Data Overload
/A reader writes, "My company has detailed information on potential customers for our product. Before reps make a cold call, they know, among other things, which competitor the prospect uses and when it's coming up for renewal.
"Some of my salespeople, once they reach prospects live, immediately start telling them what they know about their account. Prospects often react negatively to this, causing frustration for the reps.
"During coaching sessions, I advise the reps to begin by talking with and asking questions of the customer, not bombarding them with facts. They ask, 'Then what's the point of all the information?' Or 'If I don't talk about it, I'll look like I don't know anything!' How do I get through to the salespeople?"
Your company invests in excellent competitive data. Now the reps need to understand when and how to use it correctly.
Human Nature
People do not like to be told. Instead, they like to be asked, then given, the chance to explain, clarify, and correct. Most want to make a point using their own words.
Reps beginning a sales call by reciting facts to an individual they have no relationship with override this basic human preference for communicating.
Accuracy
Data, no matter how reputable, becomes dated. Information may still be factual weeks or months later, or have changed within minutes.
A new CEO or executive starts working at a company and makes major changes. One organization merges with another. Some information could be self-reported and therefore inaccurate or misleading.
Salespeople should always assume at least a small percentage of inaccurate or incomplete information. Likely some type of change has recently taken place within any company they call on.
What is it for?
So why bother to collect information in the first place, if you don't want reps to use it?
Data confirms a company has most probably purchased a certain type of product. Your organization might compete directly against or complement that product. The rep now knows the prospect is most likely in your wheelhouse.
This gives salespeople confidence prior to making the call. But they should assume only two things:
There's a possibility the prospect needs what your organization sells
The prospect might be open to a conversation about it
Work it In
Telling the prospect, at the beginning of the conversation, "according to my records you purchased Competitor A in early April of 2017 and your contract expires in April of 2020," could come across as overly intense, arrogant or intrusive.
As the rep asks questions of the prospect and a conversation begins to take shape, it's OK for them to say something like, "I have some information that tells me that you use product XYZ? Is that correct? How did you select that provider?"
Approaching prospects this way enables a rep to establish rapport and demonstrate an interest, rather than aggressively diving in and bombarding them with facts.
Peer Coaching
Identify which reps on your team do the best job of using competitive data at the right point in a sales conversation. Record their calls, playing the best examples for the salespeople to hear at a staff meeting.
Ask these reps to have a chat and share some pointers with any salesperson struggling with using the information correctly.
We all have so many facts and figures at our disposal these days. Reps must learn how to use them to draw customers in, not push them away.
