Podcast episode
Sell Playbook: How To Ask Discovery Questions To Uncover Business Problems (Nick & Armand)
30 Minutes to President's Club28 May 202438 min
Description
FOUR ACTIONABLE SALES TAKEAWAYS Avoid interrogating the prospect with surface level questions, use vertical questions to get deeper and give meaning to your questions Try to avoid putting words into your prospect's mouth or leading them with stereotypical sales questions that make them feel trapped Aim to uncover the prospect's situation, problems, and impacts with questions like "Why did you take the call?", " Recap what you've learned and give back by sharing a story or a very short "harbour tour demo" RESOURCES DISCUSSED Join our weekly newsletter Things you can steal Early access to The Book on Cold Calling 30MPC Training: 30mpc.com/training
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Quoted on this wiki
Every place a page here uses this source, in the order the words come in it.
you tend to have managers making really biased compensation decisions, and that leads to compensation inequities. And that is how you get written up in Business Insider. And you definitely do not want that. And so when your champion is going and communicating to the business, “you want them communicating in Business Impact.” You don't want them to say, I want to buy Pave because we're running compensation reviews in spreadsheets. That's how you get shut down. You want them saying, I want to buy Pave because we have massive compensation inequities. And the reason for that is because of the situation we're in,
I'm curious what prompted you to take the call with us specifically or was there anything that seemed particularly interesting to you? And that again will usually drop you into a situation or a problem. That's number one. Another way that we might do this, if we're not really getting as much on the why'd you take the call, is we might try to ask about their current state, “their current situation, and where they want their situation to go.” If I'm doing this newsletter example, and I'm selling to me, one thing that I might say is I understand you've got this newsletter that you
with 10 managers, 20 managers, 30 managers, what have you. In other words, I take that desire to have a more scalable process and I infer the problem based on that. So sometimes they're going to take you to the problem when you ask, why'd you take the call? Sometimes they're going “to turn that into a problem.” Other times they're not even going to know what the problem is or be able to proactively bring it up. And so then the responsibility is on you as the salesperson to raise the problem, to bring up the issue that you believe based upon your knowledge of their situation and their space that they might be dealing with.