What To Do & Not To Do In Sales
He slid effortlessly into the chair and before I knew it, he had popped open the oyster shell of his laptop and was pointing his screen menacingly in my direction. Uh oh! Powerpoint slide after powerpoint slide bombarded me with detailed data, specs, diagrams and text information. After 20 minutes he stopped the torture. “Wow”, I thought, “he hasn’t managed to ask me even one teensy question during this session of our first meeting”. How does he know what I want?
What could he have done with me?
He could have asked me a few questions to ascertain what I was interested in. He could have holstered his weapon before drilling me with detail, dross and pap. Of the ten functionalities of the whizbang, there were only two or three that were of any match with what I needed. We could have dispensed with all the irrelevant detail and gone straight to the finish line with the “hotties”. We could have spent the bulk of our time talking about the aspects which were most likely to lead to a sale. We had limited time and he limited his own chances of gaining a new client by telling me everything, instead of only those things I needed to know, to make a buying decision.
Here is a simple questioning step formula that will help you get to the heart of the matter and uncover where you can be of the most assistance to the client. Start with either where the client is now or where they want to be – it doesn’t really matter which one you ask first. This is because what we are trying to understand is how big is the gap between “As Is” and “Should Be”. By the way, unless the sense of immediacy about closing that gap is there, then there will probably be “no sale” today.
Having plumbed the parameters of the current and ideal situation, next enquire about why they haven’t fixed the issue already.This is an excellent Barrier Question and depending on the answer, you might be the solution to fix what they cannot do by themselves.
Finally, check on how this would help them personally – what is the Payoff? They may need this fix to keep their job, hit their targets, get a bonus, get a promotion, feel job satisfaction, rally the troops – there are a myriad of potential motivators. Why would that particular question be important? When we come to explain the solution to the problem, being able to address their closely held personal win, helps to make the solution conversation more real and relevant.
Remember to: stop getting into telling from the start and instead go into questioning mode; use a simple questioning model of “as is” and “should be”; check on barriers stopping them fixing their own issues and ask them the payoff question – what is in it for them if this works well?
