Canadian Electrical Wholesaler

Aug 29, 2019

Jeff MowattBy Jeff Mowatt
 

If you and your employees aren’t trained on effective ways to upsell, chances are you either offend customers by being too pushy, or leave money on the table that customers would have willingly spent with you. Either option is costly.

When organizations bring me in to train employees on how to increase revenues from current customers, I often find that not enough attention is paid to up-selling.

Upselling refers to when you help a customer decide to buy a little extra or “upgrade” slightly the final purchase. A car dealer, for example, might inform customers at the time of ordering about upholstery protection and undercoating. A shoe salesperson might suggest that when you buy a pair of shoes that you also use some weather protectant spray. These are usually small purchases that the buyer doesn’t have to put a lot of thought into. The bonus is they can be extremely profitable for you as the sales person and for your organization.

Why up-selling is so profitable

Consider this example. A customer buys a car with monthly payments of $395. With that size of investment, there’s very little resistance to adding $2 to the monthly payments for upholstery protection. For you, however, that additional sale is significant, as over 48 months it adds up to a $98 sale, with a huge profit margin.

Some would say that a $98 sale on a $25,000 vehicle is only a minimal increase in the overall sale. Why waste your time. My argument is that if it only takes 30 seconds to make that extra $98 sale, then you’re making more money for the company than with any other activity you do. If your salary is $20 per hour then doing the math, the 30 seconds you take to upsell costs the company about 17 cents. If it only costs the company 17 cents to make $98, that’s a huge return on investment. The fact that it’s attached to a $25,000 sale is completely irrelevant. So, up-selling is one of the highest and best uses of your time.

Up-selling should be easy

The best part of up-selling is that it’s practically effortless. Since it’s done after the customer has decided to go ahead with a major purchase, the hard part of the sales conversation has already been done. You’ve already established rapport, identified needs, summarized, presented benefits, asked for the order, and handled objections. Up-selling is just presenting the information in a “by-the-way” assumptive manner.

The 3 biggest mistakes in upselling

1. No attempt is made to upsell.
2. The salesperson comes across as being pushy.
3. The upselling is made in an unconvincing manner so the customer generally refuses.

Effective up-selling strategies

• Assumptive is the key. You’ve got to assume that the customer will naturally want this. Begin the upsell with a brief benefit, then if possible add something unique about what you’re selling. To avoid sounding pushy, particularly if the upsell requires some elaboration, ask for the customer’s permission to describe it.

• Here’s an example of the wrong way to upsell. Imagine dining at a restaurant where you’ve just finished a big meal. The server asks, “Would you care for dessert?” If you say “Yes,” you might give the impression of overindulging. So, many customers refuse out of politeness. Result — no sale.

• So the savvy server doesn’t ask if the customer wants dessert. The professional just assumes that when people go out for a meal they are treating themselves. So of course they’ll want to treat themselves to dessert. In this case, the server pulls up the dessert tray and says, “To finish off your meal with a little something sweet (that’s the benefit), I brought the dessert tray over for you.” Would you like to hear about the most popular ones?” (Asks permission to proceed.)

• When the customer agrees to hear about the desserts, the server doesn’t just list them by name but describes their benefits. So rather than saying, “This is chocolate mousse.” Instead the server would say something like, “If you like chocolate you’ll love this. We’ve got a chocolate mousse that melts in your mouth and makes you wonder what the ordinary people are doing today.”

• Focus on customer needs, not yours. Don’t try to sell the customer something you wouldn’t buy if you were in their shoes. It is totally irrelevant whether or not this purchase suits your needs; what is relevant is whether it suits the customer’s. This perspective empowers you to upsell effectively and with integrity.

• Hands on demonstration. One of the most effective upselling techniques is getting the customer to use the product in your location. A hairdresser, for example, might put hair gel in the customer’s hand and show them how to apply it themselves. By showing the client how to get the salon look at home, they create a value-added upsell.

• Group related products. It’s a good idea to group similar add-ons and offer them as an upsell at a package price. If someone is getting a haircut and you talk to them about shampoo, it only makes sense to show them a package deal that groups conditioner and shampoo at a package price.

Bottom line

Every business owner should realistically look at whether or not employees could improve the way they upsell. For most businesses, a little professional training can make a world of difference.

This article is based on the bestselling book, Influence with Ease by Hall of Fame motivational speaker Jeff Mowatt. To obtain your own copy of his book or to inquire about engaging Jeff for your team, visit www.jeffmowatt.com. Watch for more articles from Jeff in future issues.

 

Rick McCartenBy Rick McCarten

What how much does the electrical industry have to improve to complete with upcoming disruptions in the supply chain?

In May of this year, the delegates at Electro-Federation Canada (EFC)’s annual conference voted on when our industry would be hit with supply chain disruption. The group collectively agreed that our industry in Canada has only three years to prepare for major disruption. We need to act fast!

 

 

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David GordonBy David Gordon

The rep alignment dilemma… whom to align with to generate sales? End-users? National chains? Independent supportive distributors? Any distributor who will support the manufacturer? The manufacturer? But, the bottom line becomes, what will generate sales to meet manufacturer expectations?

It’s complicated, and channel consolidation and channel diversification will make this more complicated.

 

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Stephanie MedeirosBy Blake Marchand

Stephanie Medeiros leads ABB Canada’s Electric Vehicle Charging Infrastructure team, as well as transit bus charging in the United States and Canada. She has been with ABB in various positions for 10 years, compiling a diverse skillset that includes work all over the world. 

After receiving a degree in Electrical Engineering from McGill University, Medeiros got her start in the industry by volunteering with the Canadian government as an electrical engineering intern, where she travelled to Peru to help improve their water treatment infrastructure. 

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Wholesale SalesWholesale sales rose 0.6% to $64.1 billion in June, partly offsetting the 1.9% decline in May. Sales were up in four of seven subsectors, representing 54% of total wholesale sales.

In dollar terms, two subsectors — miscellaneous, and machinery, equipment and supplies — contributed the most to the increase in June, while the motor vehicle and motor vehicle parts and accessories subsector posted the largest decline.

 

 

 

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Investment In Building ConstructionTotal investment in building construction decreased 0.9% in June to $15.1 billion, the first decline in eight months. A slight increase in non-residential investment (+1.0% to $4.8 billion) was offset by a decrease in the residential sector (-1.8% to $10.3 billion). On a constant dollar basis (2012=100), investment in building construction decreased 1.1% to $12.7 billion. Despite the monthly decrease, total investment grew 1.6% year over year in the second quarter.

 

 

 

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Changing Scene

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Select manufacturer executives had precisely five minutes to present a key product with superior growth potential to the members of IMARK Canada. Distributor member executives then rated each supplier based on the quality of the presentation and the perceived sales potential of the product being demonstrated.

 

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Endress+HauserEndress+Hauser has broken ground for its new $28 million Customer Experience Centre for Central and Eastern Canada. When construction of the approximately 47,000 sq ft facility in Burlington is completed late next year, it will provide customers from Manitoba to Atlantic Canada with a generously equipped, state-of-the-art training and support hub for selecting and familiarizing themselves with the company’s latest innovations for process automation.

Last week’s official groundbreaking included a traditional Land Acknowledgment Ceremony performed by Chief R. Stacey Laforme of the Mississaugas of the Credit First Nations.

 

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Ariel Technology Inc.Heritage Sales and Marketing Group was created in late 2015 by Jack Eva, the former owner and operator of Electra Supply Inc., a four-branch independent distributor in South Western Ontario, which he sold in 2012 to the Franklin Empire organization based in Quebec Canada. Heritage Sales is an active member at Electro Federation Canada (EFC) & Canadian Electrical Manufacturers’ Representatives Association (CEMRA).

 

 

 

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Peers & Profiles

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Lori BagazzoliBy Blake Marchand

Lori Bagazzoli, Regional Sales Manager for Viscor, is a 20-year industry veteran that has built an interesting career from the bottom up. Beginning as a 19-year old just out of college in customer service with EXM, she gained an intimate knowledge of the electrical and lighting supply business by working her way through various organizational levels.

“I was definitely able to learn the different roles, and understand all the different aspects of the business,” she said, “starting so young, I really had to put in my time to be able to move up.”

 

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Louis BeaulieuBy Line Goyette

Neither a Millennial nor a Baby Boomer, Louis Beaulieu embraces new technologies and new markets, but remains faithful to family traditions. He holds a bachelor’s degree in finance and a master’s degree in management from Laval University and is the General Manager of Ouellet Canada. A perfect profile for a career in the family business.

When I ask him if, as is often the case in a family business, he had always known that he was going to join the company, he replied, “Not at all. When I was young, I spent my school holidays at my older brother’s farm at Ile d’Orléans.

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