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How do your prospects and customers get from point A to point B? How do they
make decisions? And how can you influence those decisions? To determine how your prospect or customer wants what he or she
needs, you have to have some idea of how he or she prioritizes important decisions.
In sales, we talk a lot about what prospects and customers want. The people we talk to day in and day out want to
be understood; they want to tell us what
they’re hoping to achieve, when they want to achieve it, why it is important to them,
and what’s gone wrong (and right) in the past. They don’t want to be
bombarded with predetermined features, functions and benefits that have no impact on their
lives. They don’t want to hear about canned “solutions” offered before
anyone has bothered to find out whom they are or what they are doing. They don’t want
to be sold to in the traditional ‘old school’ way. They want to make their
decisions on their own terms and in their own way.
All of this means you have to be able to acclimate yourself to the other person’s
method of thinking, which is usually different than your own method of thinking -- or a
previous customer’s method of thinking. Gaining important insights into the other
side’s decision-making processes takes time and attention on your part. What’s
more, even attempting to learn more about the
way your prospect or customer approaches key decisions, and altering your interview
accordingly, instantly sets you apart from the pack.
TAKING STOCK
Titans are professionals; they know decision-making cuts both ways. What do I mean by
that? Well, as the prospect or customer’s decision-making priorities unfold, you have
to be willing to ask yourself honestly: “Am I the right vendor for this person -- and
is this the right customer for me?”
Sometimes, the other person’s “yardstick” will point you toward the
possibility of a mutually advantageous professional relationship. Sometimes, you’ll
hit a brick wall. And, yes, sometimes you’ll wake up and realize you’re selling
to a customer whose demands no longer match up with your capacities over the long haul.
Yes, there are times when it makes sense to fire a customer and that’s when your
decision making process comes into play.
Face it: You may not be able to be set up properly to service certain customers -- and
some customers, whether we like to admit it or not, are Customers from Down Under (and
I’m not talking about Australia). We’ve all met those kinds of customers -- they
live to make things difficult. Sometimes, the best thing you can do is to fire that
customer!
You can actually fire a customer and make the person feel good about it -- so good, in
fact, that they will be motivated to act as a referral for you. What do you say? It sounds
something like this:
“You know, I feel like I’m doing a disservice to you. Obviously, what you need
and rightfully deserve is a lot of attention on these details. I want you to have that, I
really do. The restrictions that I have at this time, given the magnitude of some of the
jobs that we’re dealing with, pulls away the attention that we can give you in
certain situations, and it’s really not fair to you. So it’s in everyone’s
best interest to let you know that there may be times when we may not be able to do it
exactly the way you’re looking for. If you feel that it is in your best interest for
you to align yourself with a firm that could do it better, I would understand.”
Understand, too, that being
haunted by the “customer from down under” is usually a function of not
qualifying the account properly in the beginning of the relationship not learning
what’s really driving a prospect’s decisions. We’re in such a rush to close
business that we sometimes lose track of whether or not we can actually satisfy the
customer after we get the order.
TYPES OF MINDSETS
What typical influences are at work in the Decision-Maker’s mind? There are
usually three decision-making mindsets to consider:
Comparative. In this mode, the
person is focusing in on technical details. They compare what you offer to what everyone
else on the list offers, and they lean toward what they feel is the best overall package.
People in the comparative mindset constantly ask two questions; “What makes you
better than the competition?” and “Does what you’re proposing fit in with
the mandate I’ve been given by management?” (Note: Sometimes a comparative
decision is made, not by one person, but by a group of people.)
Implementing. In this mode, the person is
focusing in on the actual use of your products and services on a daily basis. The accent
is on practical concerns, and on how what you have to offer will make the average day go
more smoothly. This mindset is most likely to be in play when the contact is a potential
user of your product or service. He or she will want to know: “How is this going to
make my life easier and better?”
Outcome-oriented. This is typically (but not
exclusively) a mindset of Decision-Makers. These folks will not sign on the dotted line
unless they’re convinced you’ll help them deliver on commitments they’ve
made to themselves or others to improve performance or results in a measurable way. People
in this mindset focus in on the bottom line, budgets, value, and short- and long-term
goals. They ask: “How is this going to move me closer to X?”
For all three mindsets, the suggestions you make must take into account the questions --
spoken or unspoken -- that the other person is asking. Depending on the size and structure
of the organization, one person may represent all three mindsets -- or several people may
operate from within a single mindset.
THE FOURTH MINDSET
There is a fourth mindset that may be at work in the decision making process a
“background” mindset known as … Coaching.
The contact who’s operating in the coaching mindset may be the most vital member of
the group (at least from your point of view), but these people need to be considered
separately, because they usually play one of the other three roles, as well. A contact is
in the coaching mindset when he or she values your resources and is willing to assist you
in safely navigating the waters of the organization’s decision-making process. This
person is your ally.
The key determinant for when a contact is operating through the coaching mindset is that
he or she actively helps you to build support
among others who operate within the decision making structure.
DEALING WITH THE COMPARITIVE MINDSET
People in the comparative mindset may want to see loads of technical information --
all the facts and figures, all the technical specifications, all the features you offer.
Be ready to provide this, and don’t be afraid to ask where your competition is
strongest.
Don’t go into “defensive” mode the second you hear criticism from someone
in the comparative mindset. If the person is telling you that your products are not
meeting specifications or aren’t performing well, and you believe the opposite to be
correct, then gently enter into a discussion
about how the comparison was done. Don’t accuse the other side of making up facts;
just ask politely how the conclusions were reached and then present your side of the story
calmly and tactfully.
DEALING WITH THE IMPLEMENTING MINDSET
Because this way of thinking is generally associated with end users, most salespeople
miss the boat when appealing to people in this mindset. In dealing with people operating
within the implementing mindset, you need to make a real effort to understand their issues
-- and then show how easy your solution is, how little time it will take to learn, and how
much smoother the day will go as a result of using it. If you’re in a position to
offer hands-on training, the person who’s in this mindset is likely to respond
positively to that option.
DEALING WITH THE OUTCOME-ORIENTED MINDSET
People operating within this mindset have to be convinced that by approving the deal,
they’re going to move closer to achieving results. They’ll want to know how your
offer will help them increase profits or productivity, reduce operating expense, or
increase the competitive edge. These people are interested in the results. What’s
going to happen when you install the machine, initiate the service, implement the
solution? The more direct, dramatic, and relevant your answer to that question is, the
more effective your appeal to this person.
DEALING WITH THE COACHING MINDSET
My experience is that it’s all too easy for salespeople to take their allies for
granted. I think the biggest problem we have with people who are in the coaching mindset
lies in expecting them to be proactive. We assume they will call us when something happens
that affects our relationship with the organization, and that’s often not the way it
goes.
Page 4 How Do Your Customers Make Decisions?
Let’s face it: Most human beings are not pro-active in nature. The value of the
person in the coaching mindset is going to depend on how willing you are to take the
initiative and ask for the advice and the guidance you need: “I’m scheduled to
have a meeting with Joe Smith this Tuesday. Tell me what his issues are. Tell me what
he’s likely to be worried and concerned about. Tell me what you think I have to
do.” Or: ”I’m running into some problems with Mary Brown. How can I handle
this situation? How can I deal with this road block?” More often than you might
expect, someone who’s in the coaching mindset will give you invaluable advice, but
only if you ask for the help and ask for the latest information. The other person will not
usually take the initiative.
EMOTIONAL FACTORS
The emotional decision-making factor is basically rooted in your prospect or
customer’s pride, sense of well-being, self-esteem, or emotional state. On a personal
level, people buy for one of two reasons, to avoid pain or gain pleasure. Emotional
factors are sometimes rooted in a desire to make a personal announcement to the world
about one’s own power and prestige.
Some people view problems related to increasing profits, improving productivity, reducing
costs, or gaining the competitive edge as deeply personal matters. Some people have
something to prove. Some people are determined to surround themselves with “the
best,” no matter what -- which means that the low
cost other prospects are searching for can, in some situations, actually be a negative
when you’re dealing with someone who places a premium on the emotional value of
“prestige” purchases.
Emotional factors are not the same as intangible factors. Intangible factors have to do
with concerns like market share, image, and perception by customers. Emotional factors, on
the other hand, are rooted internally. We need to recognize that, in some situations,
emotions play not just an important role, but the dominant role.
DECISIONS, DECISIONS
Learning about your target client’s and organization’s decision-making
process really boils down to a simple question:
Are
you willing to change the way you look at what you have to offer in order to deliver the
value your prospect or customer requires?
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