In Chapter 15, we discussed the five phases of a Client Centric Sale. If you have in the past tried some of the more popular multi-step sales program, you might be a bit leery of yet another. I don’t blame you – I’m skeptical of these “one size fits all” approaches as well. Every aspect of the Client Centric Sales methodology may not work for everyone or every industry, but there is enough useful information in this series that you should be able to customize it to suit your own unique requirements.
While not all phases need to be taken in any particular order, I have found that the order outlined below, if the situation allows, is the best way to begin. As a review, they are:
- Confirm the Business Case
- Confirm the Budget
- Confirm the Scorecard
- Confirm the ROI
- Maintain the Client
The purpose of these phases is not to create a solution, but to solve a problem. You will need to be careful and not get absorbed with your own solution at this point. It is difficult for salespeople to enter a prospect’s office and not have a preconceived notion of what they need. Your prospect may even be telling you exactly what they think they need. Please reread Chapter 8 and Chapter 9 for background on these troublesome assumptions and how you should treat them.
We are going to explore Confirm the Business Case first. This phase includes both the salesperson and the prospect examining the problems to be solved, creating an agreement on terms, eliminating assumptions, and verifying that a solution exists. We then conclude this phase after we jointly understand the impact that our solution will have on the prospect’s business, both the positive impact and the negative impact.
Don’t talk about your solution; instead listen for the REAL problems
It has become very fashionable these days to talk about solutions. I keep hearing salespeople saying variations of “Mr. Customer, I don’t want to sell you a product; I want to sell you a solution.” But a solution doesn’t mean anything unless it is applied to a real problem and creates some kind of ROI. That’s why it is so important to have a full understanding of your prospect’s problems. Even if you can control your own predisposed inclination to talk about the great solution you can offer, your prospect will be pushing you to do so. Resist this with all your strength. Solutions are a dime a dozen; the value you bring to your prospect is the experience and integrity that you apply to clearly understand the problems facing them.
How do you keep the conversation focused on understanding a prospect’s problems? I have found the best way is to take each statement they make and turn it into a question that asks about problems, results, or issues. Let’s use the example of a Visitor Management System, or VMS. If a prospect were to ask you to sell them a VMS (a system which manages all aspects of a non-employee’s visit to a facility, including a temporary photo ID, safety briefing, NDA signatures, mandatory escort, etc.), you could answer in several ways:
- “A Visitor Management System, or VMS, means different things to different people. What does that term mean to you?” (define terms)
- “What kinds of problems are you experiencing by not having the right kind of VMS in place now?” (define problems)
- “What kind of results would the perfect VMS give you that you aren’t getting today?” (define results)
- “What kind of issues are you trying to address by installing a VMS?” (define issues)
Each of these questions helps to understand the core problems our prospect is experiencing, the results they are hoping to achieve (and thus the scorecard that will be used to measure us), and the issues that they are facing. This process of question and answer will help you to continue the important task of continuously qualifying your prospect. We all know that sales is about addressing the pain/gain issue. If their problems aren’t big enough or real enough, no product or service will be a good solution for them, so never stop qualifying.
As you work through this process, focus on developing your questions so that they continuously clarify your prospect’s problems, desired results, or existing issues. Every time a solution pops into your head, adamantly push it right back out. This is not the time to jump into features and benefits. An independent consultant gets all the issues on the table before trying to find a solution. If you are to be a trusted advisor and consultant to your prospect, you will need to act in the same way.