Buyers Have No Urgency So We Have To Create It
Having a buying need and doing something about it can often be quite disparate ideas. There are many things we would all like to do in business to grow our companies. The constraints are usually money and people. The lack of resources holds us back and so we persevere, always hoping that somehow, we will be able to bridge that gap between where we are now and where we want to be.
At the CEO level, we are always focused on the strategy for the company and the future goals. This is something that occupies a lot of thinking time. Once you get below that level, the intensity drops off. The CFO is thinking about this quarter or this year. Worried about the finances, the cash flow, the ability to find the funds to invest, the analyst reports, etc.
If we are talking about line managers, they are concerned with meeting their targets and keeping their good people and getting rid of the not so good people. HR has a very curious take on all of this. Basically, they don’t care all that much. They have a functional role here in Japan and are the rule police. Sometimes they have to respond to internal demands and go and source resources in the form of people or training, but generally they are passive.
When the buyer is looking at the gap between where they are now and where they want to be and they judge it is pretty close, they don’t feel any urgency or need to buy. They will have certain drivers pushing them along in their role in the business, but this gap perception component is key in selling to buyers. If we can’t show that the opportunity cost of no action is too high, then they are not inspired to do anything. Doing nothing or doing what you have always done are the easiest decisions for any buyer.
They are always time poor and a purchase decision usually comes wrapped in other tasks that will need attention, as a consequence of making that buying decision. Not buying isn’t always about the money. Often it can be hesitancy around the Pandora’s Box of extra workload this buying decision will trigger. It could be the lack of resources to make the most of the benefits of the purchase and this is what is also holding them back.
We have to draw out the implications of taking no action, of doing nothing. When and how do we do that? In the questioning stage, we can draw attention to the size of the gap. Now if we say “that is a pretty big gap you have there and you should fix that”, they doubt us. We are salespeople, so the buyer is always mentally dismissing everything we say as fluffy sales talk. We need them to tell us the gap is big and needs attention. Also that it needs attention right now.
When we are discussing the Should Be question - where they want to be in the future we need to add a little question to this process. We ask where they want to be and then we follow up their answer by asking them, “What happens if you can’t get there fast enough?”. It is not useful to ask them what happens if they cannot get there, because as far as they are concerned, they can get there by themselves. No, instead we draw their attention to the speed factor. No one ever gets there as fast as they want, so it automatic opens up the idea of a gap that needs addressing. Also the current speed they are traveling at, will always be their maximum speed, so we are there to help them speed things up.
When we are asking about the Barrier Question along the lines of “if you know where you are now and you know where you want to be, why aren’t you there yet”, we have another chance to emphasise that they need our help to achieve their goals. We find out what is the obstacle holding them back and then we ask the gap widener - “What happens if you cannot clear that obstacle?” Again we are trying to demonstrate that maybe they cannot do it all by themselves or do it fast enough and they need us in that equation to make it work. When we ask about the personal payoff for them if we are successful, after their answer we need to get them to reflect on the downside for them personally if it doesn’t happen or happen fast enough. We ask, “so if the targets are not met, what does that mean for you personally?”. In Japan, buyers rarely ever attach any personal gain to success and will talk in general terms of the group. In this case, we need to reference what will it means to the team if the goals are not met? It is the same idea but just asked in a different way.
If we try to point out these aspects which won’t work we won’t be believed. We have to get them to tell us it won’t work, under their own steam, at the current pace, with the current resources and investment. Once we get them thinking about that gap we can start suggesting when we present the solution that we are the cure for all their ills. We have the ability to help them get where they want to be faster and more smoothly.