Let’s be honest. When most people hear “sales” or “salesperson,” they tense up. They instantly feel like they’re about to be pushed into something, and that’s not what anyone wants from a market research partner.
It’s a lot like buying a car (no offense to car salespeople, of course). On your way to the dealership, you feel that pressure in your gut. You just know the “sharks” are waiting to feed as soon as you drive onto the lot.
Our team has spent years working in sales. However, we don’t think of ourselves as salespeople. Instead, we take a consultative approach, and trust us, there’s a difference.
Relationships Over Quick Wins
Chasing a sale and the rush of a win are all good and dandy. But at the end of the day, there’s more to it than closing a deal. What matters most is building sustainable, organic relationships with our clients.
That means getting to know them. We listen to what’s important to them and hear their frustrations with their current product or service. That makes all the difference in the world. After all, showing some empathy goes a long way, wouldn’t you agree?
In contrast, consider the car salesperson approach: sell, sell, sell. Don’t worry about how it affects the client, as long as you close the sale and hit your goals. Don’t ask questions or dig into clients’ concerns and stories. That’s the opposite of consultative selling.
The main difference is simple. A salesperson tells clients what they need. A consultant, on the other hand, helps them discover it. That’s the heart of a consultative approach.
“Have I got a deal for you that you simply can’t resist…”
Build Rapport First
When you take the time to build rapport, clients open up. So ask simple questions. How are you today? How has business been treating you lately? Or notice something in their background (in a non-creepy way) and comment on it.
For example, one of our team members was on a call with a client and noticed a big blue star on the wall behind her. Being a Dallas fan, they had to ask: “Is that a Dallas Cowboys sign?” The client said, “Yes, let me tell you about that…” Then she told the whole story of how it got there.
That conversation took about four or five minutes before they got into her research needs. It didn’t take much. It was fun and a refreshing way to start a call. Plus, it revealed so much about the client, which made it easier to advise her on future projects. That’s a consultative approach in action.
Don’t Be a “Bid Monkey”
All too often, clients tell us their suppliers send back very basic responses. There’s no consultative approach and no detail. There are no explanations, not even reasons for passing on an opportunity.
We call this the “bid monkey” approach to bidding. It gets a chuckle from clients every time. Instead, a good market research partner explains the why behind every answer, including a no.
Be Honest When You’re Not the Right Fit
It’s also important to accept that what you offer won’t fit every client, and that’s okay. We’ve had many conversations where what we offer wasn’t the client’s focus at the time. Still, those discussions were worth it for everyone involved.
For example, we focus on online quantitative research, while some clients focus more on qualitative. Building those contacts is still valuable, because we may come across projects where we need each other’s help.
When we get a qualitative request, we don’t just politely pass and leave it there. Instead, we offer to refer the client to one of our qualitative partners. Clients appreciate this. They remember that you took the time to point them to a solution, even if it didn’t come from you.
Similarly, the same goes for RFPs where the targets are too far from our profiling to yield meaningful completes. Rather than overpromising and struggling to deliver, be transparent from the start. Clients will respect you for it. That’s what consultative selling looks like.
We often ask clients what matters most when choosing a market research partner. Transparency is always part of the answer.
Titles vs. Roles: A Real Example
In market research, a consultative approach goes a long way in building lasting relationships. We see requests every day. Some just ask, “Can you reach these B2B decision-makers?” Others come with thorough details.
A project can take many turns in the early bidding stages. Clients need options and advice on what’s possible. Sometimes, they also need to be reeled in when a request is too far from reality.
Take a request to survey C-level executives about cloud virtualization implementation at their company. Rather than politely passing because of the C-level targeting, look closer at the topic itself.
Why? These C-level B2B decision-makers aren’t the best fit here. They wouldn’t be involved in implementing cloud virtualization. That job usually belongs to a software developer.
For this project, the right B2B decision-makers are defined by roles and responsibilities, not titles. As a result, explaining that to clients helps make sure the right respondents answer their survey.
“Let’s talk about your project together, uncover your needs and discuss ways in which we can help.”
Why Clients Choose a Consultative Market Research Partner
Clients really do appreciate consultative selling from a thought leader. It goes a long way in building long, trusting relationships.
Most of us have been on the buying side too. That’s why it’s a relief to speak with a consultant instead of a salesperson. They ask the right questions, listen to your feedback, and show empathy. They talk through their suggestions and advise you on solutions, rather than telling you what you need. That’s consultative selling done right, and it’s how you know they genuinely care.
Choosing a research partner? Read our answers to the ESOMAR 37 questions to see exactly how we recruit, protect, and validate our panels.
