Over the last couple of weeks, I asked different people why the company where they work exists. The answers ranged from shareholder value to the “idea of the founder” to creating jobs, wealth, etc.

The only correct answer is that the only reason for the existence of any business is because there are customers who are willing to pay for the products, materials or services of that business. Not more, not less!

Did the answers surprise me? No, not really. It’s not the first time I have done this exercise. Since 1985 I have been asking this question to test the awareness of managers and co-workers regarding their work and their markets.

My conclusion? Companies need to create more awareness with their staff that thanks to the customer, they have a job, which in turn helps pay their salary and bonus, which in turn pays for their home, vacation, hobbies, education, etc.

This means that,

Human resources should hire the best people to deal with customers and be team players. When hiring salespeople, candidates should be able to sell professionally, instead of being just “nice” or fit in the team…

Managers hold their co-workers accountable for their output and behaviour and keep them motivated and productive.

Instead of behaving as knowing it all, leaders should trigger their people to come up with ideas and solutions (no whining!), listening more to their beliefs. The people who deal with the customers daily know precisely what these customers need and want. They are your best senses when dealing with the market.

One last note: I have seen many valuable people leave the company where they worked because they gave up on poor customer care and distant leadership.

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Somewhere in 1986, I was visiting one of my clients in Amsterdam. I noticed an excellent-looking piece of Italian ingenuity and design on his desk: an Olivetti computer!

At the time, I was training the Dutch Olivetti sales team, so you can imagine that I was curious about his latest purchase and how happy he was to use it.

So I asked him about his experience with the machine. "I have no clue about the functionality", his answer was. To my question, "why did you purchase it" he responded: "I like the design, and it looks impressive on my desk!".

This experience of thirty-six years ago was an eye-opener for me at that moment. It triggered my curiosity about why people buy and how salespeople sell. My interest became a never-ending journey!

Lessons learned:

It's the buyer who repeatedly decides what the value of a product or service is. If the salesperson believes mentioning features and offering the best price will get them the sale, forget it. This approach might work sometimes. But, you will only succeed most of the time if you get lucky or the buyer feels sorry for you and gives you the deal. People often have intense feelings about their reasons for buying something. Uncovering these deep feelings will lead to the core of their real needs.

Another option is that the buyer discovers the value of your offering by themselves out of genuine interest and decides to make you your day. Here is where their sympathy for you will work.

Professional salespeople ask the right questions during conversations with buyers, then listen receptively to discover more about the buyer, what moves them, their pain or compelling reasons to buy, and propose the right solutions that suit them.

The story above brings me to the title of my article: the Greek philosopher Epictetus said, "we have two ears and one mouth so that we can listen twice as much as we speak".

The best salespeople know this: they listen, probe, ask tough questions, lead the conversation and then propose the right solution.

That's why we have two ears to listen better and one mouth to talk less!

If you want to know more about ways to get to the depths of buyers' needs, contact me here. If selling value is something you wish to expand on, contact me also here.