Roy's Blog: January 2013
January 28, 2013
The role of Sales has been grossly distorted. The Used Car Salesman. The person that pounces on you when you enter a store. The Flogger who pushes a product at you regardless of whether it is a good fit for you or not. The Pressure Man who beats you into submission and you are “forced” to buy just to avoid further torment.
Is this what Sales should be doing? Not from where I’m sitting.
The redemption of Sales can only be achieved by obliterating Sales as we now know it and replacing it by sometime that customers value.
We should redefine the function as Un-Sales and describe it as the folks that DON’T sell.
Here are Six Rules of Un-Sales:
Un-Sales Rule #1 - have a conversation with the customer to learn something about her that might be useful in satisfying what she wants.
Un-Sales Rule #2 - by asking questions and listening, try and discover her SECRETS, the stuff no one else knows.
Un-Sales Rule #3 - take notes of what you learn. No act shows that you care about what she says than note-taking.
Un-Sales Rule #4 - adopt an active SERVING role. Let her control you. Find ways to make her feel good about your relationship. If she looks forward to seeing you, you’re on the right track.
Un-Sales Rule #5 - follow up regularly with her to make sure all is good. This is probably the biggest failure of the Flogger. No follow up communicates that you don’t care. Stay away from this trap.
Un-Sales Rule #6 - be a passionate Advocate for her inside your company. There is nothing worse for her than having to battle your bureaucracy when she needs something. Be there for her. Wage battle for her. Take the hits for her. And learn what it’s like doing business with your company. Maybe you can help improve it.
- Posted 1.28.13 at 10:22 am by Roy Osing
January 21, 2013
Serving customers (rather than ‘servicing’ them) is a vital piece of any strategy intended to make you DiFFERENT from your competition.
It is easily espoused to be the right thing to do, but it is extremely difficult to accomplish.
And, is a tough job for anyone to successfully perform consistently at a highly effective level.
Serving is extremely demanding. Unpredictable. Frustrating. Painful at times. Stressful.
To serve effectively requires employees that have the right emotions at our disposal that can be applied to any customer situation.
A cadre of feelings that can be called upon in any given Moment with a customer to deliver a DAZZLING experience.
The following repertoire is what I look for in customer servers:
If your servers house these feelings, they will be effective in recognizing them in others. And providing the ‘treatment’ necessary to DAZZLE.
Hire for them. Reward for them.
- Posted 1.21.13 at 09:13 am by Roy Osing
January 14, 2013
Customer “Secrets” are the power of the standout organization.
A “Secret” is a strand of your customer’s DNA that defines their Uniqueness. A characteristic that makes them Special. It could be about family. About their names. About where they go to school. About vacations. About where they live. About what they like. About what they dislike. About how they spend their spare time. About where they vacation. About their wants and desires.
The point is, a Secret is a hidden piece of information on a person that is critical in engaging them in a business relationship.
Secrets are critical for two reasons:
1. They fuel the marketing process. If you know someone’s secrets, you are in a great position to create value for them.
2. Secrets power the service recovery process . What do you do when you have a service blunder? Simple formula: Fix it + do the unexpected. To do the unexpected - to surprise someone - you have to know a secret about them.
It is extremely important to build a repository on the secrets you discover otherwise you will most likely forget them and will therefore not be able to capitalize on them.
As a way of getting started, create a “secrets manual” on your top customers, the fans that care about you and what you do. Make notes about what you learn about them. And, make sure that others in your organization are aware of what you have learned.
Have fun with the idea. How about a secret agent award to honor the person who discovers the coolest secrets every month?
Or an annual recognition award of someone who excels at continually maintaining and sharing their secrets manual?
Do whatever it takes to instill secret gathering as a core competency in your organization.
They will definitely separate you from your competition.
- Posted 1.14.13 at 10:26 am by Roy Osing
January 12, 2013
“We are the ONLY ones that .... “ is the claim that will distinguish your organization from everyone else. It’s not about being the best or number 1.
It’s about being the ONLY one that does what you do.
But your ONLY must be Relevant (it must address something your fans CARE about) AND it must be true (you must deliver it consistently, all day, every day)
A local radio station in Vancouver proudly states the following as their ONLY Statement.
“CKWX is the ONLY radio station offering traffic and weather every 10 minutes on the 1’s.”
Interpretation: every 10 minutes they update their listeners on local traffic and weather conditions.
Lets test it. Is it TRUE? Yes it is. They deliver updates every 10 minutes as they claim.
Is it RELEVANT? This is where I have an issue. Another radio station in the area provides continuous traffic and weather information. AM730 only provides traffic and weather. They do nothing else.
Why claim uniqueness on something that is clearly inferior to what someone else does? People who care about getting traffic updates, for example, WHEN they need it wouldn’t value waiting for “the 1’s” to get it on CKWX when they can tune in to AM730 and get it instantly.
Lesson: make sure your ONLY talks to a capability that you have, a product or service you deliver that really matters to people. Getting a traffic update every 10 minutes when I can get updates all the time clearly is inferior and lacks the “highly relevant” criteria of being a good ONLY.
- Posted 1.12.13 at 10:32 am by Roy Osing