Recently, a customer of ours used a term that I really liked. We were talking about the process of selling, and he said something along the lines of how salespeople need to avoid becoming “Bag Divers.” I’d like to talk about this concept a bit more.

When you make your first visit to a potential customer, do you make sure you’ve learned everything you can about their business before you arrive?

Is your presentation tailored to them, or is it the same one you give to every customer on a first visit? If you are doing a demonstration, is it a general exposition of your solution, or is it a focused presentation on how your solution can help your customer reach their goals?

Remember, in most solution-style sales situations, you are there to help the customer identify their specific pain, and show them exactly how your company and product can help them.

If you arrive, hand out literature (by “diving into the bag”), and show a standard presentation, you are following a basic process and relying on your company brand to make the sale. If this is the case, you were likely hired to be an opportunity hunter and strong closer. This can work for some companies, but eventually a competitor will offer a solution that helps the customer more, unseating you and your market share in the process.

Consider this: when a brand new potential customer calls (an untapped goldmine for any salesperson), what do you do?

In many industries, if a brand new name calls, it’s usually because the caller wants product information and a price. With the Internet, potential buyers can even arm themselves with this type of information, and are capable of being further along in their buying process than ever before. When taking such a call, the “Bag Diver” would be keen to give the caller a price, and set up a convenient time for a demo. The reality is, the Bag Diver may not be giving any more information to the caller than can already be gleaned from the company website, and with that kind of canned response, the Bag Diver is almost certainly losing the opportunity to make a positive impression on the caller.

So what should you do?

Learn about your potential customer’s specific pains, and suggest how your company and product can help. It’s this type of approach that will keep you, and your solution, ahead of the pack in the eyes of your customers.

Stage-based sales forecasting has some obvious advantages. It seems easy and intuitive to establish the probability of winning a sale when your forecasts mirror your sales process. The details depend on your business, but suppose you have a 10-step sales process and you’ve mapped a 10% chance of winning to each step. “Customer sees product demo” is step number 7, and when the demo is complete, you report that the probability of your company winning the sale is now at 70%. This 70% probability of winning the sale is then factored into your weighted sales forecasts.

But stage-based sales forecasting can be misleading and even reduce your sales effectiveness. Stage-based forecasting is inherently salesperson-focused, rather than customer-focused. Getting to step #7 in your sales process does not necessarily mean that you have a 70% chance of winning. Thinking from the perspective of stage-based sales forecasting may be distracting you from important elements of the sales environment, such as the position of each key decision-maker and what your competition is up to.

When one is working daily with a stage-based forecasting methodology, it’s natural for a salesperson to end up thinking along the lines of “How can I get the customer to see our product?”, rather than “How can I understand what the customer is trying to achieve, and then position our company to reach that goal for them?”

From the customer’s perspective, especially in the complex B2B sales world, they are not just shopping for something new. The customer is trying to solve a problem. Rushing into a product demo for the sake of achieving step 7 in your sales process does little to ensure that your solution is in line with the customer’s needs. In fact, it can be detrimental to the deal; the opposite of improving your odds by 10%.

You don’t necessarily increase your chances of winning a sale simply by getting to the next step in your sales process. It’s the other way around—the ideal next step in your sales process should be to do what it takes to increase your chances of winning. The distinction is both ideological and practical.

Sure, you have a process that has been fine-tuned for your industry; it has been tested and proven. But the sales process and the probability of winning a sale do not always march in lock-step. In reality, the sales cycle follows the buying cycle, and must adapt to the unique sales environment of each opportunity.

The best measure of the probability of winning a sale comes from establishing the customer’s needs and truly understanding their goals, timeline, budget, limitations, buying process and the obstacles that stand in the way of being able to make a purchasing decision. There is also the matter of where your competition stands in any deal. If your sales forecasts are going to be accurate and reliable, these factors must be taken into account by your sales forecasting method.

What gets measured gets done, as they say. Is your company measuring sales process or the real probability of winning sales?

A while ago, I tuned into a conversation between two of our salespeople. One of them, a relative newcomer to sales, was commenting that given the experience of his first year in sales, selling was easy.

I’ve been selling for a long time, and I have never thought selling was easy.

In earlier entries, I had talked about sales as a profession. As in any profession, it’s difficult to make a call on how easy it is until you have a lot of experience under your belt. Early success in sales can be the result of factors outside of your native selling skills.

I remember my first order was for about $10,000. I was elated. The problem was that most people in the sales department are nice, and they pat you on the back for your first sale. But it wasn’t a sale; it was an order. I just took the customer’s call and wrote down the information. The guy whose territory I had just taken over did the spadework.

The more experienced you become at selling, the higher you rise, and the more challenging it becomes. You are now up against competitors whose maturity evolved from the same torturous path that you followed to become successful. If selling is easy, you have no competition and sometimes that is the case. Or, someone else is doing the work for you. But if your product is much the same as your competitors, and the salesperson you are working against has the same experience as you, selling will not be easy.