Sales have changed!

You must distinguish between two periods: Selling before and after the online age. The Internet changes everything by giving prospects free access to information. Previously, salespeople were the masters of detailed product information. Today, buyers get it online and are farther along in the buying process when they contact salespeople. You are dealing with an informed customer the moment you make contact. To succeed, it is not enough to give them more information. The following chapters will examine how you need to adapt your sales process. 

More than information

Product information is no longer the most crucial thing for salespeople today. You still need to know it to position yourself as an expert and to be able to answer questions. However, the problem for prospects is not a lack of data but a problem of categorizing the sheer volume of facts.

In 2000, psychologists Sheena Iyengar and Mark Lepper of Columbia and Stanford University published a study on jams. On a typical day at a local food market, people found a table with 24 different kinds of jam. On another day, visitors to the same food market were given a choice of only six different types of jam.

Guess which display table resulted in more sales? That’s right. On the day with only six varieties, 30% of visitors bought, and on the day with 24 varieties, only 3% bought.

https://faculty.washington.edu/jdb/345/345%20Articles/Iyengar%20%26%20Lepper%20(2000).pdf

This is where salespeople can help guide your customers through the jungle of information. They also have to offer more Insider information!

This includes, for example, upcoming changes to regulations and guidelines in the market. Additional service and leasing offers for your products often require explanation and are individual, and this is where you can stand out. Are there synergies between your products that are not obvious at first glance? Help your customers optimize and future-proof their processes. Help them calculate return on investment, break-even point, and total cost of ownership. The key is your detailed market and product knowledge.

This is the insider knowledge you provide that makes your products more valuable in the eyes of the prospect.

Conversation before presentation

The classic product presentation, whether using PowerPoint or a demonstration unit, has had its day. Visiting the customer and going through your standard presentation with company presentation, references, and product features will not be very successful today. During the needs analysis, salespeople should listen more and ask questions to start a dialogue. They should then lead the conversation to a successful conclusion. Unfortunately, this is still not the standard in the 21st century. Today, it is even more critical to engage the customer. Let them see the benefits of the products for themselves and always ask for confirmation when you have explained something. This allows you to actively discuss the best solution and build a relationship of trust.

If you receive undifferentiated or even negative feedback in response to a request, respond to it immediately. Please do not ignore it! Ask: “Is this feature not crucial to you? Please speak up so I don’t show you the wrong features or even the wrong product.

If an objection is raised, respond as follows:

Take the objection and validate it, preferably by referring it to someone else. Suggest a solution and get the customer’s approval to show it to them. Then, link the solution to the original objection and get confirmation that it has been resolved. 

Ensure you have addressed all of the customer’s problems that your product should solve before you leave the meeting. Otherwise, you will leave your contact with doubts about whether your offering is the best they can get in the market.

Influence instead of persuading

Customers today do not want to be persuaded to buy. Power selling or hard selling has had its day! Pushing, shoving, and running away is not a sustainable business model. Trust in the vendor and the solution itself are vital factors today. You have to build this trust, which is one of the most important tasks you have as a salesperson in the online age. You are often the difference between you and your competitors! An essential prerequisite for influencing your contact is to be perceived as an expert. Above, I talked about insider information, here you need it. This demonstrates your knowledge and market expertise. Discuss how they can increase sales, reduce costs, or gain market share. Intuitively, you will gain more respect from your counterparts and lead them to a solution with your products. 

Customized products are key

Today’s customers expect solutions tailored to their needs. Tailor your products accordingly! As a side benefit, you can generate additional revenue. If you sell physical products, offer firmware customization or implementation of customer-specific standards. If you sell software, adapt the customer’s corporate identity and implement the necessary interfaces to existing systems.

This includes the financial side. Offer software as a service with monthly payments. Leasing, financing, or rent-to-own options allow you to tailor financing solutions to your customers. At the same time, you reduce the focus on price.

Risk minimization instead of price optimization

In B2B, price is not necessarily the deciding factor. If your product does about the same thing as the competition, you can charge a little more. But only if the buyer feels he is taking less risk with you.

If you expected better quality or a longer shelf life, you have probably bought the slightly more expensive product many times. This is even more important in B2B, where the buyer has to justify their decision to colleagues and bosses if they make a bad choice. No one likes to be in that situation. Use it to your advantage!

Your advice and the trust you have built up with the customer play an essential role. Try & Buy promotions, after-sales support, key offers, service contracts, or an extended warranty can give you a decisive edge over the competition – without a discount! Focus the customer’s attention on a prosperous future with your product.

Visibility instead of cold calling

Cold calling and email newsletters are the old-school ways of prospecting. Hardly anyone gets through to the decision-maker with the former, and newsletters get lost in daily emails. In addition, both methods have one major disadvantage: your offer is unlikely relevant to the customer’s time of day! This is the biggest weakness, at least when selling capital goods. Even if the content of your product is relevant to the contact person, they will not be interested if there is no need for it at the moment.

As mentioned above, most customers today look for information online before contacting suppliers. This is where modern marketing is critical. It must make you visible! Visible in the sheer unmanageable diversity of the Internet. Generate inbound leads, prospects looking for products in your market must be able to find you and contact you. Timeliness is always given, customers qualify themselves! Search engine optimization, Google Ads, social media posts, and social media marketing must go hand in hand. 

Bottom line

Even if the way we work in sales has changed, the value of the investment for the customer will always remain a decisive criterion. That will never change! As a salesperson, you need to make the value of your products visible to the customer. I have described the best way to do this in the Internet age in the previous chapters. Add value by providing inside market information. Use your product and process expertise to build trust. Help your customers avoid risks and offer customizable goods and services. Look to the future and send them on a mental journey where they can see the benefits of your products today. Then the deal will come naturally!

Succeeding in technical sales

Working as a sales engineer almost always means working in B2B sales. You sell your company’s products to other companies.
In contrast, selling consumer goods and insurance, for example, is usually B2C, from a company to a private end user.

The type of products you sell will largely determine your day-to-day sales activities. The following areas can be distinguished:

• Selling products
• Selling services
• Selling know-how

The specific wants and needs of your customers are a high priority. To close a sale, you often need to offer solutions in all three areas.
Especially when the products you sell are made exclusively for your customer, their requirements are the benchmark against which you must measure yourself. This is often the case in the machinery industry, for example.

Selling technically complex products is challenging. You must be able to explain the benefits of your product in a way that your potential customers can see them. Only then will they buy! This often makes the quoting process difficult; the entire sales process can take months.

On the other hand, selling such complex products will always require the expertise of sales engineers and cannot be replaced by a simple order in an online store for a long time. Their career prospects are excellent for many years to come.

Technical services are intangible products that are usually closely related to your specialized products. Examples are product training, maintenance, or service contracts. Individual customer requirements often play an essential role.
Contract manufacturing for third parties can also be considered a technical service. The same applies to software development for existing equipment or IT systems.

The sale of technical know-how is generally limited to the services of engineering firms that make the know-how of their employees available to solve problems for third parties on behalf of the customer. This type of know-how transfer often takes place directly with the customer. 

Characteristics of technical products

The main difference between B2B and B2C sales of technical products is that the products are manufactured or adapted to the customer’s requirements in the former. The customer has a high degree of control over the product.

Of course, B2C sales also involve complex products. Very few of us will know and use all the features of your “smart” TV or understand all the terms and conditions of your existing insurance policies. The big difference is that as an end consumer, you usually only have the choice between TV A or B or insurance X or Y. No salesperson in a store or insurance broker will create a customized product for you. You have little control over the product.

So, the salesperson’s job is different. As a sales engineer, you must provide the customer with the best possible solution. To do this, you need to know not only the characteristics of your product, but also the extent to which it can be customized to meet the customer’s needs. The B2C salesperson “only” has to help the customer choose the most appropriate product. 

Sales vs. Marketing

Ideally, sales and marketing work together to ensure the entire company’s success. The division of labor varies significantly from company to company.

At one extreme, sales see marketing as a supplier of brochures and promotional gifts; at the other extreme, marketing sees sales as an extension of the marketing strategy at the customer’s site.

A problem in working together often arises because of the different objectives. Salespeople usually have to meet a monthly sales target and are therefore focused on short-term success. Ideally, they need solutions that are tailored to the customer.

In marketing, campaigns are designed for product launches, or strategies are developed for specific customer groups. These take a longer-term approach. Marketing campaigns are often planned in advance for the entire fiscal year. Marketing staff are then evaluated based on their success.

Inevitably, the two approaches can lead to friction. You often hear mutual recriminations such as “The people in marketing have no idea what the customer needs out here” or “Our salespeople are simply incapable of conquering a new market segment in the long term.

Therefore, as much as possible, it should be discussed and coordinated during the planning phase. Markets are becoming more and more transparent thanks to the Internet. Competitors are always just a click away. This makes it difficult for sales to find the proper differentiation. Marketing methods can then provide the orientation that sales needs. Competitive benchmarking, market analysis, and targeted product placement help sales to effectively target the right customers for the right products and to sell based on value, not price. 

Sales Channels

In B2B sales, the sales channel is usually direct sales. This means that the goods only change hands once. There are no middlemen. Since the products usually require explanation, are customer-specific, and are often not easy to transport, this is the most sensible sales channel.

Salespeople are either employed by the company or work as independent sales representatives on a commission basis. The first option is usually chosen for higher-value products. This is the only way for the manufacturer to influence the quality of sales directly. It also provides better feedback on customer needs for marketing and product development.

However, direct sales with a direct sales force is the most expensive channel for a manufacturer.

Indirect sales involve at least one intermediary. The end customer buys from this intermediary. This form of distribution is often used for technical products when it is not profitable to set up own distribution in smaller countries. Smaller companies can expand abroad at a low cost by using a network of distributors. The local distributor receives low purchase prices to resell the products with a markup on his margin.
The manufacturer saves personnel and marketing costs. However, it also has no contact with local customers and no influence on the distribution quality. 

Distribution Channels

In addition to the sales channels, the sales channels must match the product and the end customer. Only then will sales be successful. Channels include wholesale and retail, direct sales, or the online store. A distinction is made between single-channel and multi-channel sales.

In the past, the single-channel approach predominated in the technical sector. Only one sales channel was used—mostly direct sales. Today, most companies have an additional online sales channel that sells at least accessories or standard products from the portfolio.

The Internet not only serves as a channel but also supports sales by providing case studies, application videos, product brochures, and datasheets. Companies often offer more advanced solutions such as live chat with service or inside sales representatives.

Today, these methods are often referred to as inbound sales or inbound marketing. Companies are trying to adapt to changing buying patterns.

Thanks to digitalization, your prospects are much better informed about your products and services than they used to be. Before they make a purchase decision or even contact a salesperson, they want the most accurate information possible. If a company provides this information online in excellent quality and is easy to find, it has a leg up on the competition.

Long-serving sales representatives in the field are sometimes skeptical about this because they see their customer relationships, often built over many years, as a unique selling point that is at risk.

It is essential to coordinate the different channels. If a new customer segment is addressed online, the salesperson must not only find out about it by approaching potential customers. A modern CRM system that gives everyone involved a complete view of the customer is indispensable in a multi-channel approach.

Today, classic single-channel sales are often found in online-only stores or traditional brick-and-mortar stores. 

Product Delivery

As a sales engineer, you are not directly responsible for product delivery and logistics. However, the delivery method is usually part of the quote and often comes up in sales negotiations. You should therefore be aware of the scope of delivery in your company.

It can make a big difference in transportation costs whether you agree “EX Works” or “DDP” with your customers. This is especially true when shipping more oversized products. You must take this into account when calculating your quote.

Incoterms® (International Commercial Terms) have been the national and international shipping standard for many years. They govern the rights and obligations of buyers and sellers regarding the delivery of goods: when the goods are transferred from the seller to the buyer, who bears which transportation costs, who is liable for loss and damage to the goods and/or insurance costs, and when.
Incoterms® clauses do not regulate, for example, payment terms, the transfer of ownership of goods, or the settlement of disputes. The new version will be effective as of January 1, 2020, and will replace the Incoterms® 2010 version (source: www.iccgermany.de).  

An overview of the Incoterms clauses:

• EXW: Ex Works
• FCA: Free Carrier
• FAS: Free Alongside Ship
• FOB: Free On Board
• CFR: Cost and Freight
• CIF: Cost, Insurance and Freight
• CPT: Carriage Paid To
• CIP: Carriage, Insurance Paid To
• DAP: Delivered At Place
• DPU: Delivered At Place Unloaded
• DDP: Delivered Duty Paid

In this list, the seller’s obligations increase from top to bottom. The two extremes in detail:

The EXW clause is purely a collection clause. It only defines the minimum obligation of the seller to make the products available for collection at the named place. The seller does not incur any transportation costs. The seller is not required to load the goods onto a collecting vehicle, nor is the seller required to clear the goods for export, if necessary.

DDP, on the other hand, involves the seller’s maximum obligation. He delivers by making the goods available to the buyer on the arriving means of transport, cleared for import and ready for unloading at the named place of destination. The seller bears all costs and risks until the goods arrive at the designated place of destination.
In international trade, the seller must pay all import and export duties and complete all customs formalities.

Your shipping department or local chamber of commerce can provide detailed information.

Warehousing

Logistics includes the design of the distribution warehouse. The location, size, and system of the warehouse affect your delivery times. Short delivery times are a sales advantage and can give you a competitive edge.

Quick availability of spare parts is a prerequisite for fast service during a breakdown. Logistics is, therefore, a key contributor to customer satisfaction.

Consignment Warehouse

If you have regular deliveries to essential customers and your procurement or production times are longer than your customer’s expected delivery times, it may make sense to introduce a consignment warehouse. This provides a buffer for your customer’s orders. Depending on the product range and the importance of the customer, this warehouse can be a dedicated warehouse for the customer on your premises, or you can set up your own warehouse close by or even on your customer’s premises.

If the warehouse is directly accessible to your customer, you must contractually address when the title passes from you to your customer. Options include transfer after a certain period of time, immediately upon removal from the warehouse, or only upon full payment (retention of title).
If you set up the consignment warehouse at your company and deliver on-demand, regular delivery terms usually apply. Typically, there are also replenishment periods during which you agree to replenish the goods that have been removed.

Pros and Cons of a Consignment Warehouse

As a supplier, you benefit from strong customer loyalty when you set up a consignment warehouse. Your customer does not have to set up his own warehouse for the required parts and benefits from fast availability. As the supplier, you bear the inventory risk and tie up your capital. Therefore, setting up a consignment stock should always be included in the customer’s total cost calculation. 

Sales Methods

There are many selling methods and strategies. Here are just a few:

• Hard Selling
• Total Quality Selling
• Story Selling
• Sales Excellence Strategy
• Total Customer Satisfaction

A significant number of sales trainers make their living by constantly changing the currently popular method. This is not a negative assessment; customer needs change over time. Only those who meet them will be able to sell successfully.

As mentioned above, today’s customers are educated thanks to the Internet. Selling, according to the old hard-selling motto “hit it, hit it, hit it”, which is only focused on your advantage, will no longer work in technical sales.
This sales strategy aimed to convince the potential customer to make a one-time purchase. Manipulative and suggestive questions were often used. Pressure was built up by claiming limited availability or short-term special prices. The customer’s needs were not considered. Hard selling was particularly prevalent in the USA in the 1950s and 1960s and has contributed to the sometimes negative image of the salesperson to this day.

In those days, demand was often greater than supply. At least, that’s what salespeople could claim because information was hard to come by. In fact, because of the excess demand, companies were often able to raise prices and still sell well. Such a situation is called a seller’s market. Today, we only see sellers’ markets in areas with monopolies. 

For the most part, we have a buyer’s market. That is, supply exceeds demand. There are multiple suppliers in almost every product area. Thanks to the Internet, the performance of products and suppliers is practically transparent. Competitors usually adopt innovations in a similar form within a short period. Shorter product intervals also contribute to this. When a new product line is introduced to the market, it usually attracts buyers’ interest, while older products are no longer given much attention. The result is often a falling price.

These market conditions make your job as a sales engineer even more important. You are the one who has to work out the concrete benefits for the potential customer. You need to build a relationship with your counterpart. After all, people still buy from people, and the “good feeling” of the buyer should not be underestimated.

Always ask first: Why?

I came across Simon Sinek’s talk and book on this topic, which stuck with me. So, I would like to share and summarize the topic with you. I can recommend the book for more details! 

Twenty-two months later, Apple launched the iPod, offering “1,000 songs in your pocket” and revolutionizing the music market. The difference: Creative told us what their product was, and Apple told us why we needed it.

I find the video of Simon Sinek’s talk very interesting, and I highly recommend that everyone take the time to watch it. It is worth it: 
Start with Why – Simon Sinek at USI (Link to Youtube: https://www.youtube.com/watch?v=nokBj14p4Mc)

Summary of: “Always start with WHY?”

Some projects that seem promising turn out to be disappointments or even disasters. Others, however, that seem doomed from the start, turn out to be brilliant successes. These results may seem puzzling to us. They are not, however, when viewed from a perspective that begins with WHY.

In his book “Always Ask First: WHY?” Simon Sinek uses the Golden Circle model to explain why famous leaders like Steve Jobs, Martin Luther King Jr., and the Wright Brothers could accomplish what others could not. Even though they were just as smart, just as hard-working, and often better funded.
In any organization, we operate on three levels, as shown in the diagram below: 

• What we do
• How we do it
• and why we do it

Image-Source:

https://simonsinek.com/wp-content/uploads/2022/04/Icons_Golden-Circle-Organization.png

We all know what we do: The products we sell, the services we provide, or the jobs we do. Some of us know how to do it: These are the skills that we believe make the difference, that set us apart from the crowd. But few of us can clearly articulate why we do what we do.

“Wait a minute,” you might say. “Hand on your heart – don’t most people work for money? It’s obvious that’s their ‘why.'” But money is only a consequence. It’s part of the whole, but it’s not what inspires us to get up every morning and go to work. And to the cynics who insist that they and others only go to work for money, I ask them why they earn money? To be free? To travel? To give their children a comfortable life they didn’t have? The point is that it is not the money that drives us. The WHY leads to a deeper understanding of what motivates and inspires us. It is the goal, purpose, or beliefs that drive all organizations and all personal careers.

Why does your company exist? Why did you get up this morning? Why should anyone care? When we talk to consumers or new customers, we usually tell them what we do. We tell them how we do it or how we are different. We think that is enough to win the race.

The following product promotion follows this pattern:
We sell paper. We offer the best quality at the lowest possible price; lower than anyone else. Want to buy from us?

This is a very rational argument. It makes clear what the company does and tries to convince potential buyers to buy based on product features and financial benefits.

This argument will sometimes work, but at best it will lead to some bookings. As soon as the buyer finds a better offer, he will turn his back on the company because the product advertising does not differentiate the specific provider from other companies in any significant way. Loyalty is not built by product features and benefits.

Features and financial benefits do not inspire. Loyalty and long-term commitment are built on something more profound. Let’s try again with our product advertising. Let’s start with the WHY:

What good is an idea that can’t be shared? Our company was founded to share ideas. The more ideas that are shared, the greater the likelihood that those ideas will impact the course of the world. There are many ways to share ideas; one of them is the written word. That’s our specialty. We make paper for those words. We make paper for great ideas. Want to buy it?

That’s a whole other thing, isn’t it? If we start with the WHY, it makes the paper immediately attractive. And if it works for mass-produced paper, it will work even better for a product. These ads are not based on facts and figures, not on features and financial benefits. These products have value, but that’s not the main thing. It is the WHY that gives the argument a deeper, more emotional, and therefore ultimately greater value. Emotions play a huge role in sales!

When we use the second ad, it’s no longer about paper. It’s about what the company is and what it stands for. Of course, there will always be people who just want to buy paper. But if your personal beliefs and values align with those expressed in the product ad, you are more likely to want to buy that product. Not just once, but again and again. You are likely to remain loyal, even if someone else offers a better price.

It says something about the buyer’s personality when they buy from a company that reflects their beliefs. It’s the companies that inspire, that have earned long-term trust and loyalty, that make us feel like we’ve acquired something. Something so important that we will sacrifice a few extra dollars for it.

That connection to something bigger is why we wear the jersey of our local sports team, even if it hasn’t been successful for more than a decade. It is why many people choose Apple products over other products, even if Apple is not always the cheapest choice.

Clearly, humans are not exclusively rational beings. If they were, no one would fall in love, no one would start a business. Given the minimal chances of success, no rational person would take such a big risk in either case. But we do it anyway. We do it because our feelings for an object or a person are stronger than our rational thinking.

But our feelings cause us problems. It can be unspeakably difficult to express them. That’s why we so often resort to metaphors or analogies like “Our relationship is like a train hurtling at breakneck speed toward a rickety bridge” or “When I go to the office, I feel like a little kid going back to the playground. As difficult as it is to express feelings, it is worth it. When we are on the same emotional wavelength as consumers and customers, the connection is stronger and deeper than any connection based on product features and benefits. 

The whole principle of asking why is rooted in the biology of decision making. The way the Golden Circle works is exactly the way the human brain works.

The outer ring of the Golden Circle – the WHAT – corresponds to the outer part of the brain, the neocortex. This is the part of the brain responsible for rational and analytical thinking. It helps us understand data and facts, features and benefits. Among other things, the neocortex is responsible for language.

The two inner rings of the Golden Circle – the WHY and the HOW – correspond to the inner part of the brain, the limbic system. This is the part of the brain that is responsible for our behavior and decisions. It is responsible for all our emotions, such as trust and loyalty. Unlike the neocortex, the limbic system does not have a language function. This is the part where the “gut feeling” comes from. It doesn’t come from our stomach. It’s what we feel when we make a decision and have difficulty explaining it.

This division of responsibility is the biological explanation for why we often find it difficult to put our feelings into words (“I love you more than words can say”), to explain our actions (“I don’t know what the hell got into me!”), or to justify our decisions (“I just felt it was the right thing to do”).

But we can learn to put those feelings into words. Those who do are better able to motivate themselves, as well as colleagues and clients. Once you understand your WHY, you will be able to clearly articulate what gives you a sense of fulfillment. And you will better understand what drives your behavior when you are being your best self.

Practical Implementation in Sales

How can you implement the principle just described in your daily business? I analyzed this based on the company I work for:

First, I looked at our websites. These are now the central point of contact for almost all of our prospects. I think you can find our “why” there!

For example: Our mission statement

Making the world safer and healthier

Evident’s mission is to make people’s lives healthier and safer by providing leading-edge technologies and workflow solutions that support scientific research and ensure public safety.

In the industrial business, we use leading-edge technologies to develop products for quality control, testing, measurement, environmental engineering, and natural resource utilization applications – all to make society safer.

Source: https://www.evidentscientific.com/de/careers/

The mission statement is suitable for use in sales. The protection and safety of people has always been a buying motive, and certainly even more so in the age of Corona.

If a customer asks a salesperson: “What do you do at Evident?” The answer might go something like this

Our products help make people safer in a variety of ways. For example, our videoscopes are used to inspect aircraft turbines for damage. X-ray fluorescence equipment is used to test everyday products for toxic substances such as lead, and our ultrasonic equipment is used to ensure the quality of welds on safety-relevant components. With these and many other solutions, we make a global contribution to society and are one of the leading suppliers in the fields of non-destructive testing, microscopy, and metrology.

I believe this example stands out from standard marketing and gives a deeper meaning to what we do.

Your vision can only be realized if you say it out loud. If you keep it to yourself, it will remain a figment of your imagination. 

The winning quote

Your written offer to the (potential) customer should be more than just a list of product items with technical features and a price at the bottom. It is another crucial step in your sales process.

In capital equipment sales, you are often only one of several suppliers. Your contact will have looked at various solutions and will decide in the end. You are often not present and cannot directly influence the decision with your arguments. The customer only has your proposal and the memory of your product demonstration. But the details of the latter are fading by the day. Your proposal now sits alongside those of your competitors and must make the difference.

That is why you should not only offer your products but sell them in writing! When writing your offer, imagine that you are addressing the recipient directly. To do this, use a cover letter that you place in front of the list of products. Important: Integrate this cover letter into the offer itself, and do not use the email body. This is often not printed out and unavailable at the crucial moment.

If you have done an excellent needs analysis and subsequent product presentation, you know the customer’s needs. Emphasize your solutions and the resulting benefits in the cover letter. Please don’t leave it to the customer to remember the benefits you may have presented weeks ago. If pictures/photos were taken during the product demonstration, you can include them here. This creates a high recognition value for your products.

In your quote, break down exactly what is included in the price and what is not. Keep it clear and avoid misleading wording or technical terms that your customer may not be familiar with. If your customer does not understand parts of your offer, you have a problem. If you offer optional items, explain exactly why these products are optional and what additional benefits the prospect will receive by purchasing them.

If you offer free extras or a special discount, mention it explicitly in the letter to clarify. The customer should reward this accordingly and not take it for granted. 

The following is a possible sequence for structuring your offer:

• If a product demonstration took place, refer to it.
• What is being sold? A short description of the product.
• Briefly state the benefits in terms of the customer’s most essential needs. Feel free to include photos at this point or refer to the product demonstration.
• Include any freebies or discounts.
• Detailed list of items
• The price

Example of an offer

Dear Mr. Miller,

I appreciate your interest in a microscope for grain boundary and microstructure investigations. I showed you our materials microscope during our product demonstration on September 3rd. You were particularly interested in reducing surface reflections, which we achieved by using polarization. We also took a close look at software-assisted grain boundary determination. With the planimetric grain boundary module, we were able to meet your requirements 100%. Below, you can see one of the images from the product demonstration with all the information after the semi-automatic analysis:

< insert image >.

We can promise you delivery before the end of this calendar year. As agreed, we will give you a 5% discount on the software module if you order before October 15th.

The customized material microscope consists of the components listed below.

We look forward to your order and can assure you of a professional execution. You can also send your order directly to xyz@muster.de.
If you have any questions, please do not hesitate to contact me.

Best regards
Martin Rings 

Closing Techniques for Sales Professionals

In any sales call, this is the most critical stage, the reason we are having the call. Every sales call should end with a commitment – either a “yes, I will buy,” a follow-up appointment, or the provision of information – or a “no, I won’t buy.

To summarize this stage:

• We need to reiterate our offer and the benefits from the customer’s point of view.
• We need to go through another round of argumentation if concerns are expressed or non-verbally signaled by your customer.
• We briefly summarize the results of our discussion, regardless of the outcome.
• We agree on the next steps with our contact person. 

Buying Signals

Buying signals are verbal or non-verbal statements made by customers that usually signal that they find the offer interesting and want to buy by asking for details in the offer.

Common verbal buying signals include the following

• Asking about delivery times
• Asking about prices/discounts
• Asking for references
• Asking about warranties
• Asking about service
• Written agreement

Examples of nonverbal signals include

• A nod of agreement
• An attentive look
• Listening carefully
• Leaning forward
• Moving closer

Important: The customer, not the salesperson, decides whether the price/value or need/satisfaction ratio is balanced.

Test purchase intent with control questions

Use phrases such as

• Is it in your interest that …?
• Is there anything against …?

These questions serve as a check on the customer’s willingness to buy. If your prospect has no objections, the chances are good. If they answer, “That’s not necessary,” or “You don’t need that extra,” you’ll have to dig a little deeper to determine the objections.

Closing Questions

List the strongest arguments again and summarize the solution. Then ask:

“Is this what we want to do?”

It is essential to remain silent until the person has spoken. If they are reluctant to agree, you can ask them the following questions:

“Dr. Neumann, you have seen the quality of our microscope. What more can we do to ensure you will use it in the future?”

Or

“Are there any requirements we need to meet before you can use it?”

Ending the conversation

A good sales conversation should always end with a question. Here are two examples:

“What other question should I have asked you that I haven’t already?”

Or, alternatively:

“Did I miss anything? Have we covered all the important aspects and details for you?”

If we have thought of everything, that is an OK. Otherwise, the customer will now tell us what else is important to them.