CUTTER CONSULTING GROUP

E156: Selling The One Thing Everyone Needs with Jamie Sarche – Part 1 of 4

January 5, 2024


How can funeral and memorial services provide support and comfort during such difficult times?


I have enjoyed all the special guests I have spoken with so far, but I think everyone will agree that what Jamie Sarche sells is theoretically the easiest deal to close, yet in reality it takes a very special skill set. She is the Director of Pre-Planning at Feldman Mortuary – which means she is selling people on the idea of pre-planning for the one thing we all have in common: death. 


In Part 1, Jamie and I talk about:

  • The difficulty in selling something that theoretically seems easy/needed
  • Dealing with buyer procrastination (about planning for their own death)
  • Using persuasion and empathy
  • Knowing your target demographic


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Connect with Jason on LinkedIn

Connect with Jamie on LinkedIn


Jamie’s Bio:

My calling is helping people be less afraid of death. By helping them to provide their loved ones with a planned and funded funeral or memorial service, they create a path for bereavement, long before it’s needed. Truly, I help people live a better, more meaningful life. 

A seasoned speaker, I bring deep experience in death care to a broad range of audiences around the country, sharing insights and approaches on how to have those difficult conversations and how to address sensitive issues. Extending well beyond death and dying, my message resonates across industries and individuals, bridging my passion to demystify death while enlightening communicators on overcoming challenging conversations.


Her Links & Contact Info:

Linkedin: https://www.linkedin.com/in/jamie-sarche/
Twitter: https://twitter.com/jamie_sarche
Phone: 720-403-6772
Email: 
Jamie@feldmanmortuary.com

Interesting Videos of Jamie:

More video: https://elitalks.org/death-rituals-creating-jewish-life


  • Show Transcript

    Jason: Welcome to the sales experience podcast. My name is Jason Cutter. On today’s episode I have Jamie Sarche. Her LinkedIn title is one of the most interesting I have ever come across and here it is “tackling taboos and fighting fears by pre-planning. The one thing that all of us will face.” What does that mean? Well, she sells the funeral and Memorial services. Jamie, welcome to the sales experience podcast.


    Jamie: Thanks so much for having me. I’m really excited for today.


    Jason: So when the great networker, Frank Agan connected us, I remember being truly excited and fascinated by the thought of what your sales career focuses on. I know that most people listening have probably never thought about the sales side of pre-planning and what that actually means, and I wanted to start off with reading your profile summary to kind of give some context for people. So it says, “My calling is helping people be less afraid of death by helping them to provide their loved ones with a planned and funded funeral or Memorial service. They create a path for bereavement long before it’s needed. Truly, I help people live a better, more meaningful life. A seasoned speaker. I bring deep experience in death care to a broad range of audiences around the country, sharing insights and approaches on how to have those difficult conversations and how to address sensitive issues.” And I know that most salespeople listening are thinking about the challenging times that they have convincing prospects to buy their product or service. But like, you know, being honest, there’s two different sides, right? Yours is either the easiest thing to sell ever or it’s the most difficult and most sensitive thing to sell.


    Jamie: I’m going to say it’s the most difficult and most sensitive because even though every single person on the earth needs what I offer, they do not want to acknowledge that and they are convinced that if they do , that will make them die.


    Jason: That’s so interesting because on on when we first talked, I was thinking like this is easy, right? Because it’s the one thing we all have in common. It’s the one thing we need, right? People don’t necessarily need a new car, a new server rack for their business, their servers or social media marketing or even a consultant like me. Like not everyone needs that, but everyone’s going to die. Yes. So how do you address that then if it’s this thing that we all have to face but it’s super like sensitive, like how do you deal with that?


    Jamie: Well, I’m really working on helping people understand that it is just a natural process. I’m helping them to talk about this stuff that they’re so afraid of and then they lean back in their chair and think this is so much easier than I expected and now I never have to think about it again. And then one of the things that I find, and you know, I’ve been doing this for like 11 years, I still have trouble getting across the armor that people put up. Even today. This morning I went to a great networking event and these people, it was my first time there and they were so welcoming and they were so interested and it just was great how they responded to me. But then I ran into a woman in the parking lot who said, Oh, I don’t want to need your services. I had to say to her, remember, all of my clients are living, so it really is this, you know, I tell people that in my introduction and yet they don’t hear what I’m saying to them because they just get so kind of afraid that they can’t even hear what I’m telling them.


    Jason: And it’s fascinating you say that because it sounds like literally you’re the grim Reaper walking around with the sickle and literally going after people and if they sign up with you, that means they’re signing up to die and soon. Right. Like thinking about it means it’s going to happen soon. If I plan this, then if I’m thinking about it, then I’m, you know, putting that out there. Yeah. And then it’s going to make it happen. Or maybe you’re making it happen. They, they’re worried about what kind of package they’re signing up.


    Jamie: Yeah. Well, and sometimes they think, I know when it’s just funny. The other thing that I discovered years ago, I did a Sandler training course on a sales training course and I was really kind of pushing back against what I was learning because I said to these guys who were teaching me, you know, I can’t talk about this because if I do, people will think, I think they’re going to die. And then that training course really helped me to understand and embrace. I do think they’re going to die and I’m right. So yeah, I’m not making it happen. They can die with or without a plan. Either way they are going to die. The question is are they going to make it easier on the people who love them or not? Are they going to drop that burden, that financial burden and that emotional burden in the laps of the people who love them to handle on the worst day of their life when they are least able to. That’s the choice to either make the plans ahead or do that to the people you love.


    Jason: And so what kind of objections are you facing? Like what would help salespeople in general? Again, like I said, people who are selling for managing salespeople and they think they have a hard product to sell and maybe like I said, they’re thinking you have an easy thing to sell, but it’s obviously the opposite cause no one wants to deal with it or talk about it. Everyone thinks they’re invincible until they realize they’re not. So like how do you approach that? What is the, you know in the questions, I know I’d sent you in advance and anyone listening to this knows that I’m not the greatest at going through my canned questions, but how do you create that great sales experience where you’re leading someone from where they’re at now to thinking about this inevitable place that no one wants to think about?


    Jamie: Well, so I’m going to tell you a couple of things. I’m gonnaI tell you how people in my business typically do it and then I’m going to tell you how I do it, which is very, very different. For any of your listeners who are over 50 they probably have gotten something in the mail that is from a funeral home or a cremation society or the Neptune society or whatever that says, come to red lobster. We’re going to talk about pre-planning. You’re going to get a nice free lunch and we’re going to talk about this. That’s how most people do it. They send that out to 4,000 people, 25 people arrived. They buy them lunch and they talk all about funerals or Memorial services and they do a very hard sell and they don’t take questions from the audience because they don’t want anybody in the audience to bring up objections.


    Jamie: They just really are there to push something with a PowerPoint. They have a very canned script and that’s how they do it and I imagine that successful for some of them. However everyone I’ve ever met who’s gone to one of those presentations feels like that was such a hard sell that that person who was doing the sales didn’t care about them, only wanted them to buy and they just felt pushed to do this. And often they kind of run out of there screaming because they don’t want to be part of that. And so I do not do it that way. And when I started in this business, I had no background at all and I didn’t get a lot of training because nobody had been in my role before me. And so I didn’t know that, that that’s the way that people do it. So I had to completely reinvent the process and that worked beautifully for me.


    Jamie: So what I did is came in and thought, okay, I need to figure out how to get people to talk about and think about deaths, which they do not want to do. I have to figure out how to get connected with them. So I am going to partner with organizations that serve the same community that I serve. So in my case, I work mostly in the Jewish community in Denver, and so I went out to an organization that had a great support network and serves a wide range of people in our community and we created a series called before the mourning, M. O. U. R. N. I. N. G. we had it hosted at a retirement community and we did a series that was six weeks in a row and I was the speaker only one week and I did not talk about prearrange funeral planning. Then I brought in other speakers and they invite their network and we talk about things that are death adjacent.


    Jamie: And I’ve been doing that for 11 years and because I’m the host of that event, I’m the emcee at that event. I do all the reaching out ahead of time. I do all the following up for those events. People get to know me and I have literally gotten groupies who come every single year to that series. They become my friends. They look to me as a trusted advisor and then maybe three years in they decided to do their prearrange funeral plan because they know I’m safe. They know that I truly care about them and they know that I want them to get their needs met. This is not about my needs. This is not about my sales cycle. It’s about their needs. I have some clients who I’ve been connecting with on and off for decades, but finally we’ll put a plan in place and it’s cause they weren’t ready and that’s okay. And I keep a big enough pipeline that I’m not desperate for a sale. Nobody feels sold. They feel that I am there to support them. Honestly, they don’t even, I think I’m a salesperson.


    Jason: Well, and I think in, in what you said, especially in the beginning where you were talking about not knowing the business, not knowing how it’s normally sold, entering the business and kind of doing what you felt was right is one common thing. I know I work with a lot of salespeople and companies on too and my own process, which is just do the opposite of what everyone else is doing, right? Like there’s obviously there’s some things that work and then there’s some fundamentals that are just true, like relationship building and trust and helping someone out for their reasons and not your own, which in this world of sales and how sales are typically done or end at least viewed. That’s not how it’s done. It’s done in in certain ways that you know, might not be the most effective. So when in doubt, you know, kind of figure out your own way and create something that works for you that fits you and that, you know, and then tweak that over time. But stick with that. Right. Be authentically you.


    Jamie: Exactly. And there are a lot of people who do what I do, who go out and meet with families right after they’ve had a death. I know someone who’s extremely successful at this and she goes out right after somebody’s had a death. She educates them as to some of the steps that they have to take to settle someone’s estate and all the things that they need, and then she says, and now we’re going to do your free range funeral plan. You know, and she is tremendously successful at that and when I learned that process, I thought, Oh, I’m going to try that. And then I realized, I am not comfortable with this at all. This doesn’t feel authentic to me. Although I know for the other woman it’s completely authentic, so I don’t question how she does it. I just know I can’t do it that way and I figured out just like you said, what works for me, that makes me interact with my clients in an honest and transparent and authentic way where I feel like I’m doing the best thing for them.


    Jason: All right, everybody. That’s it for this episode, part one of my conversation with Jamie Sarche, please make sure to go to cutterconsultinggroup.com you can find the transcript, all of her notes well in advance of the final part of this four part series where she gives her links, but you can find them now. If you don’t want to wait, please make sure to subscribe so you can get all of these episodes as soon as they come out. I appreciate your support. Please leave a rating and a review. All that helps. If you have any feedback, if you want to get in touch with me, please go through the website. You can also follow me on LinkedIn where I post a lot of content and as always, keep in mind that everything in life is sales and people will remember the experience you gave them.




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By Jason Cutter February 19, 2025
What does it take to build the ideal Sales Experience? Why does it even matter? Maybe you think you already have one. You are a professional sales ops leader. You have put everything you can in place to help your salespeople sell more. You have optimized the processes so that your sales team can focus on one thing – selling. But I promise – even if you think all of that is true, it’s not. The Reality: No Perfect Sales Experience Exists I have never seen any company or team with the ‘ideal’ Sales Experience and operation. And to be honest – I have never built one successfully. Why would I admit that? Because the ideal Sales Experience is aspirational and business, teams, processes, and customer needs/desires are constantly changing. So as soon as you put new processes in place, something else needs to change and evolve. The Scalable Sales Success Iceberg In my Scalable Sales Success Iceberg – there are 24 categories that, when built out, create a scalable sales machine – where you can add in an input and get way more output. I would love to see companies have all 24 categories set up and running optimally. But that’s not even possible – because, as I mentioned, things are always changing. Focusing on the Biggest Levers Here is the key – to build the ideal Sales Experience takes focus on the biggest levers. The ones that, when pulled, create the biggest and best results. There are many processes and systems that you can put in place – but those are going to get you a few percentage points of improvement. Instead of putting it all in here, I want to make you a special offer. Email me at jason@sellingeffectiveness.com with your mailing address, and I will mail you the book that I co-wrote with Nick Glimsdahl called Reasons Not To Focus On The Sales Experience. It will be your starter guide, facilitating the creation of your ideal Sales Experience.
By Jason Cutter February 18, 2025
The Numbers Game Mentality is a Losing Strategy Sales is no longer a “numbers game.” You cannot succeed, long term, by focusing on volume of activity. Making a million dials, sending a million emails, knocking on a million doors (the first two are way easier than that last one) is a scorched earth strategy that will sink your business. You can’t out-dial a bad sales process. It will lead to even more bad online reviews. You can’t out-email a terrible sales funnel process that requires people to jump through poorly planned hoops. You can’t out-knock your way past slimy tactics and bad products/services. The Danger of the "Every No Gets Me Closer to a Yes" Mindset The whole “every no gets me one step closer to a yes” mentally is dangerous. That mindset and strategy assumes that it’s a numbers game. That the only thing that matters is finding the right person who will buy from you. Potentially, no matter what you even say – they are just ready to buy. Not only will this destroy any online reputation you have it will also wreak havoc on your team. It is the fastest and best way to burn out your team. It will lead to a revolving door or hiring, training, and quitting as people realize how unfun the game is you have built and how hard it is to be successful. It will also feel like a mismatch – very few people (and hopefully even less over time) are long-term excited about the business model of calling 500 people a day in hopes of making a few sales. If It’s Not a Numbers Game, Then What Is It? It’s quality over quantity. [Now…note – it does take a certain quantity of activity to fill a sales pipeline. So I am not saying that your sales team can just sit and wait for people to fall into their pipeline with money in hand.] It’s about the Sales Experience. It’s about your team ensuring that they are providing the right and best experience for that potential customer – in a way that sets them up to get into the buying mood and mode. All that matters is the Sales Experience. How can you support your team in terms of the quantity of activity to fill a pipeline, and then the quality of interaction that leads to sales? What Does an Ideal Sales Experience Look Like? What does that look like – the ideal Sales Experience? It’s when your team understands that the potential customer they are speaking with only cares about themselves. They don’t care about the salesperson, your company or the product. They are only focused on themselves. It’s when the Discovery/Empathy portion of the conversation is the most important part. Does your team realize that everything after Discovery – when done right – is just a presentation of the solution? It’s the fact that when you combine the parts of the Authentic Persuasion Pathway (Rapport + Empathy + Trust + Hope + Urgency) that the assumptive close is all you need. If your team is having to ask for the sale they are doing sales wrong. And don’t confuse earning the right to close with asking for the sale. The Sales Leader’s Role in Creating a World-Class Sales Experience Your job as a sales leader is to ensure your team understands that the only thing – above all else – is the sales experience they provide to each potential customer. That customer knows that they have the power and the feeling of unlimited choice. Which means they will decide who to give their money to based on the experience they have with buying from a company. How can you shift your team away from the numbers game mentality to actually providing a world class sales experience to each and every person they speak with?
By Jason Cutter February 17, 2025
The Abundance of Options Today we all have lots of options. While writing this I could speak into my phone and order whatever I want. I can get food delivered before I finish writing this article. I could get a TV delivered to my door before I wake up tomorrow. When someone wants to buy something, they are armed with as much information as they want to access. They can research, read reviews, and watch videos about a product or company. The Shift in Power to the Buyer Because of this, the power balance of sales has shifted away from the salesperson and company to the buyer. Knowledge is power – and they now have all the knowledge they want. With knowing that they have ultimate choice of what to buy (internet and globalization has led to the ability to order anything you want from anywhere…so you are no longer limited to the stores you can drive to and what they have on hand), it means that everything is a commodity in their minds. Nothing is unique or special. Everything is interchangeable. Does the Sales Experience Even Matter? So, this means the sales experience doesn’t matter anymore. There is no reason to put effort into the sales process, the conversations with potential customers. No value in spending time trying to ‘help’ people – since they just view products, salespeople, and companies as interchangeable. You are not special, so there is no benefit in caring. They will walk into your store, and they will decide what they want. They fill out your online for, and they decide if they answer when you call and how the call will go. They walk up to your event/booth, and they decide how the interaction will go and if they want to listen to your elevator pitch. They will let you know if they are interested in moving forward. They will let you know how they want to buy. So, like I said above, there is no real value anymore in the sales experience. Or could it actually be valuable? Is it possible that all that matters IS the sales experience? If people feel they have ultimate information and control of the buying process, how do they decide on what to buy and who to buy from? When I search on Amazon for a product type I have never purchased before, how do I pick? When I want to go shopping for garden supplies for the house, how do I pick where to go? When I need to buy a new fridge, who will I hand my money over to? The cheapest place with terrible service? The place with reasonable prices and great service? The Sales Experience Shapes the Decision I choose based on the sales experience that I will receive. With everything else being equal, I (and I believe most people) will select the place to shop at or the products to buy online based on the experience I receive. To me all that matters is the experience. While I am trying to buy something. Once I receive it – ensure it does what I need it to do. With the feeling of unlimited choices, it can actually be harder now to buy something that in the past. People get into analysis paralysis more often. Which means that for consumers to buy something new they need help. They need a professional salesperson. They need a sales experience that matches their expectations. They want a guide who will help them make the right decision for them, with an experience that goes above and beyond what more people receive any more when they walk into a store, call a company’s toll-free number, or visit a website and have to fill out a form. If you want to succeed in sales – the only thing that matters is the sales experience you provide.
By Jason Cutter February 13, 2025
The Balance of Effort in Sales The blogs this week have been about the other person going most of the way. Whether it’s a prospective customer and your salesperson, where the salesperson truly can’t want the deal or make most of it happen for that customer to truly be successful. On the path for that prospect to becoming a customer, they should go at least 51/49. Whether it’s your team and their manager, the manager can’t want the team to succeed more than the team actually wants it for themselves. It’s not scalable for the coach (manager) to run on the field every play to win the game for the salespeople. What about sales ops processes and systems? What about the tools available to the sales team and the ones that are classified as sales enablement? In a reversal of philosophy, I believe the sales ops processes should go 90, the team should only have to go 10. Why Do We Need Salespeople? Let’s start where it matters – what is the point of having salespeople? I know many owners question the need and desire to have salespeople. They are hard to manage, tough to deal with, always want more money (potentially for doing less work and closing less deals), and are very resistant to change. Of course, that is a generalization. Of course, there are salespeople who don’t check those boxes. However, having worked with a lot of teams in a lot of industries, that generalization isn’t completely wrong or unfair. So if there is even a small part of that which is accurate, why would we even mess with the messiness of having salespeople? Of needing to employ and manage humans? The Human Element in Sales We need them. That’s why. Even in 2025, AI and technology has not successfully replicated the requirements of sales – which is about helping a human (prospect/customer) make the right decision and move outside of their comfort zone to buy something new. It still takes your human (salesperson) to persuade that other human. It’s why I say all the time that its not B2B, B2C, Retail, SaaS, etc. – it’s H2H. Sure, people can buy something online or even in a store without speaking to someone. But if it’s a considered purchase where there are options and decisions to be considered – it still takes a human being involved. That means ultimately your human (salesperson) has one job, and one job only – persuade the right prospective humans to buy. Minimizing Distractions for Salespeople Everything outside of that mission, task, focus is a distraction that takes away from their highest and best use. Imagine if we had a surgeon who had to prep the room, prep the patient, schedule the surgery and meetings, and do all the parts of the surgery themselves. Nope – they show up for the surgery and do what they do best. Then they take off their gown, gloves, and walk away to get cleaned up and move on to the next thing. Your goal as a sales ops leader is to support the team with systems and processes that allow them to focus on the one thing you need them for. The human part. It would be amazing if they could show up, talk to people, and make sales happen. Of course, there is more that they (and any professional) need to do before, during, and after the sales conversation. But your goal is to minimize all that. Every hour that your salespeople aren’t selling or doing sales-related activities, they aren’t moving revenue forward. The Ultimate Goal of Sales Ops What processes can you put in place that go 90 percent of the way, where the salesperson can do the last 10 percent? An example would be building an email campaign that runs automatically, and when the right people reply, the salesperson gets involved in getting that person from email to phone call. Another example would be your CRM serving up people for the salesperson to call – leads or anyone in the sales pipeline flow – with all the backstory, research, data, intel needed for them to review it then take action. What can you put into place that takes away as much distraction and effort from your sales team such that they can focus on the one thing you need to focus on – other humans?
By Jason Cutter February 12, 2025
The Danger of Doing Too Much as a Sales Leader Alright – so maybe they don’t need to go 90. In true servant leadership mode, you would go way more than 10% of the way to your team. But you have to be careful, as a sales leader. The inclination might be to do it all for them. To help them close their sales. To make excuses for them to your leadership as to why they aren’t closing more sales. Especially considering the very high likelihood that you are a sales manager because you were a great salesperson in the role that you are now managing. And there is a slight chance that you are a player-coach…so you are leading and selling. This can make it really tough not to want to run out on the field to win the game each time. But that doesn’t scale. That doesn’t lead to increased results. You can only sell so much as one person. Creating a Culture of Ownership So, you need to have people on your team that are coming to you. What does that look like? The pinnacle is a salesperson who doesn’t close a deal, comes to you right away and asks for feedback. They want some critiques as to where they could have done things better, different that would have led to the desired result – a closed sale. That takes a healthy level of ego by a professional who has the ultimate growth mindset. They know there are always ways to improve. They want to improve. And they are willing to risk their ego (and the internal, protective, primal part of our brain that doesn’t want to risk our place in the tribe) by asking for feedback that could be negative. Whenever you can, encourage that type of response. Ensure that the team knows that the team itself, and you as their leader, is a safe space – where the goal is to improve, grow, win and that everything done to support each other is done in that mode. They truly have to feel safe to share their mistakes and to get support in learning how to do more, better. Feedback That Drives Growth Part of this takes team and individual meetings that are actually filled with positive support. That doesn’t mean it’s always positive, motivational fluff. It’s not even about the shallow strategy of the feedback sandwich. Its about being real, honest, and empathetic – meaning “I see you are here, I know you want to be there, I will help you get there – even if its hard and it means saying hard things.” It should never feel mean or abusive or like an attack. But you can give some really direct feedback that will sting that ego I mentioned, but the person will know the intent behind it. The second part is hiring this type of person. Hiring people for the team that wants to win, grow, succeed. And they know that you don’t get better by being coddled, sheltered, or protected. You want people who don’t like the thought of perpetually living safely in their comfort zone. And they are excited about the opportunity to be a part of a team that pushes everyone, empathetically, outside of their comfort zone. Are You Leading or Just Managing? If you find yourself as a leader having to push your team, or going to them most of the time, or most of the way mentally – then they see you as a manager not a leader. They see you as someone who manages them, pushes them, and wants them to do things they don’t want to do. I have written some blogs here that go into what your role should be – as a leader, not a manager. Pulling people along with you, inspiring people, and supporting yourself with a team of people who want to win. Not just those that want to show up, do as little as they can and hopefully go unnoticed (yet – complain about not making enough money and how the comp plan isn’t fair, or the leads are bad, or their schedule means they can’t be successful.) Make sure your team knows that they need to come to you – at least 51/49. They should be asking for help, guidance, training, feedback, and support more than you are having to push it down onto them.
By Jason Cutter February 3, 2025
If you have seen the movie Hitch, then you know the scene. Will Smith’s character (Hitch) is trying to coach Kevin James’ character (Albert) on how to finish out his upcoming first date. He is giving him pointers, one being that if his date fumbles with her keys at the door, it could mean she wants a kiss. So Hitch wants to see if Albert knows what to do – for a good night kiss. Hitch gives him the advice “you go 90 percent, and then wait for her to go 10%” which Albert then asks “wait for how long?” Hitch: “as long as it takes.” Albert leads in, Hitch is holding back to see if Albert will wait, and then Albert goes all the way and gives him a kiss. Hitch gets upset, and says “You go 90, I go 10 – you don’t go the whole 100%.” The Sales Analogy Kissing our prospective customers is not acceptable (just ask HR!). But the concept is the same. You don’t want to ever make 100% of the effort for your prospective customers. You don’t want to be the one who is doing all the work. Fundamentally, it is not good practice to want the deal more than the other person. When you go your 90, you need to wait – as long as it takes – for the prospect to go to their 10. And I would say that you want to go somewhere between 10-49, in reality. How Successful Sales Professionals Balance Effort Successful sales professionals know how far they have to go to meet the prospect where they are, while also knowing how much effort the prospect needs to put in to show they are committed. Where most salespeople get in trouble is they get desperate. They want the sale (kiss) more than the other person and they go the full 100%. Of course, persistence is important. And you won’t get what you don’t ask for (although…if you have followed me for any length of time, you will know I am very against having to ask for the sale). But you also have to ensure that your prospects actually want what you are selling. And they want it for their reasons and their motivations. They are driven to pursue your production option(s). They must go 10, 40, 60% of the way to you. The Pitfall of Chasing Your Prospect Just like courtship and relationships – if you find yourself chasing and one-sided-pursing the other person then it means you want it more than they do. It also means they own you. You are essentially begging them for the relationship – convincing, manipulating, begging, bribing, persuading your way forward. Which means they consciously and/or subconsciously know that they are in control. Because if they say no, you will keep pursuing and offering solutions. In sales – that looks like a salesperson who is calling, emailing, stalking a prospect – making offers, offering discounts and trials, and trying to find any way to make deal work. They are going 90-100% of the way for the prospect, not requiring them to go anywhere towards the agreement. This will end terribly. If they do decide to buy – taking the discount, free trial, taking the sale bait – they will not be happy (since they weren’t bought in for their reasons), they will look for reasons confirming why they didn’t really want to buy anyway, and they will know that they own you. Your company will have to convince them on a regular basis to stay in the relationship. The Right Balance for Customer Ownership You fundamentally need that prospective customer to come to you. Not 100% where you are just an Order Taker. But potentially 51% of the way – so they want it more than you. The more you can get them across that 50/50 threshold, the more they will be a satisfied customer. But remember – at 51/49 – they still need persuading, they still need to understand the value of your product for where they ultimately want to be in their life/business, and they still need your support. They lean in the right amount, you lean in the right amount = sales magic!
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