The Sales Handicapper

Five Most Important Sales Questions - Decision Makers

We're continuing our deep dive in the Five Most Important Sales Questions.  While budget is the most important question and decision criteria is the hardest to get a straight answer,

3.  Who else are you involving in this decision?

...is the most sensitive, by a lot!   No matter what level of the decision tree you're playing at, there is no full proof way to ask this question and not raise the temperature of your prospect and lower the temperature in the room.

The way I've phrased it above is about the closest I've been able to come up with to quickly get the question out there without making it sound like I'm asking the prospect if they require permission to go to the bathroom.   The question has to be asked quickly, quietly, firmly, but humbly.  If you accomplish that then you have only to deal with the factual response, not the emotional one.  And, by the way, there is only one wrong asnwer to this question: "no one; I am the sole evaluator and decision maker". Unless you're dealing with a sole proprietor who is an only child, with no living relatives and unmarried, that cannot be the correct answer. You must probe deeper and find out who the person or persons are they will seek assistance from.  There will always be at least one more.

You're trying to achieve three primary results from asking this question:

1. Validation that a decision is imminent.  Show me a primary contact who can't quickly share who else will be involved in the decision process and I'll show you a sale that won't happen when they say it will.  If they hem and haw about who else to involve then you MUST GO BACK AND ASK THE BUDGE QUESTION AGAIN.  If money is allocated then everyone knows who has to approve the purchase.  Another reason they may not know, is that you're not at the right level.  Go higher.
2. Information on who they "want" to bring into the decision process and who they "need" to bring in.  That's right, WANT and NEED play a role in this question just as they do in the previous post.  Believe it or not, in this case both are equally important.  The WANTS provide emotional and political cover.  The NEEDS provide business and financial cover.
3. Introduction to the other decision makers.  We all know we are the ones who need to be selling our solutions, not the primary contact.  Making "that" sale may be the most important one of all and the sale will NEVER become personal to the other players without a personal meeting with you.

If new players emerge, then you have to ask all the questions again (and expect different answers).  If your prospect says nothing has changed when a new person enters the process, be sure and probe deep with questions about the new person(s) background, position and role.  Check them out on LinkedIn to see if they have a prior relationship with a competitor, etc.  New players almost always mean change. Don't be lulled to sleep by a primary contact who doesn't know as much as you do about how these decisions get made.

That brings us to the final point.  You should be experienced enough to know who the typical decision makers and influencers are for your solutions and the vertical markets you sell into.  If your prospect leaves someone out, don't be shy about asking, "typically, in companies like yours, the (fill in blank title) usually weighs in on this type of decision.  Is that the case here as well?"  To not ask the question is to set yourself up to be surprised when it's too late to recover.

Remember, while the decision maker question may be the most sensitive to ask, it is also the most valuable one to know the answer to.   What's been your experience?

 

Five Most Important Sales Questions - Decision Criteria

In continuing our deep dive into the Five Most Important Sales Questions we come to:

2.  What are your decision criteria?

While the first question regarding budget is the most important, the decision criteria question is probably the hardest to get a straight answer.  Why?  Because the old adage that people buy on emotion and justify with facts later is true even more today than ever!  Even if the prospect is using a formal RFP process and assuming most of the listed criteria are evenly weighted amongst competitors, winning still comes down to the best story and relationships.

So, how do you make sure you've identified the criteria that will make the MOST difference between winning and losing?  Ask the prospect to clearly define the criteria in two columns; NEED and WANT.  If they can't do that, then assume they're not really serious about buying and go back to the budget question and re-affirm the business need.  If they can differentiate between the two, then quicky review the NEEDS and make sure there are no "knock-out" issues for your company.  If there are none, then focus your time and energy on the WANTS - because that will be where the decision is made!

In reviewing the WANTS, you must address them as if they are NEEDS until the prospect says otherwise. This is very important because assuming the NEEDS are going to be evenly addressed by you and your competitors, the winning difference will be in how many of the WANTS you can deliver that they can't. Also, make sure you also ask "who" has helped determine the NEEDS vs. WANTS.  If it's only your primary contact, be wary.  Just as in real life, WANTS are prioritized by rank (just ask my wife and kids).  If the WANTS are only those of your primary contact (me), you stand much less of a chance winning on them than if they are owned by Power (my wife and kids).  Be sure and probe into "who" owns the wants and whether your primary contact knows the "why" behind the "what".  If they can't sell you on why the item is in the WANT column, then ask to talk to the one who owns it.  If they refuse then ask them if it can be removed from the list.  This will most likely lead to you either speaking to the WANT owner, or discovering that the owner is your primary contact and the WANT is theirs alone. Either way, you have an answer you can act upon.

The interesting thing about NEEDS and WANTS is that oftentimes there is a very fine line separating the two.  If one of their WANTS is one of your unique differentiators, then spend the time to get it moved over to the NEED column.  Why not just leave it where it is? Because the more WANTS they have that are unique to you that you can get moved to the NEEDS column, the more pressure it puts on your competitor(s) to meet the minimum requirements.  CAUTION:  Your competitor(s) is going to try and do the same thing to you.  That leads us to the final point.

The decision criteria question is also the most fluid of the five because the definition of NEEDS and WANTS can change throughout the sales process.  New information offered by you or your competitor(s) may cause the shift of one or more criteria from one column to the other.  That is why you must continuously re-affirm the decision criteria with each interaction you have with the prospect.  Any deviation from the current path requires further review of all FIVE questions to uncover any new decision makers, influencers, criteria or timing.  It also requires re-evaluation of where you may stand in the process.  You may move from first to last in the blink of any eye.

Remember, if you don't take great care in accurately and continuously assessing your prospect's NEEDS vs. WANTS throughout the entire sales process, you'll lose control of the conversation and your prospect will buy someone else's story - and then give you a long list of "facts" as to why you lost.

 

 

Five Most Important Sales Questions - Budget

I've received quite a bit of feedback on the Five Most Important Sales Questions post.  Most have been requests to address each question separately and in more detail.  I'll take them one at a time, so here it goes.

1. Are you budgeted to purchase this year?

Of all the questions, this is the most important (and most obvious).  Regardless of how favorable the responses are to the other four questions, without this question being asked and answered with strong affirmation, nothing else matters.  NOTE: (If they aren't budgeted and you are trying to convince them to re-allocate funds to your solution, then refer to Time, Tools and Talent post.  Today, we are dealing with the situation where your prospect indicates interest and wants you to invest your time and money in selling them.)

The budget question doesn't have to be the first one asked, however.  In fact, in most cases it shouldn't be asked until the question of where "they" are and where "we" are in their budget process have been addressed.  Asking the budget question too early will undermine your credibility.  Plus, when asking the "where" questions, you may discover the true answer to the budget question without having to ask it directly.  But, make no mistake, you have to ask it BEFORE you agree to spend any more of your time or your company's resources in the sales process.

Being budgeted is NOT the same as being in the budget or being proposed for the budget.  What you are trying to determine is if they have both the responsibility and authority to spend the money now and if it is already allocated.  Quite often, we can get caught up in the strong desire of our buyer who has the responsibility for successful "application" of funds, but not the authority to "allocate" them.  Understanding the difference behind the distinction can make a big difference in the quality of your sales pipeline.

There are literally thousands of websites that address the budget (read: price) "objection", but very few that actually address the harder question of whether the person you're talking to can actually spend money so here are a few ways you might ask the budget question:

• Are funds currently allocated for this project/purchase?  (If so, you need to find out under what conditions the funding could be taken away)
• When do you need this up and running?
• Are there any other projects/business goals dependent on this happening now?
• Do you share this budget with anyone else?
• What happens if you don't spend the money this year?

I'm sure there other ways to ask the question directly in order to receive a direct and unequivocal answer.  Don't get too cute and don't forget that once you ask the question, shut up! This is one question where the absence of a strong affirmative response is a negative one.

I love you Fox News, but...

...you're killing me!  I know the economy is still bad and that unemployment is still high.  I know that housing sales and mortgage rates are at an all-time low and mortgage defaults are at an all-time high.  I know that banks aren't lending unless you have the credit rating of a Saudi prince and that credit card companies are going to start charging a premium for using their card on odd numbered days.  I know the Democrats are the root of all evil (unless you're a Democrat and then it's George Bush).  I know that healthcare reform will kill us and that raising taxes won't leave us enough money to bury the dead. I know that the only thing being "stimulized" is the growth in the federal government and that our country's debt is a number bigger than Stephen Hocking can calculate.  I know that Glenn Beck is right and the USA is the only remaining house on the hill.  I know that you are the most watched news channel in our solar system and that MSNBC is less than moon dust. I get it, OK?   Can you please stop the shouting? 

I watch you every night, but I'm finding myself changing the channel after the fifth time I've heard the same point.  I have to live and "work" in this country, but if I keep tuning in I'll be so depressed that the only thing I'll be able to work is my welfare debit card.  It makes it really tough to sell when you guys deliver more drama in a single 30 second story than a whole season of Hell's Kitchen.  Heck, I was already checking my homeowners insurance from the lead-in on Hurricane Daniel before I realized I don't own a home in BERMUDA!

Tone it down a bit please.  Lighten up.  It's OK to report the news and even to share your opinion.  But if you want hard working, law abiding, God fearing salespeople to keep watching, you gotta make a deposit in the love bank every now and then.  It may be the only asset we have before long.  (See, now you've got me doing it!)

Cellphone Selling - Words to the Wise

We've all heard these statements before while cellphone selling; "Whoever is calling from their car, please go on mute!"; or, "hey, can you speak louder?  I'm in my car and I can't hear whoever is speaking!"; or, my personal favorite, "Sorry, I'm in the airport and I can't find someplace quiet".  (I'm sure you've got some great lines too and I invite you to share them in the Comments section)

This is not rocket science folks.  We all think that because we are all busy, EVERYONE will give us a pass for being rude and not respecting our prospect's time.  Bad audio on a phone call is like taking a test on a subject you don't know anything about; you eventually complete the test, but most likely won't get the result you desire.

Just remember these words to the wise when cellphone selling, either 1:1 or, God forbid, on a conference call using a web platform (a post for another time).

1. Don't make a sales call from a moving car - no matter what you do, the road noise and cell tower tag will disrupt the call.
2. Even if you stop the car, make sure the air conditioning vents are not pointed right at you (unless you want your prospect to think you really like them)
3. If you're in an airport and you can't find a quiet place to call from, reschedule the call.  Or better yet, plan better and don't schedule or make a sales call when you are going to be rushing around in the airport.  Loud noises will cut your call short anyway due to your prospect's annoyance factor, so don't set yourself up to fail.
4. If you're calling from a public place you are either shouting or speaking too softly for your prospect to hear.  Either way, someone is annoyed.  Get to a "private" place, not just a "quiet" place.
5. Remember, good audio can overcame bad video, but not the other way around.  If you're conducting a sales webcast from your cellphone and PC and your slides are so good they would make Rembrandt weep, but your audio sucks, the call is a waste of time.  You'd be better served using no slides and verbally painting your presentation with a good, clear phone connection.

Being busy and being polite are not mutually exclusive.  Your consideration of your prospect's experience may be just the difference to help you win 51-49. 

The Dangerous Disconnect

No, I'm not talking about what happens when you drunk dial your wife at 2am.  What I'm talking about will have even more dire consequences.  This disconnect can cost you more than your life; it can cost you your job.  The disconnect I'm referring to happens when you cross a mid-level "innovator" buyer with their own "late follower" company.

How many times have you been able to excite and even sell your prospect (innovator) only to find out later that their company is a "late follower".  At best, the sale stalls.  At worst, it dies.  How do you make sure there is no disconnect between your prospect and their company?  Try these questions early in the selling process:

1. Tell me about the last innovation "you" were able to approve at this company? - If there isn't one or if its was minor, you really have to speak with someone higher up or walk.
2. Who, besides you, thinks this can happen?- You're listening for senior level sponsorship.
3. What are your top 2 goals for the year? - You're listening for either a strong revenue increase or expense reduction (or both).  Emphasis on "strong".  If their goals are not significant, then most likely neither will be managements' tolerance for risk.
4. What would keep this from happening? - Your listening for candor in the response.  If your prospect can't give you any definitive reasons then they just don't know what they are because they've never tried anything new.  There are always reasons why something won't get done.  This person is just disconnected from the mother ship.

These questions (along with the ones now popping into your head) presumes you've done your homework and have a fairly strong read on the company's cultural profile.  If the answers you hear don't indicate a strong connection in your favor, then nothing else you've shared relative to value will matter. Make sure there is no disconnect between your buyer and their employer before forecasting that next big sale or the next disconnect you hear may come from your company cell phone.

Lead or Follow?

This is one of the biggest and most important decisions a salesperson can make during the first few minutes of an initial sales call.  Whether to share lots of information upfront and offer few questions, or only ask questions and share as little as needed.  Fortunately most prospects have a "tell" that signals very early in the conversation which one you should do. (a "tell" is that "thing" a card player does when they have either a great hand or a terrible one which signals a skilled card player, but unskilled players miss.)

What's the tell?  If your prospect interrupts you early, then focus on questions immediately; and lots of them so they can talk all they want.  They may also want to just pepper you with questions.  That's great, but only if you keep your answers short and sweet. 

If they don't interrupt then you still need to ask questions, but you can do a little more table setting first.  Of course, if they don't respond at all then you need to drop the bomb.  We'll talk about that in another post - but I think you get the picture.

Are you a Linchpin?

It has been a long spell since my last post.  I have taken on a new opportunity and frankly, was conflicted about continuing this blog until I read Seth Godin's latest book "Linchpin - Are You Indispensable?"  It is a MUST read for anyone who really WANTS to improve their life.  Seth's speaks of art and gift giving and, much like Tim Sanders in his book "Love is the Killer App", the more you give the more you'll get, but only if you give without the expectation of getting.  It was Seth's not-so-gentle reminder that inspired me to continue sharing the gifts which have been shared with me.

Linchpin has transformed not only the way I will evaluate and lead others, but it has permanently altered how I view myself.  He has provided fresh maps for how we can become the UVP in our own companies, if we are willing to try and fail.  Everything around you is changing at rates never before imagined.  There is no better time to let the artist in you come out and give all you can to whatever occupies your time and energy.  95% of the world is waiting for the other 5% to lead them.  They always have and always will.  The only choice you have is which group to be in.

No budget? Really? You sure?

A common refrain by prospects in today's market is; "I'm really interested in what you're selling, but we just don't have any budget left this year.  Let's talk again in 2011."   This is commonly followed by, "wow boss, they are really interested in buying and I'm sure they'll buy in January. So, I don't want to count them as lost for right now".

No budget?  Really?  You sure?  Something tells me that budget is not nearly the objection we make it out to be.  One very powerful question to qualify this objection is; 

"If I could defer billing until 2011, will you sign today?".  My guess is that 98% of the prospects would reply with; 

"Well, I can't do that because I don't know what my 2011 budget will be."  In which case your response should be;

"I was just thinking that since you are so interested now,  but your 2010 budget is shot, that if we removed the '10 budget issues you would be sure we are in your 2011 budget."  (Then shut up!) The next one who speak loses.

 

Frankly, it really doesn't matter what they say next because whatever it is, you know exactly where you stand.  If they buy, you now have another problem; getting management to agree to terms (however in tough times and with a credit worthy prospect this may not be as tough a sale as you think).

 

If they say "no", then you know that budget wasn't really the issue and you can continue the selling process.  Remember, pain finds budget and pain drives urgency (see Pain, the only thing worth qualifying for in times like these).  If budget keeps coming up, you most likely have not found or created any real pain.  Keep searching and if you can't find any, then make it YOUR choice to end the sales process, not THEIRS!

The Three Stages of a Truth

Everyone sells something at one time or another.  Be they products, services, ideas, secrets, guilt or innocence, we all sell something sometime in our lives.  At the core of EVERY sale is one common element; you are convincing someone to believe in your version of the truth.  Arthur Shopenhauer, 19th century philosopher coined "the three stages to a truth"; Ridicule, Objection, and then Apparently Obvious.  The key to reaching the Apparently Obvious stage (making the sale), is knowing AND accepting where you are starting from.

Webster defines "ridicule" as "to deride, make fun of".  In other words, your version of the truth is dismissed with the consideration King Henry VIII dismissed wives.  This is the longest lasting stage and can take the form of a short email from the prospect saying "no interest at this time, but we'll keep you in mind", or "that's really handled by someone else in our organization, but thanks for calling".  In other words, you have no chance with THAT person.  If you can't go through them, then you have no other choice but to go around or above them until you find someone who has a vested interest in the truth you're trying to share.  Once you've found that person (or worn down the one who keeps dismissing you) you've now entered the most important stage; Objection.

In order to thoughtfully object to your version of the truth, your prospect has to listen to you and have an alternate version.  When you get to this stage be careful of your pace.  Your prospect has already indicated a willingness to consider your truth, but if you try and rush the process, you may push them back to the Ridicule stage and lose them forever.  If they want to move fast, then move at their pace, but do not confuse courtesy with commitment or enrollment! (See Don't Confuse Courtesy with Commitment for more on this topic).  If your pace and your process are well executed, then the next stage should come naturally and not as an epiphany.

Apparently Obvious is the position your prospect takes within their own company after they have bought into your version of the truth (they bought your product).  They will use all of the promises and collateral you've provided to convince others of your version of the truth.  Now, all you need to do is make sure to keep the promises you made and your truth will become Apparently Obvious to everyone else.

The three stages of a truth should be viewed as basic sales doctrine. If you understand and apply it you will stack the odds in your favor.  Agree?  Disagree?  Something in between?  Let me here from you.