| Jeff Gitomer coined the phrase at a recent | | | | we were trained to watch their lips, and when |
| convention: "It's not about what you are selling, it's | | | | they took a breath, that was our sign to talk |
| about what the customer is buying." | | | | some more. In contrast, the "Sales Force of the |
| In reality, the customer is not buying your | | | | Future" needs to LISTEN more than 80% of the |
| product, he is buying fulfillment for a need. | | | | time. UNDERSTAND the customer's behavior, |
| Salespeople need to diagnose customers' business | | | | goals, industry, problems, his way of thinking, how |
| needs and create solutions that help improve | | | | he makes money, his customer's customers, and |
| customers' business performance. What is the | | | | ultimately, their problems. Again, it's about what |
| customer really buying? Thomas Winninger, | | | | the customer is buying. |
| America's marketing strategist states it simply | | | | Caution: The Solution May Not Be What it Seems |
| with the following examples: | | | | That is why it is important that the "Sales Force |
| "BMW doesn't sell cars, their customers buy a | | | | of the Future" understands the customer's |
| driving experience." | | | | customer and the customer's industry. Sometimes |
| "Kodak doesn't sell film, their customers buy a | | | | a solution that seems obvious is obviously wrong. |
| magic moment." | | | | My eight-year-old grandson, Zayne, drove that |
| "Hertz doesn't rent cars, they get you out of the | | | | point home to me just last week. We got in the |
| airport faster." | | | | car to go down to the store. Being a responsible |
| Nowadays, salespeople must be problem solvers | | | | grandfather, I put him in the back seat and told |
| able to generate solutions for customers in their | | | | him to buckle his seat belt. "Gee, Grandpa we're |
| time of need. Therefore, they must possess a | | | | only going down to the store on the corner. Do I |
| great deal of knowledge about their customers' | | | | have to?" "Zayne," I replied, "It's a proven fact |
| business. Often, they must actually define what | | | | that more than 75% of accidents happen within |
| those needs are because the customer may not | | | | 20 miles of your home." With the seriousness and |
| know, nor take the time to explain. | | | | pure innocence of an eight-year-old, Zayne looked |
| Customers want the "Sales Force of the Future" | | | | at me puzzled and said, "Then why don't we just |
| to have the knowledge and intelligence to | | | | move? " |
| comprehend and analyze their problems before | | | | Finding the Pain |
| showing up at the door. Customers will listen and | | | | Be more knowledgeable and conscious of your |
| buy from the salesperson that finds the "pain" and | | | | customer's problem. You're no longer selling a |
| takes it away. They want solution providers, not | | | | product, you're selling a solution to make their life |
| the "coolest technology" with three adjustable | | | | easier, happier, better, less complicated, or more |
| speeds. | | | | fun. By understanding the customer's business and |
| The "Sales Force of the Future" recognizes that | | | | his customers, you help them make a profit |
| it's not about what you are selling. It's not all | | | | through both cost reductions, improved |
| about the product. They are knowledgeable about | | | | efficiencies, increased value and increased sales. |
| the customer's problem, what he/she is really | | | | Those solutions come in many forms and may |
| buying, and translates the solution into the sale. | | | | have nothing to do with your product. That's |
| Old and New Formulas | | | | okay. Look for the pain regardless of what it is |
| As today's sales environment leans toward a | | | | and focus on the solution. |
| more multifaceted atmosphere, salespeople must | | | | Customers don't want products, they want |
| become strategists with a plan. This plan requires | | | | profits - or ways to make profits. They want |
| more knowledge about the business, better | | | | satisfaction, feelings of comfort, pride, praise and |
| relationships and better solutions. Some old school | | | | self-esteem. They are people just like us. Well, |
| salesmen may believe they know what it takes. | | | | maybe they don't have the same crazy genetics |
| They have the experience. They've been around | | | | that we have as salespeople, but they are just as |
| a long time. They also may be wrong. The world | | | | smart, just as caring and have similar personal |
| is changing. The "Sales Force of the Future" is | | | | needs and feelings. |
| doing things differently. They recognize we can't | | | | So, how do salespeople find the customer's pain |
| afford to become complacent. Complacency | | | | and identify the problem? How do we figure out |
| destroys competitive advantage. As sales | | | | what they are really buying? You gain much of |
| professionals, we can't become full of ourselves, | | | | this knowledge by listening. I mean really listening. |
| no matter how long we've been in the field, no | | | | You don't focus on pushing product. You focus on |
| matter how much experience we have. Thomas | | | | the customer and what he is telling you. You |
| Winninger emphasizes my point in telling the story | | | | research his industry. You talk to his customers |
| of the tortoise and the hare. | | | | and even his competitors, but carefully. Once you |
| In the fable The Tortoise and the Hare, the | | | | have this knowledge and understand your |
| tortoise didn't win the race. The hare lost it. He | | | | customer completely, you can provide intelligent |
| lost it because he was stupid. He was too busy | | | | solutions to almost any challenge. You have raised |
| looking over his shoulder wondering what the | | | | your customer's expectations of you and your |
| tortoise was doing instead of taking advantage of | | | | company, which creates competitive advantage. |
| his strengths. He was better, faster, quicker and | | | | It's all about value - not the value-added built into |
| smarter - but he forgot, he became complacent. | | | | your product or your service, but it's about adding |
| On the flip side, the "Sales Force of the Future" | | | | value to a situation, to your relationship. Do this |
| understands that everyday is a new learning | | | | and you create a real partnership with your |
| experience. In the old days when I was a | | | | customer and his company. |
| salesman growing up in distribution, sales success | | | | It's Not Rocket Science |
| had a simple formula: Relationship Selling. A mentor | | | | Steps to follow: |
| of mine drilled that formula into my head. | | | | 1. Relationships are still very important - Build |
| Formula of Past Success: Develop a strong | | | | them. |
| relationship with your customer, make friends | | | | 2. Analyze the situation - Understand the |
| with him, and he will find a way to buy from you. | | | | customer'sproblem before you talk about the |
| Relationships alone will not get you the sale today. | | | | solution. Listen, listen, listen. |
| Of course, they are still very important, especially | | | | 3. Be familiar with the customer's past, present |
| to get a chance to even apply today's formula | | | | and future goals and adjust accordingly. |
| for success. Today's formula is just as simple as | | | | 4. Put yourself in their shoes. What would you |
| in the past, but remember, it's not about what | | | | want to hear? What would you do? |
| you are selling, it's about what the customer is | | | | 5. Talk to the "head man" - the hub - the one |
| buying. Figure out what he is buying - what | | | | who makes the decisions and knows the |
| solution the customer needs. | | | | company inside and out. |
| Formula of the "Sales Force of the Future:" Figure | | | | 6. Know the industry - Talk to your customer's |
| out what the customer is really buying. Become a | | | | customers. |
| total solution provider by taking away the pain. | | | | 7. Do your homework - Surf the net and do |
| Find the pain and make it go away, even if it has | | | | research. Learn your customer's business, his |
| nothing to do with your product. It's about being a | | | | market, his competition, how he makes a profit, |
| total solution provider. Today's formula works | | | | his customer and, most importantly, his personal |
| because it creates competitive advantage. It is | | | | pain in doing business. |
| the secret to success for the "Sales Force of the | | | | As stated earlier, relationships are still important. In |
| Future." | | | | fact, there should be multiple layers of |
| In times past, salespeople were trained to focus | | | | relationships between your customer's firm and |
| on their product. They knew everything about it - | | | | yours, not just one. What's the difference today? |
| what features it had, the benefits, how long it | | | | The relationship is just the ante to play in the |
| could last and what the red button did when | | | | world of professional sales. Once we've |
| pressed. Salespeople talked about the product until | | | | established those relationships, we must manage |
| they were blue in the face. Armed with brochures | | | | them well to provide maximum value to our |
| and warranties, they were ready to attack. But, in | | | | customers. |
| today's environment, customers want more, not | | | | The lone wolf sales approach of the past, the one |
| just the latest technology and the best "widget" a | | | | I too grew up using, won't work in today's |
| person can buy. They want complete solutions to | | | | environment. The "Sales Force of the Future" |
| all their problems. Suddenly, the brochure and | | | | understands that. Times have changed. |
| other marketing materials are simply support | | | | Consolidations continue to occur. Purchasing is a |
| functions. Buyers are more educated, more | | | | profession. Customers are smarter. They gain |
| professional and seek more than just products. | | | | more market power everyday. The "Sales Force |
| They want efficiencies, market share and profit | | | | of the Future" understands that it is no longer |
| generation. | | | | about Power & Politics, it's now about |
| As Jeff Gitomer says, "You cannot puke all over | | | | Principle & Process. Success for the "Sales |
| your customers with features and benefits." In | | | | Force of the Future" depends on an architecture |
| the old days, we were taught to spray the | | | | aligned with customers' needs and profit |
| purchasing agent's office with talk about these | | | | opportunities. Remember, it's not about what you |
| features and benefits. When they asked questions | | | | are selling! |