Jeffrey Gitomer July 8, 2013
July 7, 2013
July 8, 2013
Dear Jeffrey, I sell copiers in NYC, and this year I finished as the numberone rep in the nation. I truly believe that would not have been possible had it not been for your Little Red Book of Selling. I do have aquestion and would greatly appreciate your advice. Recently I have beennoticing a high turnover of people (including executives) at myaccounts. When this happens it’s almost like the reset button has beenpressed and the replacements have no allegiance to me or my service andare usually unaware as to how hard I’ve worked to earn their company’sbusiness. How should I conduct myself when I know there is a new personin a company I have to work with? Is there a specific process I shouldfollow? Thank you in advance. DanCommon problem. Uncommon answer to follow.
Loss of key contact (the person that buys from you) happens often inbusiness, and most salespeople (not you of course) are totallyunprepared for it.
There are two variations to this scenario:
1. Someone is promoted from within. If you’ve done your homework, built multiple relationships within yourcustomer’s company, and you know the replacement, then you should befine. If you don’t know him, you have to scramble and start over.
2. Someone was hired from the outside. This is basically a start over situation and all the answers you need are stated below.
There are 5.5 specific things you can do to prevent a total tragedy. NONE OF THEM are options.
1. Start with prevention. This is a major point of understanding: You have to ask yourself, “What would happen, what would I do, if all my prime contacts left tomorrow?” Begin to plan and act from there.
2. Then ask yourself…
- How is the purchase made? Discover the chain of purchase, and know everyone who impacts purchase. Add them to your CRM notes.
- Who’s the boss? Get to know the boss and make sure they know your value.
- Who are the users? Talk to and meet with the people that USE your product or service. They arenot the ones who purchase, but they can play a major role in thedecision to purchase. And they tell the real story of quality andservice response.
- Who else is influenced by or involved with your product? When you meet, add others from the inside. Get to know co-workers.
3. Meet the key decision-maker outside the office AT LEAST monthly. Coffee at 7:30AM will build the personal relationship.
4. Get known and recognized. Your weekly email about office productivity, communication, and moralewill get passed around if it’s valuable – even forwarded to otherprofessionals in other companies. And when you visit the customer,they’ll recognize you as “you’re the guy who…” smiling as they say it!
5. Build reputation across the company. Know everyone, but more important, have everyone know you – not just know you as a person, but as a person of value.
5.5 Gather video comments after every service call and delivery. Post them where anyone can view them. Your blog, YouTube channel, Facebook business page and weekly e-zine are a great start.
If all of this seems like hard work, it pales by comparison to the work you’ll have to do if you’re unprepared after the fact.
Okay, so the new person starts. Did the departing person tell you or was it a surprise? If the old person told you in advance, that’s a sign your relationship was strong. If the relationship was really strong, the departing personwill put you on a preferred list of recommended vendors. If you’reblind-sided by the news, that’s a report card, too.
Let’s take worst-case scenario – new person, no history with you, bringing HIS or HER contacts, connections, and vendors:
1. Introduce yourself and offer help acclimating. Gain access.
2. Have coffee with them ASAP – get the personal relationship in gear.Share the history. Ask for their wisdom, their experience, and theirgoals.
3. Print your CRM history and present it to the new person sothey can see your relationship and your value. (All of a sudden, CRMdiligence can have an impact.)
4. Enlist others to speak on your behalf.
5. Follow ALL the ideas above.
5.5 Find the person who left. They represent the best possible NEW customer.
The key to having a new person in charge of your future sales is to be ready. It’s a simple rule of “the more the more.”
The more mature and solid a value-based relationship has been built withthe key contact AND the rest of the company, the more likely it will bethat the new person will continue doing business with you.
Jeffrey Gitomer is the author of twelve best-selling books including The SalesBible and The Little Red Book of Selling. His forthcoming book, 21.5Unbreakable Laws of Selling, will be available September 3rd, and willfeature a national public seminar tour. Get the details atwww.gitomer.com. It will lead you to more information about training and seminars, or email him personally at [email protected].
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