How is B2B selling different?

B2B selling is different. That sounds like a statement of the obvious, yet we meet salespeople every day

whose actions suggest it is not so. They act like the stereotypical salesperson selling double-glazing

door-to-door –and then wonder at their lack of success.

B2B selling is about:

• Helping, not selling: Nobody wants to be sold to, but people always welcome help in solving their

problems, or identifying how best to meet their needs.

• Solving problems, or exploiting opportunities, not selling products, or services: The customer is

not buying products or solutions, nor are they buying just because he/she likes the company or

the salesperson. They are buying to solve a problem or exploit an opportunity within his / her

business. The more the salesperson can help him/her do this, the better.

• Listening, not talking: Forgetting this is the most common mistake made by salespeople. They

don’t shut up long enough for the customer to tell them how they can be helped and convinced

to buy the salesperson’s product or service.

• Confidence on the part of the customer, not the salesperson: The super salesperson focuses on

building the customer’s confidence that your company will best meet their needs.

• Expertise, not salesmanship: That means the customer regards you as an expert, advisor, or

specialist, not just a salesperson. It means you can expertly advise potential customers, from a

position of knowledge regarding your products and services, as well as their business and

industry.

• Benefits, not features: Despite long lists of features, brochures, ads, and sales presentations often

lack a compelling sales proposition, that:

• Appeals on a rational, emotional, and political level.

• Is tailored to decision-makers / influencers within the target segment.

• Is distinct from competitors.

• Is supported by evidence.

• Presents a clear cost justification.

• A process, not just a person: There is too much emphasis on the salesperson and not enough on

the sales process to match the company’s solution to the buyer’s needs and buying processes.

The process must be a clear, logical, and repeatable set of steps that correspond to how

customers buy; it involves many people in the sales organization, not just the salesperson.

• Preparation and planning: Time in front of the customer is precious, so great salespeople

maximize its effectiveness through extensive pre-call research, planning, and preparation.

• Opportunities not objections: Great salespeople welcome purchase objections from buyers. They

recognize them as opportunities to better understand customer requirements and demonstrate

how their solutions can meet them. They deal with them upfront and have prepared for and

rehearsed how best to answer.

• Enthusiasm! Enthusiasm is a rare, but priceless, quality among salespeople. It is infectious, but

cannot be easily mimicked. A salesperson has got to believe in the product/service and

company he/she is selling.

• Keeping in touch: The one-meeting sale is an illusion, indeed most people you call on may not yet

realize they have a problem or need your solution. By maintaining ongoing contact, you build

trust and confidence.

• Long sales cycles: Anything from three to six to 14 months and more. It involves complex buying

processes and large buying groups (that is four to six people involved in one way or another in

the buying decision). It requires building relationships, credibility, and trust, not just

demonstrating competitive advantage.

HINT: Help the buyer to solve a problem, or to exploit an opportunity.

See also

Q2 Why is it important to take a long-term view in sales?

Q8 What trends are changing the way sales messages are heard?

Q22 What preparation do we need to do before a sales meeting?

Q23 What are the top 15 customer questions and how should I handle them?

Q29 How do we position ourselves as experts?

Q72 How can we increase our closing success?

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