A Selling Dilemna
Every now and again I receive e-mail from engaged readers who are interested in my take on certain sales topics. Usually, I just respond personally but the latest e-mail from Robert needs to be addressed publicly because it is an issue that the majority of us will experience at some time in our selling careers.
Robert writes:
Robert writes:
Every now and then, salespeople are faced with the dilemma of selling a product/service:
1) they don't believe in (for many reasons), or
2) that is non-differentiated/commoditized, or
3) doesn't work as advertised, or
4) is non-competitive (slower, worse, more expensive vs. faster, better, cheaper), or
5) doesn't solve a customer pain point.
What's your advise - quit and go find another job?
While it sounds bleak I wouldn't advise anybody to quit and go find another job without knowing more about the situation (besides you should always find another job and then quit!). So, let's explore each issue:
1) You are selling a product or service that you don't believe in. Sellers need to be passionate about what they sell in order to persuade others to their point of view. If you don't believe in the product the prospect will feel that and respond negatively. Perhaps, you don't know everything about the product and your current feelings can be changed by some additional knowledge. Does the company have satisfied customers? Interview some of those folks and find out why they like the product. Make sure you've explored all possible perspectives before deciding the product is simply a loser because if that is the conclusion you will be unsuccessful selling it.
2) You are selling a product that is non-differentiated or commoditized. This doesn't strike me as being all that bad. Realistically, very few of us ever have the luxury of selling a product that is completely unique. I see two choices: A) Be the low price leader. Wal-Mart has the same paper towels and diapers and bicycles and cd's that everyone else has but they sell them for less. Their stores aren't pretty and shopping there is not usually an experience that people describe as enriching but they've done all right with a low price strategy.
Differentiate yourself through service. None of your competition can say that they have you so you need to be a difference maker. For more on this, see my blog entitled: The Best Added Value is You (http://salesandmarketingloudmouth.com/2008/02/02/the-best-added-value-is.aspx).
3) You are selling a product that doesn't work as advertised. If you mean a vacuum cleaner that can't suck dirt out of a carpet I would be surprised that the product is actually mass merchandised. Maybe you're talking about something like a wood protector that says its waterproof but it isn't really waterproof in the way that homeowners think of waterproof. In that case, I think you have an obligation to clear up any confusion that your advertising is causing. For instance, you might have a conversation with a prospect that sounds like this:
Prospect: I am interested in buying this waterproofing stain to protect my deck.
You: That's great. Cleaning and staining your deck helps to extend the life of the wood. Our product protects against the natural aging process. The stain penetrates and bonds with the wood - helping to reduce drying, warping and cracking. The stain also protects against rain damage by repelling water. May I ask what your primary usage of the product is going to be? Are you using it to create a certain look or as a protectant.
Prospect: Both. I like the idea of putting this product on the deck and having it function as a stain and a water protectant without having to do two coats. Your advertisement really stuck in my mind because I want to do it myself but not have to wait for the stain to dry before adding a water resistor.
You: In that case, let me offer you full disclosure. This product will do what we say in the advertisement but it isn't the best product you can buy to protect your deck from water damage. There are other products that do that job better. What this product does best is beautify your deck and save you the time and trouble of putting a separate coat of protectant.
Are you going to lose some sales by doing this? Sure. However, you'll have very few complaints or returns. If this approach reduces your sales to zero then you will obviously have to find another job. Otherwise, it makes sense to remember that you can't control the marketing department and many customers will understand that advertising is often over the top and they'll appreciate your acknowledgement of that fact.
4) You are selling a product that is non-competitive. Now, I am starting to get depressed, Robert. I'm doing my best to stay positive but now I just don't know if I can think of a way around issue #4. Okay, the product is non-competitive in its primary category. Is it competitive in any category? Maybe the Lexus RX 300 Hybrid is a lousy hybrid. Maybe it gets the worst gas mileage of any hybrid and is the most expensive. Will people still buy it because it's a good luxury vehicle that compares favorably to other luxury vehicles but has the added advantage of feeling like it's better for the environment? the world is full of examples of accidental discoveries or inventions that became big hits. Perhaps, it's urban legend but I understand the folks at 3M were working on something else entirely when they invented Post-Its. Same with penicillin. I know it's a reach but if your company makes a lousy camera is it at least a good doorstop?
5) You are selling a product that doesn't solve a customer pain point. I don't see the problem here. Starbucks built a gigantic business around a product that doesn't solve any pain points. People don't need a $3 cup of coffee and no one that I know was dying to hang around a coffee shop reading the Wall Street Journal online. So, your product doesn't solve pain points. What does it do? If it's a hula hoop it's just a plastic circle. But, that plastic circle has entertained countless millions of kids in multiple generations.
Lots of sellers that I know have made a career of jumping from one company to another in search of a more perfect product. This is usually a futile endeavor. Try first to make the most of the job you've got. After all, if you're a star in an impossible situation it won't be long before your more successful competitors will come calling.
Editor's Note: The spelling of the word "dilemna" in the above title has recently come into question. The proper spelling of the word is, according to a majority of sources (excluding, of course, the author of this blog), "dilemma." However, it has been brought to my attention (by said author) that back in his day they were taught to spell it with an "n" as opposed to a double "m". So, I await feedback from the trusted readers as to how this word should be spelled. Please comment below. For now the title will remain as the author intended, but upon sufficient feedback, I'lll happily change it. Thank you.
While it sounds bleak I wouldn't advise anybody to quit and go find another job without knowing more about the situation (besides you should always find another job and then quit!). So, let's explore each issue:
1) You are selling a product or service that you don't believe in. Sellers need to be passionate about what they sell in order to persuade others to their point of view. If you don't believe in the product the prospect will feel that and respond negatively. Perhaps, you don't know everything about the product and your current feelings can be changed by some additional knowledge. Does the company have satisfied customers? Interview some of those folks and find out why they like the product. Make sure you've explored all possible perspectives before deciding the product is simply a loser because if that is the conclusion you will be unsuccessful selling it.
2) You are selling a product that is non-differentiated or commoditized. This doesn't strike me as being all that bad. Realistically, very few of us ever have the luxury of selling a product that is completely unique. I see two choices: A) Be the low price leader. Wal-Mart has the same paper towels and diapers and bicycles and cd's that everyone else has but they sell them for less. Their stores aren't pretty and shopping there is not usually an experience that people describe as enriching but they've done all right with a low price strategy.
Differentiate yourself through service. None of your competition can say that they have you so you need to be a difference maker. For more on this, see my blog entitled: The Best Added Value is You (http://salesandmarketingloudmouth.com/2008/02/02/the-best-added-value-is.aspx).3) You are selling a product that doesn't work as advertised. If you mean a vacuum cleaner that can't suck dirt out of a carpet I would be surprised that the product is actually mass merchandised. Maybe you're talking about something like a wood protector that says its waterproof but it isn't really waterproof in the way that homeowners think of waterproof. In that case, I think you have an obligation to clear up any confusion that your advertising is causing. For instance, you might have a conversation with a prospect that sounds like this:
Prospect: I am interested in buying this waterproofing stain to protect my deck.
You: That's great. Cleaning and staining your deck helps to extend the life of the wood. Our product protects against the natural aging process. The stain penetrates and bonds with the wood - helping to reduce drying, warping and cracking. The stain also protects against rain damage by repelling water. May I ask what your primary usage of the product is going to be? Are you using it to create a certain look or as a protectant.
Prospect: Both. I like the idea of putting this product on the deck and having it function as a stain and a water protectant without having to do two coats. Your advertisement really stuck in my mind because I want to do it myself but not have to wait for the stain to dry before adding a water resistor.
You: In that case, let me offer you full disclosure. This product will do what we say in the advertisement but it isn't the best product you can buy to protect your deck from water damage. There are other products that do that job better. What this product does best is beautify your deck and save you the time and trouble of putting a separate coat of protectant.
Are you going to lose some sales by doing this? Sure. However, you'll have very few complaints or returns. If this approach reduces your sales to zero then you will obviously have to find another job. Otherwise, it makes sense to remember that you can't control the marketing department and many customers will understand that advertising is often over the top and they'll appreciate your acknowledgement of that fact.
4) You are selling a product that is non-competitive. Now, I am starting to get depressed, Robert. I'm doing my best to stay positive but now I just don't know if I can think of a way around issue #4. Okay, the product is non-competitive in its primary category. Is it competitive in any category? Maybe the Lexus RX 300 Hybrid is a lousy hybrid. Maybe it gets the worst gas mileage of any hybrid and is the most expensive. Will people still buy it because it's a good luxury vehicle that compares favorably to other luxury vehicles but has the added advantage of feeling like it's better for the environment? the world is full of examples of accidental discoveries or inventions that became big hits. Perhaps, it's urban legend but I understand the folks at 3M were working on something else entirely when they invented Post-Its. Same with penicillin. I know it's a reach but if your company makes a lousy camera is it at least a good doorstop?
5) You are selling a product that doesn't solve a customer pain point. I don't see the problem here. Starbucks built a gigantic business around a product that doesn't solve any pain points. People don't need a $3 cup of coffee and no one that I know was dying to hang around a coffee shop reading the Wall Street Journal online. So, your product doesn't solve pain points. What does it do? If it's a hula hoop it's just a plastic circle. But, that plastic circle has entertained countless millions of kids in multiple generations.
Lots of sellers that I know have made a career of jumping from one company to another in search of a more perfect product. This is usually a futile endeavor. Try first to make the most of the job you've got. After all, if you're a star in an impossible situation it won't be long before your more successful competitors will come calling.
Editor's Note: The spelling of the word "dilemna" in the above title has recently come into question. The proper spelling of the word is, according to a majority of sources (excluding, of course, the author of this blog), "dilemma." However, it has been brought to my attention (by said author) that back in his day they were taught to spell it with an "n" as opposed to a double "m". So, I await feedback from the trusted readers as to how this word should be spelled. Please comment below. For now the title will remain as the author intended, but upon sufficient feedback, I'lll happily change it. Thank you.
Great advice Tim, on point 4, I would like to add something. If you are working for an established company that has a history of developing the product then the answer to finding a competitive value lies in looking into what intitially made the product successful. If what initially made it a success is no longer relevant and the product is still being sold then it would suggest that a competitive value would be in the longevity of the company in building trust and experience.
If on the other hand the product is a new addition to the market then I find it hard to think that there hasn't been a competetive value attributed to the development of the product and where it fits in the market. A clear understanding must be communicated or sought from developers, designers, marketers and management to understand this.
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Although it's common to say that salespeople have to identify the prospect's "pain", the easing of pain is only one of eight macro reasons why customers buy. For instance, people buy "to belong" which partially explains Starbucks' attraction I suppose. Do people pay good money to join a country club have "pain"? No, I don't think so! In my opinion, salespeople can be successful at selling a product that doesn't solve a customer "pain point."
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Nice post, Tim. It would be awesome if this shows up on the ning site just by putting it on here.
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Great answers Tim. I especially like h first one - it' so important to have passion for your product - and it is possible to grow it as you say by connecting with your customers and seeing things through their eyes.
Ian
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Great post Tim. I think a lot of sales people hop from job to job looking for a better product or better commission structure only to find it never comes. When I was doing my MBA one of my projects in stats was to prove what factors increased one sales persons success over another. there were only two points with statistical findings. First was training (a important solution to several of the issues you discussed) and the second was tenure in THAT position. In short if you are trying to improve results and income the best thing you can do from a statistical standpoint is to seek out training and stick around long enough to get good at it. Very few salespeople in long established companies have products that no one can sell. Someone can you the company would stop producing it. I would recommend that you find a person in your company who is being successful and develop a relationship with that person so you can learn how they are doing it.
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Tim,
Your points are all appreciated and I find myself agreeing with about all of what you share.
I would like to add a comment about enthusiasm. Many people are not cut out for sales, primarily because they lack the natural enthusiasm needed to overcome objections, internal issues, marketing problems, product mishaps and so on.
Oh, and it is dilemma, the mistery of the "n" is unclear but there are a thousand forum posts like this one.
http://www.oneofus.co.uk/forums/index.php?showtopic=195
More often than not, when I get complaints like this from sales people, it is because they do not have this natural drive to buy in and maintain optimistic views.
Emotion, a strong belief in what you offer, is imperative for selling greatness. Without it, a new job, a new offering, the world on a silver platter, still looks dismal.
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