Step 8. Qualify the Prospect

Build a list of descriptive characteristics your most desirable customers have in common. Check out new prospects against this list. Know where you're off.

Pay particular attention to value systems. If they want the cheapest whatever and don't care if it lasts five minutes and you sell a high dollar, high quality product that will last a life-time, you missed the boat.

Remember, there are some customers who eat up a lot of our resources for very little return, that perhaps they would be best served by one of your competitors. While their resources are being strained, you can go after their better customers that you would like to have.

1. From your list of profile characteristics, formulate questions and identify the resource best able to answer the question. A directory may provide much of the qualifying information.

For example,

Characteristic: Has fewer than 100 employees
Question: How many people work at your company?
Sources: Directory, receptionist, network contact, etc.

2. Some of the profile information available for printed resources may not be sufficient, Therefore, identify and list additional Profile data to get from each decision maker.

2) Objection of the Month:

Objection: It will never get through the system.

When? After presentation.

Probable Cause [Missing Buyer Belief]: Prospect doesn't believe he/she has sufficient authority to move the project forward.

Objective: Identify who the key decision makers are in this sale.

Prevention Strategies

1. Creating a coach to get to the other decision makers

A. Identify from your lead source (i.e., referral, directory, etc.) who most likely (by title) would be in each of the different decision making roles. See your profile of accounts for this particular market segment and size company to identify high potential decision makers.

B. Ask questions about how your offering will have a beneficial impact on the key decision makers.

C. During the agenda setting for the next meeting say, "This will require input from a number of people in different parts of your company, so what we will want to do is to identify who needs to be involved and when they should be brought into the loop. I see that we will need to meet with ... (specify role/person/title) during our next one or two meetings, who else do you think we should bring in at this time?"


1. "Under normal circumstances, I would be in total agreement with you, however I think that based on what we've discovered, we are going to have to at least take our findings to the next level or we could be put into a position of having to answer some tough questions if we don't at least let them know. What we need is a solid strategy to make sure that what we have gets interpreted accurately. So, I recommend we first verify ________________, next I will _________________."

Continue to work through the Triggering Events and write an Interim Action Plan that will give you access to other decision makers. (See strategic sales plan)

3) Location of Master list of Objections and Strategic Sales Plan: Look at the "Member Services Preview."

Here you will find the list of objections. Next to the objection is the Buyer Belief that was missing or weak that caused the objection to occur.

The 53 Steps of the Strategic Sales Plan are also listed here. They are also listed in one of the previous newsletters which are located in the newsletter archive - select the "newsletter" button or link.

4) Free Sales Diagnostic Questionnaire on-line with immediate reports:, first item under Guest Services at the top of the page. The reports will be generated and displayed on your screen as soon as you select which ones you want. If you have to log out prior to completing the survery, don't worry, when you log back in you will be taken to the page where you left off.

Let us know how we can help you acheive your goals.

Thanks for your feedback.

Sales Process Analyst Team

Dr. Bob DeGroot

© 2000 Sales Training International