Often in the selling proce you reach a point where the pro ect tells you that they would like to bu
Often in the selling proce you reach a point where the pro ect tells you that they would like to buy your product but there is a real reason why they simply can't do that at this point in time. In most cases this is not actually true, although the pro ect may genuinely believe that it is.
Here are five questio that can help you blast through this stalemate and get the order.
When you reach such a stalemate you will hear the pro ect say things such a "I can't ", It's not po ible ", "I can't do it now ", and so on.
The mental proce that is occurring here is that the pro ect is shutting down po ibility. While they remain in that mindset they will never be open to see that acquiring your product could in fact be a good solution for them. Your first task is to ap them out of that stalemate mentality and put them in a frame of mind that is open to accept the po ibility of a solution that involves your product.,
One way to do this is to take the "u ecified" roadblock and bring it into reality so that it can be addre ed and hopefully overcome. You can achieve this by this simple question:-
Question 1: What sto you?
Have you ever noticed that in frightening movies the thing that you don't really see, or don't see clearly, is usually a lot more frightening than things you can see clearly? This is a natural, human mental proce that also a lies to buying.
Once you can bring the buyer's stumbling block into cold, hard, ecific reality quite often it is not as big a stumbling block as the buyer thought it was. Also you can then "get on his side" and help him brai torm solutio . All of a sudden he is working side by side with you to remove the objection.
Sometimes it is not an u ecified stumbling block so much as an u ecified co equence that the buyer thinks is sto ing him from going ahead. This u ecified co equence is shutting down the po ibility of a sale. You can reopen po ibility here with:-
Question 2: What would ha en if you did?
You would be amazed how often they stop, think, and then say something along the lines of "well I su ose nothing really." Then you say great and proceed to complete the order form. Of course if they do ecify a co equence then now you have a ecific objection you can overcome.
Perha the problem is not that there is a roadblock at all, it is simply that you haven't qualified them well enough and now you are finding out that they are saying "I can't" because they don't actually have the authority to say "yes" but their ego doe 't want to admit it..
You can flush this out at this point by a surprise, very direct question such as:-
Question 3: Who can?
Often they will simply tell you who the decision maker is before they have realised they are saying it. Other times they will remain guarded but you can follow up with "Who in addition to yourself would usually be involved in such a decision?"
Another cause of the su osed roadblock could be that they have sli ed into problem focused mode and need to be shifted into solution focused mode before they can see the solution. There are two really effective questio to help you do that for them:-
Question 4: What's the best way to change that?
And the double barrelled question 5: What if you could? (or "What if it were po ible?") How would you go about it?
This is even more powerful if you first agree that it is not po ible then add the po ibility open question. For example: "I understand now that you can't do it. But what if you could? How would you go about it?
This allows them to switch into solution focus without having to let go of the crutch of impo ibility.
With practice you can become very skilled at using these five questio and at knowing with is the best (or the best combination) to use in any particular circumstance. Give them a try and you will be surprised how often the stalemate vanishes.
Here are five questio that can help you blast through this stalemate and get the order.
When you reach such a stalemate you will hear the pro ect say things such a "I can't ", It's not po ible ", "I can't do it now ", and so on.
The mental proce that is occurring here is that the pro ect is shutting down po ibility. While they remain in that mindset they will never be open to see that acquiring your product could in fact be a good solution for them. Your first task is to ap them out of that stalemate mentality and put them in a frame of mind that is open to accept the po ibility of a solution that involves your product.,
One way to do this is to take the "u ecified" roadblock and bring it into reality so that it can be addre ed and hopefully overcome. You can achieve this by this simple question:-
Question 1: What sto you?
Have you ever noticed that in frightening movies the thing that you don't really see, or don't see clearly, is usually a lot more frightening than things you can see clearly? This is a natural, human mental proce that also a lies to buying.
Once you can bring the buyer's stumbling block into cold, hard, ecific reality quite often it is not as big a stumbling block as the buyer thought it was. Also you can then "get on his side" and help him brai torm solutio . All of a sudden he is working side by side with you to remove the objection.
Sometimes it is not an u ecified stumbling block so much as an u ecified co equence that the buyer thinks is sto ing him from going ahead. This u ecified co equence is shutting down the po ibility of a sale. You can reopen po ibility here with:-
Question 2: What would ha en if you did?
You would be amazed how often they stop, think, and then say something along the lines of "well I su ose nothing really." Then you say great and proceed to complete the order form. Of course if they do ecify a co equence then now you have a ecific objection you can overcome.
Perha the problem is not that there is a roadblock at all, it is simply that you haven't qualified them well enough and now you are finding out that they are saying "I can't" because they don't actually have the authority to say "yes" but their ego doe 't want to admit it..
You can flush this out at this point by a surprise, very direct question such as:-
Question 3: Who can?
Often they will simply tell you who the decision maker is before they have realised they are saying it. Other times they will remain guarded but you can follow up with "Who in addition to yourself would usually be involved in such a decision?"
Another cause of the su osed roadblock could be that they have sli ed into problem focused mode and need to be shifted into solution focused mode before they can see the solution. There are two really effective questio to help you do that for them:-
Question 4: What's the best way to change that?
And the double barrelled question 5: What if you could? (or "What if it were po ible?") How would you go about it?
This is even more powerful if you first agree that it is not po ible then add the po ibility open question. For example: "I understand now that you can't do it. But what if you could? How would you go about it?
This allows them to switch into solution focus without having to let go of the crutch of impo ibility.
With practice you can become very skilled at using these five questio and at knowing with is the best (or the best combination) to use in any particular circumstance. Give them a try and you will be surprised how often the stalemate vanishes.
