FACE–TO–FACE VS. PHONE SALES: A CASE STUDY
I recently was halfway around the
world, meeting a new business partner, and found myself in
the midst of a seller’s nightmare: I had to do an in-person
prospecting call on one of the world’s largest banks, with
an unfamiliar business partner, with no idea of the reason
behind the cold call, or the people who would be there.
When I was picked up from the airport I
was told of this meeting, and there was no one available to
discuss anything with me until we were at the client site.
Nightmare.
As we entered the building, I quickly
asked the history of the prospect relationship, the expected
outcome, and the level of the folks we were meeting with.
The news wasn’t good: this was the first prospecting call
and they weren’t sure who would be attending, but they hoped
I could help them open the account by using my Buying
Facilitation model to encourage a working relationship.
Great. Just great. Unprepared. No data.
No strategic planning. The prospect would see an unknown
vendor, coming for an unknown reason, dragging along a very
tired – and unknown – foreigner. They’d most likely know
nothing about my work, models, or books. They wouldn’t know
how to differentiate me from the competition, or how to
choose me.
What would success even look like? And
other than what I’d read and heard about this Middle Eastern
country I didn’t even understand the cultural norms of
vendor/client communication, not to mention if my being a
woman would be a negative.
THE NEED FOR
FACE MEETINGS
When Dale Carnegie introduced the need
for face meetings, face time was vital due to the difficulty
in getting broad exposure for products. Now, we can take it
for granted that the next seller who stands in front of our
prospect – if we can even get an appointment! - will be just
as charming, caring, well-dressed, smart, and professional.
And if a personal relationship is the only criteria for a
prospect choosing a vendor, then the seller has a truly long
slog here, to find only those buyers with buying patterns
and personalities that match the seller’s selling patterns
and personality.
I don’t believe in using my body as a
prospecting tool. I believe that if it’s important to a
seller to have a face meeting, they should first become part
of the prospect’s decision team and have already decided
collaboratively, with the prospect, how they plan on working
together and how best to use a face meeting. Then, a face
meeting cements the relationship and brings together the
rest of the decision team, even on the first meeting.
Otherwise, the only prospects who will agree to a face
meeting are those already in the market, and interviewing
untold others. Not to mention that when several things seem
the same, the only differentiator is price.
But I didn't have much choice in this instance, and there
was no agreement, action plan, or stated outcome that a prospecting call
using Buying Facilitation would have ensured.
I realized that I would be out of control during this call, even if my
training would solve their business problem: there was no prior decision on
who should attend the meeting and an untold number of people from the
decision team wouldn't be present (and would need to be managed afterwards
somehow); and if they were willing to see us on a cold call, they were
certainly seeing others.
CASE STUDY OF
A FACE-TO-FACE PROSPECTING CALL
Given that my choices were limited, our
meeting proved interesting. I believe I made a difference in
our ultimate outcome, but I’m not sure that a face meeting
was any more successful than if I had used Facilitative
Questions on the phone.
I’ll describe the face visit
conversation, and then offer a mock Buying Facilitation
conversation as to a phone call I might have had prior to
the meeting.
Meeting
At the prospect's site, a large man with a gentle
persona, followed by a smaller, local, man, came out to bring us
to a small office in which sat a very professionally attired
woman. The large man sat down in a tiny chair, and the
smaller man went behind a very large desk. As they
introduced themselves, I barely had time to peruse the 2
business cards handed to me – the men gave me cards, but not
the woman.
I addressed my first Facilitative
Question to the man behind the desk: “How are you currently
adding new sales skills to the ones you’re already offering
your
staff?” I realized that I had addressed the question to the wrong man, as I noticed everyone looked to the
large man in the small chair for an answer. I quickly glanced down at the
business cards and noticed this man was the big big boss. He
began telling a charming story of how he was just in the
country for a few weeks, and newly brought in to head up
this division and bring in new thinking. He said he was
delighted that I asked that question.
OK. I was on the right track but there
was a major problem: the local man at the big desk had been
at the bank for a long time, and was the sales manager for 5
years. If he had been doing a good job, the new man wouldn’t
have been brought in! Not to mention that the smaller man
most likely had a team of loyal followers (in countries
outside the US, folks stay at their jobs for decades) who
would have some strong feelings about a new man, from
another country, coming in with big ideas that would
certainly change their status quo.
The problem was much, much bigger than
needing new sales skills. All of the brilliance I offered
would be moot if they couldn’t manage the internal politics
that this problem created. And, obviously, I couldn’t manage
the internal politics for them: while their Identified
Problem was something I could solve with my product, until
they could manage their internal politics, they weren’t
going to take any action.
The internal problem
Once I recognized
the elephant in the room, I decided to ask a tactical Facilitative Question
to help my prospects begin to make sense of their main issue:
“Since you (the man at the
desk) have been around for some time and have a loyal team
behind you, how can you bring in new thinking (which he
obviously had failed to do) that might represent change, and
have the team remain loyal?”
The man behind the desk nodded:
“No problem. No problem. We
can handle this. We are very excited to have someone new
join us with new ideas. We look forward to change and
hearing how you could help us.”
Right.
The boss quietly said:
“That is why I’m here: to
bring in new thinking, and manage implementations. I’m sure
that we can all get on board here and there shouldn’t be a
problem. I’ve done this sort of thing in other banks, and
we’ve been successful. I have met the folks here and they
are great. It will be fine.”
OK. Now I had a larger problem. They
were either really going to be fine, they were doing denial,
or just giving me, the outsider, the company view. I had no
way of knowing. I turned to the woman (turns
out she was the training manager) seated, quietly, next to
me and said to her:
“I’m so glad that everyone
is getting on so well, and I’m sure that it will work out
fine. I’m wondering what you would need from a vendor to
ensure an easy implementation?”
She briefly opened her eyes wide, and
quickly returned to her very very composed, professional
behavior.
“Thanks for bringing that
up and caring. I’m sure that there won’t be a problem, like
the gentlemen said (smart woman). In case there is, maybe
you could explain to us what you have done in the past when
bringing in new material? And possibly give us a run-down on
what you have that might be interesting to us to help us
differentiate ourselves from our competitors, as I saw on
your website (Ah. The woman had done her homework.)? If what
you have has value for us, maybe you and I could have
further conversations about the content. Along the way, if
any internal issues come up – which I don’t think there will
be – we can discuss them at the time.”
Good. I just got onto the decision
team.
“Great. It seems to me there are
several issues here. One: how will you all decide on the
specific type of new thinking you would be willing to bring
in; Two: how you’ll know that one specific set of skills
would work better than another since you wouldn’t have a way
to understand the outcome before you start; Three: how you
could ensure, before you start, that a new skill set would
work comfortably with that your folks are already using;
Four: how will you know when it’s time to address
implementation issues; Five: how would you know we would be
the type of partner who could help you manage all of these
issues?”
Follow-up action
The boss nodded vigorously and smiled.
He asked me to write down the points I’d just made, email
them to him, and contact him in two weeks to move the
conversation forward. Sounded great – until I called him at
the appropriate time, and he told me that he had handed
everything over to the training manager. I had to ask
permission to speak with her as no one had given me her
number. I have left a message for her and have gotten no
response yet.
I believe my ‘relationship’ with them
all is as good as their memory. Did they like me? Appreciate
me and my questions? Yes. Did that move the sale along? Not
convinced – they still have too many internal issues to
manage. And now I have to find ways to maintain the
relationship and conversation, while living half-way around
the world.
Because there was so much going on in the room, I'm not
convinced they understood the difference between Buying
Facilitation and a more conventional selling model. I have
started a conversation, and we have developed some rapport.
I believe they trust me a bit, and might consider a pilot –
but I’m also sure they will pilot other programs as well.
Since I teach that it’s not necessary
to make a face-to-face visit until the internal decision
team has agreed to change and has a model for the specifics
of how to bring in a new idea/product/vendor, I was curious
if what happened in this interaction could have been managed
better on the phone. I think so.
MOCK CONVERSATION OF TYPICAL BUYING FACILITATION SEQUENCE
I've never had a face meeting prior to signing a contract with a
major corporation, and yet on a second or third conference call, I've met
with the entire decision team and made collaborative decisions involving a
great deal of buy-in and change. I will create a similar conversation here,
much like I've done (literally) thousands of times before. Note the
difference with the absence of the political issues, and how far I can get
using these Facilitative Questions on the phone:
SDM: How are you currently offering new
selling skills to your sales people?
Boss: We haven’t been. I’m just here a
few weeks, and I was brought in to help us differentiate
ourselves from the competition. I’m actually seeking new
material to trial now as part of my purview.
SDM: That sounds exciting. What fun!
What has stopped your group from achieving this until now?
Boss: The past manager was very good at
keeping the status quo and managing the office politics. My
job is to find new thinking and bring it in. Do you have
something new for us?
SDM: Well, I’ve got a new sales model,
but let’s discuss that in a few moments as I think there are
other issues we’d need to manage first. I suspect you’ll
have to manage some internal, personal issues with the old
manager and his team with whatever material you choose. How
would you need to work with a new vendor to ensure that you,
the decision team, and the vendor, would all work well
together while implementing a trial?
Boss: We’d all have to get on board
here, make some team agreements, and monitor the
implementation from the beginning. I would bring in the
training manager to help with this as I believe her to be
very committed to success. I’d also have to understand that
your material, over the more conventional material, would
bring me the new skills that I’m seeking while not creating
too much confusion for our sales folks who have been using
SPIN for a long time.
SDM: So as we move forward, we’d have
to ensure that there is buy in from the decision team, and
be aware of any danger signs. We could work that out between
us. Before I give you data about my Buying Facilitation
Method®, can you tell me what would new skills give you that
you don’t have already?
Boss: We’re having great difficulty
differentiating ourselves in this market: our products
appear similar to our competitors, and clients don’t know
how to buy us. We’ve tried educating them, but that doesn’t
seem to make much of a difference in our numbers.
SDM: My model, Buying Facilitation,
helps buyers know how to choose you over the competition.
It’s a collaborative decision making model, rather than a
product placement or problem solving model – it gives
sellers the tools to teaches buyers how to buy, rather than
approaching it through the product sale. How would you know,
before we were to do a pilot, that you and the rest of the
team would be willing to consider a model this unusual?
Boss: I’d have to understand it better,
and the team would have to agree to consider it. How can we
get a hold of material that would help us learn more about
it?
SDM: In addition to sending you some
reading material, I’m actually coming to that part of the
world in a few weeks. I would love to stop in and meet with
all of you. What would be the best use of our time together
once I’m there? And, given all of the political issues
you’re facing in your new assignment, who should be at the
meeting, what would you need to see from me, and what sort
of an outcome would we be seeking? I think it would be best
to plan all of this before I get there.
Different outcomes
In my estimation, had I been able to use Facilitative
Questions on the phone
prior to our face meeting as I did in the mock conversation
above, I could
have helped the Boss recognize the internal issues
(politics, relationship
issues, and management issues, etc.) that needed to be
managed outside of
the purview of the Identified Problem and accelerate his
decision cycle
accordingly. I would have become his decision partner and
eschewed the
uncomfortable relationship issues that came up during our
meeting. By the
time it was relevant to discuss and pitch my product, he and
the team would
have been in a position to make a purchasing decision - or
not, and I would
have known that prior to making a face visit. [Note: Buy the
book that breaks down the decision segment from the product sale
segment: Buying
Facilitation: the new way to sell that expands and influences
decisions, at
www.buyingfacilitation.com]
Use face-to-face meetings to cement the decisions the
entire decision team needs to make with you; use the phone to help the
early decisions get made and the decision teams coalesce and
start taking the action they need to take anyway. It’s the internal,
unique, and idiosyncratic systems end of the buying decision
that’s been hidden from us for so long, but is now able to be managed with the Buying Facilitation Method®.
The time it takes buyers to come up with their own
answers is the length of the sales cycle, whether it's a
decision to buy an insurance policy or a company-wide
implementation. By leading the buyer through the entire
range of necessary decisions, you can reduce the length of
the sales cycle by 75% and you can do much of this on the
phone. By sticking to Dale Carnegie's belief that sales
calls need to be face-to-face, you're 1. helping delay the
sales cycle, 2. not getting to partner with the decision
team in a truly supportive way until farther into the sales
cycle than necessary, 3. wasting unnecessary time on
prospects who won't buy, 4. keeping yourself solidly in a
price, product, and service competition, and 5. waiting in
the dark as the decision team figures out the decisions they
need to make that you could have sequentially walked them
through much more quickly.
Use the phone as a smart business tool. Save the face
visits for when it will actually support a closed sale with
a ready prospect. Do you want to sell? or have someone buy?
ABOUT MORGEN
FACILITATIONS
COACHING
Do you need a thinking partner to help
you walk through your own decisions around how to manage
your sales team? Choose new sales people? Carry out new
initiatives? Rebrand a product line
and help sellers position it in the market? Help your sales
folks use the phone better? Sharon Drew is available to do
hourly coaching. Contact her at:
sdm@austin.rr.com to set up an appointment.
PRODUCTS
Many of our
products can help you learn how to develop the Facilitative
Questions. While you can learn about the mode in full by
buying the ebook (or MP3) Buying Facilitation: the new
way to sell that expands and influences decisions (www.buyingfacilitations.com
you can also listen to Sharon Drew make prospecting,
qualifying, fund raising, and customer service calls for
over 2 hours on her audio CD’s. Visit
www.buyingfacilitation.com and purchase a product to
help you understand the model and take away some action items. Of course, training is also
available for long or short programs, should you wish your
team to learn the Model.
BLOG
Sharon Drew welcomes active participation in her blog, at
www.sharondrewmorgen.com/blog/.
She is also supporting conversations on, www.salespractice.com/forums/t-3547.html. We hope to see you there
SEEKING LICENSING PARTNERS
If you are a small-mid-sized training company, or training
manager in a
corporation, and seek new training content, please consider
our Licensing
Partners program May 14-16 in Austin Texas.
www.newsalesparadigm.com/austin_0507.htm.
As always, we’re here to serve you.
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