Evaluating B-A-D-A-S Questions to determine outcome
S = Shopping and Comparing
For home furnishings showroom sales professionals and sales leaders everywhere
Last BADAS question! And it’s a big area.
Especially given the Internet and the vast array of options that people have to purchase home furnishings products.
One of the reasons that traffic is down in most trade and retail showrooms is that customers and designers are able to research and source product over the Internet, whereby reducing their need to physically shop to see, touch, learn about the products they are considering. If that logic continues, it means that everyone who DOES enter a showroom of ANY kind is truly somewhere in the buying process to purchase. Whether they CAN buy or not is up to them and where they are in their buying process. Whether or not they WILL buy is up to us and how we execute our selling process. That puts the responsibility for the accomplishment squarely on the shoulders of the seller, right?
Having a few questions to ask, such as “Tell me about how you have been researching this?” “Where have you already looked?” “What have you found – did you like it?” “If so, what kept you from moving ahead with it?” “What was still missing that has you continuing to look?”
Couple that with a buying process timeframe: less than 3 weeks for retail purchases, meaning you want to know how long they’ve been looking. Some people are quicker decision makers, some take longer. Knowing which is which is important to understand when they will complete their process.
Overall, BADAS questions are about the RESPONSES YOU GET… green light answers mean sell it today. Red light answers mean make an appointment today (on the phone or in the showroom or in their home) to sell it tomorrow. As a seller, you want to ASSUME that they can make a decision today until you ASSESS that they can’t – and determine the actions you need to take to make an appointment to forward the sale.
You can do this. It takes practice and focus, and the ability to be with the unfamiliar and the uncomfortable so that you can become familiar and comfortable directing the process by asking questions.
And, of course, if you get stuck…call me.
Now, go sell something.
Love, love, love,
For Showroom Sales Leaders and Sales Managers Everywhere
The day after “Jump In” was posted, I found myself on a coaching call discussing the process with a team of sales managers. What occurred to me during the call was that, in the post, I did what I admonish sales managers for doing: I told you generally what to do instead of identifying specific behaviors and role playing what it looks and sounds like so that you could be familiar with it. It was just another version of ‘do better, sell more’, a way of coaching and managing that I don’t like and that doesn’t work, and yet I did it, too. Please forgive me.
From that call, we identified several behaviors that I wanted to share with you.
Prepare your team for this new engagement. Use what the team and they are committed to (increased close ratio, better connection, etc.) as the context for this new process.
Be prepared yourself – sketch pad, flyers or promotion information, a calendar on your tablet with the team appointments, etc. Know what you are looking for and looking to accomplish: to find what is missing that you can insert, and to help them to “Sell it or Schedule it”.
Introduce yourself – who you are and why you’re inserting yourself. Ask what’s happening, listen for what is working and not working, read between the lines for the subtle stops – where they might be stuck and not even know it – and where the process is right now that you can forward.
Show them how to ‘think with a pencil’ to get a better idea of the project and the space. Show them how to overcome the objection if there is one. Show them how to ask for the sale if it’s warranted. Show them how to ask for an appointment to connect again after the customer works out whatever is keeping them from closing today.
Write down each of these interactions. You, as a coach, want to know how many you are doing, what the results are that you are achieving by doing this. And you want to find out if there are any commonalities in what is stopping your team.
After the interaction is complete, ask the salesperson: – How you did? – What you inserted that was missing? – What happened that was NOT going to happen otherwise – and why?Share successes and misses. This is a tool like any other tool and you want to use it skillfully.
And please, let ME know how it works for you and your team. I am sure the readers would like to hear, too.
Now, go sell something!