The Salesperson’s Handbook

1. Identifying the Decision Maker(s)

Too often, salespeople will focus solely on their initial contact at an organization, but those who are successful know that there are usually other decision makers who will have input in the deal. The challenge is to figure out who they are and how to meet with them. Ask your contact the following:
 

• What is your time frame for making a final decision?
   
• What criteria will you be evaluating to ensure you are making the best decision?
   
• What measurable outcomes are you looking to achieve?
   

Once you are able to determine who else will be involved in the decision-making process, follow up with, “I really appreciate this insight. So that I can propose the best solution that is going to meet the needs of everyone else involved, I would love to talk with these other individuals and get their input. When can I meet with them?”

2. Uncovering the Budget

Nothing will derail a deal faster than a mismatch between your proposal and the customer’s budget. Unfortunately, prospects are often reluctant to discuss budgets with salespeople. It is your job to press them further to get a number, or at the very least, a budget range for the project. You can politely, but firmly, suggest that your prospect determine a budget prior to soliciting bids. Stress the importance of an advance figure and express your interest in receiving it before you reconnect. This approach puts the focus on the prospect, not you. The second option involves framing the interaction as a recommendation that best suits your prospect’s needs and expectations, and expressing how budget parameters can shape the direction for both parties. If your contact is not involved in crafting the budget, ask to be introduced to those who are. This will minimize price objections later in the process, especially when you are in front of people who are less concerned with budget than with ROI.

3. Dealing with Noncommittal Customers

There is nothing more frustrating than preparing to close a sale, only to have a customer say, “I still need to think about it.” When this happens, a seasoned salesperson knows that he or she needs to follow up on the customer’s statement. Respond with, “I can understand you need to think about this. After all, it is an important decision and you need to do what is best for you and your organization. Tell me, what specifically stands out from our conversation that is of interest to you?” The goal of this question is to get clarification on how much the prospect is really interested and whether he or she wants to move forward. Is there sincerity in the response, or are you being blown off? Once you get an answer to your first question, you can acknowledge that the customer has concerns, and ask what they are. Then you can work to alleviate the concerns and get the sale back on track.

4. Understanding the Customer’s Values

Too often, salespeople get stuck on the issue of price. If you sell on price, you lose on price. As soon as someone cheaper comes along, a customer will not give you a second thought. Instead of getting caught up in price wars, steer a customer’s attention to other issues. What characteristics does the organization value in a vendor? Are they most concerned with good customer service, high-quality products, speedy delivery or ease of use? Once you get customers talking about these areas, you can determine what their needs are and how you can position yourself to meet those needs.

5. Establishing Credibility

Many salespeople make the mistake of spending an initial meeting talking all about themselves and their products. During an initial call, your goal should be for the prospect to do 70 percent of the talking. Why? You need to hear about the customer’s problems, goals, concerns and ideas, so that you can determine if there is a genuine opportunity. You cannot do this if you are trying to sell during the first meeting. What should you do at an initial meeting? Start with a unique value opening statement, which is a 30- to 60-second description of who you are as a company and what you do. Detail the benefits of your company to the prospect, the impact that hiring you will have to the organization and an immediate follow-up question to gauge expectations and interest.