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Prove Your Prospect’s Future Should Be With You

The Situation

You want to be an effective Q4 customer-focused salesperson. Being Q4 means you present the solutions that your products or services can achieve. But it also means you are offering value — to meet both the tangible and personal needs of your customers. Further, it means that your collaborative style becomes part of that value. You want to be viewed as a problem-solver for your customers.

Jeremy makes these points part of his presentation, emphasizing them early on with prospects. Here’s an example of what he said on a recent sales call:

“Linda, I know my company can not only provide what you need, but also, we will customize our service. In fact, I personally will apply my experience so that you will not only have a reliable resource, I’ll be a partner to achieve the goals your company wants to attain when using my services.”

Linda listened patiently — well, mostly. When he moved on to specifics about his company, Jeremy felt he came across as sincere and helpful. He was ready to establish a productive working relationship.

Needs-Based Selling Approach

However, Linda begged off making a decision. She said she needed more time to decide. But Jeremy could sense she wouldn’t be meeting with him again.

He began wondering about whether the Q4 approach was working for him. If prospects supposedly want their personal needs satisfied, why aren’t they more interested when he tells them about his needs-based approach? What is missing from Jeremy’s Q4 presentation?

Q4 Selling Works!

For 60 years, our Q4 sales approach has worked for the many thousands using it. Jeremy did emphasize the beneficial outcomes of a Q4 selling relationship with this prospect. However, he wasn’t actually collaborating in his sales call. His assertions were abstract. What was missing was Step 2 of a Q4 Structured Sales Call: Exploring Interests.


We emphasize how important it is to listen, especially in the early part of the selling process. Salespeople often roll out their capabilities too early — the value of their products/services, their credentials, etc. Instead, they should be listening, to discover client needs.


Let Your Prospect Talk!

While Jeremy talks about a Q4 value-added approach and how much he wants to provide solutions, he still makes the mistake of doing all the talking. He comes off as making unsubstantiated promises. He paints a hypothetical picture of working well together.


It would be much more effective to probe what Linda is looking for, and listen to what she has to say. In so doing, Jeremy would demonstrate Q4 qualities, rather than merely talking about them. As a prospect, Linda would be much more receptive to a conversation centered on her concerns.


Prove Your Case

Armed with a deeper knowledge of this prospect’s needs, Jeremy can move to Step 3 — Presenting His Case and Benefits. Now, his generalities will become specific to Linda. He can tailor his remarks to reflect what he just heard about her needs.


These days, you may emphasize fulfilling needs over products/services; providing value over price; becoming a resource instead of just a salesperson. But don’t just say you’ll do these things. Prove your case by conducting a thorough Step 2 in your sales call. Show specifically how prospects will benefit from working with you. Connect the dots!