MANAGEMENT
The Three Levers of Customer-Centric Selling TOM WILLIAMS
Every sales team says they’re customer-centric. But few truly build customer centricity into daily best practices. Those that do see their reps elevated from unknown vendor to trusted advisor, while sales velocity increases and predictability improves.
The leaders of these teams have a firm grasp on the con- trol levers of customer-centric selling: belief, integrative conversation, and collaborative solutioning.
BELIEF Any real change in rep behavior must be rooted in two beliefs: 1) that the company you work for truly delivers
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value, and 2) equally important, that focusing on customer success will deliver success for themselves. You’re on your own to prove the merits of your own compa-
ny, but there are many studies about the competitive advan- tages of customer-centric selling – not least that understanding the buyer’s priorities will automatically create a compelling event- and buyer-driven timeline for their opportunity. There are also plenty of studies that show decisions are made emotionally, with people using facts to rationalize those decisions later. So, just as you’re appealing to the belief centers of your team, make sure you’re investing in training them around the emotional side of selling to hit those same centers in their prospects.
INTEGRATIVE CONVERSATION
Once your team believes, the next practical step toward being more customer centric is to lift their art of conversa- tion. Take time to ingest (then digest) both words and feel- ings to come to a unified – or integrative – understanding of what’s really important.
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