For many years, the prevailing theory of sales presentations has emphasized “feature-benefit” selling. Typically, this teaches a salesperson to describe an abundant list of features and corresponding benefits that completely describes a product or service from A to Z. To that, I say, “Yawn.”
Feature-benefit presentation training starts during the manufacturing tour when classes emphasize things like “good-better-best” selling or rote product presentations. This was a good sales model in the 1990s, but perhaps not so much today. This is not to say that a good product presentation should be avoided, only that it should be more efficient in our modern world of soundbites and short attention spans.
Yes, the fancy car might have special safety features, acceleration ratios, atmospheric maximization assets, rack and pinion maneuverability, nighttime lighting efficiency, optimum energy performance, and more. The only thing the buyer might care about is the cool shade of green available. The real issue at hand is that a single one-size-fits-all approach to a presentation is usually not the best option.
On the upside, feature-benefit presentations cover the gamut of your capabilities and get your story out. They also provide a list of legitimate benefits you offer. Conversely, they are long-winded and often cause salespeople to overstay their welcome. They can also deliver superfluous information that waters down the essential message to influence buyers.
So, what is the alternative? Try the “If, then…” presentation approach. For instance, if a buyer describes a specific problem scheduling orders, then the salesperson should present an option to enhance efficiency. If a buyer states that they are struggling to find good subcontractors, then a referral will enhance a business relationship nicely.
The “If-then” presentation requires a bit of listening and understanding prior to a sales pitch. The process of listening is of course essential to the sales process. It provides an opportunity to deliver a short, well-directed presentation that addresses the one or two specific issues challenging a buyer.
Consider the various audiences you deal with every day in your sales career. There are contractors, subcontractors, remodelers, new home builders, and the occasional consumer visit conducted side-by-side with the contractor. Within each of these audience categories, there are people performing different roles that require different levels of support at different times during the process.
For an LBM salesperson, it’s vital to recognize these different audiences and stages of the sales process. Early in the relationship building process, it’s the owner and marketing wing of a contractor organization that must be persuaded to use your products in their projects. After that, the sale is to the staff in charge of execution that must be sold and trained. This requires tailored listening skills to reveal the right presentation strategies.
For example, a builder will value a presentation about a product that produces enhanced profit on a project while an architect will be much more interested in product features and specifications. A consumer will want to know about long-term maintenance of a product and corresponding warranties, subjects that might not compel a builder.
Ultimately the best sales presenters are those who can influence buyers by understanding the situation and audience, then specifically addressing their unique challenges. Sometimes this means slowing the sales process in the short-term to produce better long-term results.
Try to catch yourself during presentations to determine if you’re delivering a message that will tailor to your specific buyer. If not, or in doubt, then ask a question. It’s the surest way to get on track. Most importantly, first figure out the key issues faced by your buying audience and the quality of your presentations will flow naturally. And if you’re asking me what rack and pinion maneuverability is, I haven’t a clue. I just like the way my car looks in my driveway.
