Don't Sell Experience

 Many of your competitors tout the experience of their people as a big strength in their offering. They use years of tenure or background degrees to back it up.

We often do the same thing. So, in the end, the client may give one a slight edge as they compare alternatives, but usually calls it a draw. Bottom line: because of a lack of perceived difference, it ends up not being a significant decision criterion.

But, it doesn’t have to be that way. We can make this issue significant and create a gap between us, and any competitors. What we have to do is reposition our strength.

Don’t talk about your experience. Sell your expertise.

It’s much more than semantics. Expertise is about being a level above.

Probably every army soldier can hit a 3-foot target at 30 yards. But only elite snipers could hit a 1” bulls-eye at 100 yards. Multiple pediatric neurosurgeons can treat head deformities, but very few can separate conjoined twins. And, many of your competitors could handle standard, uncomplicated, run-of-the-mill problems. But your team can handle the complex, “ugly” problems.

The key to this strategy is getting client agreement on their problem’s complexity and obviously having a track record of successfully solving complex problems.

To execute the strategy, if you and the client have uncovered a complex problem, build up the complexity. Talk about why it’s complex, how hard it is to solve a problem like theirs; even how difficult it is to diagnose it correctly. Discuss the consequences of installing a solution that doesn’t work.

Then talk about your success rate with difficult problems. Talk about how you’ve gone in to fix other vendor’s mistakes. Cite client testimonials about your team solving big, hairy problems. Ideally they’re similar to the one your prospect has, but they don’t need to be. You want them to start questioning your competitor’s capability for this.

The greater the fear, uncertainty and doubt, the more you widen the gap between you and the competition.

Most salespeople will avoid this strategy because they feel it’s too risky. (1.) They’re unsure whether their team actually can solve the problem. (2.) They fear that the client will also be unsure that you or anyone can solve the problem and, because of that, decide to cancel the project.

But when you have the proof, which risk is greater? Using this strategy to create separation or not using it and having the client see you as the same?

Have fun with this.