Regain Control of the Sale
Do you ever feel like you’re losing control of the conversation with a potential customer that keeps going off on tangents? You quickly realize that you better regain control of the conversation quickly… or you are going to lose the sale! You might find yourself in this situation when you have a potential customer that bombards you with questions, stories, and off the wall scenarios. At first, you think "Wow" this person is extremely interested! Thirty minutes later you realize… wait a minute… we are nowhere close to getting this deal. Here is a technique that you can master and never face the above scenario again!
I call it the Statement, Benefit, Probe technique.
Statement – This is simply your next statement in the course of a conversation, or your response to the latest question. (transition quickly to apply the "benefit" step)
Benefit – You build upon your "statement" with a reason why your product has worked well before… or reasons why other clients have enjoyed the product. (Make it quick… two to three sentences… and immediately follow with the "probe")
Probe – Ask a question where the client is prompted to verbalize their own reasons for how your product is going to help them achieve their goal.
BAM… Just like that… you are back in control!
Putting it into practice:
Now… Let’s pick a scenario. How about something like… You are working with a client who is interested in your employee training and development programs. The conversation is running off track, and it's time to regain control of the conversation. Choose your direction based on a "high value interest point" for that specific client. In this case, you know you can build value around the concept of "talent management." The client says, "We’re looking for ways to help our employees build a career path. How can you help us do that?"
Statement
"One of the best things about our program is that we can help you work with each manager to develop a specific development plan for each employee."
Benefit
"The thing managers appreciate most is that it helps them better understand each employee’s motivation, goals, and aspirations. Not only is the employee inspired with a new plan to impact their future, but they develop a strong working relationship with their manager!"
Probe
"If we come in and help you develop that type of culture… How do you think you could use this program to help your employees build a career path?" (Follow-up a great question with dead silence, and let the client sell themselves!)
This technique might not come easy at first. You’ve got to be quick on your feet and make sure the client doesn’t feel like you are cutting them off. With practice, it works like a charm!
What techniques do you use to keep your conversations moving in the right direction?
Statement: "One of the best things about our program is that we can help you work with each manager to develop a specific development plan for each employee."
How many of you are put on the defense when someone points out your flaw? Is this voice not weighted with blind insight to the speakers own flaw?
May I ask, why wouldn't you allow the employee to create a development plan in the areas they believe they are gray in? Then, each employee have a one on one with their manager and request coaching on what they see needs development? Don't you think one would be more open this this postive critique?
Just my two cents....
ab
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You may have gone a little deeper into the example then intended but...
Though I agree with the concept of starting with the employee, your not Selling the Employee. Empowering the employee is great, subjecting management to employee directed development does not, an rarely runs parallel to companies goals. What the employee sees may not be in the companies best interest. Leaders first task, be a shining example of a follower.
I'm a little surprised the author and fellow posters, did not pick-up or respond directly, on the perfect example you offered. Getting the conversation back on track.
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G-R-E-A-T AND INTERESTING WRITE UP.
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Here is a technique I use...I call it the "wagon train" technique because you circle back.
The prospect drags you all over the map with the conversation...I have to assume this was an impromptu call or otherwise there would have been an agenda... Try saying something like this "Well, we have certainly covered a lot of ground here. Let's circle back to to where we started. You are not getting the kind of performance you need out of your inside sales team. We have 3 specific service offerings that address that very issue."
You bring them back to the issue at hand and if you throw in a number it allows you to set the stage for the rest of the conversation because they know how many areas you need to cover in the rest of the call.
Interesting post. Hope this helps..
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That advice is immediately usable to me! In my own industry, I'll transcribe the probing question into this format: "If we provide you with your own line of products that immediately iron away people's wrinkles, who do you think might be interested to look 10 years younger?" OR "If we provide you with YOUR own galvanic spa to immediately take 10 years off your face, who else would like a demonstration of the same?"
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Doyle,
One of my favorite techniques for keeping conversations on track is to contract with the prospect in advance. At the beginning of the sales call, I'll ask if it's okay to agree on three or four points that we must discuss during the meeting. Everyone, of course, agrees.
I lay out the 3 or 4 points and ask if the customer can think of others that are important enough to add to the meeting. Usually, the customer will add an obvious one that I have purposely "forgotten". This give them a commitment to the agenda and we have agreement that regardless of what else happens we must discuss the points that have been put on the docket.
As the meeting progresses, I'll occasionally glance at my watch if the topics stray too far from the agenda. Usually, the prospect himself will get us back to the talking points. If he doesn't, I might say, "This is an interesting point and we should definitely explore it more when we have time. If it's okay, I'd like to get back to the points that were identified as most important at the beginning."
If one doesn't come across as a killjoy or being too bossy this technique can work nearly every time.
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I'm reading some solid points here so will just try to provide some additional value rather than offer different language around the same ideas.
One point I believe worth mentioning before circling back is to recognize the great dialogue that caused the "train to get off track" in the first place.
Certainly there are potential clients who gain enjoyment from trying to get a salesperson off of their "sales track" as end in and of itself, but I think that most of the time it happens through the course of good rapport building and engagement around critical business issues.
With that said, I like to recognize and verbalize what is happening at that moment (and occassionally recap the key points to demonstrate solid listening skills) to reinforce with potential clients how well we are engaging in conversation and the great ideas we are coming up with - together.
The flow and exchange of ideas and information are how all great sales relationships begin. Why not honor this when it's happening?
Bottom line: When you take the break to talk about HOW WELL you are talking about business together, it further greases the wheels to get back on track. ;0)
Hope this helps,
Victorious
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