You have a great product line. Your price structure is competitive. You feel sure doing business with you will enhance the prospect’s bottom line. You’ve worked up a good presentation. There’s only one problem: The buyer has stopped paying attention. Where do you go from here?

Something is obviously wrong. But what? Any number of things could cause a buyer’s flagging attention. Maybe your presentation isn’t so hot after all. Possibly your opener leaves something to be desired. Or your delivery lacks the spark and enthusiasm needed to attract and hold the decision maker’s attention. Or your presentation’s timing isn’t right. Or pressing priorities occupy the buyer’s mind. Or…as we said, any number of things.

Jerry Rex, regional sales manager for J & H Machine Tools Inc., agrees. “Among the several possible reasons for a prospect’s turnoff and indifference, high on the probability list is a ‘canned’ presentation. When salespeople read words from a screen nearly verbatim, it sends a message that they don’t know what they’re talking about.”

Rex, with responsibility for sales in four eastern states, adds, “When you utilize a computer and PowerPoint or other presentation software while presenting technical features to a less sophisticated and technology-impaired person, a turn-off is apt to occur from the outset.”

In this veteran pro’s experience, “It is less intimidating to bring in and review printouts during the presentation, complete with graphics and photos of construction features, working in benefits that improve productivity. The key to making a presentation is to keep it moving, dynamic and interesting.

The Nose Knows
Whatever the reason for the buyer’s inattention, Jeffrey Nissani, a real estate agent with New York City’s Dwelling Quest, says an experienced rep noses out in a hurry that something is wrong. “If that instinct doesn’t work for you,” he adds, “you should be in a different line of business.” As soon as the old schnozzle tells you something’s not kosher, he stresses, don’t be embarrassed to ask the buyer politely but firmly what it is. “If you don’t get over that hump and clear the air quickly, you’re not likely to sell.”

Nissani’s customers range from corporate clients and wealthy people shopping for posh Park Avenue apartments to youngsters fresh out of college. Whatever the case, he says, establishing and sustaining rapport is essential. You have to get in tune and stay in tune. If you sense you’re not in sync, apply any strategy you can to bring the proceedings back on track. Interrupt the discussion by drinking a glass of water. Change the subject. Introduce a graphic. Try anything that gives you a chance to refocus – even the old encyclopedia sales rep’s ruse of “accidentally” spilling a bunch of brochures and circulars.

Time is indeed of the essence. But rush a sales transaction and you may turn off the buyer. Jerry Rex believes too many salespeople are in too much of a hurry to move on to other things, other prospects and customers. “As a result they tend to sell short the preparation and involvement time needed for a sales presentation to succeed. Buyers sense and resent this and lose interest. Sometimes it helps to deviate from an accustomed pitch and dream up ideas to deroutinize the transaction.”

Rote repetition saps enthusiasm. Salespeople should check from time to time to make sure the same spiel repeated over and over again hasn’t turned lusterless and uninspiring. In some situations all it may take is a well-timed question, Rex has found, to convert distraction to interest.

Phone calls, personal interruptions, etc., are the most obvious focus breakers. Making sales calls when the buyer is least likely to be hectically busy and thus more likely to be receptive can help minimize this problem. Often a useful tactic is to meet away from the prospect’s place of business. A working lunch at a neutral site enables both seller and buyer to eliminate distractions and sustain focus.

Rex is strongly in favor of arranging customer visits for machine demos or project discussions at J & H’s own facility. Ideally, this is initiated with a plant tour and company presentation before going on to the demo. When this goes off smoothly, it whets the buyer’s appetite for the goodies to come.

Nissani agrees that, when trying to avoid the distraction bugaboo, a favorable atmosphere can make all the difference. Depending on the transaction’s size and importance, he’ll go to extremes if necessary to upgrade the locale. A good dinner featuring a fine wine obligates prospects to be receptive and attentive to selling points made. If it spells the difference between making or breaking a sale, he says, anything goes. In his day he’s taken prospects to ball games, tennis matches, Broadway shows – you name it.

Getting the Boss into the Act
“As a manager,” Rex says, “I give the salesperson every opportunity to lead the presentation, interjecting only when appropriate.” But situations often occur when executive involvement underlines for the prospect the importance the supplier gives the account. It also encourages direct interaction and injects the personal touch. “This is still very much a relationship business involving trust and a level of comfort,” Rex concludes.

Nissani agrees that if the boss can help in this regard the rep shouldn’t hesitate to call on him. “Whatever it takes,” he says. “Glory doesn’t count in this business.”

Voice of Experience
You can have the best product or service on the market and still inspire little more than a yawn.

“One problem that triggers turn-off and inattention,” says Nader Anise, a national marketing expert and a professor at Nova University’s MBA Program in Fort Lauderdale, FL, “is that reps are often so anxious to land a lead that they do a poor job screening and qualifying potential prospects. Sometimes the sale is doomed from the start.” A second trigger is the motor-mouth syndrome. “Some reps are so busy talking up their own or the company’s virtues they forget the most important thing of all: stressing how the transaction will benefit the prospect.”

In his selling classes Anise tries to get this message across: “Show prospects the benefits and they will show you the money.” Another trigger is the mistake of scheduling the appointment at a time when the prospect’s mind may be occupied with a crisis situation or higher-level priorities. A patient probe can help determine inopportune timing. After-lunch appointments often fizzle, for example, because the buyer is tired and sleepy or lethargic after too much food or that extra martini.

Another thought: If the prospect’s attention seems to flag, the salesperson should wonder, “Is the inattention due to the atmosphere? Is it sufficiently relaxed? Are there too many interruptions? Where would be the best locale to close this sale?”

Professor Anise emphasizes the importance of needs-related techniques and strategies. Inject examples where possible. Come equipped with graphics and charts. Use PowerPoint and other multimedia devices where appropriate. “In addition,” he suggests, “show prospects what their competitors are doing, and explain with specifics how doing business with you will help them compete more effectively.

“If you really want to hold the prospect’s attention,” Anise says, “defer price talk till the end and keep stressing those benefits. Do a good job of this, and the buyer will hang on every word. When you arrive at price the prospect will be, hopefully, ready for action.”

A final word of caution. Think twice before getting your boss involved when pitching a prospect, especially if your boss wasn’t involved at the outset. For one thing, it could break the flow of the presentation, for another, it could hurt your credibility, implying that you lack the ability, authority and confidence to conclude the transaction. If you do anticipate the need for third-person involvement, mention it early rather than having it come as a surprise. The pros and cons of bringing in higher management must be carefully weighed.