In New Economy Selling I mention that one of the worst things you can do is rush the sale.   No matter what you sell, there are generally four major elements to every sales cycle: Qualification, Developing a Solution, Negotiation, Closing.

Usually, the part that takes the longest is the second part - developing a solution.  This is where most sales people feel the need to rush.  One of the best things that you can do to create patience for yourself and help the buyer along as well, is to document all the steps and checkpoints the buyer wants to see completed before they commit to buying your solution.

I suggest that these things be documented, with milestones dates attached to each event and co-managed with the prospect.  This does a number of things.  First, it shows that the prospect has some ’skin in the game’ because they’re willing to invest in and participate actively in the evaluation process.  Second, it creates a time based road-map of how long the sales cycle should take (which of course is always longer than we’d like).  Lastly, it helps you to manage your manager (and helps managers manage their bosses) because you can show this table of events to them as they are being checked off week after week. 

This is a great way to manage down the usual pressure that comes from above when your pipeline is being scrutinized.  If your manager says we need to close this business NOW, you will have a credible tool to show them why it’s not ready yet and why rushing would be a bad idea.  It also helps to “see” what is happening at each of those steps so that you can proactively manage success with each step.

I just love this approach. It has always worked well for me and is a great method to help you resist to succumb to the pressure of rushing the sale.  It also helps the prospect feel like they are working with a credible, professional organization who has their processes together.  

Sales cycles have only one agenda when it comes to timing and that’s the buyer’s.  If you’re feeling pressure to rush a sales cycle - don’t.  Instead, I suggest that you spend your time and energy finding more prospective business so that you don’t have apply pressure where it isn’t prudent.

~Brooks.

It’s not unusual for me to hear sales people say that prospects “didn’t get it”, or “they are just plain dumb”. 

I always wonder what this says about the sales person making this statement.   It’s important for us to remember that we are conveyors of information…like a pipeline.  We are supposed to connect the flow of value through that pipeline between the prospect and our company.

Therefore, it’s unacceptable that we should expect prospects to know much, if anything about us and our organizations.   There is one area, however, the prospect DOES know a lot about and that’s their own situation and problems. 

Remember that true selling is helping people solve their own problems.  You must approach this task as the prospect’s partner - or equal.  Don’t be arrogant or cop a superior attitude - it will show through.

If your prospects aren’t catching on as quickly as you’d like, it’s your problem. It’s your marketing departments problem.  The actual problem is that your messaging isn’t as clear and compelling as it should be.  Until you come away from every interaction where the message was clearly received, you and your business have work to do.

The job herein is the align with the prospect’s intelligence, not to expect them to align with your existing message. 

If the prospect didn’t “get it”, that’s your fault.  Figure out how to make is clearer for the audience you’re speaking with.

 ~Brooks

When was the last time you wrote a thank-you note to a prospect that you had a meeting with? Whether it was face to face or over the phone, a thank you note should go out.   It should be very brief, like this:

[name],

Thanks for taking the time to speak with me today.  I appreciated learning more about your situation and will be in touch with the materials we discussed.

Regards,

[signature/ web links, etc.]

The approach helps put you in a stronger position because it shows you understand the common courtesies of business by increasing the chances of your prospect remembering you. 

Why bother?, you ask.  Well, let me ask you this question: What do you think happens in the prospects mind after you hang up the phone or leave their office? Do you really think they keep thinking about you and your company.

In this overloaded information world, the answer is of course ‘no’.

Even more importantly, I suggest that you send another follow up letter AFTER sending out the above message to outline the conversation which took place, the value they said they could gain from a partnership with you and next steps. 

Make this investment in treating your prospects feel like professionals - it’s just good business.

~Brooks