Do You Sell Your Competitor's Solution?

A couple of years ago I decided to evaluate my insurance options. I really wanted Claire (my wife) to have a big pay day when I died. It’s the least that I can do for everything she’s had to put up with over the last 30 years.

So I reached out to “my guy” about the need to potentially increase my policy. After a brief assessment of my needs, he strongly recommended a certain type of policy from the company he represents. It sounded like a good plan but I wondered about all the other options in the marketplace.

“What about all the other policies out there? What about all the other companies I could work with? I’m not just going to blindly buy the one option presented to me.”

To me, this was a huge investment – I needed to know more about my options. There is a reason there are lots of other companies and policies. I needed to see how it all worked.

“My guy” couldn’t answer my questions . . . so it was up to me to figure it out. 

I’m still trying to figure it out.

I walked into Lowes a few months back, looking to buy a shiny, new grill. I wasn’t ready to purchase yet – just wanted to understand my options. After a few questions, I could see that once again I was on my own. I got the company line, the marketing message about her products, and why I should buy at Lowes.

I wondered, “What about all the other stores and grills?”

So I left and started my quest to determine what the best grill for me would be.

Contrast that with another encounter I had a few years ago at a large tradeshow. As I walked the tradeshow floor, I was overwhelmed with the options. I wandered up to the first relevant booth and said, “Tell me about XYZ Company.”

I was shocked by the rep’s response. Instead of giving me the typical pitch, the rep (let’s call her Susan) put all my options into context for me.

“There are three types of companies in our space” she said. “Category one focuses on ________________ (she gave me a few sample company names). Category 2 focuses on __________________ (she named a few more companies). And Category 3 focuses on _________________________ (a few more names).”

“We are in Category 3.”

By how she described each of the categories, I was able to quickly see who could meet my needs. It was a very Other-Centered® approach that helped me understand what I needed to understand, versus acting as if no other options existed except what she offered from her 10×10 booth. In a 2 to 3 minute explanation, what was once confusing for me became clear. I understood my options.

Does that mean that I just bought the rep’s solution on the spot? Of course not, but of all the reps I encountered that day, I only remember one. And because of the trust and credibility she built, she ensured I would be receptive to her message.

And not only that, but my perception of her role changed. Instead of viewing her as a sales rep – a person who sells stuff – I began to view her as a consultant. Why? Because a sales consultant has the expertise to solve a problem. And to solve a problem we have to be aware of all possible options. Susan’s assessment gave her an immediate competitive advantage over the other reps that just focused on selling their stuff.

Again, the point is not to say that the quality of your solution doesn’t matter or that if you just build trust and credibility you will get the sale. What I am saying is that reps who do what Susan did are much more likely to enhance the receptivity of their audience. They ultimately give themselves best opportunity to be perceived as the person who can help solve the prospective customer’s problem.

“But If We Don’t Tell Them, Maybe They Won’t Know About the Competition.”

Yeah, maybe if they are buying an airline ticket or renting a car. But if it’s an important decision, with long term consequences, a high percentage of customers are going to explore their options. With a sea of alternatives, they are not just going to assume you are it. We can ACT like we are the only option but that doesn’t change reality or the customer’s decision-making process.

So our choice is simple, we can either help the customer determine their options – thereby enhancing our trust and the ability to position our solution in light of the competition, or we can exit the process and hope for the best. You really have no other choice.

Personally, I would rather be involved.

If you are thinking to yourself, “but what if I don’t’ know what their other options are?” I hate to break it to you but you are definitely a sales rep. A consultant either knows the best way to solve a problem or is in the process of figuring it out. A sales rep blindly focuses on the features and benefits of what they offer and the best way communicate those benefits. And if that’s working for you, don’t change. Maybe your solution sells itself. Maybe exploring all the options consistently leads the customer to a simple conclusion – you’re the best. Just remember that customers make emotional decisions. They just may end up buying the wrong solution from someone who took the time to explain their options.