Selling by Asking More Questions

Selling by Asking More Questions

This free sales training material is a valuable support to any sales courses that you have either attended or plan to attend and is designed to help you be more effective at selling by developing the ability to ask more questions.

Copywright Spearhead Training & Verlag Norbert Muller

"The ability to ask shrewd questions is the half of wisdom", said the English philosopher and Lord Chancellor Francis Bacon (1521-1626). Adapting the quotation we believe that, "Shrewd questions are half of the order".

Questions create answers. Questions and answers together turn an encounter into a conversation. A collection of monologues is not a conversation and a collection of monologues made by the customer and salesperson is a far cry from being a negotiation.

As a rule, however, there will be no order without negotiation. Thus, one can conclude that questions are the most important element in the discussion; they are the decisive step towards business success. Therefore, it is advisable to learn the art of asking questions in the right way.

Are you conscious of the great importance attached to questions? Many salespeople are not. They ask too few questions and hold too many monologues. Why? There are a number of possible reasons.

Out of insecurity: they are afraid of intellectual argument with the customer, as they do not want to provoke contradiction.

Out of short-sightedness: they only talk about there own interests and forget that their wishes will only be fulfilled once the customer`s wishes have been satisfied.

We cannot stress often enough that the questions you ask the customer are decisive steps on your road to business success.

If there is a secret of selling success, it is the skill of asking questions ... and listening carefully to the answers given.

Ten Good Reasons to Ask the Customer Questions

Communication is one of the most important everyday tasks which human beings carry out. We communicate as a reaction to various stimuli in our environment. Psychologist Abraham Mallow developed a hierarchy of needs which shows exactly how basic human needs are organised. The needs which he illustrated are universal, as is the need to communicate. In order to establish the needs and desires of others, we must communicate. In this chapter we list ten reasons why you should communicate with the client.

Realise the Importance of Information

1. You obtain information - about the customer`s situation, problems, wishes, knowledge and opinions. You cannot make an appropriate offer without this information.

2. You gain and hold the customer`s attention. Your questions give the customer the opportunity to speak. Somebody who is speaking cannot let their thoughts wander without being noticed.

3. You make the customer think. They cannot rest on their prejudices and emotions so consequently the discussion becomes rational.

Gain Control of the Discussion

4. You decide the topic of discussion. According to a well-known maxim "He who asks, leads". Your questions force the customer to state their opinion on the points you think need to be discussed, thus giving you control of the discussion.

5. You prove your interest in the customer and their problems. At the same time you force yourself to bear in mind the customer`s interests, situation and problems.

Show Respect for the Customer`s Opinions

6. You gain the customer`s sympathy and confidence. Questions raise the status of the person questioned because they demonstrate respect for their knowledge and opinions.

7. You give yourself time to think. While the customer is looking for an answer to your question, you can adjust your tactics, select your next argument, analyse the customer`s motives, etc.

Prevent Misunderstanding

8. You reduce the risk of misunderstanding the customer. Their answers reveal framework, conditions, fears and expectations. Their tone of voice, rhythm of speech, facial expression and gestures in turn betray things they do not say.

9. You reduce the risk of saying something careless or self-contradictory as the risk is shifted onto the customer. If you are listening, you can`t say anything stupid.

10. You reduce the risk of aggravating differences of opinion between yourself and the customer. Assertions harden and provoke whereas questions relax, reduce tension and reconcile.

It is important to try to remember these advantages so you will have the necessary incentive to learn and apply a suitable technique.

What Types of Questions are There?

In this section you will become acquainted with the different types of questions which can be used in sales and negotiations. This overview will enable you to recognise the different possible ways of asking questions and to decide which question is appropriate in a given situation.

We distinguish questions according to their type or form, their content and their position in the context of conversation.

Learn to Recognise Different Categories and Types of Questions

1a. Direct question: The question is formulated as a question

"Who`s in charge of the ........?"

1b. Indirect question: The question is formulated as a statement.

"I`m interested to know who`s in charge of the ....."

2a. Proper question: An answer is demanded.

"When are you going to ring me?"

2b. Leading question: The answer (in this case "yes") is suggested to the
customer.

"You`ll ring up on Monday morning, agreed?"

2c. Rhetorical question: No answer is expected.

"Why should I ring up? They will get going by themselves."

3a. Open question: The possible answers are unlimited. The question is
usually introduced by the interrogatives What?, Why?, How?, To what
extent?, Which?, When?, Where?.

"How did you organise waste disposal?"

3b. Closed question: The possible answers are limited, frequently just to
say "yes" or "no". The sentence is introduced by When?, Who?, Where?
or without the use of an interrogative particle.

"Have you tested the plastic covers?"

3c. Alternative question: A closed question in which the possible answers are
provided.

"Is it alright for me to visit you on Monday morning or is Tuesday afternoon
better?"

The Situation and Information Required Determines the Content of the Questions

1. Information: an item of information is demanded "Where are your
branches located?, "What do you intend doing now?"

2. Reasons: The customer is requested to supply reasons for a given
piece of information.

"Why haven`t you set up a branch in Hatfield?", "Why can`t you convert
to gas?"

3. Control: The salesperson tries to establish whether the information
conveyed to the customer has been properly understood.

"Did I express myself correctly?", "Is the problem as I described it?"

4. Confirmation: The salesperson asks the customer to agree with what
they have said.

"Are we agreed on this point?", "Â£4,000 is quite a saving, isn`t it?"

5. Motivation: The question invites the customer to act.

"Shall we give it a try", "If you can`t manage it, then who can?"

6. Decision: The customer is supposed to make a decision.

"When can we make a delivery?", "How much are we taking? Two
hundred boxes?"

7. Politeness: The question is a disguised plea.

"May I just point something out?" ("Allow me to point out.....")

8. Conveyance of information: The question is a disguised statement.

"Did you know that Wilson and Company is part of Globe Group?" (Wilson is part of Globe)

9. Declaration of opinion: The question is a disguised expression of
opinion

"Have you ever seen those tasteless patterns yourself?" (The patterns are tasteless).

10. Catch question: The answer contains an additional piece of information
that the customer is unaware of.

"Did you get the offer from Jones at the trade fair?" (Jones wasn`t even at the fair. The salesperson wishes to ascertain whether or not the
customer is bluffing).

Identify the Situation and then Use Appropriate Questions

Every question which a salesperson asks a customer has what is known as a "classification". It can be either a single question, a chain question (part of a series of questions), or a counter-question (in place of the answer requested). Once you have identified the correct classification, you should then be able to find a suitable position for the question in the conversation or discussion.

Having gained an overview of the different types of questions at your disposal you will now be in a position to recognise which type of question is suited to a particular situation.

The Eight Basic Rules of Asking Questions

Although asking a question may seem like a very basic task which presents little or no difficulty, there are many of us who are, as yet, unable to perform this function. Each time we ask or want to ask a question we should bear in mind that there are eight ground rules which govern the art of asking questions. By complying with these rules, we increase the chance of successfully carrying out the task. Bear the following points in mind when you formulate the next set of questions for a client.

BREVITY
Avoid long winded questions as they are more difficult to answer. However, always explain the reason for asking the question when necessary. Such as: "In order to provide you with an accurate figure, can you tell me which walls are made out of brick and which are made out of concrete?"

It is therefore advisable to explain up front the reason for asking questions so that customers understand why you are asking numerous questions. Such as
"In order to provide you with an accurate quotation, I would like to ask you a number of questions so that I fully understand your requirements". This can have the desirable effect of reducing the need to explain the reason for asking each question. This technique is often referred to as "opening the sale" as you are making the customer aware of what they might gain by answering your questions. The law of business dictates that in order to get something (i.e. information), you first need to give something (i.e. a potential benefit in answering) your questions. This is one of the last techniques that successful salespeople ever learn.

COMPREHENSION
"Which aspects of your corporate identity should be reflected in the advertisement?"

An advertising salesperson wants to impress, but may make a client feel unsure and mistrustful. Avoid terms which the customer might not know. Only employ foreign words and technical terms if the customer has proved they know them by using them themselves. The question here could be rephrased, "Which features of your business practice should be depicted in the advert?"

ACCURACY
Ask precise questions otherwise they will lead to rambling, unsatisfactory answers. "How do you see the trend in the property market?" and "What do you think about XY going bankrupt?" are not precise questions. Ask in a precise way, "Do you think that property prices here in Hertfordshire are going to rise or fall?" and "What reasons do you see for XY going bankrupt?" There are, however, exceptions. An imprecise question can be useful for getting a taciturn customer talking. The customer cannot then fob you off with a curt reply.

SIMPLICITY
"How much Lubrolex do you use per day, and what do you do with the waste oil?" This question has two parts. Two-part questions may require two quite different answers. The customers will get into difficulty. They may have to think about the daily quantity and at the same time about several methods of disposal which are customary at their company. Ask two one-part questions instead. "How many kilograms of Lubrolex do you use per day?".Then, when you have the answer, you can ask the second part of the question, "What do you do with the waste oil?"

RECOGNITION
Indicate from the start you are asking a question. Begin with interrogatives or place the predicate first: "Do you know which walls .....?"

DETERMINATION
You want to know how many bags of granules the customer buys per month from the competition. They will not answer a directly phrased question as to the quality. Pursue your goal by asking in an indirect way, "How many slabs (sheets, boards etc.) do you produce per month?" Then, a little later, "How big are the slabs?" Finally, you can ask, "What quantity of granules do you reckon for one square metre?" Now you can work out for yourself what you wanted to know.

SUITABILITY
Ask questions that the other person can answer. Don`t ask a businessperson for technical details or an engineer for cost estimates. Otherwise you tempt the customer to make things up in order to conceal their lack of knowledge. The customer will start to feel unsure of themselves and their willingness to give you the order will weaken. Come straight back to your opposite number`s area of responsibility if you are given unclear answers.

CLARITY
Speak slowly and enunciate every word of the question loudly and clearly. By showing that the question is important to you the customer will take trouble over their answer. Give them time to reply. Don`t answer the question yourself merely because you fear an unwelcome reply, out of impatience or with the intention of showing off your own knowledge.

Questions to Ascertain Answers

Before you can meet a customer`s need you have to know what it is. Before you can sell a solution to a problem you have to know what the problem is. Before you take the trouble to do a detailed presentation you ought to know whether you have a potential customer in front of you or if you are just wasting your time.

1. Establishing Customer Needs

In order to identify the customer`s need, problem or even the quality of the customer, you have to ask questions; questions relating to four areas:

> The customer`s business or organisational situation.
> The customer`s problem.
> The detrimental consequences of the problem.
> The urgency of solving the problem.

There are three main principles you should pay attention to:

First Principle:
The lead-in should be innocuous so as to get the discussion going. The question should not over-stretch the customer`s intellectual capability, make them suspicious or alarm them. There is a famous example from the insurance business; not "Let`s suppose you were going to die tomorrow" but "Let`s suppose you had died yesterday". Not "How much do you make on coffee in a month?" but "How many brands of coffee do you have on your shelves?"

Second Principle:
If you know details of the customer`s situation which the customer themselves might possibly regard as commercially sensitive (sales figures, purchase prices, production figures etc) you must not hint that you possess such information. Ask about the figures you already know so the customer will not feel spied upon.

Third Principle:
Do not ask too many questions about the customer`s situation and problem. The customer could get the impression that their position was much more complicated than they had imagined. This impression would make it even harder for you to sell your proposed solution. Ask questions, but make them specific.

A U.K. study has demonstrated that in successful negotiations approximately twice as many questions are asked to ascertain needs in unsuccessful discussions. The study showed that only top salespeople asked questions about the negative consequences of the problem and about the urgency of a solution.

2. Use Proper Questions to Identify Needs and Requirements

Judged on their form, questions to ascertain needs are "proper", as you wish to obtain information. Leading questions, which interpret the problem from your point of view, will not get you anywhere. Questions to ascertain needs may be open or - especially when time is short - closed.

Judged on their content, these questions as for information, reasons (for a given state of affairs on the customer`s side) or control (that you understand the customer`s situation correctly). Catch questions also occur:

> "How high is your monthly consumption of tinplate?" (proper, closed,
information).

> "Why don`t you advertise on the radio?" (proper, open, reasons).

> "So basic servicing takes about 45 minutes, isn`t that right?"
(proper, open, reasons).

> "Are you familiar with the Brackley-Brock test?" (proper, closed, catch
question - if the competition use test).

When preparing for client visits you should note down what information you require from the customer in order to be able to judge their needs. You can formulate your questions during the negotiation with the help of these notes.

Using Questions During the Presentation

As you will have learnt from sales courses, the presentation phase usually begins with the promise of a benefit:

"Are you interested in saving £15,000 every year?"

"Wouldn`t you like to reduce your defects rate to 0.02%?"

"Extra turnover of Â£20,000 to Â£30,000 isn`t that something you`d like to achieve?"

1. Products Offer Benefits which the Customer May or May not Require

Your products bring multiple benefits: profit, safety, simplification, image, flexibility etc. Your skill lies in selecting that benefit which best matches the customer`s needs or predominant interest for the question leading in to the presentation. You will need to have made the choice in the preceding phase of clarifying needs. By saying "yes" to the lead-in question, the customer is asking for your presentation.

The control question is the most important type in the presentation phase. You constantly need to establish whether or not the customer has understood what you have been showing and explaining to him:

"Have I expressed myself clearly?"

"Have you understood the connection?"

"Can you identify the control system?"

Don`t count on the customer asking you to clarify a point they don`t understand. Customers do not generally do so: they don`t want to appear slow on the uptake and they often hope that the unclear point will be resolved in the course of the presentation.

In addition, instead of asking a client, "Have you understood me?" be tactful and say, "Have I expressed myself clearly?"

2. Do Not Underestimate the Power of Linking Different Types of Questions

It makes sense to occasionally link a presentation argument with an information question:

"You`ll receive the mixture in both the usual packet sizes. Do you see an advantage in that?"

Firstly, the question makes the customer think about the argument.

Secondly, it makes the customer state their point of view. Agreement is a step towards closing the sale. Disagreement reveals reservations which would have prevented a conclusion if they had remained undiscovered.

An information question, phrased in a leading way, becomes a confirmation question:

"You must surely agree that this system greatly simplifies the process?"

"Don`t you too think that our designer had a stroke of genius here?"

"The savings add up, don`t they?"

There are three comments which ought to be made on this questioning technique:

1. You can strengthen the suggestive effect by linking the question with a compliment: "As an experienced mechanical engineer, you must agree with me that ...." or "A man like you who was once the top salesperson here surely won`t dispute the fact that ......"

2. Be wary about using this tactic on customers who are unsure of themselves or taciturn. There is a danger that they will agree with you out of politeness or convenience although they really think differently. Such an "agreement obtained under false pretences" gets you nowhere. Unspoken doubts remain untouched.

3. Do not form long chains of leading confirmation questions. The famous "yes" rhythm which you are trying to force the customer into can break off quite suddenly. Then the customer will feel manipulated and is likely to get belligerent.

You will be one step closer to achieving a conclusion if your answers to closed information questions made by the customer are linked with counter-questions which demand an answer.

An example in a sales situation

C: "Do you carry out installation yourselves?"
S: "Yes. Should I make plans for assembling it myself?"
C: "Do you work with consignment stocks?"
S: "Rarely. But if you want a consignment stock that will
certainly be possible. May I just ring up my sales management
to make enquires?"

C: "What period do you usually allow for payment?"
S: "Ten days two per cent cash discount or thirty days net. How
would you like to pay?"

If the customer decides in favour, then one detail of the order will have
been settled and in most cases the order itself will have been tacitly
agreed.

Using Questions to Refute Objections

A salesperson`s most natural reaction to being confronted by or presented with an objection is to become defensive. Unfortunately, this is not an efficient or wise move on the part of the salesperson. However, by using questions to fend off objections from customers the salesperson gains two strong advantages:

1. There can be no dispute.
2. The customer proves themselves wrong. Therefore, they are not
forced to admit you are right.

By remaining calm and collected during sales negotiations the salesperson should be able to use these advantages to gradually win the customer`s approval.

The following list shows the various types of question techniques which can be used in sales discussions to successfully fend off our refute objections.

The Dissection Method
Objections relating to incidents are "dissected" by the salesperson enquiring about the facts that supposedly support the objection. This technique is particularly suitable for group negotiations or discussions with existing customers.

"We get too many complaints involving your products."

The facts that the salesperson brings to light with their questions are often pretty meagre.

"Who has made a complaint?"
"What have customers been complaining about?"
"How many complaints have you had in the last quarter?"
"What have you done about it?"

The Mole Method
Objections containing doubtful assertions are "undermined" by questions until it has become obvious that they are untenable.

C: "Your products do not sell at my shop."
S: "Why is it they shouldn`t sell?"
C: "My customers won`t buy that price range."
S: "But you wouldn`t object if your customers did accept that price range?"
C: "Of course not."
S: "Your competitor in Station Road has been stocking our products for
the past two years with great results - are their customers any
different from yours?"

The Building-Block Method
Instead of being brought crashing down, the objection is replaced by something else. The salesperson`s questions make the customer reveal possible ways of overcoming the difficulties expressed in the objection.

C: "Your products don`t sell at my shop."
S: "Then what would my products have to be like so they would sell at
your shop?"

S: "Would you stock high price ranges if they were saleable?"
S: "So what ways might there be of introducing high price classes at
your, excellently located, store?"

The refutation of the objection leads to a discussion of possible ways of introducing higher price classes.

The Echo Method
The salesperson repeats the customer`s last few words in the form of a question:

C: "Your products don`t sell at my shop."
S: "Don`t sell at your shop?"
C: "No, much too expensive."
S: "Too expensive, our products are too expensive?"
C: "My customers won`t come flocking in for that price."
S: "In this location your customers won`t come flocking in?"

This little game cannot be carried on indefinitely but it`s suitable for two or three questions, otherwise, the customer will start to get jumpy. The effect of this method is to trivialise the customer`s objection(s). The salesperson acts amazed that the customer has come up with such a weak objection.

If, in their objections, the customer refers to products which they buy or want to buy, then you can highlight weaknesses in the competition, not by lambasting the rival product with bold assertions ("The engine is incorrectly suspended. In three months it`ll be useless") but rather by using questions:

"Have you ever been shown how the engine is suspended?"

"Do you know about the report from Murryfield Technological University?"

"Did you know that Series C is being recalled at the moment from the people who bought it?"

"Have you ever talked to a colleague who`s had some experience of XY company?"

Using Questions at the Close of a Sale

At the close of a sale, both parties must reach some form of agreement; what type of product is in question, the quantity and conditions of sale. It is impossible to reach an agreement without asking and answering certain questions. Here are five methods of closing a sale which depend directly on the question technique.

1. To Counter an Objection

The salesperson makes a suitable response to the customers objection using a "closing lever". Assuming the customer emphatically repeats that they cannot allow any work stoppages, then the salesperson simply replies, "Mr. Hayes, if I were to guarantee you that the machine would not break down or if it did, would do so for not longer than 20 minutes (or as long as replacement of the machines took), would you then agree to the terms?"

If the customer agrees to this then the contract will be satisfactory as long as the guarantee is successful. If, on the other hand, the customer refuses to agree to the proposal then their objection is not the same as before. It also becomes apparent that the customer doesn`t wish to dwell on any weaknesses which may lie in their argument. In any case, the salesperson should not make any thoughtless decisions or concessions on the assumption that by doing so they will win the customers business.

2. To Promote Split Decisions

The salesperson is not asking the customer if they wish to place a contract, but rather about particulars of the contract in question. A person selling floor coverings could for example ask:

"Would you wish the entire hall to be covered or just a section?"
"Which section?"
"How many square metres would you need?"
"What colour were you considering?"

This technique fulfils a dual purpose in that the customer practices making decisions and the salesperson is feeding the customer`s desire to possess an object.

3. To Narrow Down Possibilities

It is often a lack of opinion which prevents a customer from reaching a decision rather than a lack of courage. So many pros and cons have been illustrated to the potential buyer, they cannot decide whether or not to buy the product.

The solution? Place a different product (and hence different criteria) within view and pose alternative questions:

"The TO 2007 model is too small and model TO 2040 is too large. Which type should we look at now: TO 2030 or TO 2010? Font size and print speed are the same."

"What does it depend on now - higher speed or loading area?"

If you prefer one particular possibility then base your argument on the alternative question:

"There is a six week delivery period with the TO 2-1- model. Alternatively, I can deliver the TO 2030 model tomorrow morning."

4. Offer Different Possibilities

You combine a sensible alternative with one that is obviously impossible. The negative possibility makes the positive one seem extremely advantageous. You could, for example, ask the cost-conscious customer:

"Do you want to stick to the standard route with monthly supply or would you rather if we sent our delivery van at shorter intervals?"

The customer will choose the normal route. It is not a difficult decision for them to make. The psychological advantage of this method is that the customer has more confidence in their decision.

5. To Discover Desires and Wishes

This question technique is recommended with customers who are inclined to refuse. Ask them:

"Then, how would you want a future product to be manufactured?"

"What would lead you to granting us the contract?"

Now the customer thinks about what they actually want to have. You will learn several things: the customer`s plans, fears, problems and hopes. The salesperson should anticipate certain incompatibilities. For example, if a customer wants sole marketing rights of a product it is unlikely that the salesperson will agree to bigger advertising efforts.

Using Questions For Groups of Clients

Addressing a group of customers (prospective or otherwise) is, in principle, no different to addressing a single customer. You must establish what it is the customer needs or wants. You also have to ascertain what the customer understands and what the customer has doubts about. To do so, you must ask questions.

Use Question Techniques Which are Particularly Suited to Groups of Clients

A successful question technique is even more important in group presentations than in one-to-one discussions as there is a great danger of losing the customer`s attention and interest. There is also a danger of your presentation being misunderstood.

It is mainly the following four types of question that are needed in group presentations.

1. Searching Questions. Questions seeking information give you an insight into your customers consumer needs and situation. It is recommended that you initiate these questions with expressions of hope:

"If I might ask which of you make plans on an annual basis - thank you! Now, which of you make plans and arrangements twice yearly?"

"I would now like to ask which of you make use of the change-refinement process?"

Searching Questions Can Help Weaken Objections. In order to weaken objections you will need to ask information questions and perhaps even explanatory questions. You are advised to employ the dissection method when dealing with groups. Do you remember what that is? By this we mean that you analyse the objection to find the fact upon which it is based.

"Why do you believe that aluminium loses its shape?"

"Have you already experience such a distortion?"

"What temperature are we talking about?"

You are not contradicting the objection but merely trying to let the air out of it a little so that other listeners are not put off.

2. Control Questions allow you to discover whether or not your arguments have been understood and have aroused the customer`s interest.

"Could I ask you whether anyone requires further information on this particular point?"

"Do I take then that I have answered all your questions?"

Have you stimulated the customer`s interest? You cannot ask too many control questions. You are not just becoming orientated but you are also showing your readiness to discuss any thoughts on the matter.

3. Motivation Questions are needed to mobilise the listener`s support.
These questions invite the well-intentioned customer to contribute reports on their experiences to the discussion. These arguments serve
the purpose of supporting your arguments.

"Mr. Brooke convinced one such customer, as quick as lightening. Why don`t you tell us exactly what you said to them Mr. Brooke?"

"What you fear has already happened to Ms. Jones. Fortunately it wasn`t a major problem, was it Ms. Jones?"

Your point is twice as important if it is backed up by some of your listeners.

4. Rhetorical questions, which may not be of use in one-to-one situations, are very powerful instruments in group presentations. You will liven up the lecture, make the listener think and also lead the discussion.

"What do you want me to tell you now? I think that you would like to learn ....."

"Where do you make savings when you work according to this process? Your savings lie in...."

It is advisable to formulate even more suggestive questions of confirmation, where possible: "You agree with me that this prognosis is realistic, don`t you?"

The Golden Rules

> Allow your customer sufficient time to answer. Give the client a few seconds after the question so that they can think about their answer.

> Look directly at the person answering so that they will feel that they are being taken seriously.

> Take note of the main points of the answer so that they can be used to enhance further conversation.

> Thank the person for their answer. Praise the customer for pointing out something: "Thank you very much for highlighting this point....."

Please view part 2 of this free download for further details. You can also view our sales courses by clicking on this link.