The Warehouse Insider’s Post

Transcript

What's the what's the number one thing you would say to a new enterprise sales hire associate Rep? What's the number one thing that they should keep in mind when they're navigating the landscape? Because presumably so imagine someone come off of the car dealership lot and they have all that like foundational sales, you know, how to know how to dress, how to act, how to talk, what's the number one thing they should know coming into the tech sales rule? I would say either, you know, just patients. Because it is a longer sales cycle, some type of, you know, having some type of professional persistence. On a kind of a buzzword, but a lot of times, you know, if you e-mail somebody and they don't e-mail you back for like a week, sometimes it might have just fell through the cracks. Sometimes they just didn't see it for whatever reason. We had that experience last year where we were working on this big project with a one of our longtime customers and we were sending them emails and we thought we were on the same page with this guy and he just never emailed us back for like a month. So we were emailing other contacts like hey, what's going on? You know, we thought that everything was good. And he came back and apologized. He's like, man, I am so sorry. He goes, I put everything from, you know, you guys in a separate folder. So when I got it, you know, it would be, you know, separate and organized and everything. He had good intentions behind it. But he goes, man, I apologize, I'm so sorry. So I think a lot of times is, you know, just kind of taking it with a grain of salt. If someone doesn't call you back, if they don't e-mail you back like something, could you know something, anything that someone used three recently was unrelenting. I thought that was. A little bit aggressive, but I guess it but someone said that you were. No, they just said that to be in this kind of business you kind of have to be right. People say streamlines a lot, but I don't know if that's. Shame isn't the right word to me. And it kind of goes into like throughout the process you're gonna be talking to different people right through the in the company, the different contacts and kind of how you tailor your pitch or even your approach. If you're talking to the end user that's actually going to be using, interacting with the software on the mobile device compared to, you know C level executive that's, you know, looking for different efficiencies in their supply chain. You know your message, how you talk to that person's going to be different. So I'm kind of curious. Maybe some of your past experiences with that and kind of what your approach is. Yeah, I I think, well to answer my own question, the, the number one thing that I would say is or charting your customer is like the first thing you should do when you get introduced to an account, understanding who has what responsibility. And this is going to lead into what you're saying in a second, like who is where who cares about the project and who doesn't who is actively against it because usually you know large enterprise, there's going to be someone who. Either doesn't care or it's like working against you almost. Whether it's a third party consulting company or whether it's a disgruntled IT person, like there's always hardships and being able to overcome those is like key. And to do that you have to know who's on your side, who is. And to that end, I would say there's a big differentiation between the end user. The user will call him and the customer. And sometimes that gets boggled in people's minds like they're thinking that the user is also the customer and they're trying to sell the wrong person. You sell the customer, but you need the support of the user, right? Right. And so when I meant when you know I being anyone is entering a new account, you have to first start with the user. That's the person who's getting the real life benefit of your. Product or your service or your software, whatever it is they need to understand and really like feel the value of what you're giving them first before you go to the customer. You can't, you can't pitch, you can't pitch a customer like a D or C level person without the support of someone in the company, right? That's just I I've seen, I've seen people trying to skip the user and go straight to the customer and the customer is like, why do I even need this? Like who My company needs this. But if you come with an internal person like a manager or a. You know, warehouse employee that says, hey I really need this vendor to help us with this problem. Then the customer has a much more compelling case of OK. Now I have internal support. Then you sell the customer and you sell them very different things. You don't sell the end user benefits to the customer, you sell them. Revenue increases, you sell them, cost savings, you sell, you sell them. Time savings, labor savings, all the stuff that matters at a higher level to director or someone who's looking at things from a higher level. They don't experience the ground level issues that the user has. It's a whole different pitch. And so that's the hardest thing to me is a lot of sales reps want to have one script and one kind of workflow They take the customer through. And in consumer sales, the user and the customer are the same person but an enterprise. Cells. They are not. And a lot of times there's more than two There's 1020 or, you know, however many people are involved in a decision. And that is something that took me a while to learn on my own. And finally, when it clicked, I was like, Oh my God, I'm going about it all wrong. Yeah.