When launching a new product or service, the selling organization must have the time and incentive to go slowly and learn as much about the prospects and their challenges as they do about the new offering.
Harvard Business Review: How to Sell New Products, 2018-Nov/Dec, by Michael Ahearne and Thomas Steenburgh
Early in the cycle, not only must the salesperson provide the right product information, but customers must feel they have the right information. That involves establishing trust and demonstrating a deep understanding of the customer’s challenges. Later in the cycle, the salesperson must help the customer understand, assess, and manage the risks and the people issues associated with change. Too few companies help salespeople learn to do this.
Sales teams would be better off spending their time developing a psychological profile of the ideal customer. What traits suggest that a prospect might be willing to adopt a new way of doing business? What behavioral clues signal that he or she is serious about making a purchase rather than simply learning about a new technology? Does the prospect’s organizational culture support learning and change? For prospects who best fit the profile, the sales team should map out all the steps that will need to be taken—and all the people who will need to be met. This exercise is creative in nature, because the goal is to envision what should be new and different in the sales process.