Creating Urgency Without Using Price

Posted by Chris Mott on Mon, Mar 05, 2018 @ 22:03 PM

254B831500000578-0-image-m-50_1422966022060.jpg

If you see yourself as a transactional seller don’t waste your time reading this article.

Einstein said insanity is doing the same thing repeatedly and expecting different results. In this case insanity means using price to close end of month or quarter business. Why is this insane you may ask? Because you already know what going to happen. You will very likely be chasing your prospects as the deadline passes. What’s worse, some prospects want “the deal” you offered at the end of the month, only later, when they're ready.

Let me be more specific about the downside.

  • You wasted your time getting special pricing approved.
  • You taught your prospect that you will cave on price.
  • You stopped selling consultatively and became transactional
  • You convinced yourself that the prospect was ready to buy.
  • You set yourself up for disappointment.

Prospects don’t buy when you want them to for a few simple reasons. You did not uncover compelling reasons to buy or create urgency, your contact was not the decision maker, you were being played, you rushed the process, or something changed on their end without you knowing.

Prospects act when the pressure or perceived risk of inaction is unacceptable. This connects directly to fear of failure, exposure, job security or advancement or other personal reasons. We don’t buy things because we want them; we buy when we convince ourselves we need them now, even when we don’t. 

The question is not what do you need to buy, but why do you need to buy it. Price concessions assume the prospect is actually ready to buy and needs to act now.

Creating urgency requires you to take a methodical, milestone-based approach. You can’t properly learn what makes it compelling to fix a problem(s) until after you have a clear understanding of what the problem is and the current or future impact.

Here is a sequence of questions you can ask which will expose or create urgency or show you that there isn’t any or not enough. When you don’t find any or enough urgency I suggest you focus on other opportunities. Insanity is just around the corner. 

  • What’s not working or needs to work better?
  • Why is it not working?
  • What is the impact of this?
  • How long has this being going on?
  • What have they done to address it?
  • What happened as a result?
  • Who else cares about this and why?
  • How does it affect them?
  • What is the cost (money, time, emotion, opportunity, etc.) ?
  • How does this impact your contact(s)
  • Are they committed to do something about it?
  • When does it have to be fixed?
  • What makes it compelling to act now?

Some of you are telling yourselves that you already know all of this.

The second instance of insanity occurs when we convince ourselves that what we think we heard is always what the prospect said. In truth, it’s not. In virtually every role-play or post-call debriefing I do, I hear words and phrases that expose the assumptions salespeople make. We are sure we heard them say something when, in actuality, we inferred what they said. This is because we are listening to two voices, ours and theirs. We hear our own voice first and loudest.

If you choose to use price as an incentive that’s your choice, but as a professional salesperson, you are likely selling yourself short. Patterns and habits are hard to break, the first step is being fully transparent with yourself.

If you want more transparency click on the image below and grade your  sales process.

Sales Process Grader 

Topics: Consultative Selling, sales process, closing deals

Are Your Salespeople Really Selling Consultatively?

Posted by Chris Mott on Tue, Sep 29, 2015 @ 12:09 PM

Do you sell consultatively? Salespeople and sales leaders frequently think that they are, when in reality, they are either selling transactionally or applying solution selling. Does that statement bother you? Does it raise any questions? According to Objective Management Group and its data from evaluating and assessing close to a million salespeople, salespeople possess an average of only 48% of the attributes of a consultative seller. 

My video post today discusses this in some detail. Watch it and then go ask your saleseople to define consultative selling. You likely be frustrated by the answers.  

If you need to hire salespeople who have great consultative selling ability, read our whitepaper on sales selection.

whitepaper banner

Topics: Consultative Selling, recruiting sales people, chris mott, hiring great salespeople, selling value

Seven Tips for Simplified Selling

Posted by Chris Mott on Tue, Oct 21, 2014 @ 14:10 PM

Keep_it_Simple.png

Have you ever gone to buy something, asked a salesperson for help, and left completely confused?   

Why is it that we (salespeople) make simple things so complicated?

I believe that in a desire to sound intellegent, cover all the bases, and educate our prospects, we often confuse, put-off, and alienate the very people we are trying to help.

In my post today, I discuss this problem, and offer some simple solutions:


 

If you are committed to improving sales productivity by recruiting salespeople who "Will Sell", click on the icon below for a free trial of our Sales Candidate Assessment.

Sales Candidate Assessment Free Trial
  

Topics: Consultative Selling, sales process, coaching salespeople, questioning and listening

How Well Will You Adapt? – The Sales Seismic Shift

Posted by Chris Mott on Fri, Aug 17, 2012 @ 09:08 AM

A client of mine sent me an article recently from the Harvard Business Review titled The End of Solution Selling.  It is a long, well-researched piece which challenges the status quo.

A key premise is that customers now are investing a significant amount of time and energy before they engage salespeople to diagnose their own problems and identify the solution. Salespeople, who historically have focused on finding a problem and identifying the solution, now increasingly are seen as unnecessary and redundant. 

Many salespeople view themselves as facilitators of a buying process, which they frequently allow the prospect to design and control. They spend much time explaining why people should buy from them instead of helping the prospect identify the potential flaws in their logic and decision-making. They get lost in the details and miss the opportunity to discuss the big picture, including industry change, disruptive events and how this aligns with or may undermine the potential customer’s strategy.

Yesterday, I spoke to a recently hired sales leader. In our conversation, he shared that while improving the effectiveness of his sales force was an important priority, the bigger issue was getting senior management to understand that “sales” is as important as operations and that great products don’t sell themselves. This comes from a company with over 500 employees.

roaddamage resized 600

Developing salespeople, from presenters of a value proposition to proactive hunters with great consultative selling ability, is the biggest and most important challenge facing the sales industry today. The days of building a relationship and presenting a solution are gone forever. Unfortunately, most salespeople don’t know that a seismic shift has already taken place and they’re not prepared for what’s coming.

Great salespeople love when prospects push back. They relish the idea of being challenged and engaging prospects. They understand that their real value comes from dialogue and their ability to change people’s thinking and perception. In Baseline Selling terms, they spend much time between first and second base, building SOB quality. Remember that SOB means that the prospect is paying more attention to you than anyone else because you have helped them discover new challenges, opportunities and concerns which need to be addressed.

Which percentage of your salespeople are proactive hunters who excel at consultative selling? How many lean in when their prospects push back, not out of frustration but because they naturally engage in honest two-way conversations? Lastly, how effective are your sales leadership skills in developing your salespeople in these critical areas?

Kurlan & Associates, Inc. is holding a two-day Sales Leadership Intensive in Boston on October 3-4. The program is for CEO’s, President’s, GM’s and Sales Leaders committed to excellence.

Topics: sales culture, Consultative Selling, sales model, sales methodology, sales training, harvard business review, solution selling, hbr blog, chris mott

Subscribe to Email Updates

Scan the QR Code with your smartphone for immediate access to Chris Mott.

Chris Mott LinkedIn

Sales Leadership Intensive

http://www.kurlanassociates.com/sales-leadership-event/

hiring mistake calc