During my nine years in HVAC sales, I've improved my selling approach through training, a willingness to change, and persistence. I've used three different selling styles during that time, and for the last three years, have settled on a method that has brought me the most success. It's based on taking the time to know the customer, and in understanding their comfort needs, not on “making a sale.”

The Early Years: Whatever Works

Before I started at Cropp-Metcalfe, I had no real selling process. I had a product to sell, and would sell it any way I could, which was usually by focusing on product features and benefits. I talked a lot about the technical side of equipment, and provided customers with numerous options. I proposed a solution on every initial call, but had very few closing meetings, and therefore, very few sales. Because I didn't get to know my customers, or learn what they were really concerned about, I never heard any objections — over price, or other issues — until the job was lost.

In my early years of selling, I often used discounts to get the customer to buy at a time when it was good for me, not good for them. My sales were also weather driven, and I didn't have any rollover from previous months.

A New Start

After I started at Cropp-Metcalfe, I was introduced to a needs analysis, consultative selling method. I still focused on product features and benefits, and actually included a greater amount of technical information in my presentations. This included information about variable speed systems, thermal expansion valves, and other technical information I thought would be of interest to customers.

I tried to limit buying options to a “good/better/best” arrangement, but still had a favorite product in mind that I wanted them to buy.

I started to ask more questions, to get to know my customers better. I asked comfort-based questions, to understand what they did and didn't like about their home. I took more time to obtain information related to their financial situation, and monthly budget. And, to position myself as a key player in the sales process, I spent more time selling the company, and myself showing the customer value, and why they'd want to buy from Cropp-Metcalfe.

Soon, the value of building rapport with the customer became evident to me. I let the customer know that I cared about them. I began scheduling more second appointments rather than dropping a price on every first call. If they told me they were gathering estimates from more than one company, I made a tactical effort to try to be the last salesman in the door. If I knew the customer was shopping prices, I politely insisted on a second appointment, and usually knew what they were being quoted by other contractors.

I found I was getting more objections, especially objections related to price. However, by framing the discussion around an analysis of their needs, there was less urgency. I also found I didn't have to rely on the weather to make a sale. The weather would change, but their need would always be there, until I provided the solution.

My closing percentage rose to 50%, from previous lows of 20 to 40%. As each new month rolled around, I was no longer starting with zero leads or active proposals.

Value in Asking Questions

A solutions-based selling process isn't about “equipment.” I provide solutions to my customers' real needs. I learn their needs by asking questions and listening to their answers. When they ask me a question, I restate it back to them. I want to learn their true concerns, not just the fact that their house is hot and they need a new system.

I've discovered that most customers don't care about product features and benefits. The customer doesn't care about two-stage equipment or variable speeds. Yes, it's important to know how the system operates generally, but all that the majority of them need to know is that I know what I'm talking about, and that I'm committed to solving their problem.

One of my goals is to discover — as I call it — their “pain.” If they say the upstairs it too hot, I ask how that affects them. For one customer, his core pain was that the warm bedroom made it tough for him to get a good night's sleep, which caused him to be late for work, which made him afraid that he'd be fired. His true pain wasn't the warm bedroom; it was the nagging fear of getting fired. By knowing his deepest concern, I was able to say during the second appointment, “I have an option here that's going to help you get to work on time.”

How to Talk Price

When I was new to the business, I never wanted to bring up price. Now, I always want to be the first to address price. I get that information by controlling the interview and asking questions. You can address potential financial objections and manage the “price shopper” if you ask questions about their budget early.

Here's one way to ask the budget question:

“Mr. Jones, have you thought about how much you're willing to invest for this system?”

About 85% of the time they'll say no. Or, they'll just make up a number, not having anything to base the figure on.

If the customer starts talking price, you've got to get it on the table, and understand where they need to be.

If they're unsure about price, I may respond: “Generally speaking a system like this could cost between $5,000 to $6,000 on the low end, and $8,000 to $10,000 on the high end. Where do you think you see yourself in those ranges?” They'll answer you in one way or another.

But you have to be careful. If you're planning to show them a heat pump system, and you know it will cost $6,000 to $9,000, you don't want to tell them “$6,000 to $9,000.” Because you've just given them the price, whether you know it or not.