Gartner research shares that 72% of B2B buyers prefer to make a purchase without a seller. Sure, some may regret the decision made without support. But, this shows the awful experience many sellers provide as a sales leadership development professional can explain.
Given the sad state of sellers adding value, it is so easy to differentiate today. The pitch-and-chase mentality is what causes 72% of buyers to avoid salespeople.
Sales Situation
Here is a good example: there is a woman whose company is looking to be more agile in its services. Software is one option. She wants more information so she contacts a sales representative. The rep immediately offered her a demo. There are no questions about her situation or needs. She could not get off the phone quickly enough.
However, she tasked a colleague to research the software without contacting a rep. After all, the rep will be available if they want to see a demo. Those statistics from earlier now ring true: that woman was part of the 72% of buyers who avoid salespeople.
Let’s look at the do’s and don’ts of using the buyer and seller situation described above.
Question 1: Does The Prospect Have A Problem You Can Solve?
The seller must ask good, probing questions. They must understand the prospect’s view on their problem.
The rep could have asked how this woman defined the problem of being more agile. This would have helped him understand her and the company’s priorities. She was looking for blind spots in her thinking. The seller is the expert. Their perspective should show through the questions.
A mistake sellers consistently make is making statements about their product. Do not discuss the product early in the sales process. As the seller, you are gathering info to see if there is a fit.
Question 2: What Is The impact Of The Problem The Seller Can Solve In The Context Of Time, Money And Risk?
Had the seller asked the buyer about “agility,” it would have added value. It would have sparked a conversation about its impact on her department.
Every executive cares about time, money, and risk. So, the seller must ask questions to find the challenges in that context.
- Is your team spending too much time on projects because the process is too cumbersome?
- Would being more agile mean the team would save time?
- Is that a priority right now?
- Are there opportunity costs for not being agile?
Question 3: Does The Prospect Have A Reason To Solve The Problem? Can The Seller Help Find One?
The seller’s questions in discovery aim to find blind spots. They seek to clarify the decision process and its criteria. The seller must find the buyer’s reasons to proceed. They must show that their offer is the best fit.
Compelling reasons are not facts. They are emotional and resonate with the buyer.
In this example, considering software that makes a department more agile is only a fact. The need to save time and use resources efficiently is compelling. The department must become more agile. If the buyer can show the executive has personal risks if the problem isn’t solved, it would be COMPELLING as our friends at Helix Sales Development can share.
Question 4: Why You Versus A Competitor Or The Status Quo?
This is a question that many sellers are reluctant to dig into with a buyer. However, the buyer’s natural tendency is to not change. So, how does a seller open up this question? Be direct and ask transparent questions.
- How does our offering stack up to your options?
- What else is required to put our system into your system?
- Who else is needed to agree that our solution is doable in your world?
The buyer is at peril when they don’t understand the competition, and there is always competition. The more complex the product, the more critical the decision criteria.
2 More TIPS
Sellers put themselves in situations where they get ghosted by the buyer. This occurs because the seller hasn’t delivered value. They haven’t asked questions that make the buyer rethink their situation. Ask tough questions, ask good questions and ask enough questions.
There is something else sellers can do to avoid being ghosted – use what some call Up-Front Agreements. The seller can open and end meetings with UFA. ”It sounds like we agreed to spend 45 minutes today to cover ________.” Then, decide whether to keep talking.
A UFA at the end of a meeting late in the sales cycle might sound like this: “I will provide the technical specs. We will reconnect on Friday at 3pm to see if a proposal is appropriate.”
Holding the buyer to the next step will avoid ghosting and shorten the sales cycle.
Do you understand your sales team? Are the strengths and weaknesses of the people’s and sales systems crystal clear? Before you spend another dollar on training or development, it might make sense to know the ROI. If a leader has good data, you make better decisions. Reach out to a sales professional near you for help.