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Education

disruptors. The clearest example of this is in the ques-
tions we ask. Think about the questions you need to ask a The biggest challenge in
merchant who is new to the online or phone order world.
For example, "I see you are now taking orders online. becoming truly transparent
How have you structured your card acceptance? Are you is the belief that you can't
protected against the potential for fraud?"
be transparent and succeed
This isn't influencing; it's disrupting. You are questioning
how they process payments and advising them that they in selling.
are at risk in ways they have not previously considered.
These are wise questions, but they are contrary to how
we have sold in the past. The disruption isn't negative; it's ity that is unique to that POS, address it head on. Ask the
bringing into focus a risk most haven't thought of, or if obvious question. For example, "I know this point of sale
they have considered it, have not taken steps to address. well. Do you send invoices from the system?"

I am not talking about taking a contrarian position with Being transparent doesn't mean you need to be blunt. If
merchants. There is a significant difference between a you identify something a merchant uses now that you
disruptor and a contrarian. Contrarians always seem to can't provide, ask them how important that function is. Is
respond in opposition to what you say. If you say the sky it something they require? Remember, if you have identi-
is blue this morning, they'll disagree and say it's more fied pains, and can address those pains, loss of side ben-
pale blue with clouds. efits may not be deal breakers. But if you don't let them
know some functions won't be available before the sale, it
Disruptors question the status quo because they feel can break trust irreparably. After a deal closes and a mer-
change is necessary and beneficial. In essence, they are chant expects to find a particular function only to learn
looking to better overcome the challenges merchants face you can't provide it, the door opens for them to question
when processing today. You are not disrupting the mer- every single thing you have said.
chant; you are disrupting the process.
Transparency is the key to being a disrupting influencer.
Be transparent It may be the most important key. But it's only one key.
Next, I'll discuss other aspects of being a disrupting in-
An essential part of being a disruptive influencer is to fluencer.
first be transparent. Transparency has always been a
guiding principle of mine. I have found that it's easier to
be transparent, sharing the good, bad and ugly. It builds Jeff Fortney, a senior associate at The Strawhecker Group, is a long-time
trust, as merchants know you won't be solely looking out payments industry executive and mentor. He is focused on sharing his
for yourself. industry knowledge and experience with others to help them grow their
business. He can be reached at 214-458-1379.
The biggest challenge in becoming truly transparent is
the belief that you can't be transparent and succeed in
selling. How do you convince someone to sign with you,
and tell them that the solution you offer has flaws? Or
that the solution they currently use has positives? But be-
ing transparent requires you must not let these fears lead
you to obscure knowledge of what you offer and how it
stacks up against the competition. Everything must be
on the table.

This doesn't mean you stop selling. It means you address
elephants in the room honestly and upfront. But before
you address them, you must first identify what mer-
chants use and what their needs are. Just because a solu-
tion does something doesn't mean every merchant will
use it, or even care that it exists.

Ask how merchants use their tools
While assessing their pains, if a merchant is using a POS
terminal, you need to ask questions about how they use
the POS. Do they do inventory on the system? What other
options does the solution they use provide? If it's a POS
you are familiar with, and if you are aware of functional-
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