| Research has proven that customers make five | | | | good match for theirs, you must use a sales |
| major buying decisions in the course of any major | | | | strategy that tailors your answer to their specific |
| purchase. These decisions are always made in the | | | | needs. |
| same order. The first is whether to buy | | | | The best way to do this is to tie your company |
| the salespersonyou. The second is whether to | | | | presentation directly to needs that you uncovered |
| buy your company. Only after those two | | | | earlier in the sales call. You thus are able to |
| decisions are made will the customer seriously | | | | present your company’s capabilities as |
| consider whether to buy your products. | | | | solutions to the customer’s key problems |
| This means that you need to sell yourself to the | | | | and opportunities. |
| customerby building rapport while conducting a | | | | For Example: |
| good needs assessmentbefore you begin to | | | | You told me earlier that service from your |
| sell your company and its capabilities. Not | | | | current supplier is taking more than 24 hours and |
| coincidentally, that needs assessment will also | | | | that this causes you problems meeting your |
| allow you to sell your company far more | | | | production goals. We would be a good match for |
| successfully. Why? Because you must first | | | | you because our service response averages less |
| understand your customer’s needs, before | | | | than four hours. With our company handling your |
| you can answer the customer’s most | | | | service you will find it far easier to achieve your |
| important question about your company. | | | | goals. |
| You must understand the customer’s | | | | Are we a good match? is every |
| needs before you can effectively sell your | | | | customer’s most important question about |
| company. | | | | your company. You cannot answer it before you |
| In deciding whether to do business with you, | | | | have uncovered, understood, and agreed upon |
| customers have three basic questions about your | | | | the customer’s needs. Sell yourself |
| company: | | | | first by demonstrating that you care about those |
| 1. What does it do? | | | | needs. You’ll be amazed at how much |
| 2. What is it known for? | | | | more effectively you can then sell your company. |
| 3. Is your company a good match for mine? | | | | In The Field: |
| The first two questions usually can be answered | | | | If you are in a commodity business and |
| with a rehearsed sales presentation that explains | | | | competing with rivals who sell on price alone, it is |
| what your company does and the benefits that | | | | especially vital to tell your customers a powerful |
| other clients have gained from doing business with | | | | company story that explains why they |
| you. | | | | should do business with you. For National Camera |
| The third question is most important, however, | | | | Exchange, which competes in the |
| and you cannot answer it with a generic | | | | commodity-oriented business of photographic |
| presentation that relies on standard information. | | | | equipment, differentiating itself from the myriad |
| To persuade customers that your company is a | | | | of price-only suppliers is a daily challenge. |