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- [00:01]
A
Are the questions you're asking your customers landing with a thud, or are you getting the answer that you're looking for? In today's marketplace, it's harder than ever to know what are the right questions to ask. With me today, Andy Greenberg. He is a sales and marketing expert, been around for years, and he's got the answer. And the show begins right now. You're listening to the Sales Hunter podcast
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with Mark Hunter, where the focus is
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A
to help you as a salesman, sell with confidence and integrity. And now here's your host. When you have the right questions, it's amazing at what the customer will share with you. Andy Greenberg is my guest today. Andy, welcome to the show.
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B
Thank you, Mark. And on behalf of all the salespeople out there throughout the entire world, please accept my thanks on their behalf for everything that you do well.
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A
Hey, you have taught so many people so much about how to sell, and you talk very specifically about the questions you gotta ask. So let's dive right into it. Where salespeople blowing it, and what are those right questions that they should be asking?
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B
So where they're blowing it is they are trying, as we all know, to do a lot of talking. And they have these scripts, and they have the background and they have the training and they have the role playing. But what they don't do is listen. So there's a very, very excellent technique to learn how to listen and then to pose your questions. And, Mark, it is just like being in a classroom. In a classroom, the teacher talks, teaches, gives the background, tells a lot about the topic and the subject, just like a buyer does about their company. And then they disclose a problem that you, as a student need to solve. When they do that, you get to ask questions. What information don't you yet have to solve that problem? So the key here, when you're in front of a buyer, is to say to yourself, the buyer is my teacher. The teacher is going to get me through the process, give me the subject matter, explain the problem, and then it's my turn to go ahead and solve it. Now, the key is I've got to solve that quicker and faster than anyone else in the classroom.
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A
Okay, I want to unpack that because that is so cool. You're turning the buyer into the teacher. But how do you get the teacher to even open up when sometimes those buyers just don't want to say anything?
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B
So the first part of it, of course, is you get that appointment. And how do you go about doing that? Now, we always talk about, we have cold calls. I do not believe in the concept of cold calls. That's not where I'm at. That's not where I never was. It is pro calling. What does that mean? Proactive professional calling to provoke a buyer to procure your products based on their needs. So what I like to do, and I'm going to position this in a question in just a moment. What I like to do, and this is counter what a lot of times are, on a lot of podcasts or information, everybody says, solve a problem, solve a problem, get them to feel that pain. My concept is if they have not yet researched how to solve that problem, that before you call them, they should have been fired in the first place. There's no reason that they have to wait for you to tell them how to solve a problem. So what I like to do is create their future. And what I like to do is to predict their future with or without my product or service and then get them to say, wow, I am better off in the future. So how do we do this? If your current supplier called you today and offered to show you these three outcomes, and these outcomes have to be for the industry or that particular company and asked you for an appointment to show you these things, would you grant your current supplier an appointment? And mark, what do you think that buyer is going to say? Sure, absolutely. You know what, it's a stupid question, of course I will. But you know what, your current supplier has not yet made that phone call because they have not yet developed what you have just expressed interest in. So let's go ahead and get our calendars out. Let's calibrate our calendars. Very important word. Let's calibrate our calendars. Pick a time that works for both of us so we can continue to see how this is a fit for your company in something you expressed interest in. I will tell you, I have penetrated so many accounts where even the salesperson might have been their next door neighbor because I was not selling on price, I was selling on the future.
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A
So you are really diving into the problem that the customer has. But the customer's got to identify what their problem is. Now, can we use questions to help expand that, Help get them to elaborate on it? Because sometimes the customer isn't quite clear as to what.
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B
Yes. So, so when you have those, when you mentioned three outcomes and you have that dialogue going, are these three outcomes or which one of these three outcomes, number one, would help you solve a problem you're having today and which other two that are remaining that you don't have today? That you would like to have. And then when you go back to the question number one, that's when they delve into it. But you have to remember, when people set budgets and they, they're actually looking at the future, what are they saying? Right now, January 1st, I'm at zero sales. My future says I have to be whatever the number is, $2 million. I'm not talking about the salesperson. I'm talking about the buyer. Or the buyer has an expense account by the end of the year, he's got to reduce it by this amount or he's got to increase productivity by this amount. So by making the phone call that way, these are the outcomes that your current supplier is not offering you. And how is this going to help you accelerate your goals to get them faster achieved and even exceed them? That's the way you probe that. You probe them. And then you can go into the regular techniques, how long you've been working on it, et cetera, et cetera. But here's the problem. If everybody asks the same questions, then I don't stand out. So that's why I like to predict the future as the future, meaning these problems no longer exist. Now, step number two, you have that appointment. You're there sitting in front of the person. How do you position it? Well, Mr. Hunter, when we first agreed to make this appointment, you expressed interest in this, this and that. Whatever those three outcomes are, are we still interested in exploring and watch what I'm doing, Mark. I'm nodding my head. Are we still interested in exploring these three options? And what did you just do involuntarily? You nodded your head. Okay, I got you into the affirmative. And by the way, since we made the appointment up until this very moment, what additional thoughts have you had about these outcomes that can help you solve today's problems and accelerate the growth of your company to the future? And that way, Mark, they begin to open up. I've set the establishment for that meeting.
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A
Okay, so now what are some of the questions that you go with there? Because you, you share, you got some specific questions, you want to help people with it.
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B
Yes. So then you have the, then you have the issue that's saying. So let's, let's assume now that we are talking about this particular product or this particular outcome. In addition to yourself, which has always been a problem, in addition to yourself, who else is involved in the decision making process? And you don't say, is there anybody else? Because that's, that's, you have to give the guy the, the, the Honor that he has in addition to yourself because you are important. Who else is involved and what are their criteria for making a decision? And incidentally, what is the best way to communicate everything that we're exploring today to make sure that it is tailored to their specific questions and needs and they will answer.
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A
Oh, I like what you said there because you, you elevated the person you're speaking to.
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Right.
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You know.
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Right.
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You said, you know, you put them in the decision making process, but then you invited them very easily to share with you other. Other names. Yeah, correct. Are there questions that you use to validate that? Because many times a buyer will over inflate their ability to make a decision.
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Yes. And I like that. When a person over inflates their decision, what does that mean? They feel real good about themselves. They have a sense of confidence in themselves. They might have done this before. So I don't really have an issue with that. But I would turn that around and work on that person's ego. And I would probably use a different word. As you lead the decision making process. If I detect that individual has an ego and is really full of himself or herself, I should say, then I would say to that person, as you lead the decision making process.
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I love that. I love that term. Now here's the question. Then you're talking to them and there's other people involved.
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How do you really get.
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Because so many times customers will be interested, but there really isn't intent, a need to critically solve this. Now, are there questions that you use to help flush out the intent?
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Yeah. So once they recognize that, wow, this is really good, but I don't feel that sense of urgency. I feel that, you know, it's going on the back burner. Here's what I would say. I say, quick question. If we had this meeting two years ago and two years ago these were available to you so you would not have the pain that you have today. Would you have selected this solution two years ago? And I pause. And what do you think? They always say yes, two years ago I would have made that decision. Well, two years ago you didn't have the opportunity to make that decision. So the question you and your team have to ask yourself, do you want to go through this for another two years? And look what you're doing. You're nodding your head, you're there. I'm watching that body language very carefully. You're there. You're not going like that. You're nodding as I go through it.
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Yeah, you're, you're subliminally Leading the customer.
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Yes.
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Yes.
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Yes.
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Yeah.
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Yes, absolutely. Absolutely. And as you lead them, am I being over pressuring? No. Am I being conversational? Yes. Are they appreciating that type of a presentation? That. Yes. Am I showing interest in their jobs and their solutions, in their issues? Absolutely. And that's, and that's how it works. That's how it works forward. Now, one other important point or many others people talk about, well, the price is going to be this. This is your cost, this is your investment. 99% of the salespeople say that it's boring. And there's another way to do it. What is that way? In exchange. Watch that word. In exchange for $69,323 your company will permanently receive, you talk about the three outcomes and then you say, is that a fair deal?
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A
I love what you're saying there because you're wrapping the price around the outcome and the benefit that they're going to receive.
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But I'm not using the word price, I'm saying in exchange or. Yeah, right. So if somebody comes back and says, and this is for people that use price, cost and investment, somebody comes back and says, well, you know what, your price is too expensive. It's too expensive everywhere. Too expensive.
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We hear that all the time.
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Yeah, well, you got to put a little bit of humor into it. And instead of justifying what your expenses, what your, what your exchange is, you say the following. You know, I've always wondered, what's the difference between too expensive and expensive? Wow.
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Wow.
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So what happened? I kind of changed the conversation, Put a little bit of humor into it. If you saw the body language that I was using. And then all of a sudden the whole thing of too expensive is somewhat minimized. Then you say to yourself, okay, so what's the gap? And they're going to give you a gap. 2,000, 3,000, 5,000, 10,000. And then as we all know, you don't sell the $69,000 anymore. You sell the $5,000 gap. And here's how you do that. You say to someone, okay, quick question. If everybody came in at the same price, same exact price, which company would you choose? Would you choose my company if all the prices were the same? And most of the time they will say, yeah. And then what do you do?
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Why?
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What makes us different? Then they answer, and then you know what, you come back and you say, that's where that five thousand dollar gap comes from, comma, that's where the value lies. Doesn't lie in the 69, 000. We're beyond that. It lies in the five thousand dollar gap. So where do you suggest we proceed from here
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now? Okay. What you just described, I love the strategy, but so many salespeople are not confident enough to use that. In other words, they're scared talking about price. They hear price and they immediately discount. Do you have some strategies or techniques that salespeople can use to help get them to that level of confidence that they need to have?
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B
Yes. Number one, they've got to be proud of what they are doing. If they feel that their product is inferior, then that's going to really hinder negotiations. If they feel that their product will do exactly what it's supposed to do in terms of delivery, in terms of outcome, when you present the exchange, I'm not going to use the word price, but if they do, I'll, I'll do it. Once you, once you present the price, you are proud of that price. And I'll give you a quick story. There was a major multimillion dollar contract on the table one time and I got invited in to go ahead and make a presentation. Okay. Never forget this. And I had my PowerPoint and I had all my questions. It was ready to go and the room was surrounded with all the decision makers. The person that called me in saw my PowerPoint and said, Andy, put that PowerPoint aside. All I want is your price. Now, a lot of people would shudder. They'd be afraid, they'd be scared. So here's what I did. I said, that is not going to happen because when we talk about price, you're getting something in return and you want to understand that. So here's what we are going to do. You're going to give me 20 minutes to go through my presentation. We're going to talk about it. It's going to go back and forth. If I'm not done in 20 minutes and I've still got more to go, that's my problem. Then I'll give you the price intentionally. I didn't finish in 20 minutes and I stopped exactly at 20 minutes and I said, well, you have a choice. I know I told you I'd give you the price. You want the price or would you like me to continue so you could get a full understanding of what your future would be? And Mark, what did they do? By all means, continue going. Yep, I gave him. We. I gave him the price. Multi million dollars, Mark. No negotiations. Walked out with the order,
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but you had to walk into that with absolute
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confidence because, yes, you have two things. And thank you have to have confidence in your product. You have to have confidence in your price. As important, you have to have confidence in yourself. And how do you gain that confidence in yourself? It's basically through experience, basically through knowledge, basically through coaching, basically through training. And it is the same thing as when a battery gets up in the bottom of the ninth and you could be in little league or you can be in major leagues. Two thoughts go through your mind.
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One thought.
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The only thing I don't want to do is embarrass myself. I don't want to strike out. Well, what's going to happen?
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You're going to strike out.
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You're going to strike out. If you go up there and says and say to yourself, I've been in the minors, I've got the training, I got my coaches, I got my managers. This is what I am made for. Then what's going to happen?
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You're going to wind up hitting the ball.
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You're going to wind up hitting the ball and. And potentially being the game winner or the game run or what have you. So what is it? It's all in your mindset. Which means what? People will walk into an account and they will either have a negative approach or a positive approach. Either. I don't want to aggravate. Pardon me, either. I don't want to embarrass myself or for the sake of my 300 employees who are depending upon me to bring this business home. I am at the bottom of the ninth. When I come back with this order, they'll cheer for me, I'll cheer for them, and it's a partnership.
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Okay. I love where you're going with this. Because just as the salesperson has to feel confident not to embarrass themselves, I think the customer has to feel confident that they're not going to embarrass themselves. Right?
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Yes.
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Right. Because the last thing a customer wants to do is make a decision that either they regret or they get mocked for. Either way, not a good outcome. We only got a minute or two left, but how can I make sure that my customer is feeling confident?
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It's the way they look at you, the way they respond to you, the body language that they have. And. And you. You of course, can. Can pick them up and you can basically say you've been in this position for one month. Even if it's one month. Okay. You're in this position because of certain skills and talents that you have. You're a good decision maker. And if there's any flaw that you see in anything that we talked about which will not position you for the betterment of your company. Let's talk about it.
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You're really elevating the customer right there.
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Right.
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And you're allowing them to feel. Wow, Andy, this has been a fantastic conversation. We've been speaking today with Andy Greenberg. I don't think anybody has more sales and marketing experience than Andy. In terms of your background and the companies you've had the privilege working for. How do people get in touch with you?
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I have my email address. Speaking of Andy Greenberg, comcast.net why the speaking? Well, you know, speaking of this guy. So boom. Speaking of andy Greenberg@comcast.net I love that
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we're going to put that into the show. Notes for everyone. But you've been listening today to Andy Greenberg. Share with you specific questions to help you overcome price, to help you set the table and have the right conversation. And I love it. Andy, thank you so much for being on the show. You've been listening to the Sales Hunter podcast. Two episodes like this each week. One where we do a deep dive with a subject matter expert like we've had here today with Andy. Second is where I just unpack a single topic. Hey, why? Because it's to help you see and achieve what you didn't think was possible. Make sure you pick up a copy of my newest book, Integrity first selling. And hey, reach out. Love to have a conversation with you anytime. And I'll see you on the next episode. Great selling.