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Specialists are not often found in direct new business
development positions. Their unassertive, analytical style makes them
better suited for account maintenance roles or handling inbound
product inquiries. They will also be effective in more technical sales
positions where attention to detail and a thorough needs analysis are
critical. |
In situations where a more aggressive approach is required in
prospecting and closing, they often team up.
What turns them on about selling?
Like Cooperators, Specialists get their motivation from helping the
customer solve a problem. But where Cooperators are turned on by the
relationship-building element, Specialists get their thrills analysing the
problem and proposing a thorough business case that covers all the bases.
At their best...
They will analyse the customer’s problem like a surgeon, leaving no
stone unturned. They will build a business case based on quantifiable
benefits, present their solution objectively and, to a large extent, let
the solutions do the selling. They will not oversell, outlining
specifically what they can and cannot do, and potential customers will
feel confident that they’ll receive strong after-sale support.
They are perfectionists who believe that their job hasn’t ended once
the order is placed and, as a result, will usually stay on top of things
until the product or service is delivered to the customer’s satisfaction.
At their worst...
If sales success were based solely on the ability to present product
features objectively and provide solid after-sales support, the Specialist
would excel. However, in outside sales and new business development,
selling has much to do with appealing to buyers’ emotions, pushing them
through the sales process and doggedly pursuing them until they sign on
the dotted line.
Specialists will face a number of challenges in these areas. Their
unassertiveness and lack of persistence will give them trouble closing.
Their analytical, detailed approach may result in too much time spent
over-preparing and researching prospects instead of actually calling on
them.
On sales calls they may spend too much time presenting information that
will not influence the prospect to buy and their lack of urgency may
result in giving ‘‘hot" prospects too much time to cool off.
Around the office...
The Specialist's unassuming task-oriented nature will earn them respect
as hard-working employees, although their accomplishments and successes
often go unnoticed because they shun the limelight.
Their high scores on the Relaxed and Compliant Scales make for
dependable and organised individuals who do what they say they’re going to
do. Yet, these same traits can lead to their appearing unresponsive in
today’s lightning-fast business world or their not being able to see the
forest for the trees.
Summary
Specialists view themselves as experts committed to solving a
customer’s problem. For this reason they excel in more technical,
information-oriented roles where they team up with "influencers" at
various stages of the sales process. An influencer may be the company
President who met a prospective client at an association meeting, or
aggressive telemarketers who invited the prospect in for a demo and
follows-up afterwards, or another sales rep.
In large-ticket sales, where extensive bids or proposals are required,
you will often find Specialists as part of the selling team, but rarely in
the lead role.
Advice to the Specialist
You are right in believing that building a sound business case for your
product is critical in today’s marketplace, especially on larger sales.
But also recognise that most buyers may not have your passion for analysis
or the intricacies of your offering. By the time you finish your
presentation they may have forgotten what it is that you are selling.
Focus on overall benefits and the results you’ll deliver. Put the rest in
an addendum.
Also, it’s time to nudge your prospects gently towards making a
decision. Look at each presentation in terms of your desired outcome
— presenting information cannot be a
desired outcome. The outcome will usually be a commitment by the potential
customer to do something, such as signing the order, arranging for you to
meet their senior management team or tabling your proposal at the next
committee meeting. In taking this approach, you may feel a little
uncomfortable at first because of your natural tendency to accommodate and
appease. But you’ll probably find that, with the multiple priorities your
prospective customers have, a little pressure goes a long way in getting
your proposals off the back burner.
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