| I've recently been hearing sales companies talk | | | | challenges (slowdown, recession, people taking a |
| about how they are 'helping their buyers buy' with | | | | long time to decide to spend money). It has |
| a system that is the 'next thing' after | | | | different skills, a different premise, and different |
| Consultative Selling. After becoming familiar with | | | | results. It does NOT use the Carnegie thinking, or |
| their concepts and methods, I've come to believe | | | | the consultative methods. It does NOT use the |
| they are correct: they are definitely on to the | | | | typical product pitch, probing techniques, closing |
| next iteration. But of what?The next iteration of | | | | strategies, or questioning approaches. Most |
| How to Win Friends and Influence | | | | importantly it operates on a totally different set |
| People.Interestingly, Dale Carnegie's beliefs and | | | | of premises:1. only a person working or living |
| sales models continue to capture the mainstream | | | | within a culture/system can understand that |
| audience for sales professionals, complete with | | | | culture/system.2. people will do something |
| the beliefs and behaviors he put into place in | | | | different only when they are assured that there |
| 1937.Let me take a moment and enumerate | | | | will not be chaos (or they know how to manage |
| them:1. Although the buyer has input, the seller is | | | | the chaos) when they make a change.3. a seller is |
| the product expert and therefore knows what | | | | in a unique position to be a brand manager for his |
| the buyer needs.2. The seller's job is to influence, | | | | her company.4. a seller is in a unique position to |
| convince, or persuade (the word Carnegie | | | | truly serve a buyer by helping them discover how |
| preferred) the buyer to buy the seller's product.3. | | | | and what and when and where and why they |
| By careful information positioning - appropriate | | | | need to solve a problem within the parameters |
| pitches, presentations, ads, campaigns, marketing | | | | that exist in their unique culture.5. a buyer is the |
| strategies, layouts, commercials - a buyer will | | | | only one who can navigate the decision system s |
| recognize that they need a product.4. The seller | | | | he lives within - the seller has no political capital |
| can see what is missing from a buyer's | | | | and truly can only take a macro view since s/he |
| environment by virtue of his/her knowledge of | | | | doesn't reside within the buyer's team/family |
| the product, and is at fault when s/he fails at | | | | company.6. a buyer must be able to recognize |
| selling the product where it is needed.5. If the | | | | the differences in competitive product offerings |
| seller can get it right the buyer will be ready to | | | | before they make a purchase: it is only when |
| buy in the seller's time frame using the seller's | | | | they have recognized precisely what a solution |
| sales criteria.ADDING QUESTIONS TO | | | | needs to entail are they ready to understand |
| TRADITIONAL SALESOnce Consultative Selling | | | | product data and differences.7. the seller's job is |
| came along in the mid 80's, thanks to Larry | | | | to help people understand their systems in order |
| Wilson, Linda Richardson, Neil Rackham, and David | | | | for change and before product information is |
| Sandler, sellers began realizing they needed to get | | | | relevant.8. the seller does not initially need to |
| input from the buyer. Thus the inclusion of | | | | know or understand the buyer's needs, and, |
| 'questions' into the selling process.And what were | | | | during the first phase of the Buying Facilitation(R) |
| the questions? Information-based questions that | | | | process, functions purely as a neutral |
| led the prospect to admit just WHERE they had a | | | | navigator.The most significant difference in thinking |
| problem and just HOW they could solve it using | | | | is that the buyer is the only one who can |
| the seller's product. These questions ultimately | | | | understand their own needs, given their |
| were a manipulation to get the buyer to concede | | | | understanding of all the elements that go into their |
| that yes, alas, they had a problem, and no, they | | | | unique decision and culture. The seller is taken out |
| weren't handling it as effectively as they might. | | | | of this aspect of the equation, until the buyer can |
| Obviously, went the theory, once they realized | | | | specify what they need and how. Only then is it |
| the error of their ways, they would know it was | | | | time for the seller to pitch and present their |
| time to buy the seller's product.But did they do | | | | product in terms of what the buyer needs to |
| that?Given that the questioning system was used | | | | have happen in order to buy.So, to summarize: |
| to 'create a need' and was therefore manipulative, | | | | Buying Facilitation(R) is NOT a new way for sellers |
| buyers ended up not being totally honest; they | | | | to glean the data they need in order to make a |
| knew they were being set up for a sales pitch. | | | | sale. It is a decisioning process that teaches |
| And, after all, why should they share private | | | | buyers how to recognize all aspects that need to |
| information with a stranger - especially a stranger | | | | be included in a decision in the area of the seller's |
| that would use the information against them. | | | | product benefits, with the seller being the neutral |
| David Sandler coined the term "Buyers are Liars". | | | | navigator to help the buyer think it all |
| The implication here is that sellers, still, have the | | | | through.Here's a personal story that would be |
| answer and know the real truth behind buyer's | | | | funny if it weren't so sad. A visionary sales |
| needs. Indeed, sellers create their own | | | | manager from a large multinational hired me to |
| objections.But it's a bit more complex. Buyers | | | | train his group. It was an easy sales process for |
| have lived in their unique culture - and indeed | | | | me, since the person with the checkbook was the |
| helped create it - for so long that it feels | | | | buyer, and the Facilitative systems questions I |
| comfortable. Things are 'done that way' because | | | | posed were (in his estimation) not relevant since |
| they always have been, and it seems to be fine. | | | | he was a single buyer.As the training progressed, |
| And, if you remember the 3-part series on What | | | | I discovered that the entire company had been |
| is Buying Facilitation(R) (newsletters October, | | | | opposed to him bringing in a visionary sales model. |
| November, December, 2002), buyers have a | | | | Folks had had meetings with him, threatened him, |
| very microscopic view on their piece of their | | | | traveled long distances to get him to listen to |
| environment, and sometimes have difficulty | | | | reason, etc. because they were unwilling to |
| recognizing the entire picture. They intimately | | | | change the system. Since this man had his own |
| know the systems around them and they tend to | | | | budget, he went ahead, but did not bring his |
| respond to questions using this micro view as the | | | | annoyed colleagues into the process.By the time I |
| basis of their answers. [If you have not yet read | | | | got there, it was too late: they were lying in wait |
| the above series, I recommend you do so, as this | | | | for him. During the brief post-training coaching |
| is a very important piece of understanding when | | | | phase, the sales numbers lagged. That was it. |
| helping buyers make decisions.]So, given that the | | | | They began a lethal campaign that led to the |
| job of sales continues to be defined as a process | | | | redeployment of the trained reps, and a new job |
| meant to move product into the hands of buyers | | | | - for another company - for my client. Oh. The |
| (using whatever methodology that can move it), | | | | figures for the month the sellers used the Method |
| using Dale Carnegie's precepts will continue to | | | | were 600% over their projected revenue. It was |
| reap the same problems they always have: | | | | more important for the system to be stable than |
| slower-than-necessary sales cycles - while buyers | | | | a huge increase in revenue.Contrast this to the |
| figure out their internal issues; multiple decision | | | | success of the Buying Facilitation(R) |
| makers appearing seemingly out of nowhere - | | | | implementation at California Closets. When we |
| while the internal systems get organized around | | | | began the training and discussed the possible |
| change; tough price deliberations - because buyers | | | | points of disruption and chaos, the entire |
| don't know how else to evaluate one offering | | | | executive management team got on board to |
| over another; seemingly unnecessary time delays | | | | create strategies to contain any chaos. As soon |
| - while buyers attempt to solve the problem using | | | | as it began, the team put into place their action |
| familiar resources; rejection - because buyers | | | | plan, and mitigated the problems. Now, after five |
| don't know how to justify change.In other words, | | | | years, they continue to use Buying Facilitation(R) |
| the problems inherent in the conventional sales | | | | successfully internationally. The rewards include |
| methodology have become standard business | | | | easier collaborations amongst all stakeholders, as |
| problems, occurring across contexts, independent | | | | well as increased revenue and long term client |
| of product or price or delivery system.SALES | | | | relationships.Remember this: until buyers take into |
| ENVIRONMENTS - HOW BUYING | | | | account all of the 8 points above, they will drag |
| FACILITATION(R) CREATES SUCCESSLets look | | | | their heels, or do something to recreate the |
| at two extreme forms of sales environments and | | | | status quo. Change is too costly.The results for |
| how they have designed their business strategy | | | | sellers when using Buying Facilitation(R) are:1. |
| around conventional sales practices and | | | | greatly reduced sales cycles; |
| problems.At the low end of the spectrum are the | | | | 2. sales people become brand ambassadors for |
| telemarketers and call center reps: they have a | | | | the company; |
| script, push the features, functions, and benefits | | | | 3. long term loyal business relationships; |
| of a product, and play a numbers game. They | | | | 4. the decommoditization of products (i.e. no price |
| aim for a closing ratio of one half of one percent | | | | competition); |
| of the calls they place. That process defines a | | | | 5. easy differentiation with the competition; |
| huge multinational industry: hire a specialist to | | | | 6. alignment of all stakeholders in a short time |
| create a great script, find plenty of people (in | | | | period.ALIGNING DECISION FACTORSHelping |
| almost any country) who are willing to work for | | | | buyers find solutions by thinking through and |
| low wages - and train, train, train (there is a 70% | | | | aligning all of the decision-making factors that |
| turnover due to the sheer boredom and abuse | | | | create their culture is obviously different than a |
| the job bears).These sellers get 'no's' because | | | | 'sales' philosophy (although people buy as a result). |
| they don't know how to engage the prospect in | | | | But it seems to be a hard bridge to cross to get |
| rapport and don't help them examine their | | | | sales people to understand that their job hinges |
| systems problems - not to mention treating all | | | | on the actual decision process rather than the |
| people like numbers. They base their entire | | | | strength and relevance of the product.Because |
| process on finding those people who are actually | | | | there is now so much access to data, sellers |
| seeking that particular product, with that particular | | | | actually think they have all the 'data' they need to |
| price tag and description, on that specific day. The | | | | 'help' a buyer know how to buy. And while they |
| process actually is one of the most inefficient | | | | might have all the data, unless they live with that |
| sales processes imaginable. With just a few small | | | | family, or sit in on team meetings and share |
| changes, they can increase their response rate to | | | | projects and phone calls and gossip with a team |
| 2% using Buying Facilitation(R). But since the | | | | for months and months, they will never |
| people they hire are such a cheap commodity | | | | understand HOW buyers make their decisions, and |
| (especially in countries like India where a lot of this | | | | the criteria they use in order to choose to make |
| is taking place), they just keep aiming for the one | | | | a change.Indeed, buyers might not consciously |
| half of one percent close, and keep hiring new | | | | understand the 'hows' either. But make no |
| people when their agents burn out.I recently | | | | mistake: until they do, they won't buy anything. |
| trained call center reps at a software company. | | | | They need to do it with you or without you: it |
| Although they were receiving incoming calls, they | | | | might as well be with you.Buying Facilitation(R) (for |
| were able to increase their per-dollar sale from | | | | those of you needing a refresher) is a questioning |
| $300 per call to $2000 per call. By using Buying | | | | methodology that uses systems thinking to help |
| Facilitation(R) they taught their customers how to | | | | buyers figure out what a solution needs to look |
| take a rational look around their business culture, | | | | like:- so they don't have unmanageable chaos; |
| recognize problems, and be willing to purchase | | | | - so they don't step on political toes; |
| new products to solve the problem, all in one call | | | | - so they assemble all the relevant criteria of the |
| and five extra minutes.At the other end of the | | | | players; |
| spectrum are the Senior Partners of large | | | | - so all the players are on board; |
| accounting and consulting firms. Although they | | | | - so they link all of the history and politics with a |
| consider themselves above sales, that's exactly | | | | new solution.It's not about the product; it's about |
| what they do. They just do it smarter, with an air | | | | the norms of the buying culture. And the seller |
| of greater expertise, more money, more people | | | | has NO WAY OF KNOWING the buying culture.So |
| involved in the sale, better presentations, and with | | | | even though you have the exact right product, if |
| nicer ties. Buying Facilitation(R) has helped | | | | the buyers can't make sense of their own norms |
| companies at the very high end of the spectrum | | | | and values and beliefs and history and future and |
| bring multi-year sales cycles down to months by | | | | stakeholders, you can't sell it.I recently spoke with |
| teaching the buyer how to bring in all the | | | | someone who is running programs in one of the |
| stakeholders immediately, and giving them | | | | new sales methods, purported to be the 'next |
| decisioning strategies so they can coordinate the | | | | step' from Consultative Sales. What have they |
| whole picture - micro and macro - easily and | | | | done? They've added questions that help sellers |
| quickly.Most people in sales truly care about their | | | | handle the anxiety brought about by pushing a |
| customers, so I'm being a bit unkind, but only a | | | | solution from the seller's perspective.Sellers are |
| bit. Sellers would be happy to do it more | | | | recognizing the problem - they can't make a sale |
| efficiently if they knew how, but unfortunately, | | | | unless a buyer makes a buying decision; but they |
| the method that Dale Carnegie created lives on | | | | haven't figured out how to handle that problem |
| and is still considered the norm, even though | | | | using the original thinking that Carnegie gave us. |
| we've added a few bells and whistles to his | | | | They continue to use the same methods with the |
| original concept. Ultimately, once a sale is based on | | | | same basic beliefs. In fact, the person I spoke |
| one person having the answers and finding a way | | | | with said, "Buyers don't know what they need. |
| to impress their solution on the other, it becomes | | | | We take care of that by helping them work |
| an exercise in power, control, and ego.PROBLEM | | | | through their anxiety."Nice. But imagine if you |
| VS. SOLUTIONBefore I clarify how Buying | | | | didn't try to sell. Imagine if you led buyers of any |
| Facilitation(R) gets rid of the inherent business | | | | type of product, in any market, through a simple |
| problems created by conventional sales methods, | | | | process that taught them:1. how to look at their |
| let me digress and discuss the reasoning behind | | | | environment with (their own) new eyes;2. how to |
| the continued use of the sales methods as | | | | stop and consider all of the political and historic |
| Carnegie defined them.The thinking goes | | | | factors that not only got them where they are, |
| something like this: since buyers haven't solved | | | | but are planned to be used into the future;3. how |
| the problems that face them (in the area the | | | | to fix it themselves if they can (so they know it's |
| product resides), obviously they can't or they | | | | time to seek a different solution if they can't);4. |
| would have already done so. One of the reasons | | | | how to understand and align and handle all of the |
| for this oversight, the reasoning goes, is that they | | | | stakeholders and policies that have kept the |
| weren't even aware of the capabilities of the | | | | status quo where it is.Until or unless a buyer does |
| seller's product. Once they are made aware of | | | | all of the above, they will not buy. Remember: the |
| them, and see how the product solves their | | | | time it takes people to come up with their own |
| problem, obviously they will be smart enough to | | | | answers is the length of the sales cycle.Dale |
| buy it.I can't tell you how many thousand times | | | | Carnegie's methods (including Open, Probe, Pitch, |
| I've heard a seller say that the buyer was a jerk, | | | | Close) taught sellers how to sell. There are no skill |
| or stupid, or worse, because they didn't buy the | | | | sets within his belief set that support buyers in |
| product they obviously needed. Obvious to the | | | | discovering the unique, idiosyncratic solutions they, |
| seller, of course.It's becoming a known fact that | | | | and all their stakeholders, need to create in order |
| buyers want a solution, not to solve a problem. | | | | to make a new purchase that involves more than |
| So the sales community has learned the new lingo | | | | one person.Given our economy is at such a |
| about helping buyers discover their solution. But | | | | difficult juncture, it might be time to apply Buying |
| they don't use skills that will support this | | | | Facilitation(R) and help support those |
| discovery, and continue to use problem-solving | | | | decisions.Sharon Drew Morgen is a thought leader, |
| techniques (information push, product-focused) as | | | | and the author of New York Times Bestseller |
| a way to sell.In reality, the only people that can | | | | Selling with Integrity, Sales on the Line, and Buying |
| know how to fix a problem are the people that | | | | Facilitation: the new way to sell as well as over |
| have a stake in the solution - those on the inside. | | | | 400 articles. She is the pioneer behind the |
| And all the information that sellers collect or share | | | | visionary sales paradigm the Morgen Buying |
| will NOT address the systems necessary to | | | | Facilitation Method(R). As the architect of a wholly |
| support a new solution on a seller's site. People do | | | | original sales model, Sharon Drew has provoked, |
| not buy based on information; they buy based on | | | | inspired, and motivated thousands of sales |
| their ability to align all of the systems that need | | | | professionals world-wide. With a history as a |
| to be included in a solution. And often, the data | | | | million-dollar producer and 30 years in sales, an |
| that sellers collect is just the top-of-mind data - | | | | entrepreneur of a successful start-up, and a sales |
| not the intricate systems data that creates a final | | | | consultant in many Fortune 100 companies, she |
| decision.SALES VS. BUYING | | | | brings field knowledge as well as innovation to her |
| FACILITATION(R)Buying Facilitation(R) is a new | | | | audiences. |
| sales paradigm, and it fits with our new economic | | | | |