Play This New Game for Printing Sales: Would You Rather ...

Google the phrase, “Would you rather” and you will find a bevy of difficult questions posing two options and asking you to pick one. It’s not easy, since both have consequences. There are many different versions of this exercise, one for kids, teens and even one for married couples. Now, due to the success of the game, a sales version has been created. However, it’s likely that no sales rep in the graphic arts industry will spend a nickel on a game whose questions are conundrums they face on a daily basis.

Much of life boils down to rights and wrongs. We are taught (programmed, according to Don Miguel Ruiz, author of “The Four Agreements”) from an early age to do things a certain way. Naturally, everyone makes mistakes and, given the fact that we have free will, we can choose one path or another.

Sales is not always that cut and dry, right or wrong. Based on our personality, training, experience, and even our upbringing, salespeople come across selling situations that look like a fork in the road up close but more like a decision tree when you step back and consider the long-term consequences. And while these scenarios rarely have correct and proper choices available, the effect on an account can be dramatic one way or the other.

Let’s say you walk into your largest account — one that makes up a significant portion of your overall sales volume. Without this client’s work, you’d be driving a smaller car, eating bologna and cheese for lunch, and there’s no way Tiny Tim would have that operation.

As you are signing in to the visitor registration book, you recognize the name of the sales rep who was there yesterday. It’s your competitor and the “Here to see” box has your key contact’s name and it. Rut row. What do you do? Do you say anything to your customer?

The Case for ‘No’

This would be a difficult conversation that might come across as confrontational. There is nothing to worry about until, well, there’s something to worry about. You are making an assumption (and thereby breaking one of the four agreements), that there is something afoot, something insidious. Let it go. Worrying about what’s probably nothing will only eat you up.

The Case for ‘Yes’

OMG, this is your largest account. Of course you need to say something! Sure, it’s not going to be a fun conversation but wouldn’t you rather know about a problem now? We are all grown-ups, so put on your big boy/girl pants and ask the hard question: “Why were they here?”

As you ponder that situation, an email arrives. Another account — one where you only have a small percentage of business — sends out an RFQ for the whole enchilada. In this year’s package, you notice an error in the specifications of one particular job. Because you’ve produced the job before, you know it to be far more complicated and intricate than is detailed.

Anyone bidding on those specs will put forward a number far less than the actual cost. If you bid according to the actual specs, your price will be significantly lower, since you know the real story. But if you point the error out to the customer, all vendors will be on the same footing and there’s a good chance you will lose. What should you do? Do you bring this up to the customer?

The Case for ‘No’

This is not your problem. It’s in your best interest to keep your mouth shut, likely be awarded the job, and then bring the subject up when the time comes. Knowingly volunteering the correct specifications, while the right thing to do, will likely get you booted from the account. Feeling good about yourself doesn’t pay the bills. Keep your head down.

The Case for ‘Yes’

Of course you should bring it up. No one ever regretted taking the high road. Trust that your client will see your integrity and keep that in mind when considering vendors. Saying nothing could come back and bite you since the customer will figure out what you did … or rather, what you didn’t do. Raise your hand.

Wow. This sales thing is complicated. Now, your head is really spinning with options, choices and possible repercussions and … your phone rings. Glancing at the Caller ID, you recognize the number as that of a longtime account, one that you emailed just this morning with the pricing they requested.

As has been the case for many years, she’s calling to give you a PO number. But instead, when you pick up the phone, you hear, “Is this your best price?” What? This is normally a no-bid job. By asking this question, are they testing you or have they gone out for bid? What should you do? Should you lower your price?

The Case for ‘No’

Don’t panic, citizen. This customer is simply testing your mettle. Holding your price sends an important message: That you are worth what you charge. To do otherwise, you might as well admit to the customer that you’ve been screwing them for years. Take a chill pill.

The Case for ‘Yes’

Warning, warning, warning! When a customer who has never questioned your price questions your price, it is not an accident. Tell them they are the lucky 25th caller of the day; tell them you made a mistake doing public math; tell them whatever you need to but find a way to change your numbers.

This is beginning to feel like some kind of reality show. Are there hidden cameras in the office? It’s not even noon yet and already you have one foot out the door, mentally heading home.

Issues surrounding existing customers and the corresponding decisions that need to be made have left you beaten and bloodied. But you are strong and resilient, so you get up off the canvas and turn your attention to new business.

The name at the top of your prospecting list is the director of marketing for a large and successful company in town. You ponder your next move. For two years, you have been checking in, emailing, stopping by and leaving voicemail messages, and so on. Occasionally, you make contact and promises are made to, “Call you when something comes up.”

Time is marching on and you have nothing to show for this effort. What should you do? Is it time to give up and move on?

The Case for ‘No’

Never give up! Never surrender! Quitting now will mean a complete loss of all sales equity. That is, you have built a reputation of diligence and persistency. The best of the best don’t quit. Neither should you. Your efforts will be rewarded. Diligence is omnipotent! Stay the course.

The Case for ‘Yes’

Are you some sort of masochist? Couldn’t this time be better used chasing someone your own size? You’ve put in a valiant effort, but it’s time to move on. Every wave hits the beach. Paddle out and find another one to ride. The heck with this account. It’s their loss.

Okay, so maybe there is no letting up today. Everything is going to be difficult. But if new business from new customers is too much of a challenge, maybe the thing to do would be to approach an existing client and seek a greater share of their business.

One particular opportunity comes to mind. But it’s an account where you tried to get your key contact to make some internal introductions and they have been very hesitant to allow that to happen. What should you do? Is it better to …

No! Yes! You don’t know or you don’t care! Why does everything in this job have Rubik’s cube-style complications? Look, if you want an easy job, McDonald’s is hiring. In sales, you get the opportunity to examine the options, make choices and then deal with the outcome.

So, would you rather hear yourself make a difficult sales decision or hear yourself say, “Do you want fries with that?”