Nothing happens until somebody sells something. To make sales happen, IMMS.com Key Sales Consultant Randy Schwantz has created a comprehensive series of 43 Producer Success Lessons. Used singly or in combination, these powerful tools can help your producers build their skills -; and grow their sales.
How could you double your production this year over last year? What would have to happen to ensure this kind of performance? Do you remember how excited you got the last time you knew you were on track to close the biggest deal you'd ever had?
Those are very powerful questions, each designed to move the selling process along in a way that leads to sales, not promises. Let's talk about each one in depth.
How could you double your production this year, relative to last year? This question is designed to uncover someone's strategy for getting results. Notice that it starts off with 'how could you.' That's key. Here's an example that shows how useful this kind of question is:
Salesperson: I appreciate the chance to see you, and I was ... .
Executive Look, I've got to tell you, I'm looking for top-quality service - nothing else will be sufficient.
Salesperson: How could you tell whether you were being offered top-quality service?
Executive I'd have seen plenty of good press about your company's service. I'd also hear great things from your current clients when I called. I suppose I'd also have to see the claims forms and stuff.
Salesperson: You'd like to see more about my company's service in press clippings - OK. You also want to talk with some of my current clients - fine. And I have some claims forms you can look over - what else would you like to see?
The salesperson in this example found out how the executive would determine whether a company gives top-quality service: with positive press coverage, testimonials from satisfied clients, and a look at the forms he would have to fill out. The executive told the salesperson exactly how to build credibility in this case. All the salesperson needs to do now is follow through on these requests.
Let's talk a minute about what the salesperson didn't do. They avoided a very common mistake. When the executive said, 'I want top-quality service,' they could have jumped in with a presentation. That could have been a mistake - the salesperson didn't know how the executive planned to ascertain the quality of the company's service. The presentation could have been way off base even though the salesperson knew their company gave great service. Presenting at this point could have broken rapport.
What would have to happen to ensure this type of production? The purpose of this question is to get you unstuck. That's an interesting idea - getting unstuck. Did a prospect ever answer your carefully worded question this way?
You: How could you feel better about this?
Prospect: I dunno.
Isn't that frustrating? The prospect was supposed to tell you exactly how to fix their problem. 'I dunno' is definitely not in the plan. So what do you say? Let's try another approach.
Salesperson: How could you feel comfortable about introducing me to the senior executives?
Risk Manager: I'm not sure. I don't feel comfortable about giving you an introduction.
Salesperson: What would have to happen for you to feel better about it?
Risk Manager: Well, I'd have to be sure you weren't going to hound them about an appointment. I'd also have to feel like you were committed to high-quality service.
Salesperson: How could you be made comfortable that I was delivering high-quality service?
And so on.
This salesperson was able to overcome the 'I dunno' problem. Usually when a prospect says, 'I dunno,' they really mean, 'I'm not willing to share this information with you.' By asking what would have to happen, you've changed from 'Give me information' to 'How can I help you?'
Do you remember how excited you were the last time you were on track to close the biggest deal you'd ever done? What was it like? Exciting? A little scary? Would you like to feel that way again? You can - easily. Just use the three questions in this lesson. Your sales will be unbelievable!
Do you remember a time when you were worried - really worried - about whether you'd have enough money to pay all your bills? How did that feel? Scary? Depressing? Would you like to avoid that feeling forever? It's not difficult - just use the three questions in this lesson. You'll be very prosperous.
The two paragraphs above illustrate how you can use questions to generate emotional involvement. An excellent example of this type of question is 'Do you remember ...?' That simple phrase causes the person you're talking with to relive an experience - which usually carries feelings of pleasure (as in the first paragraph) or pain (as in the second paragraph). And emotional involvement is a key to sales success. Look at this example:
Salesperson: Do you remember a time when you didn't handle something well, maybe forgot some small detail?
Risk Manager: Sure. It happens.
Salesperson: Did you ever really screw up, maybe to the extent that it cost someone money or time?
Risk Manager: Sure - what's your point?
Salesperson: Looking back, do you feel good about that experience?
Risk Manager: No way. I'd never do that again.
Salesperson: You know, sometimes a company's senior execs get their personal insurance a little screwed up. That couldn't happen here, though ... .
Risk Manager: I suppose it could happen. I don't always get a chance to review all their policies and coverage. It's not really my job.
Salesperson: Sure, but they're all in great shape.
Risk Manager: I'm not as sure about that as you are.
Salesperson: If the senior execs weren't covered adequately, would that situation cost them time or money?
Risk Manager: Certainly. I'm beginning to see your point. If you do a Personal Risk Management Review for them, can I be sure you won't hound them to buy insurance?
And so on.
The salesperson was able to get the Risk Manager emotionally involved by asking them to remember a bad experience. Then the salesperson connected that experience to the current situation. Now the Risk Manager has a higher level of motivation - personal pain.
These three questions can make a difference in your selling effectiveness. If it's important to know how the prospect will evaluate you, ask a question starting with 'How could you ... ?' If you're stuck, such as when you get 'I dunno' for an answer, try 'What would have to happen ... ?' And finally, if it's helpful to get the prospect emotionally involved (and it always is), ask the question evokes the emotion you're looking for - 'Do you remember ...?'
EXERCISE
Have a partner who knows your business (someone else in the office is perfect) role play with you. Ask them to make it really hard to get information from them and to use lots of 'I dunno' and 'I'm not sure' answers. Your job is to keep asking questions that begin, 'Fine. What would have to happen for you to ... ?' Keep asking that question until you get the information you want. Do this until you're comfortable with this type of question.