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. Part 4 talked about using another acronym, ATM, to help you qualify your prospects. In this installment we'll talk about the effect asking open-ended vs. closed-ended questions has on your ability to fully understand your prospect's problems; and on your prospect's perception of you as "just another salesperson" or as a trusted advisor. 

The purpose of asking your prospect questions is for you to learn about their most pressing needs and wants and for them to articulate, prioritize and place value on meeting their needs and solving their problems. Asking questions helps your prospect think through the details of what they really want to achieve strategically to solve their problems or help their business grow. Asking the right questions – and allowing your prospects to answer thoughtfully and completely – will keep you from having to guess at what their needs are and you won't be tempted to jump to premature conclusions. 

There are two simple ways to facilitate a free flow of information from your prospects: 

·         Ask primarily open-ended questions.

·         Listen carefully to what matters the most to your prospect. 

Taking the second bullet first, listen 80% of the time and talk 20% of the time (80/20 rule). This is one of the most important, yet difficult, tenets for salespeople to practice, but it's critical to having a successful conversation with your prospects. You will be most effective when your prospects' answers to your questions allow you to ask more questions that eventually lead to your discovery of their highest priorities. You can only do that if you're really paying attention. 

As you consider the prospect’s answers to your questions you will begin to see areas in which you can provide a solution superior to your competitors’.  Knowing your competitors’ strengths and weaknesses (as well as your own) will give you a competitive advantage.  

Listen carefully and actively. 

• Maintain eye contact.
• Nod your head.
• Be truly interested and show it.
• Take notes.
• Link your follow-up questions to your prospects' answers and comments.
• Pause and consider before replying to questions your prospects ask.
• Let the prospect finish their statements – slow down. (Remember, it's a conversation.)
• Prospects will tell you how to sell to them. 

Really listening to what your prospects and customers say during your conversations will allow you to offer your studied advice on the best ways to accomplish their goals and solve their problems. 

Asking open-ended questions allows your prospect to answer freely and in detail. Ask direct questions to uncover "who, what, why, where, when and how." Although your questions should be situation-based and should dig deep, here are some generic examples: 

·         "Who will make the purchasing decision?" or "Who within the organization will benefit most by changing the way you do things now?"

·         "What issues concern you most?" or "What do you expect to accomplish by making a purchase?"

·         "Why do these issues concern you?" or "Why have these problems become a priority?"

·         "Where do you see your company in a year if this solution is implemented?" or "Where will this product (or service) be delivered?"

·         "When do you plan to implement a solution?" or "When are your peak business times?"

·         "How do you do things now?" or "How will this solution impact your daily operations?" 

Good questions should be designed to allow prospects to get themselves "off the hook", to refuse to answer, or to give an incomplete answer, without losing face. Start with broad or "big picture" questions working toward more specific questions crafted to bring out details and determine the prospect’s key needs. 

These kinds of questions will demonstrate to your prospects that you're acting with their interests in mind; that you're a trusted advisor in their efforts to solve their problems and grow their business. 

Some closed-ended questions are acceptable. When asked with the proper foundation and timing – and certainly after a positive relationship has been established – they can help to move the sale forward by eliciting positive responses indicating the prospect’s commitment to work with you.  (See Commitment questions in Part 2 examples.) 

Closed-ended questions are situation-based and are designed mostly to prompt "yes" answers from the prospect. These are often referred to as "trial closes." At the very least they will keep the sales process moving forward; ideally, by getting enough, progressively meatier agreements from your prospects throughout the sales process, they will eventually be hard pressed to say no when you ask for the order. 

But avoid "trick" questions. These are really just traps set to get an agreeable response due to a lack of any real choice. They put the prospect in a defensive and uncomfortable position and erode any rapport, trust and credibility you had established. 

Using too many closed-ended questions will brand you as a "stereotypical salesperson" in your prospects' minds. 

It's important to find a good balance of questions that will allow you to learn about your prospects and to demonstrate your value to them. That balance should swing in favor of open-ended questions if you want to be accepted as a trusted advisor and to establish a relationship that's profitable to you and your customer. 

We'll wrap up this series in a couple weeks with Part 6. "See" you then. 

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.