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Another tactic for sales is to throw in free gifts as an incentive to buy something. For example, company Perfumia recently had a promotion that gifted customers a free bag if they purchased one of their perfume scents. These promotional gifts should be related, but you can get creative. But, they went further: what would one of their perfume customers want as a gift?
This factored not only into the decision to have the gift be a bag, but in choosing the type of bag. Finally, some brands always throw in an extra gift as a constant part of their brand experience. A common example includes toys in the kids meal at drive-thrus: a staple parents have relied upon, and that children get excited about.
Another example is the ability to add up to three makeup samples when you check out on Sephora online. These samples feel like additional, unexpected gifts, but are actually just promoting further purchases within the store. Customers buy things, and they have a process to buy things. Customers care about solving their issues , mitigating their pain points and finding the fastest, cheapest, most effective solution to accomplish those two goals.
If you really are interested in figuring out where your customer is in terms of closing a deal, you need to know where they are within their own buying process. If you are really serious about hastening that process, your efforts should be directed toward helping your customer move through the buying experience.
A recent piece published on the Gartner website discusses how the B2B buying process has changed. Obviously, if you are in sales, the message is quite clear.
For the most part, these all track along a common path. The names and numbers of the assorted stages will vary slightly, but the overall process is pretty much the same. The initial pain point recognition phase is simply the point at which someone within the customer organization recognizes that a problem exists.
If they use Lucidchart, they thoroughly map out the customer journey in a diagram or an account map so they always have a visual understanding of their environment. A clever CRM integration does not close sales. Your competitors stay in business, even if your products do a better job.
Because every part of the buying decision, from grabbing a six-pack to provisioning a data center, is emotional. Reason and logic may form the foundation for the decision to buy, but feelings, intuitions, and trust seal the deal.
In e-commerce, you have to analyze every buyer touchpoint and identify factors like clunky user interfaces and slow-loading web pages that torpedo sales. You can simplify things, though, by zeroing in on the key decision-makers and creating an account map to help your entire team visualize the most important influencers and stakeholders. You must address the emotions and expectations of people who have the strongest influence on final buying decisions.
HubSpot, for instance, asked sales executives how many times they had rebuilt their key account programs in the past seven years due to underperformance. Key accounts are inherently complex, with a host of competing factions and political tie-ups. Misunderstandings lead to extra meetings. Crossed signals generate time-sucking revisions. Delays undermine the profitability of a key account relationship. The potential of a key account must be weighed against the complications that ruin profitability.
Onboarding can be a source of aggravation or an opportunity to prove you have your act together. Especially in a B2B setting, where the user is often different than the buyer, you need to make your product essential or else the account will not renew.
Top-notch service after the sale can keep customers in your orbit even when the competition has a stronger feature set.
Find out what your clients need as far as customer support and work to solve problems as quickly as possible.
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