Revenge of the Customer?

Winning sales in a cutthroat business environment is tough. It's especially hard when prospects have narrowed their options down to 2-3 finalists who all seem reasonably able to meet their needs. You've likely invested hours of time and company resources, if you've made it this far. Coming in second is not an attractive option.

So what can you do to avoid that outcome? One strategy that sellers have used for years involves planting "fear, uncertainty and doubt" (FUD) about the competition in their prospects' minds.

Sellers from big, well-known vendors were notorious for using FUD techniques to discredit smaller firms vying for the business. The more unscrupulous ones would even "fudge the truth" or make statements that were blatant lies.

When I worked for a struggling technology company, at various times my FUD-inducing competitors slipped in comments such as:

• Are you sure they're able to handle a project of this size?
• I'm not familiar with their services. We really never compete with them.
• Are they going to make it? I've heard they're in deep financial trouble.

Hearing this, prospects fretted and even lost sleep over what could happen if they made a bad or risky decision. After all, their careers and livelihoods were at stake.

Today the tables have turned!  Customers are now the ones who are planting feelings of fear, uncertainty and doubt in the minds of the sellers who call on them

Recently I suffered a serious FUD attack myself. As I've said many times, it's common for prospects to ignore you when you're trying to get your foot in the door. But decision makers who have expressed interest in your offering or who are existing customers don't usually ignore you.

Here's what happened: I'd contacted two long-term clients to follow up on completed projects and to discuss what was next. Neither of them called me back. I waited a couple more weeks and phoned them again.  Still no return calls. At the very same time, several hot prospects stopped calling me back - just when we were finalizing some plans.

Yikes! Suddenly I started thinking that maybe they were upset about something. I replayed previous conversations over and over in my mind to see if I could detect what might have gone wrong. I came up with all sorts of potential scenarios and none of them were good.

Why am I telling you this? As you might imagine, I'm pretty self-confident in my ability to sell. I'm usually able to read people fairly well too. Yet I couldn't put my finger on what had caused them to suddenly stop interacting with me.

Fear, uncertainty and doubt crept into my mind and refused to go away. Of course, I assumed that the silence was all my fault.

Could it be the revenge of the customer?  Were they trying to let me know how it felt when sellers used FUD techniques on them?

No, that's not it!  The truth is that corporate decision makers are simply overwhelmed. If you haven't heard back from existing or prospective customers, it does NOT mean they're disinterested or upset with your firm. Nor does it mean that you've screwed everything up. They're simply too busy.

Ultimately my two clients did get in touch with me, but it took several months. New projects, business travel, management changes, emerging priorities and crisis situations had taken precedence. Both apologized profusely; they trusted I would understand. One of my hot prospects became a client too.  So despite all my angst, things did work out in the end.

Remember this: From your customers' perspective, it's your responsibility to get in touch with them, not vice versa. They don't mean to be rude; they're just swamped. And you can't force their schedules & timelines; you just have to learn to work with them.

So pick up the phone and leave another message. Drop them a quick email with a link to an interesting website. Send over an article that could provide insights into a critical business challenge. Keep at it - despite your fears, uncertainties and doubt. It pays off in the end.

P.S. Bill and Bob, you are now forgiven!

Comments

[steve]

yikes! if they are already overwhelmed, how will another voicemail or a link to a website or article help them if they don't have time to read it.

I would instead send them a 6 pack of beer, or a bottle of wine, along with a note that says I know you are busy, but if you can find time to relax, have a drink and review these summary notes I made from this long boring article I read, it might help save you some time. I'll follow up with you a little later to see if there is anything els I can do to help you during this busy frantic time.

I agree everyone is too busy these days. So in addition to selling your product, you have to find ways to help them find some time and a reason to meet with you.

always enjoyable articles Jill...

[Susan Martin]

Thanks for another great post Jill! I agree, you can't take it personally, most likely it's not that you've done something wrong, it's that they can't get out of their own way, so it's up to you to make the next move if you want to make the sale.

By the way, Steve, love your idea for getting their attention in other ways...

[Daniel Sitter]

Great article Jill. I have experienced the same difficulties in connecting with key players at larger accounts. People are wearing more hats these days and their time is precious to them. I believe that we must remain persistent, continuing to call on them as well as their staff, their peers and others who might help pull the sale through their process.

I often will often look to find an advocate, someone of influence, who believes in me and my services. Many times, an internal employee or consultant on their payroll will help to drive the sale, especially if they might benefit from it. Once I become officially associated with a project, the decision maker usually will then take notice.

[james]

re: susan martin: it's illegal to mail booze in the US. i like your thinking though!

from my experience, nothing beats a strong, clearly delivered value proposition backed by consistent follow ups (that include a restatement and/or addition to the previous value propositions).
Like you said, Jill, people are busy, and from my experience, they also appreciate persistence.

Interesting enough, did you see the Krugman article in the NYTIMES today? here's the link; very interesting: http://select.nytimes.com/2007/06/15/opinion/15krugman.html