How To Sell An Old-Fashioned Customer On A New Product Three New Tricks to Boost Sales Performance – From an Old Sales Trainer’s Casebook

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Three New Tricks to Boost Sales Performance – From an Old Sales Trainer’s Casebook

Many years ago in Australia I worked as a consultant trainer for a great problem solver to handle the end of Australia’s massive e-marketing operation. I work with them for three years, twice a year, traveling to four states to do sales training.

The first trip was technically easy, basic, and it is still taught today. What should I do the second and third and fourth? What I have found may be useful for you today.

Trick 1: Make the customer tell you what he wants from you.

I decided to ask the customer. I rank the best consumer retailers in Australia. This man is a living legend.

“How many sales representatives deal with you professionally?”

“No! I have never met” is a vague answer.

“Will you spend an hour telling the sales representatives how they should do business with you?”

“Yes.” Was his immediate answer and I went to him to prepare it.

At the appointed time, he arrived and was brought into my training room. Participants were a little interested and scared to meet and listen to great men.

He spent an hour blaming them for all the mistakes the sales representative had made, and I am sure the list did not change. A small sample:

  • Treat him like a customer.
  • Focusing on total product features – we get x and ay and az and its great.
  • No understanding of the most basic questions; “How does this guy make money selling my product?”
  • No interest in my business.
  • Do not know how I organize the product range and position of his brand in my retail strategy.

He spent a second hour telling them how to sell to him. It’s the easiest sales training course I have ever “run”.

They had a lot of regrets, sorrows and misery when he finished, so he gave them a consolation prize in the form of the largest order the office received. Beer throughout the afternoon? You bet.

The strategy still works two years later. So if you are selling to a retailer, give it a try. It’s free and customers can not resist the opportunity to tell the sales representative what they are responsible for.

You can do it yourself and I suggest you should. It’s a great way to build customer relationships. I bet you will get an increase in sales. You may have to adapt to the approach in your business.

If you are a retailer, why not bring unhappy customers to tell your people what is wrong and what customers really want. You may have to give them a gift, but if you consider the extra sales you will make, it is a cheap training.

In the hospitality business, you can put customers on your side by giving them the opportunity to explain to your employees how they feel when they face a system or behavior that is not possible.

Trick 2: A day in the field has three values ​​behind the table.

An easy way to find out what your salespeople really need to learn is to spend a day in the field with them.

Once I did that, I would make sure I was introduced as a new boy for business and just learning to find my way around. I will say very little, only hello and goodbye. I will listen and watch and make my mental notes.

The hardest part was resisting the possession and selling myself.

When we leave for the next call, I will ask the seller the “why” question.

  • When she says that, what is she really looking for? What did you say? Why? What happens next?
  • Why did he say no?
  • This kerbside conference works best when I am joking about what could be different or better.

A day in the field gave me a new understanding of sellers’ attitudes, doubts, fears, and their ignorance of customer opportunities and buying signals. I have enough material for two or three days of actual training. And my confidence has increased because it is true of all their world and I can do more than just teach it.

The bonus is that the discipline of listening shows me what customers really want.

Trick 3: Self-portrait counting

If you work with a sales team for extra time, you will find that the seller’s own image is reflected in their personal presentation. As their personal presentation improves, their results will improve.

I introduced a talented salesperson in two years. In the beginning, he was really an uncut diamond. Slightly rough skin, slippery shoes, shirts and shorts tied poorly and a bit outdated. His speech is confusing with the use of too much rumor and poor questioning skills. He was too friendly with some clients and uncomfortable with others. He looks as unprofessional as he does. But he can sell.

Gradually I saw his appearance change. He invested in a good suit with a tie and shoes to match. He cuts his hair regularly. He changed his tone, dropping the slogan. As the self-portrait he projected improved, his clients treated him with more respect. They sought his advice and responded to it. His sales have improved. He worked hard to understand their business and suggested how they could set up his product to be highly profitable.

The last time I saw him, he looked good, sounded good, and was quickly climbing the sales management ladder. It is not about sales skills. He has those. It’s all about self-image and self-confidence.

The moral of the story is that whatever you can do to build an individual’s self-confidence will pay off in sales.

It’s hoped you find these ideas useful and can create a way to apply them to your business.

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