| November 21, 2022
By David M. Fellman
What do farmers and mechanics have in common? I asked myself that as I drove past the Farmers and Mechanics Bank last week, and it struck me as a strange combination. Then I started thinking about the way the term “farmer” is used to describe salespeople.
The sales universe is made up of hunters — those who get leads and convert them to new business — and farmers — those who care for existing accounts — but there may be a role for mechanics as well.
What Farmers Do
I’ve always had a problem with the farmer analogy. It’s usually applied to a salesperson who services an established book of business. The classic sales farmer is more about service than selling.
Compare that to what real farmers do every day and the analogy breaks down pretty quickly. Real farming is about preparing the ground, planting the seeds, cultivating the plants and then harvesting them. It’s a highly proactive process. A classic farmer-type salesperson probably wouldn’t be very successful on a farm. In my experience, most farmer-type salespeople aren’t making their employers very happy either.
Why? Because businesses need new business. While it’s true a farmer can service a growing account, experience has shown this to be an undependable model. Just as frequently, it seems farmers manage shrinking accounts, or even say broken accounts.
What Mechanics Do
That takes us to mechanics. Mechanics fix broken things, but they also do a lot of preventative maintenance. You take your car to a mechanic when it’s broken, but you’d probably do that less frequently — and spend less overall — if you follow the recommended service schedule. Change your oil before it stops lubricating. Rotate your tires before they break down from uneven wear. Get regular inspections to identify and resolve problems before they leave you on the side of the road.
So what’s the service schedule for your typical customer? Let’s start here: Never let 12 months go by without expressing your appreciation for that customer’s business. Please note this applies to a typical customer. Anyone who is atypical — due to sales volume or any other factor — may require a shorter interval.
Here’s something else I’d like you to consider. In the past, I’ve written that too many companies abdicate ownership of their customers to their salespeople. The risk is that a salesperson could leave and take customers along with them. I believe in defensive sales management, in which owners develop and maintain relationships with their companies’ most important customers. Can you think of a better way to anchor something like that than with an annual thank you call or visit?
Now, back to the salesperson’s responsibilities. In addition to expressing appreciation, it’s important that you establish an inspection schedule. That might be a self-evaluation. Do we have any problems with Customer A? Have we met or exceeded their expectations since the last inspection? Is there anything I need to address in order to ensure our continued relationship?
There is one problem with self-evaluation, though: You will not deal with facts, but with your own opinion. I’ve seen far too many situations where a salesperson thought everything was just fine, while the customer didn’t.
Don’t assume! If you’re not 100% sure a relationship is strong, ask the only person who can be sure — your customer!
If you do have damaged relationships, that’s when a mechanic’s skill becomes paramount. What exactly is the problem? How did it happen? What will it take to fix it? Mechanics are problem solvers, and I’m sure you’ll agree, a damaged relationship is a problem that needs to be solved.
A passive farmer might not do that, which leads to my final thoughts: Hunter or farmer, you need to have a mechanic’s mindset as well. You’re only a true farmer if you’re growing your customers — not simply servicing your accounts!
Dave Fellman is the president of David Fellman & Associates, Raleigh, NC, a sales and marketing consulting firm serving numerous segments of the graphic arts industry. Contact Dave by phone at 919-606-9714, or by e-mail at dmf@davefellman.com. Visit his website at www.davefellman.com.
Tags:
Marketing and Sales Customer Service