the list in half. Group A would receive a typical sales email (labeled “the con- ventional approach”). Group B would receive a different email (labeled “the other-centered approach”). Here are the details on the two groups.
Group A – The Conventional Approach
This email started off with a creative, attention-grabbing statement. “EQ replaced IQ as the best predic- tor of success. Now sales organiza- tions need to develop a new kind of intelligence – Virtual Intelligence.” After attempting to grab the VP’s
attention with a creative opener, we established our credibility in provid- ing virtual selling skills. Due to our work with inside sellers, ASLAN has focused on developing these skills for over 20 years. Then we quickly provided the top five most compel- ling benefits of the program – closing with a tantalizing offer to read about the 5 Barriers of Selling Virtually, an ebook that was performing well in all our marketing campaigns. In short, Group A received the most compelling email we could write, following the conventional wisdom about how to promote a solution – like the hundreds of emails we all re- ceive weekly from sellers and market- ers. Provide creative and compelling benefits, some proof, and a close with an enticing, soft offer to engage. And it worked: 9.09% clicked on the
offer – three times higher than the 2.9% benchmark set for the click- through rate for our industry, likely due to the popularity of the topic.
Group B – The Other-Centered Approach With Group B, we took a radically different approach – one requiring less creativity but more intelligence, which is a perfect job for AI. We didn’t lead with a creative hook or compelling benefit. In fact, we didn’t focus on our solution, company, or years of experience, or attempt to establish a relational connection. We didn’t tease or try to be overly clever,
nor did we include any creative video or audio message. We just focused on them (hence the name “Other-Centered”). We led with a problem we knew was top of mind to most VPs of sales because we are regularly talking to them: “Are your reps just riding out the storm? Are they waiting for things to return to normal before prospecting for new opportunities?” Next, we resisted the temptation to launch into the benefits of the so- lution but, instead, share what I call a “disruptive truth”: a truth or insight that is counter to the conventional wisdom. Think of it as a principle, stat, or best practice – unknown to the intended recipient – about a better and unexpected way to solve their problem or help them get what they want (e.g., lose weight by eating doughnuts). Here’s the next section of the email. “Some reps are thriving. They are
getting meetings (outperforming their peers by 4X), learning to demo their products, and sell their solution. However, this requires a new philoso- phy, process, and strategy. In fact, the traditional approach to selling sabotages a rep’s ability to sell in this environment. They need a new mind- set and an advanced skill set.” The message: Most training back-
fires. For sellers to pivot and make this transition, they need to abandon the traditional approach to selling and learn something new. Also, notice the subtle way the message differentiates the solution. Instead of a bulleted list of benefits, the message here is that the solution offers a unique philosophy, process, and strategy. And it’s working. How did this approach fare against
the conventional approach? It crushed it. The clickthrough rate was 33.3%, which was 366% higher than Group A.
WHY WAS RESPONSE RATE 366% HIGHER? In the other-centered approach, the hero of the story was the customer, not the solution. The other-centered
email did a better job of answering the three critical questions every deci- sion maker asks at any stage of the sales process.
Question 1. Is this about me? You will always, always grab some- one’s attention if you talk about them. If someone shows you a picture of you, you will always look at it. There- fore, the number one way to grab someone’s attention: Talk about them; lead with what’s on their whiteboard rather than what’s on yours (e.g., make a sale and commission). Begin an email or presentation or key point with, “Because you...”, and the listener will always tune in to it.
Question 2. Do you know some- thing I don’t about solving the problem? According to a recent McKinsey study, the number of customers who would rather talk to a seller when evaluating a solution has declined 120% in the past three years. Why? Because the perception is they don’t have anything more to offer than a Google search. Decision makers have problems to solve and – if you have intel on a better way to solve that problem – they will engage and follow you.
Question 3. Why meet with YOU? What is the one benefit, related to the customer’s problem, that only you can offer? You may grab their attention by describing their problem, but, if you can’t differentiate yourself from the sea of competitors, nothing will happen. If you want to have more intelligent conversations, look for and serve up information to sellers that answers these three questions. While you do, remember: When it comes to identify- ing and delivering the right message to the customer, artificial will never beat the real thing.
Tom Stanfill is CEO of ASLAN Training & Development. Download a free copy of ASLAN’s ebook: How to Write Irresistible Sales Emails & Get More Meetings.
SELLING POWER NOVEMBER/DECEMBER 2021 | 9 © 2021 SELLING POWER. CALL 1-800-752-7355 FOR REPRINT PERMISSION.
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