Recently, a new client received his first appointment from us and called to ask me: “I’ve got the meeting, now what do I do?”
Believe it or not, I’m asked this question surprisingly often.
First, you need to build rapport and familiarity as soon as possible. So break the ice. Don’t dive right into your pitch, but start with small talk. Comment on something your prospect has in the office: a photo, something to do with sports…anything. This will only take a few minutes and will help both you and your prospect feel more at ease.
When you develop a connection with your prospect, trust will naturally develop. After all, people buy from those they like and trust.
Next, get down to business. Offer a BRIEF overview of your credentials and your company’s strengths. This is NOT the time for an extensive presentation.
Ask enough questions to find out if a need is there. For example: What’s the problem or opportunity that needs to be addressed? How much of a problem is it? How long has it been going on for? What has been done to address the problem/opportunity in the past? What’s worked and what hasn’t? What are the implications of not taking action? Etc.
If there are no discernable problems or opportunities, your meeting’s over! They don’t need you.
However, if it looks like you can help, discuss how much your services will cost. Face it, your prospect is definitely waiting to hear this, so don’t be afraid to talk money. You’re going to have to deal with this sooner or later. To know where you stand, sooner is better.
Suggest a reasonable range and wait for a response. For example, say: “Sounds like this would be between $X and $Y. Is this a budget you’d be comfortable with?”
If there’s no money, the meeting’s over! If your prospect says anything else, he’s open to negotiation. And that’s where you want to be!
Once over this hurdle, find out how your prospect makes decisions, and who else may be involved. You might ask, for example: “Who, in addition to yourself…?”, to help discover additional players and lateral influencers without suggesting that you may go over your prospect’s head.
One time a company president told me he always ran his decisions “down the flagpole.” Even key decision-makers rarely make unilateral decisions. They usually ask others what they think. So, if possible, ask to be introduced to them and/or have a company tour.
Now, before you leave, get the second meeting! You’ve covered a lot: You’ve identified and discussed your prospect’s problems/ challenges; dealt with the budget issues; found out who will be involved, etc.
It will be obvious that there’s much more to discuss, clarify, define, identify and discover. Don’t leave without a commitment to the next appointment—set that date and time.
