| Customer Expectations | | | | charging more for printing services, they provide |
| Some customers expect a lot from salespeople, | | | | savings on design and formatting that far offset |
| some expect very little, and some don't know | | | | the higher price. In addition, the salespeople help |
| what to expect. Frequently, customers expect | | | | customers with their corporate image, thus adding |
| salespeople merely to be suppliers of products | | | | more value. |
| rather than resources with solutions to common | | | | In these instances, "extra value" often cements |
| business problems - solutions that can save time, | | | | loyalty between customers and printers. Many |
| make them money, increase productivity, and | | | | customers are searching for suppliers who can |
| retain customers. | | | | bring them expertise that will dramatically affect |
| | | | their bottom line. |
| Customers and prospects generally fit into three | | | | Determine what resources customers find |
| buyer categories: | | | | valuable. |
| 1. Price-Focused | | | | Look at yourself and determine what expertise |
| 2. Value-Focused | | | | you need to develop to become more valuable to |
| 3. Undecided | | | | your customers. |
| Price Focused | | | | Value buyers expect a higher level of service, |
| Usually price-focused buyers hold the title of | | | | support, and expertise from sales representatives |
| purchasing agent or office manager. They expect | | | | because they are paying a premium for it. |
| to get a good deal or a large discount. In their | | | | Generally speaking, the higher up in an organization |
| zeal to guard company coffers, they may | | | | you go, the more likely you'll encounter |
| overlook the greater returns that value and | | | | value-oriented buyers. They see and understand |
| expertise can bring. | | | | the big picture and have less reason to focus |
| "Being price focused = looking for the best deal." | | | | exclusively on price. |
| This isn't entirely their fault, since many | | | | "Salespeople should sell as high as possible in the |
| salespeople overlook their own value, expertise | | | | organization" |
| and resources of their company, focusing solely | | | | Salespeople should sell as high as possible in the |
| on price. They attend customer meetings, | | | | organization. Doing so helps them to understand a |
| believing they must meet the competition's price | | | | company's goals and objectives. They also learn |
| or lose the deal. They allow "price buyers" to | | | | what customers are willing to pay extra for. |
| direct their selling efforts toward price. | | | | Then, salespeople should develop the resources |
| Eventually, as more salespeople play this game, | | | | and expertise to provide these extra values for |
| margins and commissions are driven down. | | | | customers. To meet buyer expectations, |
| For examples of this process, talk to anyone who | | | | salespeople have to be progressive and proactive |
| sells computers, cellular phones, telephone | | | | in developing value-added services. |
| systems, printing services, office supplies, or | | | | On the lower rungs of the corporate ladder, you'll |
| insurance. | | | | also find some purchasing agents and office |
| Decision makers of all job titles are faced with | | | | managers who understand that "value-added sales |
| another dilemma. When salespeople fail to | | | | representatives" can help meet overall company |
| differentiate their products, services, expertise, | | | | objectives. They know that dealing with these |
| and additional value from those of their | | | | reps makes them look good to their bosses and |
| competitors, all appear to be alike (in some cases, | | | | maximizes long-term return on investment. |
| the products are identical - they're simply sold | | | | Case in point: A building supply company regularly |
| through different distributors.) All things being | | | | holds a customer business seminar to identify |
| equal, the decision will come down to price. | | | | business issues and discuss methods for meeting |
| "A customer's expectations are based on prior | | | | objectives. Attendees report that this business |
| experiences, immediate needs, and knowledge of | | | | forum provides them with an opportunity to |
| how a salesperson can meet those needs." | | | | share ideas with peers they wouldn't normally |
| Salespeople must tie their expertise and company | | | | encounter. The building supply firm actually |
| resources not only to the customer's immediate | | | | documents a sales increase with these accounts |
| need, but to overall corporate objectives as well. | | | | immediately following the seminars. |
| For example, a tubing salesperson meeting with a | | | | Undecided |
| prospect is confronted with the prospect's | | | | These individuals don't know what to expect from |
| immediate "stated" need for a lower price. | | | | salespeople. They don't know what values the |
| However, the discount requested is based on an | | | | salespeople can provide beyond the product or |
| initiative to reduce costs by 10 percent company | | | | service, and they don't expect to hear much |
| wide. The customer's expectations will be | | | | about those values. When undecided buyers finally |
| influenced by how the salesperson reacts. | | | | decide, it's usually due to the sales rep's skill at |
| The salesperson has two options: | | | | selling value vs. price. |
| 1. Provide the discount | | | | "One of the most exciting things about selling is |
| 2. Demonstrate how his or her knowledge and | | | | exceeding customer expectations" |
| resources can help the company meet | | | | Customers get excited about the questions you |
| cost-reduction objectives. | | | | ask and the ideas you discuss because they truly |
| The latter option requires that the salesperson | | | | differ from what your competition offers. Your |
| provide expertise and resources to reduce | | | | unique questions and the time you spend in needs |
| company-wide costs far in excess of any | | | | analysis impress them, and you become privy to |
| discount the salesperson could provide. This | | | | information nobody else has. This puts you at a |
| means the salesperson must conduct a thorough | | | | distinct advantage - but only if you utilize the |
| needs analysis and provide evidence of how to | | | | information. |
| achieve the objective. | | | | Undecided buyers have to be directed to decisions |
| "This example shows that a customer's | | | | based on the overall benefits to them and their |
| expectations are often met by how a | | | | company. If they cannot distinguish a dramatic |
| salesperson responds to a discount request." | | | | difference between your offerings and those of |
| Value Focused | | | | your competitors, they will wind up purchasing on |
| Customer expectations may also be based on a | | | | the basis of price. |
| salesperson's overall value as a supplier and | | | | Surprise these buyers with how you will work |
| partner. | | | | with them. Exceed their expectations, and they |
| For example, printing salespeople supplying design | | | | may have become valued buyers of your |
| and formatting expertise at no charge may save | | | | products or services. |
| clients hundreds of dollars per order. While | | | | |