Archive for July, 2010

I recently went through 101 Things I Learned in Business School, a new hardcover business bestseller by Michael W. Preis and Matthew Frederick.  It’s an easy and interesting read, with 101 single-page notes ranging from definitions (A stock indicates ownership; a bond is an I.O.U.) to tips (A manager usually should have no more than six to eight workers reporting to him or her) to pithy quotes (Not to decide is to decide, by Harvey Cox).

The authors say their book ‘seeks to present lessons in the areas of business that are most likely to be useful to you.’  But, if the often-quoted maxim (nothing happens until somebody sells something) is true, then why is it that none of these supposedly 101 top lessons directly addresses how to sell something?

To be fair, the book covers several lessons that relate to marketing, benefit-oriented selling and sales management, including:

  • Targeting the safe middle market is not necessarily a safe marketing strategy (#29)
  • A business buys a copy machine because it needs copies, not because it wants a copy machine (#52)
  • Customers do not buy a product or service the same way or for the same reason (#53)
  • A feature is a fact. A benefit is how it helps the customer (#54)
  • Promoting the best performer to manager is often a mistake (#67)
  • The real purpose of a visual presentation is to get people to listen, not look (#94)

I wouldn’t argue any of these points – we draw upon them, and many others, in our practice – but I am struck by the fact that exactly zero of the 101 lessons covers how to sell.

Perhaps this is due more to myopia on the part of most business schools than to an oversight by the authors.  For example, I am a graduate of one of the world’s highest-ranked MBA programs – but professional selling was not part of the curriculum.  As a former university professor, I can also report that (unfortunately) few schools even offer a professional selling track or minor.

Do you believe that there are specific things to learn and share about selling?  If so, what do you think they are?

In our sales messaging practice, we frequently find ourselves helping clients take technical solution capabilities and translate them into business-level conversations.

Essentially we work with salespeople and teams, turning techno-speak into a brief, benefit-oriented and engaging talk track for a less technically oriented executive prospect.

Techno-speak is an easy trap, and not one limited to companies selling complex solutions. In the May 21, 2010 edition of the Chronicle of Higher Education the author Dennis Meredith explains in an interesting way the failure of scientists to persuade the American public on key issues. Meredith writes that science suffers from its lack of a “culture of explanation,” preferring to remain comfortable in small silos surrounded by jargon. One of the unfortunate effects, according to Meredith, is that scientists “miss even the simplest and most obvious opportunities to advance the scientific point of view in the public mind.” You and I might call those obvious opportunities an elevator pitch or two-minute drill.

Too many technical experts also fail to adjust their messages, even slightly, according to the audience. Meredith writes, “Rather than tailoring their arguments to their audiences, they tend to believe that merely presenting the facts of their work will lead audiences to see the light.”

I believe many companies selling complex technical solutions can learn from the mistakes of these university scientists. 

We find that, with executive-level prospects, engagement in an interactive discussion is far more effective than feature-laden demonstrations or attempts at “educating the buyer.”

Is there a culture of explanation in your company, including both the sales team and subject matter experts?

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