Post by account_disabled on Dec 20, 2023 8:35:57 GMT
A single number is not enough. but profitability is extremely important. A salesperson who develops his turnover at the expense of his margin is not necessarily a good salesperson. Selling more at a lower margin, which often means selling price, is generally not very difficult. I happened to tell salespeople that if it was enough to submit price offers and position yourself cheaper than the competition, I did not need a team and that an autoresponder fax was sufficient. (it was a long time ago). I have always pushed my salespeople to argue around cost and not around price. We are moving the debate, few competitors have this approach, the negotiation is more about a value and a global dimension. The customer appreciates the expertise and the salesperson's results are better.
What was my approach? When I think back on this journey and ask myself why and how I achieved Email Data results in very different sectors and with very different types of clients, an answer comes to me immediately. This is the title of the article: I don't think I've ever responded to a customer's request. I always responded (tried to respond to be precise) to their need, but never to their request. The salesperson is the expert on his market, his offer, his products. Not the customer. The customer communicates with the salesperson because he has a need. He doesn't wait to have an order taker in front of him or someone looking to pass him the promo of the month. He needs listening, understanding and a solution, even if it does not correspond to what he had imagined. We know that customers tend to self-train online, follow trends, self-diagnose and imagine that they need solution A or B.
If the salesperson is doing his job, he must question his client about his problem, about the reasons for his choice of solution A or B. But then, he must bring his expertise, to go back to his client's needs and offer him solution C, which is more relevant (not necessarily more expensive) which his interlocutor had not thought of. Beyond meeting needs, this is what we call consultative selling, that is to say focused on the nature of the problem to be solved. Consequences Sometimes (often even), we sell more and therefore with a larger budget. Clients rarely block, even if it exceeds the budget they had imagined. They understood that we are not selling them a solution but that we are providing a response to their needs. Sometimes we sell less and/or cheaper. I think you have to know how to accept it and that it is also a way to gain your client's trust.
What was my approach? When I think back on this journey and ask myself why and how I achieved Email Data results in very different sectors and with very different types of clients, an answer comes to me immediately. This is the title of the article: I don't think I've ever responded to a customer's request. I always responded (tried to respond to be precise) to their need, but never to their request. The salesperson is the expert on his market, his offer, his products. Not the customer. The customer communicates with the salesperson because he has a need. He doesn't wait to have an order taker in front of him or someone looking to pass him the promo of the month. He needs listening, understanding and a solution, even if it does not correspond to what he had imagined. We know that customers tend to self-train online, follow trends, self-diagnose and imagine that they need solution A or B.
If the salesperson is doing his job, he must question his client about his problem, about the reasons for his choice of solution A or B. But then, he must bring his expertise, to go back to his client's needs and offer him solution C, which is more relevant (not necessarily more expensive) which his interlocutor had not thought of. Beyond meeting needs, this is what we call consultative selling, that is to say focused on the nature of the problem to be solved. Consequences Sometimes (often even), we sell more and therefore with a larger budget. Clients rarely block, even if it exceeds the budget they had imagined. They understood that we are not selling them a solution but that we are providing a response to their needs. Sometimes we sell less and/or cheaper. I think you have to know how to accept it and that it is also a way to gain your client's trust.