Now that you have qualified the prospective client, you are ready to provide a preliminary diagnosis and prescription.

The goal is not to actually solve the problem, but to create the desire to have you help. You want to reinforce your credibility, while suggesting a course of action.

Here are three theoretical examples:

• A doctor might say, “Based on your symptoms, I suspect XXXX. The next step would be a CAT scan, perhaps followed by surgery. I’ve done this surgery many times before with good success. But we’ll make a final decision after the CAT scan. Would you like me to schedule the CAT scan? “

• A lawyer might say, “Based on our brief discussion, it sounds like you have a case. The next step would be an in-depth meeting in the office. I’ve handled these cases many times before. But we’ll make a final decision after the meeting. Would you like to set up a meeting? “

• As a consulting engineer, I often said, “Based on our discussion, I suspect a problem with XXXX. We can handle this several ways. The best would an on-site review. I’ve done this many times for others. Based on the review, we will either solve the problem, or provide a course of action.”

Note than all three examples, you have not actually solved the problem In fact, at this stage that might not be possible anyway. But you have moved the sales process forward.

Here are three steps:

Reinforce credibility – “Based on XXXX, I suspect YYYY” shows you have listend to the client. Later, “I’ve done this many times before” reinforces that you are capable and have experience in dealing with the problem at hand.

Course of action – “The next step…” shows you have a recommended solution, pending further action by the client. It also leaves you wiggle room if you need to change your preliminary diagnosis at a later time. This may well happen when you dig into the problem.

Trial close – “Would you like to proceed?” If the client says yes, then move forward. If no, you need to ask why not? Perhaps questions remain that need to be answered. Perhaps the client is just shopping. Perhaps there is a schedule or budget concern. Ask why.

But don’t be manipulative! This is where traditional sales training says you must “overcome objections.” I disagree. Selling professional services is about helping, not manipulating.

What if the problem is very simple — something you can handle easily over the phone? Should you give away free advice, or should you hold back to sell your advice?

In those cases, our policy was to make those simple suggestions – at no charge. (Take two aspirin, but call back if the pain persists…) If the simple solutions worked, it created tremendous good will, and virtually guaranteed future calls as well as references. We looked at those cases as cheap and very effective marketing.

Others may disagree. An alternative would be to bill a nominal amount for your time, or set up a set fee for quick questions. Me – I always wanted to be approachable, and didn’t have the guts to charge thousands of dollars for very simple advice.

One final example of giving away free advice. Several months ago a call came in for some in-house training (which I still do.)

No hassles – they just wanted to know when I could come to their facility, and how much would it cost so they could issue a purchase order. What an easy sale!

Upon arriving, my client told how my late business partner had given free advice several years ago. When the advice worked, Bill would not accept payment for his few minutes of time (our standard policy.)

So when the client wanted a training program, he called nobody else, and he told me how much he appreciated our business practices. You can’t buy advertising or references like that!

Next up – Step #4 – Asking for the order. We’ll discuss the mechanics of quotations and proposals, and how to keep them simple and effective.

P.S. When selling professional services, think like a doctor, not like a used car salesman. Diagnose, prescribe, and never manipulate!

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