story has circulated about a man in Alaska who had returned tires to a Nordstrom store. The story provides an excellent example of how to exercise a customer-first approach to business. The story is as follows: Nordstrom built a store at a location that had previously included a tire store. A man, failing to realize the tire store no longer existed, brought car tires into Nordstrom and asked for a refund. Despite the company's position as a clothier (seemingly everyone knows the only rubber Nordstrom's sells is on the bottom of sneakers), the sales associate nonetheless issued some type of refund or store credit, thus satisfying the customer. When people talk about this story, many can't remember if it was a man or a
woman, a young or old person, but they always remember that it was Nordstrom who put its customer first.
Although this example is extreme, and I don't suggest that a company make a habit of issuing refunds for merchandise it doesn't sell, the underlying principle stands: for long-term prosperity and patron loyalty, a customer must always feel right, even when she's wrong.
How does your company resolve customer disputes, concerns, questions or problems? Do your people automatically go on the defensive, citing policies, procedures and counting warranty periods to the day? Is there a mission statement or customer policy in place that governs all aspects of customer
service, including conflict resolution?
You can't put the onus on your customers. Too many companies focus on the reasons why they can't help a customer, rather than offering solutions to help fix his problem. The reality is, problems will arise. The problems are not the challenge. The challenge is responding to these problems effectively because it is these responses that can help decide a company's ultimate success or failure."
World Class Sales Management:
Recommendations for taking over a sales organization
by Ken Krass
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Ken Krass is Vice President of Sales & Marketing for Seattle, Washington-based Paradigm Communications Group. Paradigm publishes three in-flight magazines, Alaska Airlines Magazine, Horizon Air Magazine and Midwest Express Magazine. Ken has more than 20 years of sales management experience and formerly headed Holland America's sales organization.
"A major challenge facing a newly hired/promoted sales manager or sales executive is getting up to full speed in the shortest possible time. Many times you're entering a calm situation with clear expectations perhaps following the departure of successful predecessor. Other times, however, you might be taking over an organization that's previously struggled and has recently cleaned house.
For example, in one of my previous positions, I replaced seven of 21 district sales managers within days of beginning my new position. Apparently my predecessor wouldn't deal with the low producers and it was senior management's mandate that I take corrective action immediately. But regardless of the circumstances, it's been my experience that you're wise to consider the following recommendations to act prudently.
*Make a sales call on each manager.
I suggest you conduct a thorough approach and qualification with each individual to learn about his state of mind, attitude and sales beliefs, in addition to what's happening with his accounts. Is he positive, accountable, open minded, etc.? These answers are worth knowing and help to influence your future interactions.
*Make a sales call with each manager.
I suggest a three-tiered approach. First, go on call to one of her large, long-standing customers. Second, visit a medium sized newer customer. Third, make a call on a new prospect. Doing so will provide you perspective on her abilities, comfort level and proficiency with all types of clients during all stages of the sales cycle.
*Manage up.
As well as managing those entrusted to your leadership, it's important to know who above you effects your position and learn their opinions. If you're on page two yet one of your direct superiors is on page one, you must take steps to get you both on the same page so as to set clear expectations and realistic goals. Failing to do so may dig a hole too deep for you to get out of."
Focus on the Professional -
"Roger McClung"
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Roger McClung is Vice President of Consulting Services at BreakAway Consulting based in Redmond, Wash. BreakAway helps companies achieve their productivity and profit goals through leadership training and delivery of custom training programs. For more information please visit www.breakawayconsult.com.
1. What is the primary role of a training and development consultant?
Without question, it's to help a company. A consultant can do this in several ways. First, he or she can provide a fresh, objective view of the company and issues that need to be addressed. Second, he or she can help determine a client's real needs. And third, the consultant can develop an action plan to meet those needs.
2. How can an organization measure a consultant's value or ROI?
The first thing to understand about measuring the ROI of training is that you must have clearly defined goals. These goals must be agreed upon and highly measurable. Once in place, there are four primary ways to evaluate the quality of the training:
- Participant's reactions.
This is a measure of the participant's perceived value of the training and is often done via written evaluation. These are often called 'smile sheets', because they are a very subjective measure of training and tend more towards the positive side (people tend to dislike giving bad news).
- Knowledge testing.
This measures the amount of knowledge transferred during training and can be obtained with pre and post (training) tests. Most companies don't take this approach far enough, in that, they test immediately after the training - which is really just a test of short-term memory. In addition, the companies should also test after an extended period of time to see if the knowledge has "stuck."
- Actual behavior change.
Management can simply observe whether employees are exercising the desired behaviors and avoiding the undesirable ones.
- Results achieved.
This is a longer-term measurement of the quality of training that analyzes how the training is affecting the company's bottom line (e.g. decreased costs, increased production, lower turnover, etc.).
3. What are the most important criteria to consider when selecting a consultant?
*Experience and expertise. Does the consultant have professional experience in the area of the company's need? Does he or she demonstrate knowledge and understanding? Does he or she understand the company's project, needs, goals, etc.?
*Demonstrable quality. Can the consultant demonstrate a level of quality service - i.e. references, product demos, collateral? Reference checks are probably the best means of accomplishing this. When checking references, the client should speak with other companies that have had similar experiences. The client should also realize, that how a consultant sells is an indication of how they will solve the client's problems. Does he or she take the time up front to understand the client, the goals/objectives, the issues the client faces, the impact of those issues, etc.?
*Communication skills. How well does the consultant communicate (listening, speaking, writing)? The client should look for examples of each, since the consultant will use each method.
*Price. This is always a factor. Can the consultant meet the needs and expectations at a price that will allow ROI within a reasonable time frame? Remember, people buy value not price, and the old adage "you get what you pay for" is usually true.
Book Review -
The Working Life: The Promise and Betrayal of Modern Work
by Joanne B. Ciulla
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In The Working Life, University of Richmond (VA) professor Joanne Ciulla analyzes the nature of modern day work from philosophical, sociological and practical viewpoints. One of her main contentions is that today, during an unprecedented time of wealth and opportunity, people have become more 'tied' to their careers than ever. In fact, Ciulla contends that more and more people are interchanging their careers and titles with their own personal identity. That is, in society as a whole, work is becoming who we 'are' rather than what we 'do', as was the case in more utilitarian times.
Ciulla's vast experience allows her to view work from both the management and the managed perspective. She waited tables and tended bar to work her way through graduate school and went on to teach business courses at Harvard and Wharton. She readily admits that the book isn't a scientific investigation, but rather a broad interpretation of the meaning of work and how it has come to both bless and curse us in present times. But sometimes, a work can be scientific without being based on science, as is the case with this publication.
Whether you work because you must, or because it's stimulating and rewarding, The Working Life will make you consider the reasons you awake each morning. Whereas some "work to live," more and more of us "live to work" where work is not just a means to an end, but an ultimate end in itself. This book will help you determine whether your work is something that you do or if it is in fact, who you are.
| Ask Roy
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Sondra Wickstrom of New York asks:
"What steps can I take to maintain a relationship with a client who continually changes buyers?"
Roy's Answer:
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Even though this is an existing customer, it's important to realize that with every new 'buyer' comes a new prospect. Since the new buyer has no past relationship with you, you must work through each of his buying decisions, paying particular attention to the first two, which directly address you and your company.
When a new decision maker takes over, she sometimes looks to make her mark by analyzing every vendor relationship and then making sweeping changes. If she can acquire a better product or service at a lower price than her predecessor, she'll shine in management's eyes. In fact, many times your existing relationship with the company can hinder, rather than help, your efforts. This is especially true if she's assumed the role due to her predecessor's mismanagement or overspending. To aid in the account's long-term viability, view this as a new relationship, a new opportunity, and then act accordingly.
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| Reader Survey
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1. What do you think of Track Selling Times?
2. What else would you like to see included?
3. If you have sales questions for Roy, or know of a salesperson, sales manager or integrity story that should be featured in Track Selling Times, mail it
to:
The Editor, Track Selling Times
c/o Max Sacks International
2442 NW Market Street #409
Seattle
WA 98107
Tel: (206) 706-4119 Fax: (206) 706-5359
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