Every minute, there is more and more competition for the same clients, so we need to differentiate ourselves very clearly. I see new competitors entering the market all of the time, even during Covid. You would think at least during Covid, things would quieten down a bit on the competitor front, but no. Existing competitors are getting more and more desperate, so they start giving everything away and this puts tremendous pressure on pricing. What we absolutely don’t want is for the buyer to think they can just swap another company’s solution in to replace us. The price fight is the path to oblivion. We have to change the competition battlefield to value, instead of pricing.
We need our USPs to be crisp and sharp to make sure the buyer knows we are different and better than the competition. We need to point out what we are offering that they are not. One of the dangers of selling the same line up of products over a number of years is we become numb to their special characteristics. When we first start out studying the product range we are excited, we are desperate to get a clear understanding of the lineup, so we can explain its features and benefits to the buyer. Over time that freshness decays. We also get lured into a price discussion with the client.
When crafting our Unique Selling Proposition we need to look at things from the buyer’s perspective. It is no help talking about what we sell. That is tremendously interesting to us, but more importantly what is of interest to the buyer? We can get bogged down in the nitty gritty of the spec, the detail, the data. More importantly, we want to know what are they trying to buy? What problems do they need help solving? Where do they need more value? When do they need it?
For example, in our own case, we may think we sell sales training, but what company buyers want is to receive greater per head sales revenue outcomes from their salespeople. We sell outcomes and the training service is the tool to achieve that. We can easily get confused about that though. Do our USPs address the typical objections which arise when explaining our solution?
Let’s make us the case study, to make the key points a bit clearer. For you own product or service, do a similar analysis and see what you come up with. For Dale Carnegie Training we have been in operation since 1912. The client doesn’t care a fig about that. What they do care about is risk reduction for themselves. A track record of 109 years provides the client with the sense that this company has a solid track record, so therefore, they are more trustworthy as a result. “I won’t get fired or rebuked for recommending this company with such a substantial, safe, track record” is what they are thinking.
We teach 90% of the Fortune 500 companies. Again, “so what” from the buyer’s point of view. The essence of the USP here has to be that these Fortune 500 companies are the richest and most powerful companies and they can choose whoever they want to provide training services. The fact that they choose Dale Carnegie is an indication that the biggest organisations have done their due diligence and like what we do, so we are a safe choice. In Japan everyone wants to know about precedent, because no one wants to be the early adopter. They don’t want to be the test case. They want to be mainstream, which is the safest position with the least risk.
We have offices in 100 countries. This is another “so what” potential reaction from clients.
We need to point out that because of our global network, we can deliver training where ever the client is located and we can do it in the language and cultural context of that society, ensuring the best reception of the training content. We have to work out where is the relevancy for this client? Maybe it is just irrelevant. In that case we don’t waste valuable client facing time and we find another USP which is more relevant.
Our trainers are required to complete 250 hours of train-the-trainer content before they can be certified by Dale Carnegie and be allowed to instruct. The point is to mention that this whole process takes about a year and a half and only the most motivated and dedicated people are willing to put themselves through this rigorous process. This is why our trainers are the “best of the best”.
The client has no idea about our internal processes and standards, so we need to place these in a context which is meaningful for them. For example, we might talk about this tough internal standards arrangement being a cure for the common training company issue of some instructors are really good and others are not so good. In these companies, there is no consistency and therefore no certainty as to what service level you will receive.
The point of the USPs is to differentiate what we are doing from our competitors and give the client the comfort that they are making a wise decision in choosing us to provide the solution to their problems. So, blow some dust off your own USPs and get the salespeople doing some drills on USPs in their morning role play practices, before they talk to or see any clients.
We have so many things pulling us in different directions at the same time, we can get a bit overwhelmed by all the sales work we have to do. We can get caught up in the weeds of our daily work and lose sight of the big picture. We are being beaten up over the numbers or lack thereof, the revenue budget daily, weekly, monthly status. How can we get the right focus on what we should be doing and make our efforts more effective? There is a simple method we can use which is very quick and straightforward. Firstly, we need to take a brief moment and draw a focus map of what we need to be working on.
Why a focus map? We need to eliminate everything that is distracting us from reaching our goals. How do we draw a focus map? In the center of a piece of paper put a small circle around the one or two words which make up the key area of focus. Now add separate related words which come to mind that fit this category and then circle those words to make sub categories.
On the page, these circled words will be arranged around that original central circle like planets around the sun. For example, we might think of key topics like Better Time Management, or Better Client Follow up, or Better Planning, or Better Communicator, etc. Taking one of these topics, in a few minutes, the list of related words will soon come forth. This is because we have all of these thoughts inside our mind and we just need the chance to release them.
If we take a concrete case and make the key focus in the central circle Better Time Management for example, some related sub category words to surround that idea might include words like: prioritisation, block time, procrastination, Quadrant Two focus, to do list, weekly goals, daily goals, etc. In a short period of time we have developed sub categories for us to work on, in order to improve our time management. By physically arranging these words around the central idea, we engage our mind through visual stimulation. Having done that, we now apply a template to help us decide just what we are going to do about each of these sub categories.
There are Six Steps.
A completed version might look like this:
We could repeat the same process for the other words we thought of like: block time, procrastination, Quadrant Two focus, to do list, weekly goals, daily goals etc. The beauty of this focus map is we can go both deep and broad very quickly. Time poor salespeople need to maximise the time spent on thinking rather than just doing.
Over Parts One and Two we have been exploring how to apply some human relations principles when we are working with our buyers. Buyers don’t buy products or services. They buy us first and the solution comes with us, as a package. If they don’t buy us, then the package can be the best one on the planet on paper, but they won’t bother to buy it because it doesn’t feel right because the trust is not there. Let’s look at three more powerful time tested universal principles to help us build buyer trust.
“Some buyers are boring when they talk about themselves and I tune out, because I only want to hear stuff that will help me make this sale”. That doesn’t sound like a good approach to the buyer and using such selective listening skills can mean we miss important signals and information from the buyer. What are they saying with their eyes and body language? What are they not saying? We need our attentive and empathetic listening skills on full deployment when we talk with our buyers.
Remember we need to develop a genuine interest in the buyer as a person. How can we do that? Let’s find out what are some key areas of importance to them. We will discover things and experiences in common and that really helps to build our bonds together. Let’s use a memory linking technique - Nameplate, House, Family, Briefcase, Airplane, Tennis Racket, Ideas. This technique by the way works for everyone you meet not just buyers, by the way. So how does this technique work?
Imagine the following: A huge silver nameplate is crashing into the roof of a completely pink house. Inside the pink house in the living room is a giant baby, like a sumo wrestler size in a diaper. The giant baby is playing with a work briefcase. Out of the briefcase the giant baby pulls out a model old style aircraft. The wings have propellers, except these are special propellers, because they are huge black tennis racquets. Threaded through the strings of the black tennis racquets are the rolled up pages of a newspaper. All we need to do is remember these connectors: Nameplate, House, Family, Briefcase, Airplane, Tennis Racquet, Newspaper
So now we can ask buyers we are meeting for the first time where they live, how many people in their family, what has been their occupational experiences, do they travel much for work or pleasure, what are their hobbies and what is the latest news from their industry. We don’t necessarily ask these questions in this order or ask all of these questions. We certainly don’t make it sound like we are interrogating them or prying into their private affairs. We use tact and diplomacy when we engage them about their private interests.
Using some of these questions we will never be stuck on how to make small talk with our buyers. We can build trust with buyers through getting to know them by showing genuine interest in them. Ask the buyer questions using the Who, What, Where, When, Why, How formula. Who have they worked for previously, what was it like, where was their office, when did they start here, why did they choose this company they work for now and what do they like most about it?
People love to talk about themselves, so become a good listener: What excites them? What are their interests? Make finding out all about the buyer your mission and you are sure to find the buying conversation more effective. Remember we are trying to become their trusted business advisor, so the personal connection is critical.
8: Talk in terms of the other person’s interests.
What if you don’t know about the other person’s interests? No problem. Ask more questions – remember what we learned in Principle Seven about being a good listener. We may not be told immediately by the buyer what they are interested in, because they are still checking us out, to see if they can trust us. We need to gain their trust to allow us to dig in, to find out how we can help them.
By asking questions we have the chance to know more about them and that allows us to highlight similarities and things we have in common. This makes the trust building easier. By applying Principle Seven – listening – and Principle Eight – talking in terms of their interests, we will naturally make the other person feel heard, which makes them feel important:
Notice how words like “honesty”, ”sincerity”, and being “genuine” run through these first nine Human Relations Principles. Without these, the principles are simply tools for manipulation. Buyers are not stupid and they see through manipulation. It is definitely not the way to win friends or positively influence them or make any sales. Most people go through their work days with very little praise, appreciation or recognition for what they are doing. If we can find some things to recognise and we do it in an honest, non-manipulative fashion, then we will build a strong connection of trust with the buyer.
How can you use the nine human relations principles we have covered so far, to develop friendships and relationships with buyers and have a positive influence on your business?
In the last episode we looked at the first three of the human relations principles we can apply when interacting with our buyers. Sales is all about trust. Trust is built up through what we say and what we do. It is also a function of our behavior with buyers. We face a tricky equation of getting on with all types of buyers with different outlooks, communication and personality styles. There are some universal aspects of our control over what we say and how we say it, which will serve us well in order to serve the largest scope of buyers possible. We know all of these things. The only problem is we don’t do them!
We are all severely time poor and focused on what we need to do. We have little mental bandwidth for what other people are thinking or need. It is very hard to build up trusting buyer relationships with a time poor, highly transactional approach.
If we don’t build trust, then what sort of relationship will we have with the buyer? The way to build trust is to get to know people and get them to get to know us. The more things we share in common, the easier it is to get on with each other. This is not manipulation, trying to get to know others, so that we can use them. People are not stupid and they pick up on this immediately.
What we are talking about here is genuine interest. Each one of us has areas or experience or interests which others would genuinely find interesting. It is often amazing to learn things about buyers you have worked with over many years, that you had no idea about. It makes for a richer happier interaction. With new clients, it breaks the ice and makes the relationship building go so much smoother.
You might be thinking: “but even if I start to be genuinely interested in them, it’s difficult to start a conversation about things other than the products”.
The first step is to use Principle number 5. Smile.
As we smile, we start to develop a relationship with the buyer. It sounds so simple – smile, how hard can that be? Well take a good look at people’s faces at work and in business. Most are looking stressed, concerned, pressured and very, very serious. Not too many smiles being shared around. That is the way of the modern world. We are supposed to be getting more time thanks to technology, but in fact, it is making us busier and more stressed as a result.
So keep this in mind, that every time you face a buyer to speak, crack a big smile first before you say anything. They will feel better about you and much more likely to cooperate with you and be pleased to see you every time you turn up. They will feel it is easier to speak with you and you can bridge into conversations beyond just the lineup in the products catalogue.
It is unthinkable that we would forget the name of our buyer. However, we might be dealing with a number of people on the buying side and we may not meet all of them each time. If we meet them again or pass them on the way to the meeting room or meet them at a networking event, we had better be able to remember their name.
They may not be able to remember ours by the way, so we should eliminate any potential embarrassment. Here is an iron rule. Whenever we meet anyone, always start with offering our name first. For example, “Hi, Greg Story, good to meet you again”.
If we start packing the conversation with the buyer’s name every few minutes it sounds weird and will have the opposite effect than that which we desire. It has to have a natural cadence. We need to get the personalisation balance right and common sense should be determining when to use their name.
How well can we apply these three simple, yet effective, principles with buyers? None of these ideas are new, complex or difficult. The secret is having the discipline to change how we currently communicate with our buyers. We get into ruts, get stuck in fixed patterns of interaction. Try to break out of those confines and make the buyer, the human being, the center of the conversation. Our competitors won’t be doing this, so it is an excellent and simple way to differentiate ourselves from the competition.