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.
The other day I was working with a salesman who'd always done very well. Lately, however, his performance has been really awful. When I asked him whether he knew the cause of the problem, he replied, 'I never give the prospect enough time to talk - I always do all the talking.'
'Never?' I asked. 'You never allow the prospect to talk? How have you been so successful in the past?'
'I mean most of the time I probably ought to let the prospect talk more,' he said. 'When I listen, the selling process is so much easier on everyone.'
I wonder whether this salesman communicated as poorly with prospects as he had with me. It's a shame that so many people have fallen into a pattern of unclear, imprecise language. Statements containing terms such as 'never,' 'always,' 'can't,' 'shouldn't,' 'too many,' and 'too expensive' are great examples of unclear communication.
That's too expensive!
'Your rates are way too expensive. I never pay more than $X for that coverage.' Have you ever heard this kind of thing? It confuses me - too expensive compared with what? And never? Never, ever in a million years, no matter what? It really sounds silly, doesn't it? That sentence is a study in confusion. The scary part is that so many salespeople try to answer such an objection before they clarify the prospect's meaning.
I've told plenty of salespeople that their product was too expensive, only to go elsewhere and buy the same kind of product for more. For example, I once told a car dealer that his car was too expensive, and I'll bet he thought that meant I couldn't afford the payments. I went to another dealership and paid twice as much for a different make of car. The first car was too expensive for me because it didn't have airbags, wasn't likely to last more than 100,000 miles, and came from a dealership with a reputation for poor service. To get me to buy, the first dealer would've had to either lower his price to compensate for these drawbacks or convince me that my perception of them was untrue. The monthly payments had nothing to do with it.
How do you get a clear picture of the prospect's wants or needs from such unclear communication? The answer is clarification. When someone makes an unclear statement, clarify what they're really trying to say. Help them to be more specific.
These five types of statements or questions increase confusion in the selling process:
- 'Too' phrases (too expensive, too long)
- Directives (should, shouldn't, must, can't)
- Universals (always, all, never, every)
- Unspecific verbs
- Unspecific nouns
If you're answering questions or objections phrased like one of these kinds of statements, your sales are likely to increase when you begin to clarify what the prospect's saying. Let's look at these types of statements in depth.
'Too' phrases
Example No. 1:
Executive: That quote is way too expensive.
Salesperson: We offer all these services, though.
Example No. 2:
Executive: That quote is way too expensive.
Salesperson: Compared with what?
Which of these salespeople is more likely to write the business? The first salesperson is actually agreeing with the executive. ('Yes, our prices are too expensive, but ... .') The second salesperson is letting the executive explain why they think the quote is high. Which position would you rather be in - defending unrealistic prices or gathering useful information?
'Too' phrases aren't specific enough to give a response. Ask the executive to clarify exactly what they mean when they say, 'Your prices are too high.' A good prompt is 'Compared to what?'
Directives
'I can't let you see the senior executives. Sorry.'
That interview was pretty short, wasn't it? You could try to convince the Risk Manager that you'll do a wonderful job and be very professional, but the bottom line is that the Risk Manager has closed off your options.
Let's use a question to open up some options.
Risk Manager: I can't let you see the senior executives. Sorry.
Salesperson: What would happen if you were able to do that?
Risk Manager: You might mess up their insurance and embarrass me.
Salesperson: Suppose I did a great job - what would happen?
Risk Manager: I wouldn't have to worry about their personal stuff. I guess they'd get more attention. Maybe you could find them some better deals, which certainly would make me look better for introducing you.
The salesperson was able to make the Risk Manager think about other options, and then get them to list the positive aspects of working with an outside expert. The salesperson didn't have to defend a single statement; the Risk Manger came up with all the positives. Wouldn't it be great to have Risk Managers tell you why they should introduce you to the senior executives?
Try asking the questions in this example the next time you're told 'I can't do that' or 'I shouldn't do that.' Ask, 'What would happen if you did? What positive things might result?'
UNIVERSALS
Commercial Producer: Every time I let someone work with me on an account, something goes wrong.
Salesperson: Every time?
Commercial Producer: Once this guy lost an account for me.
Salesperson: That was the only time you worked with someone else?
Commercial Producer: No, I worked with a great woman last year. She really pulled it together.
Salesperson: Suppose I did as well as she did - what would happen?
The salesperson in this example was able to help the Commercial producer see that not everyone messed up the accounts. Maybe working with a good salesperson was an advantage.
'Every,' 'all,' 'every time,' and 'never' are examples of universals. They lump people or experiences together. That's not good if the prospect winds up with a negative feeling. Rather than argue or try to prove that you're different, rephrase the universal as a question and say it back to the prospect.
Example No. 1:
Executive: I never make decisions this quickly.
Salesperson: Never?
Example No. 2:
Risk Manager: All insurance agents have to contact the executives directly.
Salesperson: All?
You're looking for the exceptions to the prospect's universal 'rule.' When you know the exception, follow up with 'What would happen if ... ?'
UNSPECIFIC VERBS
Often your prospects and clients act a certain way or say they feel a certain way without giving you any specifics. For example:
Executive: I don't feel good about this.
Salesperson: Could you be more specific? What about this is bothering you?
By asking for more specific information, you can respond with more specific input. The executive may be concerned about the color of the paper you used for the proposal. If you assume they're worried about price, you may go into a discussion about it when price was actually irrelevant. Get specifics. If an executive tells you, 'We don't make decisions that way,' ask how they do make decisions. Don't try to read minds! Ask for more information.
UNSPECIFIC NOUNS
Commercial Producer: Your plan just won't work.
Salesperson: Which part of my plan is a problem?
Commercial Producer: Acme Corp doesn't have a Risk Manager. The vice president's assistant gathers quotes, then forwards them to the Executive Committee.
Salesperson: So I won't need to talk with the Risk Manager at Acme. What other parts of the plan aren't going to work?
Commercial Producer: The rest looks pretty solid.
The Commercial producer didn't have a problem with the entire plan, just with the part about the Risk Manager. So why should you get defensive about their remark that the plan won't work? Instead of explaining to the blockhead that this plan worked on 15 other accounts, dig for more information.
Clarify any use of unspecified nouns. If an executive refers to 'your plan,' ask which part of the plan. If a Risk Manager says there's a problem with 'your company,' ask them to be a little more specific - what about your company is a problem?
EXERCISE
Here's a technique to help you remember which questions to ask in response to each type of unclear statement discussed in this lesson. Assign each key term that causes unclear communication to one of the fingers on your right hand. Assign the appropriate response to that term to the corresponding finger on your left hand. Memorize this technique to help you respond instantly to problem phrases.