by Russ Hornfisher

Most people don’t want to be referred to as a member of “the world’s oldest profession.” Some use the title as if it were obscene, and a lot of people wouldn’t even consider it a profession.

But almost all of the most successful people in the world are members. There are excellent representatives in politics, acting, law and accounting. Most of them try to disguise their involvement by using titles such as “marketing representative” or “consultant,” but when you get right down to it, they are…salespeople.

There, I said it.

Sales is the oldest profession in the world. In today’s world no one wants to admit to being part of it. But the best in any given profession are great salespeople. 

You show me a great O&P practitioner and I will show you a great salesperson. A practitioner must first sell his patients on the idea that he has the skills needed to treat them. Until that happens, patients won’t have the confidence to keep coming back to him. 

Or show me a great O&P business owner and I will show you a great salesperson who has learned how to sell her company’s strengths well enough to gain the confidence of her customers. 

While the typical perception of a salesperson is that of a fast-talking, money-grubbing, no-good huckster, nothing could be further from the truth. A good salesperson regards sales as an honorable profession and provides a critical component of a successful business. And companies who employ great salespeople are far more likely to enjoy long-term growth and success. In fact, every employee you have is a salesperson for your company. So let’s take a look at some of the types of salespeople you might have in your business. 

The Huckster
The lowest-ability salesperson—the Huckster—creates the common perception of salespeople. Hucksters just want to sell something to make a commission. They have no concern for the customer or for a long-term relationship with the customer. 

Hucksters are kings of the single sale per customer, because once someone has purchased something from a Huckster they will never return to be taken advantage of again. As a consequence, Hucksters move from one employer to the next frequently. 

Since Hucksters lack product knowledge and the only selling skill they have ever learned is how to close, that is all they do during the entire sales interview. They do not learn about the products or the organization they represent, nor do they learn about their customer’s needs. In fact, they fear questions from the customer.

You can easily spot the Hucksters in your company by how they interact with customers. Due to their lack of product knowledge, they spend the entire interview talking and seldom allow the customer to speak. Get rid of your Hucksters! They provide no customer service and create a bad impression of your company. 

The Socialite
Socialites are lovely, charming salespeople who love to talk—about anything but the business they represent. Socialites will come into a sales interview and be cheerful and happy. They will drink coffee with the customer, tell jokes, give opinions, but won’t explain how their products and services can satisfy the customer’s needs. It is not unusual to find customers who purchase products from Socialites just to get rid of them. 

Socialites possess the skills to build friendships, but because they want to be everyone’s friend, they fear rejection. They view their job as socializing and believe this skill is far more important than making a sale. In fact, the Socialite is concerned that a “no” from a customer presents a threat to their perceived friendship. As a consequence, Socialites are an expense to both the customer and the employer. They waste the customer’s time, and they seldom make a sale. 

Why would you continue to employ a Socialite? They rarely talk about the products or services of your company. Consequently, they project no confidence in your business. As representatives of your company, Socialites project an image that is nice, friendly—and weak. 

The Investigator
Investigators know more about their company’s and competitors’ products and services than anyone else in their territory. Investigators are well informed about how their own company’s products can help the customer better run his or her business. 

This is because Investigators are great listeners. They spend at least 70 percent of the sales interview listening, asking questions, and listening again to ensure that they understand the customer’s needs. It is not until Investigators have gathered lots of information that they make a sales presentation. 

This benefits the company and the customer. A salesperson’s responsibility is not just to sell products, but also to provide his or her employer with useful information about how and why their products are being used, suggestions for improvement, or why the customers are using competitors’ products. Such information is critical to any company’s long-term success.

For instance, Investigators will ask customers how they plan to react to competitive bidding, changes in L codes or licensure. Encourage your salespeople to ask such questions as “Since CMS will require facility accreditation by its providers, what impact do you think that will have on O&P services in this community?” Or “Has the increased number of central fabrication facilities changed your decision to fabricate in-house or send work outside?” 

The Consultant
The best salespeople are Consultants. They go beyond Investigators because they are not only excellent listeners, but also put the customers’ needs ahead of their own. In fact, they provide customers with so much useful information that the customers view Consultants’ opinions as necessary to the ongoing success of their business.

What makes Consultants so successful is that they put others first. Consultants will recommend a product or service that is not their own because they know it is the best choice for the customer. In this way, they invest in their customers and provide a service that builds a long-term relationship. 

When Consultants meet customers, they do not try to sell. Instead, they spend the first, probably the second, and possibly the third meeting learning about the customer, the business, and their needs. Not until the Consultant has a clear understanding of the customer’s needs does he or she make a sales presentation.

To be good listeners, Consultants have to possess the talent to engage others in conversation. They can ask challenging, thought-provoking questions that bring out useful information.

In effect, Consultants are students of the profession of sales. They are constantly learning and improving their selling skills by learning more about their products, services, customers, and industry. It is not easy for customers to find a Consultant salesperson, but when they do, they regard the salesperson as another member of their business. 

For instance, about twenty-five years ago I received a phone call from someone in one of the most influential pulmonology groups in the state, asking if I would come to their office to explain a new bronchodilator.

I explained to them that the product they were interested in was a competitor’s product, and offered the name of the manufacturer and local sales representative. 

The pulmonologist responded that he knew who manufactured the product. He said that in the past I had always been well informed and impartial when talking about all products, so he felt I would provide them with the best information. 

It was one of the most flattering experiences of my career. And it convinced me that the world is looking for Consultants. If you have them, hang onto them. These are the people who will help build your business.

Every person we encounter is practicing the world’s oldest profession: sales. That includes O&P practitioners, receptionists, billing staff, and everyone else in your company. They are all selling something: products, services, the company they work for, or themselves. The pushy Hucksters we encounter we call salespeople. But we call the helpful Consultants professionals. Which one do you want working for your company? 

Russ Hornfisher is an AOPA board member and is proud to be director of sales for Becker Orthopedic Appliance Co. in Troy, Mich.