Your solution is great. You know the narrative of the type of buyers who buy. You’re writing appropriate content and getting it out to the right demographic. But you’re still closing less than 5% from first contact and spending a ton of resource finding different ways to touch the same people as your competition touches – in hopes that you’ll have the right message that catches them at the right time, or just grind them down.
Why aren’t more buyers buying? Do you know why your well-executed sales outreach programs – salesperson, social media, digital media, marketing – don’t elicit more closed sales?
DO YOU WANT TO SELL? OR HAVE SOMEONE BUY?
You’re not closing more because you’re messages target a restricted audience, those who have already
and then you and your competitors work tirelessly to grab from that small pool of ready buyers. Seeking those you believe are probable buyers (those who SHOULD buy) limits your spectrum of buyers to those at the end of their decision path (beginning at step 10 of 13 steps. See steps below.) and concluded they not only need to buy something, but are prepared for any change a purchase will cause.
We forget that a buying decision is primarily a change management problem, not a solution choice issue (Indeed, the last thing buyers want is to buy anything. Literally: the last thing.). By acting as if selling causes buying, we disregard the internal, private, idiosyncratic, systemic change management work buyers must do before they’ve got their ducks in a row and are ready; until then, they can’t buy regardless of their need or the efficacy of your solution.
The sales model only handles the solution choice/buying portion of the complete Buying Decision Path targeting those you believe have a probable ‘need’ – the low hanging fruit – and have completed their journey to Buyer Readiness. But this is merely a fraction of those who will eventually buy.
Here are the problems you face when targeting probably buyers who don’t yet have all their ducks in a row:
Sure, you’re making great information available for those who know what to look for and are ready to engage. But by adding a new component, you could be entering earlier and facilitating the full range of steps along the buying decision process – those that are not acessible with the sales model. The problem has never been your terrific solution but in closing all the sales you deserve to close. It’s because sales is solution-placement driven, seeking optimal ways to get to probable buyers but ignores the much higher pool of real prospects who aren’t far enough down their buyer’s journey to commit or engage.
SELLING DOESN’T CAUSE BUYING
As a solution placement model, the sales model is great for when buyers have determined they cannot resolve their solution on their own and have gotten the appropriate buy in for change. But for those buyers who SHOULD buy but haven’t yet determined if they CAN buy, sales doesn’t have the intent, skills, or focus on facilitating the Systems Congruence steps buyers must take first. Sales wasn’t created to do that.
The ‘modern’ sales model was developed by Dale Carnegie, introduced in his book How to Win Friends and Influence People (1937). He promoted relationships, face-to-face visits, finding folks with a need, and developing great pitches. Think about it: while there are certainly a helluva lot more bells and whistles in 2017, the basic skeleton of need/relationship/appointment/
If prospective buyers might need a new CRM system, for example, they cannot buy until their tech guys, users, time frames, vendor relationships, current software etc. are in agreement, recognize they can’t fix their problem themselves, and have assembled everyone who will touch the final solution to integrate the ‘new’. It’s not merely about the need; making a purchase means change and until all ‘givens’ are known and handled, the cost of a purchase is too high and they’ll maintain their status quo. And the time it takes them to manage all this is the length of the sales cycle. Having some good conversations with your sales guy, reading some good articles, and liking/needing your solution are necessary later, once they’ve finished their Pre-Sales change work.
The early portion of the decision path is based on managing internal shifts in the status quo, existent rules, internal politics, and relationships, and is decidedly not concerned with buying anything; the sales model is not the appropriate tool for this. Buyers don’t want to buy anything. They just want to resolve a problem with the least disruption and the most efficient use of resource.
All prospects/buyers must do this anyway, with you or without you. It might as well be with you. It’s what they’re doing (inefficiently, and in confusion) as you sit and wait and hope they’ll call and buy. Why not use your industry knowledge to help them figure out how to traverse their steps efficiently? With a different hat on and a new skill set, you can facilitate them quickly through their process and be right there with them as they decide. You want to seek/find those exact ones who CAN/WILL buy.
STAGES IN THE BUYING DECISION PATH
To design messaging to find buyers earlier in their Buying Decision Path, recognize the steps buyers take to be ready and able to purchase:
1. Idea stage: Is there a problem?
a. Does it need to be solved? When? How?
b. What’s the fallout?
c. Is the cost of a fix lower than the cost of the status quo?
d. Who needs to be involved?
2. Brainstorming stage: Idea discussed with colleagues.
3. Initial discussion stage: Colleagues discuss the problem, posit who to include on Buying Decision Team, consider possible fixes and fallout. Action groups formed. Research begins. New team members invited.
4. Contemplation stage: Group discusses:
a. Known resources to fix the problem (workarounds) and acceptable/fallout from each;
b. People who would need to buy-in.
5. Organization stage: Group collects all internal issues that need consideration, including finding more folks to invite into process; research into the elements of the status quo; fallout to change. Begins to assess the entire scope of problem, resolution possibilities, cost of change/no change.
6. Change management stage: Group to determine:
a. Types of research necessary (and who will do it),
b. If all appropriate people are involved (and who else to invite),
c. A review of all elements of the problem and solution options,
d. How much disruption and change management would be required,
e. The pros/cons/possibilities of external solutions vs current vendor vs workaround.
7. Coordination stage:
a. Review needs, ideas, issues of new members invited aboard and how their voices affect choices, goals, and implementation problems;
b. Incorporate change considerations;
c. Delineate everyone’s thoughts re goals and change capacity;
d. Appropriate research responsibilities.
8. Research stage: Specific research for each possible solution; seek answers to how fallout and change would need to be managed with each solution.
9. Consensus stage: Buying Decision Team meets to share research consider their givens: downsides per type of solution, possibilities, outcomes, problems, management considerations, changes in policy, job description changes, HR issues, etc. General decisions made. Buy-in and consensus necessary.
10. Action stage: Responsibilities apportioned to manage the specifics of Stage 9. Calls made to several vendors for interviews and data gathering.
11. Second brainstorming stage: Discussion on results of data gathering, calls with vendors and partners, and fallout/benefits of each. Favored vendors pitched by team members.
12. Choice stage: New solution agreed on. Change management issues delineated and put in place. Leadership initiatives prepared to avoid disruption.
13. Implementation stage: Vendor contacted. Purchase made. Everything put in place.
For those who want to explore these stages and all elements of how buyers buy, see my book Dirty Little Secrets: why buyers can’t buy and sellers can’t sell and what you can do about it (www. Dirtylittlesecretsbook.com).
A NEED ISN’T ENOUGH
Instead of only targeting probable buyers and ignoring the much larger pool of real buyers who are merely too early in their decision process to consider buying anything (but will, once they get to that point in their process), add a new target market and new messaging: Code the off-line process your buyers traverse, and use your new messaging to help the right ones get ready. Note: you can’t use your current messaging as that’s the wrong tool for this because it’s not information, need, solution, or sales driven. You need a new skill to facilitate change. To manage this Pre-Sales work, and as an adjunct to the sales model, I’ve developed Buying Facilitation® to
Buying Facilitation® is a generic change management, decision facilitation model that can help buyers traverse that part of their journey that sales doesn’t handle. Using unique skill sets not involved in sales (Facilitative Questions, Listening for Systems, change sequencing) it was designed to optimize the change/decision process. By adding some new messaging and Buyer Persona targets, you can find those who aren’t touched by your sales messages but are in the process of becoming buyers.
By adding new messaging to target those who CAN/WILL buy rather than those you’ve determine might have a ‘need’ (probable buyers), by understanding the Pre-Sales (change management) steps all buyers take, by including messaging that teaches them how to address their internal resistance areas, disparate voices and needs, you can facilitate the Pre-Sales decision path of those who CAN/WILL buy and enable them to ready themselves for a purchase – and your sales messaging. Here are two examples of success after learning Buying Facilitation®:
Kaiser Permanente initially made 110 visits and got 18 closed sales, wasting too much time traveling to those who COULDN’T/WOULDN’T buy. Adding Buying Facilitation® to their sales, they made 27 visit and got 25 closed sales. They still needed to sell – but only to those who were ready/able to buy. And saved a ton of time/money only traveling to those who were real buyers.
Working with Wachovia small business bankers, they went from 100 calls, 10 appointments, and 2 closed sales over 11 months, to 100 calls, 37 appointments, and 29 closed sales in 3 months. The sales folks’ opening Facilitative Question taught prospects how to do an immediate ‘sort’ for change, rather than need, and got invited to visit and meet all (all) the team members for their first appointment:
How are you adding new banking services to the bank you’re currently using for those times you need additional resource?
Know all – all – of the elements (most are hidden, personal and idiosyncratic) of your buyer’s Pre-Sales decision/change steps so you can design messaging to help them traverse their steps (Note: offering information about your solution here is irrelevant)to change and consensus – and THEN sell. We wait while they do this anyway and run after the ones who have completed this journey. Why not add a new criteria and skill set to what you’re already doing and expand your focus to find those who WILL buy.
Sharon Drew Morgen is an original thinker and thought leader, the author of 1700 articles and 9 books including NYTimes Business Bestseller Selling With Integrity and two Amazon bestsellers: Dirty Little Secrets: why buyers can’t buy and sellers can’t sell , and the game changing What? Did you really say what I think I heard? that explains, and fixes, the gap between what’s said and what’s heard. Sharon Drew is the inventor of a Change Facilitation model that gives influencers a unique set of tools to facilitate congruent change for buyers in sales (Buying Facilitation®), leadership, coaching, and management. She is an inventor, speaker, trainer, consultant, and coach. Her award-winning blog www.sharondrewmorgen.com carri