? Proving Yourself as a Consultant and Contributor to Your Customer’s Success ?

In today’s sales landscape, the days of being just a “product pusher” are long gone. Customers no longer want to deal with someone who only shows up to close a deal and then disappears. Sometimes, buyers do all the research on their own ahead of time, make a choice, and then call you. But even these savvy researchers need something more.

They’re looking for partners—trusted advisors who understand their unique challenges and goals and are willing to invest in their success.

This shift means that sales reps who position themselves as consultants and contributors, rather than just sellers, have a distinct advantage. But how do you prove that you’re not just in it for the sale? It starts with trust and demonstrating value from the very first interaction. Let’s dive in!

?? Earning Trust from the Start

If your customer doesn’t trust you, they won’t feel comfortable opening up—and without that openness, it’s nearly impossible to uncover their true needs. Here’s how to build trust quickly and effectively:

1. Focus on the Relationship, Not the Sale

Customers can sense when you’re only interested in pushing a product. Instead, lead with curiosity and a genuine desire to understand their business:

• ?? “I’ve been following your company’s recent announcements about [X]. How has that impacted your team?”
• ?? “Your industry is facing a lot of changes right now. How are you navigating those?”

These questions show that you’re invested in their world, not just your own agenda.

2. Share Something Valuable Right Away

Start the conversation by delivering immediate value. This could be:

• ?? Industry Insights: “I’ve noticed companies in your space are seeing a trend toward [X]. Have you explored that?”
• ?? A Quick Win: Suggest a tool or process improvement they can implement immediately.
• ?? A Unique Perspective: “I’ve seen teams like yours achieve [Y] by focusing on [Z]. Could that be relevant for you?”

By offering something actionable upfront, you’re proving your value without asking for anything in return.

3. Be Transparent About Your Intentions

Customers are often wary of sales reps’ motives. Disarm that skepticism by being honest:

• ?? “My goal isn’t to sell you something you don’t need. I want to understand where you’re at and see if there’s a way I can help.”

Transparency reassures the customer that you’re focused on their success.

4. Address Their Loyalty to Their Current Vendor or Rep

If a customer is loyal to their current vendor or rep, start by validating that loyalty:

• ?? “It sounds like you’ve built a great relationship with [current vendor]. That kind of partnership is so important.”

Then, gently challenge the status quo:

• ?? “Sometimes, loyalty can make it hard to step back and ask if the partnership is delivering everything it could. I’d love to share some ideas I’ve seen work well for others in your industry.”

Highlight what sets you apart without criticizing the competition:

• ? “Every rep brings something unique to the table. My focus is on [specific value], which has been a game-changer for many of my customers.”

5. Use Third-Party Stories to Build Credibility

If trust isn’t established yet, borrow credibility by sharing examples of how you’ve helped similar clients:

• ?? “One of my clients was in a similar situation and found success by [specific example]. I’d love to explore if that might work for you, too.”

6. Offer a Risk-Free Way to Experience the Difference

If they’re hesitant to disrupt their current relationship, suggest starting small:

• ??? “Would it make sense to begin with [specific low-risk option] and go from there?”

This approach respects their loyalty while giving you a chance to prove yourself.

?? Understanding Your Customer’s True Needs

Once trust is established, the next step is to uncover the customer’s true needs—not just what they say they need, but what they really need. Here’s how to do it:

1. Listen Actively

Active listening is your greatest tool. Focus fully on what the customer is saying and reflect it back:

• ?? “What I’m hearing is that your main priority is [X]. Is that correct?”

2. Ask Targeted Questions

Think of yourself as a detective. Start broad and then go deeper:

• ? “What are the biggest challenges your team is facing right now?”
• ?? “What have you tried before to address this, and what worked or didn’t work?”

3. Empathize and Understand

Show them you get it:

• ?? “It sounds like you’re under a lot of pressure to [specific goal]. That’s not easy, and I can see why this is a priority.”

4. Read Between the Lines

Pay attention to tone, body language, and what they don’t say. For example, if they repeatedly mention competitors, they might be more focused on market positioning than initially indicated.

By truly understanding their needs, you’re positioning yourself as a problem-solver, not just a salesperson.

?? Delivering Value Beyond the Sale

Once you’ve earned trust and identified their needs, the real work begins. Prove you’re more than just a salesperson by continuously adding value:

1. Provide Tailored Recommendations

After understanding their goals, offer solutions that align specifically with their challenges:

• ?? “Based on what you shared, I think [X solution] could help address [specific challenge]. Here’s how it’s worked for others in a similar situation.”

2. Collaborate on a Plan

Position yourself as a partner by involving them in the solution:

• ??? “Let’s work together to map out how this might look for your team. What would success look like for you?”

3. Be Proactive with Support

Don’t disappear after the sale. Check in regularly and anticipate their needs:

• ?? “I noticed this update to [product/service] that might be useful for your team. Have you seen it yet?”

4. Celebrate Their Wins

Recognize and highlight their achievements:

• ?? “It’s amazing to see how your team has improved [specific result]. You’ve done a fantastic job implementing the changes we discussed.”

By consistently delivering value beyond the initial interaction, you reinforce your role as a trusted partner.

?? Building Relationships That Last

Long-term success in sales is about building strong, enduring relationships. Here’s how to stay connected and relevant:

1. Stay Visible

Continue to share insights, updates, and resources that are relevant to their business:

• ?? “I came across this article and thought of you. It aligns with the challenges we discussed last time.”

2. Seek Feedback

Show them you’re invested in continuous improvement:

• ?? “How are things going with [solution]? Is there anything I can do to make it even better for you?”

3. Be There for the Long Haul

Stay proactive, even when there’s no immediate opportunity for a sale:

• ?? “Just wanted to check in and see how things are going. Let me know if there’s anything I can support you with.”

By focusing on the relationship rather than just transactions, you’ll position yourself as an indispensable partner in their success.

??? Leveraging Feedback to Strengthen Trust

Feedback is one of the most powerful tools for building and maintaining trust. Here’s how to use it effectively:

1. Seek Honest Feedback

Encourage open conversations about what’s working and what isn’t:

• ??? “I’d love to hear your thoughts on how we’re doing so far. Are there areas where you feel we could improve?”

Creating a safe space for this dialogue shows that you value their input and are committed to their success.

2. Iterate and Improve

Take their feedback seriously and act on it. When they see their input leads to real improvements, it reinforces your dedication:

• ?? “Based on your feedback, we’ve made [specific change]. Let us know how it works for you.”

3. Communicate Transparency

Be upfront about any limitations while focusing on actionable next steps:

• ?? “While [specific constraint] might limit us here, we can adjust by doing [solution]. What are your thoughts?”

Transparency builds credibility and helps set realistic expectations.

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? Building Trust and Bringing Value: A Transformative Yearbook Story ?

Here’s a true story that demonstrates the power of trust and value in building strong customer relationships. This is how my relationship evolved over time with one of the schools I worked with while selling yearbooks.

?? The Beginning: Getting My Foot in the Door

There was a school in my area with an outstanding yearbook program, led by some well-known journalism teachers and yearbook advisers. I had tried for years to get my foot in the door without success. Finally, the adviser changed, and with this change came my opportunity. After meeting with her several times, I earned the business the following year.

To finalize the deal, I needed the principal to sign the contract. Though we hadn’t met before, he trusted the adviser’s decision. We had a frank conversation, he signed the contract, and we shook hands. Everything seemed solid.

?? A Sudden Change

Just a week later, I got a call from the adviser. She had taken a job outside of education but wanted to ensure a smooth transition. She even arranged for 10 of her students to attend my yearbook camp and offered to attend with them.

Then came the twist: two days later, I received a call from the new adviser, who had previously worked at another school in the district. She informed me she wasn’t planning to honor the contract because the principal told her she could work with whomever she wanted. She made it clear she didn’t switch schools to change vendors.

? A Rocky Start

The next day, I met with the principal. Initially, he backed the new adviser’s decision, but after reminding him of the signed contract and his handshake, he agreed to honor our agreement. Still, I now had to work with someone who clearly didn’t want anything to do with me.

Despite this, the students attended the workshop as planned, though the adviser herself didn’t show up—not an ideal start.

?? Early Challenges

In the first weeks of school, I provided a program overview as requested and discussed their yearbook cover. I emphasized the importance of reviewing the cover before submission, offering to provide suggestions. However, they submitted it without consulting me.

When the printed hardcover arrived, my jaw dropped. There were six glaring grammatical errors on the cover. Six. I couldn’t understand how my company even printed it or why the adviser hadn’t caught them.

When I reached out to address the issue, she responded dismissively: “We’re good. We don’t need anything else.” Undeterred, I insisted on meeting with her to explain that I wasn’t there to sell—I was there to help.

?? Winning Her Over

The meeting began with skepticism. She questioned why I was visiting so often, comparing me to her previous rep: “Why are you doing this? Our other rep never saw us this much.”

I explained, “I’m here to serve however you need, not just to sell something. I’m a consultant and a Certified Journalism Educator. My job is to help you as much as you’ll let me.” Reluctantly, she agreed to hear me out.

After pointing out the grammatical errors and offering a solution, she seemed annoyed but eventually thanked me. I had just saved them from a huge embarrassment—though I’m not sure she fully appreciated it at the time.

?? Attention to Detail Pays Off

A couple of weeks later, while working with the students, I noticed an issue: they had placed text over photos with transparency boxes, but the transparency was too light for the text to be readable in print. On-screen, it looked fine, but I knew it wouldn’t print well.

I flagged the issue, demonstrated the correct fix on one spread, and shared the solution with the adviser. However, when I checked later, they had reverted the changes and ignored my suggestions. Frustrated but determined, I went to a local copy shop, printed their spreads as-is, and showed her how bad the final product would look.

??? A Turning Point

When I presented the prints, I asked to speak with her privately. I praised her students’ efforts but emphasized that certain technical aspects required my expertise. I showed her the prints and said, “If you don’t make this change, I cannot in good conscience print your book. The text will be illegible.”

Her reaction changed everything. She looked at the prints, then back at me, and said, “OMG… thank you. I’ve never had a rep take this much interest in us before. If we had done this with our previous publisher, our book would have printed like this, and there would have been nothing I could do about it.”

She thanked me repeatedly. From that moment, she sought my advice on all kinds of issues, and we developed a wonderful working relationship.

??? The Takeaway: Trust and Value Build Relationships

This experience taught me a critical lesson: building trust and delivering value go hand in hand. By focusing on the adviser’s success rather than my own agenda, I transformed a rocky relationship into a thriving partnership. It wasn’t about selling a product—it was about proving that I was invested in their success.

When you show genuine care and expertise, even the most skeptical clients can become loyal partners. That’s the power of trust and value.

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?? Conclusion: The Key to Becoming Indispensable

Sales success is no longer just about closing deals—it’s about becoming an integral part of your customer’s journey. By earning trust, uncovering true needs, delivering tailored value, and leveraging feedback to continuously improve, you position yourself as a trusted advisor.

Customers who view you as a partner are far more likely to stick with you for the long haul and recommend you to others. Reflect on your current approach: Are you meeting your customers where they are and helping them get to where they want to be? If not, now is the time to transform your approach and become the consultant they didn’t know they needed.