![]() If they can't provide, ask who has it, and when you can talk to them. Go into depth (evidence, impact, context, constraints)Īsk the client for specific evidence about problem (current state) or results (future state). … If we cannot uncover significant pain or gain, then we have a yellow light."Ĥ. ![]() ![]() "We have to find the motivation driving the solution – the problems it is supposed to solve, the results it is meant to achieve and with which issues. Relationship: take steps to ensure a positive and productive relationship regardless of whether client says yes, no, or no decision. Present in person rather than in writing.ĥ. Exact Solution: give evidence you can solve problem and achieve results in a way that fits resource constraints and criteria. If ORD reveals a good fit, proceed with ER.Ĥ. Decision: clarify steps, decisions to be made, when, who, how. Resources: ensure a matching expectations about time, people, money.ģ. Examine issues, evidence, impact, context, constraints.Ģ. ![]() Opportunity: mutually develop sound business case. Are we still on track, or have we drifted?"ġ. If they seem disinterested, say, "I get the feeling that what I've suggested doesn't interest you. If they seem eager to end, say, "It seems like you're eager to end. I believe it's possible to get the results we discussed, though not for the budget you've allocated. What am I missing?" Or, "I think we have a problem. You said this project could save X, yet you're only willing to invest Y. If they have a budget issue: "I'm confused. State concern/confusion/potential problem.ģ. "I have a concern." (Or, "I'm confused." Or, "I think we have a problem.")Ģ. "If you see it, hear it, or feel it, find a way to say it - tactfully."ġ. And if they turn it green, it's more convincing if they do it. They often have more lenient criteria than we do. When you hit a yellow light, ask client to turn it red or green. Identify unchallenged assumptions and challenge them. No guessing! Find out what's really going on. IQ: critically examine beliefs, clarify and a test assumptions, gather data, explore applications, take unbiased view.Īsk hard (seemingly inappropriate) questions (I Q) in a soft (appropriate) way (EQ).įocus on improving your clients' numbers and you'll improve yours.Ĭlient can sense your intent, so be sure it's to do what's in their best interest.ĭon't pressure "clients would rather do business with people who don't need the business." Guess: guess at true problem, budget, competitors, solution, etc.Ĥth approach: "we mutually explore with the client the shared outcome of a solution that truly meets their needs - whether with us or someone else."ĮQ (emotion): Talk openly, honestly share true thoughts, be open to discuss beliefs, trust instinct. Accept: just give client what they want.ģ. It seems that it had a big influence on him, because much of his selling style is similar to Khalsa's.Ĭonsultants usually take 1 of 3 approaches:Ģ. I read this because it was recommended by Brent Weaver of uGurus. Present exact solution to people who decide. Build business case to attract resources and develop decision process. If not, let's find out quickly, shake hands, and part friends."Summary: Only move to a solution once you find a problem worth solving or result worth producing. I love the direct (yet polite) way of cutting through ambiguity by asking questions rather than guessing.Īs Khalsa says, "If it makes good sense for us to do business, let's work together, have fun, and make some money. Khalsa's approach is the opposite of sleazy, pushy selling it's all about finding and solving real business problems. One of the best books on consultative selling I've read! It's packed with example questions and answers to objections.
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