Tell Your Customer What They Want

Employees and suppliers are only listening to customers and then doing what they’re told. The focus is on taking customer requirements and attempting to turn them into a to-do list. Mostly instruction questions are asked instead of outcome questions. Their heart is in the right place, but employees and suppliers are listening too much.

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Disruptive Selling: Get Away From the Edges

There are two reasons customers form new relationships with vendors:

  1. Their current vendor or self-serve process is broken
  2. Their current vendor or self-serve process works fine but can be eliminated in favor of a substitute

The first reason is quality-driven. The customer is looking for a process or product to work the way it is supposed to work. They want a vendor focused on executing an old vision.

The second reason has nothing to do with quality, it has to do with value. The quality is good, but there are alternatives that are more valuable to their organization. They are working with vendors focused on a new vision.

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Disruptive Selling: Make Them Feel Guilty

Any salesperson that outperforms his peers disrupts the sales cycle by showing the customer a unique fit for his company’s offering in the customer’s organization. This is only communicated effectively through well-crafted documents. Every single information deliverable has the potential to make a significant impact on the customer – you want this impact to be positive.

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Disruptive Selling: Give Away Your Secrets

Your irrational fear of giving away too much solution information to your prospects before they buy from you is hurting you, not helping. The customer is not:

  • going to take your ideas and try to implement them on their own
  • more compelled to buy to get access to the information you are withholding
  • going to give your blueprint to your competitor they favor for them to implement
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Disruptive Selling: More Risk, Not Less

The temptation in elevator speeches and presentations  is to tell customers that your solution is “risk free”. But it is not only impossible to be risk free, it is a really bad move to say this to your customers. You lose your consultative credibility because you are clearly using hyperbole, not providing value. All business process owners know there is no such thing as risk free changes, and change risk is a serious topic for them.

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Disruptive Selling: Campaigning

With sales managers, ‘activity’ is all the rage. How many cold calls, first appointments, and lunches did you have this week? What is the status of this and what is the status of that? To be sure, successful salespeople are active ones. But high levels of activity alone do not produce deals. These activities have to be purposeful to work; there needs to be a mission behind them. Blitzing 100 CFOs with cold calls doesn’t lead anywhere on its own – that is purposeless.

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Disruptive Selling: One Problem, One Service

The natural disposition of most salespeople hunting for new logos is a desire to offer the world to their prospects. Hunters work hard to establish contact with C-level executives. Unfortunately, when they land that phone call or email exchange, they usually never win a first appointment. This is because the most common approach in asking for a first appointment with an executive is for the salesperson to give a corporate capabilities presentation to the prospect. This is not something that anyone in the customer's c-suite wants to spend their time doing. They are spending large amounts of time on their own company, and the thought of sitting through a one-hour presentation on every service another company offers is repulsive to them.

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