Does the customer ever openly express confusion about which option to go with (e.g., “We’re stuck between this option and that one“)?.Does the customer continue to press on differences between various packages and configurations (e.g., “Can you explain again the difference between…?“)?.Does the customer quickly point to options and configurations that they prefer or do they seem to want it all (e.g., “This all looks compelling to me“)?.When it comes to valuation problems, reps should ask themselves:.There are three sources of customer indecision: valuation problems, lack of information, and outcome uncertainty.To overcome the customer’s outcome uncertainty, high performers focus not on scaring the customer into buying but on coming up with creative solutions that limit downside risk (e.g., opt-outs, refund and change clauses, additional professional services support, contract carve-outs). (T)ake risk off the table.: When faced with customers who start to fret about outcome uncertainty - whether they will get the benefits they hope for - our data shows that average performers tend to counter this concern by directing the customers’ attention away from what they might lose by making the purchase and back toward what they stand to lose by not making the purchase.High performers limit the exploration by controlling the flow of information, anticipating needs and addressing unstated objections, and practicing radical candor when customers dig in and insist on superfluous amounts of information. (L)imiting the exploration: Where average performers see themselves as purveyors of information for customers - indulging every request they have for more information, be that an additional white paper, another demo, or one more reference call - high performers seem to know that no amount of additional information will ever satisfy the customer’s desire for more and that it is ultimately impossible for customers to consume all of the information out there to inform a purchase decision.Rather than asking confused customers what they want, they instead tell them what they should buy. High performers know that customers who are indecisive are looking for guidance, not more choice. (O)ffer your recommendation: The approach most salespeople take is to rely on needs diagnosis. ![]() Put another way, they qualify not just on ability to buy but also on ability to decide.
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