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Prospects Aren't Always Prospects

 

Guest articles > Prospects Aren't Always Prospects

 

by: Sharon Drew Morgen

 

As sellers, we’ve been taught that someone with a need that our solution fulfills is a prospect. But that’s not true or we’d be closing a lot more business and wasting a lot less time following the wrong prospects. Just because we see a need does not mean they A. want it resolved, B. want it resolved now, C. have the buy-in to bring in an external solution rather than using their own internal fix or beloved vendor, D. are ready to give up the work-around they have in place that resolves the problem well-enough. So rule number #1: need does not a prospect make.

Unfortunately, the sales model has no capability to go behind-the-scenes to facilitate buy-in from the within the buyer's culture/system – the other people who don’t see a need or don’t want to share budget, the tech group that wants to do it all themselves, or the President who has her own agenda and hasn’t informed everyone yet. But, and here’s rule #2: until everyone and everything that will touch the new solution buys-in to bringing it on board, there will be no purchase, regardless of a need.

A BUYING DECISION IS A CHANGE MANAGEMENT PROBLEM

Buyers have change management problems, not solution choice problems; a solution purchase (or any sort of change) is merely the last element in a chain of events - assembling the right Buying Decision Team members, getting buy-in, maintaining the status quo to avoid disruption - that must manage any change (and a purchase represents change) to enable the status quo to maintain it's comfort. Rule #3: the status quo is sacrosanct, regardless of the need or the efficacy of your solution.

Here are two situations in which I failed miserably (and lost quite a bit of money), prior to understanding that buyers (in companies and individuals) must manage internal change before they can buy.

I did a pilot for an iconic multinational. Using Buying Facilitation® the group had a 400% increase in sales over the control group (we shortened the sales cycle from 7 months to 4 weeks). They chose not to role out my program because the problems caused by increased revenue and cash flow issues, shifts in the manufacturing schedules, etc., would cost many millions to fix. They eschewed the increased profit to maintain the system.

I trained a large insurance group that got a 600% increase in sales over the control group (they went from 110 visits and 18 closed sales to 27 visits and 25 closed sales). After the test month, the trained team handed in their resignations because they said they were ‘field sales’ reps and would rather quit then be 'inside sales' reps, regardless of how much money they made. They liked handing out donuts and schmoozing.

From my point of view this is nuts. But from theirs it made sense. The status quo must be maintained at all costs – at all costs – regardless of the benefits of our solutions. Indeed, if they had known how to change without disrupting the status quo, they would have already. Companies prefer excellence, so long as they maintain stability. And when we think they are excellent prospects, their purchase of our solution might butt up against their needs for stability. Unless they can figure out how to address this, they are then not prospects regardless of their need or the efficacy of our solution.

THE SALES MODEL IS SOLUTION-BASED; BUYING IS SYSTEMS-BASED

Philosophically the sales model is accurate: as sellers we clearly see needs that our solutions will resolve. But it’s not a prospect until or unless the Buying Decision Team – everyone who will touch the final solution – is ready, willing, and able to

  • bring in our solution and knows how to manage any changes in people, rules or job descriptions,
  • bring in new technology without downtime,
  • ensure the disruption won't cost more than the problem it's resolving,

they cannot buy. Indeed: a prospect is someone who WILL buy (and knows how to manage their change), not someone who SHOULD buy.

I developed Buying Facilitation® in 1983 to manage the issues my own sales team faced in my tech startup. As a sales professional, I never understood why ‘prospects’ weren’t buying as often as was logical. When I became an entrepreneur, I realized the problem buyers have when I needed to purchase solutions myself: how could I buy new software when the new programs weren't working yet? When would be the right time to add new folks since the last new batch wasn't fully trained yet? How would a new manager work with the current team when the current team had been working so effectively as unit for so long? When potential vendors came in to pitch new solutions to me, I understood the curiosity I had as a seller: the problem was not my need, but about managing my status quo effectively, and the sales model merely focuses on placing solutions and ignored the change management issues I had to deal with as part of my buying decision process.

So I developed my Buying Facilitation® model to add to sales the capability of beginning our prospecting by first facilitating the prospect's ability and desire to seek excellence. Then, together (even on a prospecting call), we determined and addressed their tolerance for bringing in a new solution. I even taught my techies how to facilitate their users to make sure they got the buy-in for their programmers and project leaders and get the right people and the right data at the right time. We learned to enter each sales call as a facilitator rather than as a detective seeking a need/solution match or 'qualifying' a prospect immediately according to some specious standard we originally thought might have meaning.

Help prospective buyers determine how to change, how to get buy-in, how to bring in your solution. Along the way, you both will determine next steps, who needs to be included, and how to get everyone on board – with you! – to move toward the remedy will provide - even on a prospecting call! And then you can sell. Buying Facilitation® first, then sales. You need both. Then you can help buyers decide to be prospects - and they will buy.

 


Sharon Drew Morgen is the author of 9 books, including NYTimes Business Bestseller Selling with Integrity, and What? Did You Really Say What I Think I Heard? She has developed facilitation material for sales/change management, coaching, and listening. To learn more about her sales, decision making, and change management material, (www.dirtylittlesecretsbook.com) go to www.sharondrewmorgen.com. To learn more about her work on closing the gap between what’s said and what’s heard, go to www.didihearyou.com. Contact Sharon Drew for training, keynotes, or online programs at sharondrew@sharondrewmorgen.com. Sharon Drew is currently designing programs for coaches to Find and Keep the Ideal Client, and Lead Facilitation for Lead Generation.


Contributor: Sharon Drew Morgen

Published here on:

Classification: Sales

Websites:

www.buyingfacilitation.com

www.newsalesparadigm.com

www.sharondrewmorgen.com

www.dirtylittlesecretsbook.com

 

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