Involve Customers for Sales Success

"Satisfying customers is an organization's primary reason for being. And when we involve customers actively in the selling process, we have a better chance of turning prospects into buyers and occasional buyers into lifetime loyalists."

• Get the prospective customer involved. From test-driving a car to trying on clothes, from sampling a seminar to choosing appliances, the more people are involved in the selling process, the more likely they are to buy-and buy with enthusiasm.

• Listen-and never interrupt. The more you learn from the customer, the more you will understand his or her needs and be able to tailor your demonstration or sales pitch. If a customer strays off the subject, you can always direct him or her back with a question. So, be patient, and listen more than you talk.

• Give verbal and visual signals. Continually let the buyer know that he or she is being listened to or the individual will stop talking. Nod your head, keep eye contact and provide verbal cues to let the buyer know you are aware of what is going on.

• Demonstrate the product or service. This lets the customer test or sample the product. The more familiar and comfortable with the product, the more likely he or she will buy it.

• Focus on benefits, not features. Ensure that the benefits have been clearly articulated and are linked to customer needs. The more measurable the benefits, the more compelling your sales appeal.

• Use testimonials. Statements from current customers about how efficient, effective or easy it is to use your product, can interest a prospective customer to hear more.

• Tell the buyer stories that back up your claims. Be sure that everything you say is true. Don't tell tall tales or make promises that you can't keep.

• Watch your language. People aren't always comfortable in the "buying and selling process." So switch to the term "own." People like to own something-it makes them feel secure.

• Don't rely on your brochures. People don't buy professional services or most products based on the content in handouts. They buy based on the appearance and demeanor of the salesperson, the interest he or she generates in the service or product, and their own personal needs and desires.

• Give options that all lead to closure. Say, "Which do you want-the red or the green?" "Shall we deliver in June or July?" "Will you be sending two or three people?"

• Demonstrate care. Follow-up to make sure expectations have been met. And call before bad news might reach the customer-before he or she calls you. Remember, you're looking to build a long-term relationship.

PASS

• Stand by your decisions. As the project manager, Craig had a good idea, knew it and stuck with it. He made a decision even though his team pressured him to change his mind.
   

• Stand by advisers you trust. Trump, despite his appreciation for Erin's intelligence and presentation skills, listened to and was influenced by his two top advisers, George and Carolyn. He said, "I have to listen to them" when they supported Angie rather than Erin. When you hire good people to advise you, it pays to be open to being influenced by them.
   

• Don't be afraid to get your hands dirty as the leader. Both Craig and Angie modeled to their teams their commitment to the project success by jumping in with both hands. Both teams had limited resources, and the contribution of every member was vital. There are times when it pays for leaders to step back from their strategic visionary role and get their hands dirty. Working closely with your people gives a leader leverage and credibility to ask them to step up to the next level.

FAIL

• Sell your ideas. The best idea in the world will fail if you can't effectively sell it. Craig was truly challenged by this. He failed -- at least initially -- to sell his idea to his team. A good leader has the skills necessary to bring a team onboard.
   

• Adaptability. Erin checked out from her team upon hearing that the task was a "do-it-yourself" home-building project. George told Erin in the boardroom: "The purpose of this 16-week interview is to learn versatility, instead you distanced yourself as far as you could."  Adaptability is a critical component of successful business leaders. Successful organizations want leaders who can remain flexible in adapting to new challenges and ever-changing conditions of the workplace and marketplace.
   

• Poor decision-making. When it took her team seven hours to complete the project, Angie -- as the leader -- should have gone to Plan B. The problem was, there was no Plan B.  Using common sense, Angie should have known that this project was going to bomb during the demonstration, and it was a bad decision on her part to continue.
   

• Don't put down your team. Angie continually displayed an open contempt for her team, calling them "pathetic" and "morons." She actually said, "I hate the rest of my team."  If a leader spreads negativity and a belief that her team is a failure, she's likely to see her team fail. Angie expected nothing great from her team and, in the end, she got exactly what she expected.
   

• Control your anger. Chris won't last long on the show nor would I recommend him as a leader or a team member. He has demonstrated open hostility, an inability to control his impulses and angry emotions.  Leaders who are unable to control their emotions are doomed. Leaders must remain unflappable even when confronted with stress or a crisis.  One of a leader's primary responsibilities is to create order and protection for a team. This simply cannot be accomplished through anger.   Of further note, angry, loud, dominating leaders drive away talent. High performers rarely will tolerate a toxic boss, and most will simply leave the company. Companies cannot afford to have a loose cannon driving their talent away.
   

• What's he talking about? Craig's Achilles' heel is his inability to communicate clearly. Several of his team members frequently voiced concerns over their inability to understand Craig. A critical component of effective leadership is to be able to articulate ideas and direction so that the team can understand. And in crucial situations, leaders must provide directions that cannot be misunderstood.

The Report Card

Net Worth: Effort -- Performance -- Creativity --   C C D	WEEK NINE BOOK SMARTS Magna STREET SMARTS Net Worth
Magna: Effort -- Performance -- Creativity --   C+ B B