It's Not About Selling
During a recent convention, Jeff Gitomer came up with the phrase: "It's not about what you are selling, it's about what the customer is buying."
What the consumer really wants is to have a need met, not your product. To be successful in sales, one must be able to assess the demands of clients' businesses and then develop strategies to meet those demands. In reality, what is the buyer getting? The following examples are provided by Thomas Winninger, a marketing strategist from the United States:
"BMW doesn't sell cars, their customers buy a driving experience."
"Kodak doesn't sell film, their customers buy a magic moment."
"Hertz doesn't rent cars, they get you out of the airport faster."
Salespeople today need to be creative thinkers who can find answers for clients when they need them. Consequently, it is imperative that they are well-versed in the industry in which their clients operate. Customers don't always know or bother to communicate what they need, therefore it's up to them to figure it out. Before even walking through the door, customers want the "Sales Force of the Future" to be able to understand and assess their issues. People will listen and make a purchase from a salesperson who can identify their "pain" and alleviate it. The "coolest technology" with three speeds isn't what they're after; what they want are solution providers.
To be part of the "Sales Force of the Future" is to understand that the product itself is irrelevant. There is more to it than just the product. They understand the customer's pain point, the product or service they are actually purchasing, and how to turn that information into a sale.
Timeless and Modern Recipes
Salespeople nowadays need to think like strategists and have a game plan because the sales environment is becoming more complex. Improving this plan calls for a deeper understanding of the company, stronger connections, and more effective solutions. Perhaps some outmoded salespeople still think they know what customers want. They are well-versed in the field. Their existence is well-documented. They can be mistaken as well. Everything is shifting. One group calling themselves the "Sales Force of the Future" is shaking things up. They understand that we must not grow sluggish. Overconfidence erodes a company's competitive edge. No matter how senior we are or how many years of experience we have, we must never become conceited in our roles as salespeople. Thomas Winninger uses the parable of the tortoise and the hare to drive home my argument.
With in story In the race between the tortoise and the rabbit, the latter came out on top. Unfortunately, the hare threw it away. Because he was foolish, he lost it. Instead of capitalizing on his abilities, he kept his head down and wondered what the turtle was up to. In spite of his superiority, he became complacent and forgot how fast, smart, and capable he really was.
The "Sales Force of the Future" counters by saying that they are always learning something new. There was a simple formula for sales success in my days as a salesman growing up in distribution: Relationship Selling. That formula was hammered into my head by a mentor of mine.
One surefire approach to increase sales is to become good friends with your consumer. If you do that, he will go out of his way to buy from you.
Today, relying solely on relationships will not bring in the sale. In any case, they remain crucial, particularly in order to be considered for the opportunity to implement the success formula of today. The formula is the same as it was in the past; however, keep in mind that what matters is not your product but rather the product your buyer purchases. Discover the real problem he's trying to solve by learning what the consumer requires.
Proposed "Sales Force of the Future:" Discover the true nature of the customer's purchase. Reduce suffering to become a one-stop shop for all your solution needs.
Locate the source of suffering and alleviate it, regardless of whether your product is directly related or not. It's all about providing comprehensive solutions. Today's formula is effective because it gives businesses a leg up in the market. This is the key that will unlock success for the "Sales Force of the Future."
Salespeople used to be taught to zero in on their goods. They were well-versed in all of its characteristics, advantages, potential lifespan, and the function of the red button. To the point of vertigo, salespeople gushed about the product. They had warranty paperwork and brochures at the ready. Modern consumers, however, have higher expectations than only the most cutting-edge hardware and the most desirable "widget" money can buy. Full resolutions to all of their issues are what they want. Out of nowhere, the brochure and the rest of the marketing collateral are reduced to supporting roles. Customers nowadays are pickier, more professional, and looking for experiences rather than only goods. Efficiency, increased market share, and more profits are their goals.
The saying is something like, "You cannot puke all over your customers with features and benefits." People used to tell us to go into the purchasing agent's office and wax poetic about all these great features and perks. We learned to watch their lips move as they spoke, and to wait for a breath to signal that they could speak for a little longer. However, the "Sales Force of the Future" must prioritize listening over speaking more than 80% of the time. Get to know the customer's ins and outs, as well as their industry, problems, mindset, revenue stream, and consumers' problems. What matters most is the product the buyer purchases.
Warning: The Answer Isn't Always What It Appears To Be
The "Sales Force of the Future" must be well-versed in the client's industry and the client's customer in order to succeed. Every once in a while, the most apparent answer is completely incorrect. That was driven home to me last week by my eight-year-grandson Zayne. To visit the store, we hopped in the car. I sat him in the backseat and reminded him to fasten his seatbelt since I am a good grandpa. Wow, Grandpa, we're only heading to the corner store. Need I do it? "Zayne," said I, "It's a proven fact that more than 75% of accidents happen within 20 miles of your home." Zayne asked me, "Then why don't we just move? "with the seriousness and innocence of an eight-year-old, his expression betraying his confusion.
Rediscovering the Anguish
Raise your level of awareness and expertise in relation to your customer's issue. You're not just selling a product anymore; you're offering a solution that will improve, simplify, delight, and simplify their life. You may assist your customer in making a profit through cost reductions, greater efficiencies, increased value, and increased sales by getting to know their business and their customers. There is a wide variety of options available, and some of them might not even be relevant to your product. It's alright. Pay attention to the source of the discomfort and work toward alleviating it.
What customers really desire are means to create money, not stuff. Feelings of contentment, safety, pride, praise, and self-esteem are what they seek. We are dealing with regular folks here. Maybe they don't share our wild genes for salesmanship, but we share their intelligence, compassion, and emotional complexity.
So, how do salespeople pinpoint the issue and alleviate the customer's suffering? How can we ascertain the true nature of their purchase? Listening is a great way to learn this material. When I say "listen," I mean it. Promotion of products is not your primary goal. Listen carefully to the client and take note of what he says. You investigate his field. Communicate with his clients and even his rivals with caution. Possessing this information, along with a thorough understanding of your consumer, enables you to offer sensible solutions to nearly any problem. One source of competitive advantage is the fact that you have elevated client expectations of both you and your organization. Adding value to a circumstance or your relationship is more important than the value-added features of your product or service. Doing so will establish a genuine relationship of trust between your business and your client's.
Mastering It Is Easy
What to do next:Maintaining and strengthening relationships is crucial.Before proposing a remedy, it is important to assess the situation and learn about the customer's issue. Pay close attention.Keep track of the customer's objectives from the past, present, and future so you can adapt to their needs.Image yourself in their position. Do you have any specific requests? How would you proceed?Connect with the "head man"—the central figure—who is knowledgeable about the business and makes all the decisions.Speak with your customer's customers—get to know the industry.Get some research done by doing some online homework. Get to know your customer's business, market, competitors, profit-making strategies, customers, and—most importantly—the pain points he has as a business owner.Remember that relationships are still crucial. Actually, your customer's firm and yours should have many tiers of relationships, not just one. Today, what's different? In the competitive world of professional sales, the partnership is merely a springboard. Our ability to effectively maintain these connections is critical if we want to deliver our clients the most value after we've formed them.
Just like I did when I was younger, the lone wolf sales strategy isn't going to cut it in this modern business world. That is something the "Sales Force of the Future" is aware of. The world has evolved. Mergers and acquisitions are still happening. A career in purchasing is possible. The consumer is the more intelligent party. Every day, they increase their market strength. The "Sales Force of the Future" has come to terms with the fact that the focus has shifted from politics and power to principles and process. The "Sales Force of the Future" can only be successful if its design takes into account both the demands of consumers and the possibilities for financial gain. Keep in mind that the product you are offering is irrelevant.
Oh my goodness!
