Print Solutions Magazine

New account development is excruciating, and more difficult because of competition from other media, buyers’ consolidation of vendor lists and the perceived commoditization of print.

During three decades of training and consulting in the printing industry, I’ve observed hundreds of instances of the first call on a prospect. The most common mistake: failing to quickly, credibly and meaningfully explain the reason(s) why the prospect’s and the sales rep’s firms may be a good fit. The recipient of that prospecting phone call probably gets five calls a week from print salespeople asking for “only 15 minutes of your time so I can discuss how we can help you.” This type of call, which is similar to all the other calls the buyer has received earlier in the week, only feeds the perception of commoditization.

Let’s assume the sales rep gets that first appointment. Too often, the hole is dug deeper with sentences such as:

“We’re a high-quality resource.”

“We’re known for our exceptional service.”

“We have a great customer service staff.”

“We provide training for our customers.”

“We accommodate clients’ special invoicing, delivery, distribution and communication needs.”

Even if these statements are indisputably correct, they are claims — and everyone who buys print has heard these and similar claims ad nauseum.

To a great degree, successful selling involves establishing trust and alluding to unique benefits for the prospect on the first call. That may require use of evidence rather than claims. There’s nothing magical or innovative about the evidence I’m talking about. It’s like the commercial version of aspirin: readily accessible, not glamorous, universally used and usually effective. But I rarely see evidence used in a planned, systematic manner.

There’s no better evidence than referrals and testimonial letters. When I raise this subject, virtually every sales rep says, “Oh, I use them.” However, their use is occasional. Satisfied customers are not routinely asked for testimonial letters. Letters that are written often are filed away and copies are not brought to the first meeting with a prospect.

Often existing customers are asked for names of buyers or organizations that may benefit from your organization’s services, but in my experience few sales people program themselves to ask that question every six or nine months. Furthermore, the few exceptions gather names but rarely, if ever, ask the satisfied client to place a phone call to the prospect on their behalf.

Another example of simple but effective evidence: a card with names and phone numbers to be called if there are questions about job status, prepress issues, deliveries and shipments, invoices and samples. This device will resonate with any buyer who has had communication problems with other providers. Every buyer has strong likes and dislikes about communications. Some prefer—and some loathe—voice mail. Ditto for email. Some prefer in-person contact. Simply asking these questions and guaranteeing compliance with a prospect’s preferences can positively alter perceptions.

Today’s print buyers spend less than a third of their time buying and coordinating the purchase and distribution of print. Remember, they are print buyers, and if you doubt this statistic I can provide you with extensive documentation. These individuals lack the time and inclination to become as knowledgeable about the graphic arts process as you. Successful selling involves establishing the belief that you and your organization are a solid source of information, a safety net for them.

The selling challenge here requires evidence to support the contention that you and your firm can expeditiously and accurately answer technical questions. Evidence may be newsletters from your firm or your suppliers. Also helpful are the names and phone numbers of those competent and willing to answer questions.

Like it or not, the customer service representative has emerged as the most trustworthy agent of business — in all industries. The CSR has replaced the sales rep in this role. (Doubt that? Ask yourself who you would least like to speak with at an auto dealership if you are interested in buying a new car.) A sales rep seeking to establish credibility and differentiation on a high-potential account would be well-advised to put the prospect in touch with the CSR. If the prospect is local, the “connection” could be made in person. Otherwise, a phone call may be effective.

The ultimate evidence in new account development involves a salesperson’s promises on every sales call. Maybe it’s newsletters or invitations to seminars, thus demonstrating education and information value provided to customers. Any evidence of the ability to make or save money for customers is very good, indeed.

Whatever you do in the selling process, avoid at all costs the appearance of unsubstantiated claims. Pack your briefcase with evidence and research. Qualify your targets.

Evidence, yes! Claims, no!