Consultative Sales

C.U.B.E. for Conflict

To learn more about CUBE and how to use, please view the CUBE Overview

Best Practices for Consultative Sales

  • Build rapport and trust. Get to know them personally if appropriate.
  • Establish an open and collaborative mood.  Center yourself in this mood.
  • Clarify the goal of the conversation is to learn about their needs and whether your products are a good fit for them.  
  • Create the agenda and timing together--how long do they have and what do they want to accomplish?  
  • Understand up front who the decision-maker is and how soon the decision will be made.

C

REATE CONTEXT & OBJECTIVES

  • Be curious: Dig for their underlying interests and concerns. Help them prioritize their needs.  
  • Stay curious. See dissent as an opportunity to learn.
  • Paraphrase to ensure you heard correctly and demonstrate understanding.
  • If appropriate, talk about your competitor’s products, but don’t be overly negative.
  • Synthesize: List their goals, interests, and key priorities.  Share about what you see as easy to solve and what may be more difficult.

NDERSTAND EACH OTHER’S WORLDS… THEIR WORLD FIRST

U

  • Talk through their options and the associated costs.
  • Co-create many possible solutions.
  • Expand ideas: Do not narrow into one solution.
  • Capture any new concerns, write them down, and redirect back to brainstorming.

B

RAINSTORM OPTIONS

  • Schedule another meeting and clarify any follow-up items to be sent.  If they won’t agree to another meeting, set up a way to check-in.
  • Move the ball down the field with small steps.  Usually, the goal is just to keep the conversation going. 
  • End on a personal note if appropriate.
  • Follow up after the meeting with an email summary of what was discussed, including their needs and priorities.

E

ND WITH COMMITMENTS

Common Mistakes for Consultative Sales

  • Trying to get to an agreement or sale too quickly (1 step forward, 2 steps back).
  • Focusing on your product and offerings rather than their needs.
  • Unilateral moves including scheduling.
  • Not clarifying the decision-making process--who will make the decision and when.
  • Underestimating the importance of relationships and getting to know the other person.

C

REATE CONTEXT & OBJECTIVES

  • Expecting that they care about your product, especially BEFORE you understand their needs.
  • Over-promising or appearing to be arrogant about your product.
  • Bad-mouthing other products liberally.
  • Believing you understand what’s important to them without confirming your assumptions.
  • Trying to leverage their interests into a sale too early.

NDERSTAND EACH OTHER’S WORLDS… THEIR WORLD FIRST

U

  • Focusing on the first solution that seems the best rather than fully exploring all of their possibilities.
  • Getting caught up in your product and offerings, without looking at their whole picture.

B

RAINSTORM OPTIONS

  • Walking away without a clear next step--meeting, way to check-in, etc.
  • Driving too hard on the sale, rather than just building trust, understanding and rapport.

E

ND WITH COMMITMENTS

View the Cube Prep Sheet in Google Doc.

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