Would you like to grab a coffee some time to discuss how we might be able to help each other out?

No.

How about we meet up and we can talk about how we might be able to support your business?

No.

Could I schedule a short meeting with you where we can find out more about your business and see if some of our services might be valuable to you?

No.

Would you be open to a short meeting to explore your business challenges and how our solutions could help?

No, no, no.

Maybe I’m getting grumpier in my old age, but I just don’t want to meet people for sales meetings any more. Nor do I want to have a coffee with potential partners who might be able to work with me some indeterminate time down the line. Nor do I want to discuss who I know that might be helpful for your business and vice versa, thank you very much.

Now I might say yes to some of these out of politeness to someone I know or as a favour.

But I don’t really want to have these meetings.

Maybe you’re a bit like me too. I’m desperately short of time. And my business is doing very well – so I have no desperate issue to solve that will spur me to have a meeting with someone who could help.

I don’t want to have these meetings, because to be frank, I get no immediate value from them.

Telling you about my business so you can craft a solution to a problem I don’t think I have doesn’t do it for me. Nor does a plesant coffee where we discuss how we might help each other some time in the future.

I need value now. Instant gratification if you will.

If I’m going to give up my most precious and scarce asset, my time, then nowadays I’m only going to do it if I can see immediate benefit for me.

It doesn’t have to be money in my pocket right now. In fact, I’m even willing to pay to go to events where I learn something important. And I’ll spend an hour or longer on a webinar if I think it’s going to teach me something valuable.

But an “initial meeting” where we just talk about my business in the hope you’ll be able to come up with something that will help me (for a price, of course). No way.

And that’s why I ask: “what’s your step #2?”

Step #1 is easy. Step #1 is that initial connection with a potential client or referrer. You go networking and meet people. You send them a letter. You ask to connect on Linkedin. You get a referral from a mutual acquaintance. They visit your website.

We know how to do Step #1.

But what do you do next? How do you really engage with them?

What seems like a few short years ago, people were much more willing to have these exploratory initial meetings. If a consultant sounds sensible on the phone and they’ve done good work for similar companies to mine, it was worth spending an hour with them to see if they had anything of value.

I don’t have that hour today. I need to know I’m going to get something of value in the actual meeting.

So Step #2s that work to get me engaged with you today are things like:

• Inviting me to a seminar you’re running on a topic of interest to me
• Offering to share some benchmarking information on what my competitors are doing in a 1-1 meeting
• Sending me a report or video with ideas I can immediatley apply to improve my business
• Inviting me to a webinar where you show me how to do something I’m struggling with right now

In other words, you need a Step #2 that actually adds value to me right away.

I suspect it’s the same for your clients. You need a Step #2 that adds value to them right away.

‘cos if all you have as Step #2 is an exploratory or sales meeting – we’re not going to show up.

*** By the way – if you liked this post – do me a favour and tweet it or like it – or better still, add your comment

———-

Image via www.signgenerator.org.

One of the situations I’ve always found it difficult to handle in business development is when a potential client you meet “stonewalls” you.

In other words, they don’t respond or react to what you’re saying.

I rarely get this reaction nowadays – for reasons we’ll come on to later. But early on in my career when I first started taking on consulting sales roles rather than just delivery roles it was something I encountered a number of times. It’s worth taking a look at some of the reasons why you might get this reaction from potential clients, and what you can do about it.

The first reason you might get a stonewall reaction is if the client is not expecting a sales meeting. In particular they’re not expecting to be asked about or to talk about their own business or challenges.

This can often happen if you’ve been referred in to the client, or if your firm already has a relationship with the client and you’re brought in to cross-sell other services.

Often the way the meeting has been set up in these cases can leave something to be desired. The potential client is often just told that you’ll be there to share information, or present some new ideas or techniques. The referrer or person in your firm who holds the relationship with the client feels they’re being helpful by inviting you in – but doesn’t want to go as far as saying to the potential client “I think you need help in this area, and this meeting is about seeing if that’s the case”.

So part of the solution here is to be very clear about when to call you in, and how best to position it with the client. You should only be brought in if your colleague or referrer thinks the potential client really could need your help – preferably with a specific problem. And it’s best to agree that with the client up front. Even if it’s only to say “he’ll talk about some of the best practices we’ve seen, and ask you a few questions about your business to see if they might apply to you”. They have to create the expectation that you will be probing and asking questions about their business to identify a fit – not just presenting some material for their education.

If that pre-positioning hasn’t been done, then it’s imperative that you at least know about it. Then at the start of the meeting you can clarify what you’ll be doing and that you’ll be asking them questions and looking to see if there might a fit. You may want to consider not holding the meeting if it hasn’t been set up correctly.

The second reason why the client might stonewall is if you don’t really give them the chance to interact. In my early days I tended to present at potential clients rather than discussing things with them. I was an engaging enough presenter, and I’m sure they learnt a lot from the presentations and it might even have worked to establish my credibility. But the style I used didn’t work to get them interacting with me.

It’s something that’s difficult to describe in words, but there are ways of presenting – the tone of your voice, the way you make eye contact, pauses you put into the material – that invite discussion. You can use almost the same words, but be much more likely to generate a reaction or response.

In the early days, the way I was presenting was sending out the signal “you’re here to listen”. The potential client was placed into a passive mode where they sat and listened – but didn’t talk about how what they were hearing might relate to their own business.

The third cause of stonewalling is the client’s own reluctance or fear of engaging.

This can be for many reasons. they may fear you’re going to try to “hard sell” them – and so don’t want to open up. Or they don’t perhaps want to admit to having problems in their business – they may be embarrassed, or not want to appear “weak”.

Getting over this fear has a lot to do with how you handle yourself in the meeting and the impression you create. You need to build rapport quickly, and to demonstrate that you’re someone safe to open up to. You’re not going to push product at them, and you’re going to be understanding and empathise if they share their challenges with you.

Doing this isn’t about using tricks and techniques. It’s not about mirroring body language or using “hypnotic” words that magically make people like you. It’s about genuinely being interested in, and caring about the other person. It’s about actively listening and trying to understand rather than just listening for gaps to come in with your own clever statements.

It’s also about recognising when you need to challenge the other person. Today, if a potential client who has asked me in to talk to them doesn’t really open up or answer questions then I now have the confidence and courage to pick them up on it. I’ll sometimes ask a very straight question: “Look, you don’t really seem interested in the examples I’m giving, and you don’t seem to have any problems in this area it’s worth talking about. Yet you were interested enough to invite me in to talk to you today – so there must be a reason or something you want to discuss. Rather than dancing around – is there something specific we should be talking about that would be helpful for you?”

It doesn’t always work – but it’s a lot more likely to work than constantly talking at a stone wall.

If there’s one thing I know about selling professional services – it’s that my chances of making a sale go up exponentially if I can meet my prospect face to face. In fact in my 20+ years in business and over £20m of consulting projects sold – I’ve only ever sold one engagement (and a very small one at that) without at least one face to face client meeting.

Yet in my life as a buyer of services, I’m becoming increasingly reluctant to meet salespeople face to face. Perhaps it’s my age, or perhaps it’s that I’m increasingly used to being “in control” in other aspects of business life – especially on the internet. For whatever reason, I basically don’t want to be sold to. And I am confident enough in my knowledge of most service areas that I don’t need the “help” a salesperson to guide me.

In fact, when I recently bought some marketing information services, I selected a supplier I’d never met – but one that was prepared to provide me with all the information I requested over email. The other potential supplier insisted on trying to set up a meeting. Despite my requests for them just to tell me what I needed to know, they insisted they would need to meet me face to face to properly explain what they had to offer. As a result, I simply put off the meeting to a much later date (that will never happen) and went with the first supplier.

So should a salesperson push for a meeting with a potential client or not? There’s no easy answer to this conundrum. Obviously, the simpler, easier to specify the service is, the more possible it is to buy without a face-to-face meeting.

But the key determinant of whether a meeting will progress a sales is the attitude of the buyer. Is the buyer the sort of person who will resent a push for a meeting – or will (perhaps despite some initial resistance) it work in your favour? An experienced expert buyer is more likely to be able to buy without a meeting – but might not necessarily want to do so.

It takes skillful reading of the buyer – knowing when to push and when to back off – to navigate through this. One thing I can tell you though – don’t try to push me for a meeting.

Ian

Postscript It’s now May 2011, nearly three years after I wrote this post, and this trend has continued. In fact, it’s accelerated.

Back then, I’d only ever sold one project without meeting the client face to face. Today, almost all my coaching clients sign up after talking to me on the phone rather than meeting face to face.

Part of the change is that people are increasingly used to buying without meeting people. And part of the change, I think, is that because people do so much research on the web in advance of calling a business. In may case, theyll see my blog posts, videos, podcasts and a host of other material I’ve produced. They’ll get to see if I know my stuff – and they’ll get a feel for who I am and if they can work with me. If they can’t – they don’t call and they don’t waste their time or mine.