When we meet people for the first time, we put them through a number of filters. The easiest one is visual. How do they dress? What hairstyle do they have? Are they tall or short, fat or slim, beautiful, average looking or plain ugly? The next filter is voice. Where are they between having a deep baritone or a lilting soprano voice? How fluently do they speak? Do they have an accent? Accents are interesting, because they indicate where they grew up. We can then fit them into our preconceived notions about what people are like from that place. In some cultures, we can also work out their education level from their accent and then transpose our presumptions about how intelligent they are. If you ever want a demonstration of this, just search for audio of Donald Trump having been over dubbed with a pseudo Oxbridge accent. He often claims he is a stable genius, but he actually sounds much more intelligent when you hear him with that dubbed posh accent. The remaining filter is the content of what they are saying and this comes last, after all of these other biases and prejudices have had a field day.
When we are online we have to pay attention to a lot of factors which determine our first impression. This is tricky, because the quality of the audio on most of these online platforms is very poor. Additionally, we can be trapped in a little box on screen, which negates a lot of our body language and appearance. You may have heard that body language is the biggest proportion of our first impression with others. Fake news! The original study in the 1960s by Professor Albert Mehrabian split the first impression into this breakdown: 55% appearance and body language, 33% tone of voice and 7% your words.
While a lot of self-proclaimed “experts” quote these statistics, they neglect to include Mehrabian’s important caveat. He said these splits only apply when we are not congruent. By this he meant, when the words coming out of our mouth, don’t match up with the expression on our face, our body language and the tone of our voice.
The tricky thing today is that the way we look is impinged by the video online technology and the way we sound by the lousy audio. On top of these issues, we live in the Age of Distraction where everyone is multitasking, when they are online and the Era of Cynicism, where everyone is worried that what you are telling them is fake.
If we wanted to get across that we are reliable and credible, then we need to make sure we look into the camera lens on our computer, set at eyeline height or slightly higher, rather than looking at them on the screen. If we look at the screen in front of us, it looks to the buyer like we are looking down on them. Sit up straight and slightly forward, by about ten to fifteen degrees. This is the online equivalent of leaning into the buyer, when they are speaking, just as we would were we face to face.
Obviously dress the part, because so many visual clues are captured there. Get into your business battle armour for the meeting and look and feel the part of a professional. Have additional lighting set up so that you are very clear on screen to the buyer. We don’t buy things from people lurking around in the dark, so get those lights organised.
Speak a little more slowly than usual, because of the poor audio quality and the audio time lag. This sounds easy to do, until you get excited about your product and start gushing about what a wonder it is and about the copious benefits for the buyer. You may find you really start ramping up your speaking speed. Also wear a headset with a microphone. This is very important for you to be able to hear the buyer as clearly as possible.
Don’t speak in a monotone, where every word is given equal attention and strength in some lunatic verbal democracy. Hit key words harder than the others to highlight these words are very important for the listener to take special note of. If we were in person, we could drop the strength out of these keys words, as another means of bringing contrast to what we are saying. Unfortunately, in the online world, we have a hard enough time being heard even at a strong volume, so forget whispering for effect.
Speak with enthusiasm. In fact, raise your energy about 20% above normal to account for the draining effects of the camera and audio. People who regularly appear on television know this. They compensate for the camera diminishing their presence, by ramping up their energy output. You will find that increasing your gesture frequency helps with raising your energy levels.
We must also project total authority, belief and sincerity. Eliminate all hesitation in your sale’s talk. No ums and ahs are allowed. These indicate you are uncertain about the thing you sell. We don’t buy from people who don’t sound like they are 100% sold on their own product. Instead replace these ums and ahs with pauses. The pause is a genius idea, because it allows the buyer to catch up the audio lag, gives them the opportunity to digest what you just said and clears the decks for the next chapter of what you are explaining.
In the online world, forging excellent first impressions is full of booby traps. These are unforced errors and we need to account for them, avoid them and convince the buyer to purchase from us.
Online meetings with existing clients are a breeze. The connection is there, the history, the trust has been built and the rapport building was done a long time ago. Basically this is a walk in the park. Now the brand new client is a different matter. You have never met, let alone even seen each other before and now you meet online for the first time. This can be a daunting prospect.
There is going to be a heightened sense of stress for this first meeting. “Will I be able to build trust online?”, “Can I establish some rapport, when we are separated physically and I am only seeing them on this little screen?”, “Will I be able to hear them clearly, given how poorly the audio performs in these online meetings?”. If we prepare well, we can reduce some of these anxieties.
Review your industry knowledge. What is their situation today given Covid-19 is disrupting so many sectors of industry? Is the market declining, rising, how fast, at what volume? What do I know about their company. How is their current revenue situation? What is the situation with their rivals – what would be some common issues they would be facing too? What about this individual I am meeting? What is their title, what information about them can I pick up through a Google search, looking at Linkedin, Facebook, my own contacts, their vendors, my colleagues, etc.
Before we speak with them, we have to review the value we bring to our clients. We are not focused on the spec details of the product, but on the benefits we deliver. If they decide to adopt us as a supplier, then how have other clients applied the benefits of our value inside their own companies. This could be a very useful insight to introduce when talking to this new customer.
What is likely to be their perspective? Buyers are generally interested in where they can place your solution in the triangle of tension, between time, quality and cost. Are we talking to the CEO, who will have a strategic viewpoint on where the company needs to go? Is it the CFO who is razor sharp focused on the cash flow burn and preserving the available cash inside the organisation? Is the client a technical buyer, who is going to be concerned about the spec, the gritty detail, the product guarantees available? Is the buyer a user buyer who is worried about ease of adaption inside the company, the after sales service help available, the delivery times involved?
Before we even make the appointment for the meeting, we need to sit down and draw a vertical dividing line on a sheet of paper. On one side we scope up what are the likely key issues facing this company right now. On the other side we align our solutions for their possible issues. There may be things we can't help them with and that is okay. We just need to understand where we can help them, depending on the priorities they attach, to the issues they currently face.
When we make the call to see about a business meeting, we try and understand if there is in fact a point to us meeting at all. We start by thanking them for their time on the phone and tell them “in order to properly prepare for our meeting, may I ask a few quick questions?”. We then check on possible needs they may have. We have already done some research and have come up with some hypotheses on what they might need. We are still in the dark at this point though, so we need to try a few possibilities and see if they correspond to the needs they have. “Many companies in your industry are currently facing an issue about XYZ. Is that also a concern for you?”. We are only looking for indications of what actually are their key pain points at this time.
Depending on their business, we may ask them about their current usage. Due to Covid-19, are they using more or less of the thing we supply? We also check on if they have budget to do business with us. “I know that companies are looking carefully at where they invest their funds at the moment and I am sure your company is the same. What kind of budget have they given you to work with at the moment?
At this point we may have sufficient information to conclude there is no actually point in meeting with them. We should say so, in a polite way, framed around not wishing to waste their time. If we think there is value, then we should make that point and confidently ask for the appointment to meet online.
Meeting a potential new customer online is a daunting prospect for salespeople. All of the skills we have built up have been tailored and refined for the face to face environment. Being in the same room with someone allows us to really get their vibe, microscopically analyse their body language, clearly hear what they have to say and in turn, be heard by the customer. The online world negates almost all of those finely honed skills. In particular, given our usual tried, true and tested modus operandi has been vanquished, how do we build trust with people who don’t know us and can barely even see or hear us?
When we go to the reception area of a client’s office, the person we are meeting will come out and collect us and then we move to the meeting room or we may have already been shown into the meeting room by the reception staff. In both cases the first impression will be vital. If we are sitting nicely, behaving ourselves in reception and the client approaches us, we are very conscious that this first interaction has a strong bearing on how things will go. Producing a brilliant first impression is what separate the great salespeople from the rest of the punters.
The same applies when they enter the meeting room, where we have been sitting waiting for them to arrive. We look them in the eye and smile before we stand. When we do get up, we stand up straight and greet them. Things are a bit different today. Wearing a face mask puts all of the weight on your eyes, to convey that smile. When we are online we can dispense with the face mask, but we have another mask controlling us and that is the screen. The size of our face in a little box will vary depending on how many others are in the meeting and who is talking. There is also the issue of their face on screen is at least ten centimetres below our camera lens, so if we are looking at their face, it appears we are talking down to them the whole time. Also, how can we gauge their reaction to what we are saying, if we are looking at the camera lens, so that we appear to be talking directly to them?
Well we can’t see two things at once in this case, so we have to smile, talk to them through the medium of our camera lens, give up on absorbing their immediate reaction to our words and concentrate on what they say in reply and how they say it. If possible, we want a neutral background which is absolutely not fascinating at all and so won’t compete with us. The green screen backgrounds available today are pretty wonky, but may be better than the catastrophe of your home environment. We also need to make sure our face is well lit. Often, I see people attending webinars, looking like they are broadcasting from a dank dungeon, because they are hiding in the dark. Naturally we are dressed in our business battle dress, including trousers by the way, in case we have to get up. We have all seen hilarious clips of the casual bottom half, being revealed when people walked away from the camera.
Interaction online is tough. The audio systems seem designed to ensure we are often talking over each, other effectively cancelling out completely what was just offered up. Getting excited and jumping in while the client is talking, during a face to face meeting, is not the best either but in an online meeting, it is a very bad decision. We need to allow the client to finish what they are saying. We need to exhibit good listening skills. We have to make an extra effort to feed back what we heard because the audio is usually unreliable. We obviously have to be on time and we need to keep to time. Clients can still be living that meeting hell, which has now shifted online rather than when they were those meeting room nomads, wandering around the corridors from one meeting to the next. If we say we are going to do something, then we need to be delivering immediately, in order to establish that feeling of reliability and therefore trust.
If we are doing a good job, the buyer will be seeking our advice on what is possible. We are seen as potential business partners. We have to reinforce that idea by providing useful insights about the industry, the market and the competition. These pieces of analysis have to reflect a correct understanding of the client’s current situation, where they want to be and what is holding them back at the moment. This is crunch time, because this reveals whether you have been spending your Covid-19 time at home fruitfully or just watching Netflix. Normally we are pretty busy, so our study time is limited but this has been the opportunity to really gather data and information to help clients with their business. How have you been spending your time?
The ultimate objective is to become part of the client’s brain trust. We bring value to the relationship that they cannot generate from within. “Design in” in manufacturing is the sweet spot. You are incorporated into the product, before it is even launched. We want to be there at the strategy development stage, adding intelligence gained from the market, ideas gained from our broader exposure to hundreds of companies we service and some over the horizon radar style predictions on where things are going. If you can’t provide this type of partner level assistance, then just what is the value your bring to the table? If we want be trusted, then this is where we need to elevate ourselves to and where we need to refine what we do.
I love dark chocolate. One of the downsides of my chocolate proclivity is that the lift from the sugar is followed by a deep drop in energy. One answer would be to keep eating chocolate all day, so that there is no drop, but the dropping dead of a heart attack opportunity probably makes that an unwise choice. Sales is similar. We totally rev the buyer up. We skilfully word picture them into a sugary world of good fortune about to arrive and then we depart. We take off with the sales order joyously grasped in our sweaty palm. Did we allow for the depression that follows the deal sugar hit?
It doesn’t matter if we are dealing with an individual buyer of a high ticket item or a corporate functionary, the same sugar hit can apply. We have taken them along the railway lines of building trust, determining needs through questioning, matching our solution, handling any pushback or hesitation and gaining agreement. All good textbook stuff and we now switch to fulfillment mode. We get on to the logistics, as this often requires the assistance of other departments. We are deep, deep in the detail and busily arranging for things to happen for the buyer. We have their best interests at heart, but we have completely taken our eye off the sugar hit.
What happens to the buyer after the sugar hit evaporates? What are they thinking? What things might be worrying them about this big commitment they have made for themselves or on behalf of the firm? Have we factored this in at all? We have severely raised their hopes, but we have left them in a state of “ungratified stasis”.
In B2B sales, we can easily forget we are dealing with human beings, racked with worries and fears. Japan is a country of “no mistakes allowed” and so people are scared to make a commitment, take responsibility or be accountable. They need strong reassurance they have made the right decision, that they won’t get into trouble, that everything will be fine and not to worry. Ah, but we don’t do it though. We just glide off into the sunset and start working on the next sale.
We have been working on their buyer emotions, because we know people buy on emotion and justify with logic. This “justify with logic” bit is often not given enough attention. The sugar hit of the emotional rollercoaster wears off and the doubts begin to crowd in. Giving them more rah rah, about how great this will be for the company, is just trying to extend the sugar hit. We cannot keep this up indefinitely.
We have their agreement, now we need to get to work to calm them down and enmesh them in the logical reasons this purchase is the right decision. We summarise what we just discussed, why the deal is important to helping their business and what will happen next. This is even down to the detail of when we will send the invoice, the date of payment clarification and the next steps they can expect from our side. It is all delivered in a friendly but calm tone of deep, studied religiosity about how much we believe this is the best thing for them.
We certainly ask them if they have any questions about anything to do with the deal and the delivery arrangements. We ask the question and then we shut up. We absolutely must not speak again until they answer. We are trying to flush out any basis for buyer’s remorse, that nagging doubt of “have I done the right thing or not?”.
Following this we ask for a referral. They are hot but calmer now and are likely to be open to introducing us to one of their circle. Please, please do not ask dumb things like, “do you know of anyone who…?”. That question confuses them. We are unnaturally requesting them to take in their whole world in one gulp, rather than just a key piece of it. Instead we try and narrow the focus down to people they can see in their mind’s eye. “Amongst your current business contacts in Tokyo, have you met anyone who may also benefit their business by applying this type of solution?”.
We say goodbye and then as soon as we get a chance, we send a follow up email. In that email we list up the 5 most important logical reasons that this deal with make a difference to their business. We should be sending another email the next morning attaching data, white papers, references, anything that smacks of concrete evidence and not just salesperson blather. By this time, things will begin to roll out and the solution will start to be applied. We make sure there is no opening for triggering overwhelming doubt and hesitations about their decision.
Enjoy your dark chocolate, seal the deal, but account for the sugar hit that will come, by being fully ready for it.