Be the Benchmark: How to Become
the Buyer's Best Option
RainToday.com, March 2011
By Vickie K. Sullivan
Does this situation sound familiar? You were just referred
to a decision maker who not only has the budget but is also
ready to buy. You are scheduled to talk soon. The problem:
a lot of other experts know this deal is going down, and the
buyer is being bombarded with options. Every professional
services firm the buyer explores has a great track record,
raving fans, and intriguing ideas that could help. What do
you say in one conversation to get on their short list?
To be a top consideration, you have to become the benchmark
-- the option the buyer compares all others to. Here are three
steps that will help the buyer discover why you're the one.
Step 1: Set Yourself Apart
Your first step is to set yourself apart by not doing what
everyone else does. There are three things you must stop doing
immediately because they can backfire.
First, don't expect your referrals to help you get on the
short list. Most buyers get referrals from several sources,
so don't assume that recommendations automatically give you
the inside track. What referrals do now is get you a fair
hearing. So, start your conversation from that point.
Second, don't give advice and solve the problem. Yes, that's
helpful and you are showing value. Buyers will see you as
a generous soul. But two things can happen that you don't
want. First, decision makers no longer have urgency to make
a choice because you've given them enough information to explore
on their own (also known as a wild goose chase). Second, you
just set yourself up to be a free resource. Nothing good comes
from this. Instead, focus on defining the problem. That discussion
will still create value without removing the urgency. (See
step two.)
And finally, please stop asking general (and silly)
questions. Put yourself in the buyer's shoes. How would you
like it if every person you interviewed asked, "What
keeps you up at night?" You'd hate that question, too,
after the fifth time. Instead, ask more specific questions
to get at the true cause of the challenge. Those answers will
create even more specific questions. Result: your conversation
goes where no other expert's has gone before.
Step 2: Redefine the Problem
The second step is about how to approach the problem. The
key here is two-fold: to show the value of your expertise
and to leave the buyer with a different perspective that they
will now use on everybody else.
My favorite technique is a one-two punch: call the game and
then predict the future. First, question what's really going
on. Don't assume the issue is what the prospect described.
Most of the time, they are telling you symptoms of a much
bigger challenge. After a few questions, I'll say something
like this: "Based on what you're telling me now, I think
what's really happening here is..." When you see that
flash of recognition on the prospect's face, you've hit a
home run.
Here's an example from my own files:
A colleague told me they were looking for an agent because
their speaking engagement dried up. They thought the answer
was to "get out there more." One look at their website
told a different story. Their message was no longer in vogue.
Contacting more buyers wasn't going to increase their calendar.
This second part of the one-two punch is my favorite: predicting
the future. After the buyer acknowledges the redefined issue,
ask them, "Now that we know this is the problem, what
do you think will happen if...?" And insert their plan
of action. This question practically answers itself and opens
the door for what happens next.
Step 3: Brainstorm New Criteria
This final step will put you on the top of any list. But
it will work only after you complete the first two steps (so
don't skip anything). Now that the problem has been redefined,
brainstorm with the prospect the criteria needed for the solution.
Ask the buyer what skills or information would get the best
result. This is your chance to showcase how you are different.
Here's what usually happens next: if the buyer commits to
the criteria, they will compare everyone else by this new
yardstick. The trick is to make the criteria specific. If
everyone meets the criteria, then no gets on the short list.
Let's take our previous example one step further. If my colleague
needed to update their message, wouldn't someone who already
knew the marketplace be the most helpful? Someone who can
do market analysis to determine which message would sell at
the highest fee? And if my colleague agreed, would market
analysis/intelligence become a litmus test for all the other
experts? You bet it would.
Stop Pleading for Work
Many exploratory conversations are really pleas for work.
When you go through all your accolades and previous successes,
you are simply saying, "Please hire me because I'm good."
In crowded markets, that's not going to work. Everyone has
success stories, raving fans, and a good background. If they
didn't, they wouldn't be out there selling their expertise.
Buyers won't spend the time to discover how you're different.
Instead, the conversation you should have is all about defining
the real issue and creating criteria for success. When you
help the buyer with their benchmarks, you not only help them
see what's really going on, but you also show them that you
know the pitfalls and what to watch out for. When you contribute
to the criteria, you better control the comparison among options.
That's how you can come out on top.
Since 1987, Vickie K. Sullivan, President of Sullivan Speaker
Services, has generated millions of dollars in speaking fees,
book advances and ancillary income for her clients. Sign up
for her free market intelligence at http://www.SullivanSpeaker.com
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