Customer profiling in a shoe store. What is this technique and how can it be used in sales?

Profiling is a scientific method of "reading people," allowing one to create a psychological profile of a person and predict their actions or behavior in certain situations, or even catch them in a lie. Profiling is used in sales because the salesperson needs to understand a person's emotional state and their underlying motivations for purchasing. An expert and practitioner in sales growth in fashion, SR, discusses this method and its practical application in footwear retail.

Evgeny Danchev -

business coach, consultant, expert in increasing sales of the fashion market. Author of the book "A Practical Guide to Increasing Sales of Shoes and Accessories". Author of sales scripts "60 responses to customer objections in a retail shoe store" and "Standards for retail shoe sales." Creator of an online school for fashion market leaders.

@evgenydanchev, https://onlineschool.wconsulting.su/

In retail, profiling technology is especially useful during the product selection and purchase decision phase, when customers, after trying on shoes for a long time, ultimately decide not to buy them, leaving the salesperson perplexed and without a sale at the checkout using far-fetched excuses. It might seem obvious that the customer is happy with the item, but at the last minute, they might say, "Thanks, but I'll think about it," or "You know, it's more expensive than I expected."

It's impossible to fully reveal all the secrets of this psychological technique in a short article, but it is possible to describe buyer personality types and provide keys to more effective interaction with them, which, ultimately, can and should increase a company's sales.
To apply profiling technology in practice, in the routine work of salespeople, customers can be divided into three types based on their purchasing decision-making mechanism. 

1. The first type of buyer is the one who needs one-time confirmation that they need to buy this particular shoe model right away. During the selection process, these customers typically try on a limited number of models (one, two, or three) and quickly decide whether to buy the shoes or not. They don't need multiple confirmations of their choice. If the shoe fits well, and a test walk around the store feels comfortable, they immediately decide, "I'll buy it." Or, if they don't like it, I won't buy it. These types of customers are very easy for salespeople to work with, as they make decisions quickly. And even if the customer decides not to buy, it's still a plus for the salesperson—they haven't wasted much time and can soon start selling shoes to other customers. The salesperson's job is simply to follow the customer's interests without making value judgments, as these types of customers clearly know what they want and don't particularly need the salesperson's opinion or advice. They are more likely to buy than be sold.

2. The second type of buyer is a client who requires repeated confirmation that this particular model of shoes needs to be purchased now. During the selection process, these clients typically try on multiple styles (five or more). They require multiple confirmations that they've made the right choice. If you see a mountain of shoe boxes in a store and several styles on the floor, each tried on two or three times, this is likely a client who needs multiple confirmations of their choice.  
The biggest mistake a salesperson can make when working with such clients is offering them multiple choices. If a client asks for four or five styles in the desired size from the warehouse, the salesperson probably shouldn't add a couple of models of their own. The more choice these clients have, the longer it will take to work with them. Moreover, it's far from certain that they'll ultimately make a sale. Such a client may like several styles and have a hard time choosing. Ultimately, they might end up with the words, "I'll think about it" or "I'd like to look in other stores." Working with this type of client can take 20-40 minutes, or even over an hour. A characteristic feature of clients who require multiple confirmations is comparing their favorite model with others. They want to make sure that a particular model is better than others, which is why they need to see several models. And if a store is short on styles or sizes at the end of the season, the limited selection doesn't help their purchasing decision. It's very frustrating for salespeople when, after investing about an hour of work with such a customer, he leaves the store without a purchase. To avoid this, it is necessary to seek a reasonable balance in the number of models presented.

3. The third type of buyer is the one who requires repeated confirmation and a certain amount of time to ensure they buy this particular shoe model immediately. During the selection process, they, like the second type of buyer, try on several models, but, unlike them, they also need some time to make a decision. These types of buyers rarely buy on the first try. They aren't satisfied with the correct choice. Even if they're completely satisfied with the shoe model, they'll still either ask to hold the box at the checkout for a few days, or say they need to think about it and will come back next week, or that they want to look at other options at other stores, etc.

Customers of this type find it difficult to make decisions here and now, especially when they'll have to part with what could be a significant amount of money. By delaying the purchase decision, they seem to give themselves the opportunity to change their minds, a kind of insurance policy against making a rash decision. "What if I see the same model cheaper or even better at another store?" or "Maybe I'll change my mind." These are the kinds of phrases customers might utter in their internal dialogue. Ultimately, for the salesperson who puts an item on hold at the checkout, the future sale is a gamble. The chances of the customer returning are 50/50. What should we do with customers who aren't ready to buy and are putting off their purchase decision indefinitely?

A good solution for the seller is to ask them the following question:

"Tell me, what will happen if you buy shoes now?"

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This question directs the client's attention to the future, allowing them to play out different scenarios in a split second. Essentially, with this question, the salesperson allows the client to "visit the future." And since they've already been there, they might conclude that the "persuaders" and timeframe are sufficient to make a purchase decision now. If a salesperson is working with a Type III client in the showroom, it's sometimes possible to sell shoes to them, despite their complex decision-making process. Another way to use profiling in shoe sales is to calibrate truth and lies during the objection-handling phase.

The most common customer objection is "It's expensive." But as my sales experience and the experience of salespeople I've trained show, this objection is more often an excuse to avoid buying or engaging with the salesperson. If a customer doesn't like something about the product or the salesperson, it's easier to say "It's expensive" and end the conversation. Why do customers do this? Because it avoids having to tell them the uncomfortable truth. It's easier to tell a salesperson a false version of the truth than to explain the true reasons for their lack of motivation to buy.

Telling lies or not telling the whole truth is a characteristic trait of many people, as in uncomfortable moments our brains activate a program to preserve our comfort zone, and this is aided by an internal mechanism called self-justification. "I'm saying this so as not to harm the other person"—that's what a client might think when they try to hide their doubts or true objections behind the objection "it's expensive."

To understand what's really behind the "It's expensive" objection, a salesperson can use a great technique called the "Just Assume" method.
After the customer says, "That's expensive," the salesperson might ask, "I understand, but let's assume we've agreed on the price and it suits you. Are you then willing to buy this shoe now?"

At this point, the buyer's reaction will indicate how sincere their answer was. A pause, a shift in focus away from the seller and the product, or a response like "Well, I don't know" will likely indicate the presence of completely different and genuine objections to the purchase. It turns out that price alone isn't a barrier to purchase, and there are other reasons (doubts) the buyer hasn't yet voiced, which the seller should explore with questions like these:

• What else do you doubt?
• What else is stopping you from buying?
• I think you still have some doubts. May I ask what they are?
• It seems there's something else bothering you besides the price. May I ask what it is?

If, in response to the seller's question, the client clearly and confidently, without looking away, states that they are ready to buy the shoes, then it is time to work on objections regarding price.

Example:

Client: “This is an expensive model.”

Salesperson: “Yes, you are right – this model is worthy of select clients, and I think you are one of them.”

Client: “It’s still an expensive model.”

Seller: "A small difference in price is no reason to deny yourself everything you really like!"

Even if objection handling techniques don't change the customer's mind and they're not ready to buy shoes above a certain price, the salesperson can and should offer a similar product in a lower price range. Therefore, a professional salesperson must always be alert and able to distinguish genuine customer objections from false pretenses and excuses.

Using profiling in sales can significantly improve the effectiveness of salespeople's communication with clients, which will translate into higher sales funnel conversion rates. Business is psychology, and with the keys to accessing the client's mind and understanding how they think and make decisions, a salesperson creates added value for the company in the form of first-class service. While these are just empty words, they are achievable. However, translating them into action will require restructuring the sales management system and developing customer service standards.

Profiling is a dynamic process that requires adaptation to changes in the market, and its technologies, briefly described in this article, can be used in a retail shoe store to create standards for how salespeople work with customers.