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Sell to Prospects who CAN/WILL Buy
Guest articles > Sell to Prospects who CAN/WILL Buy
by: Sharon Drew Morgen
Your solution is great. You know the narrative of the type of buyers who buy. Youâ€™re writing appropriate content and getting it out to the right demographic. But youâ€™re still closing less than 5% from first contact and spending a ton of resource finding different ways to touch the same people as your competition touches â€“ in hopes that youâ€™ll have the right message that catches them at the right time, or just grind them down.
Why arenâ€™t more buyers buying? Do you know why your well-executed sales outreach programs â€“ salesperson, social media, digital media, marketing - donâ€™t elicit more closed sales?
DO YOU WANT TO SELL? OR HAVE SOMEONE BUY?
Youâ€™re not closing more because youâ€™re messages target a restricted audience, those who have already
and then you and your competitors work tirelessly to grab from that small pool of ready buyers. Seeking those you believe are probable buyers (those who SHOULD buy) limits your spectrum of buyers to those at the end of their decision path (beginning at step 10 of 13 steps. See steps below.) and concluded they not only need to buy something, but are prepared for any change a purchase will cause.
We forget that a buying decision is primarily a change management problem, not a solution choice issue (Indeed, the last thing buyers want is to buy anything. Literally: the last thing.). By acting as if selling causes buying, we disregard the internal, private, idiosyncratic, systemic change management work buyers must do before theyâ€™ve got their ducks in a row and are ready; until then, they canâ€™t buy regardless of their need or the efficacy of your solution.
The sales model only handles the solution choice/buying portion of the complete Buying Decision Path targeting those you believe have a probable â€˜needâ€™ - the low hanging fruit â€“ and have completed their journey to Buyer Readiness. But this is merely a fraction of those who will eventually buy.
Here are the problems you face when targeting probably buyers who donâ€™t yet have all their ducks in a row:
Sure, youâ€™re making great information available for those who know what to look for and are ready to engage. But by adding a new component, you could be entering earlier and facilitating the full range of steps along the buying decision process - those that are not acessible with the sales model. The problem has never been your terrific solution but in closing all the sales you deserve to close. Itâ€™s because sales is solution-placement driven, seeking optimal ways to get to probable buyers but ignores the much higher pool of real prospects who arenâ€™t far enough down their buyerâ€™s journey to commit or engage.
SELLING DOESNâ€™T CAUSE BUYING
As a solution placement model, the sales model is great for when buyers have determined they cannot resolve their solution on their own and have gotten the appropriate buy in for change. But for those buyers who SHOULD buy but havenâ€™t yet determined if they CAN buy, sales doesnâ€™t have the intent, skills, or focus on facilitating the Systems Congruence steps buyers must take first. Sales wasnâ€™t created to do that.
The â€˜modernâ€™ sales model was developed by Dale Carnegie, introduced in his book How to Win Friends and Influence People (1937). He promoted relationships, face-to-face visits, finding folks with a need, and developing great pitches. Think about it: while there are certainly a helluva lot more bells and whistles in 2017, the basic skeleton of need/relationship/appointment/pitch, remains the same. It shouldnâ€™t be. The buying environment has changed dramatically over the past 100 or so years, far more complex than merely choosing a vendor or solution; the sales model hasnâ€™t. Itâ€™s time for new thinking. Letâ€™s join buyers where they really have their real â€˜painâ€™ and facilitate Buyer Readiness earlier in their buy-in/systemic change process.
If prospective buyers might need a new CRM system, for example, they cannot buy until their tech guys, users, time frames, vendor relationships, current software etc. are in agreement, recognize they canâ€™t fix their problem themselves, and have assembled everyone who will touch the final solution to integrate the â€˜newâ€™. Itâ€™s not merely about the need; making a purchase means change and until all â€˜givensâ€™ are known and handled, the cost of a purchase is too high and theyâ€™ll maintain their status quo. And the time it takes them to manage all this is the length of the sales cycle. Having some good conversations with your sales guy, reading some good articles, and liking/needing your solution are necessary later, once theyâ€™ve finished their Pre-Sales change work.
The early portion of the decision path is based on managing internal shifts in the status quo, existent rules, internal politics, and relationships, and is decidedly not concerned with buying anything; the sales model is not the appropriate tool for this. Buyers donâ€™t want to buy anything. They just want to resolve a problem with the least disruption and the most efficient use of resource.
All prospects/buyers must do this anyway, with you or without you. It might as well be with you. Itâ€™s what theyâ€™re doing (inefficiently, and in confusion) as you sit and wait and hope theyâ€™ll call and buy. Why not use your industry knowledge to help them figure out how to traverse their steps efficiently? With a different hat on and a new skill set, you can facilitate them quickly through their process and be right there with them as they decide. You want to seek/find those exact ones who CAN/WILL buy.
STAGES IN THE BUYING DECISION PATH
To design messaging to find buyers earlier in their Buying Decision Path, recognize the steps buyers take to be ready and able to purchase:
For those who want to explore these stages and all elements of how buyers buy, see my book Dirty Little Secrets: why buyers canâ€™t buy and sellers canâ€™t sell and what you can do about it (www. Dirtylittlesecretsbook.com).
A NEED ISNâ€™T ENOUGH
Instead of only targeting probable buyers and ignoring the much larger pool of real buyers who are merely too early in their decision process to consider buying anything (but will, once they get to that point in their process), add a new target market and new messaging: Code the off-line process your buyers traverse, and use your new messaging to help the right ones get ready. Note: you canâ€™t use your current messaging as thatâ€™s the wrong tool for this because itâ€™s not information, need, solution, or sales driven. You need a new skill to facilitate change. To manage this Pre-Sales work, and as an adjunct to the sales model, Iâ€™ve developed Buying FacilitationÂ® to
Buying FacilitationÂ® is a generic change management, decision facilitation model that can help buyers traverse that part of their journey that sales doesnâ€™t handle. Using unique skill sets not involved in sales (Facilitative Questions, Listening for Systems, change sequencing) it was designed to optimize the change/decision process. By adding some new messaging and Buyer Persona targets, you can find those who arenâ€™t touched by your sales messages but are in the process of becoming buyers.
By adding new messaging to target those who CAN/WILL buy rather than those youâ€™ve determine might have a â€˜needâ€™ (probable buyers), by understanding the Pre-Sales (change management) steps all buyers take, by including messaging that teaches them how to address their internal resistance areas, disparate voices and needs, you can facilitate the Pre-Sales decision path of those who CAN/WILL buy and enable them to ready themselves for a purchase â€“ and your sales messaging. Here are two examples of success after learning Buying FacilitationÂ®:
Kaiser Permanente initially made 110 visits and got 18 closed sales, wasting too much time traveling to those who COULDNâ€™T/WOULDNâ€™T buy. Adding Buying FacilitationÂ® to their sales, they made 27 visit and got 25 closed sales. They still needed to sell â€“ but only to those who were ready/able to buy. And saved a ton of time/money only traveling to those who were real buyers.
Working with Wachovia small business bankers, they went from 100 calls, 10 appointments, and 2 closed sales over 11 months, to 100 calls, 37 appointments, and 29 closed sales in 3 months. The sales folksâ€™ opening Facilitative Question taught prospects how to do an immediate â€˜sortâ€™ for change, rather than need, and got invited to visit and meet all (all) the team members for their first appointment:
How are you adding new banking services to the bank youâ€™re currently using for those times you need additional resource?
Know all â€“ all â€“ of the elements (most are hidden, personal and idiosyncratic) of your buyerâ€™s Pre-Sales decision/change steps so you can design messaging to help them traverse their steps (Note: offering information about your solution here is irrelevant)to change and consensus â€“ and THEN sell. We wait while they do this anyway and run after the ones who have completed this journey. Why not add a new criteria and skill set to what youâ€™re already doing and expand your focus to find those who WILL buy.
Sharon Drew Morgen is the visionary behind Buying FacilitationÂ® - 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 FacilitationÂ®
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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