When it comes to making a proposal or pitch to deliver your product or service to a prospect, remember that the question is not just the answer; the question is the cure. Whether you are presenting legal services to a corporation, a plastic packaging system to a food manufacturer, paper products to an office supply company or a treatment plan to a patient, keep in mind that the one asking the question actually controls the conversation. So find out early if the person you are speaking to can actually make the decision to purchase the product or service you seek to provide.
Many people simply cannot make a definite choice on their own. Decision-making is not something they can do solo; they must go to someone else -- a partner, manager or someone higher up in the company -- in order to make up their own minds. Rather than dismissing such prospects as immature or irresponsible or a colossal waste of your time, understand that your judgment is getting in the way of providing them with what they need. Instead, treat these customers with a greater degree of care since they are no doubt already uncertain, possibly insecure, maybe in a little over their heads. It's very likely that discussing proposals that cost a lot of money or time are not their favorite conversations. In this increasingly complex world, many businesses as well as families, couples and even individuals practice a division of labor, especially where purchasing goods and services is concerned and particularly when money is tight and times are tough.
Let's imagine such a scenario. Albert, your prospect, has been listening to the options you have outlined and now says one of three things:
- "I need to think about it."
- "I'll have to talk to my manager about that."
- "That's awfully expensive (or time consuming). I can't make that kind of decision independently."
In the first case, Albert has elected to share very little information. Instead of meeting his defensiveness with your own defensive thought, "So what does he need to think about?," understand that he is actually telling you a great deal, namely that he's too uncomfortable to share the actual objection or that there may be a third party involved. That's a tip-off to you that a greater degree of trust is necessary before any disclosure about the real issue can take place. In the second case, Albert is revealing his dilemma and not just brushing you off, so don't brush off his remark. Although you have spent plenty of time getting to know him and his business and presenting your information in his style, it's now time to find out more about his manager. In the third case, an actual objection is stated -- it's expensive (or time consuming) -- and Albert tells you he needs help with the decision. Knowing the objection AND that another person is involved in the decision makes it a great deal easier to proceed.
In all three cases, your concern is how to encourage the person not present to consider your proposal. Your job is to give Albert -- your walking, talking marketing tool -- the opportunity to send a beneficial and acceptable message to the person who in fact may make the final decision. So what do you say?