Two Types of Information

One of the deadliest traps of a sales call is predictability: the mark of a boring order-taker selling on price versus value. Customers have been conditioned over the years to anticipate a boring, predictable sales call—the kind where a representative shows up and dispenses a well-rehearsed pitch. Sometimes customers themselves open the call by saying, "Okay, let's hear your pitch," or "Tell me about your company." In fact, customers often communicate their displeasure with the these routine sales calls by not granting second appointments. The first appointment must be worthwhile or you can forget about a second appointment. Some customers go as far as to say, "Okay, come in but you've only got 15 minutes." That is simply a way to shield themselves from another lengthy feature dump.

What should you do if your customer looks at his watch and says that you've only got five minutes? Believe me, it happens. Sadly enough, the majority of salespeople take that as an invitation to recite the Cliff's Notes version of their pitch. If you answered, "I'd tell him all about our company and what we do," you may want to reconsider your approach. Avoid the overwhelming temptation to feature dump. During the first few seconds acknowledge the limited time frame and suggest you'll be finished in four and a half minutes. Then give the customer a 45-second infomercial as to who you are and what you do, highlighting the distinctive benefits that may be of interest. Then ask permission to ask a few questions to learn more about their business to explore if there is a possible fit. During your probing, the customer will clearly see your sincerity and obvious interest. Take the last 30 seconds to acknowledge your time is up and reschedule another appointment. I suggest that the vast majority of the time the customer will be impressed with your obvious interest and extend the appointment by saying, "It's okay, please continue." Remember, if customers feel you may be able to help their business or alleviate an existing inconvenience, they are interested. Your five-minute appointment will often turn into a one-hour conversation.

During the sales call it is the type of information being dispensed by the salesperson that labels the call as routine and boring, or interesting and worthwhile for the customer. There are two types of information. First, there is what I call so-what information, usually associated with sales representatives. It's the classic feature dump where the representative is working through a well-rehearsed, enthusiastic pitch about all the features but generating a so-what reaction from the customer. Even the sales representative gets bored with it.

The second type of information is, "Here's how I can help your business," usually associated with a sales entrepreneur. Surprisingly, this approach is a refreshing change for your customer. It breaks the typical mold of a sales call and brings something new to the table, a genuine interest in the customer. Of course this type of information just doesn't happen. It's the result of effective planning, preparation, and smart probing. Once you have identified relevant features (via probing), bridge them to the corresponding benefits. We have more on bridging and probing in Chapter 7.

I offer a statistic that should surprise you. Your competitor can offer approximately 90% of the same features you can. I call it the duplication factor. Why do you think they are called competitors? Because they duplicate many of the same things you do, maybe even better. To compete, they mirror several of the same features you offer. The key is to differentiate yourself, emphasizing that the business advantage your company can offer is you. Your competitors don't have you. Anyone can copy and improve a product or service, match a competitor's features, copy their sales promotions, or undercut prices, but they can't copy or duplicate you. Apply your own unique style, your own signature, to your Sequential Model. Remember, customers are looking to buy relationships (peace of mind), not just products.

I don't mean to suggest that product knowledge is not important. Of course it is. I agree that you must know what you are talking about in terms of specifications, technical applications, manufacturing specifications, industry standards, and your competitors' offerings. Learn as much about your competitors as you can. Make it part of your planning. However, although this information is important, it won't close a sale for you. Remember, only 20% of the decision to buy from you is based on your product knowledge.