Other than your sales team, who else is talking to your customers and how often? Is it your customer service team, engineers, technicians, drivers, or accounting team? If you are looking to expand your sales and loyalty with your customers, you don’t have to expand your sales team. You already have the team in your organization and they are already talking to your customers daily or weekly.
How can they help you build a stronger customer experience with your customers and even grow the business? We are not asking you to turn your people into salespeople.
Many of the sales leaders we work with like the consultative conversation their sales reps are having with their customers and they want to extend this to the other teams in their organization. These teams don’t want to be salespeople and are afraid of the word “sales”. Yet, they do want to “help” the customer.
Here are five ways they can help your customers:
- Simply ask a few more questions about the customer’s project or order they are placing.
- Ask the customer if they need anything else for their project/order.
- Be curious about the customer and their business.
- Provide advice to the customer.
- Be empathetic, listen and acknowledge when there is a problem and ask how they can help resolve the situation quickly.
Knowing how to do this well is essential to customer loyalty and sales growth.
Now think about you, as the sales professional, and the level of service you offer. Do you approach each interaction to build a relationship? Do you ask them questions beyond filling their initial request? Are you knowledgeable enough to answer their questions?
In training teams over the years, we have noticed an overlap in these areas of concern that negatively impact your customers’ experiences:
- Talking too much rather than listening to the customer.
- Not gearing conversations to uncover additional opportunities to help the customer.
- Using trigger phrases that may escalate or irritate already upset customers.
- Not recognizing and working with the various personality styles of colleagues and customers to better meet the customer’s needs.
- Not finding solutions to prioritize the customer’s requests above all else.
More often than not, these missteps and oversights are happening, not because an employee does not want to provide superior service. On the contrary, we have found they simply lack the know-how to do so effectively.
What if these teams had a new tool, let’s say antennas, that helped them tune into their customers’ needs?