What comes so easily to the top 6% and some of the top 26% is so very difficult for others.
- Uncovering the compelling reason(s) to buy and buy from you,
- Understanding the impact, ripple effect and cost of those compelling reasons, and
- Positioning yourself and company as the clear choice to help with numbers one and two. Then the salesperson becomes the added value.
Here are a few random thoughts accumulated through the combined efforts of evaluating more than 650,000 salespeople and training tens of thousands of others. In no particular order:
- The moment a salesperson attempts to be competitive on price, any value he or she may have built is forgotten and can no longer be leveraged. All the focus is on price.
- Compromising or negotiating on price sets a precedent. All future discussions about pricing will be based on this compromise.
- If a salesperson does successfully build or create value, or position himself/herself as the added value, they must not allow price to be one of the decision-making criteria.
- 53% of all salespeople are too uncomfortable with the subject to have a conversation about money. How important is it that your salespeople have a conversation about money?
- 33% of all salespeople think that just $500 is a lot of money. How much money are your salespeople supposed to be asking for?
- 40% of all salespeople don’t determine whether their prospect is able to spend what they are about to propose.
- 64% of all salespeople make their own major purchases in a way that will not support the sales outcomes they must achieve.
- 86% of all salespeople believe what their prospects tell them, even when the prospect is bluffing about needing a lower/better price or that the decision will be based on price.
- 52% of all salespeople become emotional as soon as they hear that their price may be too high.
- 47% of all salespeople believe that if they hold their ground on price, regardless of how they do it, their prospect won’t like them anymore.