Sales training Customer experience is a crucial factor when companies evaluate their options. In fact, research shows that it can influence up to 25 % of the purchasing decision. A successful sale is about more than just presenting a product
Most of us understand that as salespeople we should be knowledgeable about the products or services we sell. Ideally, we should be experts who help our customers make informed decisions by offering new insights. But in
Customer experience is a crucial factor when companies evaluate their options. In fact, research shows that it can influence up to 25 % of the purchase decision.
A successful sale is about more than just presenting a product or service. It's about helping the customer identify challenges they may not have previously considered, discover opportunities they weren't aware of and understand the true value of the solution.
A proven sales process acts as a signpost, not only to help the customer, but also to differentiate the company from competitors. (Edinger, 2019)
The Challenger is based on the salesperson taking on the role of a consultative educator, challenging the customer's existing mindset and creating insights that lead to better decisions. By educating the customer and linking the lessons learned to the company's unique strengths, the salesperson strengthens both their position and the customer's loyalty (Dixon & Adamson, 2011).
SPIN focuses on asking the right questions in four key areas: Situation, Problem, Consequence (Implication) and Need-Payoff. By leading the customer through these questions, the salesperson helps them understand their challenges and the value of the solution. When the customer makes decisions based on their own answers, the decision comes naturally and confidently (Rackham, 1995).
Consultative selling is about acting as a strategic partner. The focus is on understanding the customer's needs, challenges and goals in order to create value and offer customized solutions. By asking open, insightful questions and analyzing the customer's needs, the salesperson creates long-term relationships based on trust and value creation.
Despite their differences, they share a common core: understanding the customer in depth and creating value through insight, expertise and strategic thinking.
I have used all three in different contexts, and their effectiveness has varied depending on the circumstances. When I worked at a large international company, the consultative selling very successful, as the long-term relationship building and strategic advice was a perfect fit for the company's service offering.
In a smaller and less established company, inspiration from SPIN significantly better results and created momentum in the meetings. In another, often Challenger results to make the customer realize what is really important - one solution cannot have it all.
Whatever the method, a proven sales process develops the salesperson, helps the customer see the real value and reduces stress in the sales team - especially during tougher times.
Most of us likely understand that, as salespeople, we should be knowledgeable about the products or services we sell. Ideally, we should be experts who help our customers make well-informed decisions by providing new insights. However, in many cases, it can be difficult to know more than the buyers themselves. Take car purchases as an example: today, customers often have as much, if not more, information about the car and its price than the car salespeople themselves. In such competitive markets, "likability" can be the decisive factor.
Likability can emerge in various ways, but we tend to like people who reflect ourselves—those who, for example, share similar opinions, personality traits, backgrounds, or lifestyles. In fact, we are more likely to say yes to someone we like, often without much reflection. And it’s frequently not about competence but rather about the personal connection and trust built between people. Joe Girard, who once held the world record as the top car salesperson by selling more than five cars a day for 12 consecutive years, demonstrated remarkable success as a people-oriented individual who genuinely showed he cared about his customers. He created a more personal customer experience, even by sending postcards with the message "I like you" to his clients. His formula for success was: "Find a salesperson you like, plus the right price—and you have a deal."
But even though Girard was a master of car sales, it turned out that he wouldn’t remain unbeatable. Ali Reda, who broke the record, managed to sell more cars annually than Girard’s best year. Reda acknowledged that he used Girard’s formula for success—but added an additional dimension: he fostered an ethnic “we” feeling, a sense of community based on shared heritage. (Influence, Cialdini)
We often try to provide customers with new insights, which is of course important. But sometimes, we need to think more about how we build that extra trust. How we become "we" with the customers. And although the examples above are from the USA in 2017 and earlier, I believe these buying patterns are just as relevant in Sweden today. Not long ago, I asked friends in my circle where they had bought their car.
It is often easier than we think to recruit people who are similar to ourselves, as it almost comes naturally to want to build a group of people who resemble us. But perhaps these are not the best salespeople for the customers?
"Liking can play a bigger role in business than we think!