Episode #34: Woeful Contributions From Salespeople

Three woeful contributions from salespeople include "we have this widget", "you should have it?" and "we can discount the price". What a mess right there. Yet, left to their own devices, this is the type of nonsense salespeople say to clients. Serving the client's best interests is job one for salespeople, so why aren't they having a proper conversation with the buyer?

They are untrained, unprofessional and unskilled. What should they be saying? We don't have anything for the buyer, until we have some idea of what they need. Going through the detail of the latest release, model, new variation etc., is pointless. Yet out come the brochures, detailing the spec, trying to lure buyers with glossy photos and copywriting. This has its place, of course, but timing is everything. The buyer wants it in pink, but we don't know that. If we head off on a monologue about the wonder of our blue range, we are going to get nowhere - glossy photos or otherwise.

Ask the buyer about where they are now with their business and then where they want to be? The size of the gap tells the salesperson whether they are the one with the solution to closing that gap or not. If the gap is not so large, better to go and find a buyer who has the opposite situation. Don't waste anyone's time any further.

If there is a sizable gap, ask why they haven't filled it in themselves already. What an ace question! In this answer is the hint as to whether we have the magic answer to solve their problem. Listening to them, we may however discover that we don't have what they need. No need for wrestling the buyer to the ground and trying to force them to buy. Get out of there as fast as polite and go find someone who you can provide with a solution.

The next question in this escalation is about their why. There are usually four “whys”. There is the unit why, the division why, the company why and then their own personal why. Their personal why is the key driver of buyer behavior, as we are driven by our own best interests. Once we know what success means for them, then we have an idea of how to present the solution at a later stage.

Going through the details and then asking “do you want it” is not impressive as a means of getting the buyer to go for the purchase. Instead, having now understood what they need and having ascertained we can provide it, we now (and only now) introduce our product or service. We need to check a couple of things off before we go into solution explanation mode.

Who are we talking to? Is this the big picture, macro, company direction, vision realization driven CEO? Or are we talking to detail oriented people like the CFO and the technical buyers, who want three decimal places and all the micro analysis? Are they the user buyer, who is thinking about ease of application, after sales service, guarantees and hand holding if needed? Depending on where they sit in the company our explanation of the suitability of the solution for them will be different. Similarly the way we deliver the solution during our explanation will vary depending on their personality type. Are they a straight down to business or let's have a cup of tea buyer? Are they big picture or highly detail orientated?

Discounting is the cancer of sales. It is a brand killer, a symbol of low value, a slippery slide for which there is only one direction and that is down. The salesperson is like water. They find the path of least resistance and the antidote to price preservation is discounting, because it is easy. Salespeople are here to provide value. If there is a push for discounting it had better be related to volume purchases. The defense of the brand is critical and price preservation is needed if the organization is to stay in business. This is the salesperson' job - provide value.

There are budget limits, policies, stupidities, excuses, justifications a plenty as to why the price has to go down. Salespeople need to defend the price at all costs, including walking away. That is painful, especially with monthly targets and tonnes of pressure raining down on your head like shrapnel, but you have to stand your ground. Provide a better explanation of the value, do better research on where this solution can help the customer grow their business. Remember, if we can help the buyer to grow their business, then the product or service is essentially free. It is paid out of the growth, on the top line, not the bottom line.

Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com

If you enjoy these articles, then head over to www.japan.dalecarnegie.com and check out our "Free Stuff" offerings - whitepapers, guidebooks, training videos, podcasts, blogs. Take a look at our Japanese and English seminars, workshops, course information and schedules.

About The Author

Dr. Greg Story: President, Dale Carnegie Training Japan

In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.

A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, "THE Sales Japan series", THE Presentations Japan Series", he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.

Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.