I am a huge believer in unsales. And not in the pharmaceutical industry sense.
Because “shipping is a feature“, and because I intensely dislike the “do it for me, then hand me the keys” mentality, I routinely follow the unsales methodology.
What is unsales? It is [almost] only selling what a customer can useÂ today. I want to give a customer something they can bothÂ useÂ andÂ play with. I want to give them something at the end of any engagement that does actually accomplish something. But I don’t want to do everything for them – I want them to learn, explore, and discover their own use cases. As they discover what can be done with the tools they’ve purchased, they can start to engage in the paradigmatic shift from “automating” to “automation“. And as they explore, discover, and build, they’ll start to see where further services, training, or products can be brought in to do more.
Some people believe in the “moneyball” approach – sell everything (especially the big-ticket, high-margin products), and then let the customer more-or-less fend for themselves after some extended period of services work.
This is good for the vendor doing the selling … but only this quarter. If you sell “everything”, you have no basis to come back to the customer. You’ve developed no relationship. You’ve only “made a sale”. You’ve followed the Walmart model – sell what you can, when you can.
The better model, in my opinion, is the relational model wherein you spend time getting to know the customer’s employees: the engineers, managers, officers, etc. Get to know them personally, and become someone they can turn to as a “trusted advisor” regarding their pain points.
Relational selling (and working, for that matter)Â tend to lead towards long-term partnerships, engagements, repeat business, etc.
You can take the short-term view, or you can take the long-term view. One yields consistent returns, one may only ever give a single return.