Selling can be a fulfilling profession, especially when you sign a new client or close a deal. This is the culmination of lots of hard work. On your way to success, do you have a systematic process that minimizes your sales cycle, and ensures a lasting relationship with your new client?
Early in the sales process do you establish an "up-front contract" with the prospect, detailing what will happen down the road? Essentially the contract says that if the prospect has "pain" (a need or want), and if the prospect agrees that the salesperson can fix it, then the prospect is authorized to spend (and will spend) the money to get rid of the pain.
The prospect comes to this decision in the Fulfillment or Presentation Step of the sales process. That's where the contract is fulfilled; that is, the salesperson demonstrates in a presentation that the conditions of the contract have been met. Because the salesperson can fix the prospect's pain, the prospect will commit to spending the money that was discussed and agreed to in the budget step.
It's a delicate step because here you may discover that the prospect fibbed about his/her authority over the decision; or perhaps s/he failed to listen earlier on and only now has begun to think seriously about your product.
And then there's your performance. It can make or break the sale. Fulfillment is like live theatre, and usually there's no second chance. That's why it's crucial to practice the Fulfillment Step as often as possible.
As the Boys Scouts say, “be prepared”. Take a moment to reflect on the prospect's pains and decide what you want to say about each. Be sure that whatever you decide to say relates to the specific pain uncovered in the “Pain” step. Don’t forget to structure the Presentation. Like a good story, fulfillment should include a beginning, middle and end and should not include any new pains not uncovered prior to the presentation.
At the beginning of the Fulfillment Step review what you’ve uncovered and have agreed to with your prospect. Make sure you have 100 percent agreement on the issues of pain, budget, and decision. Don't proceed without a clear understanding of your contract!
Now you can demonstrate your product knowledge by talking about features and benefits. Relate them to the prospect's pains. Pay attention to your audience's reactions, and be prepared to listen intently if they feel the need to speak up. Don't ramble! And don't be afraid to abort the presentation if your prospect doesn’t agree with the solution you bring or if the parameters have changed.
After addressing each pain, stop and ask if the prospect is 100 percent comfortable with how the product addresses the problem. If the answer is "no," handle the objection right away; otherwise, it will give the prospect an excuse to say no at the end of the presentation. After the prospect has said yes to everything, it's time to close.
Finish it off right. You want the prospect to affirm that s/he has no objections to your presentation; therefore, since s/he agreed to buy if you addressed all his/her pain, it's time for you to ask, "What would you like me to do now?" If you've handled everything correctly, they will say, "It's time to buy!"
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