Presentations for Jim’s interior designer meetings can change based on the customers’ needs and how difficult they may be to “deal with”. He normally shows them the wallpaper sample books, discusses the successes with other interior designers in the area, and then automatically discusses their business with them, almost in assumption that the deal is closed before it every actually is. Jim is a stickler for “ABC” always be closing, and he has achieved great success in doing so. As described in Chapter ten of the text, Jim has such experience in the industry he can anticipate the customers objectives prior to even showing up for the sales call, and try to ease the customer of their objectives before they even voice them.
Even when you have …show more content…
The biggest objection he receives on a regular basis is customers refusing to go onto a wallpaper book plan. Each book plan comes with a set of discounts built in for the customer. If the customer purchases the largest book plan, their discount on produce purchases are more significant that a customer on the lowest book plan or no book plan at all. What he does, and I like this, is visit the customer who declined to be on a book plan quarterly. He discusses their sales with them, and then calculates how much they could have saved by being on a book plan. He has to show the customer that the amount of money they are spending monthly to be on a book plan actually saves them more money in the long run through the discounts in product purchases. He said “the eventually see the light”. Jim said that once the customer sees that you are there to help the customer grow their business, and not make a quick dollar off of them, they are more willing to listen and move out of their normal comfort zone; and that can be difficult for customers to see who do things “the way they’ve always been done before”. This reminds me of the adaptive selling paragraph in chapter eleven of the text Castleberry & Tanner, 2014, p. …show more content…
Jim is different, he totally understands the cost of carrying a DSO (day’s sales outstanding), and that every day a customer’s balance is unpaid there is a cost associated with the inability to invest that money; and basically we are financing the customer’s operations instead. Jim will leave the initial collections process to the credit department, but has no problem visiting a customer face to face to resolve payment issues or disputes if the credit department is unable to do so. I my experience most salespeople try to avoid collections, and in my opinion this is detrimental to their future sales. If a salesperson can play the hero, and make the credit department the “bad guy” this is another chance to visit a customer, resolve an issue, and make another sales call; and come out smelling like a rose, looking like the “good guy”. Every other week, I provide Jim with a list of customers who are avoiding me, and he will make a point to try and contact them or schedule a visit to see them the next time he is in the area making sales calls; this has produced a great amount of collections from avoidant
Even when you have …show more content…
The biggest objection he receives on a regular basis is customers refusing to go onto a wallpaper book plan. Each book plan comes with a set of discounts built in for the customer. If the customer purchases the largest book plan, their discount on produce purchases are more significant that a customer on the lowest book plan or no book plan at all. What he does, and I like this, is visit the customer who declined to be on a book plan quarterly. He discusses their sales with them, and then calculates how much they could have saved by being on a book plan. He has to show the customer that the amount of money they are spending monthly to be on a book plan actually saves them more money in the long run through the discounts in product purchases. He said “the eventually see the light”. Jim said that once the customer sees that you are there to help the customer grow their business, and not make a quick dollar off of them, they are more willing to listen and move out of their normal comfort zone; and that can be difficult for customers to see who do things “the way they’ve always been done before”. This reminds me of the adaptive selling paragraph in chapter eleven of the text Castleberry & Tanner, 2014, p. …show more content…
Jim is different, he totally understands the cost of carrying a DSO (day’s sales outstanding), and that every day a customer’s balance is unpaid there is a cost associated with the inability to invest that money; and basically we are financing the customer’s operations instead. Jim will leave the initial collections process to the credit department, but has no problem visiting a customer face to face to resolve payment issues or disputes if the credit department is unable to do so. I my experience most salespeople try to avoid collections, and in my opinion this is detrimental to their future sales. If a salesperson can play the hero, and make the credit department the “bad guy” this is another chance to visit a customer, resolve an issue, and make another sales call; and come out smelling like a rose, looking like the “good guy”. Every other week, I provide Jim with a list of customers who are avoiding me, and he will make a point to try and contact them or schedule a visit to see them the next time he is in the area making sales calls; this has produced a great amount of collections from avoidant