Nearly all successful salespeople tend to show extremely dominant behaviour. Besides having an air of self-assurance about them (often taken for arrogance), they love to be in control of the conversation as well as take the initiative. However there are prospects who, although working in procurement can be equally dominant. In that case successful salespeople can distinguish themselves from prospects with their ability to place themselves in the background. So adjust your behaviour in order to maintain that pleasant atmosphere and your prospect’s natural behaviour...
(03) You can still visit prospects with a big ego if you’re a dominant salesperson, as long as your ego isn’t bigger than theirs. ⇐
Imagine returning from a visit to a recently acquired client, who has happily shown you that the product you sold him meets his original expectations. He has praised you abundantly for the quick delivery and for the fact that your product is still working perfectly. You may be tempted to apply this client’s positive remarks about this product to the way you make contact with your next prospect. Don’t make that mistake! Earlier results do not guarantee future success, is what the prospect may think. Furthermore, your prospect will be sure to view things different than that satisfied client...
(15) Don’t talk about your product when arranging a meeting with your prospect, but show him the profit you’re going to make him. ⇐
Here it’s not so important whether your calculations match your prospect’s situation one hundred percent. For he will understand that you do not yet know his figures. He’ll most probably apply your maths to his very own situation. That’s why you’re better of keeping your calculations on the conservative side than being too optimistic. It is more important that the prospect trusts you and that you’re capable of interesting him. A reliable calculation will show your prospect that you understand his line of business and his firm. Knowledge of the facts lies at the basis. Don’t overrate this knowledge, because your prospect always knows more about his line of business than you...
(19) Knowledge lies at the basis of your success. Knowledge of your clients, prospects and their sector. AND of your firm, yourself. ⇐
When you know your prospect’s sector, i.e. line of business, then you’ll also know what made earlier prospects fall for you and become clients. A new prospect on the other hand, will be reluctant at first when he hears you talk and will certainly ask you to keep it brief. Therefore you need to tickle his curiosity in the first minutes of conversation, in order to convince him to give you more time...
(20) Acquaint yourself with your prospect group’s purchase criteria. It’ll come in handy if your first meeting turns out to be brief. ⇐
Obviously you’re smart enough to check these three criteria piece by piece with him and to only elaborate on those he says are important to him. Remember he already said he had little time and that counts even more for information that he finds irrelevant!
Your prospect’s time is valuable. You certainly won’t be the first salesperson to hear halfway during the conversation, after the prospect takes a look at the clock: “Very well, my dear consultant, what are you getting at?” Which, by the way doesn’t mean the prospect doesn’t know that already...
(32) Clients and prospects expect you to sell them something when you come calling. So don’t disappoint them! ⇐
As you know, not all prospects are the same. One prospect once became so interested in what I had to say and in my information, that I started to run out of time! Although it’s dangerous to put people in boxes, it can prove to be useful to adapt your conversation strategy to the type of prospect sitting opposite you. For that purpose I sometimes use Jung’s theory on colour categorizing...
(21) When typifying prospects and clients or categorizing them with colours, make sure you’re a good chameleon yourself. ⇐