{"id":1031682,"date":"2023-02-02T23:59:00","date_gmt":"2023-02-03T07:59:00","guid":{"rendered":"https:\/\/www.inflexion-point.com\/blog\/2-things-we-always-need-to-know-about-every-sales-opportunity"},"modified":"2023-02-03T00:00:57","modified_gmt":"2023-02-03T08:00:57","slug":"2-things-we-always-need-to-know-about-every-sales-opportunity","status":"publish","type":"post","link":"https:\/\/customerthink.com\/2-things-we-always-need-to-know-about-every-sales-opportunity\/","title":{"rendered":"2 things we always need to know about every sales opportunity"},"content":{"rendered":"<p><span><img src=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Four%20scenarios.png?width=300&amp;height=298&amp;name=Four%20scenarios.png\" alt=\"Four scenarios\" width=\"300\" height=\"298\" loading=\"lazy\" srcset=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Four%20scenarios.png?width=150&amp;height=149&amp;name=Four%20scenarios.png 150w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Four%20scenarios.png?width=300&amp;height=298&amp;name=Four%20scenarios.png 300w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Four%20scenarios.png?width=450&amp;height=447&amp;name=Four%20scenarios.png 450w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Four%20scenarios.png?width=600&amp;height=596&amp;name=Four%20scenarios.png 600w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Four%20scenarios.png?width=750&amp;height=745&amp;name=Four%20scenarios.png 750w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Four%20scenarios.png?width=900&amp;height=894&amp;name=Four%20scenarios.png 900w\" sizes=\"(max-width: 300px) 100vw, 300px\"\/>Every competent salesperson recognizes the importance of accurately qualifying every sales opportunity.<\/span><\/p><p><span>But I want to suggest two other things that we also always need to know about every sales opportunity - and they relate to the nature of our prospective customer\u2019s buying journey.<\/span><\/p>\r\n<p><span>These two factors are:<\/span><\/p>\r\n<ul>\r\n<li><span> <\/span><span>Do they consider this to be an inevitable or a discretionary purchase, and<\/span><\/li>\r\n<li><span> <\/span><span>Are they embarked on a familiar or unfamiliar buying process?<\/span><\/li>\r\n<\/ul>\r\n<p><span>These two factors have very significant implications for our customer\u2019s buying decision journey, for our sales strategy and process, and for our chances of winning their business - and I\u2019m going to spend the rest of this article exploring the ramifications of these factors.<\/span><\/p>\r\n<p><span>This post is longer than usual and was <a href=\"https:\/\/www.linkedin.com\/pulse\/2-things-we-always-need-know-every-sales-opportunity-bob\/?trackingId=CfNGs8mYRXm2v%2BEqDEtLWQ%3D%3D\" rel=\"noopener\">originally published on LinkedIn<\/a>. I\u2019ll also be covering the material in my webinar with the Institute of Sales Professionals on the 7<sup>th&nbsp;<\/sup>February - you can <a href=\"https:\/\/www.the-isp.org\/events\/the-2-things-you-must-know-about-your-customers-buying-journey\" rel=\"noopener\" >sign up here<\/a>...<!--more--><\/span><\/p>\r\n<h4><span>Factor #1: Is this an inevitable or a discretionary purchase?<\/span><\/h4>\r\n<ul>\r\n<li><span>If this is an <strong>inevitable<\/strong> purchase (such as materials or supplies for an ongoing process), the customer must buy something - the key questions being what, from whom, and on what terms?<\/span><\/li>\r\n<li><span>If this this a <strong>discretionary<\/strong> purchase (such as something that isn\u2019t budgeted and may never happen), then the customer might buy something - or they might decide to stick with the status quo and do nothing<\/span><\/li>\r\n<\/ul>\r\n<h4><span>Factor #2: Are they embarked on a familiar or unfamiliar buying process?<\/span><\/h4>\r\n<ul>\r\n<li><span>If the customer has bought similar solutions before, they are likely to be confident about their buying decision criteria and process (and may not wish to engage a salesperson until late in the process)<\/span><\/li>\r\n<li><span>If this is the first time the customer has tried to buy this type of solution, they are more likely to recognize that they need to seek advice in the early stages of their buying decision journey<\/span><\/li>\r\n<\/ul>\r\n<p><span>Taken together, these factors define a classic 2x2 matrix.<\/span><\/p>\r\n<p><img src=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Blank%20matrix.png?width=300&amp;height=298&amp;name=Blank%20matrix.png\" alt=\"Blank matrix\" width=\"300\" height=\"298\" loading=\"lazy\" srcset=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Blank%20matrix.png?width=150&amp;height=149&amp;name=Blank%20matrix.png 150w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Blank%20matrix.png?width=300&amp;height=298&amp;name=Blank%20matrix.png 300w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Blank%20matrix.png?width=450&amp;height=447&amp;name=Blank%20matrix.png 450w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Blank%20matrix.png?width=600&amp;height=596&amp;name=Blank%20matrix.png 600w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Blank%20matrix.png?width=750&amp;height=745&amp;name=Blank%20matrix.png 750w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Blank%20matrix.png?width=900&amp;height=894&amp;name=Blank%20matrix.png 900w\" sizes=\"(max-width: 300px) 100vw, 300px\"\/><\/p>\r\n<p><span>Let\u2019s look at each of these combinations in turn, starting with the simplest:<\/span><\/p>\r\n<h4><span>Scenario 1: \u201cPainting by Numbers\u201d [Inevitable Purchase + Familiar Process]<\/span><\/h4>\r\n<p><span>In this first scenario - which I refer to as \u201cpainting by numbers\u201d, the customer is bound to buy something and is following a well-established and familiar structured procurement process - they simply need to decide what to buy, from who, at what price and when.<\/span><\/p>\r\n<p><span><img src=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Painting%20by%20numbers.png?width=300&amp;height=300&amp;name=Painting%20by%20numbers.png\" alt=\"Painting by numbers\" width=\"300\" height=\"300\" loading=\"lazy\" srcset=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Painting%20by%20numbers.png?width=150&amp;height=150&amp;name=Painting%20by%20numbers.png 150w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Painting%20by%20numbers.png?width=300&amp;height=300&amp;name=Painting%20by%20numbers.png 300w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Painting%20by%20numbers.png?width=450&amp;height=450&amp;name=Painting%20by%20numbers.png 450w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Painting%20by%20numbers.png?width=600&amp;height=600&amp;name=Painting%20by%20numbers.png 600w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Painting%20by%20numbers.png?width=750&amp;height=750&amp;name=Painting%20by%20numbers.png 750w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Painting%20by%20numbers.png?width=900&amp;height=900&amp;name=Painting%20by%20numbers.png 900w\" sizes=\"(max-width: 300px) 100vw, 300px\"\/><\/span><\/p>\r\n<p><span>Typical \u201cpainting by numbers\u201d scenarios include:<\/span><\/p>\r\n<ul>\r\n<li><span>Buying energy (such as gas or electricity)<\/span><\/li>\r\n<li><span>Buying raw material for an established production process<\/span><\/li>\r\n<li><span>Replenishing stocks for retail or distribution<\/span><\/li>\r\n<li><span>These buying journeys are often driven by a simple compelling event (such as running out of something)<\/span><\/li>\r\n<\/ul>\r\n<p><span>A simple consumer example of this sort of scenario would be a driver noticing that their petrol is running low and looking out for a filling station.<\/span><\/p>\r\n<p><span>Common indicators and implications of a \u201cpainting by numbers\u201d scenario include<\/span><\/p>\r\n<ul>\r\n<li><span>Highly structured procurement process, occasionally involving a simple RFP<\/span><\/li>\r\n<li><span>Regarded as a tactical purchase that doesn\u2019t involve strategic considerations<\/span><\/li>\r\n<li><span>Often managed by relatively low-level employees<\/span><\/li>\r\n<li><span>Incumbent suppliers often have significant advantages (unless customer is dissatisfied)<\/span><\/li>\r\n<li><span>The decision is often driven by specification, price, and delivery<\/span><\/li>\r\n<\/ul>\r\n<p>Sales Strategies - Painting by Numbers<\/p>\r\n<p><span>If we want to avoid competing on price, and in particular if we are trying to dislodge an incumbent, we need to find meaningful ways to differentiate both our organization and our offerings and establish urgency - i.e., focusing on \u201cwhy us\u201d and \u201cwhy now\u201d<\/span><\/p>\r\n<p><span>What we need to know and do:<\/span><\/p>\r\n<ul>\r\n<li><span>Confirm that it is, in fact, absolutely inevitable that the customer will buy something in the current timeframe (and why) - seek out the evidence<\/span><\/li>\r\n<li><span>Confirm that the primary sponsor of the project is, in fact, an experienced buyer and fully familiar with their organization\u2019s procurement processes<\/span><\/li>\r\n<\/ul>\r\n<p><span>Assuming that evidence exists to prove both of the above facts, our strategy should include:<\/span><\/p>\r\n<ul>\r\n<li><span>Focusing primarily on establishing \u201cwhy should they choose us\u201d<\/span><\/li>\r\n<li><span>Seeking to influence the customer\u2019s requirements and buying criteria in our favor<\/span><\/li>\r\n<li><span>Ensuring we identify and engage all stakeholders and understand their decision process<\/span><\/li>\r\n<li><span>Seeking to prove that our offering will deliver their best outcomes<\/span><\/li>\r\n<li><span>Differentiating on our approach and track record and not just on features and functions<\/span><\/li>\r\n<li><span>Reinforcing the need to act sooner, rather than later (\u201cwhy now\u201d)<\/span><\/li>\r\n<li><span>Ensuring we establish our unique value and defend our price points...<\/span><\/li>\r\n<\/ul>\r\n<h4><span>Scenario 2: \u201cMarching into the Unknown\u201d [Discretionary Purchase + Familiar Buying Process]<\/span><\/h4>\r\n<p><span>In this second scenario - which I call \u201cmarching into the unknown\u201d - the customer may or may not end up buying something - but they nevertheless appear to be following what they regard as a well-established and familiar structured procurement process.<\/span><\/p>\r\n<p><span><img src=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Marching%20into%20the%20unknown.png?width=300&amp;height=292&amp;name=Marching%20into%20the%20unknown.png\" alt=\"Marching into the unknown\" width=\"300\" height=\"292\" loading=\"lazy\" srcset=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Marching%20into%20the%20unknown.png?width=150&amp;height=146&amp;name=Marching%20into%20the%20unknown.png 150w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Marching%20into%20the%20unknown.png?width=300&amp;height=292&amp;name=Marching%20into%20the%20unknown.png 300w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Marching%20into%20the%20unknown.png?width=450&amp;height=438&amp;name=Marching%20into%20the%20unknown.png 450w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Marching%20into%20the%20unknown.png?width=600&amp;height=584&amp;name=Marching%20into%20the%20unknown.png 600w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Marching%20into%20the%20unknown.png?width=750&amp;height=730&amp;name=Marching%20into%20the%20unknown.png 750w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Marching%20into%20the%20unknown.png?width=900&amp;height=876&amp;name=Marching%20into%20the%20unknown.png 900w\" sizes=\"(max-width: 300px) 100vw, 300px\"\/><\/span><\/p>\r\n<p><span>Typical \u201cmarching into the unknown\u201d scenarios include:<\/span><\/p>\r\n<ul>\r\n<li><span>A potential - rather than inevitable - project or purchase<\/span><\/li>\r\n<li><span>The customer may yet not be convinced about the need for change<\/span><\/li>\r\n<li><span>The customer is not initially committed to take action<\/span><\/li>\r\n<li><span>There is no obvious compelling event<\/span><\/li>\r\n<\/ul>\r\n<p><span>A simple consumer example of this might be \u201cretail therapy\u201d - going out on a shopping trip without actually needing to buy anything.<\/span><\/p>\r\n<p><span>Common indicators and implications of a \u201cmarching into the unknown\u201d scenario include:<\/span><\/p>\r\n<ul>\r\n<li><span>Even though action is not inevitable, the customer is nevertheless following a well-established procurement process, sometimes involving an RFI or RFP<\/span><\/li>\r\n<li><span>They are likely to involve a significant number of stakeholders<\/span><\/li>\r\n<li><span>Their timeframe may be unclear, and lack urgency<\/span><\/li>\r\n<li><span>\u201cStrategic\u201d decision-makers are more likely to get involved<\/span><\/li>\r\n<li><span>The customer\u2019s decision-making process appears to be structured but may not be appropriate to the task<\/span><\/li>\r\n<\/ul>\r\n<p>Sales Strategies - Marching into the Unknown<\/p>\r\n<p><span>Our emphasis needs to be on why the customer needs to change and why they need to act now as well as why the customer should buy from us.<\/span><\/p>\r\n<p><span>What we need to know and do:<\/span><\/p>\r\n<ul>\r\n<li><span>Assess our prospective customer\u2019s commitment to change and do all that we can to motivate them to take action - i.e., \u201cwhy change\u201d - <em>and be cautious when forecasting if the customer\u2019s need for change does not appear strong<\/em><\/span><\/li>\r\n<li><span>Establish the strongest possible reasons for our prospective customer to act sooner rather than later - i.e., \u201cwhy now\u201d - <em>and be cautious when forecasting if the customer\u2019s urgency does not appear strong<\/em><\/span><\/li>\r\n<\/ul>\r\n<p><span>Plus, as for inevitable + familiar projects - establish the strongest possible case for \u201cwhy you\u201d<\/span><span><\/span><\/p>\r\n<ul>\r\n<li><span>Seek to influence the customer\u2019s requirements and buying criteria in our favor, and<\/span>\r\n<ul>\r\n<li><span>Ensure we identify and engage all stakeholders and understand their decision process<\/span><\/li>\r\n<li><span>Seek to prove that our offering represents their best solution<\/span><\/li>\r\n<li><span>Differentiate on our approach and track record and not just on features and functions<\/span><\/li>\r\n<\/ul>\r\n<\/li>\r\n<li>Ensure we establish our unique value and defend premium pricing<\/li>\r\n<\/ul>\r\n<h4><span>Scenario 3: \u201cOrienteering\u201d [Inevitable Purchase + Unfamiliar Buying Process]<\/span><\/h4>\r\n<p><span>The third scenario - which I call \u201corienteering\u201d, the customer is bound to buy something - but because the decision process is unfamiliar, they may need help in determining how to buy, who to buy from, and when to act.<\/span><\/p>\r\n<p><span><img src=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Orienteering.png?width=300&amp;height=300&amp;name=Orienteering.png\" alt=\"Orienteering\" width=\"300\" height=\"300\" loading=\"lazy\" srcset=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Orienteering.png?width=150&amp;height=150&amp;name=Orienteering.png 150w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Orienteering.png?width=300&amp;height=300&amp;name=Orienteering.png 300w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Orienteering.png?width=450&amp;height=450&amp;name=Orienteering.png 450w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Orienteering.png?width=600&amp;height=600&amp;name=Orienteering.png 600w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Orienteering.png?width=750&amp;height=750&amp;name=Orienteering.png 750w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Orienteering.png?width=900&amp;height=900&amp;name=Orienteering.png 900w\" sizes=\"(max-width: 300px) 100vw, 300px\"\/><\/span><\/p>\r\n<p><span>Typical \u201corienteering\u201d scenarios include:<\/span><\/p>\r\n<ul>\r\n<li><span>They are often regarded as significant or strategic projects that take the customer in a new direction<\/span><\/li>\r\n<li><span>The customer recognizes that they must do something<\/span><\/li>\r\n<li><span>The customer is stepping into the unknown - trying to do something they haven\u2019t done before<\/span><\/li>\r\n<li><span>There is often a compelling event, trend, or threat<\/span><\/li>\r\n<\/ul>\r\n<p><span>A simple consumer example of this might be an about-to-be-married couple looking for a wedding venue.<\/span><\/p>\r\n<p><span>Common indicators and implications of an \u201corienteering\u201d scenario include:<\/span><\/p>\r\n<ul>\r\n<li><span>The customer is trying to buy something they haven\u2019t bought before<\/span><\/li>\r\n<li><span>T<\/span><span>he customer recognizes that they are embarked on an unfamiliar buying process <\/span><\/li>\r\n<li><span>They recognize that the risk of failure\/making a bad decision is significant<\/span><\/li>\r\n<li><span>They may be more willing to take advice and engage with salespeople earlier than usual<\/span><\/li>\r\n<li><span>The project is likely to involve a significant number of stakeholders<\/span><\/li>\r\n<li><span>\u201cStrategic\u201d decision-makers are more likely to get involved<\/span><\/li>\r\n<\/ul>\r\n<p>Sales Strategies - Orienteering<\/p>\r\n<p><span>As well as answering why us, we need to address why now and work with the customer to become a trusted adviser - and to influence their requirements, buying criteria and decision process.<\/span><\/p>\r\n<p><span>What we need to know and do:<\/span><\/p>\r\n<ul>\r\n<li><span>Confirm that it is, in fact, absolutely inevitable that the customer will buy something in the current timeframe (and why) - seek out the evidence<\/span><\/li>\r\n<li><span>Establish the strongest possible case for \u201cwhy you\u201d<\/span>\r\n<ul>\r\n<li><span>Seek to influence the customer\u2019s requirements in our favor<\/span><\/li>\r\n<li><span>Ensure we identify and engage all stakeholders and understand their decision process<\/span><\/li>\r\n<li><span>Seek to prove that our offering represents their best\/safest solution<\/span><\/li>\r\n<li><span>Differentiate on our approach and track record and not just on features and functions<\/span><\/li>\r\n<li><span>Seek to establish our unique value and defend premium pricing<\/span><\/li>\r\n<\/ul>\r\n<\/li>\r\n<li><span>Establish the strongest possible reasons for our prospective customer to act now rather than later (\u201cwhy now\u201d)<\/span><\/li>\r\n<li><span>Seek to understand and influence our prospective customer\u2019s buying criteria and decision process - why should they trust you?...<\/span><\/li>\r\n<\/ul>\r\n<h4><span>Scenario 4: Running in the Fog [Discretionary Purchase + Unfamiliar Buying Process]<\/span><\/h4>\r\n<p><span>Finally, the most challenging - but far from uncommon - scenario, which I refer to as \u201crunning in the fog\u201d (a phrase originally introduced to me by Professor Eddie Obeng of Pentacle, the World\u2019s first Virtual Business School): The customer isn\u2019t completely sure whether they need to buy or how to decide - everything in their buying decision journey is open to influence.<\/span><\/p>\r\n<p><span><img src=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Running%20in%20the%20fog.png?width=300&amp;height=302&amp;name=Running%20in%20the%20fog.png\" alt=\"Running in the fog\" width=\"300\" height=\"302\" loading=\"lazy\" srcset=\"https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Running%20in%20the%20fog.png?width=150&amp;height=151&amp;name=Running%20in%20the%20fog.png 150w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Running%20in%20the%20fog.png?width=300&amp;height=302&amp;name=Running%20in%20the%20fog.png 300w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Running%20in%20the%20fog.png?width=450&amp;height=453&amp;name=Running%20in%20the%20fog.png 450w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Running%20in%20the%20fog.png?width=600&amp;height=604&amp;name=Running%20in%20the%20fog.png 600w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Running%20in%20the%20fog.png?width=750&amp;height=755&amp;name=Running%20in%20the%20fog.png 750w, https:\/\/www.inflexion-point.com\/hs-fs\/hubfs\/Running%20in%20the%20fog.png?width=900&amp;height=906&amp;name=Running%20in%20the%20fog.png 900w\" sizes=\"(max-width: 300px) 100vw, 300px\"\/><\/span><\/p>\r\n<p><span>Typical \u201crunning in the fog\u201d scenarios include:<\/span><\/p>\r\n<ul>\r\n<li><span>The customer feels that they might need to do something but aren\u2019t sure what or when<\/span><\/li>\r\n<li><span>The customer isn\u2019t sure how to go about evaluating their options<\/span><\/li>\r\n<li><span>The customer is searching for information about the issue<\/span><\/li>\r\n<li><span>They often are as focused on the nature of the problem as the appropriate solution<\/span><\/li>\r\n<\/ul>\r\n<p><span>These sorts of scenarios are often driven by a sense of restlessness with the current situation without any sense of what a better future might look like or how to get there. Some observers might conclude that the whole Brexit debacle is a good example.<\/span><\/p>\r\n<p><span>Typical indicators and implications of a \u201crunning in the fog\u201d scenario include:<\/span><\/p>\r\n<ul>\r\n<li><span>The customer thinks they might need to do something they haven\u2019t tried to do before<\/span><\/li>\r\n<li><span>The project is not currently budgeted<\/span><\/li>\r\n<li><span>The project may be initially driven by a subset of the eventual stakeholder group<\/span><\/li>\r\n<li><span>The customer recognizes that they are embarked on an unfamiliar buying process <\/span><\/li>\r\n<li><span>They recognize that they need advice<\/span><\/li>\r\n<li><span>They may be more willing to engage with salespeople earlier than usual<\/span><\/li>\r\n<\/ul>\r\n<p>Sales Strategies - Running in the Fog<\/p>\r\n<p><span>Our customer is asking themselves: why change, why you, why now and why trust? As well as why change, we need to address why us and now and work with the customer to establish and influence their buying criteria and decision process and win their trust<\/span><\/p>\r\n<p><span>What we need to know and do:<\/span><\/p>\r\n<ul>\r\n<li><span>Make the strongest possible case for change and to highlight the negative outcomes of continuing on their current path (\u201cwhy change\u201d)<\/span><\/li>\r\n<li><span>Positively differentiate our approach from all their other options in ways that are memorable and meaningful to the customer (\u201cwhy you\u201d)<\/span><\/li>\r\n<li><span>Establish the strongest possible reasons for our prospective customer to act now rather than later (\u201cwhy now\u201d)<\/span><\/li>\r\n<li><span>Become a trusted adviser and influence our prospective customer\u2019s buying criteria and decision process as early as possible in the buying journey (\u201cwhy trust\u201d)<\/span><\/li>\r\n<li><span>Progressively identify and eliminate any remaining obstacles to winning their business<\/span><\/li>\r\n<li><span>Ensure that they completely trust us to ensure that they will achieve their desired outcomes...<\/span><\/li>\r\n<\/ul>\r\n<h4><span>Different scenarios require different strategies<\/span><\/h4>\r\n<p><span>I hope that I\u2019ve convinced of the value of understanding the nature of your prospective customer\u2019s purchasing intentions and their buying decision process, and of the need to apply different sales strategies to the different scenarios.<\/span><\/p>\r\n<p><span>I also hope that you recognize that \u201cone size does not fit all\u201d when it comes to your management of your sales opportunities, and that the sort of thought processes that I\u2019m proposing will help you eliminate many of the avoidable errors and assumptions that so often compromise our chances of winning the sale.<\/span><\/p>\r\n<p><span>An accurate identification of each prospective customer\u2019s scenario will also help you more realistically qualify the opportunity and avoid wasting effort on unwinnable deals. Here\u2019s the link to that webinar again.<\/span><\/p>\r\n<p><span>Please try putting these principles into practice - and be sure to let me know how you get along!<\/span><\/p>\r\n","protected":false},"excerpt":{"rendered":"<p>Every competent salesperson recognizes the importance of accurately qualifying every sales opportunity.But I want to suggest two other things that we also always need to know about every sales opportunity &#8211; and they relate to the nature of our prospect&#8230;<\/p>\n","protected":false},"author":6701,"featured_media":882953,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[128,14,94,85],"tags":[],"_links":{"self":[{"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/posts\/1031682"}],"collection":[{"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/users\/6701"}],"replies":[{"embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/comments?post=1031682"}],"version-history":[{"count":3,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/posts\/1031682\/revisions"}],"predecessor-version":[{"id":1031808,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/posts\/1031682\/revisions\/1031808"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/media\/882953"}],"wp:attachment":[{"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/media?parent=1031682"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/categories?post=1031682"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/customerthink.com\/wp-json\/wp\/v2\/tags?post=1031682"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}