The technical service staff has become part of the selling team. After a customer shows initial interest in obtaining a connected product, the service department is brought in to bring credibility and do-ability to the pending sale.
At the very start of the sales process, technical assistance is necessary. Long before a site survey is requested, long before a request for integration, long before network training is begun, long before assistance with follow-up training is required.
As most will admit, your best “go to techs” are not your stellar sales people. Techs will negatively shake their head, roll their eyes, explain everything that can’t be done, and are known to say “NO” from time to time.
Has anyone in your company taken the time to put together a mini sales training program for techs? Who is responsible for teaching your technical staff how to effectively assist a sales rep during an encounter with a potential customer?
Historically, the technical personality type is very good at answering questions in a direct, very black and white manner. No hidden agenda. No what ifs. Few alternate suggestions. Just the facts. This modus operandi has been required and rewarded through their entire analog working life.
This same matter of fact attitude is no longer appreciated or even accepted in the technician’s new role as an active part of the selling cycle for digital connected products. The rules have changed. Make sure someone is your company has taken the time to explain the new rules of technical sales assistance.
Techs excel when their duties are put into a written form. A schematic for success is necessary. Techs need to know and understand specifically what is needed in their new role as part of the sales support team.
A game plan is essential.
Some companies actually have designated selling teams. A specific sales rep and technical rep work together on an on-going basis. They learn to anticipate each others needs and idiosyncrasies. Subtle hand signals or an eyebrow movement can signify the moment to keep quiet or ponder a little longer before an answer is provided to a customer’s question. A slight smile or nod signifies the tech can continue with an answer. Techs must be taught the importance of asking questions; repeating the customers words in the answer; constant reassurance and the ultimate need for silence during the close.
Historically, techs tend to look for all the potential problems in any situation. Ask a tech to do a demo of a new piece of equipment. Rather than showing features and functions, the technical rep will instruct the customer on the proper way to clear a paper jam and use diagnostic codes to reset down equipment.
Techs will look at the designated area for installation and explain there is the wrong electrical outlet, the air conditioning duct will blow cold air on the paper source and there is no room for the tech to be able to properly work on the back of the equipment during needed servicing. The office needs to be completely reconfigured if this new high-speed copier/printer is to work properly.
Meanwhile, the sales rep is having heart palpitations. Fearing the tech has just ruined a transaction that was already posted on offices sales board. The moment they leave the customer’s office, the sales rep calls his sales manager explaining the tech just ruined his sale. The sales manager calls the owner of the company to complain about their horrible technical staff that just lost the company a $100,000 deal. The owner voice mails the service manager to express his concerns. The service manager beeps the tech to find out what just happened. The tech naively says, “I mentioned they needed a dedicated electrical outlet and the copier would not physically fit in the designated space”.
If the technical staff is expected to enhance the demo, communication must take place before the demo. Ideally, each sales rep should take a few minutes to explain to the tech the game plan before the customer is met face to face.
Name, title, personality traits and known hot buttons of each person that will be interacted with.
Potential areas of concern, including acceptable responses to anticipated questions.
Who are the known competition and the weaknesses of their products?
Personal antidotes about the customer; including hobbies, children’s activities, or business happenings that can be mentioned in casual conversation.
In the past, technicians have been trained to focus on the equipment. It was not acceptable for a tech to walk around and ask questions about personal photos or plaques of achievement hanging on a customer’s wall. As part of the sales team, the expectation of acceptable work habits has changed.
Make sure your technical staff understands their changing role. Each company and sales rep has their own selling style. Make sure the new extension of your sales team, your technical staff, is given a copy of the sales playbook. Sharing of sales techniques and expectations will enhance the effectiveness of your technicians being used as part of the selling process.
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