How do you manage a relationship with a difficult customer? Sales is first and foremost a job involving human contact. There are certain practices that make the sales relationship easier. Do you know what they are?
The sales profession is rich in anecdotes, because it is above all a profession based on human contact. The foundation of the job is the commercial relationship, which involves interaction with a wide range of people. Among all these interactions, some are more complex than others and require sales people to be particularly attentive to the relationship with others. Some sales practices should be avoided in favour of others that are more effective. Isabelle Soubré, an expert in commercial negotiation, sets out the top 7 best commercial practices for managing relationships with difficult customers.
1 - Make a proposal that meets both the customer's needs and expectations
One day, when I was a Key Account Sales rep, I had just taken over a customer account and the sales team was already telling me "This buyer, even if you invite him to the best restaurants, you'll see, he'll remain difficult..
However, a year later, to everyone's surprise, he and I had a very good relationship. It has to be said that we hardly ever had lunch together, and when we did, we went to the local bistro.
As all salespeople know, the product or service on offer must meet the customer's needs, and we mustn't forget that the same applies to their expectations. Whether these expectations are professional, i.e. linked to company policy, or personal, i.e. stemming from the motivations of the people you are talking to.
In this example, the buyer was difficult to deal with because the sales proposal did not match his expectations, or even his values: he didn't want to be invited to dine in top restaurants.
The first step in good sales practice is not to turn an "easy" customer into a "difficult" one because of an unsuitable sales proposal. On the contrary, you need to adapt to the customer's requirements: in sales, personalising your offer is a key factor for success.
2 - Adapting your behaviour to the speaker and the situation
If the sales offer has to be tailored to the needs and expectations of the customer, this also applies to the behaviour of the salesperson, who has to respond to the priorities of his or her contacts and the nature of the situation.
For example, when a meeting is held remotely by videoconference, it is common for a sales representative to connect to the meeting at the very last moment. The customer then finds himself waiting in the waiting room for 5 minutes, without even knowing when his contact will be available.
Commercially speaking, this practice is totally inappropriate. A customer who appreciates punctuality may feel unwelcome or unappreciated.
3 - Listening to the customer
Customers can also be difficult because they are experiencing difficulties. The immediate consequence of a failure to listen is a deterioration in the commercial relationship, due to limited dialogue and a lack of empathy for the problems encountered.
The lack of availability of a sales representative and his or her lack of responsiveness, with a response time that is too long, also contribute to the customer's feeling that he or she is not being taken care of or is not being properly supported.
On the other hand, actively listening to the customer will not only establish a constructive dialogue, but will also encourage the other party to cooperate towards a balanced agreement.
4 - Guaranteeing transparency
As we know, in business, where there is mistrust, there is complexity.
A salesperson must therefore avoid creating reasons for mistrusting his or her sales proposal.
For example, by refusing to acknowledge its mistakes or those of its company when they exist, or by knowingly omitting to give the customer important information about the products or services sold.
A handling claims which takes place under good conditions, respecting the commitments made beforehand, helps to consolidate the commercial relationship and consequently to build customer loyalty.
5 - Solving customer problems
What can be more frustrating and irritating for a customer than a salesperson or a company that has not anticipated or prepared solutions to the difficulties encountered? Probably a salesperson or a company that, once the problem is known, doesn't try to solve it.
If a customer makes a complaint that seems difficult to deal with, the sales representative must not dodge the problem. Nor should they deal with it only partially, or not at all. On the contrary, they should deal with it and, if necessary, seek advice from their company to resolve the problem. There's no doubt that together we'll find the best solution.
6 - Managing your emotions effectively
What should you do when faced with a customer who gets angry, whose positions are intransigent, with no room for discussion, or who criticises you personally?
In negotiations, when you are anxious, the risk is that you will limit your demands, accept lesser solutions or even leave the negotiating table too soon.
Managing your emotions remains an important key to dealing with difficult customers. When faced with an uncomfortable situation, the best behavioural response is assertiveness, i.e. the ability to assert oneself without damaging the relationship with the other person. Being assertive means not behaving in a way that you might later regret, for example by being aggressive or simply submitting to the demands of the other person.
7 - Resisting certain customer requests
Of course, solving the customer's problems should not be done at any price. For example, if the customer makes a request that goes beyond what our company can accept, we must refuse it unambiguously, clearly explaining the reasons for our refusal.
Salespeople need to know when and how to set the limits of their company's commercial commitment. In short, they need to know how to say no, even when dealing with a difficult customer.
People who know how to say no are reassuring, because when they say yes, the agreement appears solid. This solidity in commercial commitment generates trust.
Where there is trust, the business relationship becomes less difficult. And even more fruitful, for both parties.
