E176: Leveraging Prospect Data with Eric Kider – Part 1 of 4

January 8, 2024


How has the role of data and analytics evolved in shaping credit solutions for businesses?


Are you responsible for setting up your team with the best prospect data possible? 


Eric Kider, from Credit.net/Infogroup joins me for a 4-part series where we talk about business prospecting data, accurate sources of data, and the sales closing effectiveness metrics. 


In Part 1, Eric and I talk about:

  • Who owns the best data
  • Compilers vs. Aggregators
  • Data verification methods


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Connect with Eric on LinkedIn


Eric’s Bio:

Eric is the Senior Vice President & General Manager for Credit Solutions at Infogroup. Credit.net provides in-depth information on businesses of all sizes, including small businesses:

To empower people with the ability to make smarter business credit decisions.
Identify opportunities in the industry, unmet customer needs, core competencies of Infogroup

Cross-selling to existing customers, and partnership possibilities

Create detailed roadmap including resources and investments needed

Product Improvements envisioned, partnerships channels, go to market and sales changes, etc.

Refine product offerings and develop new solutions based on market feedback

Collaborate across Infogroup to drive cross-selling and leverage the broader platform of services.

Work with the executive leadership team and present to Board growth strategies, investment requirements, and acquisitions.


Eric holds a bachelor’s of arts degree in economics and government from Skidmore College in New York. His post-graduate studies were in business administration, management, and operations from Sheffield Hallam University in the United Kingdom.



Eric’s Links:

LinkedIn: https://www.linkedin.com/in/erickider/

Infogroup: https://www.linkedin.com/company/infogroup/

Credit.net: https://www.linkedin.com/company/credit-net/about/

Facebook: https://www.facebook.com/Infogroup/

Twitter: https://twitter.com/Infogroup

  • Show Transcript

    Jason: Welcome to the sales experience podcast. My name again is Jason cutter. On today’s episode, I have Eric Kider, he is the senior vice president and general manager of credit solutions at Infogroup and he is driving his division to satisfy the business needs within small and medium business credit markets. Eric, welcome to the sales experience podcast. 


    Eric: Thank you so much, Jason. 


    Jason: So I’m really excited to have you on the show and I know I say that for every single guest I talked to, but everybody comes from so many different backgrounds and have many different focus. And for you with that intro that I was covering, I mean what you do now and what you focused on for a while is helping businesses with either their own credit information or helping them with getting the data for their prospecting side. And obviously I have a wide range of listeners, anything from sales reps to managers to owners. And I thought this would be a fun topic for us to cover and you know, talk about prospecting and data and credit and wherever this might go.


    Eric: No, that’s great Jason. Well, thank you again for the invitation. I’m excited to be here.


    Jason: One of the things that I know that we’ve talked about in the past, and we’ve done some work together with clients on the, you know, on the data side and prospecting is this concept which a lot of companies don’t understand. When I’m dealing with them on the consulting side and we’re talking about sales, we’re talking about marketing. Everybody wants to get the good leads or they want to buy data and they don’t understand the difference between, you know, someone who’s aggregating data or someone who has the actual source of data or verified data. So I thought that’d be a fun place to start to kind of help clarify that for people who are listening.


    Eric: Yeah, I know, that’s a great point. Well, you know what’s interesting about data, especially more so today than you know, 2030 even 50 years ago, data is available almost everywhere and through multiple sources. You know, people today leverage Google or Bing or any of the search engines. And a lot of times people who, you know, think that those search engines are the originators of that data. In other words, people think Google is everything, right? It’s the Uber of the world of information. But what people don’t realize is that actually Google, just like being in other search engines actually source their data to power that search through other companies through providing that information as part of being the data compilers. And there are only maybe two or three major data compilers in the US market. Infogroup is one of those data compilers. And what that is in reality for people to understand is that the compiler is the originator of the data they use and leverage inclusive of us with Infogroup leverage is thousands of sources in order to build our business and consumer databases.


    Eric: And then there are second data providers out there that are more resellers. And so what they’ll do is they’ll typically work with one of the data originators or compilers and then they’ll take that data and they’ll either do some manipulation or some additional what they consider to be value add to that core. But in some cases, most people don’t realize who they’re buying from, whether it be a compiler or a reseller. And that does matter because the aging factor and the data latency factor comes into play because the compilers in the market have that information in the most recent and UpToDate and current fashion versus a reseller, which data could be, although it’s presented as current, it could be anywhere between a week to two weeks to up to even months old in that of latency in aging. So it does matter to understand the difference between that compiler and a reseller. And that’s kind of an important element when you are thinking about going after and looking for acquiring new customers or even looking to perform either credit or some type of risk management for your company.


    Jason: And so for compilers, how like let’s say Infogroup or others in the market, like how often is that data being refreshed, updated? You’d said the other ones are, you know, could be weeks old. But what’s a compiler at?


    Eric: Well, the compiler, so for info group, we have updates made to our database every day. In fact, every minute, every hour of the day gets updated based on the process that we have within our data operations team. So that could be made through a series of automation technologies that we leverage, whether it be web crawling or others, including that of we still are leveraging outbound phone calls in our tele research team who actually call and make outbound phone calls, approximately 25 million per year to businesses across the US and Canada to verify and confirm some of their basic demographic and firmographic information. And when I tell that to clients, you know, they kind of say, well that sounds pretty old school. And in our case, we believe that as a compiler of data that’s critical, especially if you’re trying to make sure that when you’re making an outbound phone call or mailing a direct mail to a given client at a location to promote your goods and services, we still think that that’s the best way to confirm that that business is still operating as though it is and should be to make your campaigns that much more effective. Whereas on other companies that are resellers, you know, like I said, they’ll take our data and that data could be anywhere between five days up to a month if not longer old. And although it’s still good and it’s still accurate, there is a difference of dimensionality as to what you’re trying to do when you’re thinking about going to market and doing your various campaigns for driving that growth in that given discipline would be sales, marketing or even doing some type of credit or risk management for your company.


    Jason: Well, and I think that’s interesting because a lot of people, I’ll say for myself as well, not understanding all of the data back end as well as you do, is that there’s a misunderstanding that if it’s on the internet, A. it’s accurate and B. it’s updated constantly and it’s instant, right? So if I look up a company, whatever’s on there should be accurate. And it’s interesting because sometimes I’ll look up, you know, even let’s say it’s a restaurant or a business, a local business, and at times it says people are reporting that this business is closed and you know, it’s, it’s still online, right? The business has actually gone out of business or shut down and you know, only through let’s say a Yelp comment. Do you have any indication that it may or may not exist anymore?


    Eric: Oh that’s absolutely right. And, and you know, it’s interesting, you know, cause that’s a great example where, you know, even crowdsourcing or that of the, the way in which people today you leverage those sites like Yelp or, or even for example even TripAdvisor, right? You have people now adding content and feedback to that of you know, companies, businesses that they are engaging with. That actually provides another source of information for companies to leverage. And that’s by the way, some of that information we do leverage. We leverage a lot of social sites in order to populate and provide a richer and broader depth to our business record as well as our consumer record. But in our case, you know, there are also different gradients of data quality that we also share with our clients so that for example, you know companies will put out the size of their database, right?


    Eric: They’ll tell you they have 30 million, 50 million records or businesses in the US or Canadian market or whatever market they’re operating in. Well, they don’t tell you whether or not they have the depth of verifying that company record. Going back to what you said about whether it’s still in business or what type of you know status are they and an info group. We do have four different categories of data, so we have a verified record, which means that that company we have physically spoken to, confirmed and accurately portrayed that of the information that that is a real business operating at the location with the details that allow you to know that we’ve physically spoken to that person or that company. We have a pre-verified record, which means that we believe that the company is operating as a business, but we’ve not been able to connect with anybody at that firm in order to confirm that of what we’re doing or what they’re doing with that of what their business.


    Eric: We then also have a suspect record where we actually have a belief that that company could be operating but their operation may be out of business at that location. They’re not returning our phone calls so we can’t call it even pre-verified cause we’re just not certain as to what is the current delineation or status. And so we call it a suspect record. And then yes, we also have out of business records and in that case, Jason, we only put an out of business record when we’ve confirmed it with the secretary of state in which that business was operating that they too filed as an out of business. In other words, they closed that entity or that location. So we had that gradient of different quality because we want businesses to understand when they’re engaging with their different campaigns or different sales and marketing activities, we want them to know that ultimately they’re working with a business that either is verified or in some cases not. It doesn’t mean you shouldn’t do business with them, but it means that you should definitely proceed with caution because we’ve not been able to confirm that that is a legitimate or valid location or the correct data for that company.


    Jason: So as I’m listening to you talk, I’m thinking about all of this data, the verifying and everything that’s going into this or talking about aggregator, you know, kind of compilers versus resellers and people who are, you know, kind of lagging or, or adding things to it. But it’s not from the source itself. And you know, I’m thinking about the fact that anybody who’s listening to this who has experience getting data or doing any marketing knows that the cost is just going to go up and up. Obviously the more accurate, more detailed, more information that you have and the more current, right. So the older it gets, the more times it’s been resold or the less accurate that it may be. Obviously the cheaper it’s going to get. So you know when we’re talking about that, which again it’s all about what you get for your money, right? It’s not that spending more is bad. It’s all about at the end of the day is the data you’re buying, the marketing you’re doing effective to get the right leads in front of your sales reps, and then is it profitable, right? Like the end of the day, are you producing something that meets your cost per acquisition? Are you making profitable sales and you know, have a lifetime value that well exceeds you know, what you’re spending in marketing and sales.


    Eric: Absolutely. Absolutely. And you know, it’s interesting Jason, cause you know I’ve had a couple of recent conversations with clients as they kind of crossed over into 2020 and you know, some of them have asked me because of my background, which data provider you know are better than one versus the other? Or which one should we be leveraging? Or in some cases, they even ask, you know, how is Infogroup better than X or Y as a comparative? And you know, I’ll tell you Jason, what’s interesting about what you said is, I wish I could say that there is one perfect data provider, but there aren’t, because everybody’s business and use cases are very unique. Now, I always say is a best practice, leveraging that of our data alongside a secondary data provider, whether it be a compiler or a reseller is a best practice because you have the best of both worlds.


    Eric: And when I say that to certain clients, they say, Oh God, but that really adds, you know, cost almost double the cost to my data and overall marketing efforts. And actually it’s not the case because when you do the real ROI in the development of looking at what the cost is to do your marketing campaign, by looking in, leveraging the best data upfront and doing that kind of analysis, you’re actually saving money by not having campaigns sent out to information or customers that are actually not accurate or that’s not the right data or worse, it’s the wrong audience and therefore where you think you’re spending too much money on the front end of getting the right data at the right analytics put in to get the right prospect universe put together. In fact, if you do really the comparison downstream, you realize that you’re actually spending a lot more money by not doing that first step of.


    Jason: Alright, everybody, that’s it for part one of my conversation with Eric Kider from Infogroup. Please make sure to check out the show notes, the transcription, Eric’s links in the information on the podcast. You can go to cutterconsultinggroup.com where you can find the episode and all the episodes on there. Also make sure to subscribe, share the podcast every time you do it helps spread more information and positive outlook and focus on how sales could and should be done out there in the world. So I appreciate it and any little bit helps. Everything makes a difference. So thanks again. And as always, keep in mind that everything in life is sales and people remember the experience you gave them.


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By Jason Cutter February 26, 2025
How Can You Predict The Future Of Sales Ops? One of the keys to sales success is to be able to predict the future – what that other person is thinking, what they might say, what they will experience, how they will feel about the product/service. But what can you do – from a sales ops leadership perspective – to predict the future in masse of all the potential customers that will flow into and out of the sales process/funnel? That is a really tough one, but it is doable. Meeting Prospective Customers Where They Are The key is to always meet the prospective customers where they are and with the experience they hope to find. It’s a common theme now in these articles because it’s important AND widely disregarded – your potential customers do not care about you, your sales team, your company, your industry. They don’t care about your stats, your testimonials, your logos. They don’t care about your mission statement or your values. They only care about themselves. They also firmly believe that there is currently unlimited choice for any product/service, which means that everything in their mind is a commodity. Easily replaceable and interchangeable. Nothing (other than iPhones…which you can only get from Apple) is special to consumers unless they feel like it should be special. Are You Still Making It All About You? There is a good chance you are still running a marketing, sales funnel that is all about you. I bet if I looked at your company’s website that from the top down it’s all about you (the company). How great you are. What you do for people. What you have done for others. I bet if I tried to speak with your sales team, I will be made to go through your process whether I like it or not. Maybe fill out a form and wait for a response. Or made to call into a toll free number, even though I don’t want to talk to someone yet. Or made to use a chat widget on a site to get started. I bet when I speak with your sales team, 70-80% of the conversation will be about them, your company, and how amazing you all believe you are. This is all fair. No one starts a company to be mediocre. The goal is to provide value and make money. The missing piece, again like I said above, is no one cares about your goals. They only care about themselves. Predicting What Customers Want From The Sales Experience Back to your mission as sales ops leader – predict what massive amounts of prospective customers are going to want from the Sales Experience. It’s why I wrote about it last week and even offered up a book for free to help in any way that I can. To succeed at your mission, you have to stay ahead of the curve of what the public, and specifically – your buying demographic, psychographic, and valuegraphics, want from that experience. Key Questions To Shape The Sales Experience Do they want to call, text, email or chat? Probably all of them…so can you offer each one? (Don’t make someone decide if they want to go through your hoops…remove all the hoops) Do they need to see pricing online – should it be available and transparent? (In most cases, yes) What sales process will be ideal for moving the most people through the sales conversation to a successful outcome? (More discovery, empathy, active listening. More front-loaded about them, not you. Use the Authentic Persuasion Pathway as your model) Who are the decision makers? Is that individual going to decide or do they need to check with others for approval? (Set them up for success, and don’t force them to make a decision in the moment – you will just lose the potential sale) What type of follow up do they want and need until they make the buying decision? What type of post-purchase follow up would go above and beyond a) their expectations and b) what others in your industry do? If there is an ‘onboarding’ stage after the sale – how can you make that actually customer centric and successful? (It is rarely both) Can You Stay Ahead of the Curve? Remember – evolution is natural. The buying public is always evolving their desired sales experience. Can you predict the future of what they want so that when they encounter your company it matches what they were hoping to find – both in the experience and the solution to their need?
By Jason Cutter February 25, 2025
How do you, as a sales leader, help your team become Oracles that can predict the future? [make sure to read the Selling Effectiveness article this week https://go.sellingeffectiveness.com/LI.2.25.AM ] There are five ways to facilitate their Oracle-ness. Be Present in the Moment First, you have to get your salespeople to be in the moment. The challenge that most salespeople (and…humans, for that matter) experience is they are always thinking ahead. Salespeople default to thinking about what they will say next. The next part of their script or process. The next question they want to ask so they can get through discovery. The next part of the agreement they need to discuss and review. Their mind is too busy thinking about what they are going to say and do next, that they aren’t present. As weird as it sounds, if you want to predict the future you must be present. I have said this for decades: the moment you no longer need to think about what you are going to say/do next and can actually be present with your prospect and truly listen to what they say (and don’t say) – you will become a sales professional. Master Active Listening Second is Active Listening and paying closer attention. It’s actively listening…it’s taking what I mentioned above and putting into place. First step is to be present, second is to actually listen. For what they say. For what they aren’t saying. For changes in their tone. For when they are talking to someone on the side – who are they talking to, and is it about your sales conversation? If you sell in person, reading their body language and facial expressions. You must help them develop an almost sixth sense of listening (and yes, I know hearing is one of our senses…but this goes beyond hearing…it’s truly, deeply listening). Ask Better Questions Third, is to help them ask better questions. So many people in sales ask the discovery questions they are required to ask in order to check the discovery ‘box’. Or, they have done sales long enough they know all the answers, they think they know what everyone wants and why, so no reason to even ask questions. [Note – this type of salesperson thinks two dangerous things: 1 - everyone is the same and wants the same thing, 2 – people like to be sold to.] When your team asks better, deeper discovery questions with a focus on uncovering the what and the WHY, they will get better answers. Remember this – when you ask the right questions and you listen close enough, each prospect will tell you EXACTLY how to help them buy. Build Up Experience Fourth, build up experience. If you want to predict the future it comes from enough experience to know the probability of what will happen. For example, when I am in a season of commuting from home to an office, I am the type of person that can predict exactly what will happen on the freeway. Which lane is always faster around certain exits, which lanes always slow down, how much leaving five minutes later can make the drive suck a lot more. How do I know what will happen on a freeway with hundreds and hundreds of random people? Because of experience (and the fact that most people are just going through the motions in life so they become predictable). The more experience your team has with sales scenarios, they more they can predict the future. I generally see that it takes about six months for most people in a new sales role to have seen enough scenarios where they can start to know what will come next before it happens. Trust Intuition The fifth and final trait to help them with is intuition. One definition of intuition is “a thing that one knows or considers likely from instinctive feeling rather than conscious reasoning.” It’s that feeling you get when you know something, even if you cannot explain it. It’s what Malcom Gladwell wrote about in Blink! It’s what we do very well as humans, even if we don’t listen to it. The more you can help your team tune into their intuition and listen and trust it – the better they will do in helping persuade that other human. This goes back to the first suggestion – about being present. When your team trusts they know what to do and say next and they are mentally living in the moment with that prospective client, they can let their intuition guide them. Conclusion When I do trainings, public speaking, facilitating meetings, interviews, and sales – this is my main key to success. I trust and know that I have the experience to handle whatever comes my way in the present moment, while also knowing the destination I am heading towards. I can be present, let that experience and my intuition guide me instead of getting stuck in my head and worrying about what I will say next. Get your team to do some or all of these five steps – and they will become an amazing Oracle.
By Jason Cutter February 25, 2025
The Oracle’s Role in The Matrix If you have seen the Matrix movies, starring Keanu Reeves (as Neo), then you are familiar with an Oracle. In the movies, the Oracle knows what will happen. She has seen it, and it is predestined. In the Oracles mind there is no such thing as free will. In the first Matrix movie, Neo goes to visit her and knocks a vase off the shelf, and it hits the ground and breaks. Right before he hits it, she says “Don’t worry about the vase.” Neo says, “How did you know?” Then the Oracle responds with “What’s really going to bake your noodle later on, is would you still have broken it if I hadn’t said anything.” Becoming an Oracle in Sales Your mission as a sales professional is to be an Oracle for your prospects and clients. To know the future. Then be able to see around corners, as they say. Which means you know what is going to happen before it happens, because you have enough experience that you have become a psychic. You want to be able to predict, with amazing accuracy: What will happen next What will happen after that What issues will pop up What your prospect/client is thinking before they think it What concerns they might have before they have them Eliminating the Fear of the Unknown During your presentation/demo you want to set the expectation of what is going to occur next. Remember, humans fear the unknown. They want to avoid risk as much as possible. Your sales presentation is risky and dangerous and very unknown. They don’t know if you have good intentions or not. Are you going to persuade them? Are you going to try to manipulate them? Are you going to overcharge them? Will you actually care about what they need and want? Dealing with salespeople is so scary. Yet they still need and/or want something, so it’s the dangerous game they must mentally play. Guiding the Buyer Step by Step When you explain what you are going to do in part 1 of your process, and then what that part is done you let them know the plan for part 2, and so on – they will be at ease in the moment. They will feel like they have control over this portion, that there is an exit they can take if they don’t want to proceed. That level of control will help them accept the risk of part 1, and part 2, and part 3. Tell them what you will do. Do it. Tell them what you did. This will validate that you can be trusted. Predicting Thoughts and Feelings The next level is being able to predict what they will think and feel before they do. You can use this information in your presentation (without telling them what you are doing). You can also verbalize it, which could sound like “I am guessing from experience that you are probably wondering about _____, so let’s cover that right now.” Or “most people I speak with ask about _____.” They will think – wow this person knows what I am thinking, he/she is in my mind! And that’s a good thing. A really good thing. Conclusion The more they feel like you know what you are doing, know what they are thinking, know what they are afraid of – the more they trust you as a Guide. Because Guides only know what they know because they have helped other Heros successfully accomplish their journeys. Your mission as a sales professional: Become an Oracle.
By Jason Cutter February 19, 2025
What does it take to build the ideal Sales Experience? Why does it even matter? Maybe you think you already have one. You are a professional sales ops leader. You have put everything you can in place to help your salespeople sell more. You have optimized the processes so that your sales team can focus on one thing – selling. But I promise – even if you think all of that is true, it’s not. The Reality: No Perfect Sales Experience Exists I have never seen any company or team with the ‘ideal’ Sales Experience and operation. And to be honest – I have never built one successfully. Why would I admit that? Because the ideal Sales Experience is aspirational and business, teams, processes, and customer needs/desires are constantly changing. So as soon as you put new processes in place, something else needs to change and evolve. The Scalable Sales Success Iceberg In my Scalable Sales Success Iceberg – there are 24 categories that, when built out, create a scalable sales machine – where you can add in an input and get way more output. I would love to see companies have all 24 categories set up and running optimally. But that’s not even possible – because, as I mentioned, things are always changing. Focusing on the Biggest Levers Here is the key – to build the ideal Sales Experience takes focus on the biggest levers. The ones that, when pulled, create the biggest and best results. There are many processes and systems that you can put in place – but those are going to get you a few percentage points of improvement. Instead of putting it all in here, I want to make you a special offer. Email me at jason@sellingeffectiveness.com with your mailing address, and I will mail you the book that I co-wrote with Nick Glimsdahl called Reasons Not To Focus On The Sales Experience. It will be your starter guide, facilitating the creation of your ideal Sales Experience.
By Jason Cutter February 18, 2025
The Numbers Game Mentality is a Losing Strategy Sales is no longer a “numbers game.” You cannot succeed, long term, by focusing on volume of activity. Making a million dials, sending a million emails, knocking on a million doors (the first two are way easier than that last one) is a scorched earth strategy that will sink your business. You can’t out-dial a bad sales process. It will lead to even more bad online reviews. You can’t out-email a terrible sales funnel process that requires people to jump through poorly planned hoops. You can’t out-knock your way past slimy tactics and bad products/services. The Danger of the "Every No Gets Me Closer to a Yes" Mindset The whole “every no gets me one step closer to a yes” mentally is dangerous. That mindset and strategy assumes that it’s a numbers game. That the only thing that matters is finding the right person who will buy from you. Potentially, no matter what you even say – they are just ready to buy. Not only will this destroy any online reputation you have it will also wreak havoc on your team. It is the fastest and best way to burn out your team. It will lead to a revolving door or hiring, training, and quitting as people realize how unfun the game is you have built and how hard it is to be successful. It will also feel like a mismatch – very few people (and hopefully even less over time) are long-term excited about the business model of calling 500 people a day in hopes of making a few sales. If It’s Not a Numbers Game, Then What Is It? It’s quality over quantity. [Now…note – it does take a certain quantity of activity to fill a sales pipeline. So I am not saying that your sales team can just sit and wait for people to fall into their pipeline with money in hand.] It’s about the Sales Experience. It’s about your team ensuring that they are providing the right and best experience for that potential customer – in a way that sets them up to get into the buying mood and mode. All that matters is the Sales Experience. How can you support your team in terms of the quantity of activity to fill a pipeline, and then the quality of interaction that leads to sales? What Does an Ideal Sales Experience Look Like? What does that look like – the ideal Sales Experience? It’s when your team understands that the potential customer they are speaking with only cares about themselves. They don’t care about the salesperson, your company or the product. They are only focused on themselves. It’s when the Discovery/Empathy portion of the conversation is the most important part. Does your team realize that everything after Discovery – when done right – is just a presentation of the solution? It’s the fact that when you combine the parts of the Authentic Persuasion Pathway (Rapport + Empathy + Trust + Hope + Urgency) that the assumptive close is all you need. If your team is having to ask for the sale they are doing sales wrong. And don’t confuse earning the right to close with asking for the sale. The Sales Leader’s Role in Creating a World-Class Sales Experience Your job as a sales leader is to ensure your team understands that the only thing – above all else – is the sales experience they provide to each potential customer. That customer knows that they have the power and the feeling of unlimited choice. Which means they will decide who to give their money to based on the experience they have with buying from a company. How can you shift your team away from the numbers game mentality to actually providing a world class sales experience to each and every person they speak with?
By Jason Cutter February 17, 2025
The Abundance of Options Today we all have lots of options. While writing this I could speak into my phone and order whatever I want. I can get food delivered before I finish writing this article. I could get a TV delivered to my door before I wake up tomorrow. When someone wants to buy something, they are armed with as much information as they want to access. They can research, read reviews, and watch videos about a product or company. The Shift in Power to the Buyer Because of this, the power balance of sales has shifted away from the salesperson and company to the buyer. Knowledge is power – and they now have all the knowledge they want. With knowing that they have ultimate choice of what to buy (internet and globalization has led to the ability to order anything you want from anywhere…so you are no longer limited to the stores you can drive to and what they have on hand), it means that everything is a commodity in their minds. Nothing is unique or special. Everything is interchangeable. Does the Sales Experience Even Matter? So, this means the sales experience doesn’t matter anymore. There is no reason to put effort into the sales process, the conversations with potential customers. No value in spending time trying to ‘help’ people – since they just view products, salespeople, and companies as interchangeable. You are not special, so there is no benefit in caring. They will walk into your store, and they will decide what they want. They fill out your online for, and they decide if they answer when you call and how the call will go. They walk up to your event/booth, and they decide how the interaction will go and if they want to listen to your elevator pitch. They will let you know if they are interested in moving forward. They will let you know how they want to buy. So, like I said above, there is no real value anymore in the sales experience. Or could it actually be valuable? Is it possible that all that matters IS the sales experience? If people feel they have ultimate information and control of the buying process, how do they decide on what to buy and who to buy from? When I search on Amazon for a product type I have never purchased before, how do I pick? When I want to go shopping for garden supplies for the house, how do I pick where to go? When I need to buy a new fridge, who will I hand my money over to? The cheapest place with terrible service? The place with reasonable prices and great service? The Sales Experience Shapes the Decision I choose based on the sales experience that I will receive. With everything else being equal, I (and I believe most people) will select the place to shop at or the products to buy online based on the experience I receive. To me all that matters is the experience. While I am trying to buy something. Once I receive it – ensure it does what I need it to do. With the feeling of unlimited choices, it can actually be harder now to buy something that in the past. People get into analysis paralysis more often. Which means that for consumers to buy something new they need help. They need a professional salesperson. They need a sales experience that matches their expectations. They want a guide who will help them make the right decision for them, with an experience that goes above and beyond what more people receive any more when they walk into a store, call a company’s toll-free number, or visit a website and have to fill out a form. If you want to succeed in sales – the only thing that matters is the sales experience you provide.
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