Issue link: https://read.dmtmag.com/i/647244
MARCH 2016 24 THE JOURNAL Salespeople and Marketers Where Should You Put Your Energy To Be Successful? BY JOHN GRAHAM SALES MARKETING One salesperson arrived late for the meeting, and whispered to the person next to him, "All I want to do is sell." The message was clear: any- thing taking time away from selling is a waste. He was bright, informed, and likeable, but at that moment, it was clear he was on borrowed time — and he was. Feeling pulled in so many directions, this salesperson, like so many others, faced a frus- trating question: "Where should I put my energy to be successful?" If he could only shake off everything else asked of him, he could do what he does best: sell. This is how so many salespeo- ple see themselves. Unfortunately, it's a flawed pic- ture. Success in sales starts with recognizing that selling is multi-faceted, involving a series of in- terrelated tasks that propels a salesperson toward the ultimate goal: closing sales. With that in mind, here are some worthwhile places to invest you're energy: 1. Market yourself. The sales mentality puts a premium on "getting in front of customer." It made sense in the past, but it's increasingly dif- ficult to do it today, no matter how hard you try. And here's why: Think about it. We teach kids never to open the front door unless they know who is on the other side. It's the same in sales: prospects must "know" you before they'll "open the door." So, invest energy in communicat- ing your message so they'll get to know you before you "knock." 2. Customer support. Although it's no sur- prise, a recent survey says purchasers of smart home devices want to solve their problems them- selves. This goes beyond a helpline or links; they want someone they can count on if they need as- sistance. The smart salesperson sees this as an opportu- nity to engage customers and demonstrate their expertise, rather than an irritating burden. Giv- ing customers personal support has two important benefits: it's the way to foster customer retention and get referrals. 3. Make life easier. Not just for us, but for our customers. It's what they want and expect, but don't often get. At Midnight late last De- cember, The Boston Globe changed delivery part- ners, an event that became a horror story — for tens of thousands of customers who didn't get the paper. For some it lasted for weeks. The Globe apologized and offered a DIY alter- native to long phone wait lines for reporting late or missed deliveries. Customers could call an 800 number and go through seven separate steps! If that didn't work, there was another 800 number to speak with a live person (in the Philippines). There's a business lesson in all this: customer relationships are incredibly valuable but super fragile. Even though they can take years to build, they can be destroyed in seconds, with little chance of recovery. Do everything you can to make life eas- ier for your customers. 4. Spot obsolescence. Since salespeople tend to be good observers, they easily spot customers' blind spots. As a salesperson said, "They stick out like sore thumbs, but no one wants to hear about them." Understandably, salespeople don't want to be bearers of bad news. However, one salesperson has found a way to be to be helpful. She forwards reports, articles, and studies to CEOs and others at several ac- counts that speak to issues she's spotted. They've thanked her and urged her to keep it up. She's found it a way to create value. 5. Make sense to customers. Assuming that customers and prospects understand your message is the worst mistake salespeople can make. And the second worst mistake is assuming that if someone doesn't understand, they'll speak up. They may, but If they don't get it, that ends it. The best approach is never to assume that they do. Here are four ways to make sure you are un- derstood: • Use short words and sentences, and avoid jargon • Clarify by expressing major points or issues in more than one way • Summarize often before moving ahead to next step • Test your message by asking appropriate questions We've only done our best when someone re- ally gets the message. 6. Get them to want you. The goal should be to focus your effort on customers who want to do business with you, not just what you're selling. These are the customers who will follow you if you change jobs and who are ready to overlook weaknesses and even some mistakes because they value what you're doing for them. For example, one customer said, "He's a bit rough around the edges in some ways, but he's there whenever I need him." "I can get a better deal from her competitor, but she's always there when we need her," another noted. 7. Own customer communication. It's so easy to hand off communicating with your cus- tomers to the support team. But the "voice" changes and loses spontaneity and personality and becomes impersonal and distant. And customers know what's going on. They're your customers and you know how they think and what they ex- pect. Losing the customer connection may save a salesperson time, but it can be costly, resulting in a lost relationship. Your investment in customers should never falter. Where salespeople put their energy determines their destiny. Putting it in customers is the key to long-term success. John Graham of GrahamComm is a marketing and sales strategist-consultant and business writer. He publishes a free monthly eBulletin, "No Nonsense Marketing & Sales Ideas." Contact him at jgra- ham@grahamcomm.com, 617-774-9759 or johnr- graham.com. T J