CUTTER CONSULTING GROUP

[E244] Prejudging Their Ability To Pay

January 16, 2024


What do you believe are the main reasons behind hesitation in talking about the price?


Unless you are a clairvoyant – stop trying to assume you can read your prospect’s mind.


You will be wrong most of the time.


Especially when you assume that they won’t want to pay your price.


In my experience, if you are afraid of the price/cost conversation, it’s because of either/both of these reasons:


1) You have seen their bank account balance, checked all their credit card limits, appraised their house value, checked their business line of credit, and confirmed that all of their friends, family, co-workers, and neighbors will not help them in any way, or


2) You haven’t done your job completely of helping them see the value they will get from your product/service.


In today’s episode, I expand on the trend I have seen and where it comes from – where reps are prejudging either that someone can’t afford it…or won’t want to pay your price.



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  • Show Transcript

    Jason: I am so glad that you're here. I'm so glad that you're taking the time to hopefully up level your sales career or your sales team by listening to podcasts like this. Hopefully you've subscribed. If not, make sure to subscribe. And if you like this, leave a rating and a review. And in this episode, I am going to address some sales related questions to try to help everybody in sales do more, be more and sell more with their career and achieve their goals.


    Now, let's go ahead and jump into this episode. Based on my experience with a whole lot of salespeople, there's one part in the conversation. That makes most people very nervous. Now, imagine this scenario. You're getting down to the point where you're about to talk about price. Yes, there's a price, there's a fee, maybe even a contract involved with your product or service.


    And most people start getting nervous. They're worried about the prospect saying no. Or getting upset, or being confrontational, or raising objections and issues. I know that I know that everybody in sales has had an experience where they were excited about a deal, where the prospects seemed like the perfect fit, it was a slam dunk, you might as well put it on the board, ring that bell, high fives everywhere, cause this deal is done, then price comes up, and then it blows up in their face, we have all had that, I've had that, I've seen it more times than I can count, where it seems like it's a done deal, price comes up, And then the prospect freaks out, and then the whole deal falls apart.


    And what happens for salespeople is that it's like touching a hot stove. That failed sale is now burned into your mind as something to avoid at all cost. And it actually causes this nervous twitch. If you were ever hit by a wooden spoon as a kid. Or buy the belt, and then your parent raises a wooden spoon in a certain way, and you just flinch because you know what's coming, because it hurt, it sucked last time, right?


    And so same thing happens with this, where it happens to everybody at price, it can happen to some people at other points of the transaction, where literally You go into asking about price, or talking about price, or talking about fees, and there's that hesitation because you just don't want to get hit again by that spoon or touch that hot stove.


    And the problem is that when this happens, it actually introduces this level of hesitation that you have into the conversation, which will then potentially plant that seed subconsciously with your prospects, and it's I've said this before, animals can sense fear, dogs can sense fear. I had a friend growing up, they did not have dogs as a family.


    He did not like dogs. We always had dogs and some bigger dogs like huskies and shepherds. And so he would freak out, he didn't like it, and they could sense it, so they would freak out. And it was only with him, it wasn't with anybody else. And so your prospects can actually sense that as well, and the problem becomes, is that it becomes a self fulfilling prophecy in a loop.


    The challenge is that you go into it hesitating because the last time somebody smacked you in the head over price and you lost the deal. Then you go into the next conversation, hesitating and asking in a shy kind of way, or there's some bit in your tone. That I can usually detect when I listen to somebody.


    I can tell what probably happened to them in the past. And then the problem is that person picks up on it, senses the fear, and then it just keeps feeding on itself. You just have that issue. And so that's one of the problems, one of the things to keep in mind, that's not even what I want to talk about today in particular, but that's something to always keep in mind.


    How are you showing up in those conversations? How are you presenting yourself? Are you confident that you know what you're selling and the value is there relative to the price and the fees, or are you hesitating and doubting for some reason? And I would really always recommend getting some kind of coaching management leadership training, something where relative to what that issue is.


    You get some help from the outside trying to redirect your mindset and your conversation in an appropriate way. Now, let's talk about the other thing that I see a lot when it comes to price is that so many times I see salespeople prejudge a prospect's ability to pay. Have you ever thought, Oh, they won't be able to afford this.


    It's too much money for them or something like Oh, they will think that it's too expensive. I can't ask them to pay that much. And usually that's feeding from some kind of insecurity. Or like I said in the previous bit, where something negative happened, you couldn't close the deal because of price or some kind of issue like that.


    And the next thing you know, you lose that deal. And so you're bringing that baggage with you to the next conversation. Or maybe sometimes what happens too is that prospects, they are dropping hints during the conversation about limited money, limited funds, not wanting to pay for fees, not wanting to pay this and that.


    And so you're just prejudging, you're picking up on those things. Or you're prejudging that, wow, this person isn't going to want to afford it. The price is too high. And all of those things come into play. And again, the next thing you know, they don't want to buy. They're not interested in it. They don't see the value.


    And the biggest challenge with this is that all of this with the prejudging side is coming usually before the prospect has even had any kind of say. In the discussion, the key with this, and here's the punchline. The final answer is don't prejudge your prospects ability to pay. Let me repeat that. Do not prejudge your prospects ability to pay or afford what it is that you sell.


    The one thing, again, and I'm going to say it because it's so important, both of these issues where people hesitate talking about price or prejudge have one thing in common, and that's a lack of confidence by the salesperson. It could be a lack of confidence in the product, the service, their company. Or themselves, right?


    So it's all of that. It could be any of those things. And again, it's either based on previous failures or tricks our minds play on us to keep us scared, keep us in our safety zone, like it doesn't want us to get hurt. So it'd rather keep us in our comfort zone instead of pushing ourselves and getting hit with confrontation or anything that might hit our ego.


    And this real issue with the lack of confidence comes down to usually you haven't identified the value of what you're selling for your prospect. Now in the previous episode, I talked a lot about what's in it for them. What do they want? They want to buy holes, not drills. The problem I see is that a lot of salespeople don't understand the value of that hole, the value of that solution for them.

    And if you didn't check it, if you didn't hear it, make sure to listen to that episode where I talked about drills versus holes. Because it's so important, but it's one thing to know that your prospect wants the solution that you have. It's another one to actually believe in that value and the cost of that value and what they're willing to pay for it, right?


    That's another thing. And the challenge is that if you knew that the value was there and it was super clear, you would never Hesitate with asking or talking about price. For example, if I told you I would sell you a hundred dollar bill for 20 a piece, other than you thinking it was a scam and obviously getting to the point where you understood if it was a valid option.


    Would you hesitate in paying 20 if I was going to turn around and give you a hundred dollars? No. And in fact, you would try to find as much money as you could to invest those 20 into a five times return. You would literally borrow anything and everything you could sell, everything you've got in order to see that opportunity through to the end.


    If you're helping your customer generate 10, 000 in new business. And it costs them 2, 000 for your service, or your coaching, or your help. Would that be worth it to them? And so the issue is not whether there's actually value. It's if you believe in the value, and if you've helped them identify the value for them.


    The first one is a mindset issue, right? Whether you believe in the value. And if you want to be successful in sales and selling to value, you want to shift your mindset around what you're doing. That may be doing more research about what you're actually doing to help your prospects, your customers, maybe even trust in yourself more.


    If you struggle with this, again, get a coach who can guide you through that mindset shift and help you focus on the right things to learn and develop internally so that you can sell the value. Now, the second one is a sales process issue where you haven't helped the prospect identify the value for themselves.


    For this, the key is to ask more questions, which I say all the time, but ask more questions, dig as deep as the prospect will let you, and then show them how their needs, wants, desires are all solved with what you're offering. Help them calculate. An ROI, which means a return on investment for what you're selling.


    There is always an ROI. There's always a return on investment. Now, if you help someone generate an additional 10, 000 or a hundred thousand dollars or 1 million in revenue, or free up time with automation or live a healthy life. Or maybe even just enjoy watching movies in their new home theater setup that you sold them.


    That, all of that is a return on investment, whether it's monetary or emotional or physical, mental, it doesn't matter. If you know what that is and you can clearly help them see that, should you be second guessing the cost to get them there. And if you find yourself prejudging if your prospect can afford it, you need to shift that thinking.


    Do not prejudge. If you have value, the right people will see it. If you've done it in the right way, where you've asked questions, uncovered their need, help them see it, and then you can move them forward. And you shouldn't ever Hesitate and asking for the money for bringing up price, talking about fees, talking about whatever the agreement might look like, if they have seen the value and you know that you've gotten them there, thank you for listening to the sales experience podcast, find show notes, more episodes, and join our email list by going to cutter consulting group.com forward slash podcast.


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By Jason Cutter February 19, 2025
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By Jason Cutter February 18, 2025
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By Jason Cutter February 17, 2025
The Abundance of Options Today we all have lots of options. While writing this I could speak into my phone and order whatever I want. I can get food delivered before I finish writing this article. I could get a TV delivered to my door before I wake up tomorrow. When someone wants to buy something, they are armed with as much information as they want to access. They can research, read reviews, and watch videos about a product or company. The Shift in Power to the Buyer Because of this, the power balance of sales has shifted away from the salesperson and company to the buyer. Knowledge is power – and they now have all the knowledge they want. With knowing that they have ultimate choice of what to buy (internet and globalization has led to the ability to order anything you want from anywhere…so you are no longer limited to the stores you can drive to and what they have on hand), it means that everything is a commodity in their minds. Nothing is unique or special. Everything is interchangeable. Does the Sales Experience Even Matter? So, this means the sales experience doesn’t matter anymore. There is no reason to put effort into the sales process, the conversations with potential customers. No value in spending time trying to ‘help’ people – since they just view products, salespeople, and companies as interchangeable. You are not special, so there is no benefit in caring. They will walk into your store, and they will decide what they want. They fill out your online for, and they decide if they answer when you call and how the call will go. They walk up to your event/booth, and they decide how the interaction will go and if they want to listen to your elevator pitch. They will let you know if they are interested in moving forward. They will let you know how they want to buy. So, like I said above, there is no real value anymore in the sales experience. Or could it actually be valuable? Is it possible that all that matters IS the sales experience? If people feel they have ultimate information and control of the buying process, how do they decide on what to buy and who to buy from? When I search on Amazon for a product type I have never purchased before, how do I pick? When I want to go shopping for garden supplies for the house, how do I pick where to go? When I need to buy a new fridge, who will I hand my money over to? The cheapest place with terrible service? The place with reasonable prices and great service? The Sales Experience Shapes the Decision I choose based on the sales experience that I will receive. With everything else being equal, I (and I believe most people) will select the place to shop at or the products to buy online based on the experience I receive. To me all that matters is the experience. While I am trying to buy something. Once I receive it – ensure it does what I need it to do. With the feeling of unlimited choices, it can actually be harder now to buy something that in the past. People get into analysis paralysis more often. Which means that for consumers to buy something new they need help. They need a professional salesperson. They need a sales experience that matches their expectations. They want a guide who will help them make the right decision for them, with an experience that goes above and beyond what more people receive any more when they walk into a store, call a company’s toll-free number, or visit a website and have to fill out a form. If you want to succeed in sales – the only thing that matters is the sales experience you provide.
By Jason Cutter February 13, 2025
The Balance of Effort in Sales The blogs this week have been about the other person going most of the way. Whether it’s a prospective customer and your salesperson, where the salesperson truly can’t want the deal or make most of it happen for that customer to truly be successful. On the path for that prospect to becoming a customer, they should go at least 51/49. Whether it’s your team and their manager, the manager can’t want the team to succeed more than the team actually wants it for themselves. It’s not scalable for the coach (manager) to run on the field every play to win the game for the salespeople. What about sales ops processes and systems? What about the tools available to the sales team and the ones that are classified as sales enablement? In a reversal of philosophy, I believe the sales ops processes should go 90, the team should only have to go 10. Why Do We Need Salespeople? Let’s start where it matters – what is the point of having salespeople? I know many owners question the need and desire to have salespeople. They are hard to manage, tough to deal with, always want more money (potentially for doing less work and closing less deals), and are very resistant to change. Of course, that is a generalization. Of course, there are salespeople who don’t check those boxes. However, having worked with a lot of teams in a lot of industries, that generalization isn’t completely wrong or unfair. So if there is even a small part of that which is accurate, why would we even mess with the messiness of having salespeople? Of needing to employ and manage humans? The Human Element in Sales We need them. That’s why. Even in 2025, AI and technology has not successfully replicated the requirements of sales – which is about helping a human (prospect/customer) make the right decision and move outside of their comfort zone to buy something new. It still takes your human (salesperson) to persuade that other human. It’s why I say all the time that its not B2B, B2C, Retail, SaaS, etc. – it’s H2H. Sure, people can buy something online or even in a store without speaking to someone. But if it’s a considered purchase where there are options and decisions to be considered – it still takes a human being involved. That means ultimately your human (salesperson) has one job, and one job only – persuade the right prospective humans to buy. Minimizing Distractions for Salespeople Everything outside of that mission, task, focus is a distraction that takes away from their highest and best use. Imagine if we had a surgeon who had to prep the room, prep the patient, schedule the surgery and meetings, and do all the parts of the surgery themselves. Nope – they show up for the surgery and do what they do best. Then they take off their gown, gloves, and walk away to get cleaned up and move on to the next thing. Your goal as a sales ops leader is to support the team with systems and processes that allow them to focus on the one thing you need them for. The human part. It would be amazing if they could show up, talk to people, and make sales happen. Of course, there is more that they (and any professional) need to do before, during, and after the sales conversation. But your goal is to minimize all that. Every hour that your salespeople aren’t selling or doing sales-related activities, they aren’t moving revenue forward. The Ultimate Goal of Sales Ops What processes can you put in place that go 90 percent of the way, where the salesperson can do the last 10 percent? An example would be building an email campaign that runs automatically, and when the right people reply, the salesperson gets involved in getting that person from email to phone call. Another example would be your CRM serving up people for the salesperson to call – leads or anyone in the sales pipeline flow – with all the backstory, research, data, intel needed for them to review it then take action. What can you put into place that takes away as much distraction and effort from your sales team such that they can focus on the one thing you need to focus on – other humans?
By Jason Cutter February 12, 2025
The Danger of Doing Too Much as a Sales Leader Alright – so maybe they don’t need to go 90. In true servant leadership mode, you would go way more than 10% of the way to your team. But you have to be careful, as a sales leader. The inclination might be to do it all for them. To help them close their sales. To make excuses for them to your leadership as to why they aren’t closing more sales. Especially considering the very high likelihood that you are a sales manager because you were a great salesperson in the role that you are now managing. And there is a slight chance that you are a player-coach…so you are leading and selling. This can make it really tough not to want to run out on the field to win the game each time. But that doesn’t scale. That doesn’t lead to increased results. You can only sell so much as one person. Creating a Culture of Ownership So, you need to have people on your team that are coming to you. What does that look like? The pinnacle is a salesperson who doesn’t close a deal, comes to you right away and asks for feedback. They want some critiques as to where they could have done things better, different that would have led to the desired result – a closed sale. That takes a healthy level of ego by a professional who has the ultimate growth mindset. They know there are always ways to improve. They want to improve. And they are willing to risk their ego (and the internal, protective, primal part of our brain that doesn’t want to risk our place in the tribe) by asking for feedback that could be negative. Whenever you can, encourage that type of response. Ensure that the team knows that the team itself, and you as their leader, is a safe space – where the goal is to improve, grow, win and that everything done to support each other is done in that mode. They truly have to feel safe to share their mistakes and to get support in learning how to do more, better. Feedback That Drives Growth Part of this takes team and individual meetings that are actually filled with positive support. That doesn’t mean it’s always positive, motivational fluff. It’s not even about the shallow strategy of the feedback sandwich. Its about being real, honest, and empathetic – meaning “I see you are here, I know you want to be there, I will help you get there – even if its hard and it means saying hard things.” It should never feel mean or abusive or like an attack. But you can give some really direct feedback that will sting that ego I mentioned, but the person will know the intent behind it. The second part is hiring this type of person. Hiring people for the team that wants to win, grow, succeed. And they know that you don’t get better by being coddled, sheltered, or protected. You want people who don’t like the thought of perpetually living safely in their comfort zone. And they are excited about the opportunity to be a part of a team that pushes everyone, empathetically, outside of their comfort zone. Are You Leading or Just Managing? If you find yourself as a leader having to push your team, or going to them most of the time, or most of the way mentally – then they see you as a manager not a leader. They see you as someone who manages them, pushes them, and wants them to do things they don’t want to do. I have written some blogs here that go into what your role should be – as a leader, not a manager. Pulling people along with you, inspiring people, and supporting yourself with a team of people who want to win. Not just those that want to show up, do as little as they can and hopefully go unnoticed (yet – complain about not making enough money and how the comp plan isn’t fair, or the leads are bad, or their schedule means they can’t be successful.) Make sure your team knows that they need to come to you – at least 51/49. They should be asking for help, guidance, training, feedback, and support more than you are having to push it down onto them.
By Jason Cutter February 3, 2025
If you have seen the movie Hitch, then you know the scene. Will Smith’s character (Hitch) is trying to coach Kevin James’ character (Albert) on how to finish out his upcoming first date. He is giving him pointers, one being that if his date fumbles with her keys at the door, it could mean she wants a kiss. So Hitch wants to see if Albert knows what to do – for a good night kiss. Hitch gives him the advice “you go 90 percent, and then wait for her to go 10%” which Albert then asks “wait for how long?” Hitch: “as long as it takes.” Albert leads in, Hitch is holding back to see if Albert will wait, and then Albert goes all the way and gives him a kiss. Hitch gets upset, and says “You go 90, I go 10 – you don’t go the whole 100%.” The Sales Analogy Kissing our prospective customers is not acceptable (just ask HR!). But the concept is the same. You don’t want to ever make 100% of the effort for your prospective customers. You don’t want to be the one who is doing all the work. Fundamentally, it is not good practice to want the deal more than the other person. When you go your 90, you need to wait – as long as it takes – for the prospect to go to their 10. And I would say that you want to go somewhere between 10-49, in reality. How Successful Sales Professionals Balance Effort Successful sales professionals know how far they have to go to meet the prospect where they are, while also knowing how much effort the prospect needs to put in to show they are committed. Where most salespeople get in trouble is they get desperate. They want the sale (kiss) more than the other person and they go the full 100%. Of course, persistence is important. And you won’t get what you don’t ask for (although…if you have followed me for any length of time, you will know I am very against having to ask for the sale). But you also have to ensure that your prospects actually want what you are selling. And they want it for their reasons and their motivations. They are driven to pursue your production option(s). They must go 10, 40, 60% of the way to you. The Pitfall of Chasing Your Prospect Just like courtship and relationships – if you find yourself chasing and one-sided-pursing the other person then it means you want it more than they do. It also means they own you. You are essentially begging them for the relationship – convincing, manipulating, begging, bribing, persuading your way forward. Which means they consciously and/or subconsciously know that they are in control. Because if they say no, you will keep pursuing and offering solutions. In sales – that looks like a salesperson who is calling, emailing, stalking a prospect – making offers, offering discounts and trials, and trying to find any way to make deal work. They are going 90-100% of the way for the prospect, not requiring them to go anywhere towards the agreement. This will end terribly. If they do decide to buy – taking the discount, free trial, taking the sale bait – they will not be happy (since they weren’t bought in for their reasons), they will look for reasons confirming why they didn’t really want to buy anyway, and they will know that they own you. Your company will have to convince them on a regular basis to stay in the relationship. The Right Balance for Customer Ownership You fundamentally need that prospective customer to come to you. Not 100% where you are just an Order Taker. But potentially 51% of the way – so they want it more than you. The more you can get them across that 50/50 threshold, the more they will be a satisfied customer. But remember – at 51/49 – they still need persuading, they still need to understand the value of your product for where they ultimately want to be in their life/business, and they still need your support. They lean in the right amount, you lean in the right amount = sales magic!
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