Slow and low

Slow & Low – The Right Recipe For Great Prospecting0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Next week both Canada and the US celebrate their respective independence days, which means barbecues galore, and as you may have guessed, an opportune lesson for cold callers everywhere. Most cold callers, carnivores and vegetarians, make the same common errors in executing their telephone prospecting calls, many of these mistakes contribute to their lack of success, making the whole thing a further mess.

Part of the negative cycle revolves around the fact that they are way too nervous, anticipating the worst, as a result many rush the call, leading to the outcome they feared. There are a couple of specific things telephone prospectors do that if approached differently would help overcome the challenge, alter the results and their view of cold calling; once mastered, they will find the whole thing much more productive and profitable. This is where the barbeque lesson comes in, making a good prospecting call is like making a good southern brisket, slow and low.

First thing that happens to nervous callers is they speed up their speaking, going faster than they normally would, and way faster than what makes for an effective prospecting call. This triggers a similar response from the buyer, they get nervous at the barrage of words coming at them, and they look for the exit even quicker. Ever deliver you into (at a nervous pace) only to have the prospects ask, “I’m sorry, who is this, what’s this about?” And before you can answer, you’re on your heels, and the call ends without engagement.

Slow and lowSlow down Man, it’s not a race. I know most want the call to be over more than they want the appointment, but is not about completing the activity (fast), it’s about engaging with potential prospect. Slowing down takes practice, repeated and out loud. Slow down your breathing before you pick up the phone and maintain the pace through the call. If you’re not too macho, get a metronome, and stick to the rhythm. I know sounds silly, till you start connecting with prospects and getting appointments.

The low part has to do with voice and pitch. When callers get nervous their voice gets higher, I’ve heard grown men sound more like their sisters than themselves. This makes it harder for the buyer to comprehend what the caller is saying, and obscures their message. Think about some of the great radio voices or TV voice overs, think about James Earl Jones famous “this is CNN”. As with slowing down, this comes down to practicing, and again out loud.

In a tension filled call, any element of distraction can be a negative and work against you, when you sound squeaky and speak fast, the two just compound in a way that makes it hard to achieve your objective.

One overlooked way to help with these two factors is to have a well prepared script, this will reduce the nervousness, and with practice limit the speed and pitch. Get over the self-imposed fear of scripts, and you’re a long way towards overcoming this and other prospecting roadblocks. Next time you pick up the phone, think brisket, slow and low.

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Difference Is In the Eyes Of The Prospect8

By Tibor Shanto – tibor.shanto@sellbetter.ca

There is a lot of talk about differentiation in sales, whether that is at the product level, sales technique level or other factors. Some difference is good, some goes a bit far, unfortunately most of seems to fall short. The main reason is that most vendors and sellers spend time and effort to differentiate themselves from other products, companies, or sales people. As with other miscues in sales, the problem is that most of the effort excludes the only element that counts, the buyer.

Buying and selling are very subjective experiences. While there are reams of tools and means for capturing requirements, allowing buyers to better understand what will help them achieve their objectives, presenting a clear and objective process, there is a range of undercurrents that allows a lot of subjectivity to creep in to the decision. Who among us has not lost a deal where the we were a perfect fit based on requirements. Or conversely won a deal, where on the face of things we were deficient and less cost effective than an alternative. The reason is simple and human, people are very subjective, (and buyers are people), and as such will make decisions using more than just logic, leading to the reality that difference, like beauty, is in the eyes of the beholder.

While many may not like it, but one advantage to having multiple decision makers or stakeholders in the deal, is that it can naturalize subjectivity, allowing us to better present and leverage real differences we may have. I say we may have, because most leading products have very few real differences, especially in the eyes of buyers. What some vendors think is really different, may not be that important to the market, which is likely why the others have avoided it. With “sameness” rampant in products, the other difference is how you sell, and by extension your sales process. The challenge here is that most people sell in a very similar way, leading to only superficial differences that even the least experienced buyer can see through.

Once you accept that difference is in the eye of the prospect, and not something you can ram down their throat or post on a billboard, you can then switch your approach to understanding how they see themselves and their reality as being different than others they are looking at. Let’s be clear, it may not always be true that what the buyers are looking for is all that different than their neighbor’s, but, we are dealing with buyer perception, not necessarily reality as we see it.

The only option is to have the prospect articulate what they see as being different. And while most sellers will tell you that they are doing that, when observed in action, they are still very much anchored to their product, and features they feel are “solutions” for the buyer’s “pain”. Presentations are geared to highlighting the “vendor’s difference”, rather than the difference the buyer is trying to achieve in their business. Presentations limit our ability to get the prospect to help us differentiate ourselves, mostly because they are centered around the product, and things we believe we are “solving”, that in turn make us different.

Especially early in a cycle, leave you your product, presentations, preconceptions in the car; go in armed only with questions that will help you uncover the buyer’s objectives, and impacts they are looking to deliver to their business. This sounds easy, and is often met by “we’re already doing that”, until we examine the questions many sellers ask, and the reality of some first and early meetings. Remember that the “difference” starts long before you engage, so how you engage, and what happens at your first encounter is key. You may think your PowerPoint is different, but it is still PowerPoint.

If you stay focused on the impacts and outcomes, you will start to establish a difference. When you get the prospect to share their objective, avoid the instinct to map those back to your product. First, drill down on those objectives, why those, how will that change their business, what are related risks, and more. This will allow you to demonstrate your Subject Matter Expertise, and help the prospect validate their direction and means of getting there. If that direction and means are less than optimal, help the buyer reorient their thinking, reorient their direction and path. Now that’s different, especially in a world where sellers are not experts, and seek the safety of “the customer is always right” over pushing back, getting the buyer to see things differently, help them down an alternate path to alternate results. (Easy Kellyanne, it’s just sales). When prospects start their journey, they are more focused on the end than the means, which is why your product, solution, or whatever, is not that important in the early stage.

With difference being in the eye of the prospect, the more we take ourselves and our product out of the early phases of the sales, the more different a prospect will see us; the more we can make them think instead of listen, the greater the difference in experience, leading to different experience and results for both the buyer and the seller.

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Rehearse 2

What Is Your Customer Buying?0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Most sales people are good at telling you what they sell, not necessarily communicating how the customer will be ahead as a result, but they are good at telling. Regularly scheduled role play in team meeting will usually help you get ahead of that. While this will help with the delivery and to ensure that they are delivering the message, it does not ensure the message is right.

This is not always the fault of the front line rep; they will usually run with some version of what they are given. The version they run with will be determined by which camp of the ever popular ‘80/20’ they are in. The 20% is not the worry, they will take what they are given, understand how it will help drive objectives, and then enhance it based on their experience and past successes. The challenge is the 80%, whose version will be altered and diluted, delivering less results, leading the 80 Percenters to say “This doesn’t work, I just gonna do what got me so far.” This is where having role play as part of your routine once a month at the minimum, will allow the sharing of best practices, and practice. This coupled with the observations made while you are riding along to real prospect calls, should allow you to lead things in the right direction.

Once you have a couple rounds of role play and practice, spice things up a bit, and have your sales people articulate what their prospect is buying and why – rather than what they are selling and why.

Don’t be surprised if what you hear is the mirror opposite of what they said “they were selling”. In fact, many managers may themselves miss that, because they grew up the same system, and have become tone deaf to the message and have fallen victim to same message related brain washing as their reps. If you have the type customer base that will indulge, I would ask one to sit in and provide feedback, and I would also have you marketing participate so they can be hands on.

Going further, I suggest coupling the role play of why someone did not buy, with an actual opportunity review of the opportunity lost. In most instances sales people will point to price or product fit as reasons for loosing. At the same time, third party companies who are paid to carry out post mortems on lost opportunities consistently find that the real reason had more to do with reps’ inability to understand what the prospect was trying to do.

The best way to help reps change is to have them articulate what their prospect is buying, if they cannot do that, you can bet they will not be able to sell them. Once you can get them to do that, you can introduce a line of discovery that encourages prospects. A continuous rotation of role play: “What we sell/What they buy” will ensure you are offering real value to buyers, and success for your reps.

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Lean Com

Lean Communication for Sales – Book Review0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Communication is central to sales success; we have all seen brilliant people with vast knowledge who are challenged in sharing their knowledge due to an inability to communicate.  Closer to home, we have all seen how the quality of communication can make or break a deal.  All the more reason why Jack Malcolm’s new book Lean Communication for Sales, is a must read for sales people and their managers.

Straight off the top, Jack posses the following question: Would your prospects and customers pay to talk to you?  Regardless of how you answer this question today, you will be in a better position to answer and act after you read this book.

Jack how and why to make the answer affirmative every time.  The only way prospects and clients will pay to talk to you, is if they know you will bring them useful ideas to improve their business outcomes without wasting their time.

One of the recurring themes in the B2B sales world is the idea that salespeople are an endangered species, because buyers have so many alternative sources that they can tap into, to get the information they need to make the right purchase decision. But with the entire world clamoring for their attention, it’s no wonder that buyers put off talking to salespeople for as long as they can.

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In fact, it is precisely because there is so much information available and so many voices clamoring for the attention of your target prospect, they will welcome a trusted voice who will give them just what they need when they need it without wasting their precious time.

Jack Malcolm’s Lean Communication for Sales, will help you to develop and become that trusted voice, by showing how to communicate more value in fewer words—and become a valuable asset to your prospects. As a B2B sales professional, your role is to deliver the information and insights buyers need to make the best possible decision.

Lean Communication for Sales will help you communicate higher value with less waste by applying the principles of lean thinking to your sales communication process. You will be able to apply 9 powerful ideas as simply as ABCD:

  1. Add value: Leave your customers better off by Answering the Question that is on every buyer’s mind, and using Outside-in Thinking to communicate what they value the most.
  2. Brevity: Save time and boost credibility by putting your Bottom Line Up Front, and use the So What filter to eliminate clutter.
  3. Clarity: Ensure that your message is heard, understood, and remembered through Transparent Structure, Candor, and User-friendly Language.
  4. Dialogue: Co-create value with your buyer through effective dialogue, using Just-in-time Communication and Lean Listening.

The idea is simple, talk less, sell more: executing is a bit different.  Now you can improve the quality of your customer conversations with Lean Communication for Sales!

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Megaphone

Sales Communication Therapy0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

There is a lot of talk about what sales is and the core skills and habits required for consistent success in all types of markets.  It has been said that “nothing happens until there is a sale”, but you do have to respect that there is no sale made without first prospecting or engaging.  Others will insist that most essential ability is the building and growing relationship; there is the group for whom it is all about product expertise; then there are those who put the ability to stay positive despite the negatives as the critical element of sale success.  For me, it is probably some shifting combination of these and other skills and attributes, but none are as important or critical to ongoing success as the ability and the art of communication.

By communication, I do not mean the gift of gab, more specifically, the ability to foster and facilitate communication, not only between buyer and seller, but internally within the buying organization or team, and internally with all the people potentially impacting the outcome of the sale.  While the gift of gab is often recognized, the other elements of communication are often overlooked by hiring managers and organizations, but if you step back, more sales are lost because communication was not fostered than by people who were not great orator.

The good news is that facets of communication are a learned skill and ability, meaning that you can take steps to better communicate in writing, when speaking to people one-on-one or as a group.  Sales people can be taught to be multi lingual, giving them the ability to speak to different people involved in the decision, all with different filters, different criteria, in effect speaking different languages to communicate important and specific information to people who view, evaluate and interpret things in their own unique way.

Mode of communication is key as well, most sales people believe the world is like them, so if they communicate predominantly by e-mail, so must everyone else, which is just false.  So in addition to being multi lingual, you need to be multi-modal as a way of ensuring that your signal can and is pick up by their uniquely individual receiver.  One reason Social Selling is not all that big a deal for many, is that they understood the importance a multi-modal approach, and view social selling as form of or communication channel.  I guess some were surprised to have a response to their communication, and felt they were on to something new.  Doesn’t matter how you get to the party, as long as you got there.

But most importantly, effective communication is when the prospect willingly shares information and insights that they would never share with lesser communicators.  What I have seen time and time again is that central to that is not how or what you say or ask, but your intent.  Yes, regardless of how you pose a question, what will determine the response will be how the buyer sees your intent, if they see it as self-serving, they will limit their response.  If they see your intent as wanting to learn and understand where they are now, where they are trying to be, and what is preventing them from getting there, then they will open up and share.  The more they share the more insight you’ll gain, giving you the ability to ask more pointed questions, the more revealing and insightful the answers.

Again, good news, this can be learned, practiced and improved over time.  Start by forgetting the product and what you and your company “do”.  As I have mentioned here in the past, leave your product in the care, and “go in” and focus on facilitating and objective setting session.  Where are they now, where do they want to be, why that, what resources, what alternative path, what will that mean for the company and them as individuals, and more.  No product safety net, no pitch, just speaking for the sake of communicating.  Master that, and you’ll always be an A player.

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d-orsay-clock_3

The Power of Why > How – Part 20

Tibor Shanto – tibor.shanto@sellbetter.ca 

Monday I wrote about the power of the Why > How one-two punch.  Rather than doing the conventional probing around the decision process, who is involved, what are the steps, are there steps defined or is it ad-hock, etc.  Ask anyone if they are the ones to make the decision, and they’ll likely say yes, ask about Why and How the current vendor was selected, and you may find a different scenario, with additional and at times more important players that will have to be engaged to get the decision you want.  But that’s just the start, you can leverage Why > How, in a more granular way to give you further insights about the buyer, their organization, and how to adjust your execution to achieve success.

First is across time.  Look to the past, present and future.  Looking to the past will not only tell how they do things, people don’t change dramatically.  How they bought software last year or the year before, unless there is an entirely new crew, in which case exploring their past will still provide visibility to how they do things.  Assuming the players have not changed, exploring the past will give you a clear picture as to their propensity to change.  If they have continuously lagged the market in adopting new technologies, if they are still sitting back wait for cloud computing to be validated, you need to adjust your sales approach accordingly, at times even to the point of moving on and revisiting the opportunity in the future.  At the other end are innovators and early adopters, where they are on Moore’s curve will dictate how you execute and win them as a client.

Exploring the future, especially when that exploration is through the prism of their business will also dictate execution.  If they have clear objectives, aligned around elements of their business and how they look to grow it, it will make your sale easier, perhaps easier is the wrong word, more like ‘straight forward’.  Assuming their plans make sense you can focus on helping them achieve them.  If they have clear objectives but have chosen a less than optimal means of achieving them, then you need to first get them to consider alternatives.  Why > How, will help you to get them to change course, preaching is ineffective, but a series of “Why that?”, “How will that look?” questions will help you to get them to look at things differently, and from there to look at different things.

The other plain that Why > How will help is by exploring both the individual you are speaking to, and the Why’s > How’s of their organization.  This is especially important when there are multiple stakeholders or decision makers.  This helps in aligning personal agendas with corporate objectives, this can help you create alignment among the players by focusing on common elements, of each of the individuals, and those of the company.  Minimize differences, especially when not critical to the project, and build on overlap and common elements that you can enhance by virtue of you experience and past success.

I know there are some sales pundits out there who are afraid of the word Why, and would rather have you wait for a random event to trigger your success.  I say take control of your success by asking Why > How, early and often.

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key3

A One > Two Combination That Still Delivers Sales1

Tibor Shanto – tibor.shanto@sellbetter.ca 

Much of the discussion around social selling vs. traditional selling, or even old school selling like cold calling, has distracted many from the central issue, successful selling. When was the last time someone congratulated you on landing a big account and asked you “BTW, Ann, did you use social or other selling to win this deal?”. It is more likely that someone would ask about the steps and techniques that could be repeated to deliver similar results consistently.

There is one tried and true approach, that when executed properly can help you and the buyer in a number of ways to come to the right decision in a shorter and less painful time frame and atmosphere. No magic or silver bullet, but a series of questions framed around two simple words and concepts:

  • Why
  • How

Using these two in a one – two combination helps you resolve a number of potential hurdles but avoid some as well.

One common example is when you have worked a sale in accordance to your process. You have interviewed the buyer(s), qualified them, understood their objectives, and then validated them for good measure. You deliver your proposal, expecting to have some discussion, shall we call this ritual “negotiations”, leading to a decision (preferably a buy decision, but at times any decision will do). Only to be told that they need to take it to someone who has not been part of the process to date (owner, boss…). None of us can pretend this has not happened to us. Using the Why > How early in the cycle can reduce or eliminate this, but only if you leave the product out of it, and focus on the buyer’s objectives; and by buyer, I am talking about the individuals and the collective organization.

Start by asking Why they chose the product or process now in place. No pre-bias or agenda, just an honest question as to “why that”? If they are able to clearly articulate why they chose the product/provider, and this should be in detail, and that means you needing to be ready with a number of follow-through questions in order to fully explore specifics. What were they trying to achieve, why didn’t like some of the common alternatives? Why automate instead of outsource? Why on premise vs. cloud? Go deep, don’t just skim the surface. Many will be able to provide answers that are really talking points, but to get real answers, answers that give insight into the situation and the person’s role in the situation, you will need to have at least three follow up questions.

  • Why that objective?
  • How do they measure that?
  • Upside of achieving the objective
  • Implications of a miss; etc.

If they can go into detail about these, contrasting the choices they had to deal with and why they landed where they did, then you are more likely dealing with someone who was involved in the decision, vs. someone who cannot, and therefore was not likely core to the decision, clear signal you’ll need to engage someone else, and now.

Along with the Why questions, you need to introduce How questions. “Great, I understand why you went with that route (product service, provider, etc.), tell me How you went about selecting Vendor X?” The goal here is to get a step by step of the How, giving you a window into how they make decisions. Again, if they can detail How the decision was made, you’re in the right place heading in the right direction. If not, and it is clear that they were secondary in the process, then it is clear that you need to engage others. The goal is to do this really early in the discovery phase, where curiosity and interest are rewarded with information, especially as the questions you are asking relate to them, but provide you with multi level insights.

Again, if you are ready with your follow through questions, then you will also be in a position to learn who was involved in the decision, and is likely necessary to get a decision now.  The great thing is that once you make this Why > How combo part of your routine, you’ll discover that it is a very conversational and inclusionary approach, where buyers are allowed to reflect and share info rather than interrogating or pitching.

They Why > How works on almost any element of the sale, but it does require practice and preparation. In the next post, we’ll go deeper and wider with this proven and easily implemented one-two punch.

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Are Your Sales Relationships Painful?1

By Tibor Shanto – tibor.shanto@sellbetter.ca 

People ask me why I focus so much on prospects’ objectives, after all if you can find a pain and play to it, you are bound to get a sale.  Well maybe.  I always find it amusing that when I ask people what do they want to know about a potential buyer, too many say “I want to know what their pain point is, their needs, the problem”.   When I ask what they want to achieve in a first/second meeting with a prospect, they start gushing on about wanting to establish a relationship.  One guy at an IT consulting/systems integrator, said this to me literally when I asked what his goal is for a first meeting: “I want to find the soft underbelly of the beast; stab it; then serve up the cure”.  While you may be shaking your head, and rightfully so, I hear this same type of thing said differently by so many in sales, including pundits, I worry.

You Don’t Have To Hurt The Ones You Love

So maybe I am missing the point, but how does one go from poking (or probing) for pain, latent or other, and in the space of one hour or so go to forming a relationship?  Maybe it is a Bizarro sales version of the Stockholm Syndrome.  How else can you explain the expectation that one can search for or deliver pain with a blunt instrument, and establish rapport or a relationship, even if you hand out Aspirins.What I see as being more effective, even with buyers who are screaming with pain, is to focus the buyer on a point down the road, a point in time 18 – 24 months in the future. You want the buyer to “see” themselves, their aspirations and their opportunities in your narrative and experience. Your ability to create an authoritative dialogue aligned with their objectives, based on specific instances where you have enabled and enhanced clients’ ability to reach their long term objectives, but to speak convincingly about specific impacts and outcomes.

While there is no doubt that in the near term pain relief is paramount, it does beg the question what then?  Pain is short term, usually negative, and limiting. While objectives are long term, tied to other initiatives, uplifting and positive, and as a result have an energy “pain” and “needs” don’t.

By marginalising the “pain”, and focusing on the big picture beyond the current pain, you can create a level of involvement and emotional commitment that is not available when it’s only about solving an immediate problem. Long term relationships should be tied to the long term, be that goals, objectives, etc. Clearly you want to address and resolve immediate “problems”, but you need to position that is but a small line item in a much bigger plan. To do that, you need to open up the conversation to align it with the big picture.  As mentioned, pain discussions are narrow and limiting, so in conversation with a client, assume you will solve the problem, and steer towards the long term.

A Primer

I have written about this in the past, but I find a two-part question to be an effective way of practicing and fine tuning this. You will need to make it more specific to your buyers over time, but use this as a primer.

Once you get past the usual social element at start of the meeting, ask:

I am curious Jane, if we were sitting here 18 months from now, and you were telling me your team had hit a grand slam, what would that look like?

The goal is to get them to look past their current positions pain or perhaps problem, and refocus the on their success plan, hence the grand slam reference. You’ll find that there is a moment of reflection, a couple of basic things, and then it gets interesting when they start detailing what their equivalent of a grand slam is.  Once you have let them share their vision, you really do need to shut up here and intensely listen, you can the ask the second question:

Help me understand why we are not there now?

You will often find that they reflect again, and start telling you about what’s keeping them from hitting grand slam.  What you’ll also find is that they will talk about many of the same things you have helped other achieve, and build a relationship around.

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Boy scratching his head, confused by what is happening

Is That All The Difference You Got?0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Here is an example of an element discussed in Monday’s post.  It’s hard to see the difference when you all look the same. Time for Sales and Marketing to step up and say something that makes a difference for the buyer.

Ever wonder why buyers would rather go it on their own?  I did when I was watching my favourite Sunday morning political pundit parade, these commercials were one spot apart in the same break.

If this is the best Marketing and Sales can come up with in speaking to their potential customers, no wonder it is coming down to price, there is little other difference between the two.

No wait, did the one guy shave his beard for the second one?  Is it surprise buyers are confused and would rather do it on their own, and companies need apps to do their selling for them?

Back to the drawing board.

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Feature/Benefit – Or – Feature/Price3

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Every tribe has its myths, collective beliefs, and things they claim to believe, things they avoid or adhere to, for sales the concept of Feature/Benefit is a go to favourite. While some believe this mode of selling may be outdated, and have moved beyond, the essence of most sales conversations, for many, Feature/Benefit is still the staple of their approach. Usually supported by their marketing teammates, it dominates their selling style, messaging, content and approach. For those who have moved beyond the basic Feature/Benefit, it may seem odd, but I am willing to bet, based on daily encounters with sales people and sales organisations, that a good majority of people reading this are selling based on some iteration of the Feature/Benefit selling.

Benefits?

There are a number of iterations of Feature/Benefit selling that are quite effective. It all hinges on which Features you leverage, and more importantly to whose Benefit. Stating that a particular Feature allows the product to spew out 11% more of something per hour, or faster, or shinier, means nothing. More, better, faster, is all good and nice, but still very vendor centric, and speaks to their view of Benefit, usually versus another competitor, including the current state (Status Quo being you number one competitor).  Consistent high performers see that as a spring board to what really matters, the buyer’s objectives.  These objectives are rarely framed in features which can be mapped to the product or offering.  They are defined in outcomes, impacts and how achieving one set of business objectives, sets the buyer up to achieve the next one.  High performers frame the Benefit in the outcomes and the business possibilities available to the buyer when they reach their second and third set of objectives.  Buyers, especially Status Quo buyers, ones who have neither started or interested in starting a buyer journey, will engage if you can get them to believe that you can impact their objectives, which Feature is leveraged in doing that, is usually irrelevant to the buyer.

Features?

Taking it back a bit, often the problem is not just the Benefits highlighted, but the actual Features showcased. In many instances marketers and sellers are blinded by their relationship and proximity to the product they sold for a time, and even may have had a in it’s development and introduction to the market.  Features are introduced because they may have seemed cool internally, those close to the product, but added nothing to the clients’ experience. How many times have you seen upgrades, especially in web based products or services, that did nothing but allow the vendor to talk about the upgrade, while pissing you off because you have to relearn something that makes no difference from outcome point of view. A lot like the Febreze “nose-blind” commercial, what others removed from the product experience is not the same as those who spend all their time with it, and depend on it for their success.

Which Is What?

The only features that count are ones that drive buyer’s objectives, delivering impacts that benefits the buyer in their terms, not in terms of the feature.  It’s simple, if the Benefit is a stat, not a specific business outcome for the buyer, try again.  If the Feature was thought of internally by someone who thought it was cool but has never faced a customer, rather than based on buyer input, the sale will be decided based on Feature – Price, with no Benefit.  Back to the drawing board.

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