How many times, after a three, six, or twelve month sell cycle, have you had one of your reps give you the bad news that they've lost a sale that's critical to making your number for the quarter? When do you think the rep knew, in their heart of hearts, that they never had a real chance at winning the business? Was it after one meeting? Five? Fifteen? More importantly, why didn't they just flush the deal once they realized they couldn't win?

The worst thing a salesperson can do is 'go the distance' and lose the business anyway. In the twelve months they spent "competing" to stay busy, how many real opportunities walked right past them?

When you do the forensic examination of a lost opportunity, I believe the cause of the loss almost always comes down to one word—qualification. Something wasn't qualified effectively as part of the sales campaign. In fact, as we teach our CustomerCentric Selling® students, there are six key qualifiers in any given opportunity:

1. Goal/Problem/Need: Is there an identifiable, quantifiable business goal, business problem or business need? If the salesperson cannot articulate what the business driver of an opportunity is, chances are they don't really have an opportunity in the first place.
   
   
2. Vision of a solution: Does the prospect believe that the capabilities your company offers will help them achieve the goal, solve the problem or satisfy the need? Can the salesperson not only explain the capabilities the prospect requires, but have they documented them, in writing, back to the prospect to confirm accuracy?
   
   
3. Value: Has the salesperson identified and quantified the business metrics associated with the prospect's current environment and created a cost/benefit analysis to help the prospect understand the value of moving forward?
   
   
4. Champion: Is there one or more people in the prospect organization that is doing the selling for you when you're not there and helping you get to the right people when you are there?
   
   
5. Key Players: Has the salesperson proactively engaged with other key people within the prospect organization to get their perspective on the issues and, ideally, created some vision with them as well?
   
   
6. Implementation Solution: Has the salesperson, as part of the sales campaign, proactively identified and sought out the people who will be responsible for implementing your offering? In many cases, salespeople wait until the line of business people say "yes" before they engage with the people who are actually going to have to live with it and make it work on a daily basis. If those individuals don't have a clear understanding of how they are going to get successfully implemented, given everything else they already have on their plate, they will often derail an initiative at the last minute due to resource constraints, lack of training in a specific area, etc.

No one likes bad news, but I'd rather find out today that I'm not getting a piece of business in six months rather than going the entire six months to find out exactly the same thing. How about you?