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Business Aspiration
I got my foot in the door (a meeting), now what do I do?
First, I must describe the spiritual aspects of prospecting so often overlooked by others: Before I get in the door of the prospect's office or invite them to into my facility I like to say an affirmation of positive results for what is intended for the call. This helps set intention. In addition, I also pray that what ever God or Spirit desires out of this situation may be the outcome results. This takes the pressure off and helps me just be myself. I cannot emphasize the importance of this vital step to success for every call I make.
Many sales programs focus on how to ask questions and what to do when you get in the door. This can be over-complicated. I'll break it down into the five key steps I do on every call:
While walking to their office or conference room (First 3 - 5 minutes): 1. Establish rapport. a. Discuss a current event. b. Mention the day or something about their office - I try to be unique in my style. c. Try to establish common ground.
I know one salesperson who only does this on their first meeting -- they don't talk shop at all. It always helps to start with some smiles than jumping right into business discussion.
2. The reason for the call is stated clearly. This should be the same reason I outlined in sending a preliminary agenda to the prospect OR at the very least on our telephone call or email exchange. Situation questions can confirm this reason but they should be kept to a small minimum. Example: Q: You mentioned a need for x by October. Is this correct?
3. Expand the implied need. Examples of questions which expand the implied need are as follows:
Q: How can you currently support your project if three key people quit tomorrow? Q: What does this problem you have mean to you? Q: Can you explain the challenge you have with xyz?
These questions may actually be about needs related to the situation need but also influenced by that problem - indicating the larger, costlier problem often at hand. I must be careful during this process to not push or assume I understand prior to gaining a full understanding of the prospects issues. Listening skills are vital in this process as much as the questions I ask.
4. Confirm the need. Now I Broaden the Need to cover other areas of the organization.
Q: If you miss your project deadline, who else will that impact? Q: If they don't receive it on time, will that impact your financials? Q: So, then, the CFO (or Controller) might be concerned about this too?
I ask to address each concern with each party and gain introduction to broaden reach within prospect by helping each party who is immediately impacted by the problem.
5. Come to agreement.
Now I can coach the customer into stating their problem through if-then questions, then come to agreement on plan of action to address the need.
I keep my proposal and my sales pitch in my hip pocket. This is for when I come back with the solution proposal in hand. If they expect the overview, I pull out a couple of slides which cover the salient points of my company - but I leave the larger, 5 - 10 slide dog & pony show in the bag for the next visit, when all the decision makers are present and they are expecting a solution.
The meeting should last no longer than committed previously. In addition, there should be a takeaway for both parties at the end of the meeting. The prospect should have a list of action items helping furnish the information to provide me with a complete assessment of their environment. If they are unable to provide this information, I may offer to conduct a "needs assessment for them" (often at a fee). At the end of the meeting, we agree on the date and time for the next visit to present a preliminary finding solution proposal (without money). Following the meeting, a letter of agreement helps solidify our agreement to work together to build a business solution.
If this letter of agreement is skipped - the likelihood of closing the sale drops dramatically.
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