There are two main hallmarks of a consultative cold call:
An assumptive approach back-fires for a bunch of reasons. If you assume prospects want or need what you're selling, the message is that you don't see them as having unique needs, wants and interests. Most people consider themselves and/or their business to be unique! In addition, an assumptive approach is viewed as pushy. Face it: few of us like to be pushed. Finally, an assumptive approach sets the wrong expectations in your head. The message to your brain is that as long as you describe the products/services persuasively, you'll get a sale. So when you don't get the sale you feel frustrated. You may also spend a lot of time and energy trying to somehow be more persuasive, rather than focusing on your best opportunities. How to be Consultative The way you show people that you're not using an assumptive approach is in the words you use. Here are a couple examples of assumptive versus consultative language: Assumptive: "We've got a service that will help save you money." Consultative: "We've got a service that may help save you money." Assumptive: "I want to set up a meeting, so we can talk about the way you produce documents and how our company can exceed your current vendor's services." Consultative: "I'd like to set up a meeting, so we can talk about the way you produce documents and see if our company might be an even better fit than your current vendor." Why You're Calling One of the things that drives people crazy about most cold calls is that the caller doesn't say exactly why he or she is calling. We know, and they know, that they want to sell us something...but they don't say that. The same goes for fundraising calls: We know, and they know, that they want us to give some support...but they don't say that. This obtuse approach sends a message that the caller doesn't respect our time, our preferences, or our intelligence. As you might imagine, that bugs a lot of people so it's not very successful. In addition, this obtuse approach means there's a hidden agenda. This hidden agenda creates an inner tension for the caller, creating enough discomfort that many callers will quit calling. To demonstrate respect for each individual, and to prevent inner discomfort, consultative cold calls use very direct language to state the reason for the call. Combining this with a non-assumptive approach, you also ask permission to continue instead of assuming you have that permission. Here are a couple examples: Indirect: "I'm your new rep and I'm just calling to introduce myself. You've been a customer since 1998, right?" Direct: "I'm your new rep. I'm calling to introduce myself, to chat about your account, and see if there's anything you might want to order. Is this a good time to talk?" That last sentence, "Is this a good time to talk," is an example of how to ask permission to continue. Indirect: "I'm just calling to thank you for your support." Direct: "I'm calling to see if you might be willing to make another contribution. May I tell you a bit about how your past contributions have helped us help others then see if you will help again?" When making fundraising calls, it's more effective to talk about the positive things, not paint a desperate picture. The Hard Part Probably the toughest part of creating consultative scripts is stating the reason for your call directly. It will take some practice, so keep at it. And, of course, you can contact us to get some help! |