by Art Waskey | Oct 6, 2020 | Art of Sales Weekly
Stay Flexible with your Service Channels
I recently went to the hardware store to purchase some plumbing supplies for a home project. I was delayed in getting the job done and when finished, had extra parts to return. At the store, the clerk asked to see my receipt, and then informed me that I was outside of the 30-day return policy and could not be refunded for the unused parts.
With a recent Amazon purchase, I had an entirely different experience. I ordered a computer camera online, which worked perfectly for a couple of months then failed. I found the digital record of my Amazon purchase and requested a refund. Instructions on how to proceed were immediately sent to my iPhone and computer along with a credit. The email included a QR barcode and directed me to take the camera to the closest UPS store. The attendant there scanned the QR code on my iPhone, took the defective merchandise, boxed it, and returned it to the supplier at no charge to me.
These two transactions illustrate the paradigm shift we are seeing in sales and service. The manufacturers of products you represent now have many alternative channels for distribution. While an independent distributor may not be able to offer the extensive product selection or price of a large online supplier, there are services he can provide locally to remain competitive.
Best Distributor Service Functions
Consider the significance of these local “best in class” distributor functions as they relate to maintaining a preferred channel for your suppliers.
- Warranty and repair – When something doesn’t work and needs to be fixed quickly, I find there is nothing better than a qualified local service center.
- Hands-on training – I’d rather have someone show me then tell me.
- Stocking – When I decide to do a job, I generally want the tools and/or parts necessary right away.
- Showroom – Seeing is believing. I like to try it before I buy it.
- Productivity improvement – My ability to review customer’s operations and make suggestions to improve their efficiency is a great asset to sales.
- Relationship/follow up – There is no better way to maintain trust then through face-to-face relationships. Even on Zoom or with a mask, personal communication is a better way to resolve issues that via the phone or digitally.
Sales Channels are Constantly Improving
Stay focused on how alternative sales channels are constantly improving their service. Be sure your business remains competitive by learning new techniques and deploying the top sales methods and technology available to you.
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by Art Waskey | Sep 29, 2020 | Art of Sales Weekly
Now that I am no longer a Vice President at a well-established welding and gas distributor, I find it interesting to note how some people treat me differently.
After retiring from my position as VP, I began a sales and consulting business. The most successful people I knew from my previous job stayed in touch and tended to be associates who I supported in the past. Some became mentors while others led me to new clients who they believed would benefit from my experience in the distribution business. With this group, my job status did not change the way they interacted with me.
For some, however, “rank” clearly mattered. This group of individuals approached me as an independent businessman differently than when I was a VP. They were more dismissive and less attentive to the relationship we had previously developed.
I tried to determine the characteristics shared by the “treat them all the same” crowd. Here are some of the traits I identified:
- Sympathetic – When you are going through a transition or a hardship, your sympathetic colleagues stay in contact.
- Sensitive – People who live with the axiom, “The way you see them is the way you treat them and the way you treat them is the way they often become,” are generally sensitive and will stand by their friends and associates.
- Selfless – People who are selfless will change their agenda to accommodate someone who needs their assistance.
- Solicit help – Being comfortable asking for help should work both ways in a business relationship and is indicative of someone who will treat you the same regardless of your title.
- Sociable – A sociable person likes people and tends to cast a wide net. They build relationships built on trust, not rank.
- Successful – People who succeed generally have developed a great network of associates by treating others in a fair and honest manner.
Those in my business circle that acted differently once I retired did not have the characteristics outlined above. Can you identify the people in your group who value others for their integrity and not their rank? For help, ask someone like your building’s custodian, who deals with people at all levels all day, or ask your best customer who he knows that treats everyone the same. These are the people you can count on.
Pay attention to how you treat others. Focus on developing the characteristics of the “treat them all the same” group.
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by Art Waskey | Sep 22, 2020 | Art of Sales Weekly
A sales rep came to me excited but concerned about a potentially large sale. He relayed: “I have a new account that has a perfect application for a welding robot, but I don’t think my contact will be able to make the decision on a purchase of this size. I sold a robot for a similar application to another account and have pricing and savings information. If I share this with my prospective client, how can I be sure that I will get the order or that he can make the decision?”
The sales rep was right to be concerned about his single contact. Expensive products, like robotic equipment in the over $200,000 price range, generally require a more sophisticated sales strategy than smaller purchasing agreements and, in most cases, involve multiple decision-makers. In the book, The New Strategic Selling, Robert Miller and Stephen Heiman suggest the four buying influencers who are usually involved in a committee decision on a complex sale that involves high dollar amounts.
- The user – The user’s role is to make judgements about the impact of the product or service being considered for the job to be done. It is generally necessary to take this influencer on a tour of another client’s facility where he can see the equipment or service being used in a similar application.
- The technical support – This gatekeeper, often difficult to spot, makes judgements about the measurable and quantifiable aspects of your product or service based on how well it meets a variety of his company’s specifications or other technicalities.
- The economic analyst – The organization’s controller is looking for price performance. He needs to be convinced that the product or service the company is considering matches their priority needs and represents the best value for the money.
- The coach – This is a person, inside or outside the organization (including your own), with whom you have a trusted relationship. The coach has credibility and with it, guides you and the other buying influencers toward your sales objective. Be sure to ask your coach, “Based on what you know about the committee, what do you think their questions will focus on?”
In addition to these four key players, keep in mind that on sales that involve high dollar amounts, the top executive gives the final approval based on the knowledge he or she receives from the committee.
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by Art Waskey | Sep 15, 2020 | Art of Sales Weekly
Selling is about developing trust that evolves into long-term personal relationships. I find it most difficult to get past the initial connection with someone and enter the “trust phase,” as this process takes time and my life is often over booked. In addition, my products generally represent only a very small part of the overall cost of my customers’ operations, making me a fairly insignificant player. This makes building solid relationships that much harder.
Given these challenges, when you get an opportunity to develop trust you must take full advantage of it. Here are a couple of ideas on how to capitalize on your customers’ unique interests.
Interests as an opportunity
— I was on a sales call where our team was working on building a better relationship with a customer, in this case the company’s owner. In the course of our conversation, he mentioned that he enjoyed listening to business books. When I returned to the office, I went right to Amazon and sent him one of my favorite business titles.
That gesture was a big hit. The owner passed the book around to all his managers. Prior to this, he had told us that he would not intervene in his managers’ buying decisions. However, the distribution of the audiobook to his purchasing agent allowed us to open up a conversation with him about pricing. Subsequently, this enabled us to match some competitive bids.
Make occasions special
— Identifying and acting on unique opportunities is effective with customers both old and new. As an example, a regular customer once mentioned to me that they were having a company-wide luncheon. I noted the date and time, and then personally delivered a couple of cheesecakes. There wasn’t much competitive pressure in that account following my contribution (Cheesecake ROI)!
Remember to spend time asking questions and listening intently so that you can uncover your customers’ unique interests. This can save you hours of unproductive sales time. Questions should come naturally in your conversations, and not feel forced or appear to be an invasion of privacy. Look for what makes each of your customers unique, and then strategize ways to meet their particular needs.
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by Art Waskey | Sep 1, 2020 | Art of Sales Weekly
Stay Positive and Busy
I recently received a call from a successful and highly skilled sales executive. I had watched him grow his base of quality accounts with integrity and a strong work ethic. He relayed to me that the Coronavirus pandemic had devastated not only his business, but his self-esteem, leaving him frightened and depressed.
Unfortunately, under current economic conditions, I find the circumstances of this impressive sales leader is not the exception, but more often the rule. How do we respond to times like these when our world has turned upside-down? What can we do to maintain a positive business outlook when nothing seems to be working? Here are some suggestions.
Leave the past behind
— Baseball’s hero, Babe Ruth (wiki), had the perfect axiom for our time, “Yesterday’s home runs don’t win today’s games.” Don’t get caught thinking that what worked yesterday will be effective today. When business is slow, utilize that time to learn new skills that help you achieve sales results in this changed landscape. For example, take the time to master and optimize your use of new social media platforms. When this crisis is over, many of our old sales practices will be obsolete.
Look for new opportunities
— Make the best of the opportunities before you and don’t let outside circumstances control or diminish your motivation. Don’t wait for past opportunities to reoccur. Even if those accounts do come back, they are unlikely to look the same. Focus on creating new opportunities.
Believe in yourself
— When you chose a career in sales, you knew there would be pitfalls along the way. In these dark times, make an effort to remember and visualize brighter business cycles. You made it through the last couple of economic down-turns — you will get through this one. Stay positive. A vision of your success will fuel your fire.
Get started
— Quoting John Maxwell, “Dreams don’t work unless you do.” Get busy. Set some new goals for yourself and write them down with next steps and dates. Be prepared for a great deal of hard work, including long nights, missed sleep, family sacrifices, and disappointments —and also renewed success as a result of your efforts.
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by Art Waskey | Aug 25, 2020 | Art of Sales Weekly
I was working with a rep in a new market, one that we had been developing for only a couple of years. A customer that we had picked up early on requested a second visit. He seemed to be “shopping” our prices.
At our meeting, I noted that the customer had pictures of horses on every wall of his office, so I asked about his interest in them. This led to a 45 minute discourse about his ranch, horse breeding, his rigorous daily schedule, etc. Finally, the client abruptly brought the conversation back to why he had called us.
In a very kind way, he admonished us for not visiting him more frequently. We learned that the previous rep who had handled this account raised horses and they used to enjoy talking about their common interests. In a shy, gentle manner, the customer implied that he wouldn’t have asked for competitive prices if we had been more attentive to his needs.
The Trusting Friend Lands the Deal
How many of your customers are just looking for a good, trusting friend? The popular Futurist, Watts Wacker, reminds us, “In the Old Economy we made a sale, but in the New Economy we need to make connections.” You may provide exceptional service, but you must assume that your customers expect that from your competitors as well. You need to focus on what sets you apart from the next supplier.
Time Management Guidelines
Recognizing that relationship building involves time and effort, here are some time management guidelines:
- Divide your accounts into “profit” volume groups.
- Call on your top 10%, or “A” accounts, weekly.
- Call on your next 15%, or “B” accounts, monthly.
- Pay attention to any “C” accounts, those with currently low profit, but high potential. For these I recommend planning a weekly visit.
- Keep checking on non-customer “D” accounts that have high potential.
- Develop a weekly calendar planner and fill it out before you start your week. You may prefer filling it out on Friday when the last week’s calls are fresh in your mind.
- Use a calendar tracking system to pre-set appointments.
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