Sale progress *

Following the approach

After the approach has been made the salesman enters upon the delivery of his sales talk. Broadly speaking, a sales talk covers the whole interview from introduction to close. We shall use the term here, however, in a more restricted sense and confine it to the talk upon the prospect's problems and the salesman's offering. We have already considered the matter of studying and preparing a talk upon the prospect's needs and problems. We have also discussed the matter of studying and investigating the product. We shall now consider the subject of preparing a talk upon the offering and discuss the order and manner of presenting the sales talk.

It is quite usual for the ordinary salesman to depend wholly upon a knowledge of his product as a preparation for talking it. No doubt a man of ordinary ability can talk quite effectively about something which he understands well. However, he will talk much more effectively if, upon the basis of that knowledge, he makes special preparation.

Many large concerns appreciate this fact and endeavour to help their salesmen by preparing for them a standard talk upon their product or service. Such a standard talk usually represents the best efforts, judgment and experience of the sales executives and of the star salesmen of the organization. Hence, it is apt to be logical, convincing and comprehensive. A salesman for a company which provides a standardized talk will do well to study it carefully and fix it in mind.

As to whether or not it should be memorized verbatim is a moot question. The argument against the practice is that the exact wording of any standardized selling talk, no matter how carefully prepared, will rarely if ever fit the individual salesman's personality. It is impossible for the salesman to guide the selling interview in the exact sequence of the standardized talk.

The argument for it is that a salesman, although he gets the general ideas behind a standard presentation is, if left to himself, likely to be careless of the fine points and verbose in developing his selling talk; whereas, if he has learned the standard verbatim, he has secured a track to run upon, with the result that his adaptation of carefully prepared and thought out statements will be sounder and more succinct than would be the case if he were left absolutely without guidance. The effectiveness of a selling talk depends largely upon its naturalness and it is true that delivery of a "canned" selling talk, as salesmen often refer to it, tends to be stilted.

One large, nationally known concern, noted for the efficacy with which it trains its salesmen, insists upon the new member of the selling organization learning a standard selling talk verbatim and then tells him frankly to use it merely as a basis on which to work out one better suited to his individual personality.

Probably the best practice is for the salesman to familiarize himself thoroughly with the standard talk, preferably learning it verbatim and then interpret it in terms of his vocabulary and his particular personality and present it in his own way. Then he will continually check himself up with the standard selling talk, using it as a guide. Eventually he will find that he is using practically all of it in a way that is particularly effective for him.

Selling talk a series of standardized parts

One argument against the standardized selling talk has not yet been discussed. That is, that the sequence of no two selling interviews is exactly the same. A selling talk on a purely specialty offering which is being presented to the prospect for the first time is quite likely to run along in a fairly orderly manner.

Even in this case, however, the salesman is more proficient if he possesses the mental agility to vary the sequence of his talk to fit the conditions of the particular interview. It is true that the large majority of selling interviews cannot be expected to follow a predetermined sequence and there is no more sorrowful spectacle than the salesman, prepared to present his offering in but one set way, thrown off the track and left floundering because the answer to a chance objection of the prospect "is not in the book."

Observe this, however. Practically every point that may be made in connection with a product must be made not on one particular occasion alone, but over and over again. Those things which we have occasion to say repeatedly we tend, whether we are conscious of it or not, to state in much the same language and with much the same emphasis each time we say them. The salesman who proudly proclaims that he never says the same thing twice is endeavouring to prove that he is not human; and it will be observed that he invariably tells you that particular thing in exactly the same way. You have had some experience which, because of its interest, you have recounted on numerous occasions.

Think back and realize that you have absolutely standardized it in the telling. It would be quite an effort now for you to endeavour to put it in a different language. Consider the accomplished raconteur. He hears a new story and adds it to his repertoire. If it has been effectively told to him, he is likely to tell it in much the same way. If it has not been particularly well told but he sees possibilities in it, he develops for himself an effective way of telling it.

The first two or three times he uses the story, he may vary it slightly, experimenting with it. From that time on it becomes set. He repeats it in exactly the same words each time he tells it. He learns just where to bring in his illustrative action, to place emphasis, to pause for effect and to wait for his laughs.

In much the same way the salesman will get into the habit of making each and every one of his selling points time after time in much the same language and they will be strong and effective or weak and ineffective depending upon the thought he puts into their preparation.

The salesman's selling talk, then, eventually becomes a great supply of standard parts from which he can pick at any time those which he desires to use and which he can assemble in the order that circumstances dictate.

Preparing his own talk

In most lines no standard talk is provided. The salesman must prepare his own. This is a comparatively easy matter if he has thoroughly mastered the details of his offering. In every product there are certain main features which stand out and the preparation is simply a matter of whipping them into orderly form. These are sometimes called main selling points, that is, those principal features which constitute important advantages or benefits to the prospect. They are the main points which the salesman must drive home to the prospect in order to make his case. Usually there are only five or six such features and these should be carefully determined and clearly fixed in mind.

Main selling features

For purposes of illustration, let us consider a few examples of selecting these selling points. First take a cleansing compound which cleanses by means of chemical solution instead of by friction. The main features are : efficiency, sanitation, ease of operation, economy, and removal of danger of destroying the finish of surfaces cleansed. The main selling points of a calculating machine for office use might be its simplicity, durability of construction, accuracy of operation, ease of operation, its variety of uses and again economy.

In persuading a retailer to stock an advertised brand of toilet soap, the salesman's main selling points would be reputation, consumer acceptance, quality, ease of merchandising, added volume of business, rapid turnover and steady profits. In talking a wholesale staple to the same retailer, the salesman would stress the reputation and standing of his company, its distinct policies of dealer service, its facilities for rendering that service, its quick delivery, its fair price policies and possibly its private brands.

It will be obvious that this method of ascertaining main selling points or features can be applied to every type of offering, whether staple or specialty. The advantages of the process to the salesman will also be clear. He is bound to do some close thinking in order to reduce his offering to its main features. Having his main facts so clearly and logically in mind enables him to talk pointedly and to construct an orderly selling talk by grouping under each main head all of the facts and details of his offering which support that particular point.

Supporting the main selling points

The salesman's selling talk is now ready to be filled in with those facts and details of his offering which support each main point. Let us illustrate how this is done. Assume that a salesman is planning a selling talk on an industrial bond. One of his main points might be "assets back of this bond." He will group under this the facts concerning the physical property of the issuing company, and the balance sheet analysis with particular reference possibly to inventory, cash and reserves. The orders ahead on the books of the company may be touched on here but they would probably more properly fall under another head, such as "Earnings" or "Steadiness of earnings."

Let us take another illustration from a little different field, fuel gas again. One of the salesman's main selling points on fuel gas for industrial use is that of "controllability." Under this head he groups the following talking points which support it: control of temperature is not dependent upon opening and shutting of drafts nor upon chimney efficiency ; the gas furnace is easier to operate and regulate ; it responds readily to automatic thermostatic control; the fuel is uniform in quality ; it is used only when actually needed. With the main selling points determined and the supporting facts classified under them, a brief but strong and effective talk is worked up upon each fact and detail supporting the main selling features.

This logical confidence creating preparation will prevent the salesman from scattering his shot. As someone has aptly put it, it enables the salesman to shoot straight to the mark using a rifle instead of a blunderbuss. It enables him to boil down his selling talk material, and make it infinitely more effective. Certainly this is far better than to carry in his mind the details of his offering in a confused mass and depend upon the spur of the moment inspiration in presenting them.

Writing the sales talk

The question is often raised as to whether or not the salesman should write out his selling talk. We do not advocate that. Few men can write in as plain and natural a manner as they can talk. Witness the difficulty even of experienced novelists in, producing natural dialogue. There is a danger that the salesman in writing a selling talk will lose his naturalness. He is likely to fall into a set and formal style which does not grip interest. A selling talk which registers effectively must have in it the personality and enthusiasm of the salesman. This will often be lost in the attempt to put a selling talk into written form. However, it might be helpful for the sake of practice, to write up a talk upon one selling point only. Writing compels one to think carefully and express oneself clearly. After writing it the salesman might go over it, cut it, and reduce it to its clearest and plainest terms. Even then he should not commit it to memory verbatim.

That writing is not recommended does not mean that the entire talk should not be carefully prepared.

It is not enough that one study his offering, distinguish the main features and reduce each one to its related talking points. While this provides a valuable outline for the talk and fixes it clearly in mind, the salesman must go further. He must now carefully think up his talk point by point. Let us consider some of the important points to keep in mind in this connection.

Practice brevity

Many salesmen lose orders by talking too much. Often a salesman talks himself into an order and then talks himself out of it. The ability to present a thing briefly as well as forcefully is a valuable sales asset. The man who has mastered the details of his proposition and outlined them as indicated here is in an excellent position to plan a talk which will be brief and still get the salient points vividly before the prospect.

Busy men appreciate the skill of a salesman who is able to place a complicated matter before them in a short time. This can be done if he will give the preparation his careful thought. Otherwise the salesman's talk will be vague and discursive. He will substitute words in place of accurate ideas. He will talk too much because he has not prepared himself. An ancient Greek philosopher when asked why he had on an occasion written such a long letter replied that he had not had time to write a short one.

The talk should be clear and pointed

Salesmen frequently err by talking in general terms. Generalities do not convince but facts usually do. Let a salesman selling shoes say to his prospect: "Mr. Brown, this shoe is positively the best on the American market," and Mr. Brown's mental reaction will probably be, "Oh, that is what they all say." On the other hand, let the salesman say, "Let me show you why this shoe has such a good reputation," and Mr. Brown will proceed to get interested in the facts presented.

Avoid too much detail

When the offering is one that involves a mass of details care must be taken to avoid too much technicality. In some lines salesmen are recruited from among students or operatives who have had technical training in factories or in engineering courses. These salesmen especially are in danger of making their selling talks too technical. It is easy to involve the prospect in such a maze of details as to confuse and irritate him. Instead of convincing him the salesman bewilders and bores him.

The more technically trained the salesman, the greater the temptation. lie is likely to talk as an engineer and lose sight of one most important principle of a good selling talk—brevity, clarity and simplicity of statement. The salesman must learn to subordinate his technical knowledge or enthusiasm for the mechanical excellence of his goods to this plain principle of good salesmanship. The ability to take a complicated offering and present it in plain, nontechnical terms which make it clear to the prospect and cover the ground with sufficient thoroughness to convince him, is a fine art.

Delivering the selling talk

There is an important distinction between the preparation of a selling talk and the delivery of it. It is seldom delivered as fully as it is prepared. No two sales are exactly alike. Some interviews are brief ; others lengthy. In some cases the prospect may be quite familiar with the salesman's offering. In others he may know very little about it. Some prospects are opinionated and abrupt. Others are open-minded and genial. Some are free with objections and interruptions. Others are good listeners. In fact, it is useless to try to conduct a sale according to a cut-and-dried method of procedure.

Order of presentation

Assuming now that the salesman is well prepared to discuss the prospect's needs and problems and is equally well prepared to discuss the main points of his offering, how shall he begin his talk? Which selling point or problem shall he discuss first, which next, and so on? The fact is that no specific program can be suggested. It depends upon the nature of the product, the particular kind of prospect, and the various circumstances of the sale. However, there are certain principles of presentation which are effective and which the salesman should observe at the outset.

The salesman will select what he considers the most pressing problem of the prospect and the most important selling point which relates directly to that problem and begin the talk with a discussion of that problem or a discussion of that selling point. Some salesmen find it most effective to discuss the problem first and then the related selling point, tying it up to the definite problem. In either event each should be discussed in connection with the other. Perhaps the most logical order is promptly to "get over on the prospect's side of the fence" and talk about his problems first.

The salesman who begins an intelligent discussion of a difficulty or problem in such a way as to create the impression that it can be solved, will arouse and hold the interest of the prospect. Then, with interest well developed, the prospect is open minded and receptive to a selling talk upon some feature of the salesman's offering which helps to solve that difficulty.

As the sale proceeds, present those selling points which logically meet the objections raised by the prospect. If a salesman starts discussion of a problem which he considers the most pressing difficulty of the prospect and is interrupted by an objection or question which indicates that another problem or difficulty is uppermost in the prospect's mind, let the salesman shift over to a discussion of a selling point related to this new problem.

Watch the prospect and discover his dominant motives. Then stress those selling points which appeal directly to those motives. In nearly every sales interview it will develop that the prospect has some dominant motive which will govern his action. Some merchants, for example, are sensitive and proud of the reputation and appearance of their stores.

The salesman will stress such points as reputation of the product, its high grade and artistic appearance. Other merchants are almost exclusively concerned with profit. This is the most common merchandising motive. The salesman will want to stress such points as dealer service, rapid turnover, self-sellers and good margin of profit. However, this is mainly a matter of emphasis. The skilful salesman puts his whole proposition before the prospect if he has time and the circumstances make it advisable, but will lay special stress upon those points which appeal to the dominant motive of the prospect.

Perhaps enough has now been said about the order of presentation. The foregoing are good general principles to bear in mind but the fact is that the order of procedure is not of prime importance. If an accurate report should be prepared of everything said and done in a number of successful sales in the same line, it would be found that no two of them proceeded in the same order, that in no two of them were the same selling points developed at the same length and that in no two of them were the same objections and resistance offered. Sales are not disorderly but they are unorderly.

Hence the salesman should not attach too much importance to his order of presentation. It is well to begin in logical order and continue in that way as far as one can. Then, when objections and resistance appear, shift about from one selling point to another as the exigencies of the case may require.

Dullness

The way in which the salesman presents his case is of more importance than the order of it. Some salesmen, without realizing it, get to be bores. They are dull and monotonous in their presentations. They have mastered the facts but they fall down in the presentation because they fail to put feeling into it. "They have the words but not the tune." This may seem to be a matter of temperament but that is not necessarily so. What they lack is enthusiasm, which may be defined as intensity of feeling about something, based upon confidence. There is something contagious about enthusiasm. It puts force into a sales talk and gets it across. That is what is meant by being "sold on your own offering."

The monotonous salesman is not sufficiently sold on his own stuff. He will become enthusiastic if he will first of all sell himself thoroughly on his product. He can acquire that certain "intensity of feeling" which will communicate itself to the prospect. It should be borne in mind, however, that enthusiasm is not "hot air." Its substance is knowledge and confidence. Enthusiasm does not manifest itself in noise or high pressure but rather in conviction and earnestness of manner. The most effective enthusiasm is that which is quiet and self-controlled.

Avoid too much eagerness

The skilful salesman carefully avoids the appearance of eagerness for the order. He will naturally be eager to get it but he must not ,show it. Buyers resent it. They are more impressed by the salesman who shows a certain amount of diplomatic independence. As one successful salesman put it, "I never attempt to ride or crowd any man. I hold myself back and allow the merits of my case to do the crowding. I try to put him into a position where he will sell himself." That is by far the most effective way.

Avoid taking too much time

Elsewhere we have discussed the necessity of making the selling talk brief, but aside from that there are various other periods of the sale at which the salesman can consume too much time on incidental matters. He must bear in mind that most buyers are busy men. They appreciate a prompt and businesslike handling of the sale, and an indication on the salesman's part that he considers their time valuable. The successful salesman will avoid undue haste but will show a reasonable degree of promptness.

Familiarity

The attitude of the skilful salesman is friendly but not intimate. It is easy to trespass upon the personality of the other man. The temptation to do this is quite strong where the salesman has succeeded in establishing a friendly contact but it is not good salesmanship to do it. He will maintain a certain degree of dignity and reserve. This, of course, does not apply to the case of the staple salesman who calls often upon his trade and has formed personal friendships. The salesman who is making his first call upon a particular prospect, however, will avoid any attempt at intimacy. He will hold the interview strictly upon a business basis.

Avoid an attitude of superiority

His superior knowledge of his proposition sometimes tempts the salesman to "talk down" to the prospect. He will sometimes go so far as to give his prospect advice on how to manage his business or personal affairs. That is poor salesmanship. Buyers instinctively resent it. The salesman will do well to cultivate an attitude of deference, treating the prospect's ideas as well worth considering, and not attempting to ride over them. He will, of course, stand firmly for his own case, but a skilful salesman will always convey the impression that his estimate of the prospect is one of respect and admiration.