Can a business development action plan possibly succeed when selling techniques are poorly executed? Obviously the answer is no yet many consultants, entrepreneurs and similar professionals pay little attention to improving themselves so they can get it right. “I'm just not good at selling,” they whine, as if this absolves them.



When you walk into a prospect's office, for example, do you move this visit skillfully along so that at least a tacit buy-in to your services is the result? Do you remember to articulate the benefits of hiring you rather than droning on and on about your methodology or your products' “features”? Do you ask enough questions?

Or do you assume (as far too many in these situations do) that your prospect is already sold, that all you really need do is chat for a while to close the deal? Usually, this mindset is followed by a rude awakening, with “Let me think about it and get back to you” the most common parting words.

The hard truth, though, is that when potential customers come your way, and come they will, the need to capitalize on such opportunities is paramount. To do so, one simple concept should be kept in mind, crowding out all others: Don't forget to ask some questions.

It doesn't have to be hard, either. Your questions can in fact be quite simple. Just don't forget to ask them! When meeting with a prospect, for example, start with the most basic sales questions, enough to identify this prospect's needs and perhaps desires as well. You're basically trying to find out why you're there. So begin with this one: “What can I do for you?” Then pipe down and listen, listen, listen. What your prospect has to say next is what's vitally important.

Following your prospect's response, throw a few more questions out. Keep throwing until you feel comfortable that you've acquired a complete understanding for the reasons your prospect was motivated to bring you in. It wasn't after all just to fill up time. Some kind of perplexing business problem needs to be handled.

At a certain point, you'll have heard enough. It'll then be time for you to explain how your expertise can be of service. Offer a few potential ideas for alleviating your prospect's condition, though not with so much detail that you've given away the store. The idea is to “tease” your prospect into wanting to receive more of your advice, counsel and wisdom. Suggest that if you two work together, the ultimate solution to this crisis will be found. Never mind listing all your credentials either, or laying out your 10-color brochure. All that matters is discussing the situation at hand.

By merely remembering to ask questions so as to convert the discussion into a focused problem-solving session, you'll save both you and your prospect a great deal of time and wasted breath. Asking basic questions and listening a lot takes a sales meeting to a higher level. Reach this point in the selling process and the next step involves merely ironing out of the details.

I can't tell you how many times qualified prospects have thanked me for spending a lengthy amount of time asking such questions and brainstorming a few possible solutions. “I really appreciate your taking this time with me,” they say. In the process, I have convinced them of my expertise and by doing limited consulting with them at no charge, I have also won their trust. While this method does not always result in a client engagement (though no selling system is 100% effective), it often does. And the stage has been set for a partnership-based seller-buyer relationship in which both parties commit themselves to working together in good faith to see their issues through.