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Have you ever wondered why the person or client your speaking to is not responding or reacting to your proposals or recommendations in a positive manner?
Have you ever wondered why you cannot seem to get energy, excitement, or enthusiasm around your ideas or recommendations?
What if you could determine fairly early in a conversation or engagement conversation, with a prospective client, if they were really your very best, ideal buyer? What would that mean to your planning, projections and activity levels? How different could your business be?
Let me share with you a concept called The Best Buyer Concept: There are always a smaller number of ideal buyers, rather than all buyers, so ideal buyers are cheaper to market to and yet bring greater rewards. If you sell B2B, it's usually fairly clear that your best buyers are medium to large companies. So what are you doing, every other week, no matter what, to let these companies know who you are? There's no one you can't get to as long as you constantly market to them, especially after they say they're not interested. People will not only begin to respect your perseverance, they will actually begin to feel obligated, which is one of the ethical principles of influence, researched and case study confirmed by Dr. Robert Cialdini.
Let me show you a system, called Client Response Modes, that will help you to better sort through your opportunities. Remember that people buy when, and only when they perceive a discrepancy between reality and their desired results. There is a gap and your opportunity is to uncover it and address it through your products and services.
Here are some categories of distinctions to consider when discussing your services and value proposition.A company, organization, department or individual will find themselves in Growth mode, Trouble mode, Even Keel or Overconfident:

• In the first response mode the prospective client communicates that they are interested in GROWTH. This is in response to the question that asks about their current satisfaction and growth trajectory for their business in whatever manner they choose to measure GROWTH. A buyer in Growth mode is always ready to say yes to somebody's proposal... though not necessarily yours.
• The second response mode is person, business, organization or department is in TROUBLE. The probability of action being taken is high when a buying influence or a decision maker is in TROUBLE. He/she is eager to buy... but once again not necessarily from you. TROUBLE always takes precedence over GROWTH. This doesn't mean that growth is unimportant, only that a buyer who is feeling pain, doing more and or better can wait until you've fixed the cause of the pain. Selling GROWTH to a buyer who feels in TROUBLE is like selling a new roof to a farmer whose barn has just caught fire. Even if the barn needs a roof, it doesn't need one now.
• The third response mode is EVEN KEEL.To someone or an organization in EVEN KEEL, your proposals or recommends can be seen as a threat; as potentially rocking the boat. The EVEN KEEL environment will change only when there is change of view, to the fact that GROWTH or TROUBLE are recognized as forthcoming. The other consideration for looking at change is that as their trusted advisor you have illustrated the gaps between where they are and where they wish to go.
• The fourth response mode is OVERCONFIDENT. This is the most difficult response mode to sell to. The OVERCONFIDENT see's no reason for change, since they are pretty delighted and sometimes surprised by their own or organizational results. you will encounter strong resistance because their view of their circumstances is not congruent with yours. You may not be able to overcome this viewpoint unless there are organizational changes or challenges in the workplace or economy that affect the business. That pretty much covers that most effective ways that I have experienced in deciding who are you most promising opportunities for you services or products.

Miguel is a highly accomplished, results-oriented executive leader with more than 20 years experience overseeing business management, global sales/marketing and customer retention for large Fortune 500 organizations. He is a visionary leader with outstanding ability to develop, motivate and oversee employees to exceed corporate objectives and perform at their highest levels. He has acute analytical skills and business acumen that help him to identify new market opportunities, successfully launch new products and direct sales and marketing campaigns that significantly impacted revenues and profitability.