Marketing Times - December 2007/January 2008 - (Page 15)

So how does the old brain affect sales conversations? Continuing the example above, when a customer says, “We’re not losing anywhere near that much money,” a salesperson might counter with, “I’m sorry, but I think you misunderstood…” This implies it is the customer who just doesn’t get it and often triggers an even more irritated retort. The salesperson is unconsciously engaged in self-protection at the expense of the customer, who will often protect their self-esteem and strike back in turn. I’ve often seen salespeople unwittingly play the critical parent with customers. Very early in a customer meeting and in the intent of “creating interest,” the salesperson will say something like, “You probably don’t realize how much time and money the many IT related activities cost companies like yours each year.” What do customers hear? Many of them hear a parent or superior insinuating that they don’t know their own business. Stopping Self-Sabotage How can we stop sabotaging our efforts? The first step is awareness. We cannot solve a problem until we recognize it. The second step is to stop behaving like a salesperson and begin to behave more like someone keeping our customer’s best interest in mind. A good example would be that of a doctor diagnosing a patient’s health. During a “diagnostic conversation,” the full extent of the patient’s problem is explored, measured, evaluated, and communicated. Likewise, if you examine your customer’s situation, the focus should be on the physical symptoms of the problems they are experiencing, which is their reality. The goal is to raise your customers’ awareness and understanding of the problems they are experiencing and what it is costing them to currently manage the services you would provide. Then they will more easily make connection to the value of your solution. The doctor will use established diagnostic processes that direct the order of questions and measurements. Their questions are about observations of physical indicators or symptoms that tie the diagnosis to their patient’s reality. It helps their patients get comfortable with the recommendation. The same communication style helps customers more clearly understand their problem, gives them a way to process critical information. When we are in the diagnostic mode, we are dealing directly with our customers’ reality. That is, we are working with situations they have experienced in the past, are currently experiencing, or those they believe they will be exposed to in the future. In fact, our customers may not be aware that these elements or symptoms could represent significant problems that should be addressed. Through diagnosis we can help bring clarity to problems and a way to make quality business decisions. The challenge for businesses today is to equip sales professionals to be more diagnostic in their conversations. There are three primary objectives to keep in mind during “diagnostic conversations:” 1) Uncover the reality of the customer’s situation (Do these symptoms exist?) 2) Quantify the impact of the problem (How bad is it?) 3) Create the “Incentive to Change” (Is it serious enough to take action?) To increase your diagnostic capabilities through support materials, consider these three steps: 1) Include diagnostic tools in your marketing communications to help your customer develop clarity around the issues you address. Consider a “Seven Early Warning Signals” brochure to help customers recognize the absence of the value your solution can provide. 2) To create more qualified prospects through your website, guide your customer through an initial diagnosis that will help them recognize the inefficiencies of their current approach. 3) Make sure product training teaches your salespeople the symptoms of problems your solution is meant to solve and how to quantify the impact of those problems on your customer’s business. Like a doctor, a quality diagnosis builds exceptional levels of trust and credibility and a patient who is ready to take action. In business it means greater differentiation and clarity, customers that respect and trust us, and more sales with profitable results. I’m not suggesting that all of this is easily accomplished. Success will come as a result of awareness, application, and practice. Of course, it will all be much easier if we stop sabotaging our own efforts. About the Author: Jeff Thull, CEO of Prime Resource Group, is a leading edge sales and marketing strategist. He has worked with companies like Shell Global Solutions, Seimens, and Georgia-Pacific. Jeff is author of 3 best selling books including his latest Exceptional Selling. This is reprinted with permission of Prime Resource Group. For more information visit http://www.primeresource.com or call 1.800.876.0378. marketingtimes http://www.primeresource.com

Table of Contents Feed for the Digital Edition of Marketing Times - December 2007/January 2008

SMEI Certified Professional Salesperson Certified Sales Executives Certified Marketing Executives Marketing Times - December 2007/January 2008 Contents Chairman's Report An Interview with David Neeleman Founder & Chairman of Jetblue Airlines President's Message Integrated Marketing in the Digital Economy Professional Certification Class of 2007 Marketing Tips SMEI and Puerto Rico Affiliate Partner for Certification Success Selling Skills Why all Star Teams Fail

Marketing Times - December 2007/January 2008

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