You are viewing this article in the AnnArbor.com archives. For the latest breaking news and updates in Ann Arbor and the surrounding area, see MLive.com/ann-arbor
Posted on Thu, Nov 4, 2010 : 5 a.m.

Don't spill your candy in the lobby

By Joe Marr

Many salespeople call on accounts and are extremely anxious to tell them about their products and services.

After the sales call, they walk out bewildered why they didn’t get an order. “I told them every reason why they should buy but nothing happened?” 

If you are dropping off information, proposals or marketing materials without really understanding your customers’ buying motives, you are spilling your candy in the lobby.

Once they have your information and pricing, do they really need you anymore? The customer wouldn’t shop your information to your competitors, would they?

Are you or your salespeople spilling their candy in the lobby? If so, stop it. Customers are not entitled to your information or demonstration until you understand their buying motives, money and how they make decisions.

Think of it this way - your information about your product or service is more valuable the longer you hang onto it. Spend your time asking prospects and customers about their situation as it relates to your product or service.

What are their goals for the year, their current initiatives? What barriers are they trying to overcome, and what have they tried so far, and have they been successful?

Once you understand what your prospect really wants and why they want it, it becomes much easier to craft a strategy that positions your product or service as their preferred solution.

You become a solution provider rather than a salesperson.

And if you get really good at asking questions that lead them to discover their real needs, you can become a trusted advisor - an inner circle confidant that they can really trust.

Comments

Joe Marr

Fri, Dec 4, 2009 : 9:40 a.m.

Hi Dean, Wow is that a loaded question...it does take finesse, but it can be done by starting with the premise and perspective that I don't know what exactly it is that I'm going to deliver (if anything) until I take the time to understand precisely what they are trying to accomplish. Once I understand the outcomes they are pursuing and I am confident I can provide the outcomes technically, and the likely return they will realize, I will state in a range the estimated investment required. If they indicate they can imagine making that scale of investment to realize the outcome, I can now make recommendations including the explicit investment required (no surprises), then it is just a matter of their belief that I will actually deliver a strong ROI. Joe

Dean Jeffery

Tue, Nov 10, 2009 : 3:34 p.m.

Thanks, Joe. Great insights. I have one question. How does one gain an understanding of the "money" without discussing pricing?