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How Sales Overlooks Buyers: Essay and Q&A
Guest articles > How Sales Overlooks Buyers: Essay and Q&A
by: Sharon Drew Morgen
In 1993, when my first book came out and before he died, David Sandler called to buy out my Buying FacilitationÂŽ model. We couldnât agree on terms, but he was excited by my differentiation between the sales model and the buying process: âI recognized that the problem was on the buy side, and thought my Sandler method was thinking out of the box. Reading your stuff, I now recognize my focus is still on getting solutions sold,â he said. âI hadnât realized that âoutside the boxâ meant to shift the focus first to facilitate buying. Well done.â
And yet, after all these years, the problem remains: weâre limiting success and wasting an untold amount of resource seeking those few who are ready, willing, and able to buy: we're missing a much larger, untapped market of potential (but real) buyers we ignore because our sales outreach doesnât affect them. By broadening the goal to include facilitating change with those in the process of becoming buyers, by recognizing that a buying decision is a systemic, change management issue before itâs a solution choice problem, itâs feasible to engage earlier (albeit in a different way) and find a much larger population of real buyers.
HOW SALES RESTRICTS SELLING
The sales industry has a singular goal of placing solutions. Itâs an industry with solutions looking for a problem. And the paltry results of a 5% close rate have been baked into the system: you accept low closing ratios as the best you can do, hire more sales people than you need, suffer from a sales cycle that is months/years longer than necessary, and lose buyers that will need your solution but donât yet need or notice the information you provide.
Have you never asked yourself why, with all the capability of finding prospective buyers at your fingertips, you still close only 5% - down from 7% a decade ago (and with much less technology)? And why you continue to waste untold bazillions on staff, technology, and time, chasing folks who will never buy. Have you not recognized that
With the best technology available, the most professional branding and marketing, great content, and a good solid product, youâre losing far more sales than you need to. This much should be obvious: No matter how much new technology, or how many sales methods available to you â regardless of all the ânew newâ things at your fingertips - youâre still merely closing the low hanging fruit (those 5% who have determined they are ready, willing, able to buy).
A buying decision is a change management problem before itâs a solution choice issue. By adding a few bells and whistles to your sales efforts you can find people who will be buying but arenât yet buyers and facilitate their strategic Pre-Sales, non-solution-based decision path that concludes with them buying. Then youâll close far more than youâre closing now with half the staff and half the time. But it needs different thinking.
SELLING VS BUYING
People become buyers only when there are no other options and a purchase is their last hope for problem resolution. They canât even accurately define a âneedâ until the full complement of stakeholders are involved and the scope of any resultant change is recognized. Sales ignores this group because their touch points are different and they are definitely not yet buyers. Yet itâs here theyâre more open for support and connection: their path to congruently resolving a problem is confounding; they may forget to bring in âJoe from accountingâ, or can't recognize the full scope of issues until theyâve falsely started down one path to resolution and must start all over.
Youâre a subject matter expert in the area of their problem resolution and could really be a support here â so long as you avoid trying to sell and focus on facilitating change first. This is where they will be eager to connect. By only focusing on selling/placing your solution, you ignore 40% of real buyers who havenât gotten there yet but will.
Ask yourself this: Do you want to sell â or have someone buy? They are two different activities with different rules, needs, and behaviors. Sales is tactical. Buying is strategic. Your tactical focus on placing solutions with Buyer Personas, Opportunity Management, content differentiation, and yes, even Sandler, SPIN etc. offer biased questions and content focused on those few who have defined, and understand, their need and change issues, overlooking those people in the midst of strategic decision efforts who will develop into buyers once they get their ducks in a row. Sellers actually sit and wait while prospects do this anyway. Why not help them! Here what sales ignores:
The problem is not your solution (Itâs great. And people can find the content they need on line when theyâre ready.); the problem is that the sales model places solutions with people who need them, but does nothing to help facilitate the change elements people traverse en route to becoming buyers and are not buyers yet. Here are the main stages people execute as they seek to resolve a problem (The full set of steps are laid out in my book Dirty Little Secrets: why buyers canât buy and sellers canât sell.):
Notice how these stages are change- and systems-focused, and not accessible to Outsiders with a âsalesâ hat on. And until they are addressed, thereâs no âneedâ and no âbuyer'. Btw, I developed these stages decades ago; they apply to anyone making a decision including coaching clients, patients, and employees, and all buying situations regardless of the size of the change/purchase. Whether you merely need to buy a new phone, or go through a merger, the steps of change must be traversed in a way that maintains the status quo (even when itâs unconscious) regardless of need. You wait while people do this anyway; why not find those who CAN become buyers (rather than âshouldâ), facilitate their change quickly, and be there with them as they buy â and be with them as they figure out their own unique strategies for change â so long as you avoid trying to sell anything as theyâre not buyers yet.
Is it sales? No. Itâs a Change Facilitation process I call Buying FacilitationÂŽ. By first enabling people to facilitate their buying decision path, youâll have less competition, close more, stop wasting time selling to those who can never buy, and be true Servant Leaders; you can use your technology, your content marketing, your sales efforts as you are now, but with an additional focus.
WHY ARENâT THEY BUYING? SDM ANSWERS YOUR QUESTIONS
Using the above thinking, hereâs a âQ&Aâ to help you better understand why youâre getting the results youâre getting.
Whatâs wrong with seeking buyers to place our solutions? Isnât that what sales is?
Sales is perfect for finding and educating buyers with a need, but not for facilitating the buying decision path. Thereâs a 13 step decision path between recognition of a problem and a purchase. Sales only handles the limited portion (steps 10-13) that occurs once people reach the point where a purchase is their only option AND they have buy in from the full complement of stakeholders for non-disruptive change (step 9) (Think about it. You wonât buy a new car, or a new X, until youâve tried to fix the one youâve got, AND you have the funds now, AND your spouse/team agrees, AND youâll still function as well with the new item.). No Outsider can make these determinations, theyâre not based on buying anything, and your content is irrelevant until then.
Why do they keep talking to me if theyâre not going to buy?
Until the entire scope of change is understood and integrated, people donât understand the perimeters of their need (and when you ask biased questions, the flawed answers you receive often cause you to chase those who will never buy). Before becoming buyers, people must recognize that the cost of change (buying) is less than maintaining the status quo: their âsystemâ is sacrosanct. Would you buy a new car if your spouse would divorce you? Would you bring in a new CRM system if half of your user team would quit, or refuse to use it, or until the tech folks have the time to implement? You know you have to go to the gym more, and eat/drink less. Youâve got a need. Have you signed up for the gym? Stopped drinking beer?
Why are we still getting such a low close rate when weâve got so many terrific tools at our disposal to introduce our features AND find the right demographic?
Because only a small percent of people you focus on are buyers. Until theyâre out of other options AND determined they must bring in something from outside AND have all of their internal ducks in a row, AND have buy-in (Buyer Readiness), your tools arenât recognized.
Why do they keep talking to me if theyâre not going to buy?
During their change process, people research all possibilities. Your solution may be one of them; theyâre actually using you for reference to report back to their team, or to figure out their own workarounds, or mention to their current vendor. Itâs possible to know on the first call who will be a buyer and who is merely seeking data that will never lead to a purchase â but not with a solution-placement focus.
Why donât buyers realize they need our solution when it seems so obvious?
Itâs only âobviousâ to you. The best content, the most relevant solution, will be ignored until they reach step 10 when they become buyers.
Why is the sales cycle so long when there is a solid need/solution match?
The time people take to figure out how to manage change congruently is the length of the sales cycle. As Outsiders, we can never understand the depth of the change management issues: Who is fighting with who? What is the tech schedule? Who will need to be let go? How do internal politics show up? How does their history/future factor in?
The system that holds the problem in place is much more powerful than any solution you can offer. They need buy-in from EVERYONE and EVERYTHING that created the status quo and will touch the new solution. Youâll never recognize âJoe from accountingâ who is an unsung influencer, or the fight going on between the sales and marketing folks who need to share budget. Itâs not about their need â until it is. And they canât tell you because they donât know, or they wonât have found the nut of the problem yet, or youâre asking the wrong questions biased by your need to sell.
Why do buyers make promises they donât keep? Are all buyers liars?
Buyers donât lie. The one person youâre speaking with is responding to your biased questions, getting out of the thrust of your sales push, and is giving you the best data theyâre willing to give you, or as much data as they have at that point in their 13 step change path. Whatever data they offer is limited by their access to the full Buying Decision Team, and the stage theyâre at in their change management. You are, after all, strangers approaching them with a solution placement hat on, asking the wrong questions to the wrong people at the wrong time. As an Outsider you can never, ever have a clue as per the political, personal, strategic decision issues they face. But you can understand they system they decide in, a per your expertise in your field.
Why isnât our great content being read or acted upon by the larger audience who really needs it?
Needs it according to who? Your research? Your biased questions? Your focus on placing solutions limits your audience and keeps you from getting into the decision path earlier. Are they at the point of seeking workarounds? Is there a team buy-in problem? Have they forgotten to assemble some of the appropriate stakeholders? Are they finding a glitch (political, personal, management-based, etc.)? Your sales, marketing, content, and technology restricts your target market to the low hanging fruit who have clearly defined their need, know they cannot fix their own problem, and have a route to congruent change.
When I gather info about a need, and it seems obvious there is one, what am I missing?
Youâre merely asking biased questions to elicit the data YOU want to elicit from one person or a few research visits to your site, to find people who SEEM like they have a âneedâ and spend a lot of resource chasing after them whether they are real buyers or not. Plus, because someone has a need doesnât mean they are ready, willing, or able to buy; because the one person on the team you're speaking with does NOT seem to have a need, doesn't mean they don't have one. Youâre a solution looking for a problem. Enter first with a Facilitator hat on, help those that CAN/WILL become buyers traverse the route to change, and THEN sell.
Itâs not as hard as you think. I developed a new form of unbiased question (Facilitative Question) to facilitate change (part of the Buying FacilitationÂŽ process) and pose these down the Pre-Sales steps to help the ârightâ people become buyers. Here are two examples of responses to a Facilitative Question used on a first call. I bet you can tell which one CAN buy:
SDM: How are you currently adding more tools and capability to your sales team for those times you seek to reach an expanded market?
SALES DIRECTOR #1: I read a couple of sales books annually. If I like them, Iâll pass them on to my sales managers and tell them to get the sellers to read them, and run meetings to discuss their takeaways [Note: this was a real response.]
SALES DIRECTOR #2: Iâve had a helluva time trying to find new tools to use. Iâve tried several, and keep getting the same results. Iâd be glad to use something new if I could be assured it was really new, and it would work.
My opening FQ, different for each situaltion, begins by shining a light on the system the person is operating in, and provides an invaluable insight into the state of possible change. It also begins making the person a Coach/Witness to her own status quo by asking for an overview of the system. This particular FQ helps #2 take an unbiased view of how sheâs managed change until now. Buying FacilitationÂŽ then proceeds down her change steps so she can address each step efficiently, with me by her side. Director #1 had a need, but wasnât a buyer.
When I form a wonderful relationship with a potential buyer with a need, where does he go? He seems to take calls and stay in touch, and then disappears. Where does he go?
He was never a buyer. He either couldnât get the buy-in from the Buying Decision Team (BDT), or came up with an alternative solution, or decided not to move forward because the cost of disruption was too high. He stays in touch as long as there is a possibility he needs to buy something (he hasnât yet gotten team agreement or become a buyer), or so long as the data youâre offering is useful to their ultimate decisions. 80% of our prospective buyers will buy a solution similar to ours within 2 years of our connection. That means they had a need but couldnât figure out how to congruently manage the change.
When Iâm months into a sale, and everything that was going well suddenly stops, where did it go?
See above. The person wasnât really a buyer yet or the team wasn't bought-in to change.
Are buyers spending a lot of time trialing and speaking to other providers before they choose us?
Possibly. People research the best alternatives to managing change with the least disruption.
Why arenât we more successful when we check that theyâve brought in all stakeholders and help them achieve buy in? Thatâs managing Buyer Readiness, no?
Youâre an Outsider. Youâll never understand whatâs going on; the questions you pose and the direction you offer are solution placement based; you listen with a biased ear, etc. (Seriously: Read Dirty Little Secrets then call me and Iâll teach you how to do it.) Did they bring in âJoe from accountingâ? How are they managing the fight between sales and marketing? Oh - one other big reason: youâre merely speaking with one, at most two, people; you have no reach through the sales model to facilitate change. I canât say this enough: youâre an Outsider.
If you start as a Neutral Navigator, listen for systems and facilitate them through their OWN decisions with NO BIAS to selling, you can quickly find and serve those who WILL become buyers and help them efficiently manage change. Using Buying FacilitationÂŽ KPMG went from a 3 year sales cycle to a 4 month sales cycle with a $50,000,000 solution; Wachovia small business bankers went from a 2% close over 11 months to a 29% close over 3 months; Kaiser went from 110 visits and 18 closed sales to 27 visits and 25 closed sales. By adding BF to their dummy terminals, Barclayâs helped customers define, and buy, the exact solutions they needed. Help them traverse their change path and sell to those who will buy.
Why donât more people show up at appointments? Why are so many buyers reluctant to take appointments?
Whatâs wrong with trying to place a solution by âunderstanding needâ, or creating a need, or selling?
You can do that, for those who are already buyers understand their need.
Iâve paid a fortune for technology, research into demographics, opportunity management software, scripts, and experienced sales folks â but Iâm still not closing all I deserve to close. Why?
Because your efforts are focused on âbuyerâ âneedâ, and neither of those necessarily correlate with buying anything for those who aren't yet buyers.
How does Buying FacilitationÂŽ find, and close, more real buyers?
Buying FacilitationÂŽ is a Change Facilitation model that works with sales (and coaching, etc.) and includes Facilitative Questions, Listening for Systems, Presumptive Summaries â wholly different skill sets than sales, and includes no bias. It traverses the first 9 steps of change management, in the ares your solution operates in, beginning with immediately ascertaining who is set up to be able to buy, or has a possibility of systemic change and then teaches them precisely how to discover their path to change. By adding BF you not only find the right buyers, but teach those who may not have been able to buy how to facilitate change.
With Director #1 above, it would take so long to convince him that his plan was flawed, and then get the other managers who have complied with his plan to acceded to change, that itâs not worth the effort. BF progresses down the change steps and teaches them how to bring in the right people, discover if workarounds are worthwhile, and why they havenât worked until now. Then it helps them determine how change would need to be addressed â and with BF you can do this on the first call. It will ignore the ones who will never buy, and help the real buyers be ready to buy. So much easier than finding those relative few who have already done this. And itâs much easier than it sounds: youâre just not used to it yet.
Here is a rule: as long as the sales model tries to âfind buyersâ and âplace solutionsâ, youâll never sell to anyone other than those who have determined theyâre buyers, leaving you continuing to push your solution into their closed system. You can
By adding outreach, vocabulary, content, that first focuses on facilitating the buying decision path earlier youâll enlarge your range of buyers by 5x. After all, people must do this anyway before becoming buyers; we might as well join them where they are and facilitate the right ones.
Call me. Together, we can create content, software, scripts to find the right ones â those who WILL become buyers â and facilitate them down their decision path toward effective change and buying.
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
Published here on: 15-Oct-17
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