From death of a salesman to the birth of a partner

Increased buyer choice resulting from globalisation and the growth of the Internet leaves companies with fewer and fewer opportunities to differentiate their products and services. In today's crowded marketplaces, where prospective buyers have greater and more immediate information and choice, it is often the way in which a product or service is both sold and delivered that differentiates.

Surprising then that despite obvious and far reaching changes to the way that people buy, many consultants and salespeople still "handle objections" and use "closing techniques" popular at the time of Miller's 1949 play. It is a fact that much of the selling that is done today focuses on persuading people to buy things that they might not really need.

The problem for organizations is that while aggressive sales approaches may ensure attainment of short-term targets, they are damaging in the medium to long-term.

Forward-thinking organizations have worked to break the cycle and progress has been made, notably with the success of "consultative selling", an approach that focuses attention on building an understanding of the problems facing buyers so that a match can be made to the seller's offering. However, for many sellers, "consultative selling" remains a means to an end - a way of finding a problem to fit their offering. Indeed, we've heard such tactics described as "pushing the bruise" or "backing up the ambulance" - neither of which sounds like the basis for a sustainable business relationship.

These time need a different approach. Rather than the seller starting with the premise that the buyer owes him or her an order (so that they can make their sales number), it takes the position that the seller owes the buyer

• owes the buyer for their precious gift of time that once committed is gone forever
• owes them for the information they disclose, some of which may be sensitive, confidential and even personal
• owes them for an order that may be placed - today or on another day

To satisfy this debt, the seller seeks to create an enjoyable and interesting conversation for the buyer by focusing on three key aspects:

• control - inviting input from the buyer on the format, content and length of the discussion
• structure - respecting and making efficient use of the time donated by the buyer
• insights and experience sharing - striving to provide something of use to the buyer

Done right - aligned with a genuine desire to help the buyer achieve their objectives - business relationships become enjoyable, sustainable and highly profitable. The relationship that develops is analogous to that between a doctor and a patient - a relationship based on deep trust.

One way to determine the current level of the relationship is to ask the buyer what they think. Failing that reflect on why meetings are called, who says what in meetings and how do meetings end. The answers to these questions point to the type of relationship.

Effective relationship people set targets for a defined period and then decide where they would like to get to by the end of the each interaction. They measure success by the conversations they have with their buyer - rather than the number of dollars they have made.

Ford Harding, in his book Rain Making captured the essence of modern sales when he wrote: "People buy [based] on feelings and use facts to justify the way they feel."

Think about the last piece of work you failed to win. What was the reason you were given? More than 90% of the time, the reason given is price. That isn't the real reason - it's just the easiest and least controversial. The real reason is more likely to be that they didn't like your people and didn't want to work with your organization, but it's hard to say that.

Successful salespeople today have excellent inter-personal skills and a strong focus on the buyer allied to a desire to help rather than sell. They recognise that the key to success lies in their interaction with the buyer. Here are some of the areas they focus on:

The start of any interaction

• a clear statement of purpose - the objective of the discussion
• agreeing how to use the time available and offering the buyer the opportunity to take control of any agenda
• making a clear statement of any benefit that they are seeking to deliver to the buyer

All with the purpose of signaling a desire to help as opposed to sell.

During any discussion

• asking questions to help the buyer elaborate their desired future
• providing options and advice to help the buyer achieve their desired future regardless of whether it leads to a sale of their offering
• telling stories to prove capability (as opposed to jargon-filled motherhood statements)
• co-developing solutions with the buyer (as opposed to telling them the answer)

All with the purpose of developing trust and being perceived as "different".

After the meeting

• maintaining contact by providing written summaries of important conversations
• periodically asking for feedback - there are always things that could be done better
• staying in touch with relevant information - if only to demonstrate that the buyer is in your mind

All with the purpose of continuing the dialogue and with helping the buyer.