By Paul Reilly
In the wake of too much choice, we often choose to do nothing. The likelihood of making a decision is inversely related to the number of options available. In other words, the more choices we have, the less likely we are to choose.
Let me know if this sounds familiar: You’re scrolling through Netflix, and after seven minutes, you give up and go to sleep because you can’t decide what to watch. You’ve just experienced decision fatigue.
Decision fatigue literally costs you money. One famous experiment found that when employers increased the number of investment options in a 401(k) plan, employee participation declined. Think about that: people walked away from free money simply because they couldn’t choose.
Less is more when applied to decision-making. In another well-known study, researchers compared buyer behavior when customers could sample 24 types of jam versus only 6. The booth with six samples dramatically outsold the one with 24 samples.
Clearly, having multiple choices will impact the buyer’s behavior, but have you ever considered the reverse impact—the impact on the salesperson attempting to sell multiple options?
Sales leaders often share their frustration about their teams’ inability to sell the full solution or their entire suite of services. I understand their frustration. A comprehensive solution benefits the customer and the seller: improved service, lower cost-to-serve, simplified procurement, and one point of contact. But it’s not as easy as saying, “Hey, we sell that too—buy it from us.”
So, what gets in the way?
Just like customers, sellers can feel overwhelmed by too many choices. When sellers aren’t sure where to start, they fall back into old habits and revert to their comfort zone. Also, when introducing new products or services, sellers often focus on product features and mechanics rather than impact. That’s a mistake. If the seller doesn’t communicate the long-term impact or outcome, the buyer struggles to justify the investment. And impact—not information—is what compels buyers to act.
Your ability to deliver meaningful insight is also inversely related to the number of products you’re expected to sell. Keep that in mind when expanding your portfolio. Customers want depth, not just breadth. They prefer knowledgeable specialists over generalists who skim the surface.
To overcome this challenge, take a measured, impact-focused approach. Apply your full range of capabilities selectively, aligned with what matters most to the customer right now. That’s customer-focused selling at its best. Here are three strategies to help:
Lead with Impact
Let’s say your distribution company just acquired a manufacturer. Don’t tell the customer, “We now have in-house manufacturing capabilities to customize your solution.” The customer will wonder, “So what? Why should I care about their new manufacturing capabilities?”
Instead, say: “With our new capabilities, we can help you improve profitability, reduce lead times, and help you enter new markets.” That sparks curiosity. Then, you close the curiosity gap by explaining how you will help them achieve the outcomes you just mentioned.
Focus on Application Overlap
One of my clients in the auto supply industry had a simple mantra: Sell the whole job. In other words, provide everything the customer needs to achieve their outcome. That requires a deep understanding of multiple applications—but it’s how you demonstrate true expertise.
Don’t sell random items, sell what’s relevant to the total application. By offering a comprehensive solution, you’re creating more value.
Prioritize Timing and Awareness
Your expanded solution only matters at the intersection of timing and awareness. If customers don’t know you offer it—or don’t need it at that moment—they won’t remember it later. Rather than constantly promoting your full portfolio, look for trigger events that stimulate demand. Then, educate the customer at the moment it matters. It’s easier to sell aspirin if the buyer already has a headache.
To paraphrase Barry Schwartz from his book, The Paradox of Choice: We love having choices; we just hate having to choose.
That’s true for your customers—and just as true for your salespeople. Use these insights to more effectively sell your total solution, complementary products, and value-added services. Fewer, more relevant choices lead to better results—for everyone.