Assuming we can arrive at some sort of timetable that is realistic and acceptable to the client, the next step is to figure out what has to happen before June 1. I mentioned before, we sometimes know more about the steps of a buying cycle, and the hurdles they will have to clear along the way, than they do. I prefer to hold back a little. Try framing the next question like this:
‘If we were going to start the project on June 1, that means we would have to earn your trust and reach an agreement before June 1. If we were able to do that, what are some of the things that would need to happen between now and then?’
We don’t want to be too presumptive. We want to gently lay the question out there and make it easy to answer. I remember one sales manager of mine who used to constantly say, ‘You have to ask the tough questions.’ He’s right. As you have read, I encourage salespeople to ask as many tough questions as they can possibly think of, but there’s no reason you have to be ‘tough’ about it. We’re not interrogating a felony suspect here. We are having a conversation with our client about how we can help them reach their goals.
Notice that the question is posed in a hypothetical fashion: ‘If we were to . . .’ Asking questions in a hypothetical fashion allows you to explore the possible answers without you or your client having to commit to anything. Customers use this technique all the time. You may have heard it called ‘buying signs.’ Your customer will say, ‘If we were to move forward with this project . . .’ to ask you a question without committing to anything. Well, we can use that same psychology to learn what we want to know, too.
Your customer may have quite a number of milestones and hurdles in mind, such as a proposal, a demonstration, a presentation to executive management, and so on. Take note of whatever they have to say. I personally like to use a whiteboard or a flip chart for this.
‘So, let me make sure I’ve got this right, Mr. Johnson. You said:
- *Product demonstration
- *Proposal
- *Presentation to executive management
Is there anything else?’
‘Yes, I think we would also want to . . .’
Hear them out. The idea here is that we’d like them to share with us everything they think needs to happen between now and when they will be ready to buy. But just because they say something does not mean that we have an obligation to do it. And it doesn’t mean it has to happen in the order they originally propose. We have a say in the matter. Also, as I said before, we can’t afford to take any one person’s word for it. We need to get a composite view of many opinions and perspectives. Only then can we get a good picture of all of the things that will need to happen along the way.
Once we have an idea of what our client sees as the steps and stages between where they are now, and where they will be ready to move forward with the project, then we can add our own ideas about what makes a buying process successful. You might want to introduce a ‘needs analysis’ as something that is required before any demonstration or proposal can be made relevant to their business situation. They might remember that a ‘reference visit’ is something that they know their boss is going to insist on, for example. Let’s assume that after some additional discussion, we come up with a rough draft of a Selection and Buying Process that looks like this:
- Needs analysis
- Product demonstration
- Reference site visit
- Proposal
- Presentation to executive management
- Finalize agreement
Now, we have something to work with.