Logical Selling

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by Stephen E. Heiman

Many of the people who market high technology products fall prey to a basic conflict in selling today: those who are intelligent enough to understand the product are extremely reluctant to be thought of as "salespeople."

John Knopp, Region Development Manager for Hewlett-Packard, puts it this way: "Industrial products salespeople are fierce in their determination that the type of selling they do bears no resemblance to used cars, encyclopedias or retailing. They see their selling as different -- which it is -- and thus reject anything that smacks of hucksterism."

Of course any good salesperson will reject hucksterism, but the point is that the kinds of men and women who sell high-tech products are well-educated, creative, technically-oriented problem solvers. They're comfortable talking about the technical details, but they have fallen from the common image of a sales representative as someone who convinces the customer to buy something he or she otherwise wouldn't buy.

There's a very good reason for that image -- most of the time, sales representatives try to sell their products by the "data dump' method. They're sure they know what the customer needs (if the need is not there, they'll convince the customer it is), and they're filled with information about the technical details of their product. They spend 75 percent of the sales call dumping data on customers, and then expect them to make a decision.

In today's complex selling environment, that approach just doesn't work. Even if customers buy the product, and even if it is the right solution for their problem, they're likely to feel they've been "sold." They're left with a feeling of resentment, and the next time they may well look around for a vendor who can make them feel they've made an informed and intelligent decision.

The basis of this conflict lies in the human mind. Data dump does not work because it ignores the natural order of decision-making. This is best explained by reference to some research done at UCLA a few years ago, which has to do with three kinds of thinking that go into every sound decision.

People, claims the study, make decisions in a three-step process. We may not be aware of going through these stages, but we are doing it nevertheless.

First, we try to understand the situation. In a buying decision, for example, we gather information and analyze exactly what problem or need we have and what led up to that need--in other words, where we are now. This stage takes the most time, but if we don't complete our understanding, the final decision won't be based on sound knowledge; therefore it will be subject to change.

Once we understand our present position, we go on to generate alternatives. We think about all the possible choices for filling our need -- including the choice to do nothing. We think about how each alternative will affect other parts of the organization, such as new training for workers, or adjustment to the budget. The process works best when no possibilities are ignored.

If the first two stages are thoroughly covered, the last stage -- selecting one of the alternatives -- is a piece of cake. We've gotten the information we need, compared and analyzed the alternatives, and making a choice takes the least time of all. Now think about the traditional data dump sale. A sales representative visits a prospect, takes a quick fix on the "problem" and just can't resist dumping all the information about his product. After all, technical people are natural problem-solvers, right? The prospect is overwhelmed with data, but he may not know what he really needs, and he may find out later that there are several possible solutions.

The sales rep hasn't taken the time to work through the stages of finding out what's so in the situation, helping the customer clarify and understand his needs, and examining the alternatives. When it comes to the decision time, the sales rep is basically saying, "I've got the best possible solution out of the few you've looked at, for a situation neither of us understands."

No wonder the customer comes away feeling like he has been "sold." His natural decision-making process has been disrupted, and he can't possibly feel that he's been in control of the buying process. He may raise objections just to give himself the feeling of being in charge, or he may sign the order and cancel it the next day. Either way, the sale hasn't been a happy one.

The solution to the data dump is paying attention to the human decision-making stages. Make the buying process a multiple challenge, in which you and the customer gather information about the situation and generate and analyze all the possible alternatives. Then get out of the way and let the customer make a choice.

This method offers numerous advantages for high tech marketing people. First, if you are put off by the image of selling, you get to show your customers that you really care about making the buying decision a joint venture, in which the customer makes an informed choice after working together with you to reach a conclusion. You get to be better than the rest, and that kind of confidence will increase your success without making you feel like a snake-oil salesperson.

Second, it's more fun, because it's creative. You engage in a dialogue instead of delivering monologue. You participate in a problem solving approach that's a lot like solving a puzzle. As seller, you don't have to carry the burden of "making it happen." The result, according to many who've tried it, is that you're much more relaxed, and the built-in flexibility of a dialogue frees you to concentrate on getting information, offering information, and thinking about solutions.

Finally, you get a better sale. Your customer makes a solid decision that isn't going to generate resentment three days later. Your percentage of sales, and more important, repeat business, is bound to increase. The customer "owns" the decision, and she also knows that you (and your company) are there to help solve problems, not just to manipulate a sale. That kind of credibility goes a long way in the volatile high tech market.

Now, if this idea is so effective, why isn't everyone doing it? After all, most sales training programs teach 1001 ways to close a sale -- whether the customer wants to or not.

The answer is that data dump and manipulation of a close are the easy way out. Sales representatives are often more comfortable reciting the features and benefits of their products than sitting down and asking questions that will lead to a real understanding. And it seems logical that examining all the alternatives might end up with the customer picking one that isn't in your product line. But the truth is, if you steamroll the customer into a decision, neither one of you will benefit from it in the long run.

The extra kinds of skills you will need for this kind of selling are already in your repertoire as a high-tech-oriented person. Basically you work through the first two stages by asking good questions and listening carefully to the answers.

You approach the first stage with some information about the prospect, but remember that each buying decision is a brand new ball game. Don't assume you know what they need -- find out, with the prospect, exactly what the situation is today. What "problems" exist? What kind of budget is available to solve the problems? Who has input into the buying decision? What will the prospect gain by solving the problem?

Stage two, giving information about all possible alternatives you can offer, is a great deal easier now that you've clarified the existing situation, instead of simply assuming you know the problem and its solution immediately.

If you get to stage three and the best answer isn't readily apparent, you know you need to go back and gather more information or analyze the alternatives more carefully. Following the logical, natural decision-making process helps you cover all the bases along the way so that both you and the customer feel in control of the equation.