Sales is, at its most basic level, a relatively simple process, says author and Speaker Dave Kahle. Regardless of the intricacies of the customer, the product and the setting, the job of the salesperson can be reduced to these basic elements:

  • Engage with the right people.
  • Make them feel comfortable with you.
  • Find out what they want.
  • Show them how what you have provides them what they want.
  • Gain agreement on the next step.
  • Insure that they are satisfied, and leverage that satisfaction to other opportunities.

Yesterday we examined the first item, “Engage with the right people.” Today we’ll look at a few more points.

 

2. Make them feel comfortable with you.

If they aren’t comfortable with you, they won’t spend much time with you, and the time that they do spend will be guarded and tentative. They may be convinced to do business with you because of the fundamental attractiveness of your offer, but it will be action taken against the grain. They will be forever uncomfortable and eager to find a replacement.

On the other hand, if they are comfortable with you, they won�t mind spending time with you. They’ll be much more open to sharing the information that is necessary for you to do a good job of crafting a solution. They’ll be eager to share future opportunities with you and will be much easier to deal with.

Using a series of perceptive questions develops the perception of your competence within the customer, leading him to sense that you are competent and trustworthy. A series of personal questions leads the customer to perceive that you are interested in him, a necessary step to him feeling comfortable with you.

A series of good questions uncovers areas that you and your customer may have in common; another important aspect of creating a feeling of comfort in them.

3. Find out what they want.

I believe this step is the heart of selling the essence of what a salesperson is all about. I know that flies in the face of the routine practices of multitudes of salespeople, who believe that the end all of their focus is to push their product. While it is certainly true that the company expects you to sell your product, how you sell it is really the issue.

You can proclaim the merits of your product to willing and unwilling listeners far and wide, attempting to sway them with the powerful features and advantages that your product offers over the competition. Or, you can focus on the customer, finding out what motivates him, what issues are important to him, what problems he has, what objectives he is trying to solve, what he looks for in a vendor, etc.

I call the sum total of the customers needs the gap. Having fully understood the gap or what he wants — you can then present your product as a means of filling that vacuum, of giving him what he wants.

This is true tactically, in an immediate sense, as well as strategically, over time. For example, if you ask the customer for an appointment, and in so doing mention a question that the customer may have, or a problem that the customer may be experiencing that you can solve, and if your assumption is accurate, then your request for the customer’s time will be far more effective than if you just talk about your product. I remember one somewhat defensive salesperson telling me, at one of my seminars, that he Just tells them that I want to talk to them about my company and my products. Needless to say, his approach wasn’t very effective.

It would be far more effective to say something like this: “Because you are this kind of company, I believe you have this issue, and we can help you with that.” The conversation here is about ‘what the customer wants,’ not your product.

Strategically, the same is true. You may make five or six sales calls on a nice sized account, specifically for the purpose of discovering, in depth and detail, what the customer wants. Everything that comes before is designed to get to this understanding. And everything that you do after is based on this step. It is the fulcrum upon which the entire sales process pivots.

Needless to say, the primary way that you learn, with depth and detail, what the customer wants is to ask good questions.

4. Show them how what you have gives them what they want.

Sooner or later you have to make an offer to your customer. In order for you to sell anything, they must decide to buy it. And if they are going to buy it, you need to make them aware of it.

You can go about your territory, loudly proclaiming the features of your product to whoever will listen. Or, you can craft your offer in such a way as to begin with “what they want” and show them how your offer “gives them what they want.”

Proclaiming your product’s features is the preferred routine of the mediocre salesperson. Personally and individually crafting your presentation to show the customer how what you have gives him what he wants is the mindset that, in part, defines the master salespeople.

But a presentation isn’t a static thing. The best salespeople finely tune their presentations to the signals they receive from the customer, making mid-term, and in some cases, mid-sentence changes to reflect their perceptions of how the customer is receiving their communications.

Thus, a series of well planned, appropriately placed questions spread throughout the presentation is an effective way to add power to your presentations.

Dave Kahle has trained tens of thousands of B2B salespeople, sales managers and business owners to be more effective in the 21st Century economy. He’s authored nine books, and presented in 47 states and seven countries. To access Dave’s training, insights and tools online, visit The Sales Resource Center. Visit www.davekahle.com to check out a seminar near you.

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