Dangerous Knowledge: What We Know Can Hurt Us
An article by Keith Rosen about selling
I recently purchased some advertising space in a national magazine. I have been a subscriber for years and knew everything I needed to know to select them as an advertising vehicle. I called them with one intention, to place an order.
When I called their office, the salesperson began doing what she felt was appropriate; to start selling me. She began with the history of the magazine, then moved into a discussion about her subscriber base, how effective an advertising campaign can be and ended with information about her ad design team. She was unaware that I already knew all the information that she decided to share with me.
She never took the time to ask what my intention was in running the ad or what information I might be interested in hearing more about. While she was speaking at me, I could only think about how many selling opportunities this must have cost her when dealing with prospective clients who didn't have the time or patience to listen to information that didn't fit for them.
This is not an unusual problem. Many salespeople spend much of their time during a sales call attempting to educate the prospect about their product, service and industry. They think it will stimulate interest and increase the odds of earning a new client. In many cases, this is the same strategy that compromises their opportunity to create a relationship with that prospect.
Unfortunately, this is the easiest way to lose their attention. Once a person hears something they aren't interested in or if they feel you are providing information that doesn't apply to them, their interest is lost and they stop listening.
A sales call is not the time prove how much you know. It’s the time to find out what you don't know about the prospect and what the prospect doesn't know about you. It is not your knowledge that sells, but how effectively you customize your knowledge to meet each of your prospects’ specific needs.
Before you can uncover a prospect’s individual needs and educate them on how your product will meet those needs, you must first uncover what your prospect already knows.
Your company's presentation materials are designed to assist you in educating your prospects. However, it's your job to determine and provide the appropriate information that will fit their specific situation.
Start your conversation by asking certain questions. Questions will enable you to uncover the relevant information to provide and identify the prospect’s objective and expectation of the meeting. Begin your meeting with the following questions. “What are your expectations of our meeting today?” “What information can I provide that would assist you in making the right decision when choosing a contractor? "Just so I don't sound repetitive, what do you already know about ...?" Then, based on the information you receive, you can craft your presentation.
Caution: When listening to what your prospect already knows, some of the information you receive about your product or industry may be inaccurate. Address this carefully. Instead of correcting them, simply add another truth to their statement by asking another question or adding to what they had said. Otherwise, while making yourself look right, you run the risk of making the prospect wrong, thus putting them on the defensive.
Most importantly, learn to put your ego aside and let go of your need to "sell."
The most effective presentation is going to be judged by the outcome that you
produce. This begins with finding the right balance of information that your
prospects want to hear.
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This article about selling presented by Profitbuilders.com