DO YOU KNOW WHAT YOUR CLIENTS REALLY NEED
DO YOU KNOW WHAT YOUR CLIENTS REALLY NEED
Ray Kinsella: So what do you want?
Terence Mann: I want them to stop looking to me for answers, begging me to speak again, write again, be a leader. I want them to start thinking for themselves. I want my privacy.
Ray Kinsella: No, I mean, what do you WANT?
[Gestures to the concession stand they're in front of]
Terence Mann: Oh. Dog and a beer.
- From the movie Field of Dreams, 1989
All too often it seems I am stuck in this great scene from the movie Field of Dreams (one of my all time favorites) when I ask professional service providers what needs they fill for their clients.
Me: So what do your clients need?
Service Provider: They need an organizational assessment followed by an intensive training program. A six-stage customer research evaluation survey. They need a communications review. They need a detailed tax evaluation.
Me: No, I mean what do they NEED?
Service Provider: Oh. Profitability and a good night's sleep.
The tendency is to think of what prospects need in terms of what services we have to offer. Even though we know prospects do not think of our service set, we retreat to the familiar in describing what we do in our marketing messages and sales conversations. As a result, we try to "convince" a prospect to buy our services. Meanwhile the prospect's eyes glaze over as her thoughts turn to her own worries and dreams, which usually have little if anything to do with the services listing we are babbling on about.
We should never be "selling" anything when we talk with prospects about our services. Instead, we should seek out conversations about their needs. When we hear a set of needs with which we can be of assistance, we can then offer to help. No hard sales pitch, just a connection of our skills and services with someone else's set of needs.
So if prospects don't explicitly need our services, what do they need? Most of your prospects' needs can be broken down into organizational and personal. Both sets of needs drive prospects to seek your services.
Organizational Needs
What is the organization trying to accomplish or avoid? These can be categorized as:
Strategic – The need to increase revenue and growth. The need to expand into a new market. The need to reduce expenses. (Not a strategic or marketing plan or cost reduction analysis).
Technical – The need to have their servers up and running at all times. The need to operate more efficiently. The need to launch a new product. (Not a new monitoring service or time / motion study or new logo).
Financial – The need for ideas on how to become more profitable. The need to sell the business. The need to improve sales results. (Not a tax return or valuation or sales compensation study).
Political / Environmental – The need to bring a new acquisition into the fold. The need to allow a new store to be built. The need to avoid bad publicity. (Not an employee survey or a grass roots campaign or a series of press releases).
Individual Needs
What is influencing the individual or individuals who will decide to engage your services? These are the needs that are often unspoken and less obviously connected to your services. While you cannot always uncover these types of needs directly, by being aware of what may be going on, you can be alert to the obstacles that can keep you from connecting your services with your prospects needs.
Professional – To get a promotion. To prepare for a new job. To become well-known. To gain experience in new areas. To do a good job.
Social – To impress the neighbors. To be accepted and respected by peers. To have a nice place to hang out.
Psychological – To avoid risk. To take risk. To have someone to talk to. To please the boss. To gain recognition.
Determining Your Client Needs Set
When talking with clients and prospects you must first uncover their true needs and then you can position your services as the solution rather than rattling off all of your services and hoping they choose one. I suggest the following exercise to get you thinking about how your clients view your services and how you can define them in terms of your clients needs.
Bring your key principals, partners, or business developers together for a brain storming session.
Think of all the clients you currently have. Why did they seek you out? What needs did they have that caused them to look for a third-party service provider?
Think about the last sales conversations you have had. How did your prospects speak about their needs? What specific terminology did they use?
Try to use the words that your clients and prospects used, not the marketing speak you use to describe your services.
On a flip chart, write all the needs that your clients have expressed down the left hand side.
On the right hand side, write the services you provide.
Connect the needs to the services. Which ones satisfy the most needs? Are there any needs you have listed for which you have no services? Should you have those services?
Develop the questions that will help you uncover these needs in future conversations.
Continually refine and reshape your needs list as you engage new conversations and new clients.
Repeat the process as needed.
So the next time you are asked what your clients need, you will be prepared to answer with the real reasons they seek out your services. You will make better connections, develop stronger relationships, and most likely find new clients in the process, even if all they need is “a dog and a beer.”
DO YOU KNOW WHAT YOUR CLIENTS REALLY NEED - To learn more about this author, visit Laurie Stafinski's Website.
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By John Doerr
Ray Kinsella: So what do you want?
Terence Mann: I want them to stop looking to me for answers, begging me to speak again, write again, be a leader. I want them to start thinking for themselves. I want my privacy.
Ray Kinsella: No, I mean, what do you WANT?
[Gestures to the concession stand they're in front of]
Terence Mann: Oh. Dog and a beer.
- From the movie Field of Dreams, 1989
All too often it seems I am stuck in this great scene from the movie Field of Dreams (one of my all time favorites) when I ask professional service providers what needs they fill for their clients.
Me: So what do your clients need?
Service Provider: They need an organizational assessment followed by an intensive training program. A six-stage customer research evaluation survey. They need a communications review. They need a detailed tax evaluation.
Me: No, I mean what do they NEED?
Service Provider: Oh. Profitability and a good night's sleep.
The tendency is to think of what prospects need in terms of what services we have to offer. Even though we know prospects do not think of our service set, we retreat to the familiar in describing what we do in our marketing messages and sales conversations. As a result, we try to "convince" a prospect to buy our services. Meanwhile the prospect's eyes glaze over as her thoughts turn to her own worries and dreams, which usually have little if anything to do with the services listing we are babbling on about.
We should never be "selling" anything when we talk with prospects about our services. Instead, we should seek out conversations about their needs. When we hear a set of needs with which we can be of assistance, we can then offer to help. No hard sales pitch, just a connection of our skills and services with someone else's set of needs.
So if prospects don't explicitly need our services, what do they need? Most of your prospects' needs can be broken down into organizational and personal. Both sets of needs drive prospects to seek your services.
Organizational Needs
What is the organization trying to accomplish or avoid? These can be categorized as:
Strategic – The need to increase revenue and growth. The need to expand into a new market. The need to reduce expenses. (Not a strategic or marketing plan or cost reduction analysis).
Technical – The need to have their servers up and running at all times. The need to operate more efficiently. The need to launch a new product. (Not a new monitoring service or time / motion study or new logo).
Financial – The need for ideas on how to become more profitable. The need to sell the business. The need to improve sales results. (Not a tax return or valuation or sales compensation study).
Political / Environmental – The need to bring a new acquisition into the fold. The need to allow a new store to be built. The need to avoid bad publicity. (Not an employee survey or a grass roots campaign or a series of press releases).
Individual Needs
What is influencing the individual or individuals who will decide to engage your services? These are the needs that are often unspoken and less obviously connected to your services. While you cannot always uncover these types of needs directly, by being aware of what may be going on, you can be alert to the obstacles that can keep you from connecting your services with your prospects needs.
Professional – To get a promotion. To prepare for a new job. To become well-known. To gain experience in new areas. To do a good job.
Social – To impress the neighbors. To be accepted and respected by peers. To have a nice place to hang out.
Psychological – To avoid risk. To take risk. To have someone to talk to. To please the boss. To gain recognition.
Determining Your Client Needs Set
When talking with clients and prospects you must first uncover their true needs and then you can position your services as the solution rather than rattling off all of your services and hoping they choose one. I suggest the following exercise to get you thinking about how your clients view your services and how you can define them in terms of your clients needs.
Bring your key principals, partners, or business developers together for a brain storming session.
Think of all the clients you currently have. Why did they seek you out? What needs did they have that caused them to look for a third-party service provider?
Think about the last sales conversations you have had. How did your prospects speak about their needs? What specific terminology did they use?
Try to use the words that your clients and prospects used, not the marketing speak you use to describe your services.
On a flip chart, write all the needs that your clients have expressed down the left hand side.
On the right hand side, write the services you provide.
Connect the needs to the services. Which ones satisfy the most needs? Are there any needs you have listed for which you have no services? Should you have those services?
Develop the questions that will help you uncover these needs in future conversations.
Continually refine and reshape your needs list as you engage new conversations and new clients.
Repeat the process as needed.
So the next time you are asked what your clients need, you will be prepared to answer with the real reasons they seek out your services. You will make better connections, develop stronger relationships, and most likely find new clients in the process, even if all they need is “a dog and a beer.”
DO YOU KNOW WHAT YOUR CLIENTS REALLY NEED - To learn more about this author, visit Laurie Stafinski's Website.
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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