When I was starting out in my career, I was beyond eager to close business. I found myself pounding the phones cold calling, and often ended up somewhere between arguing and pleading with prospects trying to get them to buy. Every “no” felt like a loss to me, and I would try as hard as possible to close even the smallest deal. It became a game to me, and eventually I didn’t care about the size of the deal or the customer I was closing, I just cared about my conversion ratio and how many deals I could make.
What I didn’t know is that my effort to close every deal I encountered would end up being my downfall for the next several months.
Customer service calls and cancellations started rolling in. I was spending hours per week on the phone trying to put out fires for my smallest clients, taking me away from the opportunity to close more business. Clients who were not benefitting from the service I sold to them were giving me an earful about how upset they were, and the conversation typically ended with a threat to call their credit card company to dispute their charge. I was miserable.
After this went on for a while, I realized that this was not productive for my book of business or my commission checks, and something needed to change. I figured out that my best clients, the ones who were doing great with the service, and the ones who were paying the most to be doing business with me, were the ones who were causing me absolutely no problems. Additionally, by best clients were the ones I didn’t have to push very hard to close because they understood the value of the service I was selling, and were confident in their ability to benefit from it.
I wanted more clients like that.
I decided I would begin to be selective with my clients. I would call prospects, and if I was receiving too much push back and a refusal to buy, I would just let it go. If the prospect seemed to enjoy arguing for the sake of arguing, rather than posing relevant questions about the service and how they can benefit from doing business with me, I would decide I didn’t need their business, and politely let them off the phone. I figured that if the prospect was giving me a headache during the initial sales call, they would probably be a pain throughout their lifetime as a client. After all, there were thousands of other prospects who would understand the value of what I was selling, and would be much a more pleasant client.
Moreover, I began to identify the prospects who wouldn’t benefit from using my service. I started to understand that not every prospect would be a good fit for what I was selling, and those clients would be dissatisfied with the service despite my best efforts to keep them happy. I didn’t want clients who would not benefit from their membership with our service, because they would just cancel after their term ended. It’s not to anyone’s benefit to sell to people you can’t help. Not everyone needs to become a client of mine, and not everyone should become a client. After all, the service wasn’t a “one size fits all”; some people were just a better fit, and that’s ok.
I became drawn to having clients who would see success with my product and would continue to renew and upgrade their account with me. Identifying the elements that a “good client” embodied, I was able to avoid the less than ideal clients, and keep from investing my time trying to close a deal that will just end in an unhappy client and a cancelled account. I focused my efforts trying to recruit the ideal candidate for the service I was selling, and that has made all the difference.
To me this was a selfish approach because I didn’t want to deal with customer service calls if I didn’t have to, and I didn’t want to take more cancellations, which would be a negative representation of my sales record. However, it’s also to the prospects’ best interest, because I saved them the hassle of buying, suffering through, and fighting to cancel a service that just isn’t a fit for them. It’s not easy to turn business down, but it really makes a difference for all parties involved. Additionally, it’s the ethical and moral thing to do. Be selective with your clients, don’t be afraid to turn down a deal, and strive to work with the clients who will be the best fit for your product or service.
Breanna Bremer owns a marketing and business development consulting business called Innovantage Consulting. Bremer helps her clients attract, retain, and grow their customers by creating and implementing customized marketing and business development strategies. Read more posts from Breanna Bremer on her websites or her LinkedIn profile.