Critical Selling. Kane Nick

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СКАЧАТЬ you accelerate the sales process and close more deals, all while remaining focused on the customer. We'll look at planning, opening, discovering, presenting, and closing. And we'll look at overcoming objections. But for now, let's focus on what it takes to sell to today's customer. Because the bottom line is that, despite all the changes, selling is still all about the customer.

      That means that today's sales professionals have to focus on the customer. Our research has shown that top performers do several key things to remain customer-focused: they use the right sales approach in dealing with customers at whatever stage they are in their decision-making process. They understand how customers perceive them. And, finally, they work to become trusted advisors. But before they can do any of that successfully, they first have to recognize (and accept) the fact that buyers have changed.

      Recognize That Buyers Have Changed

      Yesterday's paradigms and yesterday's customers and yesterday's selling approaches no longer apply. Sales and selling are evolving, largely because buyers and buying are evolving. In many cases, buyers are bringing sales reps in much later in the process (the extent to which this happens depends in large part on the complexity of the sale). By some measures, most of the traditional sales process is already done by the time a customer even contacts a sales rep. Forbes recently noted, for instance, that about “57 percent of the sales process [has] just disappeared.”2

      Faced with such data, it is useless to deny the facts that sales is changing and that customers have changed. Today's customers have little desire to have their hands held by sales reps who usher them through a lengthy decision-making process. Rather, buyers already have access to a lot of information, and chances are they've figured out their needs (or at least they think they've figured out their needs) before they've even reached out to you. Many likely have even already begun considering specific products or services that could meet their needs, solely based on what they've learned about your company.

      Customers can do this because there's so much information out there. Your website; your competitors' websites; industry websites; online social media; traditional media; online, personal, and professional references; and so much more: all of these sources provide customers with avenues to conduct their own research in order to determine what products and services are available to meet their needs. As such, customers are doing much of the legwork that sales reps used to do. And, as a result, the customer may well be further along in the process than sales professionals are used to.

      Not only have customers done much of the research but they're also often crafting their own solutions. The research they've conducted and the information they've gleaned from various sources allow them to identify their needs and determine what products and solutions will meet those needs. Today's customers know what they need, they know what they want, and they know how to get it. Furthermore, today's buyers not only know that there are various options available to them but also may even understand how they vary from one another. They have the ability to do the research and at times can determine what the points of differentiation are on price, features, and benefits.

      In addition to all of this, buyers are busier than ever – just like everyone else. We're all doing more with less, working on tight deadlines, solving problems in a 24/7 world from which we can rarely, if ever, disconnect. Like the rest of us, buyers are busy and demanding. They have less time to spend (and less inclination to spend time) with salespeople.

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      1

      Brent Adamson, Matthew Dixon, and Nicholas Toman. “Dismantling the Sales Machine,” Harvard Business Review. November 2013. Retrieved April 29, 2015, from https://hbr.org/2013/11/dismantling-the-sales-machine

      2

      Scott Gillum. “The Disappearing Sales Process,” F

1

Brent Adamson, Matthew Dixon, and Nicholas Toman. “Dismantling the Sales Machine,” Harvard Business Review. November 2013. Retrieved April 29, 2015, from https://hbr.org/2013/11/dismantling-the-sales-machine

2

Scott Gillum. “The Disappearing Sales Process,” Forbes. January 7, 2013. Retrieved April 29, 2015, from http://www.forbes.com/sites/gyro/2013/01/07/the-disappearing-sales-process/

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