Secrets of Question-Based Selling: How the Most Powerful Tool in Business Can Double Your Sales Results

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Overview

Question Based Selling ( QBS®) is a commonsense approach to sales, based on the theory that "what" salespeople ask-and "how" they ask-is more important than anything they will ever say. This technique makes sense because in order to present solutions, you first must learn your customer's needs.

How do you uncover a prospect's needs? By asking questions. But not just any questions. You must ask the right questions at the right time. And this ...

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Overview

Question Based Selling ( QBS®) is a commonsense approach to sales, based on the theory that "what" salespeople ask-and "how" they ask-is more important than anything they will ever say. This technique makes sense because in order to present solutions, you first must learn your customer's needs.

How do you uncover a prospect's needs? By asking questions. But not just any questions. You must ask the right questions at the right time. And this book provides a step-by-step, easy-to-follow program that does just that.

With this proven, hands-on guide, you will learn to:

--Penetrate more accounts
--Establish greater credibility
--Generate more return calls
--Prevent and handle objections
--Motivate different types of buyers
--Develop more internal champions
--Close more sales...faster
--And much, much more

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Product Details

  • ISBN-13: 9781570715884
  • Publisher: Sourcebooks, Incorporated
  • Publication date: 11/28/2000
  • Edition description: New Edition
  • Pages: 288
  • Product dimensions: 5.82 (w) x 8.86 (h) x 0.79 (d)

Meet the Author

Thomas A. Freese, based in Atlanta, is the founder and president of QBS Research, Inc., which teaches Question Based Selling to salespeople around the country. The list of the author's clients includes IBM, Merrill Lynch, Compaq Computer Corporation, Northwestern Mutual Life, Sun Microsystems, Lucent Technologies, Cisco, GE Capital and MCI. Freese speaks to dozens of major corporations annually.
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Read an Excerpt

Use People's Curiosity to Make the Sale

Excerpted from Secrets of Question-Based Selling by Thomas Freese © 2000

The newly hired salesperson, trying to rationalize his lack of production during the first month on the job, explains to his boss, "Sir, I can lead the 'horses' to water, but I can't always make 'em drink."

"Make 'em drink?" the sales manager sputters. "Making customers drink is not your job. Your job is to make them thirsty!"

The sales manager in this anecdote makes an interesting point. It's not a salesperson's job to make people buy. Rather, the salesperson's function is to uncover new opportunities, and then pique the prospect's interest, so they will want to know more about the products and services being offered.

In Question Based Selling, we want prospective customers to become curious. We want them to ask questions, and we want them to be "thirsty" for more information about the value we provide. But this requires a change in strategy. Rather than launching right into a litany of features and benefits, in an attempt to pique your prospect's interest, QBS recommends piquing the prospect's interest first in order to create new opportunities to uncover needs and present solutions.

If you want to engage new prospects in productive sales conversation, you essentially have two choices. You can be aggressive and try to force your way in, or you can make prospects curious enough to want more information about the value you provide-so they will invite you in. Not surprisingly, most of us would rather be invited in than to try and use brute force.

The Conversational Layering model (from chapter 6) shows us that curiosity is the key that unlocks the rest of the sales process. If a prospective buyer is not the least bit interested in who you are, or what you can do for them, then you will not get their time or attention. Fortunately, the opposite is true. As prospective buyers become more and more curious about how you can offer value, it becomes much easier to create new opportunities to sell. This is actually good news for salespeople because it simplifies the sales process. It also puts you in control of your own destiny. In other words, if you can make prospects curious, then you will have many more opportunities to establish credibility, build relationships, uncover needs, present solutions, and secure the commitments necessary to move forward with a sale.

Now, the question is, what makes people curious?

The Easiest Way to Make Someone Curious
There are lots of ways to make people curious. You can make someone curious by saying something that piques their interest. You can also leverage curiosity with provocative voice-mail messages or by sending intriguing emails. We will analyze each of these as the chapter unfolds, but for starters, let's begin by talking about the easiest way to pique someone's curiosity.

Making people curious doesn't have to be difficult. In fact, the easiest way to pique someone's curiosity is to simply say, "Guess what?" Virtually everyone you say this to will stop what they're doing and say, "What?" That was easy. Now, at least for the moment, you have their complete and undivided attention.

You can produce a similar result by saying, "Can I ask you a question?" That's another easy yes. Test it out for yourself. Simply walk up to the next person you see and say, "Can I ask you a question?" This question usually stops people in their tracks because they instinctively begin to wonder what you are about to ask.

Both of these questions are designed to create what we call a mini-forum for engagement. We said earlier that you must first have a prospect's time and attention in order to position the value of your product or service. In the Conversational Layering Model, we characterized this as having a forum for selling. But sometimes (especially in sales) you have to walk before you can run.

At the very beginning of the sales process, sellers haven't yet earned the right to ask for several hours of the prospect's time. It's more likely that we are just trying to get through the first few minutes of the call. By asking for smaller commitments, you make it easier for prospects to engage-at least initially. Then, what you do to pique the prospect's interest further, will ultimately determine whether the sales process moves forward or stalls.

This is important because the larger sale is usually an accumulation of smaller successes; and if you can consistently secure the prospect's attention, you will create many more opportunities to expand your sales conversations. For example, I don't start probing for needs without first saying, "Can I ask a couple specifics about your current _________ environment?" Likewise, I rarely offer a suggestion without asking, "Would you like to hear some feedback?" We use this technique throughout QBS to garner the prospect's time and attention, which is much more effective than just trying to bully your way in.

I would like to add that leveraging curiosity in the strategic sales process is not a manipulation strategy. Quite the contrary. Asking questions to make sure it's OK to proceed is not only good manners, it demonstrates that you are sensitive to the prospect's situation and you are also very respectful of their needs. Let me ask you, do customers appreciate it when someone is respectful of their time and space?

Voice Mail: Friend or Foe?
For many sellers, voice mail is the enemy. It's the gatekeeper that stands in the way of a salesperson talking directly with the prospect they are trying to reach. As we said in chapter 1, thousands of voice-mail messages are being left every day, but only a small fraction of these calls are ever returned.

Prospects, on the other hand, think voice mail is terrific. Automated messaging systems have given them the flexibility to be out of the office and away from their desks, yet they can still receive important messages. Voice mail also enables key decision makers to screen incoming calls, so they can focus on their business rather than be interrupted by constant solicitations.

Some sales trainers teach salespeople to hang up when they get a prospect's voice mail and not leave a message. Instead, they would rather you keep calling and calling until the person you're trying to reach actually picks up the phone. The busier the prospect, or the more averse they are to receiving sales calls, the less productive this strategy is, however.

Other sales trainers suggest that you should leave increasingly forceful voice-mail messages so prospects will feel a sense of obligation to call you back. The problem is, these messages often fall victim to Charlie Brown's Teacher Syndrome (chapter 6), because salespeople end up leaving the same old worn-out messages over and over.

In QBS, we want to differentiate ourselves from the typical sales caller, but not just for the sake of being different. We want to differentiate ourselves for the sake of being more effective. This means leveraging curiosity on voice-mail messages to get more call backs and, ultimately, engage more prospects in productive sales conversation.

Once I learned how to make people curious, voice mail became a terrific asset and a good friend. In fact, one of the secrets to my success in selling was that I had a very high engagement rate-95 percent of the voice-mail messages I left generated a return call. Let me say that again: 95 percent of the people I called, called me back. Why did they call back? It's because when I left a voicemail message, I didn't think about features, benefits, solutions, needs, or relationships. I only thought about one thing-what could I say that will cause this person to become curious enough to call me back.

Leveraging curiosity does require some thought and creativity. There are no magical scripts that will guarantee your success on each and every call. But there are many ways that you can pique someone's interest (when leaving voice mail) in order to engage potential customers in a mutually productive sales conversation. Here are a few ideas to get you started.

A Question That Only You Can Answer
Salespeople aren't always calling new prospects. Sometimes we're calling people where there is already a relationship-for example, existing customers, business partners, or other contacts in our industry. Calling someone who is familiar can be much easier than making cold calls, but you still have to compete with everything else that's vying for that person's time and attention. So rather than leave the same old generic-sounding message, you might leave a voice-mail message that says:

Salesperson: "Hi Susan, this is (your name and affiliation). I was hoping to catch you for a minute because I have a question...that only you can answer. If you could please call me back, I'll be in my office this afternoon until around 4:30 P.M."

Will Susan return the call? If your voice-mail message makes her curious, she will. This technique is particularly effective because it's personal without being offensive. It also conveys a certain sense of urgency. After all, any question that "only you" can answer must be important. It's also very easy to implement. Before you dial the phone, just think of a question that only your prospect can answer. Examples include: "Susan, how do you feel about ______?" or "What is your opinion on ______?" These are questions that only Susan can answer (by definition) because you are soliciting her thoughts, feelings, and/or opinions. By the way, most people (that you have some familiarity with) love to give their opinions, and they will likely be flattered that you asked.

Something Made Me Think of You
Using a similar approach, you can make existing contacts curious, so they will respond to your call, by leaving a voice-mail message that says, "Hi Richard, I decided to pick up the telephone and call...because something happened earlier today that made me think of you. If you get a minute, I'll be in the office until around 6:15 P.M. this evening. My telephone number is (770) 840-7640." If you were Richard, would you return the call? Most people will, especially if they receive the message before 6:15 P.M. They would want to know what had happened that made you think of them. Note: when they do return your call, be ready with a story or anecdote that will lead the conversation into your business reason for calling.

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Table of Contents

Table of Contents

Preface The Best Sales Experience...I Hope You Never Have

Introduction

PART 1: A Short Course on QBS Strategy
Chapter 1: Increasing Your Probability of Success
- The Rules of Engagement Have Changed
- Selling Isn't About "Right" and "Wrong"
- A Methodology Based on Cause and Effect
- The Greatest Challenge Salespeople Face
- Eliminate the Risk and Salespeople Will Run to the Phones
- The Ultimate Risk
- The Best Sales Movie Ever Made
- Listen for the Return Ping
- Persistence Does Pay Off
- What If They're Just Not Interested?
- Opening the Floodgates of Opportunity

Chapter 2: Mismatching The Avoidable Risk
- Agreement Brings People Together
- Mismatching Is a Form of Resistance
- Where Mismatching Originates
- The Mismatching Instinct Comes in Four Flavors
- What Mismatching Means for Salespeople
- Telling is Not Selling
- Five QBS Strategies That Reduce Your Risk

Chapter 3: The Herd Theory
- Problems With Traditional Reference Selling
- Why the Herd Theory Works
- Leveraging "Everyone Else"
- How it Started: A True Story
- Momentum Comes in All Shapes and Sizes
- Popcorn Credibility
- Applying the Herd Theory Throughout the Sales Process

Chapter 4: Gold Medals & German Shepherds
- Always Positive Isn't the Most Productive
- Problems With Behavioral Selling
- Solving the Problem
- The Metaphor that Stuck
- Double Your Benefits to Double Your Value
- QBS Didn't Invent Human Behavior
- Corporate Marketers Take Note

Chapter 5: Fueling the Sales Process
- Where Do Needs Originate?
- Perception Isn't Everything
- When My Perspective Changed, So Did My Needs
- The Lion's Share of Opportunity
-Increasing the Prospect's Sense of Urgency

PART II: Leveraging the Most Powerful Tool in Sales
Chapter 6: Conversational Layering
- Introducing the Conversational Layering Model
- Jumping Ahead Increases Your Risk
- Crossing the Sales Chasm
- It's a Paradigm Shift
- The Key to Building Effective Relationships
- The QBS Sales Forum
- The Sparks That Makes Prospects "Want to" Engage

Chapter 7: What Makes People Curious
- The Easiest Way to Make Someone Curious
- Voice Mail: Friend or Foe?
- Sending Intriguing Email Messages
- Five QBS Strategies ThatMake Prospects Curious

Chapter 8: Establishing Credibility in the Sale
- Sellers Start with Near-Zero Credibility
- Three Ways to Establish Credibilty
- Managing the Scope of Your Questions
- Crossing Industry Boundaries
- Characteristics of a Diagnostic Question
- Broaden the Scope to Expand Relationships

Chapter 9: Escalate the Value of Your Questions
- Asking the Right Questions
- Strategic Questioning is a Process
- Emotional vs. Analytical
- Status Questions
- Issue Questions
- Implication Questions
- Solution Questions

Chapter 10: How to Solicit More Accurate Feedback
- Accuracy is the Objective
- Do You Ask Hopeful Questions?
- Being the Bearer of Bad News
- Soliciting Open, Honest, and Accurate Information
- Neutralize Disposition of Your Questions
- Introducing the Negative
- The Emotional Rescue
- Humbling Disclaimers
- Asking the Hard Questions

PART III: Implementation: Putting Methods into Practice
Chapter 11 Navigating the QBS Sales Process
- The Evolution of a Sales Process
- Introducing the QBS Sales Process
- Moving the Opportunity Forward
- Who Controls the Process?
- The Paradox of Control
- How Strategic Questions Work

Chapter 12: Turn Your Cold Calls into Lukewarm Calls
- Nobody Likes Cold Calls
- Warm Up Your Cold Calls
- A Microcosm of the Sales Process
- Identify Yourself and Your Company
- Associate to Create a Sense of Familiarity
- The Transition into Stage II (Discovery)
- Narrow the Scope for Credibility
- Broaden the Scope for Relationships
- The Transition into Stage III (Value Proposition)
- What if the Prospect Says Yes
- What if the Prospect Says No

Chapter 13: Getting to the "Right Person"
- Top-Down or Bottom-Up
- The Benefits and Risks of Calling High
- The Benefits and Risks of Calling Low
- Strategic Decisions Involve Multiple Players
- Knowing Who's Who in the Decision
- The Best Place to Start

Chapter 14: Building Value in the QBS Presentation
- Challenges Salepeople Face in the Presentation
- Breaking the Ice
- Use Diagnostic Questions to Establish Credibility
- Without Needs... There Are No Solutions
- Building a Mutual Agenda
- When It's Time to Knock Their Socks Off
- Closing Your Sales Presentations
- Your Ticket into Phase III

Chapter 15: Closing More Sales...Faster
- Moving Away from the Old School
- Hope is Not a Method
- Five Prerequisites for Closing
- The Four Keys to Closing More Sales
- Wrapping Up the Sale

Epilogue: For Sales Managers Only
Index

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  • Anonymous

    Posted October 13, 2013

    B

    Padds out

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  • Anonymous

    Posted November 3, 2007

    On CD book would be best seller

    This book can change how you approach sales, think, and put you back in control of your life. One drawback: It must be on CD.

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  • Anonymous

    Posted January 28, 2007

    This book changed my life!

    An amazingly simple & succint approach to move any average sales person to their next level! Buy the book, devour it & empower yourself to reach those goals! I will always give credit to this author for sharing his approach & making me wealthier & happier.

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  • Anonymous

    Posted May 12, 2006

    Not everbody buys - Until you ask the right questions

    At age 60 I went into sales. After I got licenced for real state and mortgage brokerage I said to my wife: Now I speak several languages and I don't know what to say. From this book I learned tho ask, what to ask and how to ask to be successful.

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  • Anonymous

    Posted December 8, 2004

    Worth every dime and dollar.

    Bought copies for my staff. Very simple read and conveyance of ideas. Much needed. We don't ask enough questions. Possibly afraid we'll get the wrong answers. Perhaps we ask the right questions the right way, we may surprise ourselves as well as our clients. Kudos to the author.

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  • Anonymous

    Posted October 22, 2003

    A GREAT BOOK

    Wonderful and motivational. A great tool for the timid beginner or the experienced warrior. I would have given this book a 5 but it needs to be on CD. PLEASE PLEASE PLEASE PUT THIS ON CD.

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  • Anonymous

    Posted May 26, 2003

    Secret on Page 101 Worth Price of Book!

    In 40 years of selling I have read hundreds of books on the subject. I know a valuable help when I find it. QBS is that help. Thomas Freese not only tells you what to do, he tells you how to do it. That makes this book dynamite!

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  • Anonymous

    Posted April 24, 2003

    Best sales training in 30 years

    The thing that sets Tom Freese apart is that his coaching is based in the real world. Unlike anything you have ever read, he teaches a technique that addresses the tough issues like not getting through on the phone in a way that is not canned - and really works! A friend of mine said that he had read Zig Ziglar and Tony Robbins and that this was head and shoulders above all the sales training he had had in thirty years.

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