Sales Training: Arguments vs Added Values

Key Points

• Many salespeople focus on arguments rather than added values.
• Common arguments:
  • Long history (e.g., 150 years)
  • High-quality products (e.g., Made in Germany)
  • Strong financial stability (e.g., great equity ratio)

Arguments vs Added Values

• Arguments: Describe the company/product itself
  • Example indicators: Use of "I" or "we"
  • Examples:
    • "We look back at 150 years of history"
    • "We offer products made in Germany"
    • "We have a tremendous equity ratio"
• Added Values: Benefits derived from arguments, in the client's interest
  • Examples:
    • Financial stability ensures the client receives money with minimal risk
    • International training offerings reduce the client's administrative costs and quality issues

Key Insights

• Clients buy added values, not arguments.
• Failure in sales organizations: Overemphasis on arguments.
• Arguments without added values are merely information, not true arguments.

Language Insight

• Arguments: Related to "argue," often resulting in conflict.
• Added Value: Must be derived from every argument presented.

Practical Example

• Local Service Provider in Hamburg: "We offer international trainings" has no added value
• Globally Operating Company: "We offer international trainings; benefits include cost reduction and process uniformity"

Recommendations for Sales Approach

1. List Arguments: For your company, product, and yourself.
2. Identify Stakeholders: Understand the interests and needs of each stakeholder (e.g., managing director, procurement department, final user).
3. Match Arguments to Added Values: Determine which added value resonates with which stakeholder.

Final Note

• Shift the mindset from arguments to added values.
• This approach will enhance sales success.