The concept of cross-selling tends to evoke skepticism and wariness. Over time, this skepticism has arisen due to some individuals with good intentions although accompanied by undesirable practices. Pushing product is often another term used for cross-selling & up-selling strategies.
Let’s explore why this skepticism about cross-selling exists.
The traditional perspective on cross-selling, if we were in discussion at a training session, would likely involve me asking the participants why we should engage in it. Common responses would revolve around increasing sales, driving market penetration, and enhancing customer loyalty to fend off competition. While these reasons may hold some truth, let’s shift the focus to this question: where is the emphasis placed?
The traditional rationale centers on the benefits to the company – more sales, increased market share, and customer retention. However, there’s a notable absence of consideration for the customer. This observation holds true in our experiences at Anthony Cole Training Group, where, despite our 30 years of engagement in this conversation nationwide, rarely does anyone express that cross-selling and up-selling strategies should occur because they genuinely are in the client’s best interest.
As sales leader, you should lead the charge to adopt an approach that will foster comfort for you and your team and also elevate the quality of the relationships you have built with your customers over time. To achieve this, we must entertain the possibility that the most compelling reason to broach the topic of relationship expansion with a client is the potential benefit to their best interests. It could be that your client is struggling with a problem they need assistance in solving. Here are ten keys to helping your team with client expansion, a much better term for cross-selling or up-selling:
- Remember the focus is on the client, not you or your company
- Take a consultative approach
- Demonstrate empathy
- Be curious and ask the right questions (takes practice)
- Engage in active listening
- Ask if they need your help
- Be their guide
- Make it your goal to take care of the whole client
- Focus on stewardship instead of selling
- Guide them to make sound decisions
You will encounter doubt and skepticism, no doubt. Your salespeople will likely think but not share the following:
- If I ask for other business, they might think I’m greedy
- I’ll ask for other business after I’ve proven I can do a good job for them
- I’ve already asked them - they said they aren’t interested
- I can’t ask for other business because it might jeopardize my current relationship
- They already have a relationship with someone else that does that for them
If your team truly believes that they are stewards for their clients, many of these objections fall away. After all, by its very definition, stewardship is the job of taking care of something that has been entrusted to you. We will often coach salespeople to “think like the CEO” and ask CEO-like questions. Understanding the bigger picture that the prospect is operating from is always additive. A consultative approach to this will involve asking questions about growth goals of the company or retirement goals for the individual. What is keeping them up at night or getting in their way of reaching their plans? Understanding the environment and industry your prospect or client is operating in is essential. Remember the word “entrusted”. As you reflect on your team’s success or challenges in the areas of cross-selling and up-selling strategies, have they earned the trust and operated as a steward for their clients? Let’s eradicate the term cross-selling and focus on relationship expansion and serving the whole customer.
