Do You Really Want an Aggressive Account Manager?
I’m frequently told “I wish my Sales Team was more aggressive.” The more I think about this statement, I question if they really know what they are wishing for.
The definition of Aggression is “ready or likely to attack or confront; hostile; pursuing one’s aims and interests forcefully, sometimes unduly.”
Is this the type of Employee, Co-Worker or Account Manager you are
looking for to represent your Company and engage with your customers? I don’t and I don’t think this is what they are looking for either, unless they work for the Chicago Bears and are looking for a Defensive Linebacker or that Company that calls our house each night at dinner trying to sell something we don’t need.
Just think about how you react when you encounter an aggressive salesperson. How many of you shop for a car on Sunday just so you can shop without being pressured to buy. Have you ever walked out of a store where you had every intention to buy just because the sales clerk would not leave you alone?
We have a furniture store in town that is now promoting that no salesperson will bother you unless you have a question and call them over. When we need furniture I will give them a shot.
I think what we really are asking for is not aggressive but that our Account Managers be less passive and more assertive.
As Sales Managers we teach and expect our Sales Team to be Relationship Builders. This is a skill that I believe is essential but in many cases it encourages them to become passive in the sales process by being too accommodating and always trying to please the customer. At times, our Account Managers will do things that are not in their or the companies best interest just to please or not upset the customer.
We must remind our Sales Team and especially the more passive Account Managers that the key to a long lasting business relationship is “it must be beneficial to both parties.” It is rare to find a customer that is so passive that there is never an objection with anything we propose. Most customers are assertive as to what they want and feel they need. We must become more assertive and teach our Account Managers how to let our customers know our expectations as well.
We should be seeking a person that shows confidence in their abilities, one that is neither too pushy nor lifeless. An Account Manager and Sales Team that can assert control over a discussion and move it the way they desire and is always looking for a way to overcome any objection by the customer. A person that doesn’t give in too quickly to the customer’s demands and can move the negotiation back to solutions that benefit everyone. That person should not be afraid to challenge the status quo when necessary.
In my next post I will discuss the traits I think you should be looking for in your Sales Team and Account Managers.
But, if you really want an aggressive Account Manager just wait until the County Fair or Carnival comes to town. Walk down the Midway and just look and listen to those trying to get you to buy from them. You will have a good crop of aggressive candidates to pick from.
If you would like, please leave a comment below or email me at feedback@wewaonthenet.com.
Now let’s get out there and over-deliver!
How to Sell to Price Sensitive Customers
I often hear “You’re telling me to sell value when my customer only buy’s on price.” This seems to be a common response when working with Account Managers.
I usually think but rarely reply “If price is the only reason they buy, why do we need you calling on them when we could handle this account over the phone.”
As Sales and Account Managers it’s our job to provide a value to our customers that goes beyond price.
Let me re-phrase the statement above and see if you get a different look at the situation.
“My customer always buy’s from me when I have the best price.”
This is the same situation just from a little different angle. The customer is still buying on price but I think you can start to see opportunities.
Now are you ready to pull up your sleeves, get to work and put in the effort to make the sale knowing that if you get there on price you will get the order.
Let me give you a few suggestions to help you with this type of customer:
Before the sale
- Be very responsive to the initial request. Show the customer how interested you are in their business.
- Listen for the real needs of the customer. Try to find needs other than price.
- Look for an alternative product or service that may better serve the customer or may have a better price point.
- Look for ways to cut cost out of the product or services without sacrificing the customers’ expectations.
During the sale
- Be prepared for questions and negotiations.
- Always portray an image of quality, responsibility and confidence.
- Try to move discussions of price to benefits and advantages you and your company can provide.
- Most importantly try to exceed the customer’s expectations with the proposal or quote.
- If the competition sends the quote by email maybe you hand deliver it.
- If the others just send out the price you send out the price along with specifications sheets or other material that may be a benefit to the customer.
- If the competition gets their price out at 3:00 yours gets there by 2:45.
After the sale
- Once you have the order you have the opportunity to bring your value as Account Manager to the relationship.
- Make sure you are following up with the customer.
- Provide technical and industry updates frequently.
- Quickly and completely resolve any problems that arise.
- Always be looking for the opportunity to over-deliver. (As we discussed in last week’s article).
Price does not have to be the deciding factor. Customers really want top value for the price they are willing to pay. Creating value is not a mystery but it does take hard work, commitment and outstanding communication.
As an Account Manager your ability to provide value to your customers will be the difference of you being an average salesman or a top performer.
If you would like, please leave a comment below or email me at feedback@wewaonthenet.com.
Now let’s get out there and over-deliver!
The Cornerstone to a Long and Lasting Sales Career
In a recent interview, Jack Welch was asked “What’s the Secret to
Success?”
He responded ” Find out what your boss wants and then over-deliver.”
How simple is that!
As Sales and Account Managers do you know who is your ultimate boss? How many of you when I said this, the first person that popped into your mind was your immediate supervisor, the CEO or possibly your spouse. That may be true, but in a sales business the ultimate boss, the one that makes the final decision as to you and your company’s success is the Customer.
The cornerstone to any long and successful sales career must incorporate Mr. Welch’s philosophy. I can ramble on but there is no need. Let me restate the quote as I think it should be for Sales and Account Managers:
Find out what your Customer expects and then over-deliver.
• Over-delivering has to become a mindset and be intentional in everything you do.
• Being average or just doing the minimum should never be good enough again.
• Your customers will grow to trust that when given the opportunity you will always give them more than they expect.
• Once you have the reputation for over-delivering others will seek your services.
• Your customers will no longer see price as the only differentiating difference between you and the competition.
• Do this enough times and before you know it, great things will begin to happen.
The downside to over-delivering is you are constantly raising the bar on customer expectations and those expectations become the new standard. That is why you must be committed to always learning and improving your skills. You will begin to seek out those who can help you improve and you will learn to dismiss those who try to hold you back.
I am committed to trying to help you learn and improve your sales skills. It is my hope that whether you are a seasoned salesman or just beginning your sales career I can help and be a part of your growth. If you are willing to let me know what skills you wish to improve and the expectations you have to grow your career, I will try each week to provide you with information from my training and years of experience. And as always, I will attempt to over-deliver.
Please leave a comment below or email me at feedback@wewaonthenet.com.
Now let’s get out there and over-deliver!
Sales vs. Inventory – A Children’s Story
I have figured out a great way to wake up a Sales or Branch meeting and get the group talking. All you have to do is mention inventories and ask for their thoughts. Everyone seems to have an opinion about inventories.
During a recent discussion on inventories last week I began to think I was listening to the Children’s story about Goldilocks and the Three Bears.
The Purchasing group thinks the inventory is not turning fast enough and we may have too much inventory.
The Sales group is on the other side of the coin feeling that we need more inventory and the inventory we have isn’t exactly what we need.
In the middle was the Branch Manager thinking for the most part the inventories are just right.
Now are you starting to remember the story? I bet a couple of you couldn’t remember exactly which story I was talking about. Was it the Three Bears or the Three Pigs with the Huff and Puff Wolf? Am I right! Back to the topic.
How many of you have been in this discussion?
I know all three groups are passionate in their beliefs and without a doubt everyone in these discussions are looking out for what’s best for the company.
So I would like to interject my thoughts since over the years I have been in all three positions and have argued all three cases.
I seem to always try to come up with a story to make my point or try to make it easier to understand. So here we go.
When I go into the grocery store across town I don’t expect them to have everything I need. If I go into a convenience store, I have even less expectations but I still think they should at least have bread, chips and cokes. But when I go to My local store that I have shopped at for years I have much higher expectations than the others. I expect them to have what I need. There is a reason I shop at that store and price is not the only reason. I am comfortable knowing that they seem to always know what I need.
So here’s my attempt at a story to make my point.
It’s the Fourth of July weekend and I run to the store to get Mustard and Mayonnaise. I may not buy these items but once or twice a year but I expect My store to have both. When I get to the condiments aisle there is plenty of Mustard but no Mayonnaise. I think, this is the Fourth so they must have had a run on the Mayonnaise but I can’t even find an empty shelf where it should be. So I ask the guy stocking the shelves where is the Mayo and he says we used to stock it but lately we haven’t been selling any so we’ve quit stocking it.
You probably think this is a dumb example. No grocery store would ever not stock Mayonnaise and I agree. But if your inventory is based solely on inventory turns and only on items with the most sales, what would prevent this from happening? Do you have a process in place to factor in Customer Expectations?
To continue with my example, I go ahead and get the Mustard but I still need Mayo. I go down the street where I may or may not have every traded before to get some Mayonnaise. Sure enough they have it and in the brand I prefer. Next to the Mayo is Mustard which happens to be cheaper than I paid at My store. I start to look at this store differently than before. I’m probably going to pick up a few more things for comparison. I’m thinking this store seems to have everything I expect a store to have and cheaper. Heck, this probably should become My store.
I’m not going back to my “Old” store and tell them I’m gone. They probably wouldn’t miss me anyway.
Can you see this happening with your Customers? How much did that one “lost sale” cost the grocery store in my example? I think a lot more than a jar of Mayo.
Having the right inventory is a very difficult process. You can have too much and not be efficient. You can have too little and not meet customer expectations. We must all work hard to make the inventory “just right.”
There are certain products that customers expect us to have on our shelves. They don’t understand and really don’t care how often it turns (sells). When they want the item they expect us to have it.
Every business should know these products and must make exceptions to turn rates and efficiencies to make sure these products are available. With all the benefits the computer brings to a business, I know computers cannot identify Customer expectations completely.
Customers don’t expect us to have everything and we should not even try to have “all”. But we must be able to meet their expectations.
As Sales Mangers and Account Managers we are the eyes and ears of our Customers. We must be providing feedback to the Purchasing group. Without our involvement and being proactive in the process we will surely fail to meet our Customer expectations.
I encourage you to be active in the Inventory Committee meetings if your organization has them. If not, offer to be a resource to the Purchasing Department. Make sure your Customer’s expectations are known.
If you have been reading this blog for long, I hope you realize that I think our relationship with our Customers is the key to our success. We must know our Customers and find a way to do business the way they wish to do business, if not the competition will. Inventories are just one glaring example of how well you know your Customer and your willingness to meet the Customer’s expectations.
Have a Happy 4th!
Manage Time to Reduce Stress – May Not Always Work
I was asked this week to write an article on time management by my
very good friend and cousin, who was clearly time challenged that day. I could see the stress he was under as I wasted an hour of his time just talking about how much fun I was having writing this blog.
We had talked a couple of weeks ago about how his part-time business has been so successful that it has turned into a full-time job. This wouldn’t seem like a problem but he is retired and was not looking for a full-time job. His natural sales ability and helpful personality has his customers demanding more of his time than he is willing to give. Like most good salesmen he finds it hard to turn down a sale and just say “no”.
So over coffee I suggested the things that I often suggest to our Account Managers who are facing the stress of not having enough hours in the day.
- Plan each day by writing a to-do list of what you need to accomplish that day.
- Prioritize the list by importance, putting the most important first.
- Identify the tasks that are not essential and could be put off or eliminated.
- Determine which of the tasks you can delegate to someone else and delegate them.
- Plan time for some unexpected events to happen. (They always do.)
- Stay on plan as best as you can.
I even went so far as to suggest blocking out Tuesdays and Thursdays each week just for himself.
As we left the coffee shop I remember thinking I wish I had his problem of having too much business. I also felt I had given him solid advice.
As we talked this week I could see that he had taken my advice and began implementing the plan but it clearly was not working. He told me that he had also decided to start taking Tuesdays and Thursdays off and had gone so far as to turn his phone off for an afternoon.
The problem was even though the phone was off the calls didn’t stop coming. When he turned his phone back on he had 19 calls requesting his services. I can just imagine his stress level as the messages began to play. While my suggestion to block a couple of days for himself may have been valid, it failed to provide a solution for the cause of his stress — too much business.
I was thinking the problem was organization of time and learning time management skills would be the cure. If he could eliminate the time wasting events and focus on what was truly important he could gain control of his time and reduce his stress level. My advice was only treating the symptoms and not finding a real solution for the problem.
I did exactly what I teach our Sales and Account Managers not to do. I didn’t take the time to understand the real problem before recommending a solution. I made assumptions, and we all know what happens when we assume, that were valid but not complete. I didn’t ask the right questions. I failed to listen to what was being said and must have not been looking for non-verbal clues in the conversation. I suspect I was probably doing most of the talking. I failed to “practice what I preach.”
I expect my cousin will be receiving an invitation this week to come over to the house and grill some steaks next weekend. I owe him the time to listen and learn what the real issues are.
This time I will prepare like I would for a sales call:
- I will gather as much information about his business and his customers as I can.
- I will have a few probing questions prepared to help get to the root of the problems.
- I will listen closely to what he is telling me and look for the non-verbal answers to my questions.
- I will not be so quick to offer solutions but try help and assist him reach his goal of less stress and more free time.
I’m thinking the solution may be more of a behavior change for both my cousin and his customers. He may need to retrain his customers to do business in a way that conforms more to his schedule. In doing so he will probably need to learn to say “no” and not be so accommodating.
Heck, there I go again making assumptions. I’ve got to start “eating my on cooking”.
If you have or have had these same struggles with time and stress that you would like to share, please leave a comment below. I’m very interested to learn how others deal with this very common problem. If you have experiences that you think could help my cousin please leave a comment or you can email me at feedback@wewaonthenet.com.
July Tip of the Month – Windshield Time
For the past month it seems I’ve spent more time on an airplane or in my truck than I have at home. I’m beginning to think of myself as a road warrior. This leads me to this month’s Sales Tip.
What do you do with the time you are in your car or truck in-between sales calls? In many cases much of your day will be in a vehicle.
How can you make this time productive and not feel that your windshield time is wasted?
If you’re like me much of that time is on the cell phone (please don’t tell) taking care of problems, checking on orders and talking to our customers. But sometimes I catch myself making these calls just to be filling time. I have nothing else to do so I call the office just to check-in. I may make a couple of calls that provide no value to anyone and it just kills a little more time.
I can only listen to talk radio so long before my mind starts to drift and it’s just noise in the background.
So for the past year or so I always keep a good audio book or podcast downloaded to my phone or iPad.
I started using audio books several years ago with some of our Account Managers that never had time to read the books I would recommend. I found that if I gave them the audio version they would listen and in most cases had a better understanding of the material than those who read the books. I love to read so I really didn’t see any value in audio books for me.
But last year I finally broke down and let the Blackberry go and got an iPhone and soon after an iPad. This was my first introduction to Podcasts and download-able audio books. I quickly began to fill my devices with books and podcasts. I can find a topic that I’m interested in, download it in a couple of seconds, then while on the road listen to what I want to listen to.
My tip for anyone who spends considerable time in their car is to use that time is to learn new things while driving. There are some very good Sales and Sales Leadership books and Podcasts available for anyone in Sales.
I would recommend getting an iTunes account if you don’t already have one, then download the Apple Podcast App and start browsing by category. You can listen to just one show or subscribe to the podcast and it will be automatically downloaded to you device when a new show comes out. If you don’t like the podcast just unsubscribe and find another. I think I’m subscribed to about 10 shows right now.
This has been a great use of my windshield time and I hope you find it as valuable.
If you would like to know what’s on my list just send me an email at feedback@wewaonthenet.com and i’ll get you my list. If you have your own recommended list please leave it in the comments.
A Goal Setting Refresher
Seven years ago we hired a professional sales trainer to work with our Branch and Sales
Managers. While he presented and helped us with the entire sales process, I think the greatest benefit he taught us was the importance of setting goals. He worked with us not only on how to set sales goals but personal and financial goals as well.
For the next several years we did a pretty good job of following his trainings. We were setting good goals and holding ourselves accountable for the goals we set. However, we seem to be slipping back into our old habits and not putting the focus on setting good clear goals that we should be expected to achieve.
So if you and your sales team have gotten a little lax on goal setting, I would like to present a little refresher on SMART goals.
I mentioned in my last post “Smart Goals” and had a couple of questions about what are smart goals.
Smart Goals are the framework that all good goals should incorporate. From Stanford University:
“Smart goals help improve achievement and success. A SMART goal clarifies exactly what is expected and the measures used to determine if the goal is achieved and successfully completed.”
Here we go:
- Try to limit the number of goals you set. We chose to focus on 3-5 goals that could really make a difference. Any more seem to dilute the process.
- They must be SMART:
- Specific: This is the “Who” and “What”. You must be as detailed as you can about the goal.
- Measurable: This is the “How”. The goal must have a way to determine if the goal is met or not.
- Achievable: The goal must be realistic and reasonable to be achieved in a specific amount of time. Your goal should make you stretch but not be impossible.
- Relevant: The goal must be relevant and appropriate for the situation. Keep the focus on the result.
- Timely: Your goal must have finish date or deadline. Include a “when the goal will be met by” date.
- You must write your goals down and review them often. Perhaps weekly, monthly but at least quarterly. This is the most critical step in the goal setting process. If you don’t take the time to put in the effort to write down your goals all you really have is a wish.
- Now share your goals with those that have an interest to help you achieve them. This will help you add more accountability to your goals and help make sure you stay on track.
If you have become lax on setting goals for yourself and your sales team I encourage you to re-engage. If you have never seen the benefit to goal setting I ask that you try. I can promise that if you follow the suggestions above you will greatly accomplish more than those who don’t.
There is plenty of great advice and more detailed explanations of goal setting and making “Smart Goals” on the internet. Just Google “Smart Goals” and get started. One article that I have recently shared with some of our sales team is “The Beginner’s Guide to Goal Setting” by Michael Hyatt. This is a very good article with examples of the goal setting process.
If you would like to share your goals or have any helpful suggestions on Goal Setting please leave a comment or send me an email at feedback@wewaonthenet.com.
I Wish I Could Grow My Sales
When I’m working with Sales and Account Managers I frequently hear the same questions and comments. The conversation usually gets around to the Account Manager saying:
“I wish I could grow my sales.”
“I wish I had more time to make sales calls.”
“I wish or need to make more money.”
Over time I have learned that we are either serious about our wishes or in most cases we are just making noise. We may wish for something but usually are not willing to do what’s needed to make the wish come to reality.
Do You Really?
When I hear an Account Manager say for example “I wish I had more time to make sales calls” I will often respond by asking “Do you really?” Then I listen for all the reasons they have for why they don’t have time to call on their customer. You know the reasons; I can’t get out of the office, I have too much paperwork (really meaning I don’t want to do the silly reports you ask me to do), I can’t get off the phone, etc…
Are You Committed?
The good thing about a wish is that it doesn’t require a commitment. You can wish all day long but without a commitment you don’t have to change anything. There is no personal sacrifice asked of a wish. But without the sacrifice you will probably see no change. Very few things come without a cost and moving a wish to a reality is certainly not free.
So when I hear an Account Manager make a wish and after listening to the reasons why, I will ask “Are you committed to make a change?” Again I listen to their response. There must be a commitment before we can proceed. If it is just noise both you and your Account Manager will just be wasting each other’s time.
Once the commitment is made to turn a wish into a reality we can get to work. We can then begin to discuss the sacrifices needed to be made. Using the example above “I wish I had more time to make sales calls” it may mean working more hours each day, blocking out time each day solely for making sales calls or eliminating non-productive time from your schedule. We can then set SMART goals to make sure we have a process in place and are taking the right steps needed to make the change.
Without asking the two essential questions “Do you really?” and “Are you committed?” most all wishes will remain just noise.
On a personal note, this process is how I began WEWA on the Net. I wished I could write a blog that might be of value to our Sales and Account Managers.
After a few months of reading blogs and wishing I could write one, I asked myself “Do you really?” The answer was “I really do.” Then the hard question was “Are you committed?” and my answer then and still is “Hell Yes!”
Pre-Sales Call Routine
I’m watching the U.S. Open this weekend and got to thinking about
their pre-swing routine. I’m pretty sure they have practiced this routine many times and they know it gives them the greatest chance of being successful. I’m wondering why we as Account Managers and Sales Managers don’t always do the same.
I’ve played golf most of my life and without practice I’m really bad. But if I can fit in time to practice and get into a routine, more than just getting out of my truck and rushing to the first tee, I can improve quickly.
Watching the golf pros, they always go through a pre-shot ritual before each swing or putt. They size up the situation before selecting the club that’s needed. Then they select the club and take a couple of practice swings before approaching the ball. Once they approach the ball they make sure they are aligned correctly and take at least one look up to visualize where they expect the ball to land. Then and only then, when all is right they hit the ball. After they hit the ball they follow through with the swing. Then get ready to do the same thing again for the next shot.
Is preparing to make a Sales Call any different?
Size up the situation before making the sales call. Qualify your lead and make sure you know your customer and what is their need. This may be the most crucial step because if you don’t correctly size up the situation your remaining decisions may not be correct.
Select the right sales club. You must determine if the best approach is a product demonstration, power point presentation, bring in a specialist to assist or maybe just donuts but you need to select the correct sales tool.
Take a couple of practice swings. You must go through the presentation you have chosen to identify any problems or weakness. Run through it a couple of times. Practice what you are going to do and say. If everything feels right you are ready to approach the sales call.
Visualize where the ball should land. Decide before making the sales call what you want the outcome of the meeting to be. It may be a sale but it could also be advancing the sales process.
Approach the ball and align correctly. Before walking in to the customers office make sure you have everything you need. One final check just to make sure you’re ready to go. Breath mints may be advisable.
Swing. Now you can make a confident sales call. You have prepared yourself, should have the right tools, practiced, visualized the outcome and are aligned correctly.
Make sure to follow through. During your sales call you have probably determined action items that need to be done before the next meeting. The call is not complete until you follow through with everything you have committed to do.
The pros follow this routine for each and every shot and you must too. How many times have you had a short putt that you could not miss? You just walked up to the ball without going through your pre-shot routine and missed the putt?
How embarrassing and costly is it to miss a sale just because you failed to go through your pre-sales call routine. Maybe you sized the customer up wrong or didn’t have the right club or were just slightly misaligned or in the worst case failed to swing at all.
Rest assured if you consistently practice this routine you will be giving yourself the greatest chance to be a successful Sales and Account Manager.
Trust you’re not the Rabbit
This is a continuation of the last post “Are you the Salesman or the 
Rabbit”. You may be wondering why I would give so much time to this topic. I guess it’s fresh on my mind since we recently had an Account Manager who unwittingly played the role of the Rabbit. I could see the signs, which I will discuss later in this post and what we could/should have done to help prevent this from happening. I also received an email from a reader last week which I am including towards the end of this post. Kris tells us a personal experience where he was the rabbit and how his relationship with a good customer will never be the same.
The signs you may be the Rabbit:
- Customer skips the natural sales processes of making us earn their business and gaining their trust. In our case the customer was from another state and they had no previous experience with our company. We knew they had a strong relationship with one of their local suppliers but the project was in our backyard and having previous experience on the project we felt we had a legitimate opportunity for the business.
- It’s always about price. We were emailed the customer’s request for quote (RFQ) and had a very short time frame to get pricing back to the customer. Since the customer was from another state this was not necessarily a red flag but the scope of the project required additional information and discussions. Any information we received was directed at us to provide the lowest price. They had very little interest in any value added services.
- Reluctant to give details of the project. Our Account Manager had participated in previous phases of the project and knew the project well. The customer was very vague when he asked questions or requested information.
- Gets upset if you question a request or ask for more time in getting the proposal ready. Throughout the process we were constantly under pressure to meet their demands. This was not our first rodeo, so any request we made was needed to present the best proposal we could. Each request was met with them getting seemingly upset and little accommodation to our requests.
- Never get to meet the boss or true decision maker. We were dealing with an out-of-state customer so not meeting the boss didn’t seem so important. But our Account Manager was given the impression he was dealing with the decision maker which turned out not to be the case.
As you can, see all of the signs of being a Rabbit were there. We had a very experienced Account Manager involved with the customer and we were aware we were going up against their trusted supplier. I would like to make excuses for not recognizing what the customer was doing early on but that does no good. By the time we realized what was going on we had a lot of time and effort in the proposal.
The fact is we were dealing with a very experienced negotiator who I believe never had any attention to work with us. He just needed a Rabbit (us) to use as leverage to negotiate with their preferred supplier.
So what should or could we have done to help from being the rabbit?
We should have not have violated the first step above ourselves. We were guilty of not getting to know the customer. Without first learning the customer’s business and gaining some trust, the only value we could bring was a lower price and to play the part of the Rabbit.
Without getting to know the customer and asking the right questions we were just making assumptions on the value we could bring to the customer.
In our haste to try to get the order we made it very easy for the customer to use us as a negotiation tool (rabbit) and not be taken as a serious contender.
We did at the very end send the Account Manager and a group from our sales team to meet the customer but at that point the negotiations’ had already begun with their preferred supplier and all we got from the meeting was a healthy bill for what must have been a very good steak (rabbit) dinner for all.
From the example above, this was a new customer of ours that we didn’t take the time to get to know. Kris, a reader of this blog sent me an email of a personal experience that shows it doesn’t only happen with new customers but even your good customers can at times use you as a rabbit.
Kris’s story:
“I really like your blog on the rabbit. I get that sort of thing from customers. One time in particular stands out. Some of our customers rent equipment from us but they own some of the equipment too. I had a really good customer call and asked for me to work up a price estimate for a major overhaul on a piece of equipment in the field, and while it wasn’t a tremendous amount of work involved I still got used as the rabbit. I always prepare a very detailed cost estimate showing specific part numbers, quantities, etc. so that my customer’s questions are answered. This particular instance I went a step further and did an on site inspection that required me to travel hundreds of miles to put eyes on the prospective job. I thought the job was in the bag. However weeks passed and I didn’t hear anything on the start date, so I made a quick call to check and see what their thoughts were for getting the job started only to be told my incompetent competitor was awarded the job. But to add insult to injury, I was also informed that my detailed estimate was ultimately passed off to this vendor so they could use it as a “guide” for what needed to be done and what parts should be ordered. I find myself reluctant to go that extra step for this customer now in fear of being the “rabbit” again.”
Kris thank you very much for sending me this story and letting me share it with others.
As you can see in both examples we were misled as to the true intentions of the customer. In both cases we didn’t know the customer as well as we should have. The customers used our efforts as a tool to negotiate with the competition, without letting either one of us have a fair opportunity. While the circumstances were different in both cases trust with these customers has been completely lost.
I have probably beat this topic to death but as Sales Managers and Account Managers we must always remember that before we can truly negotiate in good faith there needs to be a level of comfort and trust with our customers to help ensure that we are not going to be the rabbit.
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