In Part 1 of this series on asking questions in the sales process, we talked about how to be more effective with the questions you ask and in how you ask them. In Part 2 we looked at types of questions to ask. In Part 3 we focused on organizing your questions using the acronym "OPEN" to help you and your prospect stay on track to solving your prospect's problems. In this installment we'll use another acronym (that I first mentioned in Part 2) to help you qualify your prospects. 

The acronym is ATM. No, not the banking machine. ATM stands for Authority, Timing and Money. 

You probably already know that you must qualify your prospects in order to sell successfully. Qualification is essentially making a determination as to whether or not there is a fit between your prospect's problem(s) and what you offer. But asking the right questions also helps you to determine if the situation is ripe for a successful sale. This means finding out if you're talking with the right person within your prospect's organization; finding out if there's a process and a timeline for your prospect to make a purchasing decision; and learning if the purchase has been planned and budgeted – and for what time frame. 

So, then, who are your best prospects? 

The quick answer is that they are those who can benefit most by doing business with you and who are prepared to move forward with their purchase in a timely manner. A more complete answer would include the qualification that your contact has the authority to make the purchasing decision. 

Authority – Who is the decision maker and who else will be involved in the decision making process? Get the lay of the land. Ask questions that will uncover who the "buyer" is and what motivates them. Some examples are: 

• "What is your role?" (Sole decision maker, purchasing committee member, fact gatherer, etc.?)
• "How will you and your business benefit from choosing my solution?"
• "How are trends in your industry affecting you? Your business?"
• "What are the most important problems to solve – for you? Your business?" 

Caution: Tread lightly when asking these questions. Be sensitive to your contact’s position or role in the decision making process. Avoid creating the impression that you are only interested in talking with them if they are the ultimate decision maker. Be inclusive. Develop your contact as your ally in the sales process whether or not they are the sole decision maker. 

You might be tempted to make some assumptions about your contact's level of authority based on their position or title within the organization. Don't. 

If, for example, you're talking with a "C"-level executive you might assume that they have all the authority they need to make a decision. The reality might be that they're part of a decision-making committee or that they're exploring solutions on a strategic level but will leave the purchasing decision to the department that solicits and receives proposals for a solution. 

On the other hand, authority for making certain buying decisions may be invested in individual administrative staffers. Be nice to the gatekeeper! 

Timing – This has as much to do with your prospect's purchasing plan and method as it does the actual time frame for making a decision. So ask about your prospect’s criteria, method and time frame for deciding on their current vendor and whether they'll stick to the same process now. Some sample questions: 

• "What was your time frame then the last time you made this kind of purchase?"
• "Were you satisfied with the process and the results?"
• "Was the timing of the purchase and delivery on schedule?"
• "Will you maintain the same process and time frame with this purchase?"
• "What is required for a vendor to earn your business?"
• “Tell me more about . . . “ 

Money – This may seem like a hard question to ask. But it's important to know: 

• "Have funds been allocated (budgeted) for this purchase?"
• "In what time period? This fiscal year?  Quarter?  Month?"
• "Will you purchase?  Lease?"
• "What amount have you budgeted?" 

Some salespeople may think these kinds of questions are intrusive and too bold. But the questions are valid. In fact, if your prospects see you as a trusted advisor, they'll understand why you need this information to help them solve their problems. They will not be offended. 

In some situations, sensitive questions (maybe regarding timeline or budget) should be the last asked. This will allow you to move through the questioning process with the least amount of defensiveness from the prospect. 

We've arrived at the end of the line for this installment. See you in a couple weeks for Part 5. 

Ó 2006 Patrick A. Hassett. All rights reserved. 

SalesNow! helps businesses increase their sales, their profits and their customer loyalty by teaching them customer focused sales techniques, high-level customer service and customer relationship management. 

Pat Hassett, President and Founder of SalesNow!, draws on more than 30 years experience in sales, sales management and sales support in a number of industries. He specializes in helping non-traditional salespeople become competent and confident in their sales efforts. 

Additional Resources: 

• Visit the SalesNow! article archive for more articles on a variety of topics related to sales, customer service and customer relationship management.

• Visit http://blog.PatHassett.com for more tips and advice to help you increase your sales, your profits and your customer loyalty. 

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