How to Talk the Talk

When Lisa told a friend she was going to be a consultant in our industry, he quoted a Dilbert cartoon to her: "You'll be great at that since you're a con and you like to insult people." Ouch. Nevertheless, we still maintain that whether your customers call you a sales rep, a sales associate, or simply "that person who sells me stuff," your goal should be to use the word "consultant" whenever you describe your job.

In today's economy, reps are fighting for each dollar and every inch of store space. And because of retail attrition, there are fewer and fewer inches to battle over. So why is it that some reps sell almost every line they have into all of the "right" stores and others can get only that one distinctive line into the "right" stores? Why do some reps seem to know what's happening with every account, and others just stumble on information about expansion or a new store opening? What's the secret, you ask? What do they know that you don't? The secret is two little words: ask and tell. That's what being a good consultant is about.

Whether you've been a rep for two months or two decades, you need to keep asking questions. "What kind of products work best for you?" "What's your average purchase amount?" "Are there areas or trends you're looking to move into?" "Are you considering changes to your store layout or style?" "What sales style works best for you?" "What do you expect from the reps who call on you?"

Those seemingly elementary questions can make all the difference between getting another appointment and getting the cold shoulder. Most new reps won't last two months if they don't ask questions. And once the retailer shares the answers with you, you have to abide by them. That's the first step toward becoming an asset to your accounts, and ultimately becoming a senior rep.

And what about senior reps? They've got the relationships. They can waltz into the accounts any time they want. They see buyers socially, know what they like for lunch, know their families, and have been in their homes. But they still need to ask questions.

Not long ago, Lisa was on the road with a rep, and was calling on the rep's biggest account. In the process of chatting about the store, she asked if they were happy with the space they were in. The retailer said he was negotiating to buy the space next door and expand. The look on the rep's face expressed complete shock. She had no idea — and that was her best account!

Many senior reps feel like they already know everything about their accounts, so they feel awkward asking even more questions. Get real! On the contrary, senior reps have earned the right to ask questions by virtue of their relationships with buyers. And asking more questions will only serve to cement a good relationship with the retailer.

And that is the first step in good consulting: Ask questions. When you know what someone needs, you're in a much better position to provide insight, assistance, and answers.

Think about all the roles that retailers have to play. They are buyer, clerk, accountant, inventory control manager, display expert, host, and salesman — and that's just while they're in the store! Virtually every day they're held captive in their store. On the rare occasions when they can get out they might be able to visit other stores in the area. But then chances are they'll be checking out how many lines they have in common with their competitor. That gives reps their chance to engage in the second part of consulting: being a valued resource to retailers.

Tell your retailers what's happening out there. Not just who's carrying what in the neighborhood (though that's something they'll definitely want to know), but also what trends you're hearing about. Tell them what places are worth seeing when they have time to get out — a restaurant with amazing decor, an antique store that combines old and new, a storefront that has great signage, or a fantastic display in a nearby department store. Tell them what lines or items your counterparts are raving about. Tell them, even if it's for the fourth time, about how well a line or item they've said "no thanks" to in the past is selling. Tell them what the national bestsellers are. Tell them where you think the new opportunities are. Has a competitor stopped carrying a good line? Is there a product category that's getting hotter and hotter?

You are the one who's out there, and if you're asking questions and paying attention, you are the one with more than just good lines to sell. You have good information to share.

But isn't that gossiping, you might ask. No. Gossiping would be telling a retailer how much you sold to the guy down the street. Or telling one account that its biggest competitor has credit problems. What you're doing is helping accounts become better at what they do. And in the process, you're growing your own business. That is consulting.

In an economy that changes every day, in a business where "new account" contests are very sobering events, creating long-lasting relationships is a benefit to everyone involved.

Face it, retailers can get vanilla votive candles from any one of eight different reps. The key to getting their order is providing a service that your retailer can't get from eight different reps. It's asking, and telling, and … consulting.