I participated in a discussion forum generated from the question posed on what really counts when selling print? The same answer applies to most any form of sales: TRUST.
If you ask most customers to choose, they will say either/or Quality and Service, with price being last. Other attributes emerging in today’s technological environment will require adding technical know-how, business savvy, produce results, etc.
There is only ONE thing that is important in selling and that is TRUST!
I like to back up my comments with examples. Think financial/security printing. The customer has to TRUST that you will deliver on time, accurately.
One of my former sales managers, cited a survey results asked of decision makers. The most important characteristic in their relationship with sales folk is the ability to TRUST.
A contributor to the discussion made a great point that you cannot establish TRUST without engaging EMPATHY. In my opinion, empathy transpires from asking the right questions. I agree with this, but it is still a bit more. You have to be able to DISCUSS what their issues are – no different than what you do in your personal relationship building. You ask questions to get familiar with the individual, you establish empathy for their problems, you offer suggestions that are appropriate, you discuss what you know/they know and from that you decide that there are many things you have in common that you decide you would like to keep in touch. That grows into association and then if you’re lucky – mutual TRUST, respect and friendship.
When your discussions with clients start out by "I was wondering if you could ..." or "How soon would you be able to ...." or "I need ...." -- definite signs that you've established TRUST. Those words come along with anxiety for production typically .... so be sure to have a strong team on side to help you deliver on your promises.
On the flip side, the biggest deal-breaker with decision makers by sales professionals is “over promising and under delivering”.
One way to ensure you can build TRUST is by being able to work with your T-E-A-M – your TEAM are those that help you deliver on what you promise. You'll find the most successful reps gain the respect of their team, if not always favored by their demands. There can sometimes be a fine line between coming across as being unreasonably demanding to your support TEAM and being able to communicate effectively how much you need their help to deliver on promises made by you based on what your customer’s needs are. One of the best ways to ensure this, is to engage them, if possible, BEFORE you make any commitments.
When you set up your support team for success, you will find they will leap over tall buildings to get your customer what they need. It’s their pride in delivering and by including them and sharing the credit with them, will almost guarantee you will deliver on promises. Then, you will be able to trust.
Many organizations believe that their sales reps need to be technical. Yes, you do …. to a point. Another great manager, who WAS fun, Jim Thom, used to advise me not to get too caught up with the technical side with my clients (as long as I understood): "It doesn't matter if there are chickens in the back doing the work, as long as its done on time, great quality, at the price agreed".
Others define successful selling interpreted by being able to sell at C-Level (in layman’s terms the executive or highest level decision maker). When you being too technical at the C-Suite, chances are they will not be technical. What will happen then is they will bring in the troops of IT Managers who won’t miss a chance to show off their talent (which they have in their space a great deal of, one of which is avoiding sales people at all costs).
Another way to help establish TRUST with C-Level is to portray that you, too, are high level. Most people like to deal with those in “the club” or those they consider equals. If you don’t ask the right questions or you take the chance to be in front of them to do your feature or benefits dump, see how quickly they will bring in a manager’s who will grind you on price.
If you want to qualify or test the strength of your trust, try asking a question like “what keeps you awake at night?” Most people are honest. If you are trying to form a winning business relationship, you will try to help them solve some of those issues even if it means calling in the troups to help you deliver. Don't forget to share the glory!
If you ask most customers to choose, they will say either/or Quality and Service, with price being last. Other attributes emerging in today’s technological environment will require adding technical know-how, business savvy, produce results, etc.
There is only ONE thing that is important in selling and that is TRUST!
I like to back up my comments with examples. Think financial/security printing. The customer has to TRUST that you will deliver on time, accurately.
One of my former sales managers, cited a survey results asked of decision makers. The most important characteristic in their relationship with sales folk is the ability to TRUST.
A contributor to the discussion made a great point that you cannot establish TRUST without engaging EMPATHY. In my opinion, empathy transpires from asking the right questions. I agree with this, but it is still a bit more. You have to be able to DISCUSS what their issues are – no different than what you do in your personal relationship building. You ask questions to get familiar with the individual, you establish empathy for their problems, you offer suggestions that are appropriate, you discuss what you know/they know and from that you decide that there are many things you have in common that you decide you would like to keep in touch. That grows into association and then if you’re lucky – mutual TRUST, respect and friendship.
When your discussions with clients start out by "I was wondering if you could ..." or "How soon would you be able to ...." or "I need ...." -- definite signs that you've established TRUST. Those words come along with anxiety for production typically .... so be sure to have a strong team on side to help you deliver on your promises.
On the flip side, the biggest deal-breaker with decision makers by sales professionals is “over promising and under delivering”.
One way to ensure you can build TRUST is by being able to work with your T-E-A-M – your TEAM are those that help you deliver on what you promise. You'll find the most successful reps gain the respect of their team, if not always favored by their demands. There can sometimes be a fine line between coming across as being unreasonably demanding to your support TEAM and being able to communicate effectively how much you need their help to deliver on promises made by you based on what your customer’s needs are. One of the best ways to ensure this, is to engage them, if possible, BEFORE you make any commitments.
When you set up your support team for success, you will find they will leap over tall buildings to get your customer what they need. It’s their pride in delivering and by including them and sharing the credit with them, will almost guarantee you will deliver on promises. Then, you will be able to trust.
Many organizations believe that their sales reps need to be technical. Yes, you do …. to a point. Another great manager, who WAS fun, Jim Thom, used to advise me not to get too caught up with the technical side with my clients (as long as I understood): "It doesn't matter if there are chickens in the back doing the work, as long as its done on time, great quality, at the price agreed".
Others define successful selling interpreted by being able to sell at C-Level (in layman’s terms the executive or highest level decision maker). When you being too technical at the C-Suite, chances are they will not be technical. What will happen then is they will bring in the troops of IT Managers who won’t miss a chance to show off their talent (which they have in their space a great deal of, one of which is avoiding sales people at all costs).
Another way to help establish TRUST with C-Level is to portray that you, too, are high level. Most people like to deal with those in “the club” or those they consider equals. If you don’t ask the right questions or you take the chance to be in front of them to do your feature or benefits dump, see how quickly they will bring in a manager’s who will grind you on price.
If you want to qualify or test the strength of your trust, try asking a question like “what keeps you awake at night?” Most people are honest. If you are trying to form a winning business relationship, you will try to help them solve some of those issues even if it means calling in the troups to help you deliver. Don't forget to share the glory!
Jeannette
ReplyDeleteGreat posting on Trust.
I particularly liked your comments about needing to build up trust not only with your customers but also with your support team as they will then help you sell. That is quite profound and powerful - and often overlooked.
Thank you.
Well said! Always under-promise and over-deliver and you will never lack for repeat and referral businees. It is so true how c-level individuals interact with others. This is an excelllent strategy to avoid a common pitfall in sales. Keep the press rolling!
ReplyDeleteGreat discussion on trust, I agree it is the cornerstone of a sales relationship, and equaly points made on empathy..
ReplyDeleteI always find empathy is not just about asking questions, but also in the form of aknowledgment, IE noding, agreeing, and the various physical forms with various actions that take place when your listening to someone..When you use this type of physical behaviour, it has to be natural and only then is it believable..!! Great Blog Jeanette
David Banks