In my last blog I highlighted some reasons that using a customer buying journey model for selling makes good sense.
It’s simple. It’s foundational. It’s easy to coach to. It’s true.
In this blog I want to suggest additional ways to leverage this sales model when qualifying and setting strategies for winning deals.
One of the most common mistakes we salespeople make is “over committing” relative to what the customer is committing during the sales process.
You know what I mean. It’s when a salesperson agrees to work up a SOW without the customer agreeing to a sit down face to face or by phone to go through it. It’s when a salesperson gives away too much “free consulting” and finds out the customer has used that information to buy from someone else.
Salespeople over commit their resources for many reasons. They’re under the illusion that it’s the right thing to do. They confuse being busy with being productive. They think they’re engaging with the prospect. They’re afraid that if they don’t do what the customer has asked then they’ll be out of the running. I have these feelings from time to time too.
A customer buying journey model helps your salespeople avoid these common yet costly selling mistakes. How? The model in effect lays out the customer’s journey. It shows us what customers have to do when they are truly committed to buying something from someone. So in a way it gives you markers that need to be crossed. If they aren’t crossed then the customer isn’t progressing down its buying journey. Your busyness by committing to something doesn’t make the deal further along.
One marker is the customer taking a proposal and acting on it. Either accepting it or rejecting it. Too often salespeople send proposals that then go into a black hole. They then play catch me if you can with the customer, sending emails and phone messages. “Hi it’s Mark, leaving you the 5th message about the same subject as the last 4…”
My clients are getting better at getting a quid pro quo when they submit proposals. They’re getting the customer to commit to reviewing it. This might not be a magic bullet but it sure disqualifies enough deals to save my clients a lot of time – they’re less likely to send a proposal that the customer doesn’t agree to review.
There’s another benefit – they lose a sale faster – they were likely to lose it anyway after sending the proposal, lose it to someone else with a lower price. Why not walk away earlier and spend your time on other viable opportunities?
I realize that sometimes you have to go first with your committing something, like some resource or needs assessment or walking the site to work up an estimate, to get the customer to start committing. But you are expecting – hoping for – a specific reaction from that commitment, eg the customer committing something in return. If they don’t give it to you, then your commitment has accomplished it’s mission. Before you commit to something else step back and ask why the customer hasn’t engaged.
Your time is valuable. The customer needs to know that. You can send that message professionally by not over committing your resources in the sales process.
Creator of The BuyCycle Funnel customer buying journey model of selling
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