is my prospect qualified--and other great sales questions
DESCRIPTION
How do you uncover risks and opportunities in your sales engagements? This presentation offers some great questions to ask and tips for successTRANSCRIPT
Is My Prospect Qualified?Is My Prospect Qualified?--and other sales questions --and other sales questions
Germantown Innovation Center/ June Germantown Innovation Center/ June 1717thth ,2010 ,2010
Andrew Rudin,Andrew Rudin,Managing Principal, Outside Technologies, Inc.Managing Principal, Outside Technologies, Inc.www.outsidetechnologies.comwww.outsidetechnologies.com
703.371.1242 (mobile)703.371.1242 (mobile)[email protected]@outsidetechnologies.comwww.xeesm.com/andyrudinwww.xeesm.com/andyrudin
Outside Technologies, Outside Technologies, Inc.Inc.
Sales strategy and execution
•Sales risk assessments
•After action reviews
•Best practice knowledge transfer
•Sales discovery training workshops
•Content development, usability research, and social network analysis
•Special projects
If I took time out of my day to If I took time out of my day to attend this meeting, what attend this meeting, what would I like to gain?would I like to gain?
Know how to solve a persistent Know how to solve a persistent problem or challenge in a new wayproblem or challenge in a new way
Strategies and tactics that provide Strategies and tactics that provide me a competitive advantageme a competitive advantage
Skills I can apply to a broad range of Skills I can apply to a broad range of selling situationsselling situations
Key Problems to SolveKey Problems to Solve
How to How to reduce sales riskreduce sales risk and and capitalize capitalize on opportunitieson opportunities in an environment in an environment of great economic uncertaintyof great economic uncertainty
A few myths that trap A few myths that trap salespeoplesalespeople
It’s possible to sell with certainty.It’s possible to sell with certainty. Sales is a “numbers game.”Sales is a “numbers game.” ““Shut up and listen” is good advice.Shut up and listen” is good advice. There is such a thing as a There is such a thing as a perfect perfect
sales question.sales question. Open-ended questions are better Open-ended questions are better
than closed-ended questions.than closed-ended questions.
Hi Tom: Hi Tom:
I am the new Vice President of Operations at AccuThought, and my I am the new Vice President of Operations at AccuThought, and my company has initiated a project to make our operations more company has initiated a project to make our operations more efficient.efficient.
We are looking at companies that can provide solutions, and after We are looking at companies that can provide solutions, and after reviewing your website, we think it would be beneficial to set up a reviewing your website, we think it would be beneficial to set up a meeting to learn more.meeting to learn more.
We plan to purchase a solution next quarter, and we will be refining We plan to purchase a solution next quarter, and we will be refining our search to three potential vendors over the next few weeks. our search to three potential vendors over the next few weeks. AccuThought will conduct a thorough pilot before making a decision.AccuThought will conduct a thorough pilot before making a decision.
Can you provide us with pricing and product information for your Can you provide us with pricing and product information for your offering? Also, if you have some references we can contact, that offering? Also, if you have some references we can contact, that would be most helpful.would be most helpful.
Best,Best,Ken Thomas, Ken Thomas, VP Operations, AccuThoughtVP Operations, AccuThought
Participant QuestionsParticipant Questions
At this point, which of the following At this point, which of the following would you provide or schedule would you provide or schedule (check all that apply):(check all that apply):
product information?product information? a reference?a reference? pricing information?pricing information? a phone meeting?a phone meeting? an out of town face-to-face meeting?an out of town face-to-face meeting?
Key challengesKey challenges
1. Creating an environment in which 1. Creating an environment in which we can get to the truth about our we can get to the truth about our greatest risks and opportunities.greatest risks and opportunities.
2. Uncovering what we need to know—2. Uncovering what we need to know—quicklyquickly..
Question-driven Question-driven conversationsconversations
I.I. Foundations of trust for Foundations of trust for conversationsconversations
II.II. Questions to askQuestions to ask
III.III. Five key discovery skillsFive key discovery skills
I. Foundation of trustI. Foundation of trust----beginsbegins before before the first conversation the first conversation
IntentIntent TransparencyTransparency Shared values, objectives and goalsShared values, objectives and goals EmpathyEmpathy Meaningful questionsMeaningful questions Reflective, insightful dialogReflective, insightful dialog Courtesy and humilityCourtesy and humility WorldviewWorldview
Reference:Reference: Mahan Khalsa’s Mahan Khalsa’s Let’s Get Real or Let’s Not PlayLet’s Get Real or Let’s Not Play, and , and To an Octopus, ’50’ Means Nothing. To an Octopus, ’50’ Means Nothing. http://www.customerthink.com/article/octopus_50_means_nothing_empathy_mattershttp://www.customerthink.com/article/octopus_50_means_nothing_empathy_matters
II. Questions to askII. Questions to ask
1. Qualification1. Qualification2. Networking2. Networking3. Attitude/sentiment3. Attitude/sentiment4. Validation4. Validation5. Visioning5. Visioning
1. Qualification: 1. Qualification: “4 Green Lights”“4 Green Lights”
Can my company as Producer and my target company as Can my company as Producer and my target company as Consumer generate mutually beneficial value?Consumer generate mutually beneficial value?
SSolution fit:olution fit: Does my prospect seek an outcome that can Does my prospect seek an outcome that can be enabled with my product or service?be enabled with my product or service?
AAccess:ccess: Can I get access to the people who can enable me Can I get access to the people who can enable me to achieve the outcome I want?to achieve the outcome I want?
FFinancial resources:inancial resources: Does my prospect have the resources Does my prospect have the resources (money/time/people) to purchase and implement my (money/time/people) to purchase and implement my solution?solution?
EExpected timeframe: xpected timeframe: Does my prospect plan to purchase Does my prospect plan to purchase my product or service in a timeframe that is within my my product or service in a timeframe that is within my operating horizon? operating horizon?
Exploration & Production
Z a he er
S ch u ltz
M itch e ll
K lim ch u ck
A n ge lo
K e lle r
S m ith
GeologyD h illo n
M ye rs
PetrophysicalC ro s le y
ExplorationA ve ry
C o rd o za
S u th e rla nd
R a m ire z
DrillingM cW a tte rs
W a ring
ProductionH a ssan
ReservoirH o p p er
ProductionM ila ve c
S e n io r V ice P re sid e n tM a re s
Formal Structure
Sutherland
Smith
Crossley
Dhillon
Zaheer
Keller
Angelo
Schultz
Cordoza
Klimchuck
Mitchell
McWatters
Myers
Ramirez
Avery
Mares
Hopper
Hussan
Milavec
Waring
Informal Structure
2. Networking Questions
Resource: Rob Cross The Hidden Power of Social Networks
Example Networking Example Networking QuestionsQuestions
• When you have questions about XYZ, who do you When you have questions about XYZ, who do you ask?ask?
• Which individuals in your organization seek Which individuals in your organization seek youryour input or advice, and what do they ask?input or advice, and what do they ask?
• What individuals would perceive the greatest What individuals would perceive the greatest value for my product or service value for my product or service right now?right now?
• Which individuals must champion my proposal in Which individuals must champion my proposal in order for me to win the sale?order for me to win the sale?
• Who can provide access?Who can provide access?• Who will make the decision to accept my Who will make the decision to accept my
proposal?proposal?• Who is influential with that/those individual(s)?Who is influential with that/those individual(s)?• Is there anyone in the organization you know of Is there anyone in the organization you know of
now who could prevent this initiative from being now who could prevent this initiative from being accepted?accepted?
3. Attitude/Sentiment 3. Attitude/Sentiment QuestionsQuestions
1. Believe (do you believe the situation exists?)1. Believe (do you believe the situation exists?)2. Care (do you care about it?)2. Care (do you care about it?)3. Act (will you act to solve it?)3. Act (will you act to solve it?)
• How would you characterize the accuracy of the figures we have discussed/presented/included in the proposal?•If you had to make a decision based on what you know right now, what would it be?• How important is solving this business problem for you personally?• How consequential is solving this problem (or strategic challenge) for your organization?•If you accept our proposal, when do you anticipate executing a purchase order?• Will you recommend acceptance of my company’s proposal?• Can I have the order?
Resource: Made to Stick by Chip Heath and Dan Heath
4. Validation Questions4. Validation Questions““Leave no answer unquestioned!”Leave no answer unquestioned!”
What evidence confirms (or contradicts!) our key What evidence confirms (or contradicts!) our key information about our prospect’sinformation about our prospect’s
Strategy and business drivers?Strategy and business drivers? Perception of the impact of the problem on the Perception of the impact of the problem on the
organization?organization? Network of buying decision makers and influencers?Network of buying decision makers and influencers? Governance policies?Governance policies? Procurement steps and timeframe?Procurement steps and timeframe? Motivation and commitment?Motivation and commitment?
5. Visioning Questions5. Visioning Questions
Can you describe how solving this Can you describe how solving this challenge could deliver value for you challenge could deliver value for you or for your company?or for your company?
If you could design a solution to enable If you could design a solution to enable your strategy, how would it work?your strategy, how would it work?
What are the characteristics of the What are the characteristics of the vendor you seek for this collaborative vendor you seek for this collaborative effort?effort?
III. Five discovery skills for III. Five discovery skills for sellingselling
1. Associating1. Associating2. Questioning2. Questioning3. Observing3. Observing4. Experimenting4. Experimenting5. Networking5. Networking
Source: Source:
The Innovator’s DNA, http://hbr.harvardbusiness.org/2009/12/the-innovators-dna/ar/1The Innovator’s DNA, http://hbr.harvardbusiness.org/2009/12/the-innovators-dna/ar/1
Critical Success FactorsCritical Success Factors
Insist on transparency—for you and your Insist on transparency—for you and your prospectprospect
Bring curiosity to every conversationBring curiosity to every conversation Don’t look for questions to “carry the ball”—Don’t look for questions to “carry the ball”—
conversations do.conversations do. Put Put risksrisks and and opportunitiesopportunities at the top of your at the top of your
discovery listdiscovery list Endeavor to see the world through your Endeavor to see the world through your
prospect’s eyesprospect’s eyes Don’t assume you know the answers to your Don’t assume you know the answers to your
most important questionsmost important questions Don’t rationalize anomaliesDon’t rationalize anomalies If you’re unclear about something that matters, If you’re unclear about something that matters,
keep asking questionskeep asking questions
Resource SummaryResource Summary
Book:Book: Let’s Get Real or Let’s Not PlayLet’s Get Real or Let’s Not Play, by Mahan Khalsa, by Mahan Khalsa
Book: Rob Cross The Hidden Power of Social NetworksBook: Rob Cross The Hidden Power of Social Networks
Book: Book: Made to StickMade to Stick by Chip Heath and Dan Heath by Chip Heath and Dan Heath
““To an Octopus, ’50’ Means Nothing” To an Octopus, ’50’ Means Nothing” http://www.customerthink.com/article/octopus_50_means_nothing_empathy_mattershttp://www.customerthink.com/article/octopus_50_means_nothing_empathy_matters
““The Innovator’s DNA,” The Innovator’s DNA,” http://hbr.harvardbusiness.org/2009/12/theinnovators-dna/ar/1http://hbr.harvardbusiness.org/2009/12/theinnovators-dna/ar/1 ““The Right Sales Questions Will Get the Right Answers,” The Right Sales Questions Will Get the Right Answers,”
http://www.customerthink.com/article/right_sales_question_get_right_answershttp://www.customerthink.com/article/right_sales_question_get_right_answers
““Just the Facts: Sales Discovery Requires More than Asking Killer Just the Facts: Sales Discovery Requires More than Asking Killer Questions”Questions”
http://www.customerthink.com/blog/http://www.customerthink.com/blog/just_the_facts_sales_discovery_requires_more_than_asking_killer_questionsjust_the_facts_sales_discovery_requires_more_than_asking_killer_questions
Andrew Rudin,Andrew Rudin,Managing Principal, Outside Technologies, Inc.Managing Principal, Outside Technologies, Inc.
website: website: www.outsidetechnologies.comwww.outsidetechnologies.com
blog: blog: www.outsidetechnologies.wordpress.com www.outsidetechnologies.wordpress.com
703.371.1242 (mobile)703.371.1242 (mobile)[email protected]@outsidetechnologies.comwww.xeesm.com/andyrudinwww.xeesm.com/andyrudin
White paper “How to Qualify Prospects: A White paper “How to Qualify Prospects: A Powerful Strategy for Managers and Powerful Strategy for Managers and Salespeople”Salespeople”
--available for download, or as a workshop. --available for download, or as a workshop. Contact Outside Technologies, Inc.Contact Outside Technologies, Inc.
Thanks !Thanks !
Questions?Questions?