BWSmallBiz -- Sales October 9, 2009, 5:00PM EST

The Art of the Soft Sell

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Keith Linsalata, Art Flower & Gift Shop Mark Asnin/Redux

Charles B. Crawford Jr., Private Bank of Buckhead Ann States

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who had shown up in tears with her mother the night before—30 minutes after closing—because she had just ditched her florist, with her wedding just three days away. Meanwhile, a sales associate was helping the store's delivery driver, who didn't want to drop off anniversary roses to an empty house on a sweltering day. The associate consulted Google Maps and the store's database to find some of the customers' nearby relatives who could take the roses.

Starting a dialogue without seeming forced and unnatural, and offering information that will lead to a sale without seeming pushy, can be tough for some salespeople and business owners alike. "This is about being engaged and looking someone in the eye and being educated and able to educate consumers when they need it," says Hoch.

Atlanta's Private Bank of Buckhead, which has 21 employees and $7 million in annual revenue, tries to create a dialogue with its customers through luncheons and other events. The bank caters to the wealthy and to small business owners, although the minimum required to open an account is only $100. Most people come to the bank through recommendations, and the bank's revenues are nearly triple what they were a year ago..

One way the bank gets to know its clients is by hosting monthly luncheons, where clients are introduced to bank officers and board members in an informal atmosphere. The purpose is not to sell a particular product but to gather useful information. "We use this luncheon for multiple purposes. There is no mass-selling agenda," says Charles B. Crawford Jr., the bank's CEO. "It's a chance for clients to provide feedback and for us to listen." While the luncheons may not lead directly to sales, they help the bank's relationship managers understand what clients may need in the future.

At Yoforia, Kim uses Facebook to connect with customers and to try to build a community of loyal followers. Online, Kim talks about new flavors and solicits dessert ideas. Recently someone suggested using pomegranate seeds as a topping to go along with the pomegranate dessert, so Kim began adding them. Other customers said they were disappointed the store stopped offering its dark chocolate flavor, so he brought it back.

Art Flower & Gift offers free seminars on wedding and party planning, where it invites couples to meet with other wedding vendors, such as bakers and photographers. In an informal setting, potential clients are offered information on flower arrangements and wedding cakes. "People want information, and they don't want to feel hammered to buy," Linsalata says. He also offers free flower design classes, figuring that people who are introduced to his business are more likely to become customers at some point.

All this is a lot easier if you can hire people who take naturally to the customer-centric sales model. "Consultative salespeople are problem solvers and conceptual thinkers and tend to look at the big picture," says Miller. You can use behavioral tests, such as the Myers-Briggs and DISC, to screen job applicants for these traits, but more often than not, Miller says, a sharp entrepreneur can spot the right candidates during the interview process. "People who apply for certain jobs will share the interests of the company," adds Miller. So Kim looks for customers who love his yogurt, and Linsalata for avid gardeners or people who already love plants and flowers. Typically, consultative salespeople are paid a salary rather than a commission, as this most often promotes taking a longer view of selling.

Crawford says he often hires bankers who are refugees from large banks where customer service is typically less than stellar. "We hire very seasoned and experienced bankers who share our obsession with client service," he says. "We expect this from the people who join our bank, as opposed to just selling bank products."

Linsalata spends hours interviewing his potential sales associates, who are salaried. He'll start by paying special attention to a person's body language during an informal conversation. Do candidates look him in the eye when they are talking? Are their personal appearances tidy? Can they make conversation? "I am looking for a person who is willing to engage," he says, such as extroverted personalities able to forge connections with customers. Once staffers are hired, Linsalata will spend about three weeks training them, which includes teaching some psychological sales tricks, such as mirroring: When a prospect folds his hands, the employee is instructed to fold his hands as well. When the customer touches his glasses, so will the sales associate. "It helps form a bond," Linsalata says. And eventually, a sale.

For profiles of standout independent retailers, go to businessweek.com/go/sb/retailers

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Quittner is a staff writer for BusinessWeek in New York.