You have been taught to be curious about needs. Do prospects need your solution? Are they in ‘pain’? The moment — the very moment — you hear that a ‘need’ matches your solution, you’re off and running. And you (wrongly) assume you have a prospect.

STOP TRYING TO SELL SO SOON

Here are some erroneous assumptions:

• you just need to get in front of someone, and once they understand the brilliance of your solution they will be buyers;
• if your solution matches their need, all you have to do is sell properly (and be interested, caring, smart, yada yada) and they will buy;
• you need to educate your buyer because until they understand your solution they won’t understand the value;
• you need to understand everything you can about your buyer so you’ll sound intelligent and engender trust and can position your solution accordingly.

I’m here to tell you that all of the above are false. A buyer cannot buy (learn all of the issues involved in the decision to buy in my latest book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it) until

1. all of the members of the Buying Decision Team have put in their two cents about what they need a solution to do;
2. they know that a beloved vendor, or their internal resource (their own tech team, for example) cannot solve their problem;
3. they get the necessary buy-in from everyone who will touch the solution;
4. they know know how to resolve their problem without major disruption.

Here is the hardest thing for a seller to understand and believe: the only thing you will ever know about your buyer is how their need might be served by your solution from the one or two people you’re talking to.

THE REASONS YOU’LL NEVER KNOW YOUR BUYER

Using the sales model alone (i.e. without putting Buying Facilitation® on the front end) you will never know the following:

• what is going on internally, behind-the-scenes, that has created and maintained their problem, and the reason it hasn’t been resolved until now.
• the criteria they, as Buying Decision Team, will use to choose a solution or a vendor.
• how they will go about determining who should be on the Buying Decision Team and what internal political factors bias these choices.
• what sort of havoc your solution will play with the status quo if the folks inside don’t figure out how to resolve the internal systems issues first.

Buyers do not want your solution. They want to resolve a business problem. Your solution is the last thing they want. I recently heard a VP of Sales Ops for a tech company tell me that they had a very long sales cycle, but there was only one buyer (the CIO) and he couldn’t figure out what took him so long.

He totally forgot that there are several departments that must buy-in to new technology; that the CIO undoubtedly delegated all or part of the solution; that the internal tech guys would fight tooth and nail before allowing yet another tech solution to come in and make a mess of what they have in place.

If he used Buying Facilitation®, he could:

• teach the prospect how to put together a Buying Decision Team on the first call.
• lead the buyer through all of the systemic change management issues that he’d need to address to create an openning and willingness for the folks to bring in something new — they would understand how their jobs would change and be ok with that.
• help prospects understand how all of the current and new technology would fit and work together;
• help prospects understsand the upsides and downsides of the learning curve, and how to mitigate or get buy-in around the learning curve.

You do not know how your buyer will manage any of that. You merely know what you think they need. And if that were enough, you’d be closing a helluva lot more sales.

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Read Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it to learn all of the issues buyers face when they are considering a purchase.

Sharon Drew is a contributor to the new Entrepreneurial Selling program by RAIN Group. Check out the free video series leading up to the program.

Learn Buying Facilitation® | Implement Buying Facilitation® | License Buying Facilitation®

You think know your buyer. You don’t. is a post from: SharonDrewMorgen.com

I was speaking with a colleague today who complained that although he understands his customer’s needs – does surveys of every aspect of their decisions (how, when, what) so he ‘knows’ how and what they buy – and creates marketing materials positioned to address those needs and segments, the buyers still didn’t behave in a way he believes they should.

Sound familiar? You know who your buyers are. You’ve done assessments and surveys so you ‘know’ how they buy. You’ve developed marketing materials, pitches, websites, white papers, and they should be more successful. What’s going on?

Let’s look at the assumptions here, and see why they are faulty. 1. when you ask questions to gather data so YOU can understand, you are asking biased questions based on what you think is important data that will be useful in creating a selling strategy.Buyers:

• may/may not know how to answer your question,
• may not want to answer your question,
• may give you a partial answer and leave out the nuances,
• may be leaving out large aspects that they decide from unconsciously,
• may be offering the wrong data (inadvertently)
• may not relate with the material you are sending them.

Not to mention that a large, significant number are not responding at all.

2. when you have ‘data’ about another’s decision making, you assume it follows that what you are presenting is offered in the way they are ready, willing, and able to buy. It’s not working, because every purchase is a change management situation. Bring in software? How will you manage the techies, the old systems, the users? Team building? How will the people choose to work with others in the nearby department? How will folks at ‘war’ with each other choose to attend?

Until buyers are ready to do something different – i.e. change – they won’t respond to your offering even if it’s the right offering for them. That’s why you lose 90% of your prospects.

Change happens only when people’s (unconscious) criteria are met and the system they live in is willing to be disrupted. Have you tried to change your diet or cease an addictive behavior? You know there is a problem. You know what the solutions are. You are not ready to do anything different (or you would have already). Someone gathering data about your habits won’t help you do something different.

3. when you develop a pitch or solution based on the data you’ve gathered, you assume it’s appropriate for their needs AND they believe their current situation needs to change now. But it’s specious – nothing to do with the customer. How do you know what criteria someone will use to make a buying decision at that moment? That their buying decision team will agree with the data you used to create an offering with?

Rarely is solution-specific data all people need to make a purchase, and their private decision criteria may not align with the offering you developed based on demographic assumptions.

As I hope I’ve shown, when you attempt to influence a buying decision by creating a pitch or solution that should fit into their buying patterns, you are making specious assumptions. Do you know – right now – how you’re going to choose to move next time you move? Will your choices be based on kids’ school districts, or proximity to a hospital? Who will be involved in this decision this time, different from a similar decision 5 months ago? How will you choose who fits in where and when? Do you know when you’re filling out an assessment what your buying patterns might be at some point in the future?

People make decisions in idiosyncratic ways and they must, they must, handle the change management issues that the new solution will compromise. Sales only handles needs assessment and solution placement, and the surveys and questionnaires we prepare merely manage the sales end. You are left with the same assumptions and possibilities you have when you make a sales call, or place an advertisement.

To help buyers handle their private decision issues (often having nothing to do with their need or your solution) is a separate skill set from knowing they have a need or seeking a solution. It’s possible to create surveys/questionnaires that will not only give you good data but will create a customer for you at the same time, Facilitative Questions such as:

• What would you need to see from a solution to know that you would be willing to use it?
• How would we be creating this for you in a way that would make it comfortable to bring in to your family?

Managing the need isn’t enough. Help them choose how to use it without too much internal disruption. If you don’t help them, they’ll wait until they figure it out by themselves. Stop trying to understand them as you never will in the way that will help them change. But you can help them understand themselves.

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Understanding customers doesn’t help the buyer buy is a post from: SharonDrewMorgen.com

Why do we assume buyers are, um, stupid? Because it’s obvious to us they should buy. From where we stand, it seems we have THE perfect fit – the right solution at the right price, filling the right need, and the right relationship.

But we consistently forget that a buyer’s problem is not an isolated event, and it sits within the buyer’s environment – their system, if you will – all mashed up with a bunch of unknown and unknowable other elements that not only hold it in place, but maintain it daily.

And we walk in as Super Saviours, assuming we are, as Dr. Seuss says in The Sneetches The Fixxit Up Chappie.

But it’s so much more complex – even for a very simple sale. Because every single purchase is a Change Management issue. Every single one. And, so different from what we perceive, buyers are doing perfectly well as they are – or they would have fixed their problem already.

So, no, it’s not a money problem, or a competition problem, or a differentiation problem. And where prospects go is not to find a better price or visit your competition. They go to the next department, or an old vendor, or the tech group, to see if they can get buy-in for change.

Because until or unless buyers get agreement from everyone and everything that touches the Identified Problem, and would be in some way stressed if something different entered the system, they will do nothing. Regardless of their need, or your stellar, and (of course) perfect solution.

It’s  not about you, your solution, your relationship, your price, your care, your presentation, your appointment, your charisma, or having the perfect fit.

Until or unless buyers recognize and manage all of the internal issues that not only created their Identified Problem but keep it in place daily, and until they all buy-in to whatever change will happen when something new enters, they will do absolutely nothing.

Check out my new book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what to do about it. It will explain what’s going on and what you can do about it. Then you can stop telling your manager that you’ve got prospects in the pipeline, and you’ll have a much better understanding of where and how you and your solution will fit in.

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Why Do We Blame Buyers? is a post from: SharonDrewMorgen.com

The short answer is, you don’t. At least not when you are accustomed to. Because that’s not the first thing buyers need from you. The buyer first needs assistance navigating around their off-line decision issues. See, we actually enter our buyer’s sphere far too early in their decision cycle. And we end up attempting to gather needs, understand, and place product before a buyer really knows how to have this conversation with you.

The first thing buyers do – well  before they are ready to choose a vendor or a solution  – is to figure out what needs to happen internally for them to be assured that they can achieve excellence AND keep their organization in tact.  THEN they are ready for you to understand their need and place your solution. The sales model does not help the buyer at this initial part of their decision cycle because it’s private, unconscious, idiosyncratic, and for insiders only. But they must do it – and we needlessly wait as they do. It would like finding the house or car of your dreams before you discussed a move or a purchase with your spouse or bank.

GOING INTERNAL

Where do buyers go when they say, “I’ll call you back?” They go internal, to make sure the department heads are in agreement, that the status quo can allow change without creating a mess, that the historic fight between rival teams is cleaned up, that the new software will work with the old. Until or unless they manage the interal stuff of relationships,  initiatives, rules, etc., they will not be in a position to buy anything. Regardless of their ‘need’ or ‘pain.’

Think of moving. You and your spouse find the perfect house. Are you going to buy it? Well, that depends on if you can get a loan, or if the school district is viable, or if your spouse really wants that separation, or … And these things are private and off-line and have absolutely nothing to do with the house or the realtor.

It’s possible to add a front end to what you’re already doing successfully and use a different skill set to help buyers maneuver through their internal pitfalls. But it’s not sales. And it has absolutely, absolutely nothing to do with understanding: as an outsider you’ll never understand. Can I understand if, in the example above, your spouse is thinking of separation? Or how to handle the bank if you were overdrawn for 3 months last year?

Once a buyer manages the internal issues sellers can use rapport and sales and understanding skills to make sure the solution is superb. But trying to understand the personal stuff is impossible.

GATHERING DATA AT THE WRONG TIME DOESN’T HELP BUYERS BUY

Sales is faulty (see my new book on this: Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it) and only manages needs assessment and solution placement where it is imperative that you understand. I’m suggesting you acquire an add-on skill set to merely act as a GPS system that says left/right/left, through the maze of the types of decisions buyers must make as they consider their internal, systemic issues that hold their status quo in place. Until they do this, they can’t buy from you anyway. But when you use Buying Facilitation™ first with them and do some neutral navigation that is system- and change-based, you will be placed on their Buying Decision Team.

I recently spoke with a potential vendor who I was referred to. She automatically assumed I was ready to buy because of the referral (I certainly was not), and she went ahead gathering data (that I found myself very reluctant to give since I didn’t know her or trust her yet) and trying to sell her services. When I told her that until I knew how I would have a good chance of getting the results I wanted I wouldn’t be able to buy, she was quite adamant: “You’ll know when I give you results.” Well, in my mind that’s kinda foolish. That means I have to buy her services, pay her a lot of money, go through internal disruption, and I won’t know until AFTER all that whether I’m going to be successful or not??? Before I’d be able to choose her, I’d need to figure out the criteria I’d use to know if her suggestions, her personality, my needs, my market, my folks who would be working with her, my company, would act together in a way that would bring me the change I’m seeking. And if it would be worth the money and disruption. She’d have been far better off to have used a Facilitative Question:

How would you know before we begin that you would have a good chance of reaching your goals? What would need to happen within your organization to make sure they are ready for the type of change you are requiring?

It’s not about my need or her solution. It’s about the issues I need to manage internally in order to allow change to take place in a way that minimizes disruption.

Until you realize there are actually two different types of decisions buyers must make – the vendor/solution decision that you handle, and the behind-the-scenes issues that they must handle first – you will be trying to understand too early and not be present to help them with the main decisions they must make first.

You can add a new set of skills to what you’re doing already, and actually become a part of your buyer’s buying decisions. And, when it’s time for you to understand, you will be there with just the skills you need to do it. But first, let’s help manage the private process that you’ve left unattended until now.

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To learn how to do this, consider buying my new book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it

How do we sell if we don’t understand needs? is a post from: SharonDrewMorgen.com