I was recently asked to help train our sales force on how to sell a new pharmacy automation solution into LTC and Corrections, which are both very complex markets (See Channel vs. User Training for more on that). As a result, I've been looking for opportunities to learn more about sales. I have directly taken on a few accounts to get a better understanding of the sales process having "walked the walk." In addition, Jeff Thull's book entitled Exceptional Selling was recommended, so I decided to give it a read.
I found the book to be very insightful and extremely applicable to this product and the LTC and Corrections market. Given my background consulting, I've always been focused on providing value through diagnosing and solving a customer's problem. This book seems to really catch the essence of truly helping customers by helping them identify and solve real problems through the sales process. It was a very refreshing change from the typical "hunter" mentality in used in transactional sales, i.e. "communicate value, take order." Here's what I mean... http://www.valueforward.com/20080116.html
Here are my key takeaways from the book:
Presentations are counterproductive when done too early in the sales process. How can you present a solution to a problem before you know whether it even exists, let alone how much it costs? I've experienced this firsthand. Early on, when our product was still in its inception, we used to tell prospects that it would dramatically reduce drug waste, based on experience with a handful of customers. Well, as we soon learned, in some cases it wasn't an issue and in others our customers weren't paying for it (the government is... read more in my white paper on drug waste in LTC). So, as you can imagine, they weren't even interested in speaking with us, even though our product may have addressed any number of other issues they had. We've now learned to better understand the prospect's specific environment prior to making any assumptions about their problems.
To be an effective salesperson, you must overcome the perception of a typical salesperson. I can certainly relate to this. I have a ton of friends that are sales people. Heck, you could even call me a sales person. I like sales people, really I do... I just don't like them when they are trying to sell me something. Most people don't and that's just the thing. The book goes into much detail about why that is and how sales people can overcome it, but I won't go into it here (you should read the book). However, one piece of advice it gave was to be "professionally involved, emotionally detached." You cannot let your own emotions (positive or negative) get in the way of diagnosing and solving the customer's problem. It can be extremely difficult, but very effective in establishing credibility and overcoming the stereotype.
Value propositions are a commodity. If you have a value proposition, so does your competitor. And to a prospect, no matter how different the benefits may be, the value props all sound the same, "our solution will save you XYZ by providing ABC." Value props are typically very generic and speak to a broad range of customers. Thull says, a value proposition "requires the customer to translate that value into terms that are relevant to their business and their job responsibilities." As an alternative, Thull outlines a process of translating assumed value to proposed value to achieved value.
By identifying, quantifying, and proposing solutions (including competitive products and other substitutes), a salesperson will establish credibility and trust. And, helping guide a customer through a quality decision-making process, rather than make assumptions and present a weak or meaningless value proposition, will result in higher quality sales. Customers will begin seeing the sales person as a trusted business advisor, instead of some pushy sales guy that's cramming some new product down their throat. I believe by following this philosophy...
Your sales people and process will become a distinct competitive advantage.
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