Sales organizations want to deliver a fantastic sales experience for all of their customers. But what does that mean, exactly? Being sold to doesn’t always have the best connotation, but we instinctively know a good salesperson versus a bad one, even if we can’t quite grasp what the extra something they have is.
But we want to know what that extra something is. In our series, we’re going to experts around the world who we think have that extra something and asking all about that crucial last mile with a prospect: the in-person meeting.
This Week’s Expert
We got a chance to ask Jim Burns, founder and President of Avitage, about how he approaches sales. For over 15 years, Avitage has evolved a publishing oriented, content supply chain process.
Jim helps companies execute their content strategies through marketing and selling content operations services. In Jim’s words, here are the elements of a great face-to-face sales meeting.
1. How would you describe your interactions with a customer before an in-person meeting happens?
Jim: My company is a professional services organization. We help B2B marketing and selling organizations execute their content strategy for better operational and business results. This means we sell in a B2B context, nationally.
Our sales interaction usually begins with a referral. But we use content extensively to share our insights with referral sources, as well as target and existing accounts.
When I receive a referral, I look to see if the person I’ve been referred to checks me out on LinkedIn or our company website. This indicates their level of interest. It gives them some background and context for our next touch, which is a phone conversation. Everything starts with a conversation.
Often the initial contact from a referral is only about a 15 minute phone conversation. I’m looking to establish a personal relationship with my contact. I need to increase the level of trust, which understandably is initially low. The referral helps. Ideally we connect on a personal level. The conversation must get the person comfortable enough to share the nature of their goals, problems and costs with me. Sometimes this addresses sensitive and even embarrassing areas.
If we both agree they have a problem they will consider or resolve, and my firm appears to be a possible fit, we set a time for our first real meeting. This will take about an hour and could be in person or over the phone.
2. How much do you expect to talk compared to the prospect in that initial meeting?
Jim: My objective is to understand who the key stakeholders are and how they understand, size and prioritize the business problem we’re discussing.
I think of this as a question-guided conversation. I begin with a technique we call the “sales prologue.” To you it would sound like agenda setting. Beyond that, it creates a meeting framework that invites our prospect to confirm areas of interest, and to add topics I hadn’t considered. This literally takes two minutes.
I also deliver a short explanation of how we work. Essentially our process starts by understanding the nature of their business goals and problems. I need to hear the adverse impact those problems have created. I’m listening for the level of commitment to address those problems. Usually we are addressing important and costly problems, but they haven’t been defined as an active buying decision.
I use an efficient but effective diagnostic process that quickly uncovers the information I need to begin to add value. Frequently I hear prospects respond, “that’s a great question” or “we hadn’t considered that.”
There’s a lot more, but by the completion of our first full conversation both parties have a pretty good idea if the company will actually take action on the business problem. While they don’t yet know what we will do, or how we’ll do it, in a successful call I’ve built credibility by demonstrating our deep understanding of the nature and causes of their problem.
We also discuss how they think they might go about solving the problem. We agree on actions and next steps before the completion of the meeting.
3. What methods do you use to respond to customer objections?
Jim: In the early stages, I have a buyer’s mindset. I’m not trying to sell anyone on doing anything. I’m looking to find companies with the problems I can solve. I’m looking for a high likelihood that a decision project will come together. So there really isn’t anything for prospects to object to. They either have a problem, want to resolve it, and we look to be a good fit—or they don’t.
4. How do you follow up with a prospect?
Jim: Before the end of our phone conversation, I inform the prospect that I’ll summarize my understanding in a document we refer to as a customer communication letter. I set a 15 minute phone meeting a few days out to review the accuracy of my letter. I use this to create another touch point. This also allows me to learn any post-meeting changes or developments.
Often, as a result of the in-depth conversation, I uncover areas where the prospect has questions or would benefit from information. I’ll send some of our content. As often, I’ll send third party content if it’s the best fit.
5. What do you think prevents salespeople from maximizing their in-person sales meetings?
Jim: I’ll say three things: mindset, poorly designed conversations, and lack of visual support for key discussion points in those conversations.
It might sound funny, but I think too many sales people show up with the mindset to sell someone something. This creates instant push-back and even barriers. B2B organizations buy when they are ready. Our sales job is to facilitate that process. As I said, I bring a “buying mindset.” I’m trying to determine if the company is going to buy anything from anyone! And if they do, am I the best fit.
Conversations must be carefully designed and practiced for this kind of customer-centered, problem-oriented, diagnostic approach. The questioning must be experienced as a dialogue with a friend who is interested and really cares. It can’t feel like an interrogation.
The sales rep must have a good framework for discussing the nature of the business problems, the underlying causes, how other companies have experienced those issues. They must know the different ways the problems can impact the business. This understanding informs the nature of the questions. The conversation can’t turn into a lecture.
B2B meetings often become more educational as the decision process moves forward.
Many sales people are too oriented toward presentations. Everyone is too hung up about PowerPoint. I’ve found having the right visual support helps the conversation and learning process. Time is too short for lengthy explanations. I don’t want to waste time drawing things. I want visuals that engage buyers, convey information, and serve as a conversation focal point. Perhaps it’s even something to leave behind, to stimulate further customer conversations.
You can follow Jim on Twitter or connect with him on LinkedIn. Visit Avitage.com to learn more about properly executing your company’s content strategy.
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