Today's world is more like an facts superhighway with all the technology manufacture facts available to nearly everybody twenty-four hours a day, seven days a week. Given this, do customers honestly need salespeople? Yes, but not like they have in the past. Traditionally, salespeople have all the time done two things for their customers: delineate facts and sell. The plan process was that if you didn't get the immediate sale, you would never get it. These two basic functions no longer supply value.
Gone is the era of the stereotypical salesperson that focused on selling as hard and fast as possible, regardless of the customer's needs.
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Gone are the days when the ideal salesman acted like Clark Kent and transformed into Superman, with that winning smile.
Yet for many sales professionals, these functions-the potential to delineate facts and close deals-remain their core approach, manufacture them virtually obsolete. As a salesperson, if you believe these two functions make up your job description, then it's time to ask yourself if you have the potential to change. Today's salesperson has a job profile that can be defined in three simple functions:
Salespeople are responsible for helping customers find and pick the right product or service. To do so, they must...
Be 100% gift and work with a single-minded focus for each customer. The recipe for success is simple. When you give 100% attitude, endeavor and execution in a inevitable manner, you will get the desired results. If you put your best foot transmit you have a good opening of getting what may have been one or two missed opportunities.
Ask probing questions to compose an understanding of each customer's unique wants, needs, and desires. It's not about what you think; it's about what the customer thinks.
Listen, learn and empathize with the customers, understand problems from their point-of-view and recognize small details in order to successfully guide the selection process and find an exact fit.
Help the customers "try it on." Throughout the introduction and along with a demonstration of the product, if applicable, the salesperson should guide customers as they taste the features that will satisfy their needs, wants and desires. The salesperson should help customers build an emotional bond and fall in love with their product or service.
For example, I used to buy my suits from a guy named Ed who worked in a large men's shop. Each time I'd go in he'd say, "Good morning Mr. Libin, what's the opening you are shopping for today?" He'd find a suit, I'd try it on, button the jacket, adjust the shoulders, pull down the sleeves and fuss over it until I was feeling pretty good about it. Then he'd say, "No, that's not the right suit for you for this occasion." He'd find an additional one suit, repeat the process, I'd feel even good about it and we'd close the sale. He created a "want" in the first suit, took it away and created an even stronger desire by looking the right suit for me. Price was never discussed.
Introduce customers to the rest of the "family," giving them a tour of the firm or store, introducing them to everyone, not just the managers, and explaining that they are there to supply for their total needs. Begin to convert customers to long-term clients.
If a salesperson is truly helping a customer buy, the customer will fall in love with his choice. Price, then, becomes a secondary concern. Unlike the past, price negotiations should all the time come last and take the least amount of time. This is not to say that price is not important. However, when time is spent on selection process, price becomes a secondary observation for most customers. Price is only the primary issue when a salesperson sells price, or pre-qualifies a customer based on funds instead of landing the customer based on needs, wants and desires.
Consider the following examples, based on a 60 wee customer interaction. In the primary Model Example A, the customer spends an hour with the salesperson, of which 10 minutes is spent on selection and 50 minutes on negotiating price. This is a sure-fire recipe for disaster. In Example B the Sales Timeline in the Model for the New Millennium, the salesperson spends 50 minutes of the hour helping customers pick the right product or service and only 10 minutes on price. Here the focus is on helping the customer make a selection. This coming brings the customer greater satisfaction at the time of the purchase. It delights the customer who will rave about his experience, refer his friends and family, and finally become a loyal client.
Price should be raised only after customers feel at home and have built a strong emotional bond with the product or service, the firm and the salesperson. Think about how clothing retailers work. A woman goes to a dress rack, flips straight through the dresses until one catches her eye, she holds it up, feels the fabric and looks over the style. Only after she's identified it as the right dress does she look at price. That's one calculate smart retailers mix the reasonable and expensive dresses on the same rack. That's not to say that population don't buy on price; however, typically when population they do, they are not happy with the result. The dress may have been a great deal, but it rarely, if ever, gets worn. If you buy the wrong product at the right price, chances are that the product will never be used.
It is the salesperson's job to make sure that the price fits the funds or that payments are proper and that customers believe the price is worth the value of product or service they selected. If the salesperson has truly mastered the first step, price will rarely be a roadblock to a sale.
Converting customers to clients. The salesperson's job does not stop at the close of the sale, yet most customers never get a call once they leave a store. That call is honestly the start of the rest of the process, of construction the long-term relationship. Why? For most salespeople, it is fear of rejection, not knowing what to say and not knowing how to say it. Supervene up calls are significant and can be victorious if the following steps are used. Have a purpose - understand the outcome you want from the call - know your mission. Is it a referral or added sales, to make a friend or client, perhaps?
Know what you want say - script it out, "How do you look in your new suit? Did your friends and house like it?"
Think about and plan how you will say it.
Be prepared for the customer to lead you down an additional one path and be ready to bridge back to their primary idea.
Consider this example:
Desired outcome:referral/lead and association building
What you want to say:did your friends or house like your purchase?
How will you say it: When did you first wear your new suit to work? (In this case the salesperson knew why the suit was being purchased, which is part of his first job function.) What did your friends and colleagues think about it? How did it make you feel? Did anything ask where you purchased it? Would you mind if I gave them a call?
Never ask a ask unless you know what the retort is. If you ask the customer "May I help you?" they will all the time answer, "No I am just looking." Instead, go up and introduce yourself saying, "Hi, I'm Richard." Get their name, and then say, "My job is to help you find the product or service that meets your needs." Ninety percent of the time they engage in conversation.
The goal is to make the follow-up a continuation of the inevitable purchasing experience. Beginning a conversation that gets customers excited about their buy all over again can lead to a referral for a friend who might be looking to do firm with you. These are the Abcs of selling - all the time Be Closing.
So how do you start? With one significant first step: every day when you get out of bed, and any times during the day, say to yourself, "My job is not to sell, but to help my customers find the exact product or service that meets their needs and in doing so, to make sure their taste is positive." Adopt the right attitude every particular day. Each day, make this sentence your mantra; say it, repeat it and believe it. Only after embracing this precept, can you continue your journey of continuous studying that is required to face a world of continuous change, the new world of sales.
Are Salespeople Obsolete?
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