… During … Face Time
In addition to researching zoning and setbacks for a potential client’s home, Kirk Development president Tom Sertich reviews the online listings of properties for sale in the neighborhood. “If those houses are selling for $300 per square foot and we are building a project for $125 per square foot, the homeowner is building equity by doing the remodel,” Sertich says — but, he points out, this was more effective before the recession.
Mike DuKate, president of DuKate Fine Remodeling, says that arriving on time is a good way to begin building trust; so is calling if you’re running late. Some salespeople bring along just a camera and a notebook, others bring a laptop, tape measure, presentation book, and marketing materials. Dolan thinks salespeople should not bring anything. “Don’t scare [homeowners] with a measuring tape — they’re not ready to build anything yet. You’re there to represent your company and build more rapport,” she says.
Establish Rapport
Initial impressions are key, says Jake Jacobson of Premier Windows & Building. He says that salespeople should drive a decent car and dress neatly — a shirt with the company logo helps establish the company’s brand.
Thank the homeowners for inviting your company to meet with them. Jacobson says that thanking them “for having us” (not “me”) shows that there is an established company behind the individual salesperson.
To break the ice, he suggests commenting on or asking about things you notice in the home, such as a pet, sports equipment, toys, or photos. But be sincere. “Whatever you’re saying has to resonate with the customer,” says John Newmyer, owner of Newmyer Distinctive Remodeling, in Walled Lake, Mich., and remember: the process should be fun.
Find the Pain
Some clients want to take you straight to the project area to tell you what they want, but that short-circuits what many remodelers believe is the most important part of the sales process. By sitting down to talk first, Sertich says, you take control of the process. Jacobson says, you should start “reestablishing the engine of desire or need” that prompted the customer to call you. When the customer repeats what they want, it not only helps you understand the scope of the project, it puts them in a buying mode. “They are re-selling themselves,” he says.
Asking about the “pain” or desire behind the project is part of Sandler sales training. Ask the homeowners what they do in the space and why they feel it doesn’t function well for them. One question that Richard Steven, president of Fulcra Consulting, in St. Paul, Minn., finds helpful is asking homeowners what they want to experience when the project is complete. “Sometimes it has nothing to do with specific details,” he says, but a feeling they want to create.
Spending most of your time listening, Steven says, allows you to tailor your comments to the homeowners’ specific concerns. Jacobson agrees. “They will tell you how to sell them,” he says, and you’ll also learn about their buying habits and hot-buttons. Make a note of these hot-buttons so that you can address their concerns at the meeting as well as in subsequent meetings and eventually during production.
Talk Budget
Address budget during the first meeting. “One of the things we sell is that we can design around anybody’s budget,” Sertich says. His salespeople also estimate the project. They might start by giving the client a ballpark estimate or a price range for similar projects. Steven says it’s better to provide homeowners with a budget range based on their goals rather than a single figure because “that number will stick in their head.”
DuKate says that not addressing budget fractures the trust you’ve built with the client. If the client’s budget is too low for your company to work with, offer them other sources.
Wrap It Up
At the end of the meeting, explain your process and provide a general timeline. Sertich’s sales staff review the company’s presentation book with clients, which includes a fact sheet, photos of the sales and design teams, and the company’s license, awards, certifications, and testimonials. Other remodelers use a project book or laptop to show clients photos of projects similar to the one the client wants.
Don’t leave the first meeting without defining the next step. “Let [the customer] know what’s coming up,” Steven says, “so they can look to you as a guide through this unfamiliar process.” Hunt says the salesperson should define everyone’s responsibilities for the next meeting. “I will get this to you by next Thursday … You will get back to me by this date.”
Sertich says the salesperson should thank the client for the opportunity to discuss their project and then set a date and time for the next meeting.
… After Follow Up
Consultant Kyle Hunt recommends sending a thank-you note after the first meeting to help differentiate your company from the competition.
And if the client cancels the second appointment, Certified Lead Services’ Coleen Dolan asks if she can add them to the company’s mailing list and contact them during the next few months.
For homeowners who don’t respond to follow-up calls or email, Hunt sends humorous “unstuck” postcards to check in with them and help them overcome any embarrassment at not responding.
— Nina Patel, senior editor, REMODELING. This is a longer version of an article that appeared in the February 2012 issue of REMODELING.