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