Know how to build a vision, sales work with half the effort

  The work of vision construction is often the ability requirement that designers should have, but it is also very necessary for sales workers to know how to create new purchase ideas to attract customers, to inspire customers to worry about the future, or to understand the state after the problem is solved. . Building a buying idea is especially important in today’s salespeople. It can be said that any product recommendation and feature introduction is in vain before the customer creates a buying idea. Only those customers who have ideas can take action, and you are the one who created the idea.
  However, with the popularity of Internet information technology and the increased level of knowledge of buyers, most customers’ practices will initially form expectations for the future, and then will seek the help of sales staff. The vision-built sales role helps salespeople effectively intervene later in the customer acquisition phase. If they are successful, they can enhance or reshape the expectations that customers have formed.
  Two different types of buyers
  in the “New Solution Selling”, a book, we find that there are two different types of buyers. Starting from different types of customer buying behavior, two types of customers are derived: one is a customer who does not actively seek a solution; the other is a customer who will actively seek a solution.
  For the first type of customer, we mark them as “potential customers.” The typical reason for this type of customer formation is their lack of awareness of potential business pain points. In other words, they have not realized that the problem needs to be solved or that the possible opportunities can be exploited. Even if they realize it, there is no clear idea of ​​how to solve the problem or use these opportunities to improve.
  For the second type of customers, we mark them as “active customers.” The typical reason for this type of customer formation is that they are aware of the problems or opportunities that exist and are very clear about what action should be taken. They actively seek solutions to problems or find ways to seize opportunities.
  The distinction between these two types of customers helps the salesperson understand the customer’s behavior patterns, so that a targeted sales strategy can be developed based on different customer behavior habits.
  Although we can now find “potential customers” and then achieve sales through a joint purchase idea, there are fewer and fewer such customers. The rise of a new generation of customers means that most consumers will first form their own expectations for the future, and then seek the help of sales people.
  We previously thought that if a salesperson finds an “active customer,” then the salesperson does not have to help the customer build expectations for the future, because it can be assumed that the competitor has helped the customer establish it. This logic is reasonable because it allows salespeople to focus on changing customers’ expectations for the future by shaping new standards. If this is not the case, the salesperson will enter a competitive environment in which the rules are set by others, and the chances of winning will decrease.
  Vision building
  before the popularity of the Internet, the customer is the formation of future potential solutions expected by information provided by sales staff. Since many organizations are unlikely to examine all options at the time of purchase, customers will be compared and evaluated by contacting more salespeople. In other words, many of the salespeople involved in the customer’s proactive evaluation are only playing the role of cannon fodder or accompanying bids. It is difficult for them to change the customer’s metrics, which are often set by the competitors who first contacted the customer.
  However, in the new era, customers no longer rely on the information provided by the sales staff to decide to purchase, they are more inclined to search for information. As a result, they are no longer so susceptible to the sales force, but they have established expectations for the solution before seeking help from the sales staff. Salespeople cannot simply assume that customers’ expectations for the future come from the influence of competitors.
  In addition, customer expectations can vary greatly depending on which stage the customer purchases at the customer’s purchase. The customer’s expectations for the future are set from the initial establishment to the completely accurate definition, and the degree of performance is different. When vision architects first step in, they need to understand the strength of the customer’s expectations for the future, that is, how much plasticity there is, and how open the customer is to building and reshaping future expectations.
  Therefore, if the salesperson wants to effectively intervene, then it is necessary to accurately grasp the customer’s situational needs when the customer and their first contact.

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