To successfully get your prospect to take action, you must be able to see the world from your customers' buying point of view. Ideally, while you maintain your sales perspective, you conduct your sales process in a way that is in tune with how customers decide to buy.
I explained the five-step selling process in "As Easy As 1, 2, 3 (4, 5)." Each of us engages in this process numerous times a day, whether we are buying a can of soda or making a more complex decision, such as buying a new car. Whenever a customer makes a buying decision, that decision represents the culmination of a process. It may take place almost instantaneously or stretch out over a long period of time, but it's a process, not an event. The other side of the selling coin is buying, and savvy marketers understand how to address and package the buying process within the selling process.
No matter how long the process takes, the buying decision always begins with the customer becoming aware of a need. Once the need has been identified, the customer begins to explore possible avenues for meeting the need. While gathering information, the customer refines the buying criteria that will affect the decision to purchase, and the customer then narrows the field of choice to the best few. Finally, the customer chooses from the best few and takes action.
To successfully get your prospect to take action, you must be able to see the world from your customers' buying point of view. Ideally, while you maintain your sales perspective, you conduct your sales process (see "The Five-Letter Dirty Word") so that it is in tune with how customers decide to buy.
The way customers make buying decisions depends on the complexity of the problem they are trying to solve and the complexity of their decision process. This complexity affects how you manage the sale.
When a consumer becomes aware of a need, he or she must also be made aware that you offer a solution to his or her problem. In a consumer sale, it may be enough to make consumers aware that a Coke is refreshing or a printer is fast. In a more complex sale, your branding will have to be more specific and must speak to a deeper need. What comes to mind is something like, "Nobody ever got fired for buying IBM." Does your Web site convey effectively that you satisfy your customer's deeply felt need? (See "Why Should I Buy From You?")
Only when the customer knows that you provide a value that matters to him or her can you undertake building the foundations of a satisfying relationship by establishing rapport and trust. (See "Does Your Home Page Engage Customers?")
When a consumer comes to you to explore avenues to meet the needs he or she has identified, you have to ask questions that help qualify what the customer really wants and how the customer's needs can best be fulfilled. When the customer narrows the field to the best few alternatives and possible solutions (which include your company, of course), you use information that you have developed in the qualifying stage to present recommended solutions in your customer's language so he or she understands your value immediately.
As the buyer moves through each step of a buying decision, you seek the buyer's commitment to a logical next step and provide reassurances that he or she has made the right choice. (See "The ABCs of GTC and POA.")
The information architecture of your entire Web site must recognize every step of the consumer buying process. Each step feeds and leads to the others. Although the process ultimately is linear, there can be feedback loops within the process as the customer re-evaluates information. So, it's not unusual to address two, three, or even all five steps on a single page. It is helpful to think of the process as operating simultaneously on both a micro level (the individual page) and a macro level (the overall buying and selling experience). You should always acknowledge and address the needs of the buying process at both levels.
Most of my articles have dealt with the beginning and ending steps of the sales process -- understanding customers needs and building rapport and trust on the one hand and the taking/getting action part on the other. But I also get a lot of emails requesting more information about how to qualify customers. So, while you spend the next week thinking about your needs and challenges for qualifying customers on your site, I'll see if I can help you come up with some solutions to fit those needs.
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Bryan Eisenberg is co-founder and chief marketing officer (CMO) of IdealSpot. He is co-author of the Wall Street Journal, Amazon, BusinessWeek, and New York Times best-selling books Call to Action, Waiting For Your Cat to Bark?, and Always Be Testing, and Buyer Legends. Bryan is a keynote speaker and has keynoted conferences globally such as Gultaggen, Shop.org, Direct Marketing Association, MarketingSherpa, Econsultancy, Webcom, the Canadian Marketing Association, and others for the past 10 years. Bryan was named a winner of the Marketing Edge's Rising Stars Awards, recognized by eConsultancy members as one of the top 10 User Experience Gurus, selected as one of the inaugural iMedia Top 25 Marketers, and has been recognized as most influential in PPC, Social Selling, OmniChannel Retail. Bryan serves as an advisory board member of several venture capital backed companies such as Sightly, UserTesting, Monetate, ChatID, Nomi, and BazaarVoice. He works with his co-author and brother Jeffrey Eisenberg. You can find them at BryanEisenberg.com.
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