span style=”font-family: georgia, palatino; font-size: 14px; color: #152d53;”>By John Holland, Chief Content Officer, CustomerCentric Selling® – The Sales Training Company
Image courtesy of Stock Images at FreeDigitalPhotos.net
One of my clients told me within the first six months of implementing CustomerCentric Selling® (CCS®) that they had 2 clients compliment them because their buying experiences were markedly better than any other sales they had been involved in.
I think part of that is because CCS® sellers understand their first objective in a call is to uncover business outcomes that the titles they’re calling on want to achieve. Once that happens, the relationship between the buyer and seller changes. They both understand there is a reason they should continue the call.
The next step is a diagnosis to uncover reasons the outcome can’t be achieved. It establishes a level of credibility with buyers who appreciate that sellers understand their current way of doing business. The seller can then offer only those capabilities that address the reasons and validate that with them the buyer can achieve the desired outcome.
Selling doesn’t have to be manipulative. Buyers determine their vision based upon the way they answer the seller’s questions. Ultimately they are empowered to buy rather than being sold. People appreciate the control that affords them.
How important are buyer experiences? I believe they are one of the few sustainable, competitive advantages vendors can enjoy. Beyond that, I wanted to share the results of a Forrester Research and Watermark Consulting study that tracked stock results for 2007-2012. Over this period, the S&P Index increased 14.5% while laggards in customer experience suffered a 33.9% loss in stock price. Customer experience leaders realized gains of 43%.
Takeaway: Your quality of customers’ buying experiences can have a significant impact on your business.
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