| If you place prospecting calls (hopefully Smart | | | | "What prompted the decision to go with them?" |
| Calls) you probably often hear, "I already buy | | | | Notice that the last two questions take the |
| from X-Company," or, "We're happy with who | | | | emphasis off the person, and place it instead on |
| we're using." | | | | the decision. It's non adversarial, and is a soft way |
| I know, at this point you feel like saying, | | | | to get them talking. |
| "X Company! What a bunch of losers. How can | | | | By the way, I don't favor the oft-recommended |
| you be so dumb?" | | | | "What do you like best about them?" Some might |
| Almost as bad--and what many salespeople | | | | argue it gives you insight into what they want in a |
| actually do--is data-dumping a pitch explaining why | | | | vendor. I maintain it asks them to reinforce their |
| your company is better. It's confrontational, and | | | | decision to pick their existing vendor--the exact |
| only causes the prospect to harden his defenses. | | | | opposite of what we truly want to accomplish. |
| Another strategy is to simply make a quick exit. | | | | The Competitions' Weaknesses What you should |
| Which might not be bad, depending upon your | | | | do now is ask questions designed to extract |
| industry, and the quality and quantity of names | | | | information not only on what his needs are, but |
| you have to work on. Many stockbrokers take | | | | also to point out your strengths and the |
| this route. After all, repeatedly running into a brick | | | | competitors' weaknesses. |
| wall, rebounding off, reloading and ramming into it | | | | For example, if you know X Company has poor |
| again isn't the most efficient use of time if you | | | | quality--allowing them to charge that lower |
| have stacks of other leads staring you in the eye. | | | | price--instead of blatantly slamming X's |
| Plus it hurts after a while. | | | | workmanship, you'd ask a question to shed light |
| But if your prospect pool is relatively finite, you | | | | on it: |
| can't afford to burn through names. You need to | | | | "How often do you have customers return for |
| take the next step. | | | | service because of defective parts?" |
| Get Them Talking Your best approach is to | | | | "What do you do in situations when the units |
| engage the prospect in a two-way conversation. | | | | overheat?" |
| You see, prospects often say "I'm happy with | | | | Now it's not YOU disparaging the competition; |
| my supplier," because it's an easy way to get rid | | | | they're doing it for you. More importantly, they're |
| of a salesperson. It's instinctive. It's easy. Jumping | | | | reliving their negative experiences as they explain |
| into a pitch at this point not only falls on deaf | | | | them. Delicious. |
| ears, it's unwise because you don't yet know | | | | I don't want to paint too rosy of a picture here. |
| anything about them. | | | | Despite your best efforts, in most cases the |
| Engaging them in conversation, however, gets | | | | prospect still won't budge. Then your best tactic is |
| them involved, and gives you material you can | | | | to keep the door open for the future. After all, |
| work with. | | | | we've all had those written-off, discarded |
| A suggested route is to learn why they selected | | | | prospects who surprised us with a phone call |
| their present vendor. Once you know what | | | | announcing, |
| influenced that behavior, you have insight into | | | | "You called us a couple of months ago, and we'd |
| what to say so they'll consider you. | | | | like to do business with you." |
| But DO NOT say, "Why did you choose them?" | | | | Here are additional questions that can make that |
| The reason is that "Why?" puts them on the | | | | happen more often. |
| defensive. It forces them to justify their selection. | | | | "Do you have a backup supplier?" |
| And it can be interpreted as an attack of their | | | | "What type of contingency do you have in place |
| reasoning. You might as well poke them in the ribs | | | | if something were to happen where you needed |
| with a sharp stick and then try to sell to them. | | | | something in an emergency?" |
| Saying, "Oh I'm sorry to hear that," or, "Any | | | | "If anything were to happen with your existing |
| particular reason you use them?" has the same | | | | supplier, could I be on the list of people you would |
| effect. | | | | consider?" |
| Instead, you want to ask questions that open | | | | Or tell them, |
| them up, build rapport, and ease into a | | | | "Please put my name and number in your |
| conversation about how they chose their supplier, | | | | vendor's file. If anything happens where they can't |
| again avoiding the stern "Why?" word. | | | | provide you something when you need it, would |
| For example, | | | | you please give me a call? |
| "What influenced the decision to select them?" | | | | |