Have you ever
been at a doctor’s appointment and had him start a procedure without filling
you in on what to expect? How about buying a new home and your realtor not
telling you what you’ll need to complete the purchase? Doesn’t really make you
feel “okay” does it?
This is how your
prospect feels if you don’t layout your process for them so they know what to
expect during each meeting. We have a name for this: the Up-Front Agreement.
The Up-Front Agreement
is a crucial part of a sales process. It is the place in the process to share
your “road map”, your intent and philosophy. It also gives your
prospect a say in the process. It’s your first step in keeping them comfortable
and allowing them to share the truth with you.
It can be tough
to stand your ground.
I’ve been in
several situations where my nerves get the better of me or the prospect has their
own agenda (and it’s different than mine). State your up-front agreement. There
is always a place where both ideas meet and you can still control the process.
If you don’t control what is going to happen, you will get run over.
For example, if my
process dictates that I don’t give pricing until I meet certain people,
understand specific challenges, and understand the big picture – I can’t waiver.
If I don’t state
my up-front agreement, and haven’t had the opportunity to effectively
communicate my value, my price will probably not make sense to them.
While the
up-front agreement is crucial to the process, it is really pretty simple. It
could look something like this: “Mr. Prospect, during our time together today
I’d like to tell you about the people that we help and how we help them, ask
you questions about what is happening with your business and give you the opportunity
to ask a lot of questions. At the end of our conversation, we can decide if it
makes sense to move forward. Does that sound okay?”
I see the upfront
agreement as the opportunity for your prospect to share why they invited you in
or disagree and state what they want to accomplish in the meeting – this can be
the direct route to why they will buy!
During your first
meeting, the up-front agreement is crucial, but don’t think of it as a
“one-time” thing. This is a “road map” for every meeting with a prospect.
And yes, even when you’ve won the business, start every meeting by stating your
intention. My experience is that losing control of the process is the death of
a sale.
Here’s one more
“real world” example. Let’s say I’m three meetings into the process and I’ve
reminded my prospect several times that I need to meet all of the decision
makers before we can move forward. If my prospect brushes off my request (or
insists that he is the only decision maker), I have to reiterate why sticking
with my process is important and that I can’t move forward without this step.
Why is it so important you ask? Let’s lay out two scenarios – one with my
process, one with my prospect’s…………..
Scenario #1 – MY
PROCESS
I’ve established why
my prospect will buy; my prospect is open to sharing the truth with me and to
developing a solution. I remind him that I need to meet all of the decision
makers and influential parties – remember, even if they aren’t part of the
decision making team, there are people within an organization that can have
influence on the decision.
My prospect
agrees and begins to “open up” the organization to me. I am able to meet the
people that will be affected by my solution, lay out my process to them,
understand their challenges and get more people on my “solution wagon”. No
surprises. I have covered the bases, controlled the process and I’m confident
that I will be invited in to solve the problem. By sticking with my process, I
now have rapport with the entire client team which is important to the
implementation of my solution as well.
Scenario #2 – I
WIMP OUT AND RELINQUISH CONTROL TO MY PROSPECT
I’ve established
why they will buy, my prospect is open to sharing what he wants me to know (not
necessarily the truth), and to developing a solution. I remind him that I need
to meet all of the decision makers and influential parties that will be
affected by my solution.
Here’s where the
problem begins. He insists that he is the “last say” on the decision and that
he can sell it to his team, by himself. I know better but decide not to risk
confrontation and insist on my process, so I go along with his plan.
I’ve developed
the solution and my client has “sold” it to his team. Or so I thought. But
then I learn my fate. Unfortunately, his team decides that they don’t see the value
in my solution and don’t think they even have problems to fix. My prospect
wasn’t as good as he thought he was.
Now what? I have
rapport with only one person in the company, I don’t know if the team even has
pain and my contact has botched the communication of my solution.
I’m done, kaput,
no sale.
Most people would
blame the client. But I know better. I know that I lost the sale when my
process was subverted.
What’s the moral
of the story? Stick to your process, trust it, and understand why each and every
step is important to your success. More importantly, learn how to effectively
communicate your process and the importance of each step. Your process is a
value that your client gives up if they will not follow it. A little discomfort
during the process is worth the success of the solution!
