{"id":53690,"date":"2018-03-20t10:30:48","date_gmt":"2018-03-20t14:30:48","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=53690"},"modified":"2018-03-30t13:22:23","modified_gmt":"2018-03-30t17:22:23","slug":"great-questions-sales-meeting","status":"publish","type":"post","link":"\/\/www.g005e.com\/2018\/03\/20\/great-questions-sales-meeting\/","title":{"rendered":"‘great questions’ of a sales meeting"},"content":{"rendered":"

\"illustration\"<\/a>plus tips on objections and presenting.<\/strong><\/p>\n

by rob nixon<\/i><\/p>\n

being a sales success is not about telling. it\u2019s about asking open-ended questions and listening. really listening.<\/p>\n

more on strategy:<\/b> 12 steps of a successful sales meeting<\/a> | how to turn prospects into clients<\/a> | 11 ways to move to value pricing<\/a> | get rid of all your rates<\/a> | you can\u2019t lavish time unless you have time to lavish<\/a> | changing accountants: 2 true tales<\/a> | your clients on your terms<\/a>
\n\"goprocpa.com\"exclusively for pro members. <\/span><\/strong>
log in here<\/a> or 2022世界杯足球排名 today<\/a>.<\/span><\/p><\/blockquote>\n

my model of “great questions” shown here is about asking questions in a sequence. after years of testing, the sequence must be followed to the letter. you will see it follows my 12-step approach to the successful meeting.
\n
\nunder each of the categories there is a range of questions you could ask. work out which ones you are comfortable with and ask them. then listen, write down the answer and then ask the next one.<\/p>\n

dqs<\/strong> \u2013 making sure you are speaking with your buyer. often you are not speaking with all the people who can make a decision. you need to find the decision makers<\/strong> by asking direct questions:<\/p>\n

    \n
  1. can you sign off on this plan without speaking with anyone else?<\/li>\n
  2. who are the owners \/ directors \/ shareholders of your business?<\/li>\n
  3. who else is involved in making this decision?<\/li>\n
  4. who are the key decision makers in your business?<\/li>\n<\/ol>\n

    bqs<\/strong> \u2013 understanding the background<\/strong> of the current situation. you cannot prescribe services until you diagnose the situation. you can ask questions like:<\/p>\n

      \n
    1. so that i can understand your business fully \u2013 can you tell me what are the key things that make it work the way it does?<\/li>\n
    2. if you look back to when you first started \/ bought your business, where did you think it would be today?<\/li>\n
    3. so that i can understand your cash flow situation, can i just ask in what order do you pay the following: yourself, creditors, wages, tax department?<\/li>\n
    4. what is your overdraft limit and what is the typical cash balance?<\/li>\n
    5. how has the revenue and profit been over the past three years \u2013 increasing, flat, going backward? and what do you put that down to?<\/li>\n
    6. if you had your time over again, what would you do differently?<\/li>\n<\/ol>\n

      mqs and pqs <\/strong>\u2013 you need to understand the clients\u2019 objectives. where they want to go, what they want to achieve (motivation<\/strong>) and what they want to fix (problems<\/strong>). questions like:<\/p>\n

        \n
      1. over and above what you are planning to do \u2013 what would be your “ideal world” business objectives?<\/li>\n
      2. if you could crystal ball your business and your life what would it look like?<\/li>\n
      3. take the business out three years \u2013 what would you like it to look like?<\/li>\n
      4. what would you like to achieve by us working together?<\/li>\n
      5. what help do you need from us \u2013 and why?<\/li>\n
      6. what has led us to having this meeting \u2013 what are you wanting to achieve?<\/li>\n
      7. what are the current issues you would like solved that you are grappling with?<\/li>\n
      8. what is getting in the way of you achieving your objectives right now?<\/li>\n
      9. what are the specific things you want to achieve?<\/li>\n
      10. why are these objectives important to you?<\/li>\n
      11. how badly do you want to achieve these objectives?<\/li>\n
      12. how confident are you that you will achieve these objectives without our help?<\/li>\n
      13. what other objectives you would like to achieve?<\/li>\n<\/ol>\n

        mmqs<\/strong> \u2013 you and your client need to understand how the project that you are about to propose will be measured. you need measurement metrics<\/strong> and the client must state what they are. there is only one question to ask once you have determined the objectives.<\/p>\n

          \n
        1. we can certainly help you achieve those objectives. they are completely in line with what we do. we\u2019ve helped many other clients achieve theirs, we enjoy it and we\u2019re good at it. so that you know if you have achieved your objectives, we will work with you to measure the success of every project. in line with measuring the success, how would you<\/strong> know if we have helped you achieve your objectives?<\/li>\n<\/ol>\n

          vqs<\/strong> \u2013 the value<\/strong> that the client receives by implementing your ideas. this is where you start to get emotional buy-in to your project.<\/p>\n

            \n
          1. we can help you achieve those objectives. as i said, we are good at it and we have done it before. if we could help you achieve them, what would be the impact on you and the business?<\/li>\n
          2. if we could help you achieve your objectives, what would it mean to you and your business?<\/li>\n
          3. if we could help you achieve your objectives, what are the main benefits you would realize?<\/li>\n
          4. if we could help you achieve your objectives, what significant difference would it make to you and your business?<\/li>\n<\/ol>\n

            cqs <\/strong>\u2013 having your client understand the consequences of not buying your services and doing something different. there are two key questions and a statement to make at the end.<\/p>\n

              \n
            1. what are your current plans that you have in place to help you achieve your objectives?<\/li>\n
            2. what are the consequences if you do not do something different?<\/li>\n
            3. so what you are saying is you have to do something different to achieve your objectives!<\/li>\n<\/ol>\n

              tqs<\/strong> \u2013 timing<\/strong>-related questions that start to wrap up the meeting. you need to find out when this project is going to start.<\/p>\n

                \n
              1. what is going to happen from here is i am going to go away and write a detailed implementation plan on how you can achieve your objectives and realize your potential. in the plan it will have an agreed start date, some different implementation options you can choose and a set fee for each of the options. (if appropriate.) any fee charged will be funded out of new cash flow. so that i can set the start date are there any cyclical dates \/ trips \/ scheduled coming up that i need to be aware of?<\/li>\n
              2. ok \u2013 is this a later or a sooner project for you to get started?<\/li>\n
              3. great. i will check our workflow schedule and put a proposed start date during the week of (date). how does suit you?<\/li>\n<\/ol>\n

                finally, how to close the meeting and book the next steps \u2013 after timing questions.<\/p>\n

                  \n
                1. great. i will send you the implementation plan by close of business (day), you\u2019ll have some questions when you read it and we will more than likely need to meet again. when would you get a chance to read it?<\/li>\n
                2. so could we meet again on (day) at (time) to answer questions and confirm the appropriate option, and then get you started?<\/li>\n
                3. so just to confirm. i will send you the implementation plan by close of business (day), you\u2019ll read it (over the weekend), and then if we can meet again on (day) at (time) we\u2019ll go over everything, answer questions and get started.\u00a0 <\/em><\/li>\n<\/ol>\n

                  you will notice you are not talking about your firm, your people, how good you are or your solutions. the entire conversation is about the client \u2013 their situation and what they want to achieve by hiring you to help them.<\/p>\n

                  for maximum success, here are a couple of sales tips that go with this meeting format:<\/p>\n

                    \n
                  1. do not go armed with a long list of questions to ask \u2013 you\u2019ll get confused. just remember the process and let it flow.<\/li>\n
                  2. make sure you have all of the decision makers in the meeting \u2013 you are wasting your time otherwise. if you do not have all of the decision makers in front of you, you will need to rebook the meeting.<\/li>\n
                  3. it\u2019s a conversation \u2013 not an interrogation. use question softeners before each question.<\/li>\n
                  4. your tonality will play a part in your success. if you have a weak tone or you mumble then you will not make as many sales.<\/li>\n
                  5. your enthusiasm is important. tell the client if they have a good business and make sure you smile.<\/li>\n
                  6. spend most of your time on the bqs, mqs and pqs.<\/li>\n
                  7. always, always book the next steps \u2013 bamfam (book a meeting from a meeting).<\/li>\n
                  8. remember to have fun. they can only say no.<\/li>\n<\/ol>\n

                    a game i play with accountants is “sales rugby.” i gather the accountants in a circle and have one throw the rugby ball to someone who has to pick an objection card from the pack. on one side is the objection \u2013 the other the answer. i read the objection and then the accountant has to answer quickly and succinctly.<\/p>\n

                    here are three great ones, which will help you to deal with objections.<\/p>\n

                    client:<\/strong> how much will this cost?<\/p>\n

                    you:<\/strong> i don\u2019t know yet. i need to go away and think about it. i will come back to you with a detailed implementation plan, which will outline some implementation options you could take and each one will have a set fee.<\/p>\n

                    client:<\/strong> i have no money to pay for it.<\/p>\n

                    you:<\/strong> that’s exactly why you need me\/us!\u00a0i am serious about this (in a serious and authoritative tone) \u2013 name. we need to work with you to sort out your profit and cash flow situation. if we do not help you then you will always be in this situation. you will never be able to realize your potential, your family will not be properly supported and any goals or dreams you have can be kissed goodbye. you will never succeed.\u00a0we have currently helped x other clients (assuming you have) with exactly the same thing. an example of that is (cite some examples) and they were in exactly the same situation as you. they now are (give examples). because a cash flow and profit plan is an ongoing project, we can structure the payment arrangements on a monthly basis. and typically the fee we charge you will be funded out of new and additional cash flow.\u00a0we’re good at this sort of work, we’ve done it before and we love doing it.\u00a0but before we get into the specifics of how we can help you, i want to understand your objectives. assuming we can help you in this area, and we can, what would you like your business to look like in the next three to five years?<\/p>\n

                    client:<\/strong> what is your hourly rate for this sort of work?<\/p>\n

                    you:<\/strong> we do not use hourly rates. our fees are based on our contribution to the value you receive as a result of the project. we will be fairly rewarded for our contribution and you\u2019ll get a tremendous return on your investment.<\/p>\n

                    i have been professionally speaking (getting paid to speak) since 1993 and i have been averaging about 80 presentations per year. i learned a long time ago that you always give three speeches, or you give three presentations or give three meetings:<\/p>\n

                      \n
                    1. the one you intend on giving<\/li>\n
                    2. the one you actually give<\/li>\n
                    3. the one you should have given, that you give to yourself on the way home<\/li>\n<\/ol>\n

                      your meetings, presentations or speeches will never be right. get over yourself and go do some!<\/p>\n","protected":false},"excerpt":{"rendered":"

                      plus tips on objections and presenting.<\/strong>
                      \nby rob nixon<\/em><\/p>\n","protected":false},"author":1840,"featured_media":49750,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"","_relevanssi_noindex_reason":"","footnotes":""},"categories":[1363,2254,3120],"tags":[],"class_list":["post-53690","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-featured","category-growth","category-pro-member-exclusive"],"acf":[],"yoast_head":"\n'great questions' of a sales meeting - 卡塔尔世界杯常规比赛时间<\/title>\n<meta name=\"description\" content=\"actionable intelligence for tax, accounting, and financial professionals\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"\/\/www.g005e.com\/2018\/03\/20\/great-questions-sales-meeting\/\" \/>\n<meta property=\"og:locale\" content=\"en_us\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"'great questions' of a sales meeting - 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