Consistently top-performing sales professionals all have something in common. They have adjusted their approach to selling their products and services to align with the desires and needs of decision-makers in our current economy. They understand it is not business as usual.
Today’s decision-makers do not have the time or the desire to meet with “salespeople.” Here is their definition of a salesperson:
“A salesperson is one who is focused on making a sale. Their motivation in meeting with me is to make commission dollars, and it shows. Salespeople are focused on their product. A salesperson attempts to create excitement around their product’s features in an effort to build interest. Salespeople possess a limited understanding of my industry or my business, and as a result, offer little value and ultimately are a waste of my time. Its 2012, further cuts in an effort to ‘survive’ is not a sound business strategy. We are focused on expansion and growth. I’m looking for ideas to gain a competitive advantage. I want to meet with and establish mutually beneficial relationships with ‘business people’ who possess depth of knowledge and business insight. Products are falling out of the rafters. Good business ideas, now those are harder to come by.”
This definition of a “salesperson” was obtained from 24 recent interviews with decision-makers in large, publicly traded companies, such as Cigna, Lego and Verizon Wireless, as well as smaller, privately held companies.
What Decision-Makers Want
“Demonstrate to me you have some understanding of my industry.”
“Show me you have been to my website and you have an understanding of the products/services we provide and that you have a feel for who our customers are.”
“Avoid any behavior that sends me the message you are focused on making a sale or chasing commission dollars. Focus everything you say and do on helping me attain my objectives.”
“Ask me relevant questions. Ask questions that make it clear to me you have some understanding of the objectives a person in my position is most likely to have. With this preparation I will view you as credible and will help you fill in the blanks.”
“Give me some ideas that will help me gain a competitive advantage.”
Establishing Credibility
To understand how to establish credibility in the eyes of decision-makers we need to understand what is most important to them at this time. The five areas decision-makers are focused on are how to:
Attract and on-board new customers to grow their top -line revenues.
Hold onto their base of clients. The cost to bring on new customers is high, and as a result, they cannot afford to lose any good customers.
Sell additional products and services to their existing accounts. In general, when selling additional products and series to an existing customer the sales cycle is shorter, the cost of sale is less and, as a result, the margin is higher.
Get their team to do more in the same eight-hour period without adding to payroll.
Hold the line on expenses. Notice they are not saying they want to “save money.” Since 2008, companies have been cutting in order to survive. Many have cut into muscle. At this point, they are looking to grow, and they understand that growth requires an investment.
Clear Course Of Action
Begin thinking of yourself as a businessperson with depth, versus a salesperson pushing products.
This shift of perspective is critical. We think and act along the lines of how we view our role and contribution.
Secondly, take a vertical-market approach to your business. Study the vertical markets you serve and begin to identify ways in which companies in those verticals can accomplish some of the objectives listed above.
And lastly, embrace the reality that all of us today will only pay attention to what matters to us. Shift your focus in every aspect of your business to focus exclusively on the goals, plans and objectives of your prospects and customers.
Duane Cashin is a marketing/sales consultant, motivational speaker and founder of Cashin and Co. in Hartford. Email: duane@duanecashin.com
