Man in Square

Push and Pull In Sales0

By Tibor Shanto – tibor.shanto@sellbetter.ca

Picture an weighty, rectangular object, placed in the middle square of nine squares; your task is to move the object to another square on the grid, a square other than the one you found it in. Ignoring the tools and resources you may want to utilize, there only three things that are going to happen;

  • You’re going to lift it (in this case maybe a crane, so will move to the next)
  • You’re going to push it
  • You’re going to pull it

Now let’s apply that to a prospect, the square they are in represents their current state, and the square they end up in, represents their state, where they are, after a purchase decision. With about a third of all opportunities going into B2B pipelines ending in no decision, the reality is that about a third of the time the square they end up in is the one they started in.

Man in SquareA key influence as to whether you will need to push, is the prospect’s current state. A small percentage will be easy to push, because they know they want to leave the square they are in, and know which square they want to move to, and why; all they need from you is a little push. I was talking to someone selling specialized ERP, and he was saying that this is only 5% of his market at any given time, small. But the vast majority of the market, has no reason to leave their familiar square, and given that they are busy improving their square, they don’t see the grass as being greener in the other square, and are too busy to care. To move these prospects, you’re going to have to “pull”.

Pulling here adds up to enticing them to see you as being able to deliver and exceed everything they set out to do in their square, but better; the only catch being that to do they need to be in a different square. You can try to push these buyers, but they do not react the same way as the willing 5%. These prospects have “to be led to”, and you have to do the leading. If you can lead in a way that they will follow, you can move them.

Getting them to follow involves many things, but two are a must:

  • Your vision for their future state has to exceed their vision (from their perspective)
  • It has to appear that you (more accurately your expertise), is the only path

Clearly these two go hand in hand, excelling at one, while not fully leveraging the other will not do; and both require that you demonstrate and reinforce your status as a subject matter expert.

The more and better they recognize and accept your SME status, the more effective you will be. Here we are not talking about your product expertise, but your expertise in helping prospects get the most out of their square. When you show them something they missed; something they had not considered or missed, that would have had an unanticipated outcome, a negative vis-à-vis their objectives, they will follow you. This could be unanticipated risk, something that impacts their cost structure or funding that in turn eats into margin; something that completely alters their supply chain in a way they hadn’t envisioned; or other factors like time. As with most successful sales approaches, it is not about product, need, or pain, but about changing the buyer’s state. BTW, addressing a single pain, no matter how well, generally just stabilizes the buyer in their current square, but will not get them to follow you, just puts them back on their current path, pain free.

All of these and many more, will allow you to create a reason for them to follow you, and as a result for you to pull them forward to another square.

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VR

The Change Game0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

No matter how one slices it, sales is a game of change. If you are the incumbent, the best way to avoid a client to change vendors, is to continuously introduce change in how your product helps the client achieve their objectives. If you are not the incumbent, then it is all about regime change. Both require that you capture and maintain the buyer’s focus, and have them adopt the change you represent. At its core, it is about first changing how the buyer/prospect views their reality. To do that, you need to do two things:

  1. Fully understand the buyer’s current view of their current state
  2. Get them to change their current view of their current state

Buyer Current State

This is not as easy as it first sounds, which why many sellers ignore it, and pay the price. Main reason is that it requires that we completely let go of our product and service, and immerse ourselves, not so much in the buyer’s view of our product, but their world, how they see it, where they see it going, why and how. Before you can change their view of their current state, you need to “live it”, so you can look at the issue the way they do, not the way you hope they do, or think they do.

It has been shown that opportunities have a greater likelihood to fall apart long before the talk of vendor or selection begins. Once they (buyer(s)), agree that there is a specific worth addressing, they then go on to see if and how it can be addressed. It is only once everyone agrees that that it is indeed addressable and how, does the internal conversation on the buy side turns to with whom, i.e. which vendor(s).

They may turn to the vendor community for information in the middle phase, but it is really for subject specific not product or solution specific info. Many vendors confuse this as a signal to pitch, when the buyer is actually looking for insights on the issue, how it impacts them and their objectives, and what others have done, see, and thought about in this stage, they are not looking for product stuff, they are not there yet mentally. And if you lead with product at this stage, you are putting your chances of being considered in the selection stage at risk.

So without an understanding of their current state, and how that state informs their views and actions; you will not be able to see what it will influence their views in a way that leads them to a view, which by extension, leads your product. Changing their state, their objectives, and the filters blinders, starts with you adopting their view, not hoping that they adopt yours.

Key here are their objectives, if you can align to those, especially those agreed on internally in the first stage “is this addressable?”, then you will be in a position to share how others have dealt with things, not how your product changed things.

The goal is to change their vision and outlook, and the impacts they want to deliver to their organization, it is not about getting them to change vendors to do the same as they are with their current vendor, with slightly fresher hue. It really is about doing something different, not just doing things differently #sellbetter Click To Tweet.

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Stop (640x427)

Pitch – Please!0

By Tibor Shanto – tibor.shanto@sellbetter.ca

Despite the talk, the training, the tools, and everything else sales people have been exposed to and have access to, it is still interesting (disappointing) how fast most sellers, even those who hit quota, will resort to product in a sale. They may want to pretend that they are not, they may want to dress things up, but in the end what they deliver is a Pitch. While many will argue that as long as it gets the job done, except it is that view that leads to inconsistencies in results, rather than predictable outcomes that result from professional selling, rather than professional order taking.

One reason many resort to pitching is their failure to understand the business drivers behind the purchase the buyer is undertaking. This is especially prevalent with many one trick pony companies, where each product, and thereby each sale, is just one singular component in “the stack”. This allows reps to fall into the trap of knowing their slice best, and not having to worry about the big picture. To be clear, this laziness is present and abundant in other sales teams as well, it is just most prevalent with products that address one particular need.

Stop (640x427)The problem is that economic buyers do not set out to buy things. They usually set out to achieve things, at times these can be simple things that do not require a lot of process, like “I need to buy toner”. But with “solutions”, or more involved purchases, buyers are more often driven by a result they are trying to achieve. They often don’t care how that result is achieved as long as it is legal and cost effective. Which is why pitching product, or features, or even ROI’s lead to longer sales.

The ‘pitch” is usually centered on “how, and how well, we do what we do”, just think of your average “elevator pitch”. Some evolve to what makes “the how we do that” by adding what makes their process unique, hence the Unique Selling Proposition, but it is still about what we do and how, not necessarily why that is good for the buyer, just that it is unique from the others doing a similar thing. Still little about the outcomes, and “what’s in it for the buyer”. This leaves the buyer to figure out how well the pitch aligns with their objective.

Some smart marketers figured out that if they change the label to Value Proposition, from selling Proposition, they could catch more fly with that honey. But still a pitch.

To truly be unique, you should define your value vis-à-vis objectives the buyer is trying to achieve, results they are looking to deliver to their business. To do that you have to think more like they do, less like the day to day user of the product, and more like the ultimate beneficiary of the output of your product. To do that, you need to look at the world through their perspective rather than the product or sales perspective. I seriously doubt your buyers are reading the latest sales book, sales guide, or someone’s thesis on resurrecting some secret black art. They are more likely reading business books related to running their business, and the latest in that thinking. For every one of my posts you read, you should read a post written not for sales people, but your buyer, read an engineering blog, consume a journal from the professional association of your buyer. Read anything that allows you to have a conversation with your buyer about their world, not yours. That conversation will take further than the best value prop or USP. It’ll help you avoid driving your buyer to think “pitch – please”.

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Victorius businessman

What’s Your Buyer’s Closing Ratio0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

While it is important to understand your personal metrics, mostly as a means of improving your use of time, and to develop an ongoing improvement process. While many know some of their metrics and conversion rates, few take time to explore and understand their prospects’ closing average or ratio. It’s easy to see why, you find yourself in front of what appears to a willing prospect, sharing what they want to do, why they are thinking of doing it, all while asking you questions that your manager taught you are “buying signals”.

Victorius businessmanInstinctively you feed the fire, figuring that the more information you provide and gather, the more your share with them, the more likely they are to finish their journey with you. All is good till the last scene, curtains close without a deal. Would have been helpful had you had an inclination earlier in the sale, when you may have been able to change the outcome. The change in outcome does not always mean a closed deal, but saved time, energy and refocus on better opportunities in your pipeline.

No matter how good things look, professionals in all fields know that the fundamentals need to be present no matter what the immediate circumstances look like. A key fundamental in sales is not just to understand the buyer’s buying process, but their buying habits or patterns.

No matter how bright and rosy things appear at any time during the cycle, it is important to confirm and validate. Failing to do that leads to a familiar situation for us all, i.e. no deal at the end.

How & Why

This is where asking two specific type of questions, from a couple of different directions will give you window the buyer’s buying habits, or let’s be real, a prospect’s “kicking tires” habits.

The Why

The why – as you’re are going through the Discovery process, ask why they choose the current thing (product, service, etc.) you are exploring with them. What they respond is important, but more interesting is how they respond. Someone involved with the decision will have not just more details, and as a result lay out more dots, but will also be able to tell you why those dots connect, and how they prefer them connecting. Someone who was tangential to the decision will deliver the same headlines, but no detail. Someone involved in the decision would describe things in first person terms, while those who were not, say implementers, will use third party description. You will also see who was able to drive a decision, and who could not; in the case of the latter, listen for who internally they blame for the decision, (or lack of one), those are the people you should pursue to connect and bring into the current cycle.

You will also get a window into how progressive and early to adopt they are, or are they the type that wait second or third iteration of a technology.

The How

Now that you have a sense around how they deal with their “whys”, why change, why that, or more like why not, it is time to turn to how they select based on the why.

“So now I understand why you chose to go with that kind of database, help me understand how you selected ACME Corp as the vendor?”

Much like above, you will be clearly able to tell if they were in the thick of it, or someone that was not invited to the offsite where the decision was really made. People may want to embellish, but you will be able to have a good view wit the right questions.

The reality is that everyone will paint a positive picture in the start, even the “Brochure Scouts” sent to gather information. Exploring their role in past similar decisions will help you gauge their closing average, which has a direct impact on yours.

Bottom

Win lose draw dice

Let’s Make A Decision!0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

We’ve all been there, a real-life version of the popular game show. You’ve done your work, and have arrived at that final fateful stage of the sales.

Three possibilities, three doors:

  1. A positive Decision
  2. A negative Decision
  3. No Decision

While it is clear which door the individual sales person want, the question is how to get that. Much of that will depend on the state of the buyer and their organization at the time of decision. Broadly speaking three sates: 1) Actively looking, those people out there consuming all the content you dangle in front of them as they willingly march down their buying journey. You know all about these folks, 57% of the way… blah blah blah. They know what they want, why, and they are geared to get it. 2) Passively looking, they know they have to make a purchase, but they are not driven by the same urgency as their Active cousins. The things these two groups have in common include that they know they have to make a purchase, one now, the other sometime in the next 12 to 18 months. The other, is that they are both at the point of choosing the product, and will most likely end up with doors number 1 or 2. The other thing to consider is that these two groups make up less than 30% of the over target market.

But if you are only selling to this small group of buyers, an informed and opinionated set of buyers, you are most likely facing a decision based on price, features, or both. The good thing is that while you may not like the decision, at least you’ll get one.

What about the remaining 70%, the Status Quo, the complacent, set in their way, completely oblivious and removed from the market? Unlike Active or passive buyers, these people are not even thinking of playing, never mind deciding. Which is one of the key factors behind the high and rising number of deals that end up behind door number 3, no decision! According to sources some 30% of opportunities going into the top of your funnel will end in no decision. Take out the Active and Passive folks, who will make a decision, even when not in our favour, this means about half of deals initiated with Status Quo buyers go nowhere. Not the best use of time or resources.

While there a host of reason for this, but I think the key is what we are selling these folks. Because most sellers are practiced at selling to Folks who have made the decision to act, and are now down to selecting a product. Status Quo people are much further back down the road, they need to be convinced that a change is necessary. When we are successful at doing that, then they enter the product, or if you like, the solution, selection phase. The reason half don’t make a product decision is we were not successful at showing them why they need to leave the safety and warmth of their current means of doing things. Without that, they don’t need to decide on a product, feature, price or any of the common features of a buyer initiated and driven sale. Active and Passive buyers do most of the lifting, they just need someone to place an order with once they made up their mind.

Win lose draw diceSuccess with getting Status Quo buyers rests in being able to engage them on how they do things now, how that aligns with or detracts from their objectives. If we fail to get them to understand that there is another way to achieve those objectives, there is no need for a product decision.

Forget what makes you successful in winning what’s behind doors number 1 & 2, to win what’s behind door number 3, you need to create a reason for them to have to decide, this is about everything but the product. Active and Passive buyers have made the decision to decide on their own, leaving the sellers who service them no opportunity to exercise by sales people who are only selling to these buyers. Frankly a challenge for many inbound types, and others.

Adding to the challenge is that as soon as we go “product” with these buyers, they turn off, for them that is putting the cart way, way ahead of the horse. Your options need to look to their internal processes, and how those are enabling or preventing them from achieving current objectives, or objectives you can get them to adopt. The half of Status Quo buyers who choose not to make a decision, are not rejecting your product, but your inability to persuade based on anything other than product.

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sillhouette of cheering fan in stadium

Participants vs. Observers0

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Ask sales people why they lose deals and most will offer either price or some aspect of the product that led to their demise. I bet the over 40% B2B reps who fail to attain quota in a given year will also lean on the same crutch. While I understand the defence mechanism, you have to wonder when they will face the truth, and actually consider that it is the way they sell that leads to the results they get, nothing else.

Before I go on, it is important to mention that the sales person is not in this alone, the things I will speak to below are not just the fault of the individual seller. Their organizations and immediate manager are complicit in this, and not only enable, but often encourage, with the help of pundits, the behaviour that continues to plague sales, and leads to the results sellers see.

The problem is that most sellers (and their managers, and in many cases leaders in their respective organizations) are nothing more than observers, spectators if you will, rather than full time participants in the arena they are selling in. Being a spectator gives one a great vantage point, but not the same vantage point, or experience, as the actual on field players have. The best sellers, learn to observe and speak to things from the perspective of the player on the field, a real participant, not just the perspective of a super fan, which is how many sellers come across to buyers as. “Enthusiastic, informed, empathetic, but clearly hasn’t walked a mile in my shoes, and does not get the detail required to understand my view” is how one buyer put it.

Here’s a live example, I was working with a group of telco, IT wannabe sellers. At one point the question of why should or do people buy from you or your company?

sillhouette of cheering fan in stadium

Rep: We help them be more productive
Me: How?
Rep: We increase their people’s productivity.
Me: OK, give me an example, how do you make them more proactive?
Rep: We increase efficiencies
Me: How?
Rep: By increasing productivity
Me: OK, I’m with you, give me an example

You can hear the gears grinding, smoke ever so slowly seeping out of the ears, he wants to go to price but realizes the VP in the back of the room had him in the cross hairs.

In a last-ditch attempt to salvage the moment, he went for it:

Rep: We help them eliminate their pain points by offering the right solution.

Yup, that should cover it all, I didn’t have it in me to ask what pain, and what he was gonna solve with his solution.

Sure this may seem humours, till my role is played by an actual buyer, in the real world, who is actually a day to day participant in the “game”, not a “spots center” hack who may know the game, the players, and the rules, just hasn’t spend any time on the real field.

You can fake a lot of things in sales, but your buyer will know in a second if you are a real participant who can make a difference to them, or second rate color commentator who can’t contribute to the game.

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Failure of a businessman due to economic crisis

No Pain – No Game?5

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Despite all the tools available, both for sales people to execute their craft, and for companies to “enable” them, the narrative for many in sales has remained woefully unchanged over the last thirty years. Sure the delivery methods have changed, the means of engagement have evolved beyond where we could have imagined 10 years ago, yet what most sales people say once they engaged has one can argue, devolved. One can buy into the argument that sales technology, with all its capabilities, has made great sales people better, an A seller an A+; but it has also made the average seller, less than average, robotic and predictable; B sellers to B-, and C sellers to U, for useless. While it is easy to point at sales people, the pundits have to take credit, or blame.

The narrative we seem to be stuck in in sales is all about pain, all around need. Ask any group of sellers what they want to know about a new prospect, and the vast majority will say they want to know the prospect’s “pain”, or “pain point”; they want to know the buyer’s need(s); what their problem(s) are or about to have. Makes sense, who doesn’t want to reap the benefits presented by lower hanging fruit, easy to pluck, one can say that it can be plucked by almost anyone, with little talent or skill. I even hear managers dispatching their people back to a prospect with the clear command of “find their pain point and sell them, or at least make it forecastable.”

This all works well if your quota can be covered entirely by prospects with pain; and not just this year, but next and the one after, etc. What you are betting on is that pains, needs and problems will grow at a faster pace than your quota. When I ask sales people if they can exceed quota with just the pained and injured, and most say no. You would think given that fact only a small percentage of a given market recognizes or admits to pain, you are faced with a choice. You can update your skills, and I don’t mean your technology or app skills, but sales skills; a path chosen by some companies and sales professionals.

The other choice is easier, doesn’t always fill the gap, but chosen by many. It is exemplified by a conversation I have shared in the past, that I had with a former leader from an IT consulting and services firm. Unsolicited he decided to share his view on selling:

“My job is to find the soft underbelly of the beast (read prospect), stab it, and then offer up the cure.”

I am not suggesting that is what sales people set out to do, but when I hear that they are looking for the they “pain point” so they can push on it, I can only imagine the fat smiling face of the fellow above.

It is time to elevate your skills so you can sell to the whole market, not just the weakest of the herd, yet not weak enough to pinch a few more dollars off your price, sometimes to the point where it leaves you and your company’s margin in pain. You can socialize pain, you can spin needs, but to really sell, to anyone in your market, not just the lame and suffering, you need to develop some sales skills, and elevate your game.

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Balance concept

Why You Want A Sales Framework Not A Methodology2

By Tibor Shanto – tibor.shanto@sellbetter.ca 

While there are many types of buyers, not just across, but within companies, most sellers and sales organizations deploy one way or method of selling. I still regularly meet sales leaders who say we use “this method” or “that type selling”. This works if you sell one specific product to a single defined buyer, but given the fact that most of us have a varied audience, with multiple interests and drivers, there is great risk to committing to a sales method rather than a sales framework.

Now you may ask what is the difference between a “sales method” and a “sales framework”, if you’re asking you should. Keeping it simple, a framework is a construct, allowing for a logical means of classifying, segmenting, or categorizing things. Whereas a method is rooted in action, a defined way of executing or doing something. It is usually characterised by or as a process, a set of steps, measures, activities, leading to a set of outcomes along the way, and the ultimate outcome of the sale when successfully completed. Breaking it down even further, think of it as the framework as being a noun, while the methodology as being more of a verb. Despite the fact that English is my third language, I have confused the two when I write (as you can often see on this blog), but not when it comes to selling.

A framework, such as Objective Based Selling, gives enterprising sellers, the ability to sell in a specific way to specific buyers, unlike many methodologies that focus on activities, without much thought as to the “Why”. A framework allows you develop and deploy a philosophy to engaging with a buyer in a much more meaningful way than if you just lever a methodology. It allows you to align your point of view with that of the buyer, giving you the flexibility and agility to work with the buyer to achieve their objectives, thus delivering specific business and personal impacts. Where as a methodology, enables you to do things that speak to and resonate with the most common, the most “80%” of the lot, in other words to everyone you think is like me, but necessarily me. Based on the tribe, not me.

While execution is king, and everything else is indeed talk, execution without an outlook or something grounded in a framework aimed at winning customers by helping them achieve objectives, will always leave you short, causing sellers to search for the latest and next (best) methodology. Adopting a methodology without a framework prevents you from fully engaging with buyers, as methodologies lead the conversation to “what” and “how” less often than “why”. Buyers know when they are being engaged in a real dialogue, that helps them to a decision, as opposed to being corralled by a methodology. Best way to avoid that, and expand your ability to engage diverse buyers, is to lead with your framework, and use your methodology to support it. Skipping framework, as many do, leads to lost discussions, lost opportunities and extended cycle times. It is the sales equivalent of “think before you act”.

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target

Priorities vs. Objectives3

By Tibor Shanto – tibor.shanto@sellbetter.ca 

If you read this blog regularly (and why wouldn’t you), you know that I put a lot of emphasis on understanding and selling to a prospect’s Objectives, a much better area of focus than pains or needs.  One of the positive elements of Objectives is that they are generally long term, and they continuously evolve.  This provides with a number of opportunities to succeed, but it needs to executed right and in the right sequence.

Many sales people I speak to are always in a hurry, looking to short cut things.  You can’t blame them, every time they go “Home”, they are asked, what did you close?  As old as time, the tribe sends out their hunters, and they expect that hunter to come home with a kill, not “progress”, a “next step”, or any intangible gains.  This drives a certain behavior that limits focus on the buyers’ long term, in favour of the seller’s immediate focus of quota.

I recently had a rep tell me that they would rather focus on the prospect’s priorities than their objectives, his reason being that priorities “paid off quicker than anything long term like objectives.”  Well maybe.

Sure you are more likely to have short term gains with helping people with priorities, what they see as their immediate burning issue.  But what I have seen is that priorities, or series of priorities are part of an overall plan, an overarching Objective, eventually success will be measured in not how well you accomplished any given priority on route to the Objective, but how well the Objective was achieved, and did that in turn drive the impacts and results the business was looking for.

Many sales people will opt to service the priorities because working on the whole Objective may take work and time.  After all, the company may not realize their Objectives for some time, but may buy the first piece now.  The challenge with that is that servicing their immediate purchases without aligning it with Objectives will often leave vendors exposed to the next flash or discounter who comes along.  But if you can focus and sell to Objectives, it does not preclude you from servicing some of the steps along the way.

In addition, there is the question of influencing and shaping their Objectives and means of achieving.  It is the familiar posture in sales, one where you would prefer to be a “trusted advisor” rather than a “supplier” or “vendor”.  Keep your focus on what they are trying to achieve and why, not what they need to buy.  There may well be alternative means of achieving their Objectives, ones you can introduce by virtue of being a Subject Matter Expert, picking off smaller projects along the way will not give you that.  As well, if you are not aligned to their Objectives, any vendor who delivers a priority can come along and displace you.  It is also OK to not win every small project along the way, as long as you are the one they look to for validation of the work, and further direction.  The best sales people will win both priorities and Objectives by focusing more on the latter than the former.

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iStock_000003854002Small

Leveraging The “Nice To Haves”1

By Tibor Shanto – tibor.shanto@sellbetter.ca 

Sales people are good at looking for prospects or buyers with “pain” or “needs”, those ready for the seller’s “solution”.  I get it, these are more immediate sales, more cooperative buyers even when the motivation is rooted in “pain”, but is that enough.  Most groups I work with, when asked, will tell me that to make quota they will have to close business with more than just the “lower hanging fruit” of self-declared buyers with “pains” or “needs”, they will need to reach beyond this group, and bring other players “into the market”.

A few days ago I was in the back of a room when a pundit was telling a sales audience that they should notional segment their prospects’/buyers’ statements into three types of statements:

  • Needs
  • Wants
  • Nice to haves

They went on to say that successful sales people focus most of their effort on the prospect’s “needs”, a lesser amount of time and effort on the “wants”, and by addressing these two you will win the business.  Don’t waste time on the “Nice to haves”, “because they are likely not funded and usually reflect the individual, not the group, and therefore will not achieve consensus”.  That may be logical on the surface, but I have always found that exploring the “Nice to haves”, usually helps me get the sale, or at times allow me to walk away, without adding much if any time to the sales cycle.

“Nice to haves”, are usually more personal or individual and certainly more subjective that other aspects of the decision around the purchase.  As a result, we know that it is not likely to be the things everyone coalesces around, but it is often a key stop or the critical element in getting to that consensus.  According to the CEB in the Challenger Customer, a buying group is more likely to have discord and failure in deciding the “type” of solution to deploy than in selecting a specific vendor once they have agreed on “solution”.

Against this back drop, it is clear that the clutch that brings people together, is the degree to which their “nice to haves” are part of the consideration and the path forward.  It is the sales person’s ability to help each stakeholder see how the core decision and ultimate deliverable, actually moves them closer to their “nice to haves”.

Don’t look at exploring their “nice to haves” as a waste of time, they are personal and telling.  On the hand you may find that individuals who may not see eye to eye on elements of the decision, may have similarities in their nice to haves.  Creating connections and allegiances on that level could make the difference between one path and another, or one supplier vs. another.  Having two allies you brought together on a personal level can’t hurt.

Knowing their “nice to haves”, will also put you in a good position for future upsells and renewals with the company, based on the rapport you established when you took their individual “nice to haves” into account.  Remember, often the difference between a “want” and a “nice to have”, is the sales person’s ability to make the “nice to have” possible.

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