One of the biggest challenges sales pros have is moving deals through their pipeline quickly. Too many deals stall, get pushed forward in the CRM and that isn’t good for anyone.
If you cannot answer these two questions then you are probably struggling with long sales cycles.
1. Why should the prospect change?
2. Why should the prospect change now?
The answers are: 1) they have a major explicit problem and 2) the cost of their problem is huge.
How well can you answer those two questions in connection with your pipeline?
1. What explicit, clearly defined, specific challenge, issue or problem are they looking to solve?
If your proposed solution is aimed at some kind of vague, fuzzy or loosely defined issue (we
want better security) you are probably struggling to close quickly.
Sales pros forget: no problem = no sale.
2. What are the exact direct and indirect financial costs of living with the problem?
If the prospect has not told you the exact cost of their problem in dollars and if it is not at
least 10 times bigger than price of your solution you are probably struggling with long sales
cycles.
If you cannot answer those two questions well enough and your deals have been pushed more than twice in your CRM forecast then maybe they are not “A” opportunities or the best use of your time?
Key takeaways:
1. If you have deals that are not moving through the pipeline quickly enough go back to make
sure you can answer those two questions. (And if you cannot move on to better qualified deals
or prospect)
2. The way you do that is by asking more/better challenge and consequence questions.
3. Ask better questions consistently; be a pro & take written questions to all meetings.
Hold yourself to a higher standard with those two types of questions and you will build a better qualified, bigger pipeline and many more of your deals will close faster.
If you have any questions or great stories or great leads, or great stock tips feel free to email me at cbennett62@shaw.ca
Selling is not telling; selling is asking questions and helping.