Theory of Constraints Handbook - James Cox Iii [424]
You also can make the problem visual by adding a picture of mountains of inventory. I also like to generate discussion around these problems because oftentimes there are people in the room who were not aware of the situation or the magnitude of the problem. I want to get them a little emotional about the pain. I might ask, for example, if in fact they have had the experience of having to hold higher inventories due to a supplier’s policy.
I can often get someone to tell a story, and if he or she does, I try to make it tangible by asking how much, how big, or whatever the appropriate question might be. When you do the typical sales call—the “show up and throw up” approach—spouting all the features and benefits of your product or service, the customer is automatically resisting and looking for reasons not to buy. By starting with how we negatively affect them, customers are more open to hear what we have to say next.
FIGURE 22-3 Analysis of suppliers’ practices.
I can’t stress enough how important it is to really nail this first part of the presentation. In no more than four slides and 10 minutes you should be able to describe how your industry (you and your competitors) are having a negative impact on your customers’ bottom line. If you can do this instead of the typical “Background of Our Company” and “Background of Our Products,” they will be eager to hear what you have to say next, instead of being half asleep.
However, if your analysis was not correct and you have not correctly identified the pain, then you are not going to make a sale, so thank them for reviewing your analysis and leave.
However, if we have our prospect’s head nodding in agreement and they have shared a couple of stories, they are actually eager to hear what we have to say next. You are the first vendor that has so eloquently described the dynamics between industry practices and you verbalized it better than even they have or could.
Agree on the Direction of the Solution
Usually I transition by saying something like, “So, if we have accurately captured the problems that our industry causes you, we then need to determine criteria for a good solution.”
We then present and review the slide with this criteria and get the prospect’s feedback. We also note that this criterion should be used to evaluate any potential solution, even one from a competitor. This is so we can create contrast.
Next, we ask what it would be like if you had a solution that met that criterion. Here we are creating a vision and tapping emotions.
Once we have agreement on the criteria for a good solution, we review our solution—our Mafia Offer. We usually give an overview of our offer and then go into each component of it in more detail. In this way, they get a preview of what’s to come—giving them the big picture—and then they can concentrate on what is being presented. The preview method also creates another beginning.
As we are reviewing our offer, we again deliver it in a way to which the old brain can relate. And that, of course, would change for each offer. However, it is very important that you are tangible. Don’t just say you have a guarantee, say what it is. Don’t just say you will meet the lead time, say what it is.
For each claim or component of your offer, be very explicit about the results they will experience. Gains are typically financial, strategic, or personal. Be as tangible, simple, and direct as possible.
Agree Our Solution Solves Their Problem
After we have reviewed our offer, we return to the criteria for a good solution and ask if our offer has met those criteria. Then we compare our solution, our Mafia Offer or claims, to typical solutions to create contrast.
We explain that the contrast, the difference between us and our competitors,