NFIB

Sell to the Person, Not the Company
04/ 02/ 2002


If you sell products to industrial accounts, or if larger companies utilize your services, your staff may fall into the trap of focusing on meeting only the companies' requirements, while overlooking the real end-target of your sales efforts. In today's Workshop, Jeffrey Moses explains.

Large companies often set up specific parameters for the types of products and services they purchase. The management of such companies often establishes rather rigid guidelines for how employees in their purchasing departments should make selections (RFP's, lowest bid only, price/value determinations, etc.). However, unless a purchasing decision will go before the entire board (as might be the case in an extremely large or important purchase), it is an individual who decides whether or not to buy. In most cases a purchasing decision will be made by a person who reacts to sales presentations just like anyone else -- with a little fear, with uncertainty, and with a strong desire not to make a mistake by buying the wrong thing or by paying too much.

As much as a large company would like its purchasing department to make decisions based solely on logical reasoning, the individuals working in these departments are normal human beings. In other words, they don't make decisions based solely on logic. This means that in every instance you should first target your sales efforts to meet all company specifications, but then spend just as much time tailoring the presentation to address the emotional, human issues of the person who will be making the final decision.

What are these emotional issues? They're very straightforward and predictable: business sales decisions are very much value driven. In other words, people want to know that they got their money's worth. They want to know that what they're buying will solve any problems that they (and their company) are having. And above all, they want to be able to justify their decision to superiors if they have to.They don't want to look bad. They don't want to make a mistake that could lead to criticism or even cost them their job.

This last point is the very reason that it's so tempting for every employee in purchasing departments to simply put off making a decision. They feel that they won't be criticized if they don't make a mistake, and they know that the best way to avoid making a mistake is simply not to make a decision -- or at least to put the decision off as long as possible. The job of your sales staff is to emotionally involve them in your product to the point of being willing to make the decision. When you emotionally involve them so that they feel and understand that the company's needs will be met -- and therefore they will receive kudos, not criticism -- they will be most likely to proceed with the purchase.

When you're in a sales presentation or negotiation with a representative of a company, always treat the person as an individual. If you know anything about his or her personal life, bring that up to establish warmth in the conversation. If you notice a bowling trophy or family pictures on the desk, go out of your way to mention and admire these. Establish contact with the person as an individual. There won't be anything in the company's manual about buying from someone who is personable and reasonable and caring and easy to do business with, but what type of salesperson do you think will get the sale?

workshop.marketing.mon
9.25.00

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