As an advisor, there is nothing more cringe-worthy to me than hearing a sales team discuss how their proposal is supposed to win a piece of business. “We need to blow them away.” Agreed, but if we are relying on the proposal – have we done everything we should have done to develop the opportunity? Are you really going to stake your business on a proposal? It needs to be said that what follows are ideas about what to do after you have failed to properly develop the opportunity and succumbed to using a proposal to do your marketing. However, I know reality is that sometimes the opportunity gets wiggly and a proposal seems like the only way to settle things down. Before You Send a Proposal as a Last Resort: If the opportunity in front of you is dependent on what’s in the proposal you are about to send, and you are not CONFIDENT that you have already won the business, then STOP. Here are five TEN things you can do right now to reduce your risk of failure on your next big proposal: With so many great options – why send a proposal that doesn’t guarantee the win? Change […]
The sales meeting started like this, “We aren’t going to make our sales goal because we lost this big job. How are we going to make up the shortfall?” My questions were, “What changed? You did not have this revenue before; you still don’t have this revenue.” And, “Were you going to stop selling because you won this project? Isn’t there other revenue in play?” A quick review of the pipeline told the story. About fifty organic leads a year generated 25 prospects, which turned into 12-14 proposal opportunities. The 80% close rate earned the 10 or so new clients they needed a year. So why did one lost proposal mean so much? Do the Math Think about your business. Let’s assume you want to win ten projects a year. How many do you need to quote on? If your close rate is 20%, you need to write 50 quotes. You will lose 40. Do you have 40 lose-able quotes per year? If you want to write 50 quotes, how many opportunities do you need to process? If your conversion rate from opportunity to quote is 20%, then you need 250 opportunities. Do you have anywhere near this number? If […]
Tom examines what these objections really are and how to overcome them.
There is a reason that automobiles have a reverse gear. Sometimes you have moved as far forward as you can and in order to get anywhere you need to change your path. However, for some reason many sales representatives only have a forward gear. They move along a trajectory until they meet a seemingly immovable object, the client objection. An objection is a question, exclamation, protest, challenge, complaint, or correction posed by one of the negotiating parties.
The TV series Mad Men is about people in the advertising business in the 1960’s, and the main character Don Draper drinks a lot and makes bad personal decisions. The show often uses real ad campaigns from the period and fictionalizes the pitches made to buyers. That alone is enough for me to watch. But what really intrigues me is Don Draper’s Four Rules of Selling. In the story, they work – as you would expect. Well, most of the time. Do they apply to real life? I wonder.
One of the key concerns of the sales team I advise is the increase in projects requiring multiple bidders. As a result, the cost of customer acquisition is on the rise. We all talk about the commoditization of products and even services, but I think we should also focus on the commoditization of the proposal itself. I am not going to suggest that you charge for proposals – I think that is still a non-starter! However, rather than give quotes away – often indiscriminately writing one for any opportunity – sales representatives should emphasize the scarcity of their proposals.
What do you really know about a potential buyer? Does your qualification process only consider the types of projects and revenue? What happens if you fail to pick up on the customer’s buying style? Even a project that seems a perfect fit may be managed by a buyer whose priorities don’t match what you offer. If your product or service is tooled for high levels of service and customized solutions, then a steady stream of price shoppers will suck your resources up and drive your margins down. Likewise, if your value is derived from depth of resources and simplified options, you won’t line up well with buyers that want to control the process and customize the solutions. The more time you waste on mis-matched opportunities, the lower your margins. It gets worse. On the occasions that you do wrangle a well-suited customer to the negotiating table, will your fear of losing the order drive your price down unnecessarily? There’s a better way to qualify opportunities. Pay attention to the clues and you will derive the customer’s buying style and assess how it will apply to this particular project. There are three primary buying styles, but most customers have a secondary […]
Tom shares three steps that will turn your Request For Proposal responses into high value sales.
There was a time when I would have celebrated with you that your best prospect had just sent in an RFP (request for proposal). Now when I hear those fateful words, I shake my head and wonder what went wrong? By the time the customer has formed an RFP, most of the value in the project has evaporated. That’s why RFPs exist – they are to ensure that the customer doesn’t pay more for something than they feel it is worth. However, the amount of profit that someone is willing to let you earn is based on their perception of value, risk, and reward. Not yours. There is substantial additional value in your intellectual property, expertise, and innovation. An RFP assumes that these intangible contributions are value-added (read: free). How did the customer come to all these unfounded conclusions? Simple. You never gave them any reason to expect differently. Here is what is supposed to happen: You identify your target customer. Then you tailor your message to speak their language and establish you as an expert in your field (marketing). Next you seek out these targeted prospects (lead generation) and engage them in an intelligent conversation about their needs, pains, and intended outcomes (business development). If […]
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