Questions aren’t important only on the television show Jeopardy. An independent manufacturers’ representative’s ability to pose pertinent questions of their customers and principals spells the difference between success and failure.

Being able to ask the right questions is easier said than done, however, according to two experts in the craft of eliciting information from customers, principals
and clients.

While Maud Purcell and Eddy Mindlin make their livings asking questions and getting answers from others, they effectively practice their crafts from different vantage points.

Purcell, MSW, LCSW, CEAP, is a psychotherapist, and the founder and executive director of The Life Solution Center (www.thelifesolutioncenter.com) of Darien, Connecticut, a one-of-a-kind consortium of independent businesses and practices designed to treat the whole person.

Mindlin (www.eddymindlin.com), Albuquerque, New Mexico, who in 1988 opened his own business representing several carpet lines, gradually added numerous other products that helped him expand his services and grow his business. An accomplished independent sales representative for more than 30 years (and a MANA member), he has developed a system for sales success — SmartSelling Strategies — that he shares with others through his consulting, coaching, writing and speaking engagements.

The Need for Preparation

In addition to heading her own organization, Purcell serves as an organizational consultant. In that capacity she maintains that “In the absence of some fairly sophisticated sales training, too many people don’t complete their homework prior to sitting down with a customer. I’d have to ask the question why a salesperson would even sit down with a prospect if they haven’t done their research — research that would allow them to get the information they need to benefit both parties.”

She adds, “If the salesperson has shown they can’t or won’t do the needed research, that’s indicative of them not being able to be thorough and careful in terms of how they’ll work with a customer in the future.”

On the contrary, she maintains, “If they’ve taken the needed time to be prepared for a session with a customer, then they’ve passed that first test.” But there’s more to come.

“Immediately, the salesperson has to let the client or customer know that they’re aware the customer doesn’t have to speak to them. There’s always the potential that a sales call can serve as an annoyance. If you meet that challenge head on, that’s good.”

Purcell explains that an effective means for opening a discussion — even before asking questions — is to let the customer know that “‘I know you’re busy, but I learned about you from so and so and they thought I could help you. If you can give me just a minute, I believe I have something (a product/service) that will help your process and make your life and job easier.’ It’s all about meeting that initial objection right away. It can be an effective and disarming approach.”

When it comes to posing questions and gaining the information that is needed to successfully make the sale, it’s all about listening, she says. But “listening” can be the problem.

Lack of Patience = Not Listening

According to Purcell, “Learning the art of listening can be especially tough. Lack of listening comes as a result of a lack of patience and a lack of intelligence, training and empathy. Gaining these talents doesn’t come naturally, they’re only developed as the result of training and experience. It’s natural for humans to want to sound smart. That’s why so many people do so much talking. Once you fall into the trap of talking too much, you’ve lost the sale.”

Having learned an appreciation for the value of listening — if not mastering it — the next step is to ask those questions that will garner the information needed to meet the customer’s needs. “The first step — and admittedly this is a difficult one — is to stay away from ‘yes’ and ‘no’ questions. The salesperson’s goal should be to pose open-ended questions that will result in a wealth of information. Sometimes the ‘yes’ and ‘no’ response is inevitable, but it should be avoided when possible.”

Technology’s Impact

Given how technology has had an impact on the way salespeople conduct their business today, Purcell explains that in this world of voice mail, e-mail and text messaging, asking some of those “yes” and “no” questions is unavoidable. “But salespeople should come to terms with the fact there’s some good and bad that accompanies the technological tools we rely on to perform our jobs. Sure there’s something missing if you’re not there in front of the customer, judging their body language in an effort to determine how you’re going to pose your next question. But if you’ve taken the needed steps early on during your face-to-face meetings to build the relationship you need to move forward, then technology can be a help. Think of it for a moment, a well-crafted e-mail allows the recipient to feel they’re in charge of the conversation. You can open with something like, ‘I know you’re busy and probably don’t have time to see me. All I need is a bit of information and we can move forward.’ Chances are they’ll be receptive to your approach.”

Always Be Prepared

While building careers in entirely different disciplines, it’s interesting how similar Purcell and Mindlin are in their views relating to the subject of asking questions. Mindlin, armed with more than three decades as an independent manufacturers’ representative, maintains that a common flaw with many salespeople is that “They know all about the products they represent, but they’re not prepared to ask questions of prospects and to listen for their responses to questions.”

According to Mindlin, “A good salesperson (i.e., one who is trained) knows the importance of preparation prior to making a sales call. Then, once in front of the prospect, he knows how to psychologically read the customer.”

He continues that it’s important to not try to get everything (e.g., complete the sale) on the first visit. “Here’s what I typically try to do,” he says. “There’s always the temptation to want to go through with everything you have to sell. But in reality, selling is all about relationship building. On top of that, I appreciate the fact that the customer may not have a lot of time to devote to me. In the course of that first visit, I bring nothing with me but my business card and a note pad. My goal is to spend 10-15 minutes and then get out of there before the customer feels that I’m wasting his time. I look at it this way: it’s going to take me five or more visits before I can begin to build a relationship with the person. If I initially don’t take too much of his time, it will set me apart from others, and, I hope, he’ll look forward to the next time I call on him. That way they’ll begin to trust you and like you because you are respectful of their time.”

Specifically on the subject of asking questions, Mindlin, like Purcell, is a big-time advocate of listening. “It’s not unusual for salespeople to talk too much and that can get them into trouble. What I do is to make a habit of asking those open-ended questions and make sure that I don’t interrupt. It can be incredibly hard to do but it’s an important part of the question-and-answer process. At the same time the customer is answering my questions, I’m taking notes. My feeling is that the customer will view me as someone who cares, who pays attention and is attentive to what he’s saying. That’s a great spot to be in and it positions me well for our next meeting.

Valuing Dead Space

“Most people hate dead space, but it’s something you have to turn to your benefit. Be sure not to speak until the customer has finished with what they’re saying.

“At the same time the customer is speaking, that’s your time to read the customer. Observe their body language to determine if they’re genuinely interested in what’s transpiring. I don’t know how many times I’ve had sales calls with architects, for instance, and when we go into their offices, they don’t even take the time to sit down. That lets me know I had better go through what I’m doing and get out of there before I waste their time. That way, they’ll be willing to see me the next time. If you can’t determine when it’s time to kick yourself out of their office, you’ve put yourself at a disadvantage.”

Just as Purcell does, Mindlin cites the subject of technology before he concludes his comments on the subject of how best to pose questions. According to Mindlin, “I’d maintain that you’ve got to see someone at least five times before they’ll begin to trust you. Once you have a relationship, you’ll find that some questions can be asked and answered using the phone, text or e-mail. If you’ve spent the first several months of your relationship showing up on time for appointments, answering questions and solving problems, then they will trust you. What you’ve done is to lay the foundation for yourself as a professional and now the customer feels that they don’t have to see you as often as they have in the past.”

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