Ventas: Empujo demasiado?

Entregamos una traducción del articulo: “Too Pushy?”
By Hank Trisler The Trisler Company & 2012 VDTA/SDTA Keynote Speaker

Buscar un compromiso es la paradoja básica de la venta. Queremos hacer el trabajo, pero no queremos aparecer como una plaga agresiva en el proceso. Este conflicto es básico en nuestro trabajo, asi es que analicémoslo.

Este es el bottom line: Si no sientes que estás empujando muy fuerte, o eres un patán insensible, o realmente no estás empujando suficientemente fuerte. Está en la naturaleza del vendedor el ayudar al comprador a tomar decisiones que no harían en su ausencia. Esa es la razón de que nos paguen tanto … Si no realizamos ventas, nuestra compañía podría vender sus productos a través de expendedores o de catálogos. Si no empujamos un poco, no somos útiles.

Perderás al menos diez ventas por no empujar suficientemente fuerte por cada venta perdida por empujar demasiado!

Porqué entonces, nos sentimos mal cuando empujamos un poquito demasiado? Porque esa es la única ocasión en que recibimos feedback de nuestro cliente. Cuando empujamos mucho, el cliente expresa sus sentimientos negativos tanto verbal como no verbalmente. Si somos sensitivos, empáticos, asumiremos esas señales y nos sentiremos mal por nuestro comportamiento.

Cuando no empujamos suficientemente, no obtenemos feedback negativo, pero el cliente se va sin comprar. Todos los involucrados se sienten bien, pero la venta no se realizó.

El tema central es entonces, ¿Quieres hacer muchos amigos o quieres ganar mucho dinero? No quiero decir que producir mucho y las buenas relaciones sean mutuamente excluyente, pero si haces tu trabajo, a veces tendrás que aguantar el tener un feedback negativo. Aprende a quererlo. Es una buen señal de que empujas bastante.

Elimina la palabra “cierre” del vocabulario de ventas.

Eliminate the word “close” from your selling vocabulary. Closing is a final word, signaling the end of something. Selling is a process of opening and maintaining relationships. If we can concentrate on opening enough relationships of sufficient depth, the closing of sales will take care of itself.

Relationships require commitment, however and obtaining a commitment from our customers frequently requires a little push.

More years ago than I care to remember, Notre Dame University ran a survey, which Universities do when they have excess funds. They found that 63 percent of all sales presentations end without the salesperson having asked for a commitment. Those were not sales presentations, they were merely conversations. It doesn’t become a sales presentation until the salesperson asks the customer to do something. What a waste of time. I find baseball nearly as dull as cricket, but can you imagine how dull baseball would be if only 37 out of every 100 batters who came to the plate bothered to swing at the ball?

While they were in the neighborhood, the researchers studied how many “No”s a salesperson would take before giving up. They found that 44 percent quit after the first “No.” That’s right. Of the 37 percent of those who even bothered to ask once, nearly half crapped out after only one try.

Twenty-two percent quit after the second “No,” and 14 percent quit after the third “No.” You’ll notice that the numbers are getting smaller and that’s because there aren’t that many players left in the game. By the time the fourth “No” has been uttered, 92 percent of your competition is out in the parking lot with all four feet sticking straight up in the air.

And then the Notre Dame folks found that nearly 60 percent of all buyers said “No” four times before they said “Yes.”

If your math works the way mine does, this means that eight percent of all the salespeople get 60 percent of all the business, and they get it just for asking. If you ask, you shall receive. You don’t ask you don’t get. The more you ask, the more you get. Oh sure, you’ll hear a lot of “No”s, but you’ll be way ahead at the end of the game.

Don’t be afraid of being too persistent, of asking too often, of pushing too hard. If you overstep your bounds, your customer will tell you and if they do, make allowances for the fact that they may be wrong and you still weren’t pushing hard enough.

Reprinted from SQE Professional, September, 2011

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