BOOSTING YOUR BUSINESS


Deemer says simply asking what may be holding the client back can uncover the source of their hesitation. If all the decision-makers are present and the clients are still dilly-dallying, Haygood says one way to get customers to stop dragging their feet is to drive a sense of urgency. “For an example, ‘Just a reminder,


you’re asking us to take on 20 million square feet of snow for you guys, which requires equipment and which requires more people, we got to spend some money and do these things, so we really need to figure this out to make sure that we don’t drop the ball with you guys on service,’” Haygood says. “Typically, that will drive a decision quicker.” Gonzalez says that you have to be patient but can prompt a decision by bringing up the schedule and when the work will commence, as many clients don’t plan far enough in advance. “If it’s a maintenance project, obvi-


ously it’s ongoing, but if it’s an install, timing is key,” Gonzalez says. “When can we begin? When we can finish it? I think planning is the most important. We also have to convey to the client that weather and seasonal conditions are important.” Ethoscapes will also educate the client on the planting season and how it may impact the sourcing of materials, as some of the plants clients want may not be readily available. Gonzalez also says they can only hold pricing for a short period of time as costs may go up. “I think being very candid, educating them on when the job can be per- formed, and understanding that the current costs of materials could change in following months,” Gonzalez says. “I like to educate them and just be very candid about it, and hopefully that induces them to pull the trigger on a job.”


KEYTAKEAWAYS


 Experienced salespeople are better equipped to handle objections by un- derstanding client needs, building trust, and navi- gating complex scenarios, while junior sales staff benefit from mentorship and technical support.


 Building trust through personal relationships,


understanding individ- ual client pain points, and maintaining clear communication are critical to overcoming objections and winning projects.


 Never walk away from a client entirely as leaving the door open for future opportunities can convert into sales.


30 The Edge //January/February 2025


DEALING WITH UNREALISTIC PREFERENCES A less troublesome sales objection is when a client requests certain plants or a design that will not work in the given space. The solution is to educate the client and lean on your experience as an expert advisor. Deemer says you can reinforce the


fact you’re there to guide them toward sustainable and beautiful choices by providing better alternatives. For instance, “I understand your vision for those tropical plants, but unfortunately, they won’t thrive in our climate without extensive maintenance. Let’s look at some alterna- tives that can give a similar look but will be easier to care for.” Haygood says with property managers


you can share past experiences where you’ve had to rip out a certain plant three times before finally switching to a native species. “Having that experience and having


those stories is invaluable,” Haygood says. “Sometimes you’re going to lose that argument. You’re not losing; you’re still making money, but you do need to, as a courtesy to your customer, just have that due diligence of ‘I need to remind you that this isn’t going to work and this is why.’” Haygood says in some cases, the client


may be handcuffed by the design already being approved by the city. He says 90% of the time the customer will change their opinion if you bring them all the facts and show them in a dollar sense that they’re wasting their money.


COMMUNICATING YOUR VALUE No matter what type of lawn care or landscape work your company is selling, it’s vital your sales team understands and can communicate your value proposition. “One must also be able to justify why


your pricing structure might be 10 or 15% higher than the other guy,” Gonzalez says. “It’s not just about the lowest bid; it’s about value.”


Gonzalez says honesty works and explains to clients that they are not the low-cost provider. He highlights how they keep their team safe and how they can become a one-stop shop for clients for other services. “We also tell them, frankly, that we’re


well funded and positioned,” Gonzalez says. “If someone is doing a job and can’t handle it or is having difficulties, they may fail. If that failure occurs in the peak season, by the time a new vendor starts up, residents are going to be quite unhappy.”


Haygood agrees your sales team also


has to be able to communicate the ROI of various landscape maintenance practices. He says they can name-drop other com- panies your business has been successful with. Deemer says when clients don’t see the value of the project, it’s often because the benefits aren’t clear to them. He says show- ing before-and-after photos or 3D render- ings can help them visualize the trans- formation. You can also ask value-based questions like “How important is it for you to have a space where you can entertain guests without constant upkeep?”


KEEPING THE DOOR OPEN If, after addressing every possible concern and objection, the client’s answer is still no, always leave the door open. “I never want to walk away from a cus-


tomer,” Gonzalez says. “I want us to always be available to the needs of that customer, whether it’s today, three years from now, five years from now, I always leave the door open.”


Gonzalez says they will check on the


properties they didn’t win once a quarter to see how it’s going. If things are not up to the client’s satisfaction, the client or prop- erty manager may welcome a call. “No isn’t bad,” Haygood says. “No is good.


No is ‘Okay, cool, I learned from this.’ I always tell these guys in the conversation say, ‘I’ll be following up with you in a couple of months anyways, just to see how it goes.’” Haygood argues that even with a no,


you constantly need to restrengthen that relationship because while property man- agers typically move around to different companies, they stay in the industry. He calls these personal interactions sweat equity as it is the most important part of their job. The salespeople who won’t go out and meet with people will eventually become stagnant. “The guys that are constantly out of the office, constantly building new relationships, going to the golf outings, doing these things, those are the guys that just trend upwards forever,” Haygood says. Haygood says there really isn’t any secret


strategy to sales. He says it comes down to creating relationships with individuals. “AI is never going to replace that,”


Haygood says. “Emails and phone calls are never going to replace that. You have to be boots on the ground. You have to be involved. You have to care. You have to communicate and be readily available.”TE


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