Bill Guertin | 800 Pound Gorilla Blog on SalesGravy.com

The promise of a “great deal” or a “one-time-only opportunity” is an age-old advertising message that gets everyone’s attention, even in the world of sports tickets.  But is “the deal” what people really want, or is it something else?

We’ve all bought a cheap pair of shoes, a shirt, or a bargain electronics item, and soon after we bought it we were sorry we did.  You know what I’m talking about.  Just look in your closet for that shirt you bought for peanuts that you’ve never worn.  Ever.

Let’s say you’re shopping for a new car, and you don’t have a lot of money.  Your intention might be to be frugal – to get the most car you can for the least amount of money.  That’s your intention.

The reality is that for most of us, the bells and whistles on a car look and feel great.  It’s hard to resist those little extras you weren’t prepared to pay for, but now seem like a shame to turn down.  Those leather seats sure feel nice.  The satellite radio is sweet, and it’s only, like, $199 more, and the service is free for a year.  The towing package would could in handy for those used jetskis you’ve been looking at.

Your intention was to be frugal, but the reality is that we all want the best that we can reasonably afford.

That’s the magic concept.  We all want the best that we can reasonably afford.

So the question is: What becomes “reasonable,” and when?

That’s where we come in.  Our job as a professional sales rep is to help build the “reasonable” value case on behalf of the buyer.

What would make ownership of your product or service more valuable?  What is the combination of benefits that make your more expensive options more “reasonable” to your prospect than your loss-leader package?

As a sales rep, we really have two jobs.  One is to sell the prospect on the IDEA of our product.  (If they’re calling you, this step may already be accomplished.)  Once the idea is fully connected in the brain of the prospect, the second job is to build the VALUE of the purchase that the prospect can reasonably afford, relative to his or her tastes, wants, and budget.

Not everyone will find your super-special lowball-priced item to be what they really want.  Don’t just sell them what they’ve asked for; have the guts to ask the right questions to determine if the prospect is a legitimate candidate for the super-special deal.  You may find that the benefits of your higher-priced inventory are indeed more “reasonable” for them.

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-  Want to know the four qualifying questions I train to find out whether or not the lowball package is right for your prospects?  Just E-mail me at bill@The800PoundGorilla.com with the words “FOUR QUESTIONS” in the subject line, and I’ll send ‘em right to you… and to learn more about my 3-day “Sales Dominance” program for sports ticket sales executives, click here.

Bill Guertin is CEO (Chief Enthusiasm Officer) of The 800-Pound Gorilla, a dynamic sales training and consulting company whose list of blue-chip clients includes the ticket sales departments of dozens of teams from the NBA, NFL, NHL, Major League Baseball, and Major League Soccer.  He is the author of the Gold Medal-award-winning book Reality Sells, and The 800-Pound Gorilla of Sales: How to Dominate Your Market.  Subscribe to his Sports Ticket Sales Newsletter at www.The800PoundGorilla.com, or follow Bill on Twitter at www.twitter.com/800poundgorilla.

Incredible as it seems, Charlie Sheen may be more successful after his crash-and-burn drama with CBS than as the star of the nation’s most popular TV comedy.

How is it that Sheen, a former (?) drug addict and binge drinker, with children in his home of former wives and girlfriends, and two live-in playgirls to which he is not married (!), has “risen” to this level of notoriety?

In my recent book, “The 800-Pound Gorilla of Sales: How to Dominate Your Market”, I outline 12 characteristics of those companies and individuals that command an “unfair share” of the attention in a given marketplace.  These characteristics of “800-Pound Gorillas” have been studied and adapted by many companies since the book’s publication.

We in America enjoy building up our heroes, and then take great delight in tearing them down, which is a partial explanation of how Charlie Fever has succeeded to date.  Here are the real reasons why he has become the dominant player in the news, on Twitter and Facebook, and seemingly everywhere else:

-          He’s Quotable. Outrageous quotes have always dominated the media’s interest, but no one has done a more masterful job of creating so many quotable moments in so little time as Sheen.  When asked in an interview if he was on drugs at that moment, Sheen replied, “I am on a drug.  It’s called Charlie Sheen.”    Who would have thought that “tiger blood”, “winning”, “Adonis DNA”, “fire-breathing fists” and “my big, beautiful warlock brain” would have spawned so many posters, T-shirts, and copyright lawsuits?

-          He Thinks Bigger Than Anyone Else. Three million dollars an episode?  That’s what Sheen believed he was worth to the creators of his “Two and a Half Men” TV sitcom.  When he didn’t get it, the fireworks began.   The concert promoters at Live Nation have now announced the Charlie Sheen nationwide live appearance tour, where Sheen will get to tell his side of the story in person, to audiences who care enough to spend their hard-earned money to find out.  You’ve got to admit, he’s a big, bold thinker.

-          He Rattles The Cage. Outrageous?  Shocking?  Yes, and all on purpose.  Sheen knew he was negotiating from a position of strength, and used the leverage he had to wage war against his employers.   Instead of agreeing to a measly $1.8 million per episode, he chose to fire off to the media – at first on live radio, then several taped TV interviews –  about what jerks they were.  He knew it would cause a stir, and he knew he had the leverage to be able to pull it off.

-          He Does What Others Won’t. We’re somehow fascinated when someone actually tells us about their illicit, illegal activities with such bravado.  We’re oddly amused to learn that each of his two live-in girlfriends don’t mind having the other around.  Who tells their boss off like that and gets away with it?  That’s the stuff of 800-Pound Gorillas.  He knows that other people don’t live like he does, and chooses to live out loud in a way that’s uniquely Sheen.

-          He’s Passionate. If nothing else, Sheen has taken this “cause” of his and brought a degree of passion and energy to his communication that hasn’t been seen in Hollywood, Washington, or anywhere else in recent memory.

You may not like him (I don’t), you may not agree with who he is or what he stands for (check, and check), but the massive exposure that Sheen has created for himself has indeed put him in 800-Pound Gorilla territory.

Want to know the rest of the story on what makes an 800-Pound Gorilla?  Find out at www.The800PoundGorilla.com.

In selling, being real—or authentic—is the notion that the way you represent yourself, your company, your product or service is true, factual, and genuine. You’re actually who you say you are. You’re not putting on a false front, misrepresenting yourself, or purposefully pretending to be something that you’re not.

When Andrew Corbus and I sat down to talk about writing our first published book, Reality Sells (www.realitysells.com), we wanted to change people’s consciousness about the topic of authenticity in business. We convinced many readers that some people in business really don’t know who they are, what they stand for, what their best qualities are, or what their customers really like about them.

While that may sound crazy, it’s important to understand that many business owners—and salespeople—believe that they must be what the customer expects them to be in order to succeed. We found that the exact opposite is true. Those who do know who they are—and aren’t afraid to honestly express and use their unique qualities—are the ones who are the most successful and who become the dominant long-term players in their industry.

To become a dominant player, first answer these fundamental questions:

*Where do I stand now?
*Where is my industry going?
*Do I want to be an 800-Pound Gorilla in that industry?
*How must I think, and what must I risk, in order to get there?

Some would argue that the term 800-Pound Gorilla is synonymous with aggression, bullying, or disregard for ethics or decorum. Others may even have the image of King Kong swatting away the competition from atop the Empire State Building. Interestingly, for the majority of the people you‘re about to meet, that image couldn’t be further from the truth.

Becoming a dominant player often happens not because of one’s brute strength, but because of the things one does to earn his position through strategic planning, conscious choices, relentless execution, and/or good old-fashioned hard work. If such an individual’s results give others the impression of a King Kong-like competitor, well, that may be purely a case of mistaken identity.

-    Excerpted from the book The 800-Pound Gorilla of Sales: How to Dominate Your Market by Bill Guertin (John Wiley & Sons)

As an account rep, sales manager, and general manager for several small-market radio stations for more than 25 years, I learned firsthand what worked for business owners—and what didn’t. I’ve put together, sold, and implemented hundreds of media plans, marketing programs, and commercial campaigns. And I’ve learned that when it comes to sales, you don‘t have to be the biggest one in the jungle to command 800-Pound Gorilla status with customers and suppliers.

I took the expertise that I’ve developed in media and created an independent sales training company that specializes in assisting professional sports teams‘ ticket sales departments. In working for many of the most successful sports franchises in the world, I’ve seen from the inside what makes their organizations the 800-Pound Gorillas of their sport— whether it be the National Basketball Association, the National Football League, the National Hockey League, Major League Baseball, NASCAR, or any of the dozens of other professional sports organizations throughout the country.

This expertise can help you achieve dominant status in your own business, no matter what it is you do.

Steve Jobs brought himself to the microphone for the press conference this morning.  It was not something he was looking forward to.

The CEO of Apple has been on a roll lately.  The iPad has sold exceedingly well, the iPod and iPhone have become synonymous with cool, users rave about their products, and nothing seemed wrong with the world. 

But a little antenna problem in the new version of the iPhone forced Apple to have to ‘fess up to some bad news. 

It appeared that a design flaw has created a problem with the signal strength of the new hand-held cell phone.  If a user puts their hand on the upper left-hand corner of the iPhone device, the hand position blocks the cell signal considerably, or may fade out altogether.

Jobs began his conference with these words:  “Ladies and gentlemen… we’re not perfect.” 

One of the signs of true 800-Pound Gorillas – the dominant players in any market who have a large share of the business – is the fact that of you’re good and well-liked, lots of people will try to knock you off your perch at the top.  800-Pound Gorillas also have an uncanny ability to be secretive when they have to be, and transparent when they need to be. 

To admit your mistakes is never easy, but for those who succeed and thrive in business today, being honest and admitting when you’re wrong is considered a very strong positive attribute.  Consider the “reputation” of BP, and whether or not they’ll continue to be as dominant a company after all that’s been said about the Gulf oil spill.

The announcement by Apple was made today that those who own an iPhone 4 will receive a protective case that will solve the antenna-roaming problem at no charge.  Previous buyers and those who buy a new phone thru Sept. 30th will receive the case for free.  

When you’re wrong, admit it.  Then go make it right.   While the move may cost you in the short run, people will respect you for it, and reward you with positive word-of-mouth about how you handled the issue.     

There has been a significant shift over the past two years in what consumers are calling “luxury”.   Are you paying attention?

Many well-to-do Americans are re-prioritizing their lives – and their spending habits – to match the realities of the ‘new normal’ after the subprime mortgage mess and the Great Recession.   Designer clothing, cars, and jewelry are still being sold, but they’re in far less demand. 

What’s hot and what’s not?  According to a recent USA Today article, a survey by Affluence Collaborative shows that the top four brands most admired by Americans with incomes of $100,000 or more were Apple, Microsoft, Best Buy and Sony. 

Apple appears to be the new 800-Pound Gorilla of luxury labels.  Design, function and experience are the three things that people point to when comparing Apple to other high-end brands.  The iPad, Apple’s newest entry, is selling briskly mainly because of its appeal to the high-end consumer who sees the newest Apple gadget as sexy. 

Sony has created a new way to define their brand, according to the USA Today piece: “functional luxury.”  Providing a new or upgraded experience from the norm is what Sony is doing; 3-D televisions, panoramic photos, and computer-in-picture TV’s are just a few examples Sony has created.

How can you continue to grow and thrive as a business in this environment? 

• Look at how your brand helps others experience things in new ways.  Consider the ways in which your current clients are enjoying their purchases with you.  How does your brand provide an “upgraded” experience from others in your category, and how can you better tell that story to non-customers to help them realize your benefits?
• Consider re-positioning or expanding your brand in a slightly different way.  The sheer joy of ownership of a luxury item is becoming passé; designer handbag maker Coach has introduced a value-priced product line called Poppy, which starts at $198, while maintaining the average Coach purse price of $350.  (Coach sales are up 8% for the first nine months of their 2010 fiscal year.)  How can you help someone find a way to become an owner of your product or service and feel good about the value they’re receiving?
• Promote your brand as the “smart” choice.  If anything has changed in the past 24 months, it’s the perception of paying full price for anything and receiving only average value.  People are more interested in the adrenaline rush of being able to snag something good for a price point lower than they were expecting to find.  How does your brand fit in that kind of marketplace, and how can you help people feel “smarter” about choosing you?

Should you cut your list prices on your goods and services in order to compete in a shrinking marketplace and a global economic crisis?

Some are drastically cutting prices, while others are holding the line… but as a savvy businessperson, I believe it’s a good idea to look at what the 800-Pound Gorillas of the world are doing to combat this dilemma.

Procter & Gamble, makers of Tide detergent and hundreds of other category-leading, premium-priced consumer products, saw its fiscal 4th-quarter profits plunge 18%, related mostly to a weaker market for its premium brands like Tide.

Easily the most popular laundry product in America, Tide’s market share has been slowly but surely eroding over the past 12 months due to the increased popularity of less expensive and generic brands, including P&G’s own Gain brand detergent.

As their market share began to slip away, a battle raged in P&G’s Tide boardroom: Should we cut the price of Tide, the product that brings in $3 billion of our $79 billion annual revenues? How can we protect our product’s reputation, its popularity, AND its profitability all at the same time?

Enter Tide Basic.

The new, no-frills Tide was introduced in July. Its tagline, “Basic Clean, Big Value”, targets that growing segment of the population that has been willing to forego their premium brands for less expensive options. By giving them a product that includes less cleaning agents and fragrance — for 20% less than regular Tide — it gives consumers a choice that still includes P&G, and protects the integrity and value of the premium-priced product.

For a company that was used to “New and Improved”, Tide Basic was a monumental shift.

It was not a road they hadn’t gone down before. Tide brand managers were quick to point out that their own Charmin bathroom tissue and Bounty paper towel brands had rolled out a cheaper version of their premium-priced products to compete with the generics, and were doing quite well.

The jury is still out on whether Tide Basic will be a hit. But P&G is a VERY dominant player with a lot of very bright people in their organization.

They know how hard it is to build the perception of value in the consumer’s mind. Once you drop your price on the good stuff, it’s next to impossible to build it back up. People will come to expect that price for a very long time.

So here’s the question you need to consider before you drop your price: Is there a no-frills version of your product or service you could offer today that would generate sales today and protect the integrity of your “full-featured” products and services?

If the dominant players in the market are doing it, I’ll bet it’s worth considering for your business too.

– Bill Guertin is CEO (Chief Enthusiasm Officer) of The 800-Pound Gorilla, a dynamic sales training and consulting company whose list of clients includes the ticket sales departments of professional sports teams in the NBA, NFL, NHL, Major League Baseball, and Major League Soccer. He is the author of the Gold Medal-award-winning book Reality Sells, and his second book, The 800-Pound Gorilla of Sales, is due this fall from John Wiley & Sons. Find more articles and valuable information at www.The800PoundGorilla.com, or follow Bill on Twitter at www.twitter.com/800poundgorilla.