Many in sales consider pointing out their companies’ strengths in the face of competitors’ weaknesses to be an effective way to attract new business. But is it really a good way to shine in a prospect’s eyes? Salespeople who point out competitors’ flaws, even if they are glaringly obvious, run the risk of coming across as bragging, self-serving, and not trustworthy. In a recent article, Charles H. Green, contributing editor to RainToday, is hesitant to recommend what he calls “mudslinging.” While this tactic is popular in politics and may work in the short-term, it may sully a company or salesperson’s reputation in the long run. Even if one doesn’t consider discussing a competitor’s flaws with a prospect to be mudslinging, Green believes it may do more harm than good.
The following is an excerpt from his article:
You may be thinking, “Don’t I have an obligation to politely show my client how we’re right and my competitors are wrong?”
Well, what does the client hear when you disparage a competitor? Of course, they may hear what you intend—that on some important dimension, you are better. But there is collateral damage.
They will also hear, “These folks are focused on winning, not on helping me. How do I know I can trust their critique? What are they not telling me? It’s my job, not theirs, to make the judgment. Should I give the competitor a second chance to explain? Why are they sticking me in the middle of a technical dispute?”
Be careful also of thinking, “I’m not mud-slinging. I’m being professional, objectively pointing out important risks. I’m helping them.”
Too bad motives aren’t everything. Motives won’t change those unspoken client questions. The more you insist how clean your motives are, the more they’re suspect.
Do you agree with Green, or do you think there are occasions and ways to clue prospects in to your company’s merits over a competitor? Or, is that just a recipe for disaster?
Friday, Mar 12, 2010
Jessica Helinski