Black Sales Journal

A discussion about selling styles always makes for interesting banter.  Just as soon as you figure out what your style should be, you reflect back on a sales call or situation and determine that you haven’t always acted within that character.

Selling is a fluid art, with some components that would make it seem as if it has its basis in science, yet we all know that is not true.  Selling is a process.  It has stages, and for many products and services it will always be necessary to have a human in the process as it depends on recognition of the customer, customer reaction, and intimacy.

A Look at the Styles

There are a number of selling styles that should be recognized.  I would note that depending on what text you read you are sure to find countless interpretations and nuances of sales styles.  I will stick to some conventional logic here in describing the styles I am referring to:

• Technical Sellers
• Relationship Seller
• Collaborative & Consultative Sellers
• Account Servicing Sellers
• Closers/Assertive Sellers

Which of these styles is for you?  Which of these styles do you need to exhibit?

There is a good answer to this question…all of them!

Selling is situational.  This is where the art becomes true to form.  Sales professionals who sell in one style will limit their effectiveness to particular situations with particular types of buyers.

A Closer Look

The sales process generates some notable styles.  This is not an endorsement of any of these styles as much as it is a cataloging of them so that the differences between them are known.

Technical Sellers – These individuals are considered experts, usually with a product that is complicated or technical.  They know the product or service like no other, and know its applications from the company view and from the customer view.

Relationship Sellers – These sales professionals sell on the strength of a close, personal relationship with customers and prospective customers.  Not everyone can do this, as it requires the right personality and attractions.

Collaborative and Consultative Sellers – This sales professional consults and collaborates with the buyer, outwardly looking for input and providing suggestions as to what could make his/her product fit the needs of the customers.  They listen well and look for those things that they can agree on changing.

Account Servicing Sellers – These professionals spend their efforts proving their worth providing exceptional customer service and getting sales based on the confidence they have build with the customer.

Closers/Assertive Sellers – This group counts on the technical act of the sales process, particularly the close and aggressive sales manner to get accounts.

There are other types, yet these stand out.

You Need Them All!

I know that this statement intrigues you but we must recognize that although you may have a dominant style, each of the styles plays a rather important role in the sales process.  Often, the buyer, and the buyer’s style determine the style that you use for the sale.

Example 1. Closer/Assertive Seller

A buyer is slow to make a decision in a complex sale.  You can react by buying into that slowness or even ambivalence, or you can move to close at different impasses, forcing the buyer to disclose his/her objections.  You move to being a closer/assertive seller.  In this case, you changed your style to accommodate a buyer, and to accelerate the sales process.  You move past the objections and consummate the sale.

Example 2. Technical Selling

Your product is technical in nature.  Tolerances are tight, and even sophisticated users struggle with the specifications and requirements.  You utilize your expertise to pull together all aspects of the features and benefits, and how they relate to the customer’s situation.  Your competition is bringing in someone from another region to “explain” the product to the prospective buyer.  Your advantage is that you are right here, and will be here when the competition’s expert goes home. Your emergence as the technical expert is what the customer needs to gain assurance and commit to the sale.  You get the order.

Example 3.  Relationship Seller

Inertia may be a physics law, yet it is sometimes difficult in the sales process unless you are the incumbent sales professional.  You spend time with the prospective customer explaining the process, product, and pricing.  You spend so much time that you get to know the customer’s needs better than the competition, and the incumbent.  Your relationship is solid. You know the organization, its financial condition, and its projections for the future.  Your customer data file is complete and you utilize the information to its fullest.  When the incumbent makes a mistake or misstep, what sales professional is the logical choice?  You close the deal.

Example 4.  Collaborative and Consultative Seller

This sales professional acts as the business consultant to the buyer, while collaborating to come up with the best selling situation possible.  You are involved in a sales situation with a buyer who has never purchased at this level.  The size of this ticket, and the complexity of this sale, coupled with the gravity of this sale require you to be close to the buyer.  It requires listening and “making the buyer look good.”  You do so by asking questions, listening, and involving the buyer’s important personnel to determine the product specifications.  You then use your ability to provide expert consultation to consummate the sale. You emerge the most sensible option.

Example 5.  Account Servicing Seller

You are the Account Executive who has been servicing this account.  You have teamed up with the sales professional on the account.  Your responsiveness and your reputation are rock-solid with the buyer, and you can use that to get an order.  You get involved in the specification and the quotation process, as no one knows the customer like you do.  Your reputation of delivering is a primary factor in the customer believing in your organization.   The customer continues the old order and awards your organization with more business.

In Summary

There is no doubt that these situations happen.  Actually, the same individual can be involved in example 1 through 4.  You need to find comfort in situational selling.  Utilize the correct selling style for the situation.  In the coming weeks we will touch on some of these.

Keep selling and stay flexible.

Your comments are welcome.

You are a sales professional who labors to give the best in service to your customers.  The best in service means being responsive, innovative, and creative when it comes to your customers business needs.

Your retention of customers is good, and your acquisition of new customers is solid as well.  So what is missing?

Most sales professionals do not ask their customers “how am I doing?” and “what can I do better?”

Why it is important?

This one might be simpler to explain than you might believe.  Sometimes we forget that asking questions does more than just generate a response.

Asking those questions:

• Shows a sincere desire to give the best service possible.
• Opens the feedback channel to allow someone who appreciates you to get what they may be missing in a relationship.  It promotes communication.
• Shows confidence in the relationship by allowing constructive criticism in the quest for continuous improvement.
• Opens a window to what aspects of service, responsiveness, and fulfillment are most important, and allows you to focus on these.
• Sets up that next conversation in 6 months or a year where you ask again and get the positive feedback that you are doing all that has been asked.

You may ask for feedback in your relationships and marriage, and you may ask for feedback from your employer (in the form of a performance review), yet most often we make the assumption that our relationships with customers, especially those with longevity, are solid and rewarding.  Sometimes you need to make certain.

Your customer will feel privileged that you are asking, and will sense your sincerity.  It will create a bond that will help you when your other sales advantages, such as price or product superiority, disappear.

How to do it?

This is very easy, yet will come with some degree of surprise to many customers.  Why?  Because so few sales professionals ever ask the question.

I would suggest that this be done during an in-person meeting, one-on-one with the buyer for the first meeting.

Here is a simple suggested format:

• Ask the customer what attributes of a sales professional are most important to his/her operation.  This could be responsiveness, communications, credibility, or many other strengths.
• After getting them on paper, ask him to help you rank them in descending order (the most important attributes get a 1, and least important gets the highest number).
• Now, have him help you rank your performance against those attributes.  Use a simple A-Excellent, B-Good, C-Average, D-Below Average, F- Failing.  Rank each one, and if there are areas that you have not done, they can be incomplete.

The last bullet above will be the “moment of truth” as it will tell you what the customer perceives.  No matter how well you believe you are doing, this is important!  It is actually the point of origin of your continuous improvement program, or confirmation that you are a solid sales professional who should look to maintain your efforts along with some incremental improvement.

This does not need to be any more difficult than this.  You are opening a window or door to communication that will make more concrete your relationship with your customer.

The Manager’s Role in Customer Feedback

Managers should always feel comfort having this type of discussion with the customers of their sales professionals.  It won’t have the depth of the comments above, yet is should be designed to get meaningful input regarding the customers sentiments about the performance of their sales professional.

When I say it will not have the depth, I mean that it is difficult for the manager to get the level of feedback that the sales professional could get.  The manager’s role is to get some feedback regarding whether the professional is doing a good job and “taking care of the customer,”

With major customers, it should be expected, and it should be done with a sampling of smaller customers.  The result of asking is the same as above…you get ‘points’ for asking.  The objective is to make sure that the customer is being given good service.

Here is an example of how this can be done:

“Mr. Johnson, I am Rick’s sales manager here at ABC Corp.  I wanted to introduce (or reintroduce) myself and ask how everything is going in your relationship with our company?”  “How is Rick doing in taking care of your companies needs?”  Note here that this question must be an open probe.  It should result in conversation and not a yes or a no.

The responses start the conversation, and this should be a fairly short conversation.

Where Do You Go From Here?

I would make the following suggestions as to how you go about this activity:

• I would start with customers who you already have open communications with.  It will allow you to hone your process.
• I would do it with every customer that you feel is important.
• Always follow-up and practice continuous improvement.  Correct the issues and you will have a customer for life.
• Do it once a year on average.
• No matter how uncomfortable, or how much you modify, do it!  Initially, it will get you a better rapport with your important customers.

Give it a try and see the difference it makes in your business relationship.

We appreciate you comments.