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Sales, Marketing and Social Can Be More Successful. Hint: it's not about your content
Guest articles > Sales, Marketing and Social Can Be More Successful. Hint: it's not about your content
by: Sharon Drew Morgen
Sales, marketing, and social marketing attempt to place solutions and create relationships by supplying great content, discovering likely prospects, and creating trust. Unfortunately sellers end up closing a small fraction â less than 5% - of those they reach, and marketers and social end up closing even less, wasting a lot of time without meeting their goals. So whatâs causing our failure? Our products are terrific, our service and knowledge solid. Doesnât seem to make sense that we donât close more when folks need what weâve got to sell.
PROBLEMS WITH OUR CURRENT THINKING
Hereâs a bit of flawed thinking that exacerbates the problems:
We can facilitate buying decisions by employing different thinking to avoid:
Itâs time to add some new thinking to what weâre doing.
WHAT I LEARNED IN THE TRENCHES
Because of the focus on placing solutions, sellers fail to take into account the change management and consensus issues buyers must manage internally, outside the purview of needs or solution choice, before they can consider buying anything:
I learned this as both a sales person and an entrepreneur. When Merrill Lynch hired me a stockbroker in the 1970s, I became a million-dollar producer my first year. But I couldnât figure out why everyone with a need (especially those I had a great relationship with) didnât always buy what I thought they needed. Where did they go?
When I started up my tech company in London in the 80s I realized the problem: as a buyer myself, my direct needs were often superseded by the social, political, organizational, and relational considerations I had to manage. When sellers came to pitch they worked hard to understand my needs and gave fine pitches but had no way to handle or understand the fights I was having with the Board, or the issues the distributor was having with their sales force.
Nor did the sales folks who visited me even try. But until I figured out how to handle those things, until I got buy in from everyone who would end up touching the final solution and heard their voices, I couldnât buy or there would be damage to relationships and my business. And if these sales professionals had helped me figure out my confounding issues, they would have facilitated me through to a purchase.
The sales model, I realized was not designed facilitate the behind-the-scenes non-need-related issues I had to manage before I could buy anything. I realized that all the great content, all the lovely relationships, all the âneedsâ I had that matched their solutions, were worthless if I couldnât manage the off-line, âPre Salesâ issues that would be involved if I purchased anything. So, âYesâ to need; âNoâ to Buyer Readiness. And the sales model has no way to address this outside of placing solutions, relegating sellers to finding the low hanging fruit â those who have already completed this activity without us.
I then developed a facilitation approach (Buying FacilitationÂŽ) for my own sales team to add to the front end of the sales model to first facilitate Buyer Readiness â the steps buyers had to take anyway: we began all selling and marketing by facilitating the stages and steps of the internal change management process first, instead of finding buyers with a âneedâ or who were 'ready'. After all, until they determined if they COULD buy they could never be buyers regardless of need.
Rule: the time it takes buyers to manage their off-line, idiosyncratic, systemic change issues is the length of the sales cycle. Once we entered first as facilitators to help buyers get their ducks in a row and manage their Pre-Sales and Buyer Readiness change issues, we were then able to get onto the Buying Decision Team early, lead buyers quickly through their unique decisions, and became great relationship managers. We were also able to end contact immediately with those who could never buy, find 50% more who could buy, and become true Servant Leaders. Our sales tripled and the time to close was reduced by two thirds.
The takeaway here for marketers and social is the recognition that we are largely ignoring the hidden, systemic issues going on within our buyersâ environments that are not available to outsiders yet fundamental for any change - or purchase - to happen. That is our Achilles Heel. And it doesnât have to be. There are actually specific steps every group/person must take prior to being in a position to consider any purchase â and sellers, marketers, and social marketing can meet our buyers at any of these steps (so long as we eschew trying to sell anything).
WHATâS THE ROLE OF CHANGE MANAGEMENT?
Buyers and followers donât know their journey to change when they begin and hence take longer than necessary to figure it out. But figure it out they must. And we can help them, and make our value proposition our ability to be their GPS.
There are two elements of Buying FacilitationÂŽ that can be added to create a âpullâ thatâs change- and decision-focused.
Itâs possible to develop assessments, questionnaires, intelligent contact sheets, CRM tools that provide the capability to lead buyers and followers through the full complement of steps they must take, making it possible to send out just the appropriate data at the right point in the cycle, and facilitate the consensus and buy-in as they ready themselves for change. We can add these to the sales, marketing, and social models to truly serve our buyers and followers and close more. It will be an addition, and the results will enable stronger relationships and more conversions.
The problem has never been your solution â your products and services are great. The problem is in the Buying Decision process, not with the sales process: we overlook Buyer Readiness â helping buyers address their unknowable change issues (independent of need, and based on people, rules, relationships, history, etc.) so they can get their ducks in a row to buy anything. They have to do this anyway, with us or without us. So it might as well be with us, instead of us sitting and waiting for them to show up. By adding a facilitation tool directed at managing change before we try to sell, we can find more clients, and sell more, faster. And we can become true servant leaders.
Sharon Drew Morgen is the visionary behind Buying FacilitationÂŽ - a change management model that includes learning how to Listen for Systems, formulating Facilitative Questions, and understanding the steps of systemic change. For those of you wishing to learn more, take a look at the program syllabus. Please visit www.dirtylittlesecrets.com and read the two free chapters. Consider reading it with the companion ebook Buying FacilitationÂŽ
Sharon Drew is the author of the NYTimes Business Bestseller Selling With Integrity, as well as 6 other books on helping buyers buy. She is also the author of the Amazon bestseller What? Did you really say what I think I heard? Sharon Drew keynotes, trains and coaches sales teams to help them unlock situations that are stalled, and teaches teams how to present and prospect by facilitating the complete buying decision process. She delivers keynotes at annual sales conferences globally. Sharon Drew can be reached at email@example.com 512 771 1117
Contributor: Sharon Drew Morgen
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