Tag Archives: prospect

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Why You Don’t Get the Sale

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Two or three years ago,  I read that a Freelancer’s main competition is not another Freelance consultant who does what you do.  Our real competitor is the client.  As the less than stellar economy grinds on,  enriching primarily the top 1%  of the population plus a few lucky folks in the  (shrinking)  middle class,  that statement gains more credence every day.  Prospective clients have got a boat load of excuses to slide away from a contract,  or cutting down what was originally promised.  Do you ever wonder what could possibly be on the minds of clients and prospects who promise you the moon and then either disappear or offer up a very paltry version of the original proposal?

According to Steve W. Martin,  professor of Sales Strategy at the University of Southern California Marshall School of Business and author of  “Heavy Hitter Sales Linguistics: 101 Advanced Sales Call Strategies for Senior Salespeople” (2011),  stress caused by peer pressure and insecurity is the culprit and its impact on decision-making is detrimental  (no surprise there).  Freelancers and sales people must do everything possible to communicate our value-added but in the end,  the decision to give the green light is an internal matter and those outside have only so much influence.  Here are examples of what worries our prospective clients:

Budget availability

There are two main criteria for deciding whether or not to give someone the contract or sale:  1). What is the ROI that will accrue from the sale? and 2). How does that ROI compare to what might be derived from other projects being considered?  Projects that are considered strategic by the senior execs have priority,  so if your project has that status,  it’s only a question of how many hours you can get.  Whatever your project,  product or service,   you must first receive the initial approval.  You may believe that because you have confirmed that you are talking to a decision-maker and s/he says the go-ahead is imminent,  that is not the whole story.  There is the all-important step two and that happens when  the team of heavy-hitters examines and ranks all pending projects and major sales and decides which items receive funding and at what amount.  In other words,  that decision-maker that you’ve been speaking with will confer with other decision-makers to compare which projects will go forward,  because projects are continually re-prioritized in response to shifting conditions.

Strategic imperatives

Your project must align with the organization’s goals as perceived by the higher-ups.  If you notice,  projects that are championed by lower-ranking employees often do not get funded because higher-ranking execs do understand or appreciate the value-added,  do not view the proposal as strategically significant.  Moreover,  your project must demonstrate that the sponsoring higher-up understands and is actively advancing strategically relevant projects,  products and services.

Ego and image

This is related to the above.  Your project must make its chief sponsor look good to the person s/he answers to,  as well as look good to colleagues and subordinates. When an outside consultant is hired or a major purchase is authorized,  the project champion absolutely must look like a genius for doing the deal.  Under no circumstances must s/he be perceived as having made the wrong move.  Peer pressure is real and the project champion worries about making the right decision,  especially if this is something that has not been done before.  This is why the Freelance consultant must at all times deliver exceptional service,  must exceed expectations,  because the reputation and career advancement of your project sponsor is riding on it.

I’ll talk more about your nervous prospect next week.

Thanks for reading,

Kim

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Content Marketing Is the New Ad Copy

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Several times this year,   you will be presented with opportunities to advertise your Freelance consulting services in a print or online publication.  You probably belong to at least one professional networking organization,  whether it’s one that caters to peers in your field,  or a local business association.  The organization will have a newsletter and a directory and you will be asked to make the decision about buying an ad.  What should you do?

The answer is to confirm your budget after checking out the rate card and jump on it if you’re able.  Consider the advertising opportunity as an extension of whatever content marketing you produce.  If you don’t write a blog or newsletter,  then ads are  your content marketing and you must make the most of them.

Consider who will see the ad.  If potential clients are members of the organization,  then you definitely want to advertise in newsletter and directory.  Additionally,  there is  a second audience for your advertisement,  the organization big shots.

Placing ads with the newsletter and/or directory of the right organization will cause the big shots to look upon you more favorably.  They will likely reward you with valuable opportunities for exposure.  In exchange for your ad,   you can expect to be invited to moderate or speak on a panel or receive some other showcasing opportunity.  You may even be nominated to become an organization big shot yourself.  It’s a political thing and if you can scrape together the budget,  you are advised to join in.

Frame your approach to the ad in terms of content marketing,  that ubiquitous new term for advertising copy.   Content marketer and ex- advertising executive  Barry Feldman says that first,  determine what potential clients need to know about where and how your services fit into their business needs and then decide what action you want them to take on the road to hiring you to solve those needs.  Those pillars shape your ad copy,  i.e. the content marketing message.

Your content must be compelling,  communicating the story and providing  information that matters to prospective clients,  even if the audience consists of your peers and not prospects.   Peer organization big shots may be good referral sources,  so take the time to produce persuasive content.  Because life has become a barrage of marketing messages emanating from various media,  create content that makes your ad pop.  Spotlight three or four primary services maximum,  so potential clients and referrers will not become confused about what you do.  Hire a graphic artist to design a sleek and eye-catching ad.

Be authoritative,  never arrogant,  and perhaps be  a bit provocative as you concisely describe the challenges that cause clients to hire you and the unfailingly excellent results that you deliver.  Weave in terminology that clients use,  so that content will resonate.  Remember the call to action,  to inspire prospects to call you when in need of your kind of services.   After they’ve read your ad and decided they might want more info,  what do they do? You must tell them.

Maybe they send you an email or give you a call,  which gets a conversation going.   Maybe they go to your website and fill out a short questionnaire to get the ball rolling.  Generating prospective client follow-up,  also known as in-bound marketing,  entices prospects to commit to evaluating the fit between your services and their needs.  Most ad viewers won’t take the plunge,  but if even one does you will be on the road to good ROI for ad dollars spent.  If you get invited to a meeting with your prospect,  you will be 85%  of the way to a contract.

As I’ve said before,  social media gets all the headlines,  but tried and true forms of advertising are still able to deliver results.  Advertisers must approach ad copy as content marketing now and aim to teach as much as sell.   From the Mad Men era to the new millennium,  if you tell the story in a way that grabs prospective clients,  you will get the sale.

Thanks for reading,

Kim

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How They Want to Be Sold

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When we figure out what makes a client want to become a client,  we can then make that person a client.  Does that sound too obvious?  It is and it’s true.  Before the meeting,  we must first realize that each prospect is an unique individual and so a cookie-cutter sales spiel will not work and second,  when we do get a chance to sit down with him/her,   we must learn what his/her priorities are and then sell to those priorities.  What will give a prospective client the confidence to offer you a contract?

Learning that involves listening skills and that means it’s wise to let the prospective client do most of the talking during your meeting.  All we have to do is listen and respond in kind.  George W. Dudley,  Chairman of the Behavioral Sciences Research Press in Dallas, TX,  recommends that to seal the deal,  it’s imperative to structure your sales pitch to cater to the trigger that will give you the green light.  Here are three common agendas that clients will have in mind as they evaluate whether or not they’d like to do business with you:

I.      Just the facts

If your prospect is detail oriented,  then tightly focus on what your product or service will do for him/her.  Think features and benefits plus credible third party support.  This type does not enjoy small talk or being asked a series of questions,  unless they serve to refine the needs and objectives of the project.  He/she has a very good grasp of the project scope and the expertise required for successful execution.  He/she has a high regard for quantifiable data and has probably researched not only you,  but also your competitors.  This person doesn’t want to be your buddy,  he/she just wants to get the job done by whomever can demonstrate a solid track record of results.

II.    Be an adviser

At the opposite end of the spectrum,  there are those prospects who don’t quite know what they’re looking for.  In that case,  you have the opportunity to educate.  Ask lots of questions about the scope of the project and show the client how you can apply your expertise to ensure that objectives are achieved.  As you help this prospect to make a decision, you may be able to up-sell.

III.  Make it personal

Some clients prefer to establish a relationship with their Freelancers.  Here is where you lay the groundwork for repeat business,  which is a beautiful thing.  Solid interpersonal skills are required and it may take some time to build trust and get your foot in the door.  It will be necessary to demonstrate that you care about the organization and that you’re willing to spend time on customer service,  answering questions,  training staff,  etc.  You must be attentive and not just in it for a quick sale.

More next week and thanks for reading,

Kim

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Get Your First Impression Right the First Time

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Congratulate yourself.  You were lucky enough to get a good referral from one of your clients and you’ve been invited to meet with your newest prospect.  Because you’re smart enough to know that first impressions set the stage for success in any relationship,  you want to get this right. 

Allegedly,  there is research that shows a prospect will decide whether he/she might be willing to work with a Freelance consultant within five seconds of their initial encounter.   To get the most of those precious few seconds,  why not do some preparation to make sure that your first impressions do the job for you—and not on you!

Keep fit

Good health gives you a glow that makes you appear more attractive and competent.   It’s not necessary to emulate a runway model or ironman triathlete.   Just follow some sort of fitness regimen that suits you,  whether it’s 3-4 hours/week at the gym,  biking or walking to work,  or maybe playing in a softball or volleyball league.  Regular exercise brings many benefits,  including more restful sleep,  decreased levels of stress and higher self-esteem.  

A diet that includes plenty of fresh fruits and vegetables and modest amounts of protein and carbohydrates,  about 60-100 ounces of water each day and limited alcoholic beverages  is the other half of a good fitness regimen and will make you look alert and capable.  Top it off by getting seven to nine hours of sleep each night and abstaining from nicotine.

Visual signals

Like it or not,  everyone makes snap judgments based factors such as looks,  weight,  hair,  jewelry,  make-up,  facial expression and more.   Be sure your visual signals  communicate that you are the type of person your prospect will want to do business with.  Always look sleek and professional,  neither too casual nor overly formal.  If possible,  find out what the company dress code norms are before  your meeting.  However,  even if the company dress code is jeans and polo shirt,  you must do a little better  (think business casual in that instance).

Good greeting

Your greeting consists of your smile,  your words and your handshake  (or bow, as appropriate).   A smile conveys that you are pleasant and approachable.   The words you choose for your greeting should be appropriately formal and never too informal.   Your handshake should be firm and neither limp nor crushing.   Lastly,  make sure that you use the appropriate honorific:  Mr.,  Ms.,  Admiral,  Captain, etc.,   to demonstrate that you’ve done your homework and know how to address your prospect.

Smart agenda

A huge part of  first impressions hinge on whether you seem confident in yourself and what you have to offer.  Your prospect will sense whether you are prepared for the meeting,  or if you’re just winging it.   Therefore,  it’s important to know what you’d like to accomplish in the meeting.   A few days before the appointment,  start jotting down possibilities and come up with three or four reasonable meeting objectives.   Preparation radiates a poise that communicates credibility and competence.

Rehearse entrance

Now that you have all the components for creating a winning first impression,  give yourself the benefit of a dress rehearsal.   Practice how you’ll enter the room  (or if the prospect comes to you,   how you will stand and greet him/her),  how you will express your greeting and how you will shake hands or bow.   Rehearse it until you are comfortable with all aspects,  including the goals of your meeting agenda.  If possible,  videotape it and critique.  Good luck!

Thanks for reading,

Kim

Sales , , , 1 Comment

Smart Sales Call Questions

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Management guru Peter Drucker famously noted that in order to get the right answers,  it is first necessary to ask the right questions.  Whether the subject is love or money,  many of us do not ask direct clarifying questions because we are afraid of the answer.  It takes courage,  sometimes,  to hear the truth.  But in the end,  only the truth is useful. 

I recently found this list of sales call questions and they are a little scary because they cut right to the heart of a prospect’s motive and let you know what is real and what is not.   I vow to pose these questions in my next sales call because it is far better to know  what I’m dealing with.  Time is much too valuable to waste trying to wrestle an assignment out of a prospect who does not have the means or real motive to hire me.  Write these down and post them at eye level:

1.  In terms of time,  money and/or risk,  what business problem will working with me solve for your organization?

You’ll learn the reason the project is out for hire and assess your ability to do the job.  You’ll  learn whether or not there really is a project,  or if the prospect is merely checking out available talent.  Maybe the prospect only wants to compare the Freelancer they usually use to who else is out there?  If there is not a genuine problem to resolve with a timeline and budget attached,  then your prospect is only window-shopping and there is no contract here.

2.  How will you measure success 60 days after we begin working together?

The answer clarifies the goals and objectives you must meet if you win the assignment and also identifies the metrics that will be used to measure your progress as you work.  You’ll confirm that milestones and metrics have been set for the project and that it is real.  The prospect’s  seriousness and sincerity  (or lack thereof)  will be demonstrated in the response.  You will understand how you will approach the project and reconfirm whether you can meet expectations.

3.  How much better does my  “better”  have to be for you to bring me in on this project?

The prospect’s answer will reveal if he/she knows what they’re looking for in terms of whom to hire as a Freelancer.  Are the expectations reasonable in your opinion and do you have the wherewithal to meet them? Might you have to call in a subcontractor to meet a special demand or timeline?  You can assess the level of interest in your services and determine if you are a contender or merely filling out a list that must contain a certain number of names.

4.  How soon do you need to see progress or improvement for you to know that you’ve made the right decision in hiring me for the project?

Once again,  the prospect will show that he/she has thought things through,  has established clear and reasonable goals,  objectives,  timeline and metrics and recognizes success.  You’ll have another means to confirm that the project is real and there is something for you to pursue.

5.  What process will you follow in bringing me on as a provider of this service?

Process questions reveal how far ahead your prospect is thinking.  This question will demand that the prospect envision hiring you and think through what must be done to bring you on.  What budget is available and who else must sign off on your hire? If your prospect has only a fuzzy answer to this question,  then he/she may not have the authority to hire you.

Thanks for reading,

Kim

Sales , , , 2 Comments

Your Sales Pitch and What the Client Thinks About It

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Selling is a huge part of a Freelancer’s job,  because we don’t survive if we don’t sell someone on the idea of hiring us.   In other words,  a Freelance consultant is a salesperson first and foremost,  regardless of the services we provide.   We must keep our selling skills razor-sharp and be forever mindful of what a prospective client needs and wants.

Before you waste time making some grandiose presentation in your next prospective client meeting,   put yourself into the shoes of the person or team you’re trying to sell.   Because you’re in business too,  you know that every day  (or so it seems)  someone is trying to sell you something that you probably don’t need.

Take this reality test first.   Whenever you buy or sell anything,  ask yourself  these three questions,  which will be approached from your personal point of view when buying and from your prospect’s point of view when selling:

1.   What do I need this for?

2.   Why do I need yours?

3.   Why do I need it now?

These are simple and uncomplicated questions,  but they’re not always easy to answer.   When you can convincingly address these questions from the client’s perspective,   I guarantee that you’ll be able to sell them  (assuming that they have the budget).   This exercise forces us to a deeper,  less self-absorbed way of thinking about what we sell and how we sell it and will  result in a more effective sales presentation.

The first question,  “Why do I need this?”  forces the seller to expertly define the value proposition.   In the pre-sales meeting discussion,  ask questions that will help you understand why you’re being invited to meet with this prospect,  what the pressing needs and hot buttons are and what the client may be worried about.

Understand the objectives and how whatever it is you do fits into the big picture.   Begin to understand how what you offer can successfully achieve those objectives and ensure realization of the big picture goal.   Then,  figure out how to express the value of what you bring in language the client will understand.

The second question,   “Why do I need yours?”  is when the seller describes the unique differentiators,  the competitive advantages.  What would make the prospect pay you to supply this product or service?   Here is where we describe that which sets us apart,  why we’re better than the rest,  why it makes sense to go with us.  Answers to this question are formed in bullet points.   They are crisp and clear,  easy to express and remember.

The last question,   “Why do I need it now?”  is the most important of the three.   Here is where the seller states the most compelling  drivers—the need,  pain,  opportunity,  event,  etc.,  that will cause the prospect to make the decision to use your product or service and commence the buying process immediately and not at some yet-to-be-determined point in the future.

This question makes us think seriously about prime motivators and how to eloquently and succinctly express them to the prospect and make him/her want to do the deal right now.   Is the need for your product or service an immediate priority?

If you’ve taken the initiative to approach the client rather that the other way around,  you may find that you’re ahead of the curve,  that you’re presenting a course of action that the prospect isn’t prepared to take,  that he/she hasn’t yet bought into.  If that is the case,  you will have a long market education cycle ahead of you and may well end up empty-handed.   Conversely,  you may learn that you’re too late and the need for your solution has passed.

Nevertheless,   however you mange to get yourself in front of a prospect,   answering these three questions first will serve you well every time.

Thanks for reading,

Kim

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Probability Prospects

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You’ve just been introduced to a person who was not only happy to meet you because you have the chops to take on a hot project that’s on his/her radar screen,  but also has the authority to green-light your hire.  Oh, happy day!  You’re thrilled to do the card exchange as your newest prospect asks you to make contact so that the two of you can talk specifics.  You can almost taste the billable hours,  but how excited should you be?  Statistical probability can help you put a dollar value on your happiness quotient.

I found this intriguing formula that uses sales outcomes historical data and probability that allows you to calculate the expected value of your next prospect.  As has been noted in numerous posts and no doubt reflected in your own experience,  there is a randomness to networking and Freelance consulting.  In our effort to bring much-desired predictability and financial security to our lives,  the Freelancer’s  (and all salesperson’s)  objective is to control variables,  positively impact outcomes and therefore win more projects and generate more revenue.

Let’s say you’re talking to a prospective client about a project that you estimate should be worth $10,000.00.  The operative word is should.  $10K is the potential value and not the real value until and unless one is awarded the project.  If you don’t win the project,  then it’s worth zero.

Your project’s worth is impacted by the probability of successful close.  The following formula allows you to calculate the potential value of the prospect and the project throughout the various stages of the sales process.  Both the steps in the sales process and the values assigned at each step in the process are based on historical data provided by a large corporate sales force.  To refine the accuracy,  identify the steps in your usual sales process and record your sales success rates at each stage of your sales process.

I.     Identify the steps in your sales process

  •      Invitation to meet and discuss the project
  •      Initial appointment / discussion of of needs and benefits
  •      Verbal proposal / assessment of needs and benefits
  •      Invitation to submit written proposal

II.    Determine the probability of a successful outcome at each step

  •       Invitation to discuss project                                                      2%  success probability
  •       Initial appointment / discussion of of needs                       8%  success probability
  •       Verbal proposal/ assessment of needs and benefits      25%  success probability
  •       Invitation to submit written proposal                                 65%  success probability

III.   Calculate the dollar value at each point of the sale for a proposed $10K  project

  •        Invitation to discuss project                                                     $   200.00
  •        Initial appointment / discussion of needs                           $   800.00
  •        Verbal proposal / assessment of needs and benefits      $2,500.00
  •        Invitation to submit written proposal                                  $6,500.00

The key to customizing the outcomes probability formula for your business is keeping detailed records of  sales presentations from which to compile your statistics.   In other words,  here is yet another reason to document your business transactions so that reliable data will be there to guide business planning.

Thanks for reading,

Kim

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Make the Most of Prospect Meetings

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Lucky you!  You networked your way into a meeting with a prospective client.  Now make sure you don’t blow the sale.  Here’s a sales meeting checklist that will help you prevail:

1.     Do your homework.  Beyond the information about the prospect’s needs and priorities that you learned in early conversations,  be sure to supplement client info with a visit to the company website.  Familiarize yourself with products and services,  identify benefits that your services are positioned to bring and formulate the value proposition you will articulate in the meeting.  While on the website,  check out the CEO and other top officers.  If it’s a not-for-profit group,  check out who’s on the board. Perhaps you know or have done business with a VIP?  Finally,  do an internet search and read any articles that have been written about the organization in the last 12 – 18 months.

2.     Set realistic objectives for your meeting.  At the minimum,  verify your understanding of the prospect’s need for your services and learn if there is an upcoming project for which you may be considered.  If a project has been scheduled,  inquire about the timetable and what you must do to obtain the contract (like submit a proposal).  Further,  it’s also wise to  inquire as to whether others will be invited to submit proposals,  so you’ll know the competitive landscape and know how hard you’ll have to work to land the assignment.

3.     Have the right presentation materials.  Have color-coordinated,  good quality printed collaterals that communicate not only the necessary information that a client will need to evaluate your products and services but also a professional image that will reinforce your brand and sell for you after the meeting ends.  If you’ll present a Power Point,  make sure your slides are easy to read,  clear,  concise and relevant.

4.     Rehearse your presentation.  If possible,  videotape yourself as you practice using your printed materials and/or Power Points,  to perfect your pacing and make sure your tone is appropriately upbeat.  Moreover,  be sure to anticipate questions and/or objections and practice answers that will reassure your prospect.

5.     Notice your surroundings.  Are there golf or tennis trophies in the office,  or good art on the walls?  If you can comfortably weave in an element or two,  it will be a good way to personalize your presentation and acknowledge and validate accomplishments or items of which your prospect is obviously proud.

6.     Notice your prospect.  Does your prospect appear to be paying attention to you?  Are there smiles and nods of agreement,  or a bored look,  or even a scowl on the face?  If it’s the latter two,  then you must stop and ask your prospect to tell what he/she finds troubling,  because you clearly have an objection to resolve and you’re nowhere until you do that satisfactorily.

7.     Ask qualifying questions.  Make your presentation a conversation and not a monologue.  Ask questions along the way to discover and confirm your prospect’s needs and listen to the answers.  Incorporate those answers into the rest of your presentation.  Remember to confirm that your prospect is the real decision-maker:  “Are you the person who will make the final decision?”

8.     Present case studies.  Case studies demonstrate the ways in which you can successfully meet client needs.  Prepare two or three that you can discuss and in the process,  build confidence in your capabilities.  Case studies are also a wonderful way to position yourself against competitors.

9.     Summarize your key points.  Place special emphasis on issues that are dear to your prospect,  as revealed in the answers to the qualifying questions you asked earlier on.

10.    Take action.  Ask for the business!  “I’d like to work with you.  Have I answered all your questions and put any reservations you might have to rest?  Do you feel ready to move forward?  When can we get started?”

Thanks for reading,

Kim

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More Smart Responses to Common Objections

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You’re a smart,  ambitious Freelance cookie and you’ve set up appointments this Summer with prospective clients who could award contracts that will pay you in fourth quarter and perhaps beyond.  You’ve thanked the saints for finally allowing you to sit down with a much sought-after prospect and the last thing you need is an objection slithering into your Garden of Eden,  ready to poison the victory.  Here are more smart approaches to common categories of objections that will help you put them to rest and start building a lucrative client list.

I.    Too Small

Your prospective client may be impressed with your insights and proposed solutions,  yet fear that your consultancy lacks the capacity to successfully execute complex projects.  There is a fear that the job you’re discussing is too big for your plate.  To counter,  reassure your prospect by emphasizing that his/her needs and priorities will always receive prompt and meticulous attention because all aspects of the project will be personally overseen by the principal—you.  Stress that you are always immediately responsive and able to elegantly customize all required services.  Furthermore,  should more hands be needed,  you have a carefully curated group of associates to call upon to handle specific tasks,  when necessary.

II.   No Money

Especially when looking to perform consulting services at not-for-profit organizations,  remember that meager budgets are an issue and the problem will continue to bedevil NFPs for the foreseeable future.  I’ve been burned by NFPs who’ve invited me in to discuss projects for which  (unknown to me)  there is no extant budget.  Getting reliable information about the financial reality may be difficult; even executive directors and board chairs can be evasive and coy about money.  They are not afraid to waste your time.

The game most often will be played by a small organization that has fingers crossed about receiving grant money.  However,  the hoped-for grant may not arrive and the client could disappear on you.  Protect yourself by trying to encourage transparency by breaking the project down into smaller bites.  Start by asking the NFP prospect what he/she would like to achieve and clarify what your role will be.  Diplomatically inquire as to whether a budget has been established for the project.

Next,  ask for project needs to be prioritized:  the  “must-do”,  the  “would be helpful” and “this too, if we can afford”.  In your written proposal,  package and price your services in ascending tiers,  thus scaling the project in accordance to client priorities and budget.  Clearly emphasize the ROI of the project and how it is an investment in furthering organization objectives and its future.

Thanks for reading,

Kim

Sales , , 2 Comments

Smart Responses to Common Objections

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The savvy Freelancer knows to make hay while the Summer sun shines and contract assignments dwindle.  Registering for a conference that will expand your knowledge and your network is one way to make good use of your time.  Setting up meetings with potential clients that you’ve perhaps been pursuing since last November is another good use of your time.  Despite vacations,  I’ll bet they’re more available to meet you for lunch or coffee in July and August.  Summer is the time for Freelancers to sow relationship seeds that will be harvested as billable hours come Autumn.

Along the way,  we will unfortunately have an objection tossed onto our path by a skeptical prospect.  All may appear to be rosy until it’s time to schedule the appointment—and then your prospect balks.  “What is it that we’re supposed to talk about?”  “I’m not sure if we’ll have any of your kind of projects on the immediate horizon.”  Or maybe the stumbling block won’t get thrown at you until the face to face is on.  Whenever it happens,  your potential client will be in grave danger of fading away and  you’ll need effective CPR to save your budding relationship.

Fortunately,  client objections tend to fall into predictable broad categories.  To formulate a credible response,  you must first recognize the real question that underlies the objection— that would be the category it falls into.  There are only a handful of objection categories that Freelancers will most often encounter.  Take a look at these two:

I.     No trust

Your prospective client doesn’t trust you and questions your experience and abilities,  or might be somewhat cool toward you, because you are an unknown quantity.  The remedy is to obtain an endorsement from someone who is known and respected by your prospect.  If you sense that you are being held at arm’s length and rapport is not being established,  name a client  (or organization)  for whom you’ve worked,  one who could be familiar to the prospect.  If possible,  strengthen your hand by attending a gathering  (social or professional)  that the prospect is known to attend.  Proceed to let your prospect witness you interacting as a peer with colleagues and friends he/she knows and admires.   Your prospect will feel much more comfortable with you,  the ice will melt and you’ll soon be invited into the office to talk turkey.

II.     No need

Sometimes a prospect just wants to blow a Freelancer off,  so we’re told that there is no need for our services  (even though we know that’s not the truth!).  Other times we hear this objection because the prospective client doesn’t know us or have reason to trust us,  so he/she will fudge the truth and claim to have no use for what we’re selling.  Keep talking and don’t be shut down by this one if you know there is a need for your brand of expertise.  This client must be convinced of the value and ROI of what you bring.  If you’ve worked with clients who would be familiar to this prospect,  drop the name and briefly describe the successful outcome of your project.

Talk about the revenue stream that was created or the money that was saved or the market share gained.  Then ask a pertinent question in an area you suspect may be of interest and where your knowledge and expertise shine.  “What about _____ keeps you awake at night?”  “How do you and your team get your arms around…?”  Get this client to open up and talk about what’s really going on and you may find yourself in a conversation about how you might be able to help them out.

More on this topic next week.   Thanks for reading,

Kim