subject: How To Sell A Solution [print this page] Technology organisations are often far more concerned with developments in technology than they are with their clients. The effect of a lack of customer orientation is widely known by those attending sales training courses: new solutions can often be missed in the market place and way too many, and the wrong, attributes are presented to clients. High-tech organisations have excellent, however often hard to sell products and services. This simple example of a highly successful business shows how an innovative new solution can be placed in the market, without losing sight of customers.
Concentrating on the right clients
The company only employs 30 workers and produces systems which have a very long life cycle. Each sale needs a lot of advice, employee related costs are high. New sales are made by concentrating on the right client from the outset. When doing so they check the following points:
Does the client have a project team? What budget is available to the client? How large is the company? What is the client's attitude to these systems? Who approves the purchase of the system? What factors form the basis of his decision? Who turns the procurement of a system down? Reasons why? Are users part of the decision making process?
The sales pitch of a new concept ideally must be made whenever possible in to the whole of the project team.
This should be composed of members of the manufacturing, materials, finance, quality control, IT departments as well as purchasing executives.
Hold off giving a presentation for the time being, if the client does not yet have such a team.
The field sales force as a "door-opener"
The task of the field sales force is to pave the way for the establishment of contact through recommendations, advertising or even unannounced visits. It must identify the right clients and in particular the key people in the client's company. As covered on sales training courses, typical questions in the first client discussion are:
In which markets are you active? Which type of systems do you want to get in the future? What system are you presently using? Is there an effective accounting system for salaries? Do you have a good cost calculation system?
"Re-educating" the client
The new solution represents a radical innovation for the client and therefore demand a considerable amount of rethinking of the client's working practices. Even great innovations can be met with resistance from customers if they involve wide sweeping changes for the customer. The customer should be able to understand the uses, which they have may not have previously not considered, that could make a large contribution toward improving and simplifying working practice.
Here the sales team needs to have an intensive discussion with everyone concerned in the client's company:
What demands are you making of the system? What can your current system do? Where are the weaknesses? What additional functions would you like your system to be able to perform? Which parts of your current system would you like to keep? What would help you personally in your work?
Selling a solution to a problem
Installing a new system with completely new uses and functions is a traumatic experience for every client. Every offer must therefore include support for the client prior to the installation of a new system. Furthermore, our supplier is prepared to adapt its computers to even unconventional wishes expressed by its clients. There is a price list therefore only for the hardware and the remaining individual parts are individually priced and structured.
As a consequence of limited amount of budget available, installation of new parts of the system are also offered on a modular basis. Clients begin with sensible basic hardware and software equipment and gradually supplement this, depending on the financial situation
Customers begin with a foundation of basic software and hardware then gradually add to this, depending on their financial situation.
Eliminating client concerns
The supplier's technicians participate in the sales negotiations right from the start. The company's sales manager says: "Our clients should get to know the people who will later be responsible for installation and systems operation. We do not hide these staff, but introduce them to the customer as obliging and understanding people. This is one of our greatest secrets of success!"
"Our supplier's clients are generally very traditional industrial companies with a strict company hierarchy." Although most high tech companies do not have such a hierarchical structure, he recommends: "Clients expect clear structures and defined areas of responsibility, as well as reliable negotiating partners. Even though in our company everyone is responsible for everything and there is no company hierarchy, we give our clients the feeling that we are a very traditional organisation." Conservative clients fear nothing more than having to work with an unorganised supplier.
Understanding for the 'inner structures' of the client's company
Selling new systems involves several departments. There can be friendships and old hostilities between the departments. 90% of sales work consists of reconciling any differences and making sure that these people are all towing the same line. It can often take up to one month for the sales team to uncover all the entanglements and animosities that exist between the different departments.
Developing professional consultative business to business selling skills can be further developed by attending a sales training course.
