3. Get Connected
Make the Prospect Interested
Extract Information
Qualify the Prospect
Sales Process
Demonstration/Presentation
Close
4. Vertical Movement
CXO (CIO, CFO, CEO, COO)
VP of [department] (IT, HR,
Finance, etc.)
Director of [department]
Manager of [department]
User/front-line worker
6. CEO
HR
VP of HR
Director of HR
HR Manager
HR Specialist
Finance
CFO (Chief
Financial Officer)
VP of Finance
Director of Finance
Finance Manager
Accountant
Marketing
CMO (Chief
Marketing Officer)
VP of Marketing
Director of
Marketing
Marketing Manager,
Marcomm Manager,
Product Manager
Sales
VP of Sales
Director of Sales
Sales Manager
Sales Rep, Account
Manager
IT
CIO (Chief
Information Officer)
VP of IT
Director of IT
IT Manager
Engineer
Operations
COO (Chief
Operations Officer
VP of Operations
Director of
Operations
Operations
Manager
Engineer
Organizational Movement
8. Get Connected
Make the Prospect Interested
Extract Information
Qualify the Prospect
Sales Process
Demonstration/Presentation
Close
9. WHAT’S IN IT FOR ME?
PRODUCT / FEATURES /
FUNCTIONALITY
BENEFITS
The improvements the product and
features creates
The product you sell
What the product does
• Make something work better
• Make something easier
• Decrease the time it takes to do something
• Increase income/revenue
• Decrease costs/expenses
• Decrease risk
• Improve visibility or access to information
• Auto inventory replenishment
• Predictive demand forecasting
• Management dashboard
Inventory Management Software
10. • Auto inventory replenishment
FEATRURES AND
FUNCTIONALITY
• Predictive Demand Forecasting
• Management Dashboard
VALUE POINTS
• Decrease time spent ordering
• Increase ordering accuracy
• Improve visibility to real-time information
BRAINSTORMING BENEFITS
11. • Make something work better
COMMON IMPROVEMENTS
• Make something easier
• Decrease the time it takes to do something
VALUE POINTS
• Decrease time spent ordering
• Increase ordering accuracy
• Improve visibility to real-time information
BRAINSTORMING BENEFITS
• Increase income/revenue
• Decrease costs/expenses
• Decrease risk
• Improve visibility or access to information
12. Technical Value
• Processes
• Systems
• People
Automate manual tasks
Make something work better
Decrease the amount of time or effort required to do something
Make something easier
Increase visibility or access to information
Improve communications or connectivity
Improve the performance of systems, processes, or people
Improve the reliability of systems, processes, or people
Business Value
• Revenue
• Costs
• Delivery of services
Improve revenue, market share, close rate, conversion rate, profitability etc.
Decrease cost of goods sold, inventory costs, labor costs, etc.
Decrease risk
Improve decision-making
Decrease product delivery time
Improve the delivery of services
Improve product quality
Improve customer satisfaction
Increase customer retention
Personal Value
• Income
• Career
• Workload
Increase personal income, bonuses, commissions, etc.
Decrease personal expenses
Create opportunities for career advancement
Increase recognition for performance
Decrease workload
Decrease stress level
Increase level of happiness
Improve work/life balance
Improve personal relationships
13. • Decrease time spent ordering
TECHNICAL VALUE POINTS
• Increase ordering accuracy
• Improve visibility to real-time information
BUSINESS VALUE POINTS
• Decrease staffing and labor costs
• Decrease inventory costs
• Improve decision-making
BRAINSTORMING BENEFITS
14. • Decrease staffing and labor costs
BUSINESS VALUE POINTS
• Decrease inventory costs
• Improve decision-making
PERSONAL VALUE POINTS
• Improve work-life balance
• Improve ability to hit objectives and bonuses
• Improve recognition and career opportunities
BRAINSTORMING BENEFITS
15.
16. Technical Pain
• Processes
• Systems
• People
Tasks are manual and time-consuming
Things are not working well
It takes a lot of time or effort to do something
Current processes are difficult
It is difficult to see what is going on and access information
Connectivity or communicating is difficult
Performance of systems, processes, or people is not what it needs to be
Reliability of systems, processes, or people is not what it needs to be
Business Pain
• Revenue
• Costs
• Delivery of Services
Difficult to find ways to increase revenue, market share, profitability, etc.
Difficult to close sales and leads
Conversion rates are not what they need to be
Decision-making process is slow and not as good as it needs to be
Difficult to decrease cost of goods sold, inventory costs, labor costs, etc.
Long product delivery time
Poor product or service quality
Customer satisfaction is not what it needs to be
Customer retention is not what it needs to be
Personal Pain
• Income
• Career
• Work Environment
Not making enough income, bonuses, commissions, etc.
Lack of financial strength
Need to get promoted or advance career
Not getting enough recognition
Working too much or too much of a workload
Job is extremely stressful and chaotic
Not a good work/life balance
Not happy
17. • Decrease time spent ordering
TECHNICAL VALUE POINTS
• Increase ordering accuracy
• Improve visibility to real-time information
TECHNICAL PAIN POINTS
• Submitting orders is time consuming
• It is easy to make errors when ordering
• It is difficult to get a real-time view of orders and inventory
BRAINSTORMING PAIN POINTS
18. • Submitting orders is time consuming
TECHNICAL PAIN POINTS
• It is easy to make errors when ordering
• It is difficult to get a real-time view of orders and
inventory
BUSINESS PAIN POINTS
• There is a lot of labor spent on placing orders
• Ordering errors are costly and impact profitability
• Difficult to make good decisions without visibility
across orders and inventory
BRAINSTORMING PAIN POINTS
19. • There is a lot of labor spent on placing orders
BUSINESS PAIN POINTS
• Ordering errors are costly and impact profitability
• Difficult to make good decisions without visibility
across orders and inventory
PERAONAL PAIN POINTS
• Having to work late to submit and review orders
• Bonuses could be impacted by order errors
• Not getting enough recognition and career
advancement
BRAINSTORMING PAIN POINTS
20. We help businesses to:
• Decrease time spent ordering
• Increase ordering accuracy
• Improve visibility to real-time information
• Decrease staffing and labor costs
• Decrease inventory costs
• Improve decision-making
• Improve work-life balance
• Improve ability to hit objectives and bonuses
• Improve recognition and career opportunities
VALUE
POINTS
PAIN POINTS
21. A lot of businesses we work with are concerned about:
• Submitting orders is time consuming
• It is easy to make errors when ordering
• It is difficult to get a real-time view of orders and inventory
• There is a lot of labor spent on placing orders
• Ordering errors are costly and impact profitability
• Difficult to make good decisions without visibility across orders and inventory
• Having to work late to submit and review orders
• Bonuses could be impacted by order errors
• Not getting enough recognition and career advancement
VALUE
POINTS
PAIN POINTS
22. We help businesses to:
• Decrease time spent ordering
• Increase ordering accuracy
• Improve visibility to real-time information
• Decrease staffing and labor costs
• Decrease inventory costs
• Improve decision-making
• Improve work-life balance
• Improve ability to hit objectives and bonuses
• Improve recognition and career opportunities
A lot of businesses we work with are concerned about:
• Submitting orders is time consuming
• It is easy to make errors when ordering
• It is difficult to get a real-time view of orders and inventory
• There is a lot of labor spent on placing orders
• Ordering errors are costly and impact profitability
• Difficult to make good decisions without visibility across orders and inventory
• Having to work late to submit and review orders
• Bonuses could be impacted by order errors
• Not getting enough recognition and career advancement
VALUE
POINTS
PAIN POINTS
HAVE BUSINESS CONVERSATIONS
23. Get Connected
Make the Prospect Interested
Extract Information
Qualify the Prospect
Sales Process
Demonstration/Presentation
Close
25. • Submitting orders is time consuming
TECHNICAL PAIN POINTS
• It is easy to make errors when ordering
• It is difficult to get a real-time view of orders and
inventory
TECHNICAL PAIN QUESTIONS
• How do you feel about the amount of time spent ordering?
• How concerned are you about order errors?
• How important is it to improve visibility across
orders and inventory?
BRAINSTORMING PAIN QUESTIONS
26. • There is a lot of labor spent on placing orders
BUSINESS PAIN POINTS
• Ordering errors are costly and impact profitability
• Difficult to make good decisions without visibility
across orders and inventory
BUSINESS PAIN QUESTIONS
• How important is it to decrease labor costs?
• How concerned are you about the cost of order errors?
• How do you feel about your visibility across orders
and inventory?
BRAINSTORMING PAIN QUESTIONS
27. • Having to work late to submit and review orders
PERSONAL PAIN POINTS
• Bonuses could be impacted by order errors
• Not getting enough recognition and career
advancement
PERSONAL PAIN QUESTIONS
• How often do you have to work late to submit and review orders?
• How concerned are you about order errors impacting bonuses?
• How important is it for you to get more recognition and
advance your career?
BRAINSTORMING PAIN QUESTIONS
28. • Currently have what you sell?
AREAS TO ASK ABOUT
• Current vendor/provider
• Current systems and processes
CURRENT STATE QUESTIONS
• Are you currently using any inventory management software?
• Who are you using for inventory management software?
• What type of software are you using for inventory management?
• People in the organization
• Current contracts and expiration dates
• Size details – number of sites, people, systems, etc.
• Current performance/stats (technical, marketing, financial, etc.)
• Last time evaluated other options
• Who is responsible for inventory management?
• When does your current agreement expire?
• How much are you ordering per day?
• What is your order error rate?
• When was the last time you considered updating your inventory
management software?
BRAINSTORMING CURRENT STATE QUESTIONS
29. • How do you feel about the amount of time spent ordering?
• How concerned are you about order errors?
• How important is it to improve visibility across orders and inventory?
• How important is it to decrease labor costs?
• How concerned are you about the cost of order errors?
• How do you feel about your visibility across orders and inventory?
• How often do you have to work late to submit and review orders?
• How concerned are you about order errors impacting bonuses?
• How important is it for you to get more recognition and advance your career?
VALUE
POINTS
PAIN POINTS
PAIN
QUESTIONS
CURRENT
STATE
30. • Are you currently using any inventory management software?
• Who are you using for inventory management software?
• What type of software are you using for inventory management?
• Who is responsible for inventory management?
• When does your current agreement expire?
• When does your current agreement expire?
• How much are you ordering per day?
• How much are you ordering per day?
• What is your order error rate?
• When was the last time you considered updating your inventory management
software?
VALUE
POINTS
PAIN POINTS
PAIN
QUESTIONS
CURRENT
STATE
31. Get Connected
Make the Prospect Interested
Extract Information
Qualify the Prospect
Sales Process
Demonstration/Presentation
Close
32. Four Areas to Measure
NEED TO PURCHASE
ABILITY TO PURCHASE
AUTHORITY TO PURCHASE
INTENT TO PURCHASE
33. • What motivated you to look at us (brought you to us)?
• Do you mind if I ask why you took time out of your schedule to meet with us?
• What improvements could you see if you make this purchase?
• What will happen if you do not purchase something?
• Is there a date when this purchase needs to be made?
• What happens if the purchase is not made by that date?
• What is the time frame that the project needs to work along?
Need to Purchase Questions
NEED TO
PURCHASE
ABILITY TO
PURCHASE
AUTHORITY
TO
PURCHASE
INTENT TO
PURCHASE
34. Four Areas to Measure
NEED TO PURCHASE
ABILITY TO PURCHASE
AUTHORITY TO PURCHASE
INTENT TO PURCHASE
35. • What is the range that you need your budget to stay within?
• Is there a budget approved for this project?
• Have the funds been allocated to this purchase?
• What budget (department) will this purchase be made under?
• Are there other purchases that this funding may end up being used for?
• How does the project fit with other initiatives from a priority standpoint?
Ability to Purchase Questions
NEED TO
PURCHASE
ABILITY TO
PURCHASE
AUTHORITY
TO
PURCHASE
INTENT TO
PURCHASE
36. Four Areas to Measure
NEED TO PURCHASE
ABILITY TO PURCHASE
AUTHORITY TO PURCHASE
INTENT TO PURCHASE
37. • What is the decision-making process?
• What parties will be involved in making the decision?
• What are the key factors that a decision will be based on?
• What functional areas (departments) will be impacted by the purchase?
• Is there a committee that this type of purchase has to go through?
• Who is the ultimate decision maker?
• Who is the person that will need to sign the agreement/contract?
Authority to Purchase Questions
NEED TO
PURCHASE
ABILITY TO
PURCHASE
AUTHORITY
TO
PURCHASE
INTENT TO
PURCHASE
38. Four Areas to Measure
NEED TO PURCHASE
ABILITY TO PURCHASE
AUTHORITY TO PURCHASE
INTENT TO PURCHASE
39. • What other options are you considering?
• How far along are you in discussions with them?
• How do you feel about your other options?
• What do you like about them? What do you not like about them?
• How do they compare with what we have to offer?
• Is there a reason why you would choose us over them?
• If you had to make a decision today, which way would you lean?
Intent to Purchase Questions
NEED TO
PURCHASE
ABILITY TO
PURCHASE
AUTHORITY
TO
PURCHASE
INTENT TO
PURCHASE
40. Get Connected
Make the Prospect Interested
Extract Information
Qualify the Prospect
Sales Process
Demonstration/Presentation
Close
43. I
C
E
FORMAT
• Cold calls
• Cold emails
• Networking
• Inbound calls
• Inbound emails
• Website chat
• Social media
INITIAL CONTACT
44. I
C
E
FORMAT
• Cold calls
• Cold emails
• Networking
• Inbound calls
• Inbound emails
• Website chat
• Social media
GOALS
• Pre-Qualify
• Build interest in
talking
• Close for conversation
INITIAL CONTACT
45. I
C
E
FORMAT
• Cold calls
• Cold emails
• Networking
• Inbound calls
• Inbound emails
• Website chat
• Social media
STRUCTURE
• 2 to 5 minutes
• 80% on prospect
• 20% on you
GOALS
• Pre-Qualify
• Build interest in
talking
• Close for conversation
INITIAL CONTACT
46. I
C
E
FORMAT
• Cold calls
• Cold emails
• Networking
• Inbound calls
• Inbound emails
• Website chat
• Social media
STRUCTURE
• 2 to 5 minutes
• 80% on prospect
• 20% on you
GOALS
• Pre-Qualify
• Build interest in
talking
• Close for conversation
QUESTIONS
• Pain
• Current State
INITIAL CONTACT
48. I
C
E
FORMAT
• Appointment
• Online meeting
• Meet for coffee, drink,
food
• Extended cold call
• Meet at event
GOALS
• Qualify
• Gather prospect info
• Build interest
• Close for Explanation
CONVERSATION
49. I
C
E
FORMAT
• Appointment
• Online meeting
• Meet for coffee, drink,
food
• Extended cold call
• Meet at event
STRUCTURE
• 10 to 60 minutes
• 50% on prospect
• 50% on you
GOALS
• Qualify
• Gather prospect info
• Build interest
• Close for Explanation
CONVERSATION
50. I
C
E
FORMAT
• Appointment
• Online meeting
• Meet for coffee, drink,
food
• Extended cold call
• Meet at event
STRUCTURE
• 10 to 60 minutes
• 50% on prospect
• 50% on you
GOALS
• Qualify
• Gather prospect info
• Build interest
• Close for Explanation
QUESTIONS
• Pain
• Current state
• Desired state
• Organization
• Qualifying
CONVERSATION
53. I
C
E
FORMAT
• Presentation
• Demonstration
• Proposal
• Quotation
• List of options
STRUCTURE
• 30 minutes to 2 hours
• 20% on prospect
• 80% on you
GOALS
• Qualify
• Build interest in
product
• Close for purchase
EXPLANATION
54. I
C
E
FORMAT
• Presentation
• Demonstration
• Proposal
• Quotation
• List of options
STRUCTURE
• 30 minutes to 2 hours
• 20% on prospect
• 80% on you
GOALS
• Qualify
• Build interest in
product
• Close for purchase
QUESTIONS
• Pain
• Current state
• Desired state
• Organization
• Qualifying
• Closing
EXPLANATION
55. Get Connected
Make the Prospect Interested
Extract Information
Qualify the Prospect
Sales Process
Demonstration/Presentation
Close
56. I
C
E
FORMAT
• Presentation
• Demonstration
• Proposal
• Quotation
• List of options
STRUCTURE
• 30 minutes to 2 hours
• 20% on prospect
• 80% on you
GOALS
• Qualify
• Build interest in
product
• Close for purchase
QUESTIONS
• Pain
• Current state
• Desired state
• Organization
• Qualifying
• Closing
EXPLANATION
57. Summary of Our Findings
From our previous discussions and research, we found that:
• Submitting orders is time consuming
• It is easy to make errors when ordering
• It is difficult to get a real-time view of orders and inventory
• There is a lot of labor spent on placing orders
• Ordering errors are costly and impact profitability
• Difficult to make good decisions without visibility across orders and inventory
• Having to work late to submit and review orders
• Bonuses could be impacted by order errors
• Not getting enough recognition and career advancement
Are you those challenges correct?
Is there anything you would like to add to that list?
VALUE
POINTS
PAIN POINTS
NAME DROP
PRODUCT
58. How We Can Help
We help businesses to:
• Decrease time spent ordering
• Increase ordering accuracy
• Improve visibility to real-time information
• Decrease staffing and labor costs
• Decrease inventory costs
• Improve decision-making
• Improve work-life balance
• Improve ability to hit objectives and bonuses
• Improve recognition and career opportunities
VALUE
POINTS
PAIN POINTS
NAME DROP
PRODUCT
59. How We Do That
We provide inventory management software and that includes:
• Auto inventory replenishment
• Predictive demand forecasting
• Management dashboard
VALUE
POINTS
PAIN POINTS
NAME DROP
PRODUCT
60. How We Are Different
Some ways we differ from other options are:
• Our system is easier to use
• Our system can be installed without consulting services
• You talk to a real human when you call support
VALUE
POINTS
PAIN POINTS
NAME DROP
PRODUCT
61. About Us
A little more about us:
• We are the top solution provider in this space
• We have been doing this for 30 years
• We have won awards for best customer service
VALUE
POINTS
PAIN POINTS
NAME DROP
PRODUCT
62. How We Helped Someone Similar to You
• We worked with a computer manufacturer and they were spending a lot of time
processing orders.
• We helped to solve that challenge by automating their ordering processes with our
software.
• This helped to improve order accuracy and ultimately helped them decrease inventory
costs.
VALUE
POINTS
PAIN POINTS
NAME DROP
PRODUCT
63. Get Connected
Make the Prospect Interested
Extract Information
Qualify the Prospect
Sales Process
Demonstration/Presentation
Close
64. • What do you think of what we have discussed so far?
• How do you think this fits with what you are needing?
• How would that feature help you?
• Is this something you would use?
• Are we heading in the right direction?
• Is this what you were expecting to see?
TRIAL CLOSE
SOFT CLOSE
HARD CLOSE
Trial Close Questions
65. • What would you like to do next?
• What direction would you like to go form here?
• Do you want to continue talking about this?
• When would you like to talk again?
• What does the path forward look like?
Soft Close Questions
TRIAL CLOSE
SOFT CLOSE
HARD CLOSE
66. • Are you ready to move forward to the next step in the process?
• What would you need to be able to make a commitment to move forward?
• If you had everything that you want, are you prepared to move forward?
• When are you going to make your final decision?
• (If delaying the decision for a period of time - X months) OK, but do you mind if I ask if
there will be a change or something different at that time that will make that a better
time to look at moving forward?
• Is there anything that is preventing you from being able to move forward with this
purchase?
Hard Close Questions
TRIAL CLOSE
SOFT CLOSE
HARD CLOSE
67. Partnership Plan
Activity Due Date Owner Status
Initial Meeting 11/05/2019
Michael Jones
Dennis Martin
Complete
Presentation / Demonstration 11/16/2019
Michael Jones
Dennis Martin
Veronica Flores
Complete
Discovery Meeting 11/23/2019
Michael Jones
Stan Wilson
Open
X Corp to provide requirements 11/29/2019 Stan Wilson Open
Presentation of draft proposal and contract
language
12/2/2019 Michael Jones Open
Communication of change requests to
documents
12/5/2019 Dennis Martin Open
Delivery of final executable documents 12/12/2019 Michael Jones Open
Partnership agreement signed 12/19/2019 Tech Bee / X Corp Open
Implementation begins 1/15/2020 Tech Bee / X Corp Open
Go live 4/1/2020 X Corp Open
If you would like to keep moving
forward, this is what our partner-
ship plan looks like. These are
some of the steps that need to be
taken between now and you
getting up and running.
Based on what we discussed
today, are you interested in moving
forward with this plan?
68. Partnership Plan
Activity Due Date Owner Status
Initial Meeting 11/05/2019
Michael Jones
Dennis Martin
Complete
Presentation / Demonstration 11/16/2019
Michael Jones
Dennis Martin
Veronica Flores
Complete
Discovery Meeting 11/23/2019
Michael Jones
Stan Wilson
Open
X Corp to provide requirements 11/29/2019 Stan Wilson Open
Presentation of draft proposal and contract
language
12/2/2019 Michael Jones Open
Communication of change requests to
documents
12/5/2019 Dennis Martin Open
Delivery of final executable documents 12/12/2019 Michael Jones Open
Partnership agreement signed 12/19/2019 Tech Bee / X Corp Open
Implementation begins 1/15/2020 Tech Bee / X Corp Open
Go live 4/1/2020 X Corp Open
OK, no problem at all. Do you
have enough interest to move
to the next step on this
partnership plan?
Close For Next Step
69. Partnership Plan
Activity Due Date Owner Status
Initial Meeting 11/05/2019
Michael Jones
Dennis Martin
Complete
Presentation / Demonstration 11/16/2019
Michael Jones
Dennis Martin
Veronica Flores
Complete
Discovery Meeting 11/23/2019
Michael Jones
Stan Wilson
Open
X Corp to provide requirements 11/29/2019 Stan Wilson Open
Presentation of draft proposal and contract
language
12/2/2019 Michael Jones Open
Communication of change requests to
documents
12/5/2019 Dennis Martin Open
Delivery of final executable documents 12/12/2019 Michael Jones Open
Partnership agreement signed 12/19/2019 Tech Bee / X Corp Open
Implementation begins 1/15/2020 Tech Bee / X Corp Open
Go live 4/1/2020 X Corp Open
Great. Do these steps and
time estimates look correct
and acceptable to you?
Do you have anything that you
want to add or change?
Build Plan Together
The value that we deliver can typically impact our clients on three different levels.
At the lowest level, we offer technical value. These are the benefits and improvements that we can deliver that make things work better and are realized in the areas of processes, systems, and people. Examples are helping a business to save time, automate certain tasks, improve performance, improve reliability, etc.
As a business begins to realize value at the technical level, those benefits will trickle up and be realized at the business level and be seen as a decrease in costs, increase in revenue, or decrease in risk. For example, if manual processes are able to be automated, that will lead to a decrease in the labor that is needed and as a result, there could be a decrease labor costs and this is an example of realizing business value.
When we help clients to realize business value, that can also continue to trickle up to impact the clients on a personal level and be realized in the form of recognition, compensation, decreased work load, etc. For example, if processes are automated and that decreases costs, that could lead to a promotion for the person that is responsible for that area. Or they could get an extra bonus for the year. Or maybe it means that they no longer have to work over the weekend and are able to spend more time with their family and this is realizing personal value.
So when your clients consume your products and services, they are likely going to realize some sort of value and benefits in these three areas.
Now let’s dig a little deeper into what pain can look like. There are actually three levels of pain.
At the lowest level, you have technical pain. This is when things are technically not working well or could be better, and can be often found at the areas of systems, processes, or people.
When pain is experienced at the technical level, that will usually trickle up and cause pain at the business level. This is where a prospect begins to feel negative impacts in the areas of revenue, costs, and the delivery of services.
The pain does not stop their as it can continue on work its way up to impact your prospects at a personal level. This is when the technical and business pain starts to impact the individuals in areas like workload, compensation, job security, career growth, and even spill over into their personal life as well.
There are four characteristics of a qualified prospect.
Does the prospect have a true need to purchase what you sell? You may have a prospect that is very interested and excited about what you have to offer, but do they need what you have or do they want what you have? The more they need what you have, the more qualified the prospect.
Does the prospect have the authority to make the purchase from a decision making power stand point? If we are a car sales person and taking someone on a test drive, but it is the spouse that is at home that would make the approval of the car purchase, we are not spending time with a qualified prospect.
Does the prospect have the ability to make the purchase from a funding or money standpoint? If the prospect loves what you have but does not have any money to spend, the prospect is not completely qualified.
Does the prospect have real genuine interest purchasing from you? Just because a prospect is talking with you does not mean that there is serious interest on their side.
The prospect really needs medium to strong levels in all of these areas to be truly qualified. A prospect only needs to be weak in one area for their to be a concern and we will look at four different types of prospects that are good in only three of the four key areas as we look at four types of unqualified prospects.
There are four characteristics of a qualified prospect.
Does the prospect have a true need to purchase what you sell? You may have a prospect that is very interested and excited about what you have to offer, but do they need what you have or do they want what you have? The more they need what you have, the more qualified the prospect.
Does the prospect have the authority to make the purchase from a decision making power stand point? If we are a car sales person and taking someone on a test drive, but it is the spouse that is at home that would make the approval of the car purchase, we are not spending time with a qualified prospect.
Does the prospect have the ability to make the purchase from a funding or money standpoint? If the prospect loves what you have but does not have any money to spend, the prospect is not completely qualified.
Does the prospect have real genuine interest purchasing from you? Just because a prospect is talking with you does not mean that there is serious interest on their side.
The prospect really needs medium to strong levels in all of these areas to be truly qualified. A prospect only needs to be weak in one area for their to be a concern and we will look at four different types of prospects that are good in only three of the four key areas as we look at four types of unqualified prospects.
There are four characteristics of a qualified prospect.
Does the prospect have a true need to purchase what you sell? You may have a prospect that is very interested and excited about what you have to offer, but do they need what you have or do they want what you have? The more they need what you have, the more qualified the prospect.
Does the prospect have the authority to make the purchase from a decision making power stand point? If we are a car sales person and taking someone on a test drive, but it is the spouse that is at home that would make the approval of the car purchase, we are not spending time with a qualified prospect.
Does the prospect have the ability to make the purchase from a funding or money standpoint? If the prospect loves what you have but does not have any money to spend, the prospect is not completely qualified.
Does the prospect have real genuine interest purchasing from you? Just because a prospect is talking with you does not mean that there is serious interest on their side.
The prospect really needs medium to strong levels in all of these areas to be truly qualified. A prospect only needs to be weak in one area for their to be a concern and we will look at four different types of prospects that are good in only three of the four key areas as we look at four types of unqualified prospects.
There are four characteristics of a qualified prospect.
Does the prospect have a true need to purchase what you sell? You may have a prospect that is very interested and excited about what you have to offer, but do they need what you have or do they want what you have? The more they need what you have, the more qualified the prospect.
Does the prospect have the authority to make the purchase from a decision making power stand point? If we are a car sales person and taking someone on a test drive, but it is the spouse that is at home that would make the approval of the car purchase, we are not spending time with a qualified prospect.
Does the prospect have the ability to make the purchase from a funding or money standpoint? If the prospect loves what you have but does not have any money to spend, the prospect is not completely qualified.
Does the prospect have real genuine interest purchasing from you? Just because a prospect is talking with you does not mean that there is serious interest on their side.
The prospect really needs medium to strong levels in all of these areas to be truly qualified. A prospect only needs to be weak in one area for their to be a concern and we will look at four different types of prospects that are good in only three of the four key areas as we look at four types of unqualified prospects.