Away from the solution
Often, a client will ask for a solution at the beginning of a purchasing conversation. They've already figured out what needs to be done. The icon we use for this is a box containing the ready-made solution. This is a particularly good moment if you, as a professional, are knowledgeable about these kinds of solutions. The urge to discuss the solution is then strong.
To effectively help your client, you first need to identify the problem they already think they know the solution to. That's the question behind the question.
It is therefore advisable not to talk about your product or service too quickly at this stage, but to make a U-turn. First, look at the problem.
Your efforts are only interesting to the other party if they lead to a – preferably measurable – result within the organization. This could involve solving a problem or improving the organization. In larger organizations, monthly reports often feature figures that should either increase (profit, revenue, customer satisfaction, liquidity, margin, employee satisfaction, hourly rate) or decrease (costs, absenteeism, downtime, number of complaints, shrinkage). But rarely does the client directly link their request to the relevant figure. The real question is, as it were, hidden behind the solution that's first proposed. Therefore, it's wise to set aside the initial solution for a moment and first identify the problem.
Experience shows that clients (and many experts, for that matter) initially prefer to talk about the solution rather than the problem. Yet, this isn't wise: the number one complaint clients have about professionals is that they enthusiastically deliver something the client wasn't expecting. You can prevent this by uncovering the client's real need. So why is it so tempting to talk about solutions too quickly and too much?
- You're enthusiastic. The solution is fun to talk about. After all, your profession is your passion. Ask us a question about trust in organizations, for example, and we'll be unstoppable. Experiences, models, and tips will flow. And before you know it, an hour has passed and Mr. Van Klanten says, "Wow, that all sounded good. Would you like to make a proposal?" And then we'll miss the essential information to do so.
- It gives a sense of security and safety. As a professional, you feel confident in your own field. What can you say about the client's organization? And you can't doubt the client's diagnosis, can you?
- Moreover, it's safer to discuss the solution: there's a chance the client themselves are partly responsible for the problems. They can't solve them themselves, so they need help. Asking too many questions about this can hurt the client's ego. Moreover, it's not helpful to immediately answer a first question with a counter-question. We're not going to turn this into a "what do you think?" session, are we? The client might think you can't figure out what needs to be done yourself, that you lack the necessary expertise.
- It seems faster. You want to demonstrate added value quickly. And surely your client has thought carefully about the left side of the equation? They probably don't want to discuss it. So, get to work. Hurry up, get going. "Can you send me a quote for an ABC solution? Don't make it too expensive, and I'd like to receive the quote by the end of the week." If you go along with that, you run the risk of solving the wrong problem. Or only part of it. Moreover, you can't rule out that the client hasn't come up with the optimal solution for their problem. After all, they're not an expert in your field. But even if the client doesn't ask the right question or doesn't have the correct analysis of the problem, they still demand—rightly so—a satisfactory solution.
It's the professional's job to connect the problem to the solution. A first step, therefore, is to map out the problem. Even if the client prefers to talk about solutions, you still want to cross the bridge together, moving from the solution to the problem.
It's daunting to cross the bridge to the problem's side. How do you do that, ensuring you talk about the problem, not the solution? Because the situation arises again and again, it pays to prepare how you're going to say it.
By suggesting to talk about the problem instead of the solution, you take control of the conversation. You're suggesting how the conversation will proceed. This often instills confidence in the client; you clearly know how to approach it. Even if the client's request is different each time, you can prepare for the bridge crossing so you don't have to search for words on the spot. There are several text fragments you can use when crossing the bridge. A few elements that could be included in your MP3:
Show the customer they've come to the right place. You can do this by demonstrating your experience. Show enthusiasm and/or expertise.
Stop talking about the solution; reassure him: we'll answer all his questions later.
Why you're asking? Why is it a good idea from the customer's perspective not to dive straight into the solution?
Ask for direction; ask to ask.
That might sound something like this:
Thank you for your question, I think that's a good topic / we know a lot about it [a]. (And I'll tell you more about that in a moment [b]). I'd like to first find out what you want to achieve with it, so we can be sure we're creating the right solution.cIs that okay with you?d]
It certainly helps if you create your own version of this, using words that resonate with you. And our tip is to practice your own words a few times.
An example from the IT world. Kees van Klanten: "So you know a lot about automating membership administration for associations. Tell me what makes your solution so good?"
Professional: 'Kees, thanks for the question, we do indeed know a lot about associations [aI'd be happy to tell you more about what makes our solution stand out in a moment.bBefore I do that: one of the things we've discovered over the years is that there are many differences between clubs. And that each club benefits from a slightly different solution.c]. So, if you don't mind, I'll tell you more about our IT solutions later.b], and I'll first ask you a little more about your association. This way I can be sure I'm recommending a solution that truly suits you.c]. Is that okay?d]?
An example from our own field: someone wants training. Customer: "Would you like to quote for a storytelling training course? And how long does such a training actually take?"
We: “Great, we think it's a wonderful subject and one that we really have a lot of experience with [aWe organize this training for different clients in different formats [a] Storytelling can be used in many areas. To ensure we offer you the right training, I'd like to ask you some questions about what you want to achieve with the training in your organization.c). Then I can also give you a good answer to your question about the length of the training [b] Is that okay with you?d]? "
If that's okay, then ask the miracle question. "Suppose you're very satisfied with our input in six months: what will have changed in your organization?"
After the miracle question, make a list of all the reasons the client has for hiring you:
- On a blank A4 sheet, clearly write the answer to the miracle question in key words.
- Then ask: And what else? Write down the answer briefly again.
- Repeat this step until the customer has listed all their reasons. After a few points, turn the paper over so your customer can read along.
- Once the list is complete, prioritize it: "From this list, which is the most important? What next? What next?"
- You now have a complete overview with priorities. Now you will address the points in detail.
- Stay out of the content. First, complete the list.
- Don't be afraid to use "and what else" often. You're helping your client by doing so.
- Use COW: Jaws Together and let the customer do the work. For example, ask: "How should I write this?"
- For now, leave your two suitcases with Ego and Expertise outside the door…
This article was written by Jan Willem van den Brink and Maarten van Os from DreamfactoryIt's based on a chapter from our book Client Wanted – Acquiring as part of your job.
If you wish to use it, we would greatly appreciate attribution.
Want to know more about this topic or how we can help your organization? Email or call us at 0348-741670.