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Selling doesn’t cause buying


Guest articles > Selling doesn’t cause buying


by: Sharon Drew Morgen


When you think about your numbers (closing percentages, total calls, etc.), and consider the objections, the price issues, the delayed sales cycles, the excuses, and those who just, well, disappear, don’t you realize these same problems have been cropping up, um, forever? And that whatever you seem to be doing to ‘correct’ the issue doesn’t seem to work?

And you still expect different results?

Do you realize you’d rather suffer with the long sales cycle rather than actually enter the buyer’s journey much earlier and help them navigate through their decision issues and buy effortlessly? And when I suggest there is a way to do that, you don’t want to change?

Do you realize you’d rather think your customer is stupid than understand that their behind-the-scenes decision issues – their budget-sharing, their turf and ego issues, their vendor issues, or manager issues, or mergers, or or or – are keeping them from being able to buy? And that their buying decision and need is separate from your sales activities or outreach? Even separate from their need or your solution?

Do you realize that you spend time trying to ‘get to’ or ‘understand’ or ‘have a relationship with‘ the folks you consider to be ‘The Decision Makers’ rather than realize that the entire Buying Decision Team not only has to be on board (and you’ll never, ever, get to meet or influence the entire team) but whoever touches the solution must add their two cents to the solution choice — and you can never find them, know them, understand them all – before they can buy?

That it’s not about their pain, or need your solution your relationship/kindness/trustworthiness and it is about

  • their change management issues
  • the buy-in from those who touch the solution
  • their need design a path to reduced disruption when adding a new solution
  • their policies, politics, and people.

We are using a scissors to cut a lawn, and complaining that it’s not acting like a lawn mower. And complaining loudly. For a long time. And getting paid for the extra time/output for using the scissors.



My friend Andy Rudin once cheekily said to me something like, Why should I care about the buyer’s journey? And he’s right! Sellers are getting paid to use a scissors. But they’re complaining about their results, and still not willing to buy/use the lawn more right in front of them. What would you need to believe differently to be willing to consider that seller/buyer problems are change-management problems, not solution choice issues? That the last thing the buyer needs is your solution? That until there is buy-in from all folks who touch the solution they cannot/will not buy? And the sales model merely manages needs assessment and solution placement – not the necessary change management/buy-in issues buyers must first contend with.

Go beyond what is expected of you.

Earn more money.

Close much, much sooner.

Help buyers manage change as part of your solution.

Influence the Buying Decision Team from the first call.

You cannot do this with sales. Are you ready to actually do something about the delays and lost customers? Why haven’t you done so before now? You read my posts, buy my books, and yet aren’t changing your sales model. What would need to happen for you to be willing to add a decision facilitation capability to the front end of your sales model?



Or consider purchasing the bundleDirty Little Secrets plus my last book Buying Facilitation?: the new way to sell that influences and expands decisions. These books were written to be read together, as they offer the full complement of concepts to help you learn and understand Buying Facilitation? - the new skill set that gives you the ability to lead buyers through their buying decisions.

Contributor: Sharon Drew Morgen

Published here on:

Classification: Sales



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