Train your Salespeople to Align with Your Prospects
When you buy something, you often first make the decision to buy on a visceral level. Your salespeople can help the buyer achieve this emotional connection to your offering.
Use the old adage: Hurt and rescue. The more a prospect hurts, the more eager he is for rescue. The result: a strong emotional bond between the rescuer and the rescued.
Your salespeople must ask a lot of questions to get this to work. If you can identify a $10 million problem across the company and guide the prospect toward discovering a rescue that would cost $1 million, you’re in a great position. Only after you’ve identified a significant financial impact can you afford to propose a rescue.
Once you identify a goal to achieve, a need to satisfy or a problem to solve, here are a series of questions your salespeople could use to further understand and qualify what our prospect’s current situation looks like:
- How are you doing this [process that could involve your service/product] today?
- What’s stopping you from achieving your goal?
- How much time and money does this current process take?
- What is the impact to your company, organization, and to you personally?
- What is the cost of doing nothing?
- What capabilities have you looked at to address these challenges?
Recap what you heard by emphasizing the measured “hurt” you collected. Then it’s time for the rescue. Something along the lines of:
- “When looking at” [area of address]
- “Would it help if” [person who will be taking action]
- “Could” [description of how your product or service would be USED by prospect, using an action verb, not benefit statement or descriptive noun].
- “How would this impact your organization?”
- “So what you’re saying is” [summarize what you heard and connect with original
- goal], right?
At that point, if your buyer agrees that these capabilities can help him achieve his goals, you have developed a solution in his mind. Remember that the conversation you’re having is all about the prospect, her situation, the impact to her organization for doing it that way, and how she sees your capabilities as part of her solution. It is not about you.