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The Q.U.E.S.T. for Sales Success

The question “How can I help you?” is a perfect example of an ‘open’ question – that is, a question that cannot be answered with a simple “Yes” or “No”. Like other ‘open’ questions, it allows customers to go in any direction with their response. Asking open questions is the best way to become aware of the customers’ needs. 

Responses can vary: a new order, a complaint about a product that hasn’t arrived yet, a broken product that needs fixing or replacing, or a service that did not meet expectations. Sometimes, a customer will actually want to commend someone for a job well done.

A customer usually asks closed questions: “Do you fly to Calgary?” for instance. The answer for an airline reservations agent could be a simple “Yes” or “No”. That does answer the customer’s question, doesn’t it?

But if we only say “Yes”, then the next question or statement – if there is even to be one – is in the hands of the customer. We relinquish ‘control’ of the call (sometimes a service provider’s greatest fear) if we just answer the question, because we haven’t determined anything about the customer’s actual needs yet – things like when they might want to go to Calgary, how long they’re staying, etc.

The best answer is an enthusiastic “We certainly do. We have two flights daily during the week, and one flight each on Saturdays and Sundays. When were you thinking of travelling?”

This answer not only fills the customer’s initial need for information, but also both gives AND probes for further information.

No one ever called an airline to tell them they weren’t thinking of going someplace – even if it’s only to the airport to pick someone up, in which case, they’ll probably need to know if the flight is on time, or maybe what terminal it will land at.

Here’s another question: “How much does it cost to fly to Vancouver?”

This tells us that the person speaking is actually thinking of going somewhere. Heck, we even know where they’re thinking of going. But, in order to answer that one question, we need more information.

In another industry, a parallel question might be, “How much does a car cost?” 

The answer, of course, depends on many things: New or used? What make and model? Fully loaded or stripped? What specific options? How much mileage is acceptable? Gas guzzling SUV, or sub-compact? Leather seats with lumbar support or…

Well, you get the picture.

I raise this because some service providers (even some car dealers, apparently) seem reluctant to ask a lot of questions. Maybe they don’t want to seem intrusive. But the reality is, in order to match a product or service to a customer’s needs, we really do have to probe deeply to determine those needs.

In the travel business, a lot of the probing has been eliminated by the effective use of ‘profiles’. The information regarding a customer’s preferences is pre-stored in a database that gets moved into a passenger record.

If you have the information, use it. Many businesses have similar automated systems for repeat customers. Heck, even Pizza Pizza™ knows I like thin, whole wheat crusts!

Many repeat customers feel offended (rightly so, in my opinion) when you aren’t already aware of their likes and dislikes.

If your company has already dealt with a customer, you should already be aware of certain things, like frequency of purchases, average amount spent, a preference for smoking or non-smoking facilities, form of payment, an aisle or a window seat, forward or toward the rear, loyalty reward ID numbers, etc.

When I worked in the corporate travel department of American Express, I helped design their “Great Call Program”. The slogan was, “Know me. Know my company. And offer me the best fare!” In other words, be aware of me and my likes and dislikes, my corporate travel policy – my needs.

Reservation calls were monitored for compliance in the program, and if corporate profiles were used, then the likes and dislikes, travel history, preferences, etc. the travellers’ ‘needs’ were available for the counsellors’ use.

Then we expected counsellors to demonstrate their awareness of the customer to the customer!

Good customer service is what happens when, what the customer expects to happen, happens! Explain what you’re going to be doing with the information you have.

If there’s a frequent traveller number on file, tell the customer: “Ms Jones, your frequent flyer numbers have been sent to the airlines so you’ll get the appropriate credit.”

The seat preference, since it’s already known, should be confirmed. Out loud. Say: “Jim, I see you prefer an aisle seat as far forward as possible.”

It gives the customer a chance to say, “Yes, normally I do, but on this trip, I’m travelling with…” or to inform you of any circumstance that might change the preference in this instance. Or, to say, “Yes, that’s right. Thanks for remembering.”

Corporate policies can (and do) change. Personal preferences can (and do) change. It’s always best to confirm.

Then, be pro-active. Say: “I’m confirming seat 12C for you, Mr. Lee.”

Or say: “Mr. Schmidt, your king size bedded room at the Sheraton Wall Centre is confirmed on a non-smoking floor. Your frequent guest number has been registered.”

Or say: “Barb, your mid-sized car will be waiting for you upon arrival in Boston with Hertz Rent-a-car, and your Hertz #1 club number has been sent to them.”

When you show your customers you’re aware of their needs, and what you’re doing to do to satisfy them – what is going to happen – they have more confidence in you (and in your organization) to do the necessary things.

It helps drive customer loyalty. (You DO want repeat business, don’t you?) It is so much easier to please (and therefore, KEEP) existing customers than to get new ones.

But if you don’t know your customers’ preferences in advance, how are you ever going to find out if you don’t ask? Many people think they’ll appear stupid if they ask questions. I tell my students before any class, that there is no such thing as a dumb question except one – the unasked question.

Can you imagine a call like this:

Customer service provider: “Hello.”

Customer: “Is this ABC Corporation?”

CSP: “Yes it is.”

C: “Do you sell books?”

CSP: “Yes we do.”

C: “Do you stock Canadian titles?”

CSP: “Certainly.”

C: “Anything by Carol Shields?”

CSP: “Absolutely.”

C: “Do you have The Stone Diaries?”

CSP: “No.”

C: “Well, what do you have?”

The CSP probably thought he was being helpful. He’d answered the call on the first ring. His tone of voice was pleasant. He’d answered all of the customer’s questions, and politely, too.

 He just didn’t make the sale.

 And he certainly failed to demonstrate he was even remotely aware of the customer’s needs. Nor did he even appear interested in becoming aware of the customer’s needs.

In fact, the customer had to do all of the questioning.

Now let’s see how much smoother things could have gone…

Customer Service Provider: “Good morning, ABC Corporation. Chris Lee speaking. How can I help you?”

Customer: “Do you sell books?”

CSP: “Yes, we stock a wide variety of books. What type of book are you looking for?”

C: “I’m looking for books by Canadian authors.”

CSP: “We have all of this year’s Geller nominees and most standard Canadian titles. Was there any particular author you’re looking for?”

C: “Anything by Carol Shields?”

CSP: “Absolutely. Her most recent book, Unless is a big seller right now, but we also carry her older titles as well. Did you have a certain work in mind?”

C: “Do you have The Stone Diaries?”

CSP: “Normally we do, but that one is so popular that it’s on back order at the moment. If you’ll give me your name and address, I’d be happy to place an order and we can have it in your hands within 2 weeks.”

At this point, the CSP has narrowed down the interests by asking lots of questions, used the information received in the answers, explained what was available, suggested appropriate titles, and actually took the risk and asked for the business, even though she can’t meet the needs of the customer at this moment in time.

The CSP also identified herself, her company name, offered to help, probed for needs, demonstrated she was aware of those needs, and offered suggestions and alternatives. The probing was proactive, and the customer probably felt the CSP cared about not only books, but about the particular book he wanted.

The customer knew what the service provider was going to do to meet his/her needs because the CSP explained what was going to happen, and then made appropriate suggestions. The service provider was certainly willing to do her share.

Similarly, in the travel business, many agents assume everyone always wants the lowest fare. I teach people to offer the BEST fare, which in my opinion is the fare that best meets the traveller’s needs.

Some people actually WANT to travel first class. Some people want to stop enroute to their final destination, and the lowest fares often don’t allow stopovers.

C: “But I wanted First Class.”

CSP: “Why didn’t you say so?”

C: “Why didn’t YOU ask?”

Besides, if you offer choice to the client, they feel they’re in charge of making the decision to buy.

 Watch how this works…

 CSP: “Yes, we DO fly to Paris. When were you thinking of travelling?”

C: “Wednesday of next week.”

CSP: “We have 2 departures that day; one at 9am which will get you in on the same evening, or an overnight departure at 6pm which arrives the following morning at 7am local time in Paris. Which would you prefer?”

C: “I’d prefer the evening departure; it allows me to put in a whole day of work here.”

CSP: “There’s a variety of low fares available in the economy cabin, and there’s also business class available. I see from your profile that you are entitled to fly in business class on flights longer than 6 hours. Which would you prefer?”

C: “Thanks for taking note of that entitlement, but we’re on a cost cutting drive right now, and I can survive in coach. What’s your best fare?”

CSP: “That would depend on your return date. When are you returning?”

C: “I’m only going to be there until the Sunday after I depart.”

CSP: “Not a problem. If you travel mid-week, you qualify for the best available fare, which is… $X. You need to know, though, that it is non-refundable, and seats are getting scarce.”

C: “Um, I’m not sure I’m ready to book it yet.”

CSP: “I understand. Why don’t I hold a seat for you for 24 hours? There’s no obligation to purchase, and if you haven’t called back to confirm the booking in that time, it will automatically cancel.”

C: “Oh. Okay. Thanks. My plans will be definite by tomorrow. I appreciate your help.”

Every statement by the CSP contained a question (except for one, which gave relevant information that would help the customer make a decision).

The CSP had the best interests of the customer in mind, asked questions, and then listened for the answers to become aware of the needs, which – on this call – differed from the normal circumstances.

By offering choices, the customer, in fact, is forced to make a choice, not limited to “Buy” or “Don’t buy” but to departure times, classes of service, etc.

The CSP was able to meet the needs. He was able to demonstrate an awareness of the customer (and the customer’s needs). Then the CSP took a risk and asked for the business, and then let the customer make a choice.

“Which do you prefer?” is the most liberating question a sales agent can ask. The customer has already expressed interest in a product or service, and the final decision of which product or service is the only choice left to make.

Why not help them make that decision by:

• determining needs,
• narrowing down the choices, and offering those choices as a “Which would you prefer?” option, then
• handing the decision back to the client.

 If the agent had asked: “Do you want to book that?”, the likely answer would be “No.” End of call. Is that what you want? Is that what your boss wants you to do? Is that what she paid for you to be trained to DO?

That’s sales in a nutshell. Or rather, the Q.U.E.S.T. for sales:

Question.

Use the information.

Explain what is happening or available to the customer.

Suggest appropriate options.

Take the risk – ask for the sale.

It shows you’re aware of the their needs, shows you care about the needs, and shows you’re doing your share to meet or exceed the needs. It’s a Q.U.E.S.T. that will take you beyond success – to significance – a sale that meets your customers’ needs.

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