"Thank you, I've got it," "Please call back later," "I need to think about it"—these are just some of the phrases we use to say goodbye to telemarketers. Why do we do this? Because we don't like them! They call at the wrong time, they try to push something on us, and they create pressure that's hard to escape. Does it have to be this way? Dawid Didiuk, co-owner of the Gamma Training and Consulting Consortium , who is responsible for sales at the company, told me about how to sell in difficult times, why failures are good, and how to deal with rejection.
Working in sales isn't easy! It's worth exploring techniques and methods for optimizing it, even if you don't contribute to the company's sales team on a daily basis. Why? Because (more or less consciously) you negotiate and sell every day . These activities can involve performing professional duties—for example, negotiating project deadlines or delegating tasks to a teammate. In private, it can be persuading your wife to take a trip to the mountains instead of Masuria! Sales also involves presenting your capabilities to a potential employer, for example. As you can see, sales are everywhere. Sales are life . So how do you handle it properly? See detailed information.
>> ASARI CEO: Optimization with automation and optimism! <<
On how needs are important in sales…
…or more precisely, their proper classification by the customer. This allows us to fine-tune the conversation and present the benefits of the product or service in a way that meets the specific person's expectations. This increases the chances of a mutually satisfactory sale.
(The rest of the article can be found below the form)
" Today, it's impossible to—to put it colloquially—sell something. The customer is savvy and modern, and sales have changed. It's not enough to just sell things and try to make them want to buy something. The trick is not to sell, but to make the customer want to buy it, regardless of what's being sold, " explains Dawid Didiuk of Projekt Gamma.
Each of us has all of these four basic needs, but one or two are always most important, which is crucial for properly presenting an offer. A good salesperson's role is to properly diagnose these needs and present the customer with a product or service they're willing to pay for—without any arguments or tug-of-war.
Sales – 4 basic customer needs
During a conversation, a salesperson should be proficient in both verbal and nonverbal communication. We wrote more about this HERE. However, it's not just how they say things that matters, but also... what they say. Let's examine WHAT the customer wants to hear, depending on their needs.
- The need for security
If the buyer asks a lot of questions, they expect assurance from you that this option is risk-free and reassurance that all information will be sent via email – now you know who you are dealing with!
A person who prioritizes security above all else will be very reluctant to adopt new, innovative solutions. They prefer to stick to established, well-known, and proven patterns. They are also characterized by a cautious approach to decision-making , which they precede by gathering feedback to confirm they are doing the right thing.
The underlying cause of this behavior is a paralyzing fear of failure , which is considered far worse than the loss of profit. To minimize risk , each operation will be carefully planned and its details confirmed, preferably in writing.
You will certainly read and hear a lot from clients about feelings, or rather fears!
The benefits of this business relationship? If you meet expectations, earn trust, and reassure the customer during the decision-making process, you can count on a certain level of loyalty. This buyer doesn't like change , so if you don't disappoint them, they'll be happy to use your services or good products again.
>> Sales Funnel – What is it? Definition and Example <<
- The need for comfort
If a collaboration or purchase is to take place, you need to sell the customer not a product or service, but a sense of convenience. This could involve, for example, relieving them of certain responsibilities or proposing solutions that will allow them to achieve more in a short time, with less effort, and more conveniently.
How do you recognize a client who prioritizes meeting their need for convenience? They won't expect frequent contact or elaborate conversations. Simply establish your (your company's) commitments upfront and provide periodic brief reports on the plan's implementation.
Changes? New tools? As with a client with a need for security, these will be viewed with reluctance.
A comfortable client will gladly pay for peace of mind, delegation, and the opportunity to focus on matters that are important and interesting to them. Forget sending long emails—they won't read them anyway.
- The need for prestige
During the conversation, you quickly learn about the client and their company's greatest achievements? The main message is "me, me... me"?! Oh – everything is clear ;). Additionally, the interviewer will ask if they can count on exceptional service, a special offer, and a whole team of professionals to handle their case.
Don't you have any achievements, backed by certifications? Don't you offer the latest tools and technologies or premium products? It might be hard for you to push your luck! A one-on-one meeting will put you in a better light , as topics unrelated to the business and the transaction itself will also be discussed.
- The need for profit
Only now do you have to prepare for the demanding verbal and communicational acrobatics! The main topic? Of course – money! Preferably small, for which the buyer will receive a lot. Or – conversely – huge, acquired easily, easily, and pleasantly. Here, every penny counts – literally. For this reason, the client will be meticulous and very analytical when reviewing the offer. You will also be asked if it can be done more, longer, better, at the same or lower price, of course!
Send simple reports, don't expect a strong relationship, cut your promises in half , and always try to present your offer in a way that leaves the buyer a winner. Even if they don't receive a discount. After all, if they pay more now than they expected, but in the long run, they save or earn more – that's cost optimization.
>> Marketing activities supporting sales – learn about the most important ones <<
Why is the role of a salesperson in sales crucial?
" What's most important when it comes to sales is the role of the salesperson and how they lead the conversation. We have different types of customers, so it's crucial to properly segment and identify their needs. For example, if a buyer needs convenience, and we can identify this at a behavioral level, we'll sense that it's important to them, then we'll show them the right benefits. We'll explain that they'll now buy a more expensive service, but they won't have to upgrade it later, or that by choosing this solution, they won't have to worry about anything themselves because, for example, someone will deliver something or they'll have excellent care. The customer is willing to pay to have their needs met. This is true in finance, the automotive industry, manufacturing, consulting, and pharmaceuticals, and when we think about insurance or real estate – the same mechanism operates everywhere ," explains Dawid Didiuk.
A short story about price, which is not an objection…
No matter what product you propose to a customer, you always hear "too expensive"? Perhaps you receive this message even without mentioning the price? That's because it's not a real objection.
" Price is a sense of whether we're spending a lot on something or rationally. Whether we can realistically afford it. […] To know what amounts we're operating with, it's good to ask directly what your SAFE budget is, what you're willing to spend on it. When we use the word " safe," we know the client won't provide a maximum amount, so we still have some room to maneuver ," explains Didiuk.
This knowledge is doubly valuable in sales when we want to use the upselling or cross-selling technique.
Remember!
The golden rule of sales is: don't answer unasked questions. The winner is the one who asks questions and gathers information, not the one who provides it. By using this method, you'll be able to manage the conversation and, consequently, the sales process. Ask, let them talk, and... listen carefully! Then, based on the customer's messages, flexibly adapt to the other person's expectations.
Don't look into anyone's wallet...
It's no different with price. "Don't look into your wallet"—that is , don't assume how much the buyer can spend. Sometimes you can simply make a mistake in your assessment and "lose the sale."
" If we anchor the price [we determine in advance how much a given product or service costs – editor's note], customers become attached to it and talk about it, but then they go home and decide it's not their world. The key is to diagnose whether the reluctance to spend money stems from a specific budget, a psychological block, or perhaps it's simply a way of life, " explains my interlocutor.
When “too expensive” is a way of life…
How do you deal with a client who always, regardless of the transaction amount, claims they "can't afford it"? This brings us back to the idea that skillful use of persuasion techniques will be worth its weight in gold.
" This way of life is still debatable. If we point out the real benefits, and the customer is rational and intelligent, they'll understand that by spending more today, they can save or gain in the long run, and that it will be good for them. However, if they have absolutely certain capabilities and abilities because they're already buying beyond their means, the chances of, for example, getting a higher package are slim, so let's abandon the attempt at upselling. Otherwise, we might scare the customer away, and they won't even buy the basic option ," Didiuk concludes.
The customer flees, and the salesperson chases! Is this how sales has to be?
Sometimes, sales can feel like a game of cat and mouse. Even if a potential buyer comes to you voluntarily and asks about specific solutions, they don't want to feel pressured into making a purchase. Legends circulate in the industry about so-called "apaches"—people who, when asked, "Are you looking for something specific?", reply, "I'm just looking!"
In turn, a salesperson who relies on a commission system and established targets feels pressure to ensure that a potential customer doesn't remain just a prospect. And that's where the trouble begins.
>> Increasing your e-commerce conversion rate <<
Interesting offer, but I'll think about it...
Or… "I need to talk to my wife!" We can live in hope that the customer will actually come back, but that hope won't sustain us. Simply put, such a message is a typical farewell formula, symbolizing a tearless wave of the handkerchief. If the entire sales process wasn't handled properly from the start, there are no magic tricks to closing the deal.
" If a Polish customer doesn't want to buy something, they say they need to think about it. And then they think about it, but they don't answer the salesperson's phone. The truth is, the customer said, 'I don't want to buy from you.' This also indicates that we didn't properly describe the product, misdiagnosed the customer's profile or values, not to mention their basic needs. You can try to re-sell, explain the details of the offer again, and then assess whether the customer is listening. If not, the conversation has died. It's better to quickly get over it and use your energy on others who might be interested in the offer, " explains Gamma's sales director.
What does the “quick mourning after the death” of a promising transaction look like in practice?
The Art of Dealing with "No"
" In sales, we have more failures than successes. […] It's not pleasant, but you have to realize that this is the role I play. If we're talking about a 30% success rate, we have more than double the number of failures. But these successes give us bread, joy, and the passion to continue helping people. And that's great!"
Relying on mathematics helps in dealing with rejection. For example, with a good methodology, I get 5 meetings out of 10 calls, and maybe 2-3 of those get real clients. You just have to accept that this is the case and learn to live with it. Even Gamma, as a consulting and training company, is a leader, but that doesn't mean we sell our services to everyone. It's natural that not everyone will buy from us. […] You have to accept that we won't always get it right, or – in human terms – someone will do it better than us. That's just how it is, " explains Dawid Didiuk.
Good to know…
If you want to avoid the client "escaping" into saying "I have to talk it over with my wife, aunt, mother-in-law or Uncle Witold", when arranging the meeting, ask directly whether other decision-makers or people interested in the process should be involved.
Sales: Turning Failures into Successes
What does this look like in practice? What software needs to be installed to make this possible?
" Failures are a positive if we focus on drawing conclusions and self-improvement. And that's success. […] Every failure teaches us. If we work in sales for 20 years and don't change anything, it's as if we've been working for six months. If someone works for two years and after every conversation draws conclusions, reflects on what they did wrong, is critical of themselves, and has an inner torturer, then that failure gives us strength. We learn more from failures than from successes," explains the sales director at Projekt Gamma.
Selling without pressure
They say the best salesperson is a hungry salesperson . The question is how to deal with sales pressure—your own or that of your superiors—and break the chain so it doesn't transfer to your customers. There's nothing worse than feeling like a salesperson is pushing you against the wall and forcing you to close the deal. Then, naturally, we want to run!
Pressure is necessary in sales, but only in meaningful and thoughtful activities. The more topics we open, cold calls we make, and touchpoints with the customer, this translates directly or indirectly into sales results. And here, there should be pressure from managers and the organization to ensure sales structures perform actions and touchpoints that build a foundation of trust with the customer, accustoming them to the brand and product. But it can't be placed on the customer, or in a given conversation. […] The task of an experienced salesperson is to translate this pressure into actions and tasks, but not to transfer it to the customer, " emphasizes Didiuk.
Very often, however, the pressure to perform is confused with the pressure to close a deal. At all costs, even at the cost of... losing a customer. Where does the problem lie? As they say, "a fish rots from the head down."
An efficient sales director or CEO knows that managing meaningful activities and monitoring their results is good. If we know, for example, that webinars for customers are producing results, trade shows, or cold calls are, then it's worth simply taking action. Wisely and thoughtfully, because the devil is in the details. And then it brings results . […] It's obvious that salespeople have a sales plan, but if the customer is well-served, receives the right, appropriately tailored solutions, they'll be satisfied, come back, and even recommend us! You can really create a win-win situation, a textbook win-win situation. You just have to lead the conversation very well . […] Create a situation, create an aura that makes the customer ask us to sell them a product or service.
In addition to properly understanding your needs, finesse and intuition are also essential. How can you maintain the motivation to juggle them perfectly?
Focus on activities and motivation in sales
While every deal is different, it involves repetitive tasks that must be completed to achieve a sales goal. Every day, week, month – phone calls, contracting, meetings, handling objections… How do you maintain motivation for this Sisyphean task?
Could the solution lie in implementing motivational systems within organizations? Or, on the contrary, is this a completely misguided solution that motivates only a few, usually the same, competitive team members? Expectations for higher reward levels will rise. But will they be in direct proportion to sales figures?
Corporate executives often believe that people need motivation to recharge. This isn't the right approach. We quickly get worked up, and then our emotions subside. If we develop the right habits, a sales routine, and above all, a calm, analytical pursuit of our goals, we'll gain the awareness that when times are good, times will be bad, and conversely – when times are bad, good times will come. When market conditions are difficult, the weak drop out, and those who remain reap the rewards. Paradoxically, bad times have more upsides than good times, " Didiuk concludes.
The upside of bad times…
You don't have to be a brilliant analyst to know that "bad beginnings of good things" are at the threshold of everyday life. As a result of the pandemic and the geopolitical situation, the market is changing rapidly, and the greatest challenges lie ahead. Experts predict declines in industry, manufacturing, services, real estate development, and the automotive sector. How can we prepare for difficult times to reap the rewards we mentioned earlier?
" If there's a good and easy market, then there's progress and everyone wins. I've worked twice in industries that were on the upswing. And there's a law of economics that says that if things are good, things will go wrong. And that's what happened. What was important was that when I had success, I felt it wasn't entirely my doing, and therefore I needed to improve. I recommended the same to my employees. There were also those who attributed their successes solely to themselves, not to the market or mathematics. And that was a problem. Now, when more difficult times come, there will be a test of who is good and who isn't. Difficult situations teach and develop. The best people in sales structures are those who started in difficult markets or difficult industries. Those who started with easy topics haven't learned to deal with failure, which is more important than selling on a wave. Anyone can sell well when things are going well. The question is who will manage, both from a leadership and sales perspective, in these difficult times, when there will be challenges and market resistance."
There's nothing left to do but break the mold and, following the above guidelines, wish yourself and your recipients failures, work in difficult industries, and clients who have to think twice! 😉 Good luck!
Dawid Didiuk – BIO
Co-owner of the Gamma Training and Consulting Consortium (ranked first in the 2020 Book of Lists training company ranking), also responsible for sales. Co-founder of Mokosh , a natural cosmetics company with a leading position in the Polish and European cosmetics markets.
Author of the sales management and sales methodologies "Building an Acquisition-Oriented Culture" and "Intelligent Hunting".
Since the pandemic, he has served as an advisor to management boards and sales directors, supporting departments in their transformation from a traditional sales model to remote sales. He designs and supports processes focused on improving specific sales parameters (sales volume, margin, number of leads, conversion from sales activities, etc.).
A trainer who, through his passion and charisma, motivates people to achieve higher sales results using new methods. In practice, he implements Learning Agility, unlocking new sales avenues and counteracting the mechanism of passivity in times of change.
Summary
The above article covers the following topics:
- Needs-focused sales
- The role of the salesperson in modern sales
- Price as an excuse, not an objection
- Does selling have to be a race?
- How to respond to a sales rejection?
- How to turn sales failures into success?
- How to sell without pressure?
- Sales activity and motivation level
- Benefits from unfavorable conditions
