Specialist

Specialists are not often found in direct new business development positions. Their unassertive, analytical style makes them better suited for account maintenance roles or handling inbound product inquiries. They will also be effective in more technical sales positions where attention to detail and a thorough needs analysis are critical.

In situations where a more aggressive approach is required in prospecting and closing, they often team up.

Like Cooperators, Specialists get their motivation from helping the customer solve a problem. But where Cooperators are turned on by the relationship-building element, Specialists get their thrills analyzing the problem and proposing a thorough business case that covers all the bases.

They will analyze the customer’s problem like a surgeon, leaving no stone unturned. They will build a business case based on quantifiable benefits, present their solution objectively and, to a large extent, let the solutions do the selling. They will not oversell, outlining specifically what they can and cannot do, and potential customers will feel confident that they’ll receive strong after-sale support.

They are perfectionists who believe that their job hasn’t ended once the order is placed and, as a result, will usually stay on top of things until the product or service is delivered to the customer’s satisfaction.

If sales success were based solely on the ability to present product features objectively and provide solid after-sales support, the Specialist would excel. However, in outside sales and new business development, selling has much to do with appealing to buyers’ emotions, pushing them through the sales process and doggedly pursuing them until they sign on the dotted line.

Specialists will face a number of challenges in these areas. Their unassertiveness and lack of persistence will give them trouble closing. Their analytical, detailed approach may result in too much time spent over-preparing and researching prospects instead of actually calling on them.

On sales calls they may spend too much time presenting information that will not influence the prospect to buy and their lack of urgency may result in giving ‘‘hot" prospects too much time to cool off.

The Specialists’ unassuming task-oriented nature will earn them respect as hard-working employees, although their accomplishments and successes often go unnoticed because they shun the limelight.

Their high scores on the Relaxed and Compliant Scales make for dependable and organized individuals who do what they say they’re going to do. Yet, these same traits can lead to their appearing unresponsive in today’s lightning-fast business world or their not being able to see the forest for the trees.

Specialists view themselves as experts committed to solving a customer’s problem. For this reason they excel in more technical, information-oriented roles where they team up with "influencers" at various stages of the sales process. An influencer may be the company President who met a prospective client at an association meeting, or aggressive telemarketers who invited the prospect in for a demo and follows-up afterwards, or another sales rep.

In large-ticket sales, where extensive bids or proposals are required, you will often find Specialists as part of the selling team, but rarely in the lead role.

You are right in believing that building a sound business case for your product is critical in today’s marketplace, especially on larger sales. But also recognize that most buyers may not have your passion for analysis or the intricacies of your offering. By the time you finish your presentation they may have forgotten what it is that you are selling. Focus on overall benefits and the results you’ll deliver. Put the rest in an addendum.

Also, it’s time to nudge your prospects gently towards making a decision. Look at each presentation in terms of your desired outcome – presenting information cannot be a desired outcome. The outcome will usually be a commitment by the potential customer to do something, such as signing the order, arranging for you to meet their senior management team or tabling your proposal at the next committee meeting. In taking this approach, you may feel a little uncomfortable at first because of your natural tendency to accommodate and appease. But you’ll probably find that, with the multiple priorities your prospective customers have, a little pressure goes a long way in getting your proposals off the back burner.