There isn’t a business manager out there who wouldn’t want to know what goes on in their customer’s mind. What do they want? What do they know? What are they thinking?

Large corporations spend big bucks on consumer research. What colors do customers prefer? What product names are most likely to elicit interest? What music makes customers want to buy?

Sometimes big companies can’t see the wheel for the spokes. You don’t need a Ph.D. in psychology to figure out customers just want some common sense and awareness of what it’s like to sit on the other side of the desk.

There are two things your customers are thinking when they’re sitting across the desk from you. First, they want to know if you believe in what you’re selling. Second, they’ve probably been advised by personal finance experts to reject your products.

Believing in What You Sell

My wife Amy and I recently bought a television from a local store. Amy looked on encouragingly as a blue-shirted employee and I wrestled the 35-inch box-type monstrosity onto a large industrial cart.

Suddenly we were surrounded by a group of sales professionals who appeared out of nowhere like stealth ninja fighters. Several of them started to tout the benefits of protecting our purchase with an extended service contract.

I treat shopping with the same research intensity as an archeologist on the verge of discovering the Ark of the Covenant. People have suggested I’m more like the retail Marquis de Sade, reveling in others discomfort. Whatever the case, I wasn’t about to let this opportunity go untapped.

“I thought I just selected a fantastic television, why would I need a service plan?” I asked.

The leader of these blue-shirted ninjas stammered something about the television not being a divine creation and that things break.

So I hit the team with another objection, and then another. Finally, I felt bad for them and asked, “Guys, do you know what I do for a living?”

All four post-grunge kids shook their heads “no” in unison.

“I show people how to sell extended service plans,” I said.

The adage that “no man is an island” certainly didn’t apply to this situation. It was as if I flipped on the light switch, the cockroaches scrambled and Amy and I were left to our own devices. We passed on the service plan.

Two days later we were across the street at another electronics store whose name has something to do with urban-based circuitry. We were buying a fairly expensive portable DVD player. After we selected the player, the salesperson suggested we consider the extended service plan.

You could almost hear Amy’s eyes rolling because she knew what was coming. With all of the confidence of David Ortiz approaching a T-ball, I entered the conversation.

“Well I thought we just purchased a great DVD player, why would we need an extended service plan?” I asked.

After hitting him with a few more objections I made my big revelation: “Do you know what I do for a living?”

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Of course not, his expression conveyed. “I show people how to sell extended service plans,” I continued.

Overcome with relief, he responded, “Perfect! Then you’re going to want the four-year plan!”

We bought the four-year plan. Why? Because he believed in what he was selling. And that’s exactly what your customers are thinking, do you really believe in what you’re selling?

To truly be considered credible you need to ride the product your dealership sells. That means financing the product, having an extended service contract, the extended service plan, the wheel-and-tire protection, guaranteed asset protection, credit life and disability, and purchase your dealership’s pre-paid maintenance plan. It’s not enough to say you believe in what you are selling. You have to prove you believe in what you sell. That’s what customers really want to see.

What Would Dave(or Clark) Do?

The question above refers to two well-known experts in the world of personal finance. Dave Ramsey is a Nashville-based personal finance expert and Clark Howard is an Atlanta-based consumer advocate. I’m a huge fan of these guys, and have read many of their books and listen to them almost daily.

Some consumers also listen to Ramsey and Howard and follow their advice. The problem is some of the advice can hinder the amount of business you do with customers. For example, Ramsey likes to refer to the typical auto dealership finance manager as a “lie-nance” manager, which paints a broad and not entirely accurate picture.

First, it’s problematic to cast powersports dealers into the same broad category as auto dealers. One is, for the most part, a want, while the other is a need. Trust me, there’s a big difference. Second, a powersports dealership is a place where customers come back time and time again. Maybe that’s why most business managers in powersports dealership don’t engage in unfair or deceptive practices. Lastly, most of the people who work in powersports dealerships do so because they love the sport. (And you thought it was for the money!) This shared passion between the employee and customer creates a bond of brotherhood or sisterhood, which further reinforces ethical behavior.

Ramsey also says you should never use credit for anything, which I don’t agree with. The responsible use of credit can be an advantage. It can give you immediate access, allow your cash to be invested in other ways, and with GAP and credit insurance, it can give you a higher degree of financial protection. However, I do agree most people don’t manage credit well. This may be why Ramsey advises avoiding it at all cost.

Howard gives great, wide-ranging advice on many topics, but he is commonly quoted on the topics of service contracts and credit life insurance. If you’re not familiar with his perspective you are at a significant disadvantage with some customers. Sometimes customers will say they don’t buy service contracts because Howard says they are a rip off. But that’s not exactly his advice.

Howard often says that service contracts on electronic items such as appliances, stereos or computers aren’t worthwhile, but he remains neutral when it comes to vehicles. However, he advises customers interested in service contracts to get them from the vehicle’s manufacturer.

Howard also advises consumers to never buy credit life insurance from a car dealership. Instead, they should get a term life policy, which means getting more coverage for less money. This is probably fine advice if you are buying a car. However, it’s awful advice if you are buying a motorcycle. Many term life policies contain motorcycle exclusions that void the policy if you are killed while engaging in the sport of motorcycling. Presumably, the credit life policies you offer in your powersports dealership do not have this clause.

Don’t misunderstand my comments about Ramsey and Howard. Like I said, I’m a huge fan of these guys. But it’s important for you to understand the messages they are sending to consumers and how that may affect your business. Informed consumers demand informed business managers, so you should strive to be educated.

No single article can cover the multitude of thoughts a customer may have while he or she is in your business office. But understand those mentioned and you will be well positioned to achieve your peak performance.

Mark Rodgers is an award-winning author, trainer, and founder of Peak Dealership Performance. He can be reached at mark.rodgers@bobit.com.