A need is a gap between where the prospective customer is now and where they want to be, or it’s the gap between a problem and a solution. Therefore, the overall strategy is to establish the need by creating the gap.
You create the gap by calling the prospective customer’s attention to their current situation (problem), and then painting them a picture of where they could be (solution) by having your product or service.
Understand that your prospect most likely already has someone meeting the functional needs your product or service meets. The needs you want to establish are for the unique capabilities you, your product/service and company can bring to the customer that your competitor cannot. These are your Unique Selling Points (USP). Often, these will fill needs prospects did not know they had or weren't aware there were solutions for them.
In Chapter Five you converted your USPs to FABs and learned that the missing Advantages and Benefits are the signs or symptoms (pain) that indicate the prospect doesn’t have your USP’s Feature. The solution to removing the pain is to get the USP Feature. Now you have both the problem and the solution defined. The gap has been created.
The "no need" objections are often first encountered during the initial contact and usually occur when we present or threaten to present. For example, if on an initial contact if we said, “The reason I am calling is to tell you about ____.” Or “I would like to set up an appointment to show you ____.” Then, you are clearly stating that you are going to take their time to present something, whether they need it or not. Therefore, you can expect to hear objections such as "not interested," or "already have someone," or "just send me your literature." These are smoke screen objections because the prospect does not realize s/he has needs.
You can prevent these objections by changing your approach and positioning strategy. For example, if you hear "just send me your literature," then you may want to open your conversation with, “The reason I'm calling is that I’d like to get you some written information about _____.” So much for that objection!
To prevent the “not interested” objection, you could change your approach by opening the conversation with, “The reason I am calling is that I’d like to get you some written information about how our company has solved some costly and critical issues related to ___, ___, and ____.” Fill in the blanks with USPs, or the missing Advantages and Benefits of your USPs’ Features that are part of this person's job responsibilities. Continue with, “Is now a good time to quickly ‘verify’ some information?” Now take a slight pause and if no quick response to “go ahead,” then ask, “Or would you like to set a telephone appointment for later today?” I usually recommend using two or three Unique Selling Points during your opening remarks. This gives you a wider range which will increase the probability that you’ll hit on one that’s important to him/her. Two or three hooks are usually better than one unless the one you have is indeed a showstopper.
If you get the go-ahead, you might ask, “Which of these areas, the ___, ___, or ___, is your greatest concern?” Then you know which area to explore first.
With this approach, instead of a 90% initial contact (phone or in-person) rejection rate you’ll flip this to a 90% acceptance rate.
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