SKILL
Add-ons Add Up To sell across the entire enterprise, consider the big picture WILLIAM F. KENDY
Recently I went into an auto parts place to buy some anti-freeze. The salesperson started to ring me up when he suddenly stopped and asked if I needed some windshield wipers.
The store had a special of $10 off a set. The normal price was $8 each, which added up to $16. With this special, however, I could get a set of wipers for only $6: a 62.5 percent discount. Furthermore, if I spent another $4 (bringing my total to $20), I could qualify for their punch-card promotion, which meant I would au- tomatically get a discount on my next purchase.
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I went for the wipers, skipping the special punch-card – but the fact is that, one day, I’ll have to replace my wipers. Now I have them in stock for a fraction of what I’d have to pay when the need arises.
Granted, this was a small transac- tion in a retail environment, but the salesperson had almost doubled his sale by asking a simple probing ques- tion. And, more important, I walked
out of the store happy.
So what do salespeople need to know in order to successfully cross sell? According to one sales consul- tant, there are a number of primary principles salespeople should em- brace when it comes to cross selling.
SELL OUTCOMES, NOT FEATURES
“Salespeople need to get into a conversation about outcomes, not features. They need to find out what outcomes they are missing; it can’t be product specific,” the consultant says. “Don’t limit yourself to one particular product. It’s critical that salespeople find out where the organization is go- ing. They need to know the biggest
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