Selling in the Post-Internet Age
Selling in the Post-Internet Age
Over the past 20 years we've seen
the Internet move from dial-up connections and brochure-ware to broadband and
social networking. Since that transformation is now largely complete, this is a
good time to examine how it's changed the way companies buy and sell.
The below is condensed from a
special report I authored with Howard Stevens,
CEO of Chally Worldwide. That report, along with several others, is currently
available for free on the Chally website
1.
Customers are Better-Informed, But...
Historically, buyers relied on
vendors to provide product information and expertise, usually in the form of
product/benefit presentation that provided information the buyer needed in
order to make an intelligent decision.
That is no longer the case. Using
the Web, buyers can get all the product information they want (and more). As a
result, buyers do not want sellers to waste their time providing information
that's easily available elsewhere.
The Web has also changed how buyers
evaluate pricing. In the past, the simple mechanics of gathering data on
competitive products (and comparing relative prices) was a formidable job,
requiring many man-hours of effort.
Today, however, buyers can
instantaneously compare products online, making it easy and inexpensive for
customers to search for the lowest prices for many of goods and services that
they might require.
The ability to quickly find
alternative products tends to drive prices downward because, all other things
being equal, the customer will almost always purchase the lower-priced product
since it no longer costs much to research those alternatives.
2.
...Customers Also Feel the "Tyranny of Choice"
In addition, even though the Web
allows buyers to discover alternatives, many find themselves overwhelmed by
what psychologists call "the tyranny of choice," where too many
alternatives create buyer anxiety, making a purchase less likely.
Many buyers--especially busy
ones--sense that learning enough about product category to make an intelligent
decision is less cost effective than simply calling an expert (i.e., a
salesperson) and just having that salesperson "take care of it."
In this case, the seller, in
essence, acts as the "manager" of that segment of the customer's
business, ensuring that the product or solution works well in the customer's
environment and creates the measurable results that the buyer seeks.
As a result, many customers now look
to their vendors to "own" the aspects of their own business that the
customers would prefer not to "own" themselves. Customers are thus
demanding more from sellers than when selling was mostly delivering
information.
3.
The Web Creates Demand For More Salespeople, But...
Not too long ago, many business
pundits believed that the Internet would make sales reps obsolete because
customers would be able to make decisions, order products, check delivery
status, and so forth, entirely without the seller's assistance.
In some markets, this has happened.
The airline industry, for example, has become almost entirely driven by price,
with consumers and business people alike able to choose the lowest cost flight
on a variety of websites, without using a travel agent.
However, while travel agents are no
longer responsible for selling the millions of domestic airline tickets, travel
agents still exist, but they provide more complex services (like luxury travel)
that assume that airline tickets are commodities.
In other words, one market becomes
"fictionless" and the sales role declines, it typically creates
another, higher-level market that requires the customer to seek the expertise
of a salesperson in order to navigate the complexities.
The same thing happened in the
computer industry. Most computer hardware are now commodity products and are
bought directly across the Web without the presence of a salesperson.
At the same time, what companies
actually DO with these cheap and easily-purchased computers has become far more
complicated, demand greater levels of expertise from the sellers of software
and services.
4.
...The Web Also Demands More From Salespeople
In the past, selling was seen
largely as an "art" consisting primarily of interpersonal skills,
often rooted in social psychology such as rapport building along with
procedural knowledge, such as how to configure a deal or write up an order.
Today, selling to businesses
requires business acumen and in-depth industry experience, so that the seller
can take responsibility for key functions inside a customer's account. Selling
often requires the ability to build an ironclad case for ROI.
This is not to say that traditional
sales skills are entirely useless. However, if buyers are to welcome sellers
into their business as consultants and trusted advisers, the seller must be
able to command the same credibility as an manager within the buyer's firm.
The web also demands that sellers
have a higher level of technological skill as well. Blogs, web conferencing,
and social networking are now common as sales tools, and many sellers harness
the wealth of Web-based data to focus their selling efforts.
The new technology, along with the
new demands that buyers are putting on sellers, has made the sales archetype of
"the maverick who closes the big deal" increasingly quaint and even
obsolete.
Instead, buyers now expect sellers
to become engaged and enmeshed with the buyer's own business, an expectation
that demands higher levels of industry knowledge, technical knowledge and
general business expertise.
Geoffrey Jameshttp://www.inc.com/geoffrey-james/selling-in-the-post-internet-age.html?cid=em01016week09e
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