The Art of the Sale

In today's economy, bright ideas are what it takes to land a sale. So we went to the source--to salespeople at super-successful companies--to provide you with surefire tips for selling.

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1. Beat a cold greeting. Many retail salespeople struggle with the "I'm just browsing" rebuff. Williams asks "Have you shopped with us before?" as an opportunity to reveal her knowledge of Chico's product line. Williams wants to know why a shopper came into the store. "If a customer says 'I'm just looking,' well, what is she looking for?" Williams says. "You're just trying to trigger what's of interest to her."

2. Think for the customer. Once Williams triggers an interest, she starts a dressing room and selects an outfit based on that one item. Chico's doesn't put mirrors in its dressing rooms, which puts Williams front and center with the customer. "I don't consider myself a salesclerk. I'm a wardrobe consultant," she says. "I take the thinking out of it for them." Williams takes notes on each customer after a sale, then follows up with a call or a handwritten note.

3. Attack the sack. Williams sees opportunity in returns, a philosophy she calls "attacking the sack." She finds out what didn't work for the customer and finds a solution, which could be another color, another size or another look. "Nine times out of 10, if they bought once, they'll buy again," she says. "A lot of times, they end up buying more merchandise. They may return $300 [worth] and buy $500."

1. Remember, it's about someone else's job. In B2B, a bad multimillion-dollar decision can be a career killer for the ambitious manager who's making the purchase, and this fear colors the buying process. "One of the key challenges is the implication to someone's career. They're so emotionally attached [to the purchase], it's a hard sell," Minelli says. "If you can't show how you'll increase revenue and decrease operating costs, you're out of the game. You have to pull [buyers] into the process so they can articulate how this will add value."

2. Focus on first quarter. "With B2B, you're asking the customer at every step for a 'go' or 'no-go' decision, and sales cycles are much longer-months on end," Minelli says. "First and second quarter are the magic months. You have to make it happen then if you're going to close lengthy sales cycles within a fiscal year."

3. Don't sell a need; sell a vision. Minelli asks a lot of questions: How does this potential customer generate revenue? What is important to them, and where does our solution fit? "Customers don't care if you make your quota," he says. "They're concerned about their side of the equation. You have to find compelling reasons why this is good for their company."

1. Have a buyer's mind-set. A retail buyer's biggest fear is using limited funds to buy something that does not sell. Bond visits a few store locations before a sales call to see where a retailer puts its money. He also visits its nearest competitors and pulls on this knowledge during his pitch. "Larger retailers aren't going to tell you what they're looking for," Bond says. "You have to tell them 'Here's what you're looking for.'"

2. Customize. Retailers are competitive, and they don't want the same thing as the next retailer. Bond customizes programs as well as product displays for each of his customers. "You have to bring them a margin opportunity or a theme sales opportunity," Bond says.

3. Give them R-E-S-P-E-C-T. A lot of buyers don't want samples and long-winded pitches. Bond's meetings can consist of two minutes in a lobby, and he cuts his sales call short and reschedules when he feels the buyer is too distracted to listen. "Respect their time. Don't have your own agenda," he says. "I've seen too many salespeople fail by only thinking about their own agenda."

1. Don't compete, collaborate. The Container Store's salespeople don't work on commission, so salespeople from different departments will work together to meet the needs of one shopper. Salespeople are empowered to problem-solve. "It's a team approach that amazes customers," Boone says.

2. Engage the customer. The Container Store's salespeople are trained to notice the types of products customers are looking at, or already have in their shopping carts. For example, if a customer is looking at wrapping paper, ask if they are getting ready for a birthday or a wedding. It's a conversation-starter that focuses squarely on the customer and lets the salesperson offer a solution. "We're trying to engage them in a way that says, I can see you need help, and I'm not going to ask a dumb question like 'Do you need help?'"

3. Remember the man in the desert. The Container Store's employees are versed in a philosophy called "the man in the desert": A man crawls through the desert gasping for water and finds a retailer who gives him a drink. Then the man crawls away and finds The Container Store, where he gets water, food and help in finding his family. Translation: Always offer customers a comprehensive solution. If a customer is looking at wrapping paper, she'll probably need a box, a bow, some tissue paper and a greeting card to go with it. Says Boone, "If you sell right, then selling and service are the same thing."

1. Distinguish purchase price vs. total cost of ownership. Today's technology customers look at the total cost of ownership, from initial price and support to downtime and depreciation. "With technology, there are multiple factors to price outside of dollars spent on day one," Mayer says. "The price is just one element of the sale."

2. Stay flexible and knowledgeable. No two technology sales are the same. Mayer stays flexible, responds to questions quickly and keeps up-to-date on products. "Companies still need technology. Selling is no harder than it ever was," he says.

3. Understand value from the customer's perspective. "If a customer needs a product and they're just deciding who to purchase it from, it's different from a customer who doesn't know they need to purchase something at all," Mayer says. He gets an idea of each customer's time frame and goals, and whether they're working within a budget, so he can propose products and a financing plan. "Realize that value is perceived," he says. "You won't know what the hot button is until you engage the customer. Meet customer needs where they want to be met."

1. Don't talk, listen. Elmore spends more time listening than talking. "So many salespeople want to talk about what they have to offer. But you have to know the customer's processes," he says. "[Listening] is so basic, it's overlooked. But it's the first step to respect."

2. Develop trust. Elmore finds signing a client can take anywhere from a few days to six months. Along the way, he asks the customer very targeted questions: What is the competition doing that you want done better? What would you use our service for? His goal is to build trust. "I imagine I'm an employee of [my potential client], except FedEx pays my salary," Elmore says.

3. Make a difference. Elmore wants to find a cost-effective answer for each customer. "Right now, people want solutions," he says. "Once you show them how to grow their businesses, you have an open door."

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