Weekly Sales Thoughts

In which we consider a practical strategy  to connect with our prospects if we’ve not walked in their shoes.

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In which we are reminded that our greatest value and differentiation comes from “how” we do what we do rather than from the products we sell.

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In which we discuss strategies to reduce rejection (and feeling down about it) in prospecting.

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In which we consider broadening our “next steps” questions to reduce objections and accelerate implementation of solutions.

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In which we are reminded that retaining customers is a process of continual attraction.

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In which we consider a parallel between soccer tactics and performing as trusted advisors to our clients.

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In which we discuss the importance of taking new ideas and new perspectives to our clients to keep them coming back.

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In which we consider what to do when we run into someone who has no need, no hurry, or no money.

From the “you probably had to be there and I will give it a shot anyway” department:

I was sitting at my desk on Friday after work when the telephone rang. Without thinking, I picked up the receiver and answered, “Good evening, Nick Miller, Clarity Advantage.” The cheery, young voice on the other end of the line announced that he was from my cable company and that he was calling to ask whether I would be interested in purchasing a new cable package. Roughly speaking, the conversation went like this:

Him: “… and we are now offering a new package that includes four sports channels, 10 new entertainment channels, 25 additional optional channels, all for only $39.95 a month. Do you think this is something you might be interested in?”

Me: “I don’t own a television.”

Him: “Really? Well, maybe you would be interested in one of our other packages that includes more arts and entertainment channels as well as four additional movie channels and a classic TV channel.”

Me: “ I don’t own a television.”

Him: “Ah, hah! Then, perhaps one of our packages that has more of a home and family feel to it would work best for you.”

Me: “You know, I’m grateful for your call, but you are barking up the wrong tree. I do not own a television.”

Him: “You don’t own a television? Every body in America owns a television.”

Me: “I don’t own a television.”

Him: “Why don’t you own a television?”

Me: “I don’t like what I see on television.”

Him: “How do you get your news? I get a lot of my news online, and I still read a newspaper, but television is the best. CNN? It’s so up to date and you get great visuals to go along with the news. It’s fabulous.”

Me: “I understand and… I don’t own a television.”

Him: Well, you know, they are not that expensive to buy. I mean, you could go out and get one tonight, it’s Thursday, and it would probably only cost you a couple of hundred dollars, and then we can get you set up tomorrow night for the premium sports and news channel, and you could have it for the weekend. How does that sound?”

Barely able to stifle myself, I thanked him for his time, I wished them well, and told him I didn’t think I would be buying a television that night or any night and that I was grateful for his call to ask about my situation. We ended the call.

No need, no hurry, and no money are very challenging obstacles to overcome. Although he made the classic sales rep’s assumption that EVERYBODY must need his product, I admired the kid. I don’t know how long he has been making these calls, and I’m willing to bet that I am the first person who has said to him, “I don’t own a television,” and stuck to it. I admired his tenacity and resourcefulness, suggesting that I go out and buy a television set so that he could sell me his product. I don’t hear that kind of chutzpah the calls I take from vendors or potential vendors.

On the other hand, if a hound is barking up an empty tree, no amount of additional barking will produce a raccoon. When we hit “no need,” we should try alternative strategies, including asking more questions. And, at some point, we just need to move on to other trees, perhaps circulating back to the first after some time has passed.

In which we are reminded to speak benefits rather than features… And to slow down.

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In which we consider the possibility that we may need to sell transactionally to start consultative relationships.

Within the last few weeks, several of our clients have said, almost literally, “I’m too busy to manage.” As in, “I’m too busy to manage my business,” or “I’m too busy to coach my sales people,” or “I’m too busy to do my job.” These are normally rational people with many years of management experience.

In small businesses and large, leaders and sales people are working long hours – 60, 70, 75 hours – week after week for months. “The last time I had a vacation was 15 months ago,” said one Executive Vice President, recently. “I don’t like working like this, I don’t want to work like this, and it’s what I need to do now.”

Fearing the potential loss of their businesses or their positions, they work, digging deeper into detail to ensure that “all is well” and that nothing will surprise them or their bosses who grow increasingly demanding as they face the same pressures.

Orrin Klapp, author or “Overload and Boredom: Essays on the Quality of Life in an Information Society,” wrote:

“Events burst upon us with staggering rapidity….We get a few minutes to ponder one question before the next comes in. Do these provisional decisions coalesce into well-grounded positions…? Or is it more likely that large questions remain unsettled, and we go on to new ones, dissatisfied… no wiser than before?”

“Too busy to manage” and “staggering rapidity” influence their buying decisions. In financial terms, they want payback faster and with more certainty. Further, they want “snap on” solutions – something that they can buy, that someone else can install, and that doesn’t require more work from them or (perhaps) the people in their organizations.

In short, we sense that the buying process has shifted to an advanced game of “Whack A Mole” in which decision makers will buy “transactional” products that fix specific problems, then move on to the next set of burning issues and buy targeted products to address them.

With tip of the hat to Thomas Edison, who said, “Opportunity is missed by most people because it shows up in overalls and looks like work” solutions that require our clients to work, to invest time to coach, change job descriptions, refine strategies, change company procedures, etc. may be at a disadvantage relative to “Whack-a-Mole” products.

In the accelerated, pressured, fear-driven world in which we now operate, we may need to:

1. Identify much more clearly the specific challenges (moles) that our prospects and clients want to whack.

2. Craft our approaches (language, sales process steps) to target those specific challenges.

3. Shift from “consultative” approaches to “simple transaction products” to begin relationships.

4. Emphasize the low risk and rapid, significant return of our proposed products.

We still need to do our sales basics – get referred to prospective clients, complete our due diligence, understand our clients and prospects, and propose helpful solutions. However: If we have a choice between offering a first idea that is “deep” and involves many people and many steps or a first idea that is an easy and quick implementation, by all means let’s go with “easy and quick” lest we be outmaneuvered by competitors who offer easy and quick even though OUR deeper solution may be exactly what the clients needs and should purchase.