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Joey Asher
President's
Perspective |
Next
time you have to deliver a new-business pitch, go to the
produce department at Kroger. What you learn in the
apple aisle could help you win the job.
Apple varieties are constantly engaging
in their own form of competitive pitches. As you walk through the
produce aisle, the Granny Smith, Fuji, Red Delicious and
other apples are all vying for your business. And
the long-standing winner is the Red Delicious despite
the fact that Fujis, Granny Smiths and many others all
taste better by most accounts.
The Red
Delicious’s reign as the most popular apple in America
is no mystery. It’s a sexy apple! It’s shapelier. It’s
redder. It’s shinier.
But I
see the apple competition differently. To my mind, Red
Delicious wins because the consumer must decide based on
limited information. Decision-makers listening to new
business presentations make decisions the same way. And
therein lies a lesson in how to deliver pitches that win
business.
Comparing Apples to Apples Is Hard
Standing in the apple aisle, you can’t know which apple
will taste best. Since you can’t taste before you buy,
most people choose based on the limited data available -
appearance. So Red Delicious wins.
Competitive new business presentations are similar.
Say that you’re interviewing architects, law firms,
contractors, software firms or any other type of vendor.
As a
decision-maker you’re like the apple consumer.
Determining which firm is best is hard, maybe
impossible. Each one that you’re interviewing most
likely has a sterling reputation and many happy clients.
Yet, most sellers waste time in their pitches
overemphasizing qualifications, utterly failing to
distinguish themselves from their competition.
As a
decision-maker you want to know which firm will get the
best result. But just as a consumer can’t taste an apple
before buying, you can’t get the architect to design
your building before you hire them. Nor can you get the
lawyers to try your case before hiring them. Nor can
you have the contractor build the building before you
hire them.
So
You Pick Based on the Available Criteria
So if
buyers of business services and products can’t
distinguish reputations and can’t judge conclusively
which firm will deliver the best result, what do they
do? Like the apple consumers, they decide based on
things that they can judge.
The
first thing that buyers can judge with certainty is where they have the
best relationships. If you’re losing lots of new
business presentations, it may be because you don’t have
strong enough relationships going into the pitch.
Networking counts.
Decision-makers can also judge whether the firm presents
a strategy or an idea. Most new business pitches focus
on qualifications. Sellers can distinguish themselves
by saying, “Here is how we plan to solve the challenges
that you face with this project.” The best pitches
propose solutions.
Doing Business With People We Like
Next,
corporate buyers can easily decide who they like
personally. An old saying in sales goes, “All things
being equal, people do business with people they like.
All things not being equal, people still do business
with people they like.” They don’t call competitive
pitches “beauty contests” for nothing. Delivering your
pitch in a positive, friendly style is important. Huge
decisions often come down to who has a nicer smile.
Next,
buyers can easily judge who answered questions best.
The best sellers prepare exhaustively for questions
from prospective clients.
Finally, buyers can easily judge who rehearsed.
Decision-makers constantly tell me that it’s obvious
which firm prepared and which firm decided to “wing it.”
Rehearse as if your cash flow depended on it.
To win
a new business pitch, provide the decision-maker with
information that allows her to make a distinction. Do
that well, and you’ll be the Red Delicious apple in the
produce aisle of your industry’s marketplace.
Joey Asher is President of Speechworks. He
is the author of “Even A Geek Can Speak”
and “Selling and Communication Skills for Lawyers.”
He can be reached at 404-266-0888 or by . |