The Worst Question a Salesperson Can Ask_HBR Blog.pptx

The Worst Question a Salesperson Can Ask_HBR Blog. pptx
ID	English (United States)	Russian	Comment	Status
1 9a0c32b1-ac3f-4086-9409-c3e3ac4757e1	" What's keeping you up at night? "			Confirmed
2 1d1980ee-91a2-495b-bba6-431d7fcabe49	This one question is probably asked by more sales people in a given day than any other.			Confirmed
3 62e1bd0e-38d5-416a-b0ee-8f70b673f911	But while it seems innocuous — maybe even the right thing to ask a customer — it's a question that simultaneously prevents sales while also destroying customer loyalty.			Confirmed
4 f8764db1-81a1-4680-8689-0c5cc11b9691	To understand what makes this question so destructive, we need to first understand where it comes from.			Confirmed
5 a40f94df-900b-4acd-9289-79aa2dd8c95c	For years, most sales training has focused on a single core principle:			Confirmed
6 c6bbc303-d904-426c-984b-1485b0ca55c2	the shortest path to sales success is a deep understanding of your customers' needs.			Confirmed
7 a743e1a9-e9b7-4322-bda7-fe8e9da858d0	If we can understand what's keeping customers up at night, we can build tight linkages between their problems and our solutions, thereby improving our chances of selling something.			Confirmed
8 ff7f29ce-1aac-473b-bcff-ba43be73092e	As a result, companies have poured money into teaching their reps to ask better questions.			Confirmed
9 f1f4d1ff-ad8c-49b9-a19d-77796e52fd91	But while it sounds great on paper, this approach suffers from two major problems.			Confirmed
10 602ef802-5e26-40e0-a2d1-e52b1166a4ae	First, improving reps' ability to diagnose needs on the fly proves colossally difficult — especially among average performers.			Confirmed
11 744cad28-d6dd-46b7-afa6-66302631d98c	Second, and more to the point, this approach is based on a deeply flawed assumption:			Confirmed
12 256c88ca-1faf-410a-8c00-c5c197871410	customers actually know what they need in the first place.			Confirmed
13 e9b5971a-d886-4d58-a381-daf5bdcd388e	But what if customers don't know what they need?			Confirmed
14 256a76d8-e5d4-4cce-bd29-fd6b1d831fe9	What if customers' single greatest need, ironically, is to figure out exactly what they need?			Confirmed
15 cebaeda7-c0d3-46b1-a871-8ca909d59103	If this were true, the better sales technique might be to tell customers what they need.			Confirmed
16 e8785e55-0e37-43f1-88ba-e8dd67ea10fd	In our previous post we described a type of rep we call a Challenger.			Confirmed
17 9d5f4d15-2419-4f86-bdf0-cd7fbdcbc436	These gifted, high-performing reps succeed by doing just this, revealing to customers problems — and solutions — that they don't even see.			Confirmed
18 c4856535-f51a-4def-b995-d2181900e0a1	This isn't your standard solution-selling approach, focused on open-ended needs diagnosis.			Confirmed
19 5843f000-714e-4d0a-bfd1-3aa827a64128	A sales conversation with a Challenger provides valuable insight to customers instead of extracting it.			Confirmed
20 05c71d9b-b366-4598-951f-0efccac70e38	What does this sound like in practice?			Confirmed (73%)
21 fac70fb8-f16d-4539-ad64-c1033df80b1f	In our book, we present several case studies, but one of our favorites is from W. W.			Confirmed
22 853e45e4-280a-4bcd-abf8-2d4f6ee75144	Grainger, Inc., the distributor of maintenance, repair, and operations (MRO) supplies.			Confirmed
23 daf4c49d-5a26-4c77-b55b-9147fbcf97a2	In the past, Grainger reps led with facts and figures about their company — how old they are, how many items they stock, how many distribution centers they have, and so on, all leading to the inevitable " So, that's who we are.			Confirmed
24 05088745-adf1-4b67-8d14-2b4b36dbed4c	Now tell me, what's keeping you up at night? "			Confirmed
25 cf33189d-a150-40cb-b99f-6b41d8f67370	Today, a conversation with a Grainger rep is very different.			Confirmed
26 edee3803-733b-4e80-b276-5c7db7477ed3	It focuses almost exclusively on a series of proprietary insights Grainger has developed about its customers that prompt them to think very differently about how to manage their MRO spending — in ways that could potentially save them millions.			Confirmed
27 a7bea17c-3769-4535-a8de-4b86cead49fe	Rather than trying to convince customers to go with Grainger as their supplier of choice for planned MRO purchasing (which inevitably leads to a price-focused discussion), Grainger reps start by showing them how much money they are likely wasting every year on unplanned purchases, which Grainger's research shows can be up to 40% of the average company's MRO spending.			Confirmed
28 7f919078-d835-4a60-b8e9-bbc8e65d3daf	No supplier wants to be in the business of free consulting — and Grainger is no different.			Confirmed
29 a18c8b6c-e36a-4885-8050-c3498d0769a3	The key is to teach in a way that leads customers to your unique benefits as opposed to leading with them.			Confirmed
30 1529d16d-0251-437a-a36f-004f3ce82164	After reframing the way customers think about MRO spending, Grainger reps create an opportunity to talk about a set of capabilities they can offer to better manage that spend, ultimately leading to higher-level sales conversations and bigger deals.			Confirmed
31 6dad4424-ba10-4173-a24e-6d2a74fb208a	These conversations aren't happenstance.			Confirmed
32 e6101cec-d982-4b35-8372-f318a52cd724	There's a specific art to getting them right.			Confirmed
33 99c0c8c9-b94c-4815-b4b7-f0a822e47891	We've found that insight-led sales conversations like Grainger's follow a distinct choreography that's markedly different from your standard sales pitch.			Confirmed
34 75fbc30b-3943-4477-af8a-77b297b762b7	Importantly, this isn't something to leave to your individual reps to figure out.			Confirmed
35 c1510222-a5d4-49db-b743-77e7af5617b3	Marketing plays a critical role in identifying these teachable insights and equipping reps with the tools to deliver them to customers.			Confirmed
36 0a762525-aca0-46de-aea2-bcba3379f6a9	Done well, this sort of sales approach creates a powerfully differentiated interaction for customers because it leads with insight, not tiresome questions.			Confirmed
37 35f5073c-7102-4e1f-a4a9-7feb941a3b00	And, as it turns out, that difference really matters.			Confirmed
38 0738579f-7b47-48fa-818b-36827f5c4706	The Worst Question a Salesperson Can Ask (1 of 2)			Confirmed
39 062e105b-9401-4a44-94cc-30a7e040f250	by Matthew Dixon and Brent Adamson			Confirmed
40 06ac6ddb-d8ab-4107-972b-8825c0e828ef	In a survey of more than 5, 000 business customers, we found that of all of the possible factors that could drive customer loyalty — including brand, product and service quality, and price-to-value ratio — by far the biggest driver is something most companies don't even think about:			Confirmed
41 2b9b87e8-6fc5-4aa5-b083-206d26a6c3d4	the sales experience, accounting for 53% of the overall total.			Confirmed
42 defe5a8f-af33-4e0d-b3fe-69a75e1cf5eb	Customer loyalty, it turns out, is more a function of how you sell than what you sell.			Confirmed
43 bb9d94ca-c79d-41ec-bd5a-40f3dca6317a	Specifically, customers reward suppliers who " offer unique and valuable perspectives on the market" and " educate them on new issues and outcomes. "			Confirmed
44 da20c609-3c3b-46a4-802e-16a4cf289e89	Customers were painfully blunt on this point:			Confirmed
45 cc13988f-8121-47f4-902b-5c616b8dcddf	They perceived very little difference between suppliers on things like brand, product or price.			Confirmed
46 c36d73dd-7b3e-41dd-a7da-90fcfa66e3e6	At the same time, the sales experiences they delivered were highly variable.			Confirmed
47 65555e2d-f301-4298-9150-69504c404994	Some reps, they said, would so thoroughly waste their time that at the end of the sales call they felt as though they'd just been robbed of an hour of their lives.			Confirmed
48 2fb004d1-012f-45b1-8956-2a05e79dc8ac	On the other hand, those same customers told us that other reps would take the time to provide information so interesting and valuable that — to paraphrase Neil Rackham — the customer would have been willing to pay for the conversation itself.			Confirmed
49 79b7dcca-94af-42c0-83c0-3427cf287c7c	" I love meeting with those folks, " customers would tell us, " I always learn something when I spend time with them. "			Confirmed
50 4bb885a5-9a8c-453f-82b8-2c8bbf703cb2	When you think about the conversations your sales reps are having with your customers, how would you describe them?			Confirmed
51 92010827-6e4e-4799-bbbc-3ef4c7f379b7	Are they asking your customers what's keeping them up at night — or telling them what should be keeping them up at night?			Confirmed
52 301808f4-7287-4bea-9e65-1a0ae6d8a8a0	The Worst Question a Salesperson Can Ask (2 of 2)			Confirmed
53 56f22b48-aa6d-4761-9ba8-0c97b7a739e5	by Matthew Dixon and Brent Adamson			Confirmed (100%)

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