4 Best Practice Sales Strategies [SlideShare]

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3. What is the information you really need to gain in order to properly position this? Clearly you need to understand what the lead’s goal is, and whatever he or she tells you about his needs and wants. But you also want to go beyond that. What is his role? And what has his role been in similar purchases? Has he ever bought anything like what you’re selling before? How did he do it last time? Did he involve other people? Learn his buying patterns, and discover how likely he is to make a decision going forward. But let’s also look at the timing. Has the company been looking for a while? If so, why? Has he spoken with other companies that they are no longer considering? If so, why? Why have they rejected some things? Is there an internal bias? Have they realized that certain things will work and certain things won’t? Here’s a question: How come they’re even looking? How come they aren’t using last year’s solutions again now? Did something change? Did something develop in their company? Are they new? Are they reacting to some competitive landscape issues? By understanding their timing, understanding how they arrived at whatever budget, and timetable, you’ll know what you’re up against. Check to see if the company had one of their individuals look in and spearhead the effort of finding a solution. Why was that particular person the one chosen to be in that position? Is that typically the way their process begins? So let’s go beyond simply his or her title. Usually the salesperson says, “Does his title include the title of my product? And if so, he must be the right person. And he must be thinking about it in one kind of way. Now, I need to go way beyond that with the information that I gained.” 4. And finally, reaction. What is the reaction we’re looking to get, and what is the feared reaction or anticipated reaction that they have when they consider telling somebody else about your sales. There are many cases in selling where there are other decision-makers who we never get to meet. The customer says to you, “Okay, this is interesting, but I’m going to have to talk to my boss.” He might be thinking, “If I tell my boss this, my boss is going to think that I’m wasting time, or I’m an idiot, or I don’t get something.” Well, if that’s the case, then he’s not going to tell his boss. On the other hand, if he thinks the boss or the other people in the company are going to think that he’s a hero for introducing this great new offering that you’re presenting, then HOORAY! That’s precisely the reaction that you want to achieve. So let’s understand what his reaction is likely to be. Will he tell others in the organization about you and your service? What is his reaction going to be in terms of helping you get exposure in their company? What is the reaction you’re looking for? Keep in mind that a smiling, happy, nod is not the only kind of reaction that’s going to work. You may be presenting something that introduces a brand new emerging technology or a new way of looking at something, in which case you’ll need to educate them and possibly challenge them. Don’t be afraid of them momentarily going, “Wait a minute, I don’t know that that’s going to work.” This could be what it’s going to take for them to be able to see that what you have to offer is of great value.

3. How are you going to open up the meeting? Now, there’s no one right way to open every meeting. But you should think about it. You need to make a decision. But I’ll tell you what works for me. In the friendliest way possible, early on in every proposal meeting, I say something along the lines of, “You know, thank you Mr. Prospect or Ms. Prospect for meeting with me today. I’m hoping that we’ll be able to put together a deal. And if we do, do you think my services would be implemented right away?” That question will give you an answer to something that you’re eager to know, and it will be extremely helpful. You might be hesitant in asking this question or asking it in this manner. No worries! Translate it into a way that you can ask it. Or if that’s not the right question for you, find the right question for yourself. But keep asking yourself, “Is this always the best way to go?” and adjust the opening with each meeting. Customize the solution for your prospect. 4. Defend why your proposal is right. Many times, I listen to salespeople on the phone, and I can hear them explain the pricing. But they don’t say what I really want them to say from the prospect’s perspective, which is a very reassuring message. “Hello Prospect, you know, after we spoke, I went back and looked at my notes. I talked to my staff. I went to our service team. I did a little research and a little brainstorming. And as a team, we came up with a plan that I think you’re really going to like. It really addresses the issues that you’ve pointed out and that you’ve told me about. I know these were important to you. Anyway, that’s how we created this proposal.” Now maybe that’s not exactly the way you would say it. But something along those lines would be reassuring. After all, people react and reciprocate. If you act with enthusiasm, the prospect is more likely going to be enthusiastic also. If you act like you don’t care, then why should your prospect? Let’s always remind ourselves of these four things we should do when we’re presenting a proposal over the phone: 1. We’re verifying information. Involve the customer in developing your solution. Show someone your sale in writing before the proposal meeting whenever possible. Showing an outline of the proposal in advance gives you a chance to react and adjust. 2. We’re strategizing how far in advance to send the proposal. There is no one magical time in which all proposals that are sent over are magically approved. Decide whether or not the proposal is powerful enough to speak for itself or make sure that you set aside the time to go through it with the prospect. 3. We’re deciding how we will open. Tailor a friendly opening and be prepared to ask what you need to ask to find out what you must. 4. And we’re preparing ourselves to defend why our proposal is right. Are you giving your prospect reassurance? Have you completed thorough research, and are you prepared to give evidence to your claim?