By considering our customers’ unique sales journey and buying styles, we can tailor our messages and sales approach, and increase our sales effectiveness.
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I used to think that great deals started with a great product and closed with a Jedi salesperson that could mystically anticipate every customer objection and demonstrate product superiority in terms of benefits, features, and price. I realized that if I maintained this outlook, the customer starts to feel like the enemy. As I watched sales cycle after sales cycle, my perspective changed. Read More →
We spend much of our time thinking about how attractive our customers look to us. The secret to shortening manufacturing sales cycles is to understand how attractive we look to our potential customers. Think about it. In meeting after meeting and spreadsheet after spreadsheet we analyze customers based on their purchase volume, profit margin, and product mix—celebrating those customers that buy a lot, pay a lot, or buy what we want to sell. In the same breath, we grumble about customers that require gobs of TLC but then don’t buy very much, spend very much, or order what we would like to sell. Read More →
“I’m not sure about naming competitors in our customer survey. Isn’t it risky to name potential replacements for our products?”
This question has come up from not just one but multiple customers over the past year. At first, I was somewhat surprised and thought it may be a unique aspect of certain industries. But the more it came up, the more apparent it became that this was a fairly widespread concern. Read More →
Everyone yearns for customer love. However, in business, getting customer love may be easier than keeping it.