1. THE MOSES QUESTIONING STRATEGY Part 2
For Uncovering Opportunity And Taking Territory

2. Ken D outside hospital. Secured huge account.
THE MISSION
Ken D outside hospital. Secured huge account.
“Then Moses sent them to spy out the land of Canaan, and said to them, ‘Go up this way into the South, and go up to the mountains, and see the land,
What it is?
Whether the people who dwell in it are strong or weak?
Few or many?
Whether the land they dwell in is good or bad?
Whether the cities they inhabit are tents or strongholds?
Whether the land is fat or lean?
And whether there is any wood? Be of good courage and bring some of the fruit of the land.’”
(Numbers 13:17-20)

3. CIRCUMSTANTIAL QUESTIONS
Learn about their world, their values, their products their competitors. Get the general “lay of the land.” (see the land… what it is?)
Find out what matters to them. This is your foundation for building!
What is the nature of your business?
How long have you been in business?
How many locations do you have?
What share of the market do you have in your area?
What is the state of the industry you’re in these days?
Who are your main competitors?
What are their strong points?
What separates you from your competition?
What are your strengths in the marketplace?
What are some of the challenges you’re currently facing? (PAIN – Problem)
What have you (or your company) been most successful at?
AMBASSADOR STEEL – MAJOR CONTRACTORS

4. Competition Questions
Identify strengths & weaknesses. Find the PAIN. (strong or weak)?
Define the scope of problem and ramifications. (few or many?)
What have they built into your prospective customer? (tents or strongholds?)
MAZAK DISTRIBUTOR ($68,000 VS $53,000)
Remember, sometimes the competition is not another company – it’s a mindset!

5. Strong or weak?
Who are you currently using to supply your needs? Who is your sales rep?” (This indicates the level of relationship they have)
“What is it about your current supplier you like most?
What would a perfect relationship with a supplier look like to you?
How would that perfect relationship help your business?
If you were a 51% owner of your current supplier and you could change anything about the way they do business with you, what would that be?
If you were a majority owner in our business and were me as to what I could do to interest this company in the services we offer, what advice would you give me?

6. Few or Many?
You mentioned you really liked the way your current supplier does such & such, Why is that important to you?
How does it help your business or do your job better?
You mentioned that you have experienced some frustration with your current supplier ...How did that affect your business?
Can you give me an example of when that happened? How did that make you feel?
If you were to estimate what that might have cost you, what would that number be?
How frequently does that happen?
So would you say that on an annual basis it’s costing you X amount?

7. Tents or Strongholds?
What kind of vision does the prospect have for his / her business?
Is the prospect using short-term thinking (tents) to solve their problem?
Is the competition making short-term recommendations that are merely a quick fix but not a long-term (stronghold) solution?
If so, they are vulnerable to a credible supplier who will offer strong, secure, long-term solutions.
See whether the competition is taking advantage of the prospect. (I.e.: pricing, poor service, etc.)
Your sales strategy will vary depending on whether your competitor has built a stronghold of excellent customer service, fair pricing and good quality or a city of tents, something not capable of withstanding the first credible challenge that comes along.

8. Is the land good or bad? (Qualify the prospect)
The word translated “good” is the same word you would use when saying, “Bob is a ‘good’ man.” It’s meant in the widest sense of the meaning.
Have you made a recent purchase of this kind of product?
How often do you purchase this kind of product normally?
When it comes to making decisions regarding which supplier you use, who has that final responsibility and are there others involved in the decision?
How long have you had your current supplier? Who was your previous supplier? Why did you change? Do you have much employee turnover?
If we were given the opportunity to be your supplier, what would you expect from us in terms of service, quality, credit terms, etc.?
Do you have money in the budget for this kind of acquisition?
When it comes to approving this kind of expenditure, is there anyone else who has to approve this?

9. Fat or Lean?
This is the third question about the land, only this time it is more specific. The word translated “fat” means “plenteous” and the word “lean” means “thin or famished”.
Is what you’re doing now working the way you had hoped? Have you compared those results to what is available now? Do you know if a better result is possible?
Are you getting the results you planned on?
If you keep on doing what you’ve always been doing, you’ll keep on getting what you’ve always been getting. Insanity is doing the same thing over and over and expecting a different result. What result were you hoping for?
Do you think there is room for improvement? Why do you feel you haven’t realized that result yet?
Do you have any idea what your current way of doing things is costing you in terms of reduced production? Lost opportunity? Higher scrap rates? Missed business? Cash flow management?
What plans do you have to change that? What kind of timeframe are you working on? Who is else shares the responsibility for the decision that got you where you are today?

10. Is there any wood? What are your goals for the year? (SATURN MFG)
Do you have production goals? Sales goals? Quality goals?
How are you doing on those goals?
What do you think needs to be done differently?
What are you doing about that?
What is the mission for the company?
Are you fulfilling that mission?
Where do you want to be five years from now in this business?
What are your long-term objectives for the company?
What is your plan to achieve these goals? How’s it going?
What will be the reward if you reach your objectives?
In your opinion, what’s the most important way a company like ours can help a company like yours reach its goals?

11. Bring back some of the fruit of the land (Make an Advance)
Never leave an appointment without some form of commitment for a next step, which should always be specific and include a time frame.
Determine minimal / maximal outcomes for the call.
All too often, sales reps will leave a call with something like, “Well, let me know what you think…” leaving the call very open ended with no agreement for action.
Doing this assures you that at best you will start your next contact with this customer at the same place you left it.
At worst, you will find that the customer purchased from a competitor who was willing to make an advance and even close the sale.
Always leave with something in hand, whether it be a purchase order, a down payment or simply an agreed upon follow-up appointment.
This gives purpose and expectation to your next call while building a firewall between your prospect and the competition.

12. Assignment Complete the Word Document outline I will provide you with.
It will become a rough questioning strategy you can use going forward.
Think of the questions as a menu of options… things you CAN ask, but may not.