Help Your Prospective Customers Avoid This Trap
Correctly Handling Unreasonable Expectations
A reader asked the following…
There have been times when I didn’t get the sale because another vendor set expectations higher than they should have. Maybe a year or two later the client came back to me because the other vendor didn’t do what they said they would do. But how do I keep this from happening in the first place?
Of course, knowing no more than the above, I’m not in a position to do a complete analysis.
However, the principle involved is such that I’m comfortable addressing this on a very general level.
One of the most frustrating aspects of sales is when you set honest expectations for your prospective clients and then lose the sale to a competitor who is over-promising when they know (or even if they don’t know) that they cannot realistically deliver on those promises.
The main reason why the sale initially goes that way is because...
Key Point: Human nature is such that people (in this case, the prospective client) want the most value in exchange for the least amount. And though they logically know this is not typically possible, they’ll often allow themselves to believe it. Thus, they make a decision which is ultimately not in their best interest.
That’s really what the salesperson who wrote is up against here.
So how do you reset this frame without directly down-talking or even mentioning your competitor by name? (Which would actually cause YOU to come across as less believable.)
Thaddeus, the protégé in Jeff West’s and my sales parable Streetwise to Saleswise: Become ObjectionProof™ and Beat the Sales Blues frames the conversation with his prospective client, Mr. Ming Jin Bosen, following these two suggestions from his Sales Manager, Andre...
Step #1: During the sales conversation, position yourself as being the correct choice — not only now, but years down the road. Thaddeus uses the analogy of a blind date vs. a long-term relationship. First encounters are often filled with grandiose promises, whereas long-term relationships are only successful with honesty and realistic expectations.
Step #2: Give a behind-the-scenes look at why your company provides their product or service at the price you charge. Make your case that inflated promises made on a “blind date” would require a change in pricing or services later in the relationship...and your company has made the conscious decision not to do so.
If possible, back this up with testimonials (so important!) from clients who’ve had successful long-term relationships with your company.
As the great direct-response marketer and super-entrepreneur Joe Polish states, “What *other people* say about you is infinitely more believable than what *you* say about you…so let *them* say it.” :-)
Using these strategies will increase your chances immensely. Of course, you still won’t close every sale upfront, but you’ll build credibility and position yourself as a trustworthy resource. You will be remembered as the go-to resource when they realize those “blind date” promises aren’t being fulfilled elsewhere.
Today’s Exercise: Prepare for this type of sales conversation. Know how you will set the proper frame. And begin receiving testimonial blurbs in advance from customers who’ve been through this so you can refer to them when the time comes.