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Article Title:
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Stop Trying to Solve Your Customer's Problems
Article Description:
====================
If you're like most folks who own a small business, you enjoy
solving problems. Part of the reason you enjoy solving problems
is because you're good at it. Tempting as it may be, however,
you've got to stop jumping in and solving problems-at least
until the time is right to do so.
Additional Article Information:
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826 Words; formatted to 65 Characters per Line
Distribution Date and Time: 2006-08-31 13:36:00
Written By: Judy Murdoch
Copyright: 2006
Contact Email: mailto:judy@judymurdoch.com
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Stop Trying to Solve Your Customer's Problems
Copyright � 2006 Judy Murdoch
Highly Contagious Marketing
http://www.judymurdoch.com/workbook.htm
If you're like most folks who own a small business, you enjoy
solving problems. Part of the reason you enjoy solving problems
is because you're good at it.
In fact, if you have your own business, it's likely that you
develop solutions that are often better than what others in your
profession are offering. You may also think that the value added
by offering superior solutions is so obvious to prospects that
they will be eager to hire you.
Another reason, you probably enjoy solving problems is that it
makes you look good. You solve a problem that is causing the
other person a good deal of grief and you're a hero. You feel
valued and appreciated. So it's understandable that opportunity
to solve a prospect's problem is, to many business owners, what
catnip is to cats-irresistible.
Tempting as it may be, however, you've got to stop jumping in
and solving problems-at least until the time is right to do so.
A personal story:
Not too long ago, I was talking with a wiser, more experienced
colleague about a meeting I had with a prospective client. I was
very proud of myself because I had shared several clever
solutions to the prospect's marketing problems. But instead of
praising my brilliance and insight as I expected, my colleague
said, "You've got to stop solving their problems."
This took me completely by surprise. Didn't my creative, savvy
ideas add value? My colleague went on to explain where I went
wrong and what to do instead.
Where I erred was by jumping in too soon with my solution. I
forgot that taking a relationship from prospect to customer is a
process and that I needed to respect this process while at the
same time, managing it.
Does this sound familiar? So when is it right and appropriate to
offer solutions? Here are some guidelines.
1. Ask questions until the answers become clear.
The most successful sales people ask lots of good questions. And
they keep asking questions until they're about 80% certain they
know what they can do to help the customer succeed.
At a minimum, you need to know: what's the problem (source and
symptoms), what will it take to solve the problem, what you can
do to solve the problem and what other resources will be needed,
what are the results desired by your prospect, how will you know
you've achieved those results, and what is the value to the
organization of attaining those results.
It is only after you and your prospect have answered those
questions together that you are ready to offer a solution.
Tip: If there is a solution you think would be perfect for the
customer, try framing it as a question. For example, "Have you
tried doing XYZ?" or "Are you familiar with XYZ?"
2. Within 1 - 2 complementary consultations.
When it comes to sales and marketing, the number one issue small
business owners raise is the amount of time they spend meeting
with prospects. On the one hand, they don't want to come across
like some of the more aggressive sales professionals who seem to
eye prospective customers like pieces of meat and if it doesn't
look like a sale is going to happen, they move on. But without
standards, you risk turning meetings into informal visits where
you share all sorts of valuable information that the other person
appreciates but not enough to become a customer.
My rule of thumb is two complementary meetings: A 20-minute phone
conversation to make sure there's a good fit and a longer,
in-person meeting to ask questions, surface issues, and so on.
I don't mean to imply that this is a hard and fast rule. But as
a business owner, your time and attention are the most precious
assets you have. Be very conscious of the way you are spending
those assets. The point is to meet until you have answered the
questions mentioned in point #1.
3. When the customer is ready to invite you to make an offer.
My coach, Mark Silver, says that there is a point in the process,
at which the client is ready to consider you as a business
partner. The key word here is "consider." They aren't ready to
sign on the dotted line or write a check but they see themselves
doing business with you in some capacity.
This point comes when you and the client come to an agreement on
the problem, the desired results, and the value of the results.
And when you are 80% clear on what you think it will take to help
the customer attain the results they desire.
It is at this point when you ask a questions like, "How do you
see us working together...?" and then allow the customer to let
you know how they want to proceed. It only at this point that you
can now begin suggesting solutions verbally and/or in the form of
a proposal.
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Judy Murdoch helps small business owners create low-cost,
effective marketing campaigns using word-of-mouth referrals,
guerrilla marketing activities, and selected strategic alliances.
To download a free copy of the workbook, "Where Does it Hurt?
Marketing Solutions to the problems that Drive Your Customers
Crazy!" go to http://www.judymurdoch.com/workbook.htm
You can contact Judy at 303-475-2015 or judy@judymurdoch.com
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