Now and then customers will bring along a friend or relative who is considered by the customer to be more of an expert on the items they're shopping for. This can be a frustrating experience for you, and if you're not careful, it can crush the effectiveness of your demonstration.

To handle this situation, first let's acknowledge the reason a customer brings an expert along:

" Customers who do not know much about the kind of merchandise you sell may worry about being taken advantage of, and need the expert friend to prevent them from making the wrong choice. " Sometimes customers like being complimented on their purchases; the compliment serves as a confirmation that they made a wise decision. " Expert friends may offer to come because they genuinely want to help.

Whoever the experts are, they have, in a way been hired to give their opinion. They took the time to get in the car, drive to your store and walk in. And if you don't keep them involved throughout the presentation, they will give an opinion at the very end, and it generally will be no. If the experts just go along without having any input, they will think they have wasted their time. And nobody wants to waste time.

Watch out, though, experts who are prone to jealousy may want to ensure that the customer doesn't end up with better merchandise than their own, or simply may want to put you down.

Whatever the case may be, your objective is to sell the merchandise to the customers while simultaneously getting agreement from the expert friends. The simplest way to achieve this goal is by pointing out the Feature, Advantage and Benefit to the customer, and directing the Grabber, which is designed to gain agreement, toward the expert.

Suppose the customer and the expert friend have come in to purchase an "IMB" computer. The expert friend has convinced the customer that an IMB computer is not the way to go because the customer is only going to use it at home and doesn't need to spend that kind of money. You, of course, want the bigger sale.

Say to Customer: One of the nice things about this particular model is that it's on the low end of the personal computer scale, so you can have the advantages of a computer for less money. At the same time, you'll have a system that will grow with your needs.

Say to Expert: Wouldn't you agree that it makes sense to get a unit that you can upgrade later and you can afford now, rather than regret you passed it up a few months from now?

In situations where experts do have expertise or technical knowledge, the simplest way to shut them down is by using a feature-advantage-benefit that is so technical that they can't argue with it because it's beyond them. They will agree because they don't want to show their friend that they're not as expert as they contended.

Say to Customer: One of the nice things about this processor is the Interposer chip, which as you know, supports the Write Back mode of the OverDrive processor in this model, allowing you to bypass the conflict of upgrading your CPU in the future.

Say to Expert: And it's about time that they came up with that new technology, wouldn't you agree?

While you are demonstrating the merchandise, remain completely neutral. Allow the customers and their experts to be right. Sometimes the customers decide to go with their friend's advice. If so, begin writing up the sale. This gets the buying decision and the commitment for the purchase on paper.

Before completing the transaction, however, if you still want to bump, point out one more thing. Then, and only then, diplomatically explain the possible problem with the customer's choice. By getting a commitment on paper before approaching the customer, you have let the customer and the expert win. Subconsciously, the customer is now off the hook and free to change the decision in accordance with your advice.

Example: You've selected a very good computer, and you've obviously given it a great deal of consideration. There may be only one other factor to think about before you make your final choice. Computer B has more expansion slots, which will make it easier for you to add peripherals you may not even be thinking about yet. And since you're really just getting involved with computers and aren't sure of all the things you may use it for yet, don't you think it would be nice to have a computer you can expand as your needs change?

When customers using expert advice still cannot be swayed, you have done all you can to ensure that they make a purchase they won't regret. If you cannot convince them, sell them the merchandise they've chosen. You gave it your best shot. Now give them what they want.

When the Expert Is In Absentia (Not There)

Sometimes customers don't bring their expert friends with them, only the sound advice the expert friends provided. When the sound advice isn't sound, you may find yourself in a difficult position. You don't want the customers to buy the wrong merchandise, but you don't know how to tell them that without discrediting their expert and having them leave the store without a purchase.

When this happens, make every effort to find out who their consultant is. There's a big difference between the advice they take from a brother and something they heard while in line at the supermarket. Once you know who the expert is, you'll have a better idea whether there is any hope of changing the customer's mind.

Let's say I don't know anything about computers. I ask my brother what I should purchase for my home. He tells me that I should buy an IMB. I go to my local computer store, and the salesperson asks me what I need. Of course, I say that I am looking for a computer; an IMB computer. He asks what I am going to do with it; I reply that it's for work at home. He then tells me that he has a better, faster and cheaper unit that will be better than an IMB. I now have a choice of whom to believe: my brother, whom I trust, or a salesperson at a retail store whom I don't know. You guessed it: I choose my brother. Even if the salesperson was correct, there was no way I was going to listen to him.

To handle this better, first find out where the customer's information is coming from. Then get permission to make the switch:

(S) What brings you in? (C) I'm looking for a computer. (S) What have you seen that you like? (C) I just started shopping, but I think an IMB. (S) That's a great brand. Why an IMB? (C) My brother knows about computers, and he recommended the brand. (S) How does your brother use his computer? (C) He uses his at work. (S) They are very popular for the work environment.

At this point, ask why he wants a computer in detail. After getting the reasons for wanting a computer, try this:

(S) As you know, computer technology changes rapidly. Your brother may not know that some of the lesser-known and smaller companies produce products can be a better value than IMB. Which makes sense, because they are not as big, and they really have to do something special to get your business. I'm sure if your brother knew of these computers he would want to have one for his home as well. May I show them to you?

If the customer says yes, his brother is out of the picture and the customer is showing that he trusts you. If at this point the customer says, "No, I want an IMB," thank him, and tell him about support and future business, because this mountain may be too tall to climb. There will be times when no matter what you say or do, the customer will only listen to the advice of the expert.

Handle the customer's expert in a polite but firm manner. Sell the item to the customer while getting agreement from the expert and you'll be well on your way to making the sale.