Be Different or be dead

March 2, 2015

7 really simple things that make a great salesperson

Source: Unsplash

What defines a great salesperson?

The number of products sold and revenue generated?

No.

Products and revenue are the result of the sales effort; the more effective the sales effort the higher the economic return to the organization and the higher bonus for the salesperson.

Here are the 7 things that define outstanding sales effort:

1. Taking a long term view of what the customer needs, not exploiting the moment and driving to make an immediate sale;

2. Creating an enjoyable experience for the customer, not using the engagement process as a platform to feed the salesperson’s ego;

3. Enhancing the relationship with the customer not pushing products at them because of the sales quota in place;

4. Asking questions as the engagement priority as opposed to telling the customer what they need;

5. Respecting silence in the conversation rather than filling the air with the sales pitch;

6. Honouring integrity and honesty rather than bending the truth and doing whatever it takes to make the sale;

7. Achieving the outcome that is best for the customer which may not completely fulfill the personal agenda of the salesperson.

How do you know if a salesperson puts in an effective effort?

Ask their customers.

Here’s what they say about the standout ones:

— “I refuse to buy from anyone else.”

— “She is the only one I trust.”

— “I often go out of my way to create the sales opportunity for her.”

— “I feel guilty talking to anyone else about what I need.”

— “I don’t feel confident dealing with anyone else.”

— “I am ok to wait until she is available.”

— “I am quite willing to be inconvenienced in order to buy from her.”

— “I am thankful to have her looking out for my long term interests.”

— “I think of her as a close friend.”

— “I honestly believe she cares about me and what my problems are.”

— “She’s in it for the long term with me.”

— “She is always there to talk to me when I need to.”

— “She never pushes products at me.”

— “She is the best listener I have ever known.”

How many salespeople can claim their customers make even one or two of these statements?

In my experience, very few.

Cheers,
Roy
Check out my BE DiFFERENT or be dead book series

• Posted 3.2.15 at 06:54 am by Roy Osing
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September 15, 2014

Why under-promising and over-delivering is a dishonest sales scam

Source: Pexels

Why under-promising and over-delivering is a dishonest sales scam.

The “under-promise and over-deliver” sales tactic reeks of dishonesty and utter disregard for human decency

What it really says is “We will force you to lower your expectations and then we will deliver a little bit more”.

Lower the bar and walk over it rather than set the bar at the level you expect and then leap over it.

The result is that you finally get what you want (but no more) but were manipulated to get it.

Forcing someone to accept less and then surprising them by delivering what they originally wanted is not a good formula for long term success.

It’s short sighted and sleazy.

The right thing to do is promise what the customer wants and then surprise them by over-delivering

The end game in the business of serving people is the unforgettable moment; the moment when someone is dazzled by the way they have been treated; by the delightful unexpected experience they had.

Forgettable moments are created when someone is subjected to underhanded tactics.

Create them at your peril.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 9.15.14 at 04:58 am by Roy Osing
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August 25, 2014

Why being different is urgent for survival and success

Source: Unsplash

Why being different is urgent for survival and success.

Never has it been more important to carve out a distinctive and unique place for your organization in the market than it is today

The economy is unpredictable.

Competition is intense as new competitors are entering the market at a blistering rate.

New technology disrupts organizations relentlessly.

Markets are cluttered with sameness; products and services are undifferentiated and competitive claims are lost in the crowd.

Customers are more empowered than ever before, establishing relationships with suppliers that deliver distinctive solutions and ignoring those that don’t.

Which organizations are successful and survive this challenging business environment, and what separates them from the others that struggle, hang on and eventually fail?

Those that are able to win this battle are different from their competitors. They survive the scrutiny of the discriminating customer by providing relevant, compelling and unmatched value.

Those that have no distinctive identity simply don’t make it.

They die.

How can organizations stand-out from the herd and distance themselves from it?

Business plan — It starts with reinventing how strategy is developed. The emphasis is shifted from strategic direction to execution. Many plans look good on paper but can’t be executed. They are theoretically pristine but worthless as they fall short of delivering results.

The strategic game plan — business plan —  in common lexicon, is designed for execution and is created by answering 3 questions:

1. HOW BIG do you want to be? - growth goals;
2. WHO do you want to SERVE - target customers to achieve growth;
3. HOW do you intend to compete and WIN - the value proposition that gives the WHO reasons to buy ONLY from you. Being the best of the best is ignored; being the ONLY ones that do what you do is coveted.

Marketing — Marketing is focused on creating experiences rather than flogging products. Investing in current loyal fans is given priority over providing special promotions and deals to acquire new customers.

Mass markets are ignored in favour of concentrating on the individual and discovering their secrets that will unlock economic value. The world of ME gains momentum.

Customers are looked at holistically; experiential packages are designed for each of them to satisfy their broad life desires. Creating happiness is the marketer’s end game.

Customer Service — Customer service the way it has been traditionally practiced is out; SERVING customers is in with the end game to dazzle the customer and take their breath away. Internal rules and policies are re-vectored to make customer engagement a friendly process.

The customer is brought in to the organization to get their fingerprints on how they want to be treated.

Leadership —  Leadership is practised by serving around is the new culture. “How can I help you?” are the words leaving leaders’ lips not “Do this.”

To Stand-out from the Herd you need to provide VALUE that people CARE about and that is UNIQUE. Failure to deliver and you’ll be IgNORED, InVISIBLE, CoMMON and DeAD (sooner or later).

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 8.25.14 at 02:36 am by Roy Osing
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June 9, 2014

Why amazing customer experiences needs a responsible executive leader

Source: Unsplash

Why amazing customer experiences needs a responsible executive leader.

Most organizations continue to be product and service focused; they flog, or push products at their customers.

They push what they produce or supply at you. They claim their stuff is the best value at the cheapest price.

Research has proven conclusively that people get more long term gratification when they spend their money on experiences.

A family vacation. A Zip-line ride. Fishing off the beach with the grandchildren. A 4-hour snorkelling adventure. A movie with someone you love.

Sure, a new SUV is exciting at first but it doesn’t take long before it becomes a used car.

With customer gratification and happiness comes loyalty, which means that organizations must focus on experience creation if they want to stand-out from the competition and thrive.

A number of companies are waking up to the importance of experiences to their overall marketing program by appointing a Chief Experience Officer (CXO) to be accountable for the creation of “memorable moments” for their customers.

Marriott is one example. Their “EVP, Chief Resort Experience Officer Marriott Vacation Club International” sets the tone for what’s important to Marriott and what customer success looks like.

The CXO works across the organization to ensure that all functions work synergistically to provide a seamless dazzling experience for the customer. Not an easy task to be sure but one that is critically important to move the focus away from flogging products and services.

Dip your toe in the experience pool.

Declare that experiences are your end game.

Establish accountability at the most senior level in your organization.

Do it now.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 6.9.14 at 03:01 am by Roy Osing
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