The Conversation About Who to Convince
When our popular selling framework – Q2C, was released a few years ago, we reserved many pages for customer qualifications and value proposition. We believe leveraging this process, salespeople will be able to identify their best customers and devise a means of convincing the prospects to become paying customers.
Hence, when we created Salesdeck, it was only natural to integrate this type of conversation into the sales process. We believe convincing customers is where the money is made. Like every conversation type you can have on Salesdeck, to convince customers, you need to make the right card choice for your deck. This way, you will be able to control the conversation from start to finish. This article goes into detail on how to do that.
To discover more about conversations and their successful implementation, we invite you to download an extract from our book Q2C Selling, written by Gabriel Dabi Schwebel and Nicolas Delignières.
What is the Conversation about Who to Convince?
At this point, you have convinced your contact. However, the sale has not yet been won. Even if you have covered the different primary and secondary decision-makers during the qualification, you need to identify all the people who still need to be convinced during the value proposition.
Convincing the Primary Contact to Become an Accomplice
It is often counterproductive to try to convince everyone at once. You first need an ally; you must convince your primary contact; who goes on to convince the decision makers to help you win the sale.
If you can’t convince him, your chances of winning are low anyway since you made sure that he was in charge of making the purchase happen during the qualification process. But that doesn’t mean there is no one else to convince.
Understand that each decision-maker has their motivations and objectives
Once you have identified who the other people to convince are, you must understand that their motivations are indeed different, at least in part, from those of your main contact.
Ideally, you should repeat the qualification conversations with them and adapt your value proposition to their specific case. There will no longer be resistance to a successful sale by tailoring your approach to each person’s needs.
What information do you get from the conversation about who to convince?
Who are the people who can prevent the sale?
When you talk to your prospect about who needs to be convinced, you identify all the people who can prevent the sale from happening. You need to get this information as soon as possible to meet with them.
Also, having this conversation when your prospect is convinced assures you that they are on your side and they will be transparent about the impact of each, sometimes more so than during qualification.
What are the keys to convincing these secondary decision-makers?
If you’ve managed to create a bond with your prospect and convince them that your solution is the right one, they will become your greatest ally. Get key information about other decision-makers objections, motivations, and concerns.
Not to guess what will convince them, but to find the right angle to trigger during a meeting. For example, if your prospect tells you about the CTO of his company who is concerned about the reliability of your solution, suggest that he meet with your quality manager or CTO.
The cards associated with the conversation on whom to convince
Do you understand the principle and interest of the “who to convince” conversation but don’t know how to apply it concretely? Here are the cards that will be very useful to structure your conversation and set up your deck in Salesdeck. You are free to keep the cards that suit you and change the order in which you use them.
The Employee’s Point of View
In the qualification phase, thanks to the probationary conversation, you have succeeded in determining who the secondary decision-makers are. Now you need to understand their motivations, concerns, and goals. These may not be the same as those of your prospect.
What do employees want to be reassured about? What are their expectations? Ideally, you should go back to the qualification conversations with secondary decision-makers and tailor your value proposition to their specific cases.