Archive for the 'Sales Questions' Category

Feb 11th 2009 9 Questions to Ask Before Presenting

  1. How does this individual perceive the problem I intend to solve?
  2. What is the pithy summary of my idea that will appeal to this person?
  3. What roles does this person play in the decision-making process?
  4. What is my goal for this encounter?
  5. What is the basis for my credibility with this person?
  6. Will my idea conflict with any of this person’s beliefs?
  7. How might my idea conflict with this person’s interests?
  8. Can I leave the relationship better than I found it?
  9. What kind of public commitment from this person would best build momentum?

Source: 9 Questions to Ask Before Presenting by Geoffrey James | BNET, February 10, 2009

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Jun 17th 2008 World’s Best Sales Questions

  • What can you tell me about your organization… and yourself?
  • What do you like about what you’re currently doing?
  • What don’t you like about your current situation?
  • What would you like to be enhanced or improved?
  • What can you tell me about your priorities?
  • What prompted you to start this project now?
  • What can you tell me about your decision-making process?
  • How do you handle budget considerations?
  • What other options are you looking at?
  • What can you tell me about the people involved in the process?
  • What obstacles are in the way of moving this forward?
  • How will you be evaluating different options?
  • How will the funding for the project be justified?
  • How much support does this have at the executive level?

Source: World’s Best Sales Questions by Geoffrey James and Barry Rhein | BNET

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Nov 1st 2007 Sales Presentation Questions

  • What percentage of your sales presentation/proposal is devoted to describing your company and your solution?
  • What percentage of your sales presentation/proposal is devoted to describing your customer’s business, their problems and objectives?
  • How well do customers understand their own problems?
  • How much of your presentation is focused on persuading and convincing?
  • How well can your customers connect your solutions to their business situation?

Source:
The Presentation Trap: Why Making Presentations Can Cost You the Sale
by Jeff Thull
The CEO Refresher, October 2006

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Oct 30th 2007 Questions for Sales Managers

  • Do you know who your most profitable customers are and why? Or who the most valuable prospects are? Does your sales team spend the majority of their time focused on the highest value targets?
  • Is your value proposition compelling and relevant for the highest-value segments?
  • Do you tailor your selling approach and offering only by customer size and geography, or also by customer value?
  • Is your sales force coverage model organized to fully leverage your offerings?
  • Do you have the right people with the right skills to deliver your value proposition?
  • Are you maximizing the time that your sales force spends selling versus the time it spends doing administrative tasks?
  • Are your sales training sessions built around improving results? Does the sales force find them relevant?
  • Does your sales force have the tools it needs to drive revenue and profit growth?
  • Do your compensation system and evaluation metrics encourage behavior that is focused on value growth, not just on revenue growth?

Source:
Selling for Profit: Redesigning the sales effort to jumpstart growth
by Mike Weissel
Mercer Management Journal, Issue 15

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Oct 29th 2007 Qualifying Prospects

Who?
A few excellent “who” questions you might consider using in order to convert “suspects” into highly qualified prospects are:

  • Who has the most obvious need for your products or services?
  • Who are the ideal prospects? Don’t limit yourself to existing customers.
  • Who has the money to buy your products or services immediately?
  • Who has the most urgent need to buy your products?
  • Who has influence on the prospects you are able to identify?

Where?
By asking enough “where” questions, you should be able to qualify prospects beyond your current client list.

  • Where do your ideal prospects live, work, socialize, worship or play?
  • Where can you find useful mailing lists of people who fit your ideal prospect profile?
  • Where can you find directories from which you can form your own lists?
  • Where could you go to contact new prospects?

Why?
By using the “why” questions, you can set up priorities so as not to waste your time in qualifying prospects.

  • Why would the prospect be likely to buy your product or service?
  • Why would the prospect resist buying your product or service?
  • Why might this time be good (or bad) to approach the prospect?
  • Why would this person be likely to set up an appointment with you?

What?
These questions, if properly used can boost your qualifying average.

  • What will the prospect find most beneficial about your product or service?
  • What information could you present, or what questions could you ask would most likely get the prospect to talk about his needs?
  • What more do you need to know about the prospect?
  • What information should you gather about the prospect before you meet with him?
  • What is the single biggest problem the prospect has?

When?
This question is about timing. Don’t try to set up an appointment for your convenience.

  • When is the best time to contact a prospect? An important hint, if he or she is a busy executive, is never on a Monday morning!
  • When is the most productive time from the prospect’s viewpoint?
  • When is the prospect most likely to give you the time you need?
  • When should you contact the prospect again if your first efforts were not successful?

How?
You will not be able to ask many meaningful “How?” questions if you have not fully explored the other five.

  • How can you be sure that you are doing a good enough job of follow-up prospecting? (Look at the Who? questions again.)
  • How can you use your prospecting time more productively? (The “Where?” questions can help you here.)
  • How can you sharpen your prospecting and qualifying skills? (Hint: Search for creative ways to put your products and services to good use. Look at the “Why?” questions.)
  • How can you best approach your prospects? (Think about the “What?” questions. What will they want to hear?)
  • How can you make more time for meaningful prospecting and qualifying the leads you generate? (The “When?” questions will give you a good indication of effective time management.)

Source:
How to Qualify Leads and Prospects
by Felice Philip Verrecchia
Edward Lowe Foundation

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Oct 28th 2007 Preventing Decision Mistakes

  • What types of mistakes do customers tend to make while making this kind of decision? Make sure the decision process avoids these mistakes.
  • What do customers most frequently overlook or not consider? Make sure the decision process brings these elements into consideration.
  • What are the most difficult things for a customer to understand? Determine ways to communicate these elements precisely.
  • What must a customer understand to reach a fully informed decision? Make sure the decision process brings these to the customer in an orderly fashion.
  • What level of professional education or experience is required to understand each specialty area of the decision? Make sure that you engage in the decision process those people who have the required experience or professional background.

Source:
The Decision to Buy
by Jeff Thull
MarketingProfs.com, April 18, 2006

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Oct 26th 2007 Does Your Sales Team Measure Up?

Here are six of the most important criteria you can use to evaluate your sales effectiveness.
Does my sales team

  1. Consistently meet or exceed revenue and margin goals?
  2. Focus on selling the company’s existing products and services and minimize one-offs?
  3. Enter accurate and timely sales data into the company’s SFA/CRM systems?
  4. Know the competition in-depth and how to differentiate our company and its products and/or services from others?
  5. Involve senior management to help close important new business?
  6. Only pursue the business they can win?

Source:
Kiss Theory Good Bye
by Bob Prosen
Gold Pen Publishing, 2006

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Oct 25th 2007 Demand Generation Diagnostic

Defining the Opportunity

  1. How do you determine acquisition cost objectives for your sales and marketing activities?
    • We have a clear understanding of the lifetime value of our customers derived from historical data. Based on the LTV, we use financial models to create an acquisition cost target that will generate acceptable profit.
    • We have an intuitive idea of the acceptable acquisition cost range.
    • We do not have an acquisition cost target.
  2. How tailored are your product offerings to each market segment you target?
    • We have established market research and customer feedback programs in place to help us tailor our product offerings to the unique needs of each segment.
    • We only target market segments that want our core product.
    • We do not have a formal market segmentation plan.

Refining Target Customers

  1. What is your process for refining your target market?
    • We formally refine our target market every quarter to align with organizational goals based on historical financials, current sales funnel analysis and marketing program effectiveness, industry research, and customer feedback. 
    • We formally refine our target once or twice a year, using historical financials and industry research.
    • We informally refine our target market periodically based on anecdotal feedback.
  2. What are your methods for soliciting customer feedback? (Check all that apply)
    • Regular customer satisfaction surveys
    • Periodic in-depth customer interviews
    • Short customer surveys on our Web site
    • Organized customer advisory panels
    • Formal feedback forum for “customer-facing” staff members
    • Informal customer feedback from sales reps 

Generating Leads

  1. How do you set lead generation objectives for your marketing programs?
    • Based on extensive historical data and sales experience, we have defined a specific, numerical target for the number of leads we must generate to meet sales conversion and revenue goals. 
    • We do not have final target numbers set because our product is new to market and we only have limited historical market data.
    • We have a lead generation target number, but it is not derived from the number of closes we need.
    • We are basically trying to get as many leads as we can.
  2. How do you integrate your brand building and direct response programs to support your company?s sales goals?
    • We coordinate all communication efforts to build our brand at every touch point and provide recipients with an appropriate opportunity to respond and develop their relationship with us. Each activity has a defined role and measurable objectives tied to our financial plan.
    • We separate our communications activities into brand-building and response generation. We establish goals around our response generation programs to support sales.
    • We do not have integrated brand-building and direct response programs that are tied to sales goals.
  3. To what extent do you coordinate prospect communication?
    • We coordinate prospect communication by doing the following:
      1. Developing a core message proposition and customizing messaging by target segment and the customer’s phase in the sales cycle.
      2. Communicating a common campaign theme across all communication tactics–direct mail, advertising, email, phone scripts, web site landing pages, trade shows, etc.
      3. Employing an explicit contact sequence (e.g. direct mail, email, web, trade show, and then phone) and setting a logical time frame within which integrated prospect touches take place.
    • We implement some coordination by:
      1. Communicating a common campaign theme across most of our communication tactics- e.g. direct mail, web site, trade shows, etc.
      2. Scheduling a sequence of touches surrounding a product launch or key event (e.g. direct mail, email, trade show, and then phone).
    • We keep messaging consistent across activities, but we do not have an integrated communication strategy.
  4. How do you develop your prospect database? (Check all that apply)
    • Signing up prospects on our Web site through contact forms or online transactions
    • Using specific offers or value-added content on our Web site to encourage prospects to enter contact information
    • Immediately entering new contacts into a contact database after networking events and trade shows.
    • Using offers in email solicitations designed to capture prospect email addresses.
    • Supplementing outside lists with cost-effective contact verification methods.
    • Our sales reps enter prospect info into the database as they acquire it.

Developing Sales

  1. How do you deal with prospects and customers at different stages in the purchase cycle?
    • We have explicitly mapped out detailed sales processes for managing the pipeline and generating regular reports and methods for handling the following profiles:
      1. New inbound leads
      2. Hot leads, warm leads and cold leads
      3. Active customers (segmented by revenue potential)
      4. Inactive customers (segmented by revenue potential) 
    • We have ways of handling prospects and customers in distinct ways, but that’s about it.
    • We let the sales force handle opportunities however they want.
  2. Where do you store your customer data?
    • All of our customer data is available as one “virtual” database for use by sales, marketing, finance, and support departments.
    • We have separate customer databases managed by each functional department.
    • Each sales rep keeps his/her customer information in a private data file.

Determining Sales and Marketing Effectiveness

  1. How does your sales force provide feedback to your marketing department?
    • We have a well-defined feedback system that integrates sales feedback early into the process of developing marketing programs. Our sales reps test marketing messages and price sensitivity during client meetings and formally report the findings to marketing.
    • Our sales reps informally let marketing know if they learn something interesting about price or message in client interactions.
    • There is very little communication between sales and marketing.
  2. How do you track the success of lead generation programs?
    • We have a structured lead model with a comprehensive lead capturing process to track from initial contact to close by:
    • Assigning a source (advertising, direct mail, Internet marketing, telemarketing, etc.) to each inbound lead.
    • Using technology platforms to capture and track what percentage of leads from each source actually purchase our product and to determine sales and marketing program effectiveness.
    • We manually track the number of leads that come in from certain marketing activities, but we do not associate EVERY lead that comes with a lead generation source.
    • We track the number of leads generated by each marketing activity, but we are not able to carry our analysis through to closes.
    • We do not track number of leads generated by specific marketing activities.
  3. To what extent do you measure the effectiveness of marketing activities?
    • We have implemented an ongoing process into every marketing effort to measure the results of each individual sales and marketing activity (including advertising, PR, web site, email, events, & sales force activities). We enhance the next campaign iteration/program touch based on previous learning and quantitative and qualitative results generated.
    • We measure the results of sales force activities and some marketing activities. We do not measure the results of each individual marketing effort.
    • We only measure the results of our sales force activities.

Source:
nFusion Demand Generation Diagnostic Tool
nFusion

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Oct 23rd 2007 4 Basic Sales Questions

  • Who am I selling to today?
  • Why are they buying anything?
  • What do I have to sell them?
  • Why should they buy from me?

Source:
A New Marketing Bill of Materials
by Tim Riesterer
MarketingProfs.com, September 9, 2003

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Dec 17th 2006 Salesforce Management Questions

  • Have you established a program that will recruit the people you want rather than carbon copies of the people you have?
  • Do you have experienced reps on the frontline and change agents at the top?
  • Is your sales compensation system congruent with your enterprise’s economics?
  • Do you review sales force size regularly, particularly with regard to whether the force is flexible enough to handle channel shifts, market changes, and new product launches?
  • Can you account for your salespeople’s time, and is it consistently used for high-value tasks?
  • Do your sales reps understand how their customers define value, and are they delivering it?
  • Does your sales force have all the technology it needs for maintaining efficiency and effectiveness?
  • Are your salespeople sufficiently integrated into your organization, and do they get the respect they deserve?

Source: Fixing the Fatal Flaws of Your Sales Force / Simon Goodall, Katrina Helmkamp, Michael Zinser / Boston Consulting Group (BCG), August 15, 2003

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