Sticky Business: Field Days in Technical Sales

The COVID pandemic might be starting to feel like a distant, blurry, pixelated nightmare but it has had some ultra-high definition impacts on the way we do business. Not least the transition to a heavy reliance on remote customer meetings. While the crisp white shirt and pyjama trouser combo is a favourite fashion statement amongst us work-from-home lovers, trading our comfies for professional attire, and getting in front of our customers is – in my mind – where real sticky business relationships are forged.  

As sales people in technical industries, we do not exist to simply sell. Yes, I know it’s your job title and your bonus depends on it, but your job is to bring value and solve the customer’s problem. You want to be seen (and preferably actually be) a trusted advisor, not someone who’s just trying to get in their pocket. I believe, you can only achieve this by being human. By being face-to-face.  

Plus, in-person meetings allow you to see the locations, meet more of the decision-makers, and if you’re really attuned –learn something that could help strengthen your business relationships. Also consider this, if your competition won’t make the effort to meet your customer face-to-face, is it a plus that you do? 

Here’s how to make the most of days out in the field (spoiler alert: it’s all about being prepared).  

1. Be Prepared - Territory Planning 

So, you’re ready to be a human and not just an image on the computer screen? Before you get too excited and swap your slippers for work shoes, it’s time to take a good hard look at your territory and account list. 

Without a clear strategy, it’s easy to spend disproportionate time on accounts that don’t contribute significantly to your sales goals. We all love having a catch up with our easiest and friendliest customers, but this isn’t necessarily where we’ll make our revenue targets.  

Start by segmenting your accounts. How you segment your accounts is up to you but I like this simple, low-tech (so old-fashioned) ABC segmentation model: 

• A Accounts: These are your high-value customers - key accounts, rapidly growing clients, or those with substantial spending. They may be at risk of being targeted by competitors. Legislative (or other) changes might mean they currently or will soon have significant cash to spend. They may be large organisations with significant opportunities for cross-selling new offerings or deeper penetration. Or they may generate revenue that you absolutely depend on to make target.  

• B Accounts: These clients show steady growth and regular funding but lack urgency. You may know their spending cadence and can easily align meetings with their timelines. While important, they don't demand as much immediate attention as A accounts. 

• C Accounts: Long-standing and loyal, these customers require minimal face time. You can rely on them to make contact if the competition creeps in or there’s changes to their financing. They can be managed primarily through digital communication and occasional visits. 

Territory planning forms the backbone of your field days. Develop a structured plan that allocates time based on account priority. This involves creating a call rotation plan that schedules visits to A accounts more frequently, while B and C accounts receive attention as needed. Prioritise where you can move the needle most effectively. Over-invest in customers that fall into the A category. If an account is neither big, growable, nor at risk, then why spend your time there? 

2. Be Prepared - Plan and Set Objectives

Hopefully, from your territory sales plan, you are clear on the customers you’re going to visit on a day out in the field. But the planning doesn’t stop here.  

The key to avoiding an unproductive field day is to map your route, plan out your schedule, and set clear objectives before your work shoes hit the pedal. What do you want to get out of each meeting? It might be: 

• Getting feedback/testimonial on how a new piece of instrumentation is performing. 

• Addressing a pain point or objection raised in the last meeting. 

• Scheduling a follow-up meeting to close the next phase of the deal. 

Take a strategic approach to each day. Don’t overload yourself with meetings or fill your day with easy accounts. Focus on the quality of the interaction and how much value you’re adding.  

Side note – schedule in lunch. Skipping lunch won’t make you the best sales person, it’ll just make you hungry.  

3. Be Prepared - Understand What You Don’t Know

Our products are scientific and complex. Our customers are knowledgeable, sceptical and discerning. And so, whether we’re out seeing customers or prospects, we often face complex, highly-technical questions. We’re expected to be dual experts: both savvy salespeople and walking encyclopaedias of the scientific universe. If you can’t confidently discuss the science or technical specs, you risk losing credibility.  

You may not know the answer to every question, but you can always be prepared. If a customer has previously expressed concerns about the efficiency of your product, then spend some time swotting up on it - ask your colleagues and technical specialists for insights, and prepare possible solutions or improvements. It might even be worth asking one of your technical experts to join you for a more in-depth discussion. 

4. Be Prepared – Bring Value to Every Interaction

Whether you’re seeing a long-standing customer or a brand new prospect, you should bring value to every interaction. And, you’ve guessed it – this means being prepared.  

Bringing value isn’t bringing cookies. If cookies solved technical problems, our bank account balances would look a lot better. Bringing value is about understanding where your customers are and what they may want and need (even if they themselves don’t know it yet). For example, if you’re visiting a prospect for say, the third time, and you understand their objections – make sure you’re armed with data, case studies, or ROI metrics that will help alleviate their concerns.  

If you’re visiting a loyal, long-standing account, take the time to review how they’re currently using your product or service, and offer suggestions for optimising or improving their processes. Perhaps there's a feature they haven’t fully explored yet -point it out, along with any small tweaks or upgrades that could boost efficiency or reduce costs, even if it’s slightly outside your original scope. And, if you’re rolling out a new product or service, let them be the first to try it. They’ll feel valued and you’ll get honest feedback from a customer you trust.  

5. Be Prepared – Mind the Logistics 

On a practical note, technical field sales can involve cumbersome equipment or samples. Plan the day’s logistics to avoid mishaps – ensure demo devices are charged and functional, have backup supplies, and pad your travel schedule to account for traffic or setup time. Nothing undermines a field day like rushing or showing up unprepared.  

6. Follow-up Quickly  

Finally… a tip that doesn’t start with “be prepared”! Whether or not your promised to provide further information, it’s always worth following up. If you said you’d send over a brochure, a case study, or some data, do it and do it quickly. Otherwise, simply recap the key points from the meeting – and perhaps include something useful that they didn’t ask for but will appreciate anyway (like a relevant article or webinar). 

Final Thoughts 

Field days in technical sales are where you move from just being a vendor to becoming a trusted advisor. Planning, understanding your customer’s needs, and continuously adding value are the keys to turning face-to-face meetings into sticky, long-lasting business relationships. 

If you want to exceed your sales target, it’s crucial to prioritise high-value customers and focus on quality over quantity during field days. And if your competition isn’t showing up in person, you’re already one step ahead.  

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