QBS

Question Based Selling --- Summary ---
Question Based Selling (QBS)
QBS Strategy
Mismatching : is more of an instinctive defense mechanism than an intuitive response The Herd Theory : Gold Medals & German Shepherds : Fueling the sales process (Needs of Urgency) :
Mismatching - Types
1.
The Contradiction
Example : The ceilings in this house are very tall Contra : Actually, the ceilings in this home are typical for houses in this part of the city
2.
The Unnecessary Clarification

Example : Our old system has consistently been out of service for approximately one hour per day to replicate files. This is unacceptable. We would like to find a way to reduce our systems downtime to no more than fifteen minutes. Can you help us? Contra : Actually, we reviewed your system logs and your downtime for replication is only 55 minutes per day.
3.
One-Upsmanship
Example : Im better than you Contra : If you think your proposal is aggressive, you should see the discount of your competitor!
4.
The Dreaded I know

Example : Ive heard the county commission is considering a tax reduction for commercial property in North Fulton Contra : I know. I heard that last week
Mismatching 5 Strategies
1.
Ask More Questions & Make Fewer Statements

Example : Is it supposed to be nice this weekend?
2.
Credibility reduces the Prospects need to resist

Credibility reduces the prospects need to mismatch, because they start to feel comfortable with you
3.

Curiosity neutralizes the Mismatching Reflex

Curiosity causes Prospects to physically lean into the conversation when they ask question to satisfy their curiosity, they are requesting for help It is impossible to ask for your help and push you away at the same time
4.
Reversing the Positive

Example :
Did I catch you at a bad time? Am I interrupting? Is next week too soon for a presentation?
5.

Momentum helps reduce the Mismatching Instinct

Individual references are easily mismatched Using the Herd Theory as a momentum play
The Herd Theory
Would you like to know why (List of all companies) are already using our product?
Would you like to know why (List of Newspaper and Magazine) have all featured articles about the success of our newly announced product?
Training : Popcorn Credibility Take out a piece of paper & physically create several different herd lists Categorizing reference names by industry, size or how long they have been customers Each day : practice naming the references

By category & make it a point to learn a few specific data points about each member of your herd. Rattling of the reference name by geographic location or in alphabetical order
Gold Medals & German Sheperds
Mr Prospect, our reliability features will increase your productivity (Gold Medal) and reduce all those pesky interruptions that would otherwise handcuff your business (German Sheperd) Performance is also an advantage for two reasons. Because our systems use advanced technology, you can access more information that ever before (Gold Medal) without any risk of overloading the system with excess network traffic (German Sheperd)
6

Gold Medals
German Sheperds without :
More Reliable Cost Effective Less Overhead Easier to Use Easy to Manage Upgradable Proven Solution Performance (processing speed)
Hidden expenses High maintenance cost Low return on invesments

Product
Volvo Automobiles
Gold Medals
Efficient and stylish
German Sheperds
Safe to protect family
Tandem Computers
Microsoft Johnsons Baby Shampoo Miller Lite Beer Fram Oil Filters Life Insurance Diet Food Products Organic Detergents
Maximum performance
Technology leadership Gentle on the hair Tastes great Smoother running engine Retirement savings High in taste Natural cleaning agents
Eliminates downtime
Fewer integration issues No more tears Less filling Prevents costly repairs Financial protection Low in Fat Protect the environment
Weight Loss Programs
Look and feel better

Lose those ugly pounds

8
Fueling the Sales Process
Identifying needs is fundamental to any successful formula in selling Prospects, who dont recognize their own needs, wont recognize the value of offered products or service !! Transforming latent needs into active needs will escalate the prospects sense of urgency for finding a solution, which in turn, increases the probability of making a successful sale Urgency
Probability of Sale
sells !
Latent Needs
(Ignorance)
Active Needs
(Pain and Desire)
Active Needs : occur, when prospects recognize that they are no longer satisfied with the status quo Latent Needs : exist, when prospects fail to recognize that they are no longer satisfied with the status quo
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Conversational Layering
Curiosity
The QBS Sales Forum

Credibility
Expand Relationship
Needs Development
Qualify
Present Solutions
Commitment
10
The QBS Sales Forum
Their Needs
Productive Sales Forum
What Makes Prospects want to engage?
Your Value
Curiosity :
creates the Spark of Interest that makes prospects want to know more about the solution being offered
&
is the KEY that unlocks the rest of the sales process
11
How to increase Curiosity?
Questions Creating an associative Reference
Hi Greg, this is Tom Freese with XYZ Corporation. I just got off the phone with Doris in Purchasing... and I have a question. If you would, could you please call me back at.... Ill be in my office today until around 15:45 oclock
Sending Intriguing Email Messages
To : alget@largecorporation.com From : tfreese@QBSresearch.com Date : May 23, 2010 Subject : What would happen if ....? Subject Phrases : Two Questions... On second thought.... Wanted to ask a favor.... Would like your opinion about.... Per George Thompson.....
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How to increase the Curiosity
Questions :

Can I ask you a questions? Can I ask a couple specifics about your current .... environment? Would you like to hear some feedback?
Offer a suggestion :
Voice message :
Hi Susan, this is (your name & affiliation). I was hoping to catch you for a minute because I have a question.... that only you can answer. If you could please call me back, Ill be in the office this afternoon until around 16:30 oclock
Susan, how do you feel about ...... ? What is your opinion on ........?
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Establishing Credibility in the Sale

Curiosity
The QBS Sales Forum

Credibility
Expand Relationship
Needs Development
Qualify
Present Solutions
Commitment
14
Establishing Credibility in the Sale 3 Ways
One best way : to leverage existing relationships together with :

1. Managing the Scope of Questions 2. Escalating the Focus of Questions 3. Neutralize the Disposition of Questions
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(1) Managing the Scope of Questions [1]

- Establishing Credibility in the Sale

Narrowing Scope for Maximum Credibility Ask a Series of Diagnostic Questions

Start with Can I ask you a question? then move to:
Seller : How many file servers do you currently have installed?
Prospect : We have 22 servers downtown and 7 in the annex.
Seller : Is your network topoloy Ethernet or Token Ring?

Prospect : Ethernet
Seller : Are you using Microsoft NT or Novell?

Prospect : Microsoft.
Seller : Version 3.X or 4.X?

Prospect : We just upgraded to release 4.0
Seller : How many network segments do you currently support?

Prospect : Two per Server for a total of 58.
Seller : And how many users?

Prospect : We currently have 550 users...... but we are growing rapidly.
Prospects will automatically perceive a higher level of competence, credibility and value, if you demonstrate an ability to ask intelligent and relevant questions
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Narrowing Scope for Maximum Credibility

Use Diagnostic Questions to Open Presentation

How many people in the audience call on new prospect? Raise your hand, if you leave lots of voice mail messages Keep your hand up, if its tough to get prospects to call back Do you find that its difficult to get to the right person?
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Characteristic of a Diagnostic Question

1. 2. 3. 4. Start with the Bigger Picture Offer Prospects a Choice Variety Is the Spice of Life To be perceived as an Expert, Ask Expert Questions 5. Be Careful Not to Qualify too Early 6. Broaden the Scope to Expand Relationships
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(2) Escalating the Focus of Questions [ 1 ]

Strategic Questioning is a Process

Emotional
Questions are asked to uncover :

The Status of the Opportunity An Issue the Prospect may have The Implications of that specific issues Wether a Potential Solution provides Value
The Value Line
Types of Questions :

Mutual Value
Status Questions Issue Questions Implication Questions Solution Questions
Analytical
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(1) Status Questions :

Typical starting point in most sales conversation Diagnostic Question : status question that probed for specific pieces of information about the status of an opportunity Example of Selling Superservers :
1. 2. 3. 4. 5. 6. How many file servers do you currently have installd? Is your network topology Ethernet or Token Ring? Are you using Microsoft NT or Novell? Version 3.X or 4.X? How many network segments do you support? And how many users?
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(2) Issue Questions :
Broader in scope Purpose : get prospect to identify potential issues, problems, concerns and desire + why those issues are important
Example of Issue Questions :

Whats the most significant business issue you currently face? What would you like to accomplish with this type of product? To what extent is growth a factor in your business? What other challenges do you foresee?
To What Extent Is ____________ Important?
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(2) Escalating the Focus of Questions [4]

(3) Implication Questions :
Designed to get prospects think about the implication of an issue to justify the decision Example of Implication Questions :
What would happen if your computer system went down and was unavailable for an entire day? Have you ever calculated how much money every hour of unscheduled downtime is costing your company? How does management feel about recent system problems? How does system downtime affect your customers? What would happen if your data was lost completely?
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Issue and Implication Questions together:
To uncover the first issue, simply ask :

To what extent is (Issue 1) important?
When its time to move on to the next issue, simply ask :

What about (Issue 2)? To what extent is (Issue 2) important to your business?
Use Global Questions to Develop the Need

Examples :

How do you mean? What happened next? Like what?
- What else? - And then what? - How does that work?

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Issue and Implication Questions together:
Use Global Questions to Develop the Need

Examples : the issue Security
Seller : To what extent is security important to your business? Prospects : Security is very important. Seller : How do you mean?
Focus on Your Areas of Strength

Use strategic questions to uncover prospects needs Focus the conversation on those areas, where you provide the most value
if the competitive advantage is quality, you will want to find out to what extend quality is important to the prospect.
if the competitive advantage is cost effective solution, you will want to find out to what extend the prospect is interested in saving money.
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(4) Solution Questions :
Are valuable closing tools How to change the focus of sales conversations from a discussion of issues and problems to a discussion about the benefits that will come from having the right solution Helps balance sales conversation : On one hand, we want to increase the prospects sense of urgency (using implication questions), on the other hand we dont want prospects to feel so overwhelmed by the magnitude of a problem that they divert their attention elsewhere. Instead, we want them to be excited about solving the problem! (here is the use of solution questions)
Example : Mr. Jenkins, if I could show you how to solve each of the issues we just discussed, would you be willing to take the next step?
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(4) Solution Questions :
Make the next step Their Idea How can we make prospects curious? By asking Solution Questions that give prospects a glimps of value for how they can improve their existing condition Another Opportunity to Be Creative

Mr. Prospect, in your mind, what would the ideal solution to this problem look like? If money was no object in your decision, what would you do to solve this problem? One Caution : be careful not to ask Solution Questions too early in the needs development process !! Solution Questions end the discovery process because they dangle your potential solutions out infront of a prospective buyer asking : Would you like to know how our products or service can add value?
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(3) Neutralize the Disposition of Questions [1]

Difficulties in customers feedback : Soliciting Open, Honest and Accurate Information Neutralize the Disposition of Questions :
Wrong : Mr. Prospect, are we still in good shape to complete this deal by the end of the month? Biased with a certain positive hopefulness Right : Are we still in good shape to complete this deal by the end of the month, or do you think something might cause it to be delayed? invite the prospect to share the whole story
Neutral Questions :
Not hopeful in their delivery, nor do they urge a more positive response Designed to solicit open, honest and accurate feedback by making people comfortable enough to share their thoughts, feelings and concerns
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Neutral Questions :
(1). Introducing the Negative Add or no at the end of question : e.g. Mr. Prospect, would it be possible to meet later this week.... or no? The only way to know exactly, where you stand is to have a complete and accurate status and neutralizing the disposition of your questions does guarantee more open, honest and accurate information (2). The Emotional Rescue What happens if you neutralize the disposition of your questions?
First : If there are any problems brewing, you will find out about them Second : If theres good news, prospect will not only share the good news, they will be emphatically positive
Inserting the negative into your sales questions causes positive responses from prospects to become emphatically more positive
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Neutral Questions :
An Assertion that precedes a statement or question for the purpose of injecting humility and procuring a more productive response
Examples :
Im not sure how to ask this, but.... Without being too forward, can I ask about..... At the risk of getting myself in trouble, would you mind if .... I dont want to ask the wrong thing, but....:
(3). Humbling Disclaimers
(4). Asking the Hard Questions
If you are nearing the end of the sales process to know exactly, where an opportunity stands
Is it a fair question to ask your impression? Mr. Prospect, are we at risk of losing this business? If you were the sales person on this account, what would you be doing differently?
Its an opportunity to make a conscious decision about how best to proceed, either by addressing the outstanding issues, or cutting your losses and real locating your selling resources elsewhere
Something is holding you back, isnt it? Is it just me, or is something bothering you about this proposal? What other concerns do you have?
Adding the negative to smoke out any issues or objections that are preventing an opportunity from moving forward. Negative Dispositioning allows Salespeople to be very direct without being overly aggressive
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Neutral Questions :
(5). Ask Prospects to Predict the Outcome of the Sale

You invite the prospects to become part of the process by helping to accurately assess the status of an opportunity
Mr. Prospect, my boss keeps asking when this sale is going to close. Id much rather be accurate than optimistic, so should I tell him that we are in good shape to complete this deal by the end of the month, or should I tell him not to get his hopes up? Realistically, what are the chances your management will approve this deal before year-end? If you were a betting man, would you say this deal is getting ready to close, or would you say were at risk?
(6). Good for Building Champions
Ask some tough questions to people, who like your solution, to see their respond to tell you how much additional coaching they need
What will you do, if your boss says the price is too high? What if someone on the committee wants to delay the project? What if they ask about different maintenance options?
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Conversational Layering
Curiosity
The QBS Sales Forum

Credibility
Expand Relationship
Needs Development
Qualify
Present Solutions
Commitment
31
5 QBS Method to increase Curiosity
Provocative Questions... and Statement

How the most powerful tool in business can double your sales results
Partial Information
Mr. Prospect, my engineer ran a series of tests on your internal systems over the last several days and he thinks you are about to have a serious customer service problem Mr. Prospect, several weeks ago we submitted a proposal for your upcoming project. If our management was able to offer you an incentive to close this deal by the end of the year, would you want to sit down and work through the details of a purchase?
Glimpses of Value
Mr. Prospect, if our product increased your companys productivity by 40 to 60 percent, would you want to see a demonstration? With one small change in strategy, we think you could dramatically improve your return on investment. Would you like me to show you how? Other customers have saved lots of money by synchronizing their maintenance contracts. Would you like to know how much?
Newness and Exclusivity

Mr. Prospect, weve had 14 new announcements over the last 31/2 months, two of which would directly impact your business, and I wanted to see if it would make sense to bring you up to speed
Leveraging Momentum
Frankly, Mr. Prospect, we have figured out how to solve a series of very specific business problems that many customers in your industry currently face
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QBS Sales Process

1. Phase 1: Interest Generation Making prospect curious (Ch. 7) Establishing Credibility (Ch. 8) Uncovering needs for fueling sense of urgency (Ch. 5 & 9) Phase 2: Presentation Pivot point of sales process In corporate sales : usually accompanied by some degree of pomp and circumstance to make an impact to audience and to differentiate the message Possible : one-on-one presentation, e.g. Insurance sales Phase 3: Closing Steps Depends on opportunities :
Proof - references or testimonials Monetary aspects : financial projections for justifying the purchase
2.
Interest Generation
Presentation Closing Steps
3.
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Turn Cold Call into Lukewarm Call
Stage I Introduction
Stage II Discovery
Stage III Value Proposition
Stage IV Close on Next Steps
The 4 Stages of a Lukewarm Sales Call
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Stage 1 : Introduction
Stage I
Introduction
Stage II
Discovery
Stage III
Value Proposition
Stage IV
Close on Next Steps
3 Sub-Steps :
Identify Yourself and Your Company
Example : Hello Mr. Prospect, my name is Jane Whitman and Im with Pharmacom Products Corporation.
1. 2.
Associate to Create a Sense of Familiarity

Personal Endorsements
X : Hi Steve, this is Chip Graddy of NML. Did Fred Tompkins let you know Id be calling? Y : I think he mentioned it X : Fred is a good friend of mine, and hes also a client. He speaks very highly of you and suggested that you would be a great person for me to get to know. Do you have a few minutes?
Associative References
Hi, Ms. Prospect. My name is Don Smith, and Im with XYZ Company, the leading provider of office automation systems in Dallas. Ms. Prospect, I just got off the phone with Doris in purchasing.... and I have a question. Do you have a minute?
Herd Momentum
Our products are currently being used by companies like Delta Airlines, IBM, General Motors, Lanier Worldwide, Lockheed, Citicorp, Coca-cola, and the federal government just to name a few. On May 17, we are hosting a seminar to demonstrate how we have already helped many other customers solve some of the same issues that you currently face.
Glimpses of Value
Would you like to know how to significantly reduce your cost of goods sold with one simple change in strategy? If we could increase your revenue by 45%, would you be interested in hearing more about our new products?
3.
The Transition into Stage II (Discovery)
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Stage 1 : Introduction
Stage I
Introduction
Stage II
Discovery
Stage III
Value Proposition
Stage IV
Close on Next Steps
1. 2. 3.
3 Sub-Steps : Identify Yourself and Your Company Associate to Create a Sense of Familiarity The Transition into Stage II (Discovery)
Recommendation : putting yourself in a position that earns you the right to engage further and uncover the prospects needs in Stage II by asking 1 of 2 questions :
Question 1: After you have identified yourself and your company, and you have communicated your reason for calling, simply ask, Are you the right person to talk with about....? If the person is not the right person, this gives terrific opportunity to leverage a new associative reference by saying : Hi, Mr. Prospect, I just get off the phone with Joe Sandler in the Minneapolis office and he said you would be the right person to talk with about....... Do you have a minute? Question 2 : How familiar are your with ABC company? Alternative Question to Q2) : Can I ask you a question?
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Stage 2 : Discovery
Stage I
Introduction
Stage II
Discovery
Stage III
Value Proposition
Stage IV
Close on Next Steps
1. Narrow the Scope for Credibility
Q1 : Is your current I/S environment centralized or distributed? Q2 : Is your network operating system Microsoft or Novell? Q3 : Are you using version 3.X or 4.X? Q4 : How many end users do you support? Q5 : Do you develop your own SW or buy applications?
2. Broaden the Scope for Relationship 3. Transition into Stage III (Value Proposition)
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Stage 2 : Discovery
1. 2.
Stage I
Introduction
Stage II
Discovery
Stage III
Value Proposition
Stage IV
Close on Next Steps
Narrow the Scope for Credibility Broaden the Scope for Relationship
Escalate the Value of Your Questions
To what extent is __________ important?
Expand Responses with Global Questions

How do you mean? Like what? What happened next?
# What else? # And then what? # Why is that?
Clarifying Vague-O-Nyms
Prospect : We have recently experienced significant problems Seller : What kind of problems? What do you mean with significant? When did these problems occur? Seller : When you said you want your new computer system to be easily expandable, what did you mean?
3.
Transition into Stage III (Value Proposition)

Would it make sense for me to take a minute and bring you up to speed on our products?
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Stage 3 : Value Proposition

Stage I
Introduction
Stage II
Discovery
Stage III
Value Proposition
Stage IV
Close on Next Steps
1.
Provide a Thumbnail Sketch

Positioning value here is a balancing act : goal is to give buyers enough information to them excited about our solution, but also to leave some meat on the bone for further engagement
2.
Put Your Best Foot Forward

Goal of Stage III to match the value of your solutions to the needs you uncovered in Stage II
To position Gold Medals and German Shepherds to maximize the opportunity to motivate prospects To substantiate your claims of value in a more detailed presentation
3.
Another Opportunity to Leverage the Herd

Use the Herd Theory to leverage the Value Example : Mr. Prospect, you mentioned that you wanted to increase the efficiency of your business while reducing expenses. Im not surprised to hear you say that because thats what other customers like Exxon, IBM, BellSouth, Bank of America, Norfolk Southern, Ford Motor Company and Coca Cola are already doing.
39
Stage 4 : Close on Next Steps

Stage I
Introduction
Stage II
Discovery
Stage III
Value Proposition
Stage IV
Close on Next Steps
More than just scheduling additional events, its opportunity to manage your prospects expectations and expand the scope of engagement to include other people, who will play a role in the final decision. Example : Mr. Prospect, I can go on and on telling you about the value of our product..... but heres the problem. Theres no good way to show you how the product actually works over the telephone. Thats why, with most customers, we set up a meeting, demo or presentation, so you can understand how our product will address your specific issues. Would that be valuable? What if the Prospect Says YES? What if the Prospect Says NO?
40
Stage 4 : Close on Next Steps

Stage I
Introduction
Stage II
Discovery
Stage III
Value Proposition
Stage IV
Close on Next Steps
More than just scheduling additional events..... What if the Prospect Says YES? Ask Who Else Needs to be Involved
Who else needs to be involved?
Scheduling the Actual Event

Pick a date thats far away enough into the future to allow everyone to synchronize their calendars, but not so far off that prospects will say, Can you refresh my memory and tell me why we scheduled a meeting?
Offer a Range of Dates
What if the Prospect Says NO? Suggestion : look for a reason to reengage at some point in the future.
41
Interest Generation
Presentation Closing Steps
42
Control of Sales Process
By asking questions

To lead the sales process To soften sellers suggestions To know how to best to respond (if prospects ask a question)
Goal : each question should add value in the conversation by uncovering additional information or clarifying something thats already been said How to get information from prospects? Answer : Ask a question and stop to talk (silence)
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Knowing Whos Who in the Decision
Probe the responsible person : Are you the right person to talk with about....? Probe the multiple players : Who else needs to be involved? Probe the decision maker & executive sponsor : Who will ultimately sign off on the purchase? Probe the anti-champion : Is there anyone, who might oppose this proposal? Probe the internal champion : How do you feel about the proposal thats on the table? How would you handle this situation, if you were in my shoes?
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45
End
46
In sieben Schritten zu mehr Umsatz

1. Verkaufen ber Visionen Kein Kunde interessiert sich fr technische Details, die in Fachvokabular verpackt sind. Entscheider wollen vielmehr den Umsatz steigern, Arbeitsablufe effektiver gestalten, Kosten senken oder sich profilieren. 2. Verkaufen ber Emotionen Gefhle sind die Schnellstrae im Gehirn. Verknpft mit Bildern, Gerchen oder Erfahrungen lsst sich ein Produkt im Kopf verankern. Paradebeispiel ist Apple, das mit iPhone und iPad Lifestyle verkauft. Ein IT-Verkufer muss veranschaulichen, dass er mageschneiderte Lsungen anbietet und keine nackten Computer. 3. Der moralische Vorvertrag Frage den Interessenten, welches Produkt er zu welchem Preis wann geliefert haben mchte. Wiederhole seine Antwort und frage, wenn das erledigt ist: "Bekomme ich einen Probeauftrag?" Schreibe ihm ein Angebot, das wie eine Auftragsbesttigung wirkt. 4. Sprich die Sprache des Kunden Weg mit Standardangeboten. Wer Spezialsoftware verkaufen will, muss verstehen, wie die Kunden arbeiten, um ihre Anforderungen zu verstehen und ihre Prozesse zu beschleunigen. Fachchinesisch ist verboten. 5. Sage es durch Dritte Niemand glaubt Prospekten. Testberichte, eine Empfehlung seitens eines IT-Chefs, Auszeichnungen oder Zeitungsartikel erhhen das Vertrauen in ein Produkt, weil ein unabhngiger Dritter sein Urteil gefllt hat. Tipp: Statt eines Katalogs lesen Interessenten lieber ein Kundenmagazin. 6. Folgen des Nichtkaufens Wer kein Virenschutzprogramm installiert, riskiert Datenverluste. Wer die Festplatte nicht extern sichert, verliert im Katastrophenfall wichtige Daten. Es gilt die Konsequenzen deutlich zu machen, wenn der Kunde seine Chance nicht nutzt.
7. Fordere zum Handeln auf Der Kunde soll ein Muster bestellen, eine Probelieferung testen, ein Dokument herunterladen. Tritt dann mit ihm in den Dialog, der Weg ist gebahnt, weil der Kunde durch seine Aktion Interesse signalisiert.
Der Joker Werde Experte! Menschen wollen von Kennern versorgt werden. Diesen Status erreicht man, indem man lernt und sein Wissen teilt. Statt Marketing-Floskeln auf der Website besser inhaltliche Tipps geben - das strahlt Kompetenz aus. Sinnvoll kann es auch sein, ein Blog zu betreiben, Fachvortrge bei Unternehmerkongressen zu halten oder sich als Experte in der rtlichen Handwerkskammer und dem Branchenverband zu engagieren.
47

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Question Based Selling --- Summary ---

Question Based Selling (QBS)

Question Based Selling (QBS)

The Unnecessary Clarification

The Dreaded I know

Question Based Selling (QBS)

Ask More Questions & Make Fewer Statements

Credibility reduces the Prospects need to resist

Curiosity neutralizes the Mismatching Reflex

Reversing the Positive

Momentum helps reduce the Mismatching Instinct

Question Based Selling (QBS)

The Herd Theory

Question Based Selling (QBS)

Gold Medals & German Sheperds

Gold Medals & German Sheperds

German Sheperds without :

Hidden expenses High maintenance cost Low return on invesments

Question Based Selling (QBS)

Gold Medals & German Sheperds

Weight Loss Programs

Look and feel better

Lose those ugly pounds

Fueling the Sales Process

The QBS Sales Forum

The QBS Sales Forum

What Makes Prospects want to engage?

is the KEY that unlocks the rest of the sales process

Question Based Selling (QBS)

How to increase Curiosity?

Questions Creating an associative Reference

Sending Intriguing Email Messages

How to increase the Curiosity

Establishing Credibility in the Sale

The QBS Sales Forum

Establishing Credibility in the Sale 3 Ways

One best way : to leverage existing relationships together with :

Question Based Selling (QBS)

(1) Managing the Scope of Questions [1]

Narrowing Scope for Maximum Credibility Ask a Series of Diagnostic Questions

Seller : Is your network topoloy Ethernet or Token Ring?

Seller : Are you using Microsoft NT or Novell?

Seller : Version 3.X or 4.X?

Seller : How many network segments do you currently support?

Seller : And how many users?

Question Based Selling (QBS)

(1) Managing the Scope of Questions [2]

Narrowing Scope for Maximum Credibility

Question Based Selling (QBS)

(1) Managing the Scope of Questions [3]

Characteristic of a Diagnostic Question

Question Based Selling (QBS)

(2) Escalating the Focus of Questions [ 1 ]

Strategic Questioning is a Process

Questions are asked to uncover :

The Value Line

Status Questions Issue Questions Implication Questions Solution Questions

Question Based Selling (QBS)

(2) Escalating the Focus of Questions [ 2 ]

(1) Status Questions :

Question Based Selling (QBS)

(2) Escalating the Focus of Questions [ 3 ]

(2) Issue Questions :