“We do a lot of upselling in the design phase of our transaction,” Winthrop points out. “We show a customer a rough of the desired sign and then show a rendition of some- thing better. It’s a matter of image. Regardless of budget restrictions, the client really wants a Cadillac and not something cheesy. It’s a process to get the client to see the value of the $50,000 sign, even though the original budget was for $35,000. We explain the benefits of spending the addition- al $15,000 to project a better image. “For example, if a customer wants to buy a set of neon letters for $35,000, our designers will show what it would look like with a ring of white around the letters, and it really pops the impression. It’s an automatic $10,000 upsell, and we feel they are dollars well spent. It’s ultimately the customer’s choice – and we don’t want to oversell, but we are commit-

ted to giving options,” concludes Winthrop.

While cable advertising and electric display signs are two different prod- ucts, Edmonds agrees with Winthrop on the importance of ongoing qualify- ing and selling to the real needs of the prospect.

“When I first started in sales it took me a while to realize how to upsell a client,” says Edmonds. “I didn’t have enough business in my funnel and was taking too little money from too many people, so I decided to start selling quality advertising schedules. “Qualifying isn’t a one-time, static thing,” Edmonds explains. “Needs change as companies reach objec- tives, and you need to stay on top of where your customer’s business is going and how you can be an honest part of the solution.”

Edmonds notes that salespeople are sometimes so desperate to hit

their monthly sales goals they for- get their role of consultant to their customers.

“When I started putting together a higher-quality product, my cus- tomers started seeing results,” says Edmonds. “I became more of a consultant instead of just a salesper- son scrambling to make his monthly numbers. My clients recognized that and knew I could be trusted to sell them what they needed.” Edmonds points out that being a consultative salesperson means being completely honest with the custom- ers, even if it means losing a sale in the short term. “It’s tough when a customer has $50 per week to spend. I explain it’s better holding onto that money until there is enough to buy a schedule that’s going to work and do more good,” says Edmonds. “I try to upsell clients to the point where I think the advertising schedule

Bring your

competitive spirit to work.

When you have fire in your belly, it’s not something you can leave at home. I take it with me everywhere. Including work. I have a competitive spirit that motivates me to push myself to seize opportunities, including rising to a sales executive role at ADP. Competitive spirit is what fuels my team’s success because enthusiasm is contagious. It helps close deals, reach goals, learn, grow, and have fun in the process. I love creating that atmosphere, and I love that I work at a company that embraces it. – Deb C. Be you. Be great.

Deb C., Sales Executive, challenges herself every day to up her game and to help her team not just meet their goals but to exceed them.

@adpcareers #DesigningForYou

ADP, the ADP logo, and Always Designing for People are trademarks of ADP, LLC in the United States and other countries. Copyright © 2019 ADP, LLC. All rights reserved.


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