5 Secrets Of Communicating Effectively With Your Customers
Standup comedians take cues from their audiences and modify their material as they go along. You can use this technique to watch for cues from your customers as to how they like to be addressed by you and staff.
This might seem like a schlep when things are going crazy at the tills or in the back office but the reward is creating loyal customers. Getting their feedback can also help you build your business. Here’s how to make communicating with customers a win-win scenario for them, for you and for your staff:
1. Listen first
Rethink your relationship with your customers by remembering that they are in control of the cash, not you. Shift your attitude to acknowledge this by recognising that you would like them to buy happily and confidently from you.
Bullying them with an over-the-top sales pitch is often a fast road to customer disappointment.
Instead, take time to guide them to the product or service that suits them best.
2. Acknowledge and connect
Whether you are demonstrating a product or ringing up a sale, allow the time to pause briefly and look customers in the eye. This personal connection makes customers feel that each one of them has been acknowledged as a fellow human being and not just a cash cow.
Such simple courtesies help you build the loyalty that encourages customers to return to buy again. They also often help take the sting out a disappointment or complaint about your product or service, allowing you to deal with it constructively.
3. What happens in the back office stays in the back office
Be clear in your own mind and also make sure your staff respect the house rule of not pursuing disagreements between colleagues on the shop floor. Most customers who witness something like this tend to back off – perhaps right out of your door.
Some may even film or record it and post it on social media. That is when you realise that there is indeed such a thing as bad publicity and you risk your business’s reputation being permanently damaged.
4. Choose the words
Customers are impressed when they see the boss putting in time on the shop floor or getting involved in customer relations. You can get double value from this time by listening in to the way your staff interact with customers.
Make notes of what is positive and negative then use them during staff training sessions to role-play the situations again and help staff develop empathetic tones, body language and responses to customers.
5. Value the feedback
Compliments make everyone glow but even criticism or a complaint is valuable to your business – it’s like free market research.
So encourage your staff not to argue with a critical customer or try to prove how wrong they are. Respect their perception of their experience and use it to improve your range of products or services and help your business thrive.
What Really Drives Sales Growth And Repeat Business?
Hint: It’s neither your prospects’ ability to buy nor how great your product or service is.
Have you ever analysed what really drives sales in your business? Most people tie their answer to marketing or new leads. Those can be drivers but not the main driver for small businesses.
What causes one person to shop with you for years, driving out of their way to get to you, while the guy across the street won’t set foot in your door? Typically, when I ask this question, I get feedback about how great the product and service is. When I ask why the guy across the street won’t use you, I typically get some explanation of a lack of need or ability to buy.
Those answers can all be true, but that doesn’t make any of them correct.
I have spent the last seven years studying these questions and searching for both the truth and the correct answer. Surprisingly, the right answer is far easier to understand than I thought it would be. Instead of you having to become an expert on the subject, I’ll save you years and tell you what I found.
The truth and the correct answer
If you want to drive sales growth and repeat business, it boils down to understanding and then implementing one strategy: Content builds relationships, relationships build trust, and trust equals sales. Think about that statement for a minute. It is true in your personal and business life right now.
Related: Sales Leadership: The New Frontier
Content builds relationships
Since the dawn of man, how did we build relationships? We create content. If I found myself to be single tomorrow and on a date, I would work to build a relationship with the person I was dating by talking to them – that is, by creating content.
In B2B sales for many years, people created content by having all the knowledge and telling sales prospects about the great features and benefits of new, amazing machines. Today, we create content for our websites and e-books, as well as for downloads or videos to post on YouTube.
Why do we do all of this? Simply put, content builds relationships. And if your customer is looking to purchase anything of significant value from you, you will first need a relationship to make that happen. Once we have a relationship, what happens?
Relationships build trust
Most people don’t fully trust someone they just met, regardless whether it is a business relationship or a personal one. Human nature is to give a little bit of trust and to see if someone is worth giving more trust to. In other words, make them earn it. This is why delivering, at a minimum, what you said you would is so vitally important.
This is where good customer service, the person who answers the phone or sits at the front desk, can make or break a new relationship. As the relationship continues, more and more trust is given; and if the experience remains positive, the amount of trust you get grows still more. As the trust in you grows, then what happens?
Trust equals sales
The more a person trusts you, the more they will buy from you.
One bit of good news with all the competition that is popping up is that it is super easy to stand out, because there are so many poorly run companies and untrustworthy people in the world. All you have to do is do what you say you’re going to do when you say you’re going to do it. Also, treat people the way you’d want to be treated. Since so few will do that, it is not that hard to stand out from the pack.
Once a person has a relationship with someone, and they always get what they expect, changing from that person or business is not easy or even desirable. Because you gave good content, you created a relationship. Through that relationship you worked hard and developed trust and now, that trust you earned turns out money through, year after year. When you have 500; 1,000; 2,000; or 5,000 of those trusting relationships, they become assets of your amazing business.
If you’ve read me before, you may have heard me say that you should use a newsletter to build a fence around your customers. They will stay longer and spend more. Well, this is what I’m talking about. Had I been more sophisticated in my understanding of how all of this works seven years ago, I would have switched out the word “newsletters” for “content.”
I tell people all the time that a newsletter isn’t a magic tool. If anyone is selling you a magic solve-all-your-problems tool, you should run very far away and very fast. A newsletter is simply a vehicle to distribute content that builds relationships. It nurtures those relationships over time. You have to respect the relationship and earn trust by delivering on your product or services. If you don’t, can’t, or won’t do that, you could deliver all the content and send all the newsletters, and it simply wouldn’t matter one bit.
How to implement this in your business
The challenge with any idea is implementation. With most ideas in business, you typically have four choices, and this one is no different.
You can do the following:
- Do nothing. This is what most people do, which is good news for you, because it is also what most of your competitors are doing. That makes it very easy to stand out.
- Do it yourself. Content has to be created, and maybe you’re the best person to do that right now in your company.
- Hire an employee to do this for you. Of course, you could hire and train a content creation person and outsource editing, graphic design, etc.
- Find a company to help you implement this strategy.
Regardless of your decision, if you want to truly grow, or if you want to beat the competitor down the street, or if you want to increase the value of your company, it starts with this strategy: Content builds relationships, relationships build trust, and trust equals sales.
This leaves you with one thing to as you finish this article: Look back at the four options and make a choice.
This article was originally posted here on Entrepreneur.com.
Get Those Quotas Moving (Upward!) In 2018! 5 Things Your Salespeople Can Do
Fewer than half of salespeople make quota, on average. Here are some best practices for to help them hit their targets in the new year.
Whether they had a tremendous 2017 or a difficult one, sellers likely hit the re-set button with the start of this new year. And that button push probably was accompanied by more aggressive quotas for those sellers to achieve in 2018.
So, what should sellers do to gear up for the coming year? As 2018 gets under way, here are five things I can share to help sellers get off to a good start.
1. Avoid stale quotes and proposals
Unlike fine red wine, proposals that have been in the sales pipeline more than 45 days old aren’t getting better. Many of them, in fact, are likely to have “no decision” outcomes.
So, if you’re the seller, what’s going on? There may be instances where your prospects have chosen a competitor and not given you the bad news. My suggestion is to send a snail mail letter, “return receipt requested,” to the highest level you’ve called on within the account. State in the letter how long the proposal has been outstanding, noting that you haven’t been updated on its status and that you intend to withdraw if you don’t hear anything back.
The hope is that your letter will cause the buyer to contact you and say there is still interest. If that’s the case, you can ask to revisit the opportunity (help facilitate a cost vs. benefit analysis) and see if a revised recommendation can be made.
If your letter doesn’t elicit a response, you can safely remove it from your forecast. While that’s not the desired outcome, you’ll have the benefit of a more realistic view of the size and health of your pipeline.
2. Create add-on opportunities
Sellers often believe that if customers have additional needs, they’ll proactively reach out. Certainly, close rates will be higher when there is an existing relationship vs. when sellers are closing new accounts. That’s why sellers should take a look at each client and try to determine potential business needs that might be addressed through the use of their company’s offerings; they should then proactively contact the key players who might be interested.
The key to initiating add-on opportunities is taking executives from latent to active need for a company’s desired business outcomes.
3. Be realistic with nurtured leads
If the cost of your offerings exceeds $50,000, you may want to take a hard look at the entry level that nurtured leads provide. My view is that many of those leads get sellers in touch with people that are doing product evaluations. So, those people may not be working with budgets and have not identified potential areas of value/payback that can be realised through the use of your offerings.
Ask yourself if the contact you’ve been given is a potential champion who can provide you access to the key players you must call on to sell, fund and implement the offering being considered. If not, I suggest you treat the contact as a coach that may be willing to get you an introduction to a higher level that may then serve as your champion. My thought is to gain access to people who will see value in your offerings.
4. Ask for referrals
Satisfied customers can be under-used assets, especially if sellers can help them quantify results.
My preference is that sellers break down benefits and values specific to titles and outcomes that have been achieved using those sellers’ offerings.
Once quantified, sellers can ask if their customers know of any other individuals or companies they could be referred to.
5. Plan a sales cycle ahead
When I was in engineering school, I was a “just-in-time” learner in that I studiously avoided professors who assigned homework and also approached midterm and final exams with some last-minute cramming.
Some sellers follow my academic model – and that’s not smart: In terms of their year quota, many sellers who are not YTD against their numbers believe they can close enough business in the last quarter to make up for their previous gaps. But this is a very stressful strategy, and there will be times when sellers run out of runway.
An alternative I’d suggest is for sellers to break their quota into monthly increments and multiply that number by the months in an average sales cycle. They can then estimate their close rates and set pipeline thresholds they should try to exceed.
Once they’re at the stage of interviewing committee members, sellers can then negotiate their activities and time frames via a written document with buyers (I call this pipeline “E”). Here’s an example of how to project ahead:
- A seller has a $2.4 million quota ($200,000/month).
- Her average sales cycle is four months and her close rate is 50 percent.
- Therefore, her “E” target is to close $800,000 or more every four-month period.
- At any time, if she is YTD or better, her E target will be $1.6 million in her pipeline.
- In a given month, any shortfall from YTD must be doubled and added to that $1.6 million; business development efforts must be ramped up.
Being aware of YTD performance to date and projecting the sales cycle that’s ahead on a monthly basis can reduce stress levels during Q4.
And reducing stress is good, right? I hope these tips can help make your 2018 a great, and de-stressed, year.
This article was originally posted here on Entrepreneur.com.
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