I think she had a lot of nerve asking some of the questions she asked.  It's no wonder he didn't answer them.

Soon you'll see the value of those questions, and the value of not going forward when you don't get clear and honest answers to them.  This is a good time to tell you about some basic principles of High Probability Selling.

High Probability Selling is really a method of inquiry.  The inquiry is designed to arrive at a meeting of the minds and result in mutual commitments between the salesperson and the prospect by determining whether:

1. The prospect needs, wants, and can afford our product;
2. The prospect is willing to define his Conditions of Satisfaction which, if met, will result in the purchase of our product;
3. The commitment the prospect makes with regard to his Conditions of Satisfaction is specific as to all the necessary particulars and is absolute and unequivocal.

A few things make sense already.  Sue cut the visit short right after she asked, “On what basis, if any, would you be willing to have us supply some of your packaging materials - as a second source supplier?”  The prospect asked what she meant by that, and she said, “Would the right price, or fast delivery, or guaranteed top quality be a deciding factor?”

He said something like, “Just quote on our requirements and you'll find out whether you quoted right if you receive an order.  Our criteria for making those decisions are not your concern.”  After a few more attempts to get that question answered, she ended the visit and we left.

Sue was following a basic principle of High Probability Selling:

Don't waste your resources on Low Probability Prospects.

But as long as we were already there, she could've stayed and tried to do business with him.

If she did that, she would've had to make a commitment for a quote.  Then our estimating department would have to work up the quote, the department head would have to check it, and then we would have to generate a computer printout.

Sue would also have had to review the quote with the estimator, and return to the Low Probability Prospect to present the quote and sample materials.  She probably would've had to make at least one follow-up call, too.  The prospect might even ask her to revise the quote or bring back more samples, which would create another round of work.  Even after all of that,the probability of actually getting an order would be low at best.

All that activity costs money.  More importantly, it takes us away from the opportunity of working with High Probability Prospects.  Also keep in mind that the intangible emotional drain on the salesperson of working with a low probability prospect is a hidden, but very considerable, additional cost.

What about all those questions the salespeople ask?  It seems to me a lot of what they ask about is personal information a prospect would rather not discuss.

You're probably right in a traditional sales situation.  There the salesperson and the customer are adversaries.  It's hard to have a sincere relationship with your enemy.  In High Probability Selling the object is to build a relationship based on mutual trust and respect.  In order to do that it's necessary to find out who the prospect really is.  The salesperson gets ripped off with anything less.

Does that mean if the prospect isn't open and honest with us, we don't deal with him?

Exactly.

Damn.  That goes against all the training I've ever had.  I was always taught to keep on talking and stressing benefits as long as a prospect will listen.  And when he starts to nod his head or begins to say yes when I ask him positive questions, then it's time to close.

High Probability Selling is very different.  First, we clarify what it is the prospect wants, and we both agree on exactly what those wants are.  We call those wants the prospect's Conditions Of Satisfaction.  Second, assuming we can fulfill those Conditions Of Satisfaction profitably, we negotiate mutual commitments.  In other words, we get crystal clear on what each of us promises to do.  When you're negotiating commitments, you're into what you've always called the “close.”

So, we're almost always asking instead of telling.

Right.  You should frame most of what you have to say in the form of a question.  The prospect should do most of the talking, primarily answering your questions.  The more the prospect talks, the more both of you win.

But if you don't tell the prospect about the company's capabilities, and why our products and services are better than the competition's, how will he know?

The more you try to convince the prospect that your product is the best, the more resistance you create.  Understand this, almost anything you say can be phrased as a question.  As long as you're asking questions, the prospect remains involved in the conversation.  Let me give you some examples:

Whether the customer prefers flat packages or is willing to pay more for top quality and timely deliveries, he's likely to talk about the choices.  A prospect may have good reasons for not wanting our products.  His product may lend itself better to open packaging.  Or low price may be his highest priority.In any case, you save a lot of time by learning those things before you spend time and resources on him.  Also, when you're focusing on what the prospect has to say, your ideas on how to serve him are welcomed, especially when those ideas are phrased as questions.

I still don't understand how and when you close.

That's okay for now.  Go over the examples we just discussed.  There were probably a number of what you would consider “closing questions.”

Maybe, but gathering information isn't closing.

The entire High Probability Selling process is a closing process.  You probably noticed when you went on sales calls last week that when we asked questions and got answers that justified going on, we asked for commitments.  We ask questions like: “Is that what you want?” or “Is there anything else we should cover?” or “Are you willing to pay a ten per cent premium for a glossy finish?” or “If we show you we can meet your requirements, what will you do?”

That doesn't make sense to me.  When do you ask for the order?

WE NEVER ASK FOR THE ORDER!

(Incredulous)  Well, do you use closing techniques at all?

As I said before the entire High Probability Selling process is a closing process.  We focus on finding out what's necessary to do business, right from the start.  We use an orderly process that's thorough and professional.  Our approach is designed to have the prospect commit to do business with us if what we have is what he wants.

Suppose the customer doesn't do that?

In that case we did something wrong.  Maybe we didn't disqualify the prospect when we should have.  Perhaps we moved to a new phase without a commitment.  When we reach a point where a prospect won't make commitments, we end the meeting and move on to someone else.

The fault however, if there is one, is ours.  We may not have qualified the prospect correctly, or maybe some old fashioned “power selling” snuck through by accident and created resistance.  BUT NEVER ASK FOR THE ORDER!  Just negotiate mutual commitments.  In a situation where our company can't fulfill the prospect's Conditions of Satisfaction, acknowledge that promptly and make a swift, courteous exit.

Do you mean like when he needs a type of material that we don't supply?

That's a good example.  Another is when the prospect wants fast deliveries and low price.  As you know, we can give him fast deliveries and top quality, but the price has to reflect that.

How do you convince him that he should want fast deliveries and top quality at a higher price?

You don't ever try to convince a prospect that he needs and wants what you have to sell.  If he clearly understands the benefits you're offering, and they're not what he wants, it's time to end that visit.  If he really wants what you have, he won't let you go.

Doesn't that require a strong presentation?

No.  But it requires the right questions, such as:

You said you wanted a fast cycle time, how fast?

You said you wanted the most insurance you could buy for a $1,500 annual premium.  Do you want me to shop the market for you or are you planning to do your own shopping, company evaluation and comparison analysis?

You said you want the fastest possible delivery.  Are you willing to pay a premium for the overtime necessary to fill that requirement?

Well, that's like asking the kind of “closing questions” they teach in a lot of sales courses.

Not so.  Most prospects have heard enough “closing questions” to know exactly what you're doing, and resent it.  We're sincere in trying to determine the prospect's Conditions of Satisfaction (and we tell him what we're doing when we're doing it) and he can sense the difference.

How is what you're asking different than closing on a minor point, such as: “Do you want the blue or the grey?” or “Do you prefer deliveries on Tuesday or Thursday?”

In High Probability Selling we don't ask rhetorical or manipulative questions.  We only ask questions we need to know the answers to.

If you're only asking questions, how do you convince the prospect that he needs and wants your product?

Do you remember the first call you went on with me?

Yes.

As I recall, you thought it was just “dumb luck” that they gave me their business.

Now I remember.  I was wondering how you could just sit there and ask them what they wanted to do, when all of that business was there for the asking.

Do you also remember how reluctant Ann was to talk to me about any business except for the Star product line which we already handle?

Yes.  But once she started talking about the bind she was in, you could've asked her for the order.

At that point she hadn't made any commitments to change vendors.  In fact, the discussion started as a complaint.  It was only because I asked questions, gave her choices and asked for commitments, that we received that order.  And, as you know, their requirements for the Sun line are about three times greater than for the Star line.

But why did you wait for them to offer you the business?  Why didn't you just ask for an order?

There were several reasons.  First, as you now know we never ask for the order.  Second, when I asked what they needed and wanted, they defined their Conditions of Satisfaction.  If I had asked for a commitment to buy at that point, and been unable to meet their Conditions of Satisfaction, the order would've been jeopardized.  If you're not able to satisfy some of their Conditions of Satisfaction, you negotiate those conditions.  If you can work them out, then you ask for a commitment.  That's what happened when the Product Manager agreed to have us redo the art work just for the first four packages, rather than doing them all at once.

If you create an environment where the prospect is the one doing the talking, he's more likely to open up and tell you exactly what he wants, actually lay out for you all his Conditions of Satisfaction.  You don't have to convince anyone of anything, or guess at what they want to hear, or even handle objections.

Then why did you keep asking everyone whether they were sure that was what they wanted to do?  I was sure you would lose the order when you kept doing that.

Prospects usually have what you call “hidden objections” or second thoughts.  It's better to get those thoughts out in the open while you're still there rather than have them surface after you leave.  Also, by having the prospect assure you he's doing what he wants to do, he takes complete responsibility for giving you his business.  Later on, he won't feel like he's been talked into anything, and he hasn't.

I have to admit I was surprised at how appreciative the customers were.  That's not what I'm used to hearing.

I know.  That doesn't usually happen when you hammer people for an order, even if you eventually get it.

Both of the salespeople I went out with last week did those things.  I just figured they had a low-keyed style, operating that way; asking questions, taking notes, not saying much and letting the prospect do the talking.  In fact, it looked like they weren't very persuasive or dynamic at all.  They really seemed too laid back.  Now I see that what I thought was “laid back” is really part of High Probability Selling.

Good!  By the way, how did they do?

They walked away with orders I thought they had no chance to get, even when the customers said they weren't interested.  But doesn't talking with customers who aren't interested go against the rule of not wasting time with Low Probability Prospects?

Good question.  It shows that you're starting to understand where we're coming from.  The answer to your question points out one of the subtle aspects of High Probability Selling.

Don't I have to say something when the customer says he's not interested?

No.  The prospect really hasn't asked you anything or said anything that calls for an answer.  It's as if all he did was clear his throat or cough.  What he said is just noise.

But I thought you end the meeting when the prospect gets negative.

Another subtle distinction.  Making noises, even if they sound like negative noises, doesn't disqualify a prospect.

You'll have to explain that.

Well, suppose you ask a prospect whether he's the person responsible for choosing the vendor for their packaging materials, and he says, “I'm not interested in any new vendors.”  He didn't answer your question.

Maybe he didn't answer my question, but I sure can't ignore what he said.

Yes, you can; you can treat it like a noise and ask for clarification.  You can ask, “Mr. Prospect, does that mean selecting vendors for packaging materials is your responsibility, or does someone else handle that?”

Suppose he says that he is the one who makes that decision and that he's not interested in a new one.

You go on treating the non sequitur part of what he says as noise.  You can say something like, “Mr. Prospect, most of our customers don't use any more than two vendors for each product line.  Is that how you operate too?”

Now I get it.  As long as the prospect is answering your questions, you don't have to worry about the other stuff he says.

You're starting to catch on.  If he stays in the dialogue and answers your questions, there's a good chance he'll give up his resistance somewhere along the way.  If, on the other hand, he makes it clear that he doesn't need or want what you're selling, or that he really can't afford it, don't ignore that.  You may have a bona fide Low Probability Prospect on your hands.

How else do I recognize a Low Probability Prospect?

Enthusiasm.  A High Probability Prospect is usually responsive and enthusiastic about what you're offering.  A Low Probability Prospect isn't.

When will I be able to try some of this with some live prospects?

First, you'll need some prospects to call on.  So, you'll need some practice in High Probability Prospecting before you get started.  We can kill two birds with one stone by having you prospect on the phone for a few days.  Tomorrow you can start training with Sue.