| Jeff Gitomer coined the phrase at a recent | | | | goals, industry, problems, his way of thinking, how |
| convention: "It's not about what you are selling, it's | | | | he makes money, his customer's customers, and |
| about what the customer is buying."In reality, the | | | | ultimately, their problems. Again, it's about what |
| customer is not buying your product, he is buying | | | | the customer is buying.Caution: The Solution May |
| fulfillment for a need. Salespeople need to | | | | Not Be What it SeemsThat is why it is important |
| diagnose customers' business needs and create | | | | that the "Sales Force of the Future" understands |
| solutions that help improve customers' business | | | | the customer's customer and the customer's |
| performance. What is the customer really buying? | | | | industry. Sometimes a solution that seems |
| Thomas Winninger, America's marketing strategist | | | | obvious is obviously wrong. My eight-year-old |
| states it simply with the following examples:"BMW | | | | grandson, Zayne, drove that point home to me |
| doesn't sell cars, their customers buy a driving | | | | just last week. We got in the car to go down to |
| experience.""Kodak doesn't sell film, their | | | | the store. Being a responsible grandfather, I put |
| customers buy a magic moment.""Hertz doesn't | | | | him in the back seat and told him to buckle his |
| rent cars, they get you out of the airport | | | | seat belt. "Gee, Grandpa we're only going down to |
| faster."Nowadays, salespeople must be problem | | | | the store on the corner. Do I have to?" "Zayne," I |
| solvers able to generate solutions for customers | | | | replied, "It's a proven fact that more than 75% of |
| in their time of need. Therefore, they must | | | | accidents happen within 20 miles of your home." |
| possess a great deal of knowledge about their | | | | With the seriousness and pure innocence of an |
| customers' business. Often, they must actually | | | | eight-year-old, Zayne looked at me puzzled and |
| define what those needs are because the | | | | said, "Then why don't we just move? "Finding the |
| customer may not know, nor take the time to | | | | PainBe more knowledgeable and conscious of your |
| explain.Customers want the "Sales Force of the | | | | customer's problem. You're no longer selling a |
| Future" to have the knowledge and intelligence to | | | | product, you're selling a solution to make their life |
| comprehend and analyze their problems before | | | | easier, happier, better, less complicated, or more |
| showing up at the door. Customers will listen and | | | | fun. By understanding the customer's business and |
| buy from the salesperson that finds the "pain" and | | | | his customers, you help them make a profit |
| takes it away. They want solution providers, not | | | | through both cost reductions, improved |
| the "coolest technology" with three adjustable | | | | efficiencies, increased value and increased sales. |
| speeds.The "Sales Force of the Future" recognizes | | | | Those solutions come in many forms and may |
| that it's not about what you are selling. It's not all | | | | have nothing to do with your product. That's |
| about the product. They are knowledgeable about | | | | okay. Look for the pain regardless of what it is |
| the customer's problem, what he/she is really | | | | and focus on the solution.Customers don't want |
| buying, and translates the solution into the sale.Old | | | | products, they want profits - or ways to make |
| and New FormulasAs today's sales environment | | | | profits. They want satisfaction, feelings of |
| leans toward a more multifaceted atmosphere, | | | | comfort, pride, praise and self-esteem. They are |
| salespeople must become strategists with a plan. | | | | people just like us. Well, maybe they don't have |
| This plan requires more knowledge about the | | | | the same crazy genetics that we have as |
| business, better relationships and better solutions. | | | | salespeople, but they are just as smart, just as |
| Some old school salesmen may believe they | | | | caring and have similar personal needs and |
| know what it takes. They have the experience. | | | | feelings.So, how do salespeople find the |
| They've been around a long time. They also may | | | | customer's pain and identify the problem? How do |
| be wrong. The world is changing. The "Sales Force | | | | we figure out what they are really buying? You |
| of the Future" is doing things differently. They | | | | gain much of this knowledge by listening. I mean |
| recognize we can't afford to become complacent. | | | | really listening. You don't focus on pushing product. |
| Complacency destroys competitive advantage. As | | | | You focus on the customer and what he is telling |
| sales professionals, we can't become full of | | | | you. You research his industry. You talk to his |
| ourselves, no matter how long we've been in the | | | | customers and even his competitors, but carefully. |
| field, no matter how much experience we have. | | | | Once you have this knowledge and understand |
| Thomas Winninger emphasizes my point in telling | | | | your customer completely, you can provide |
| the story of the tortoise and the hare.In the fable | | | | intelligent solutions to almost any challenge. You |
| The Tortoise and the Hare, the tortoise didn't win | | | | have raised your customer's expectations of you |
| the race. The hare lost it. He lost it because he | | | | and your company, which creates competitive |
| was stupid. He was too busy looking over his | | | | advantage. It's all about value - not the |
| shoulder wondering what the tortoise was doing | | | | value-added built into your product or your |
| instead of taking advantage of his strengths. He | | | | service, but it's about adding value to a situation, |
| was better, faster, quicker and smarter - but he | | | | to your relationship. Do this and you create a real |
| forgot, he became complacent.On the flip side, the | | | | partnership with your customer and his |
| "Sales Force of the Future" understands that | | | | company.It's Not Rocket ScienceSteps to follow:1. |
| everyday is a new learning experience. In the old | | | | Relationships are still very important - Build them.2. |
| days when I was a salesman growing up in | | | | Analyze the situation - Understand the customer's |
| distribution, sales success had a simple formula: | | | | |
| Relationship Selling. A mentor of mine drilled that | | | | problem before you talk about the solution. |
| formula into my head.Formula of Past Success: | | | | Listen, listen, listen.3. Be familiar with the |
| Develop a strong relationship with your customer, | | | | customer's past, present and future goals and |
| make friends with him, and he will find a way to | | | | adjust accordingly.4. Put yourself in their shoes. |
| buy from you.Relationships alone will not get you | | | | What would you want to hear? What would you |
| the sale today. Of course, they are still very | | | | do?5. Talk to the "head man" - the hub - the one |
| important, especially to get a chance to even | | | | who makes the decisions and knows the |
| apply today's formula for success. Today's | | | | company inside and out.6. Know the industry - |
| formula is just as simple as in the past, but | | | | Talk to your customer's customers.7. Do your |
| remember, it's not about what you are selling, it's | | | | homework - Surf the net and do research. Learn |
| about what the customer is buying. Figure out | | | | your customer's business, his market, his |
| what he is buying - what solution the customer | | | | competition, how he makes a profit, his customer |
| needs. | | | | and, most importantly, his personal pain in doing |
| Formula of the "Sales Force of the Future:" | | | | business.As stated earlier, relationships are still |
| Figure out what the customer is really buying. | | | | important. In fact, there should be multiple layers |
| Become a total solution provider by taking away | | | | of relationships between your customer's firm and |
| the pain.Find the pain and make it go away, even | | | | yours, not just one. What's the difference today? |
| if it has nothing to do with your product. It's about | | | | The relationship is just the ante to play in the |
| being a total solution provider. Today's formula | | | | world of professional sales. Once we've |
| works because it creates competitive advantage. | | | | established those relationships, we must manage |
| It is the secret to success for the "Sales Force | | | | them well to provide maximum value to our |
| of the Future."In times past, salespeople were | | | | customers.The lone wolf sales approach of the |
| trained to focus on their product. They knew | | | | past, the one I too grew up using, won't work in |
| everything about it - what features it had, the | | | | today's environment. The "Sales Force of the |
| benefits, how long it could last and what the red | | | | Future" understands that. Times have changed. |
| button did when pressed. Salespeople talked about | | | | Consolidations continue to occur. Purchasing is a |
| the product until they were blue in the face. | | | | profession. Customers are smarter. They gain |
| Armed with brochures and warranties, they were | | | | more market power everyday. The "Sales Force |
| ready to attack. But, in today's environment, | | | | of the Future" understands that it is no longer |
| customers want more, not just the latest | | | | about Power & Politics, it's now about Principle & |
| technology and the best "widget" a person can | | | | Process. Success for the "Sales Force of the |
| buy. They want complete solutions to all their | | | | Future" depends on an architecture aligned with |
| problems. Suddenly, the brochure and other | | | | customers' needs and profit opportunities. |
| marketing materials are simply support functions. | | | | Remember, it's not about what you are selling!Dr. |
| Buyers are more educated, more professional and | | | | Rick Johnson () is founder of CEO Strategist LLC. |
| seek more than just products. They want | | | | an experienced based firm specializing in strategic |
| efficiencies, market share and profit generation.As | | | | leadership . CEO Strategist works in an advisory |
| Jeff Gitomer says, "You cannot puke all over | | | | capacity with company executives in board |
| your customers with features and benefits." In | | | | representation, executive coaching, education and |
| the old days, we were taught to spray the | | | | training to make the changes necessary to create |
| purchasing agent's office with talk about these | | | | competitive advantage. You can contact them by |
| features and benefits. When they asked questions | | | | calling 352-750-0868, or visit for more information. |
| we were trained to watch their lips, and when | | | | Rick received an MBA from Keller Graduate |
| they took a breath, that was our sign to talk | | | | School in Chicago, Illinois,a Bachelor's degree from |
| some more. In contrast, the "Sales Force of the | | | | Capital University and his PhD in strategic |
| Future" needs to LISTEN more than 80% of the | | | | leadership. |
| time. UNDERSTAND the customer's behavior, | | | | |