Samurai Sales Training – Handling Difficult Situations in the Sales Process

There you are. In the midst of what seems to be a positive sales presentation. Then out of the proverbial blue, comes a totally unexpected, off point question or statement. You fumble for the right words to answer the question and return to a positive presentation. What do you do? WHAT DO YOU DO?

The Samurai, when in an inferior or defensive position, turned a positive into a negative. In a sales situation, it is conversational Jujitsu.

Under the guidance of Sensei Robert Lambert, of the Samurai Business Group, we learned and practiced conversational Jujitsu. The techniques taught should be used when a question is asked and you don’t know why. Or the timing of a question may be off topic, or your answer would hurt your presentation.

For example, you’re talking about how your product / services will help the prospect when they interrupt with: “I heard you had problems at XYZ Corp.”  Your response, using jujitsu techniques, could be: “There were a couple of issues that have been resolved. Would you mind helping me understand what specifically concerns you and why?”

Perhaps the prospect starts a negative comparison of your product or service to a competitor. “Harmont Services are much less expensive, and their contract is only for six months. If I’m not happy, I have more flexibility and a smaller commitment..”

“It sounds like you’ve decided to go with Harmont.  But now I’m confused; if you’ve already made your decision, what were you hoping to accomplish at our meeting?”

Or maybe they ask a question about something that hasn’t been discussed before and / or seems irrelevant: “Does your system have a throckmorton feature?”  Your response could be: “It’s interesting that you should bring that up.  Obviously, you have an application in mind for that feature?”

The secret to Jujitsu on the field of battle, or in the conference room, is to take the prospect’s advantage and turn it against them. How? There are three basic moves. The reversal is used 90% of the time. “That’s an interesting question. What do you believe are the advantages if we don’t sync our teams during implementation?”

Or perhaps a take away move would make sense. The enemy thrusts a spear at you. You side step, grab the spear, add energy to the forward motion and take the spear away.

In conversational Jujitsu, you might answer, “Interesting comment. For us to professionally implement this program, we will need to work with your staff. If that is not possible, perhaps we shouldn’t move forward. What is your alternative?”

This will either get the project back on track, or stop wasting your time in an impossible situation. In the 1980’s, there was a stockbroker (now known as Wealth Management executives), who was a master of the take away. His reputation for helping clients was national. His process was methodical. But if the prospect or client refused to cooperate, he stopped wasting his time and would immediately close the prospect’s file.

Finally, there is the pre-emptive move. In battle this was best shown in “Raiders of the Lost Arc.” An obvious masterful swordsman challenges Indians Jones to a duel. Jones calmly pulls out a gun and kills the swordsman.

In conversational Jujitsu, the actions are not as bloody. A few days after learning and practicing in our class, I was faced with the situation of telling a prospective client t

“Dan, I carefully reviewed your website. Please don’t shoot the messenger. The platform that was used is not suitable for a website. In addition, there are typos, dead links and one section that could get you in legal trouble.” The now client appreciated my candor and the fact I kept the conversation about helping him move toward success and didn’t make it personal.

Like all of the Samurai Business Group’s teachings, this needs to be practiced under the guidance of an expert. If not, you might experience being run through by a “spear.”

For further details on “Handling Difficult Situations in the Sales Process,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Sales Training – Socratic Questioning

Exactly what is Socratic questioning?  In essence it is asking a series of questions that lead the other person to a decision. But it goes far beyond that. If done professionally, you will uncover the prospect’s true, compelling reasons for meeting and discussing your products and/or services

First Socratic questioning should feel like a conversation. Your questions need to be open-ended and relevant. They are designed to take the edge off the process, increase trust and be relevant to the task at hand. You need to understand the compelling reasons why a prospect wants to buy, while moving her from prospect to strategic ally.

The questions should demonstrate your intent to solve a problem, not sell a product or service. You are seeking clarification, direction and the true concerns from the prospect. It takes practice. Even if you have spent years practicing consultative sales, you can get trapped into a game of 20 Questions.

Sensei Dan Kreutzer, of the Samurai Business Group, proved how easy it is for a “veteran” sales person to fall back into “yes or no” questions. He thought of a situation that I was asked to uncover during our class. I fell for his trap. I played “Twenty Questions.”

Again, as your are seeking information from the prospect you must “dump the head trash” or fear of pushing too hard to gain important information; remain on task and ask questions that will make the prospect think.

Dan provided examples of Socratic questions he has successfully used in sales situations. My favorite, “If nothing changes one year from now, how would your situation look?”

I have often asked a prospect, “Let’s assume we move forward with this project. Looking back six months from now, what would have been accomplished?”

The final key to success in Socratic questioning is practice. Fortunately, the second half of our class was used to practice on each other. Each classmate had two opportunities to be the questioner and the questioned. Playing the role of the prospect provided one important insight. Why doesn’t she ask this question

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Sales Training – Prospecting: Do You Have a Plan?

Let’s be honest. No one really enjoys prospecting. But to build a successful business or practice, you need clients. You need a continuous flow of clients. And to have this flow, you need to build the prospect pipeline and a disciplined tracking system.

Out of college you were a trained an attorney, creative, engineer, accountant, etc. Trained to create, engineer, account or do law stuff. Not trained to sell. You joined a firm, agency or company. They had business development team (sales people). All you had to do was show up and do that thing you were trained to do.

Then, without warning, the economy went south. Sales people were laid off. You were laid off. And now you need clients. You start networking. You’re meeting new people, collecting cards. In fact you’re hitting a lot of networking events; meeting a lot of people, collecting a lot of cards. You follow up; meet for coffee, exchange emails. They really like you. So what?

You contact friends, colleagues, golf buddies, etc asking for quality introductions in your quest for new clients You even contact former clients (assuming you didn’t sign a non-compete and have a good attorney, “Where is that attorney’s card I picked up at some networking event three weeks ago?”).

So what is working for you? What efforts are building your business? What is your tracking system?

In the last session of the Samurai Business Group “Brown Belt Program,” Sensei Bob Lambert  led us on a journey of organizing and tracking our prospects and prospecting efforts. It requires discipline (there’s that word again from the last blog post).

We were given a system. In fact, it is a very good system for tracking and monitoring a new business pipeline. If you are honest and disciplined, it will show you what business development efforts are working, and not working. It evaluates your list of prospects, who’s hot, who’s not, who’s really interested in hiring you and who just wants free, professional advice

First, look at where you found your current clients and prospects. Track all of the variety of efforts you are making and see if they are important to building your business – or just leading you into a false sense of accomplishment. If the latter, it’s time to adjust.

So what is the Samurai method of building a pipeline tracking system? Easy if you have discipline (no, not that word again!). Forms were provided to execute the system.

1. The Top Five Prospects – You’ve met face-to-face. The prospect has shared information. She has completed her “homework.” You talk or send an email once a week and get a positive reaction or response.
2. The Farm Club – Fifteen, prioritized prospects. There is synergy between his business and what you offer. You contact him once a month, share pertinent information and get a positive response. If a top five prospect falters, you promote someone from the Farm Team to the Top Five.
3. Suspects – Twenty who have shown promise. They have said they don’t see an immediate need for your service. You touch base once a month and respond to their emails and phone calls, as long as they are not seeking pro bono work, with the promise of “one day, when business picks up…

So when you review your prospecting efforts are you saying “SO!” or “So what?”

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Sales Training – Are You Disciplined to Succeed?

DISCIPLINE

Mirriam-Webster defines discipline as a noun, “training that corrects, molds, or perfects the mental faculties or moral character: orderly or prescribed conduct or pattern of behavior: self-control.” As a verb, “to train or develop by instruction and exercise especially in self-control.” Self Discipline, “correction or regulation of oneself for the sake of improvement.”

Warrior Views wrote in an article discussing the Samurai, “The Samurai conduct all their day-to-day activities with a high level of discipline.”

In their writings, Dan Kreutzer and Robert Lambert paraphrased the Code of Bushido, “If you want people to deeply trust you have to be disciplined…You can’t fake it!”

Like everyone, I try, I really try. But workout regimens, diets, etc tend to fall victim to short term temptations. “You’re going where, when? I can skip my training for one night.” “Wow, look at that cake. My niece baked it. I can’t disappoint my niece.”

The first step our Senseis had us take was to grade ourselves as being disciplined. My scores – not good, not bad, but not good. Step two, plan to be disciplined. There are rewards. It gets you through the lows, the peaks and valleys. It becomes easier to make decisions, see and take advantage of opportunities, keep one’s word.

When discipline is served, one is able to maintain focus, doing what needs to be done and not done, confidence and vision, be consistent and make decisions. And, keep one’s word.

OK smart guys, how? First have a personal, activity plan. The Samurai Business Group provided the forms and scoring system for tracking progress, success and non-success (someone once said to me, “Success is never certain, failure never final). The forms are outstanding and testing.

The forms visually demonstrate if you are traveling the road to success. The “leading indicators,” which tell you if you are moving forward or standing still, are old school. How many prospects have you developed; how many discovery calls; how many sales cycles are moving forward; and how many proposals are being considered.

But the mind can play the wonderful trick of self justification. “OK, I’m a little short, but the economy sucks. I’ll do better next week. I’m really good at what I do. I just need a few more speaking gigs and networking events.” Don’t believe your own propaganda.

This was an enlightening session. And contained more information than what can be included in one blog. With that said, let me leave you with something shared by Richard Berroa in “The Realgogetter Blog,” The Precepts of the Samurai (samurai no kokoroe), a modern variation on a historical philosophy:

“Know yourself. (Jiko o shiru koto) Always follow through on commitments. (Jibun no kimeta koto wa saigo made kikko suru koto) Respect everyone. (Ikanaru hito demo sonke suru koto) Hold strong convictions that cannot be altered by your circumstances. (Kankyo ni sayu sarenai tsuyoi shinnen o motsu koto) Don’t make an enemy of yourself. (Mizu kara teki o tsukuranai koto)

“Live without regrets. (Koto ni oite kokaisezu) Be certain to make a good first impression. (Hito to no deai o taisetsu ni suru koto) Don’t cling to the past. (Miren o motanai koto) Never break a promise. (Yakusoku o yaburanai koto) Don’t depend on other people. (Hito ni tayoranai koto) Don’t speak ill of others. (Hito o onshitsu shinai koto).

“Don’t be afraid of anything. (Ikanaku koto ni oite mo osorenai koto) Respect the opinions of others. (Hito no iken o soncho suru koto) Have compassion and understanding for everyone. (Hito ni taishite omoiyari o motsu koto) Don’t be impetuous. (karuhazumi ni koto o okosanai koto) Even little things must be attended to. (Chiisa na koto demo taisetsu ni suru koto) Never forget to be appreciative. (Kansha no kimochi o wasurenai koto) Make a desperate effort. (Issho kenmei monogoto o suru koto)

“Have a plan for your life. (Jinsei no mokuhyo o sadameru koto) Never lose your ‘Beginner’s Spirit. (Shoshin o wasurubekarazaru koto)
“Saigo made eizoku suru – persist to the end. This one has special meaning to me. I look at this in this way ‘to persist is to conquer.’”

*The Samurai precepts are from written by Kristen Kyle.

For further details on “Discipline,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Sales Training – Building Customer Loyalty

When asked to rate their vendors, customers said 4% were excellent; 80% were good to very good; and 16% poor. Of those in the good to very good and poor categories, 50% to 90% of those vendors, consultants, and service providers were replaced by someone else.

We all know how hard it is to add to our client/customer base. But losing a client/customer is painful. In spite of all our efforts, the client/customer found someone “better.” Where were your mistakes? What did you do wrong? What can I learn so this doesn’t happen again?

Dan Kreutzer, of the Samurai Business Group, covered this in detail through the Samurai training module and in class. First, most customers expect “a very good job” from vendors. But very good is not good enough. And “customer loyalty is a myth.” You need to convert “loyal” customers to evangelists. How?

First you must remember that your work doesn’t end with the ink drying on the contract and the check clearing. You need to meet with all involved in using the product or service you deliver. Maintain visibility. Not just by email or phone calls, but live and in person. Become perceived as an “employee,” not just the guy who shows up to take the CEO to lunch once a quarter.

One of the greatest compliments I received was when an employee asked if I was attending a company sponsored, employee event. She was surprised to learn that I wasn’t an employee.

Next, don’t be modest and don’t be unavailable when inconvenient. Link their successes to your good efforts. Don’t assume they recognize your role in making something great happen. Become their go-to person to build reliance on your talents – even outside of the contract. And if there is a problem, take or assume responsibility. And then fix it.

Help a client build and grow their business. The contract calls for the writing and distribution of press releases, contacting media and writing white papers. Go the extra mile. If you know someone who could use their products or services, set up a qualified introduction. Let the client know you care as much about their business’ success as you do for just the project’s success.

Now the competition comes knocking. Help the client prepare for your competition and how to handle them. Give them a script and rehearse it before the competition arrives. And ask your client questions about your work and how you have become her “go-to” person.

By caring as much about the client’s business success as your own success with the project you willmove from vendor to trusted asset. And move the client from loyalty to evangelist.

For further details on “Building Customer Loyalty,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Eighth Session in the Dojo – Relevant Messages that Resonate

The One-Minute Infomercial, also known as the elevator pitch, we all have one or more. Sensei Dan Kreutzer, of the Samurai Business Group, led us on a journey to develop and then test our new infomercial.

To have a successful “pitch” it must 1) Communicate your key message; 2) Create curiosity; 3) Appeal to emotions; and 4) Avoid trigger words. But first the introduction. Name, company and what you do. Simple, right? Done this hundreds of times. “I’m a strong networker and have to reorder business cards every quarter.” But are you effective?

“Hi, I’m Spencer Maus of SpencerConnect. SpencerConnect is a public and media relations firm that…” “So, what?!? I know at least 20 of you. In fact my next door neighbor/fraternity brother/mother-in-law does PR.”

Ok, let me try again. “SpencerConnect is a promotion and marketing firm, which employs only senior-level talent, that designs campaigns tailor made to specific needs and budgets, and targeted to the influential people you need to meet to grow your business.” Not great, but Sensei Dan and Robert Lambert are helping me.

Next, the Statement of Business Issues. “We work with (your business focus here) that have been concerned with industry regulations and are hesitant to use certain tactics that would have made a tremendous difference in their marketing campaign. For example…”

This allows you to create curiosity and appeal to emotions. The secret? Tell them what you did, not how you did it. Look for a change in expression and the “yeh that happened with my business” gaze. Now you ask the magic questions. “Has this ever happened to you? What happened?” And then shut up. When she is done sharing, suggest that you meet. Get her card and move on.

(Editor’s Note: I have been most successful when the person I am meeting talks first. I can then adjust my pitch to their industry by listening and asking questions. The longer she/he talks, the more I know before I speak).

Finally trigger words, “Words that may elicit negative reactions or cause you to be pigeon-holed.” Consultant, Trusted Advisor, Lawyer, IT. When I lived in L.A., Consultant usually evoked the response, “Oh job hunting.” “Lawyer? I know hundreds of lawyers.” “IT? I never understand what you guys are saying.”

Trusted Advisor? In his white paper Beyond Trusted Advisor – becoming a Trusted Asset, Bob Lambert wrote, “It’s one of the most over used terms today, it’s like the over use of paradigm in the last decade. I would suggest that ‘Trusted Advisor’ has limitations. First you can’t become a ‘Trusted Advisor’ to a prospect until they’ve determined you are a person that they can trust.”

For me the trigger words are public relations. Almost everyone thinks they understand public relations. “Oh, my mother-in-law does that! Thanks for playing!”

So what is the value of all the preparation, testing your spiel on friends (or in my case willing classmates in the Dojo)? You are ready for almost any networking situation. Your infomercial becomes natural. All the preparation and practice on family and friends forces you to think through your market and the message you are delivering.” Fortunately I have Bob, Dan and my classmates in the Dojo to bore to death

Second you are more relaxed. Your message sounds natural. You can easily adjust to your audience member. And it comes across as what you do, not what you are doing now (see consultant).

For further details on “Relevant Messages that Resonate,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect

Samurai Business Training – Sixth Session in the Dojo (part 1) – “I hear voices!”

Your meeting with your newest prospect begins and you’re having a great conversations. That is not a typo. Whether you are aware of it or not, in every meeting there are at least three conversations taking place. You and the prospect. You with you. The prospect with himself.

Since you were a child, and through college, we have been programmed to listen to our inner voice to answer teacher’s questions, think of questions and in general participate in class to improve our grade. Now that we are in the business world, our well trained “inner voice” keeps participating.

During meetings with prospects and clients, we listen intently to two voices; that of the prospect and our inner voice. “I know the solution!” “You have examples of success! Tell him about the Samurai Capital account!”  “Stop talking so I can tell you all the great things we have done!”  “OOO, pick me, pick me I have the answer!”

The prospect’s inner voice is also talking to him. “Man, this is going to blow out our budget?” Won’t this guy shut up so I can tell him what I really need?” “I wonder when Sue and Tim are going to lunch.”

So what’s a “parent” to do and can we learn to control or just live with this “child?”

First, as Sensei Dan Kreutzer of the Samurai Business Group pointed out, there are three, distinct levels of participation by our inner voices. As programmed, your inner voice takes over. You are distracted from what the prospect is saying. You are spending more time listening to the inner voice, and only hear pieces of the valuable information the prospect is sharing.

The second level is when the inner voice keeps interrupting with answers to the prospects needs, but you are able to quickly return to listening to the prospect. And third, you’ve told the inner voice to “shut up and be quiet.” You continue to focus on the prospect and what he has to say.

So the solution is to just have a conversation. Huh? Leave the sales mode. And just talk. It sounds simple. But if you simply shut up and focus on listening and having a normal conversation, you can move the prospect from the fear of “being sold” and into discussing his compelling reasons. Then you will gather the information needed to present solutions at a follow-up meeting.

OK, now you’re saying it can’t be that simple. Alright, here are a couple of tricks I use to maintain focus on the prospect. First, I invite my inner voice to join the conversation (“Right, are you off your meds?”). I have my inner voice repeat verbatim what the prospect is saying. To do that takes real focus. The other trick is to write down the questions and key points my inner voice wants to ask. When the prospect has finished talking, I ask questions, confirm key points and satisfy my inner voice.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Are You Wasting Your Time on RFP’s?

Many of us have received Requests for Proposals (RFP’s). Most corporations and all government agencies require multiple bids for large projects. RFP’s are sent to selected corporations. Bids are reviewed and a winner is selected.

For many businesses RFP’s are an important element for generating new business. Corporate teams spend hours on research, preparation and writing, submitting and then waiting for the good or bad news.

In many cases, success can be minimal. The team has submitted the perfect proposal. Every section has been thoroughly discussed. Your company’s products or services are a perfect fit for the needs outlined in the request

However, the winner may have been pre-selected. It could be a company that has always delivered great results. It could be that project manager plays golf with the CEO. Or you may have been suggested by your competition, in order to meet with policies or laws.

So how can you determine if it is a true open competition, or if you are “window dressing” to provide the appearance of fair and open process?

Dan Kreutzer, a managing partner of the Samurai Business Group, offers students a few suggestions. Does the RFP provide contact information and an invitation to call with questions? If not, your proposal may not be seriously considered. If you are invited to call with questions, you call, leave numerous voice mail messages without return calls, this may not be a fair competition.

If you do get the contact on the phone, first ask “How did you get my name?” If it was a referral, ask “who referred me so I can thank them?” If the corporate contact says he would prefer not providing a name, odds are it was your competition. If it was via a Google search, you may or may not be in a rigged beauty contest.

Next ask if you can discuss the RFP in person.  If that is impractical, ask if the contact has time or can schedule a time. If the answer is “all the information you need is in the RFP and on our website,” again this could be a waste of valuable, business development time.

However, if you are provided the name of a referrer and a quality meeting or phone conversation occurs, you are in a fair RFP competition. And one final tip. At the end of your RFP, include legal language that the information in RFP cannot be shared with anyone outside of the corporation requesting your bid. It may not prevent your bid from being shared with competition, but it may give pause to the corporate contact.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Fifth Session in the Dojo – Why They Buy

You rarely hear anyone say, “I’m going out today to be sold a new car!” Or someone in the office sending out a memo saying, “We need to be sold a new server. Our current server is not sufficient.”

Yes, we have been sold. But if the truth is told, we were planning to buy. So why do prospects buy? Robert Lambert, Sensei of the Samurai Business Group, led as we continued our path to Mastery on the Fifth Day in the Dojo.

So why do people buy from you, me or Bob Lambert? Spoiler alert – because we answer the WIIFM (what’s in it for me) question. That’s it! You’re now trained to sell. Well, maybe not. The hard part is getting to WIIFM.

You get a referral to the CIO of Samurai Aeronautics, LTD. Having completed the Samurai Sales Mastery series you listen intently as the CIO provides the Apparent Reasons for the meeting. The company’s servers are five years old, tech support is non-existent and she is considering either adding additional servers or replacing the entire system.

During the meeting, you uncover the Underlying Causes. A great deal of the CIO’s time is responding to complaints and system problems from aeronautic engineers, office support staff and finally the executive suite. “Not only are our computers slow, but seems like the servers are down more than they’re up.” (PAIN)

You then begin asking a lot of questions. A LOT OF QUESTIONS. “Have you considered integrating additional servers? Can you upgrade your servers working with your current vendor? Are there other systems that can effectively integrate with your current servers?”

As you continue the conversation, Ms. CIO says she has other concerns. There is the projected growth of the company. The future needs for storage, and she can’t store information off site due the security issues. And other members in the “C-Suite” want to not only have the best current technology, but the ability to upgrade in the future. And there are budgetary constraints. (FEAR)

She wants a system that is reliable, secure and easily upgradable, with minimum cost. (GAIN)

As you work through the process of providing the solution, you provide options and alternatives. You research upgrades and costs for her current system. Your firm provides servers that can integrate with her current servers. And your firm will provide easy migration and 24/7 technical support for the entire system – your company’s servers and those currently on site. And using your servers, you can easily expand the system as the company grows.

The WIIFM? She wants to look good in the eyes of the corporate president. Through your work, she does. And you do to!

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

Samurai Business Training – Fourth Session in the Dojo – The Buying Model

When I was told our next session would cover the “Buying Model,” my visions of a field trip to study to habits of models shopping were soon dashed. Our class would focus on the human decision model, created by J.P. Guilford while at U.C.L.A, and its application to sales.

Dan Kreutzer, Sensei of Samurai Business Group, presented the process of how a prospect buys. Every decision we make is a buying decision. Most of our “buying decisions” are transactional – price, location, ease of purchase, etc. Buying coffee, toothpaste or going to work (if I show up I get paid, if I don’t buying coffee is not an option).

However, the more complex the decision, the longer the process will take. Buying coffee for the office is easy. Selecting a vendor for an ERP system is not.

Typically before meeting, the decision maker will have already identified the issues and consequences of a right or wrong decision. Going with the wrong software program, or the wrong provider, could cost the company profits and the executive her job. And a first meeting may or may not be a part of her discovery process.

No executive will meet with a sales professional, unless she has a real need (or perhaps curiosity) for the products or services that you represent. Even before you’re invited for first meeting or before it takes place, the executive will have researched and compared your company and your competition.

You need to avoid the temptation of a “brain dump” during this meeting. You must listen, ask questions, ask more questions and clarify (this will be a redundant theme). A “brain dump” or “show up and throw up” will immediately put you at a disadvantage. You will appear as an order taker and trust will be nearly impossible to gain.

In a first meeting, the critical issues, or apparent reasons for meeting will be discussed. In that meeting it is imperative to understand the apparent reasons. Ask questions and listen, and more questions, clarify and listen. To gain trust, your role is to help the executive make the right decision – which may not be what your company offers.

As you continue the discovery process with the prospect, you need to help her fully consider alternative solutions, products or perhaps services. Assume for a moment you are a corporate law attorney. A current client comes to you needing assistance with an employment matter. If this is a simple matter, law school training may have prepared you for this situation. If it is a more complex situation, perhaps a claim of sexual harassment by a terminated employee, you may want to bring in a colleague to represent the client.

The discovery “loop” of  Situation Analysis, Self Education / Gathering Information, and Considering Options(exploring alternative solutions) will be repetitive and take longer than the traditional sales models (Feature, Advantage Benefit and even Problem – Solution if done without integrity).

But when you and the prospect reach agreement on the best course of action, or best alternative  (Select “Best Fit” – aka “close”), you will have gained trust, perhaps a client and potentially further opportunities through referrals.

But your job is not finished. The Post Sale Evaluation is as important as the sale. As the solution is being provided, you must remain in contact with your client. Is the process going smoothly? Have there been any unplanned consequences you can address? After one month, six months or one year, you should ask if the product / service has performed as expected, better than expected, not met your expectations? What adjustments need to be made?

Again, the more questions asked, the better you can present alternatives, aid the prospect and make the right decision.

For further details on the buying model, please contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect.

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