Cold Calling Step 2: Understand the Product and Align Its Capabilities to the Business Benefits
All salespeople have a natural tendency to become very related to the products that we sell. This occurs because nearly all of our conversations within our company and to our prospects revolve around the product features.
We truly become immersed in what we offer the marketplace – and with all of these conversations circulating, we naturally assume that our prospects will have a native understanding of what we provide and why it makes a difference, simply by our verbalization. There is even a tendency for salespeople to assume that a cursory explanation of the product’s capabilities to a prospect will naturally evoke an understanding by the prospect as to how using the product or service will benefit them.
Experience, though, has shown this to not be the case.
Our task as effective salespeople is to connect the benefits and the capabilities for the prospect. Put it this way… Failure to do so should result in a prospect saying, “I understand what your product does; I just don’t understand the value proposition.” If only prospects were so open when this occurred because then we would clearly understand that we have not created the necessary linkage between benefits and product capabilities.
There are a few ways for us to become “smart” about what these benefits and their related capabilities truly are. Clearly, as we outlined in the first step, understanding the industry, target markets and their needs and relating them to the product or service is a terrific place to begin.
Many salespeople, however, fail to look at the messaging of their direct competitors. Competitors are typically not shy about posting about their value on their web sites. Facebook pages of competitors often enable you to discover, via testimonials and comments, what buyers truly value.
This is important because, as we shall see in future posts, simply because you believe something to be a benefit, your prospects and customers may have a very different take on what constitutes the true value.
Many, many years ago when I was first beginning my business career, my first company, Flash Creative Management, decided to sell a software development tool, MUPET (the acronym stood for Multi-User Project Editing Tool). It was my first foray into selling a product for software developers and it was a priceless education for my company and me.
We had articulated the benefits in advertisements, speaking engagements and a few other communication channels. Surprisingly, to us anyway, the people who bought the tool had very different intentions for its use. We discovered by the technical support questions we were receiving that people had decided to use it in very different ways than we intended.
In some cases, this worked out just fine as the product was capable of addressing these needs but sometimes the product fell woefully short of the value that our clients hoped to receive, because frankly, the product was never designed for this purpose.
So there are two takeaways in this portion of the discussion:
(1) It is your responsibility to connect benefits to product capabilities.
(2) Just because you or your competitor thinks that the true benefits have been identified does not mean that you have successfully done so.
This second point, and our next challenge in preparing a successful cold calling campaign, will be the subject of our next post.Leadership, Sales, Strategic Plans, Strategy
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