Much has been written about sales techniques, strategy, and skills training, including closing techniques. I think “Close the Sale” really revolves around meeting the real needs of the customer.

“What’s in it for the client?”

“What’s in it for the client?” It should be an ever-present question on every employee’s mind, no matter what role they’re in. Customers look for solutions. In a nutshell, it must be able to provide the solution to your problem. Consider this, using the building trades as an example, if the customer is a DIYer, the problem could be as simple as recommending the correct replacement filter. If the client is a contractor, the issue might be ensuring customer satisfaction. If the client is a builder, the issue may be providing maximum value with an acceptable return on investment. Simple enough, however, providing real solutions beyond price is often the part that many sellers find very difficult. This happens because we often forget that simple concept: “What’s in it for the customer?”

Asking that simple question can help improve our ability to SURPRISE the customer. Everything has a “Wow” factor. The “Wow” factor is an intangible set of pleasing and valuable features and components that make the sales process dynamic. It gives the client a feeling of euphoria and intense interest. What better way to retain customers than by improving customer service channels with a “wow” factor. This often means that we must start by reinforcing our brand image and our value propositions. That starts with the question for everything we do —– “What’s in it for the customer?”

Be honest with your customers

Establish what you can and cannot do from the beginning of your relationship with your clients. Don’t set out to do things you don’t know how to do and don’t accept tasks you can’t complete or don’t know how to do. If, for any reason, you can’t meet an allotted deadline, be honest with them about why you can’t meet it and ask for an extension. Let them know as soon as possible that you can’t meet him and go on from there. If you can’t do something a customer asks for, provide alternatives, either by working with a subcontractor or by suggesting other product lines. Not only does this make customers think you’re honest, it often results in positive word of mouth.

Under-promise, over-deliver

Recently my eye caught a sign in the crew area of ​​a cruise ship. It said “Deliver the Wow! Go beyond your expectations.” I walked away pondering this statement. Wouldn’t the world be a better place if everyone dedicated themselves to going above and beyond? It all starts by asking that simple question —– “What’s in it for the customer?”

Increase

Growth-enhancing initiatives such as suggestive selling, upselling, promotional sales techniques, or follow-up sales calls to existing accounts require more than just training. They also start by asking that critical question: “What’s in it for the customer?”

There is more to achieving sales gains and profitability than just skills training. Success demands that you focus on the customer, not productivity. What does that mean? It means productivity-driven employees are motivated to quickly handle an incoming call or counter sale to take the next waiting call or wait for the next customer in line. They serve as many customers as quickly as possible.

• There is no time available to use up-selling or promotional sales techniques, much less time to think of additional products the customer might need.
• Simply making timely follow-up calls to customers or prospects requesting information is a problem despite good intentions.
• Unable to make outgoing sales calls due to lack of time.

To overcome this inherent productivity-driven mindset, management must support the sales effort and empower salespeople to become total solution providers. Ask the question — “What’s in it for the customer?”

A culture based on creating fairness in customer relationships is essential. This includes making sure you have the right staff so you can serve customers the way they deserve to be treated. That builds loyalty and repeat business that drives growth.

Progressive managers really understand what that means with regards to sales growth. They know that the consistent use of suggestive selling techniques, up-selling, and promotions can have a dramatic impact on average order size and a larger share of each customer’s spend. Customers should always come first. This needs to become a culture, not just a slogan. World-class service must become a core competency if you are going to create a competitive advantage and differentiate yourself from the competition. And never, ever forget to ask the question — “What’s in it for the customer?”