In a recent article titled “How to shorten your Sales Cycle”, we stated having a Next Step is crucial to ensuring we are dealing with real prospects, who are actively involved in moving through the sales process with us. (See survey results below)

We got some interesting feedback to this, much of it similar to the type of feedback (pushback) we receive during our Funnel Management Program. Primarily it is around the question of what really is a next step. Our definition is simple: a mutually agreed on scheduled event, where both you and the prospect work to move the process forward. Simple but clear. But many see it as rigid; in fact recently some have labeled it as being “a fascist view of sales”.

For us, the only indication of interest is action, and without an agreement between you and the prospect to take action to move the process forward in a defined time frame, you do not have an indication of interest. Anything short of this is a plan, not a next step; it may be a good plan, the prospect may be aware of the plan, he may even like the plan, but if they do not agree to act on it, it is just a plan, not forward progress. It’s like looking at a holiday guide and thinking about where you may go, versus enjoying a cold Beck’s beer on a beach in the Caymans.

What’s interesting is the same sales people that insist that “a plan” is indeed a next step, usually sounds like “my next step is…”, as though it was state secret that could not possibly be shared with the prospect; these same people are sometimes reluctant to prepare either an account plan, and almost never see the need for having a call plan for their sales meetings, even with key meetings in big opportunities.

Of course it is not really a surprise that there isn’t always a next step when reps go into a meeting without a clear plan for what they want to accomplish during the meeting, how you want to accomplish it, and what would constitute a successful conclusion for the meeting.

We recently worked with a consulting firm in Boston. During the meeting we began the process of deconstructing their sale. They volunteered their “best rep”, the one whose skills and knowledge they wanted to transfer to the rest. He described his typical sale as taking three moths, four meetings and a couple of calls between the respective support teams. We then asked Mr. “Best Rep” what his expectation for the first meeting is, and how he would define a successful first meeting. His answer was not uncommon: “I want to understand their “needs” and close ‘em”. OK, admirable, so why go back the other three meetings, good coffee?

Once we worked through it, it became clear that a number of things had to happen between the initial meeting and the close. Some had to happen in a certain sequence, others could be more random. But, it became clear that there would be no deal unless specific things happened in a given time frame; and if other things weren’t avoided, there would also be no deal. It became clear he would benefit from having a plan.

Many organizations do in fact have account plans for their “key” or “major” accounts, some for entire territories or sectors. It has always been a challenge to get reps to buy into having a call (meeting) plan. Those that do have one, seem to continuously out perform those without, and seem to earn commissions on a more consistent and predictable basis.

Let’s be clear we are not talking about a big laborious exercise, but a simple way of collecting your thoughts and knowledge about the opportunity, capturing a mental checklist of what has or needs to be done; and goal for the meeting, and questions you can use to keep things on track while moving towards your objective for the meeting, all in a way that delivers value to the prospect and ensures that the meeting and the agreed on next step makes sense to them too, otherwise why would they agree.

Generally it starts with your goal for a primary next step, and just in case, a secondary next step; where you would start the meeting; potential issues you know you may have to deal with (perhaps predictable objections if you will); and some key questions to anchor the meeting and help you get back on track towards your objective. Simple and neat is the goal, a road map that allows you to take in the sights and encourages and allows the prospect to be fully involved. Always remember that at the end, the next step has to make sense to the prospect, and they want to make it happen as much as you do. (Visit http://www.sellbetter.ca/content/view/60/110/ to view a basic generic call plan)

The reality is that if you do not take a few minutes to define and lay out your plan, you greatly diminish the odds of actually fully executing your plan. In fact the plan begins to resemble a hope, and we all know what they say: Hope is not a plan. And sadly a plan is not a next step.

THE FINE PRINT:

Having a plan is key, executing that plan is even better. But remember the whole goal of the plan is to help you perform better as a sales person, and sometimes opportunity presents itself and allows you to accelerate or get the sale faster than your initial plan. So please make sure that you NEVER LET A GOOD PLAN GET IN THE WAY OF SUCCESS.