Masonry Magazine September 1972 Page. 10
SMOOTH SELLING
by George N. Kahn, Marketing Consultant
LEGITIMATE BUCK PASSING
"Passing the buck" is a term that has an unfavorable connotation in the English language. We use it to mean the avoidance of a responsibility by shifting it to others. In selling, however, buck passing is a technique that can be profitably used by the salesman. Many salesmen feel under strict obligation to reply instantly to any question from a buyer. Some answer must be blurted out even if it is the wrong one.
This is fallacious thinking. There are times when you should stall your questioner until you can give him a proper answer. You don't have to answer every question on the spot.
Get Expert's Opinion
A salesman, in his desire to please a customer or prospect, will often render a "curbstone" opinion on some query. He has a passing acquaintance with the subject and replies on the basis of his slight knowledge. He usually fills in the gaps out of his imagination. Or to put it another way: he bulls his way through.
This is a pointless rigmarole. What's wrong with saying to a prospect: "Mr. Brown, your question on specifications is a good one. I have part of the answer but there is someone in our firm who is an expert on this matter. If you'll let me make a collect call on your phone perhaps I can get him right now and you can talk to him directly."
The salesman is passing the buck but he is passing it to the right person. Why should he give a fragmented answer and risk losing the sale when he can draw on an engineer or other expert to give an educated reply? Better answers mean bigger and better orders.
Don't Hide Weakness
Who says that a salesman must be an expert in everything? How can he be expected to have professional knowledge of all phases of production, finance, etc.? His basic skill is selling, not engineering.
One salesman who was not afraid to reveal his ignorance was Larry Soughton, who represented a manufacturer of dust control engineering equipment. An installation by his firm involved an order running into many thousands of dollars.
Now Larry was the holder of a degree in mechanical engineering and knew a great deal about his product. But he didn't know everything. When an engineer goes into sales he inevitably falls behind in the latest methods and developments in his profession. He cannot be expected to keep up with them and sell also.
One day Larry was in a crucial conference with a buying committee composed almost entirely of engineers. At stake was a $300,000 contract.
He was handling himself well until one man threw him a highly complex question. Larry knew he could give a general answer to the query but he also knew that a specific one was needed.
Larry made his decision instantly. "Gentlemen," he said, "I can try and answer this question but it would not be satisfactory to you. We have a man in our company who probably knows more about this application than anyone else in the country. I would like him to answer the question."
The committee agreed and Larry got on the phone. He got the engineer, fed him the question and then handed the receiver to the committee official who had asked it. In five minutes the latter had all the information he required. Larry got the order that same day. Later he was told by a member of the buying committee: "If you had tried to bamboozle your way through that question we would have dismissed you."
Larry remains a top salesman because of his knowing when to ask for help.
Look It Up
Perhaps you are working for a small company that doesn't have an array of experts to pull your chestnuts out of the fire.
Then you'll have to do it yourself. For this you will need time. If, during an interview, you're stumped by a question, ask for a "recess" so you can dig up the answer.
You'll find that the prospect won't mind waiting a day or two. He would rather wait for a right answer than have a wrong one dished up on the spot.
Bring Expert Along
Some salesmen would rather walk barefoot over hot coals than let someone accompany them on a call. Yet they are missing a great opportunity to lift their sales and their prestige.
Some of the top producers in the country have taken a company expert along on a sales call to help explain a particular application.
If you are going to face a tough buyer who will demand answers you don't have, take along some support.
The prospect will think more of you, not less for deferring to others. As I said before, a salesman can't be expected to know everything. There is a vast storehouse of brains and know-how in your firm; why not use it?
There is an added dividend in bringing superiors or engineers to the interview. The prospect is flattered and the goodwill potential is enormous.
Warming the Prospect
Show the buyer that you want to be helpful. If you seek expert help in your company, let the prospect know that it's for his benefit that you are taking the trouble. Be sure he understands that you want to do everything humanly possible to see that he is treated fairly and fully. Never skimp on service.
How good a buck passer are you? This quiz may help you arrive at an evaluation. If you can answer "yes" to at least six of these questions you are passing with skill:
1. Do you get experts from your firm to answer questions you cannot? Yes No
2. Are you frank enough to tell a prospect you don't have the answer to a particular question? Yes No
3. Do you sometimes research a question yourself that you can't answer immediately? Yes No
4. Are you aware of when a prospect is asking questions merely to delay a decision? Yes No
5. Do you occasionally take a company expert or an executive along on a call? Yes No
6. Do you ask questions for a prospect when he seems incapable of asking them? Yes No
7. Do you warm up a prospect before trying to close the sale? Yes No
8. Do you let the prospect know that you are thinking of his problem and want to help him? Yes No
9. Do you use the phone in contacting experts in your firm? Yes No
REPRINTS FOR SALESMEN this is a condensed version. Each lesson is available in an expanded form, in a 4-page brochure, size 8x11, printed in 2 colors on white glossy paper and is 3-hole punched to fit any standard 3-ring binder. Each subject in this expanded version is fully and completely developed in comprehensive detail and includes a self-examination quis for Salesmen, Prices are as follows:
1 to 9 copies (of each article)
10 to 49 copies (of each article)
58 to 99 copies of each article)
100 or more copies of each article)
Ing Division, Department TP. 212 Fifth Avenue. New York, N.Y. 10010.
Listed here are the titles of the first 24 lessons in the "Smooth Selling" Sales Training Course,
1. The Salesman is a V.I.P.
2. Are You A Salesman?
3. Get Acquainted With
Your Company
4. You're On Stage
5. You Can't Fire Without
Ammunition
8. How To Set Up An Interview
9. Resting Between Rounds
16. The Competition
11. Taking A Risk
12. Playing The Short Game
13. Selling An Idea
14. Buying Committees Are
...50 cents each
37% cents each
30 cents each
25 cents each
6. You Are A Goodwill
7. Closing The Sale
16. Samples Can't Talk
The entire series may be pre-ordered or individual articles
may be ordered by number. address orders to the
George N. Kahn Co., Marketing Consultants, Sales Train-
Salesman, Too
Here To Stay
15. The Automated Salesman
17. The Unexpected Letter
18. Prospect or Perish
19. How To Dislodge A
Prospect From An
Existing Supplier
20. Making Salesmen of
Customers
21. Repeat Orders Are Not
Accidental
22. Room At The Top
21. You Must Give More To
Get More
24. Running Into The Rude
Buyer
When ordering, please mention the name of this publication.