I recently heard yet another excuse as to why a buyer didn’t buy. This one was a hoot – seller/buyer misalignment. Seriously? Because the seller didn’t close a sale (That was expected by the seller? In the mythical pipeline?) there was a relationship problem? Because the buyer didn’t buy (according to the expectation of the seller) there was a bonding problem? No. The problem stems from sellers not understanding what a buyer is. In this case, there was no buyer to be ‘misaligned’ with.
FROM PERSON TO BUYER
A decision not to purchase has very little to do with the seller, the solution, the relationship, or the need. In fact, a purchase is the very last thing a buyer wants. Just because a situation seems like a perfect fit with your solution does not make it a buying/selling opportunity; just because someone really needs your solution does not mean they are ready, willing, or able to buy.
Let me begin by defining ‘Buyer’: a person (or group) who has
and decides to purchase an external solution as their only option.
* it can’t be fixed with known resources or workarounds,
* the cost in resources/change is lower than the cost of fallout,
* a path forward is defined by everyone who will touch the final solution,
that the full scope of a solution is understood. Until then ‘need’ isn’t fully defined. Here is where sellers often get caught thinking there’s a ‘need’ before there is one.
By only listening for clues that lead you to assume a ‘need’ for your solution, by entering into ‘relationships’ based on what you’re selling, by only asking questions to ‘prove’ a need/solution match (too often with only one or two members of the full Buying Decision Team [BDT]), you’re not only biasing the interaction, but limiting your sales to closing those who have gotten to the point when they’re ready, willing, able to change – the low hanging fruit; you’re missing the opportunity to enter earlier, develop a real relationship, and facilitate the path that people who CAN buy must take before they are buyers. The sales model does not facilitate systemic change issues; buyers can’t buy unless this occurs and sellers aren’t helping them, merely waiting for them to show up rather than doing the real job of relationship managers and facilitating through their necessary change issues.
HOW SALES RESTRICTS POSSIBILITY
Because we’ve restricted selling to placing solutions, people with problems we could resolve slowly figure out their own path to change while we sit and wait for those who have completed their process to show up. Prospective buyers, facing confusing choices, would be happy to have help navigating through their Pre-Sales systemic decision/change process and adding a true facilitator onto their BDT.
Right now, you’re seeking out those people you’ve determined SHOULD buy (and getting ignored, misaligned, dropped, etc.) and ignoring ways to facilitate those who CAN buy but haven’t yet become buyers. If you enter with a Change Facilitation focus, it’s possible to find those who CAN buy on the first call, and use your relationship and knowledge to facilitate them through the steps of the change management process first, and THEN be there as they determine the need for your solution.
By adding a Change Facilitation processes to your upfront tools (seller-, marketing-, or software-led) you can enter at any step along the Buying Decision Path and be part of the BDT to help them get their ducks in a row. Then you’ve gotten ahead of the competition, reduce your sales cycle by half, only connect with those who WILL buy, close a helluva lot more sales (my clients close 5x more than the control groups using the same lists), and truly serve the people who need you.
I’ve developed a model (Buying Facilitation®) that uses wholly unique skills (Listening for Systems, Facilitative Questions, etc.) to facilitate the discovery of a congruent route to Excellence. A generic model used for coaching, management, leadership, healthcare, I’ve been quite successful teaching it to global corporations ( i.e. IBM, Kaiser, Wachovia, KPMG, etc.) to increase their sales. Currently you’re now wasting 95% of your time running after those few who have finally arrived at step 10 – the low hanging fruit – ignoring the much larger pool of those who are on route, and fighting for a competitive advantage.
By adding new functionality to your sales model, you can enter earlier, be a Servant Leader, and facilitate congruent change and THEN be on board and accepted as a provider as they go through their buying decision process. It’s NOT sales; it’s NOT selling/purchase-based; it IS change-based. Right now you’re waiting while buyers do it anyway (or merely running after those you THINK have a need but end up fixing the problem in other ways). Why not add a skill set, stop wasting time/effort, and close more. Then you’ll never be ‘misaligned.’
Sharon Drew Morgen is a thought leader in two industries – sales and listening. Her original thinking on facilitating congruent decisions is the basis of apps and experiments.
Sharon Drew Morgen is an original thinker and thought leader. As the originator of Change Facilitation, she invented Buying Facilitation® for the sales industry; she’s trained over 100,000 sellers globally to diverse industries and cultures. Sharon Drew is the author of 9 books, including the NYTimes Business Bestseller Selling with Integrity, and the Amazon bestsellers Dirty Little Secrets: why buyers can’t buy and sellers can’t sell, and What? Did you really say what I think I heard? Sharon Drew works with individuals and teams as a coach, speaker, trainer, and consultant, in sales, change implementations, healthcare, technology. Her work on listening without bias has been called ‘game-changing’ and is used by corporations globally. Contact her at firstname.lastname@example.org
Sharon Drew Morgen March 25th, 2019
Posted In: Communication