The customer concludes that they can’t count on you.ĩ) You’re more focused on impressing me than helping me. Then, when they remind you, you make up an excuse or throw a colleague under the bus. Three weeks later, you still haven’t done it. You say you’ll get a customer the requested information. Don’t scratch your head when you don’t get any more business or referrals from them.Ĩ) You don’t follow through. They fell for your line, and they think you’ve played them for a sucker-and that makes the bad juices flow. You make a point of telling customers that you’ll be checking in with them from time to time because you know that’s what they want to hear. If the person is sensitive, this can harm your chances of moving forward.ħ) You don’t stay in touch after the sale. You may be better informed than the customer, which makes it easy for them to feel inadequate-and defensive. ![]() It’s easy to assume customers have a certain level of knowledge, but many just can’t keep up with rapid changes in every industry, even their own. Many salespeople are so intent on what they want to get across, they don’t pay attention to what the customer is saying or how they’re acting.Ħ) You make me feel inadequate. Maybe you come away pleased with your performance and you pat yourself on the back for the great job you did on the presentation-but you don’t seal the deal. Moral of the story: Pushing customers doesn't work.ĥ) You don’t answer my questions. Later, you find out the order went to someone else. You make constant attempts to motivate them to make the final purchase decision, but nothing works. You prepare the proposal quickly, make the presentation and seem to get a positive response. You and your customer aren’t on the same page when it comes to urgency. Do you think options will confuse them-or worse, drive them away? Try helping your customers examine the possibilities so they can narrow the choices to the point that they say, “This is what I want.”Ĥ) You push me to make a decision. Evidently, you don’t trust your customers to make their own buying decisions, so you do it for them. Do that, and the sale will take care of itself.ģ) You decide what I should buy. Your role as a salesperson is understanding what’s going on with your customers, what they’re thinking about and what they want to accomplish. You may think that’s your job, but it’s not. Your customers will be able to tell it’s an act-the same one you put on for every customer.Ģ) You’re only interested in making a sale. You may think you’re connecting, but don’t feign friendliness or rely too heavily on small talk. Here are 13 unspoken “no sale signals” customers send when they’re dissatisfied with a salesperson:ġ) You don’t connect with me. When this happens, the savvy salesperson knows it’s time to ask for the order.īut salespeople often miss the warning signs that all is not well. Salespeople are always looking for “buying signals”-indications that the customer is ready to say yes.
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