It is often said that customers buy people they love. Although we are not used to buy people we dislike, it is more a dimension to this old saying.
Customers buy people whom they trust
To illustrate this point, consider the representativeness of potential customers to respond to new sales people who first contact with them (otherwise known as cold-calling):
1. They find an excuse to hang up the phone as soon as possible
2. They will be very busy during rendezvous with vendors
3. They keep their mouths closed as much as possible when sales people ask questions
4. They refer not sell to a higher authority, even if such a need is clear
5. They often use delaying tactics as "If there is a need, we'll call you" to appease sales, etc.
These are just a few examples, customer behaviour during their distrust sales. As such, for customers interested and excited about what you have to offer, you must first win their confidence.
A Question of Lust
The reasons that customers do not trust the sellers is very simple: they believe that the only thing that sales people care about is their money. Unfortunately, this "thirst for clients' money" is quite the case with many people on sales, and customers can smell miles away.
When customers make purchases, what they really want in exchange for the money they spend, is based value. It is, perhaps products or services they buy higher productivity, reduce losses or simply improve their quality of life.
Hence, the first step to build confidence is as follows: you must be seen as the customer side and pro-active customers to solve problems.
Here is a simple example. When most of the sales of their potential customers, they will say something like: "Hello, my name is xyz, and I am one of the company ABC. How are you today? Let me show you a demo of our latest gadget improve productivity. As I will be around your vicinity on Tuesday afternoon, can I come see you around 2 hours or 4 hours? "
The problem with this way of the approach lies in the way for these customers. It may just say "not interested", or say yes and then get their secretaries to tell you "the boss has an urgent meeting, please leave your documents on the receipt, and we'll call you when we need" .
The reason for these responses from customers is that they do not trust what you said. They have probably seen just too many "productivity enhancement gadgets," and hear too many "I am a little in your neighborhood" stories and will certainly be too busy to respond to another peddler of gadgets. In addition They do not have enough confidence in you to say their "productivity" challenges, if that is what your product solve.
To overcome these issues trust a first contact, sales people and their managers will have to work together to strengthen customers' confidence and allay fears that they will rip off, or they are wasting their time.
The sale person, it will provide the customer with what Miller Heiman a valid application, the company because of its openness call, for example, "Hi, my name is xyz. I understand that many companies in your area are facing serious challenges because of the sharp rise in raw material costs. I would like to explore with you if we can help improve your productivity, and reduce your costs. "
The sale managers of view, confidence should be built beyond the first cold call. Customers are likely to increase their confidence if they had seen evidence and case studies of success before the first phone calls from the sale.
To strengthen the credibility, not benefits
Traditionally, many companies focus only on "features, benefits and advantages", none of whom will work if the customer does not have enough confidence in you. Therefore, sales would have to establish its credibility during the sales process, namely:
* Listen
* Do your homework and ask intelligent questions
* To provide assurance to your customers
Many sales people tend to put too much emphasis on their companies and products they offer, we forgot to listen to their customers needs, desires and concerns.
To ensure that customers spend more time talking, sales would have to ask intelligent questions. Typically, customers expect sales people to have done some research on clients websites. Sales people can improve this through customers annual reports (if listed companies) or the source of news reports about these customers. If a potential customer is a competitor of a client, you can find more information on the latter. Web 2.0 social networking sites are also a great source of information.
Although some managers sale May argue that spending too much time on Internet sales manger of time and therefore, undermines sales. However, go to a client and not knowing what the right questions to ask to make the customer feel that you, not incompetent, which is worse. Sales managers will have to find the right balance in allowing ample time for research and for sale.
Ultimately, customers often have concerns about niggling purchase your part. Rather than avoid these concerns for fear that the fight against the harm your sale, the opposite may be true. If customers have obtained any unanswered questions or concerns about your products and services, they will be as follows:
* Less likely to buy
* Buy less
* A hard drive negotiation on the price
So when you are approaching the closing stages of your sale, looking for signs that show the client is nervous and uncomfortable. Then, seek to address these concerns and provide guarantees.
The politics of truth
Perhaps the greatest destroyer of confidence is to "over-promise and under-deliver." The causes of this destruction are twice:
* Sales of people make promises to customers about what they can not (or not sure if they can) offer
* Companies that deliver less than expected, levels of quality products to their customers
For the former, sales managers should ensure sellers are not over-promise their clients only to get the sale or achieve their sales target. This could seriously damage the trust between buyer and seller, and it will be really difficult for future sales efforts to succeed.
For the latter, nothing motivates sales have more customers to answer questions they have no answers. No amount of sales effort to succeed if the company does not invest enough in quality to ensure that customers get the value they pay. When companies provide the quality of poor quality, not only will there be a decrease in sales, there will also be an immediate increase in sales turnover. This is not a question of "if" is just a matter of time. After all, who wants to sell to a company that they can not even trust?
by c.j. Ng
c.j. is a subsidiary of Human Resources Chally Group in China. Founded in 1973 through a grant from the Department of Justice USA, the HR Chally Group provides forecasting and conformity assessment of management, sales, technical, customer service, and administrative talent. Unlike other assessments that carries only the personality profiles, profiles Chally exactly what is required by job descriptions and responsibilities and to predict whether these talents can succeed in the future. As such, you will:
* Up to 40% reduction in staff turnover
* Up to 30% increase in employee productivity
* 85% + accuracy in identifying effective performers
Customers buy people whom they trust
To illustrate this point, consider the representativeness of potential customers to respond to new sales people who first contact with them (otherwise known as cold-calling):
1. They find an excuse to hang up the phone as soon as possible
2. They will be very busy during rendezvous with vendors
3. They keep their mouths closed as much as possible when sales people ask questions
4. They refer not sell to a higher authority, even if such a need is clear
5. They often use delaying tactics as "If there is a need, we'll call you" to appease sales, etc.
These are just a few examples, customer behaviour during their distrust sales. As such, for customers interested and excited about what you have to offer, you must first win their confidence.
A Question of Lust
The reasons that customers do not trust the sellers is very simple: they believe that the only thing that sales people care about is their money. Unfortunately, this "thirst for clients' money" is quite the case with many people on sales, and customers can smell miles away.
When customers make purchases, what they really want in exchange for the money they spend, is based value. It is, perhaps products or services they buy higher productivity, reduce losses or simply improve their quality of life.
Hence, the first step to build confidence is as follows: you must be seen as the customer side and pro-active customers to solve problems.
Here is a simple example. When most of the sales of their potential customers, they will say something like: "Hello, my name is xyz, and I am one of the company ABC. How are you today? Let me show you a demo of our latest gadget improve productivity. As I will be around your vicinity on Tuesday afternoon, can I come see you around 2 hours or 4 hours? "
The problem with this way of the approach lies in the way for these customers. It may just say "not interested", or say yes and then get their secretaries to tell you "the boss has an urgent meeting, please leave your documents on the receipt, and we'll call you when we need" .
The reason for these responses from customers is that they do not trust what you said. They have probably seen just too many "productivity enhancement gadgets," and hear too many "I am a little in your neighborhood" stories and will certainly be too busy to respond to another peddler of gadgets. In addition They do not have enough confidence in you to say their "productivity" challenges, if that is what your product solve.
To overcome these issues trust a first contact, sales people and their managers will have to work together to strengthen customers' confidence and allay fears that they will rip off, or they are wasting their time.
The sale person, it will provide the customer with what Miller Heiman a valid application, the company because of its openness call, for example, "Hi, my name is xyz. I understand that many companies in your area are facing serious challenges because of the sharp rise in raw material costs. I would like to explore with you if we can help improve your productivity, and reduce your costs. "
The sale managers of view, confidence should be built beyond the first cold call. Customers are likely to increase their confidence if they had seen evidence and case studies of success before the first phone calls from the sale.
To strengthen the credibility, not benefits
Traditionally, many companies focus only on "features, benefits and advantages", none of whom will work if the customer does not have enough confidence in you. Therefore, sales would have to establish its credibility during the sales process, namely:
* Listen
* Do your homework and ask intelligent questions
* To provide assurance to your customers
Many sales people tend to put too much emphasis on their companies and products they offer, we forgot to listen to their customers needs, desires and concerns.
To ensure that customers spend more time talking, sales would have to ask intelligent questions. Typically, customers expect sales people to have done some research on clients websites. Sales people can improve this through customers annual reports (if listed companies) or the source of news reports about these customers. If a potential customer is a competitor of a client, you can find more information on the latter. Web 2.0 social networking sites are also a great source of information.
Although some managers sale May argue that spending too much time on Internet sales manger of time and therefore, undermines sales. However, go to a client and not knowing what the right questions to ask to make the customer feel that you, not incompetent, which is worse. Sales managers will have to find the right balance in allowing ample time for research and for sale.
Ultimately, customers often have concerns about niggling purchase your part. Rather than avoid these concerns for fear that the fight against the harm your sale, the opposite may be true. If customers have obtained any unanswered questions or concerns about your products and services, they will be as follows:
* Less likely to buy
* Buy less
* A hard drive negotiation on the price
So when you are approaching the closing stages of your sale, looking for signs that show the client is nervous and uncomfortable. Then, seek to address these concerns and provide guarantees.
The politics of truth
Perhaps the greatest destroyer of confidence is to "over-promise and under-deliver." The causes of this destruction are twice:
* Sales of people make promises to customers about what they can not (or not sure if they can) offer
* Companies that deliver less than expected, levels of quality products to their customers
For the former, sales managers should ensure sellers are not over-promise their clients only to get the sale or achieve their sales target. This could seriously damage the trust between buyer and seller, and it will be really difficult for future sales efforts to succeed.
For the latter, nothing motivates sales have more customers to answer questions they have no answers. No amount of sales effort to succeed if the company does not invest enough in quality to ensure that customers get the value they pay. When companies provide the quality of poor quality, not only will there be a decrease in sales, there will also be an immediate increase in sales turnover. This is not a question of "if" is just a matter of time. After all, who wants to sell to a company that they can not even trust?
by c.j. Ng
c.j. is a subsidiary of Human Resources Chally Group in China. Founded in 1973 through a grant from the Department of Justice USA, the HR Chally Group provides forecasting and conformity assessment of management, sales, technical, customer service, and administrative talent. Unlike other assessments that carries only the personality profiles, profiles Chally exactly what is required by job descriptions and responsibilities and to predict whether these talents can succeed in the future. As such, you will:
* Up to 40% reduction in staff turnover
* Up to 30% increase in employee productivity
* 85% + accuracy in identifying effective performers
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