In most “solution selling” methodologies. B2B sales people are encouraged to uncover their prospect’s issues, rather than leading with their products.
But there’s a potential problem:
any organisation. B any stakeholder, always has many more issues that they would like to address than they could possibly have the have money, time, or inclination to deal with.
That’s why so many issues stimulate so many . B apparently argentina whatsapp number data positive sales conversations that end up going absolutely nowhere. The prospect is interested cenough to talk, but not motivated enough to act…
One of the ways of dealing with this, of course, is to really dig into the cost of inaction, and to persuade the prospect that the cost and risk of sticking with the status quo is worse than the cost and risk of change.
Another is to associate the issue with an already-funded corporate initiative that has the attention of the senior executive team, and to position write more compelling emails with organic search data your solution as a key tool to support the initiative.
How are they coping today?
These are both effective strategies under the yeezy 350 boost v2s appropriate circumstances. But there’s another simple strategy that is usually worth exploring and testing – how are they coping with the issue today?
Unless the issue has emerged recently, or unless you have managed to uncover a previously unrecognised or underappreciated problem, if they are already aware of a potentially critical business issue they are probably already trying to do something about it at some level in the organisation.
It may be a formally funded project, but it’s often . Bjust as likely to be a work-around or local initiative of some sort. But either way, the fact that they have reacted means that they already recognise the need to do something.
Looking for the imperfect fix
It’s just that whatever they are doing today probably isn’t a perfect fix. It almost certainly has its shortcomings. Now, they might not yet be prepared to acknowledge them directly until they know you better, but intelligent questioning can often give you some clues.
This is where a question along the lines
of “so if you were rating your company’s current ability to address the issue on a 1-10 scale, where 10=perfect, what score would you give?” followed by “so – what would have to change for you to give it a 10?” can be so powerful.The psychology is important: if you ask the question the right way, unless the current situation is truly perfect, they are unlikely to give it a 10. And the question about what would have to change to make it so usually causes them to think.