■ · Customers
A simple sales process: investigate, then propose
Many owners hate selling because they picture pushing people into things. Good selling is the opposite. It's investigating whether you can actually help someone, and if you can, making it easy for them to say yes. If you can ask good questions, you can sell.
Sales is detective work
A detective doesn't decide who's guilty and then look for clues. A good salesperson doesn't decide what to sell and then push it. They ask questions until they understand the problem, what it's costing, and whether they're the right fit. Neil Rackham's research for SPIN Selling found that in larger sales, the most successful salespeople asked more questions about the buyer's problems, what those problems were costing and why solving them mattered, rather than leading with their product.
Ask about the past, not opinions
Rob Fitzpatrick's The Mom Test warns that people will politely say they love your idea. Opinions are cheap. Facts about what they actually did are evidence. Instead of "Would you use this?", ask "When did this last cause you a problem? What did you do about it? What did that cost you?"
■ In order
The five-stage pipeline
- 1
Lead
Someone who might need you: a referral, inquiry or contact. Write down where each one came from.
- 2
Discovery
A conversation to learn their problem, what it costs and who decides. Decide together if you're a fit.
- 3
Proposal
A short written offer built from their own words: the problem, the result, the price and the next step.
- 4
Decision
Follow up on a set schedule. Answer concerns honestly. A clear "no" is better than a maybe that drags on.
- 5
Onboarding
The sale isn't done until the client gets a first win. See Keep Your Clients.
| Discovery question | What it uncovers |
|---|---|
| "Walk me through how you handle this today." | Their current situation, in facts |
| "When did that last go wrong? What happened?" | The real problem, from past behavior |
| "What has that cost you, in time or money?" | How much solving it is worth |
| "What have you already tried?" | What didn't work, and why |
| "If this were solved, what would be different for you?" | The result they're really buying |
| "Who else is involved in deciding?" | Who has to say yes |
Follow up like a tight ship
Most lost sales aren't lost to a competitor. They fade away because nobody followed up. Put every open proposal in a simple list with a next follow-up date, and check it in your weekly checklist. A polite, scheduled follow-up isn't pushy. It's professional.
Handling objections
Treat an objection as new evidence, not an attack. Ask a question before you answer it: "What makes you say that?" Often the stated objection, usually price, isn't the real one. Sometimes the honest answer is that you're not the right fit, and saying so builds trust and referrals.
Write proposals in their words
The best proposals repeat the client's own description of the problem and the result they want, then show the plan and the price. Keep it to one or two pages. If you need more, the discovery wasn't finished.
Sell like a detective, follow up like a tight ship
Go into every discovery call to find the truth, not to win. You'll lose a few deals you shouldn't have taken, and win more of the right ones.
Don't nod along to a bad fit because you want the revenue. A client you can't serve well costs more than they pay.
Run the sales math before you set a revenue goal. If the goal needs more leads than you've ever had, the plan needs a marketing priority, not hope.
Review lost deals in your monthly engagement, in the third person: "Why did Dana lose the last three proposals?"