"I have no difficulty in uncovering customer problems – in fact I am pretty good at it! My problem is that they don't always choose my solution. What will make the customer choose my solution?"

Well done, recognising the importance of uncovering customer problems it would appear you are successfully creating the need for change – so why do they then buy elsewhere? The problem here is a failure to help influence the customer's vision of the solution. You need the customer to value your solution above all others so you need them to value your strengths. For example, if fast delivery is one of your strengths, you could ask "What value would you see in three day delivery?" or "If you could guarantee delivery in three days, what impact would this have on cash flow?" In talking about the savings and pay-offs, the customer starts to see value in what you have to offer. By asking these questions you are beginning to mould the customer's vision of your solution.

Download "What will make the customer choose my solution?" to learn more.

"I often find that at the end of my sales, despite optimistic signals from my customer contacts, they become hard to get hold of and eventually we lose the job. When I do get to speak with them they usually use the price as the reason we didn't get the business – funny when the price wasn't a problem at the start of the sale. Why do I lose the business at the last hurdle?"

"How often do we hear about this! In some cases price may be the real concern, circumstances may have changed and budgets could have been affected. In many cases though, the issue of price is being used as a smoke screen to conceal something else. Usually we find it to be an issue around risk: about the seller's organisation or simply about the decision being made. Typical risk issues are about changing technology (will it really work?), the physical size of the deal (Is this the right thing to be doing?), the seller's capability (Are they a safe pair of hands?) and fear of failure (If this goes wrong…!). Do customers want to admit this to the seller? Of course not, so instead, they offer a price objection. The seller is expecting this and so walks away!

Download "Why do I lose business at the last hurdle", to learn more about this issue.

"I was taught the ABC of selling – 'Always Be Closing'. I have several techniques but often I sense the customer turn-off when I use them. Why aren't my closing techniques working?"

Who is the best person to say when the time has come to buy? The customer of course! So why do we train people to adopt trick techniques to push the customer into buying from us? Often, the adjective used to describe sellers who use closing techniques is 'pushy' and the Huthwaite research confirms this. When the customer sees great value in what you have to offer they will buy from you. Your job is to build that value perception.

Download "Why aren't my closing techniques working?" which details the effective way to ask for customer commitment.

"I've told everyone about our brilliant offering. So why don't our prospects want to try it? Why can't our prospects see the value?"

There is not one seller who at one time or another hasn't asked this question. You know your product or service exceedingly well and you are aware just how it can help your customers. Regrettably they may not be aware and cannot always make the links through to the potential positive business impact of your solution. In short, they are not seeing the value. Come to think of it are you? Your solution may be the 'fastest available', but how will that help the business? Your skill should be to help customers think through the situation and come to realise the value of your solution for themselves!

The Download "Why can't our prospects see the value?" explores this issue in more depth.

"Colleagues keep telling me to go straight to the top – get to the MD. I don't feel comfortable with this and when I do make contact I seem unable to raise much interest. How do I engage the senior decision makers?"

'Go straight to the top' must be one of the oldest myths around! In today's business environment pressures are such that you stand little chance of being seen if you attempt to go straight to the top. We really have to earn the right to meet at high level and this involves compiling a very persuasive business case in the language of the decision makers. This means that you have to do some investigative work in the customer account before approaching the top, by gathering information and winning over sponsors or champions.

Download "How do I engage the senior decision makers?" to look at this issue.