| You have been chasing this account for six months | | | | asked of the sales person to see if there is a |
| and feeling optimistic as the buying process is coming | | | | difference in response. Other times, they ask specific |
| to a conclusion. The sale is between you and two | | | | questions relative to their needs that may not have |
| other firms. The competition is fierce, but you feel you | | | | been shared with the sales person. For the prospect, |
| are ahead. At 11am, the Procurement Agent asks for | | | | this is their most critical evaluation step of a supplier's |
| three references to be provided to her by the end of | | | | expected performance. |
| the day. In a panic, you send a company-wide email in | | | | It is the little things that winning sales people do that |
| search of these referenceable clients. At 4:58pm, you | | | | makes them winners. So, if all of the competing sales |
| get the three references from your colleagues and | | | | people are going to provide "good" references, can |
| quickly send them out to the Procurement Agent. | | | | you provide the "best" references? You most certainly |
| Whew! Mission accomplished! They wanted three | | | | can! However, there is a process to do so as "best" is |
| references and you got it done. And so did everyone | | | | different for each prospect." |
| else. You see the finish line, forgetting that many a | | | | The first step is a conversation with the Procurement |
| sales person has fallen one step short of winning. | | | | Agent. "I received your request for references and I'm |
| This scenario plays out in companies every day | | | | happy to provide them. So that I can provide you with |
| across the country. It doesn't matter if the company is | | | | the references that best support your initiative, what |
| big or small, nor does it matter the type of industry. | | | | are you hoping to learn from our clients?" If you can |
| The request for references is a standard part of any | | | | gather that information from the Procurement Agent |
| buying process. However, few sales people use the | | | | (don't say it can't be done until you try it), you have the |
| reference stage of the process to their strategic | | | | roadmap to identifying references. Even if they can't or |
| advantage. They simply desire to provide a quick | | | | won't provide you with this information, you have at |
| response to the prospect with their requested | | | | least shown that you care. And "care" can be the |
| references. In the mind of the sales person, the speed | | | | differentiator that pushes you across the finish line. All |
| of the response communicates supplier performance. | | | | is not lost if you can't get that information either. |
| While somewhat true, the discussions the prospect will | | | | Going forward by taking a step back, think about the |
| have with the references carries more weight in the | | | | account and what is important to them. Reflect on |
| selection decision than the speed of the response | | | | what was learned during the needs analysis |
| from the potential supplier. | | | | discussions. Thinking about that, imagine a different |
| When I talk to sales people, one of their most common | | | | approach to responding to the request for references. |
| gripes is that they are selling a product that is viewed | | | | If they were concerned about implementation, you |
| as a commodity in the marketplace. They cite "price" | | | | provide an account that your company recently |
| as their biggest bugaboo. Right behind that they lament | | | | implemented. Perhaps, the decision is being made by a |
| about their inability to differentiate their product. (The | | | | CFO, and you provide a reference of a CFO from |
| truth is that price and differentiation are directly related, | | | | one of your clients that can speak to your |
| but that is a topic for another article.) When I ask sales | | | | performance. For the third reference, you provide a |
| people if they would like to learn of an easy way to | | | | client that is purchasing the same amount of the same |
| get a competitive edge, they are all ears. After I share | | | | product. From the prospect's perspective, how great is |
| with them that they have the ability to differentiate | | | | the opportunity to speak to three clients who can |
| themselves through managing the reference selection | | | | relate to their needs. They are able to gather the |
| process, they look at me in shock as they can't believe | | | | information they desire from someone with whom |
| they have been missing this opportunity. Then the | | | | they share something in common. They feel confident |
| stories start to come out. "Yeah, I lost a deal because | | | | in their ability to perform due diligence on their potential |
| they called the reference and we had just screwed up | | | | supplier. They can make an informed decision. |
| their order. I should have checked before I used them" | | | | To take it a step further, imagine rather than simply |
| The stories just continue from there. | | | | sending the contact names and phone numbers to that |
| But why do prospects ask for references? Webster's | | | | Procurement Agent, you provide a brief narrative |
| defines "reference" as someone who can make a | | | | explaining to what each client was serving as a |
| statement about a person's qualifications, character, | | | | reference. How many sales people are doing that? |
| and dependability. Interestingly, there is a perception | | | | Still raising the bar, imagine contacting each of the |
| disconnect on references between sales people and | | | | three references and informing them that a call was |
| prospects. When I talk to sales people, I usually hear | | | | coming their way to discuss your performance as a |
| that references are just a standard part of due | | | | supplier. During that call, you share that this prospect is |
| diligence. Some use the term "rubber stamp" of an | | | | calling to discuss particular areas of the business. Thus, |
| award. However, when I talk to buyers, I hear a very | | | | when the prospect calls the reference, the reference |
| different message. Many buyers look at the reference | | | | is expecting the call and is prepared for the |
| step of the buying process as their opportunity to | | | | conversation. What a great experience for your |
| validate the message that they have been hearing | | | | prospect and your client. Keep in mind, one great way |
| from the potential supplier. In essence, prospects are | | | | to burn a relationship with a happy client is to surprise |
| searching to ascertain whether a supplier can deliver | | | | them with a reference phone call. No one likes to be |
| on the promises made during the buying process. Can | | | | blind-sided or unprepared. I've seen more than a few |
| the supplier really handle this size account? Are they | | | | opportunities lost where the prospect cited the |
| really that fast? Or that accurate? Is the service as | | | | reference experience as the deciding factor. An |
| good as they described? | | | | unprepared reference reflects negatively on the |
| In many cases, the change of provider carries with it | | | | supplier. |
| the ownership of the supplier's performance. If the | | | | In a competitive marketplace, every opportunity that |
| new supplier does not perform to the expectations | | | | you have to demonstrate value to a prospect is critical. |
| that have been represented, there is risk for those | | | | Leveraging the reference step of the process can |
| who selected it. Heads will roll! Sometimes, prospects | | | | give you just that little edge that pushes you over the |
| ask the same questions of the reference that they | | | | top. |