Rick Page - Make Winning a Habit [с таблицами]
Through better listening and understanding — elbow to elbow with the client, face to face — we not only began to “outcare” the competition, but we also were able to better understand the decision-making process, politics, our competitive position, and the needs of each buyer as an individual, as well and the needs of each buyer as an individual, as well as their culture.
By the time we got to the presentation, most of the deals had already been decided (as they are now). We had friends in the audience, we knew their terminology, we knew their strategic issues, and we had planted subtle traps to get the competition reacting to us rather than vice versa.
We began to get inside their competitive loop much earlier, and our presentations were more focused on their needs and motivators rather than on our features. In addition, we qualified out of bad deals earlier.
Listen first; talk second — no matter if it’s a one-hour call or an entire-day demo.
This is especially a problem when selling a complex product or solution. There may be over 100 reasons why someone might buy from you, but they are really only looking for five or so. Which five? Or if they’re only looking for five or six capabilities of your product and you come in talking about 105, not only will you bore them, but you will appear uncaring about their problem. You also will look too complex. This sets you up for commoditization because they see a lot of things in your product that they don’t need and don’t think they should pay for.
Consultative selling begins to build rapport because you are focused on their issues rather than on your capabilities.
One of our clients tells a story of a sales call early in his career. He sat down with the executive and began to lay out a “partnership” between his organization and the client’s. The executive stopped him, midsentence, and retrieved a two-inch stack of business cards from his desk.
“This is a stack of cards from all the different salespeople from all the different divisions of your company who have come to see me in the last two years. I never see the same person twice. When you have called on me for a year and know more about my business than I do, then you can talk to me about being your partner. Until then, you’re the vendor and I’m the customer.”
After you build rapport, which moves the client to an open state of mind, you can begin building preference.
Growing from rapport to preference to trust takes time. This means that salespeople need to stay on the same accounts long enough to become a source of trust. Every time we churn accounts, we set the registers back to zero. A client relationship management (CRM) system might give you continuity of information, but that’s not the same as continuity of a relationship. Trust between people builds over time.
From Rapport to Preference — There Are Two Roads
Building preference is achieved through one of two traditional routes: You either (1) link your solution to your client’s pains or gains or (2) build preference through influences and relationships. Preferably, you do both. Most of the earlier selling methodologies address one or the other (see Figure 8–1).
Consultative selling begins to build rapport because you are focused on your client’s issues rather than on your capabilities.
It is important to remember personality types when choosing which of the pillars of trust to build on first. When building preference, not only must you link to solving your client’s business problems, but you also have to differentiate why you can do it better — and you need to do it in a professional manner.
Competitive selling isn’t negative selling unless it’s done incorrectly. If you are too heavy-handed too early in your differentiation or too negative, you can come across as defensive and unprofessional. However, if you don’t find ways to show why you’re better, the client might buy the wrong solution for all the wrong reasons. You could fail to serve your client by not being aggressive enough.
How fast you can approach competitive differentiation depends on your relationship with the individual buyer in the particular country or culture that you are in. In the United States, we’ve had competitive advertising on television for over 20 years. In some countries, however, it’s illegal to even mention your competitor. However, there are ways to differentiate yourself without ever mentioning the competitor’s name. For example, you can suggest that the client look for a specific capability from all the vendors or ask the same question of everyone including you.
The Differences in Differentiators
Differentiators fall into several categories. There are unique differentiators, which are a capability, functionality, or service that you have but that your competitors simply don’t offer. Unique differentiators that solve strategic problems for powerful buyers are a salesperson’s nirvana. If you ever get in this position, never discount the deal.
If you don’t find ways to show that you’re better, the client may buy the wrong solution for all the wrong reasons. You could fail to serve your client by not being aggressive enough.
Some differentiators are relative differentiators. You do it, but so does the competition. In this case, you have to show how you do it faster, better, cheaper, at lower risk, or with more experienced, dependable people than the competition. The consulting industry is full of relative differentiators. There is almost nothing a big consulting firm cannot do with enough time and money. Differentiation there comes from other sources, such as limiting risk, sharing risk, industry focus, qualifications of personnel, or actually meeting and bonding with the people who will be handling your project.
Unique differentiators that solve strategic problems for powerful buyers are a salesperson’s nirvana. If you ever get in this position, never discount the deal.
Some differentiators are motivators, and others are only satisfiers. For a capability to be a motivator, it must present significant political gain, recognition, glory, or lower risk.
I remember hearing one salesperson proclaiming the differentiating advantage of her user groups. Oh, wow. This is a compelling value proposition? I don’t think anyone ever chose a vendor because he or she had better user groups. This is an example of a satisfier. If you didn’t have one, it might hurt you, but having one just satisfies an item on a checklist. The higher up the food chain of value toward strategic, financial, political, and cultural benefits that your solution can provide, the better chance you have of motivating that buyer into action.
Products to Solutions — Want My Trust? Solve My Problem — Want Big Bucks? Solve Big Problems
Alignment and listening are the gateways to rapport. Linking solutions to problems and differentiation begins to build preference. To gain trust, however, you must solve your client’s problem. And to move from personal trust to organizational trust, you have to solve bigger, more strategic problems.
“Moving from products to solutions” has been in the sales and marketing vocabulary for over 40 years, but I’m not sure that the average salesperson knows exactly what it means or what his or her contribution is to this process.
It is helpful to start at the origin of the idea. In the early 1980s, Theodore Levitt, in his book, The Marketing Imagination, addressed the subject of differentiation beyond the product. Recapping an earlier Harvard Business Review article, he wrote of “The Differentiation — of Anything.”[5]
His description of the generic product, the expected product, the augmented product, and the potential product defined the conceptual difference between a product and a solution for the next four decades.
Marketing departments seized on the idea early and began expanding offerings and solutions. With the exception of the consulting industry, which has no product to sell, salespeople often have lagged in their ability to sell solutions rather than products (see Figure 8–2).
Selling solutions means building trust by lowering risk for the buyer — especially when you deliver results instead of tools. But salespeople have often struggled with how they can contribute to the value of the solution rather than how they just describe it.
How can salespeople contribute to and be a part of the solution rather than just provide information and entertainment? Salespeople contribute to solution value in the following ways:
• When they do a better job than the competition of linking the benefits of a complex product to the client’s needs. The more they can link into strategic issues and uniquely differentiate their solution, the more value they can command.
• When they can help the client to understand the differences between their product and the competitors’ and what advantage that brings to the client.
• When they can turn relationships into results and lower risk by problem resolution and command of resources within their own company.
• When they can understand the political power structure of the buying committee and what part each person will play in the decision-making process.
• When they can effectively read accounts, devise and communicate a winning strategy, and lead a sales team to victory.
• When they can contribute knowledge to the client beyond their product — industry trends, best practices, innovations, contacts, ideas, benchmarks, and an outside expert’s assessment of their own company.
References — A Treasury of Transferred Trust
Because trust is generally low in the early parts of an evaluation, you will need to provide proof statements of your capabilities. This is where references play an active part in your sales process. If you have a capability and your client doesn’t, you should encourage thorough reference checking in your client’s evaluation process.
References need to be developed and rewarded, and their time needs to be treated respectfully. They deserve notice that they will be called, what the issues may be, and — whereas a reference should not be bought or bribed — they should be rewarded for the time required by extra service, responsiveness, or other acknowledgments.
One caution about giving references before the prospect has “earned” the right to talk to your best customers: Most salespeople don’t understand that when you ask a client to be a reference for a particular prospect, you have used up a reference call whether the prospect calls or not. You also have to be careful that you don’t give references so early that the prospect calls without enough knowledge to ask the right questions, and your reference is put in the position of being the salesperson.
