It is important to agree on an agenda for a meeting at the beginning so there is

It is important to agree on an agenda for a meeting at the beginning so there is a mutual understanding of what will happen at the end of it.
This is not a topic covered in the textbook but it is essential to maintain rapport and to make sure that the expectations of both the buyer and seller are met. It makes the most sense to cover it in this module because you would use this technique to set your meeting as well as confirm that nothing had changed since you set the meeting and when you arrived to conduct it.
This technique can be applied to all business meetings but let’s consider how to use it specifically in a sales meeting (any appointment, fact-finding meeting, or presentation). It needs to be a dialogue, not a monologue; otherwise, it is not a mutual understanding.
Many times the buyer and seller have different expectations of what will happen in a meeting. Typically, the seller may want an hour of time and the buyer only wants to spend a half hour or less. The seller may have lots of questions but the buyer wants to give as little information as possible. The seller may want to share things the buyer has no interest in hearing about. Finally, the seller wants to leave with a signed contract and close the deal and the buyer wants to stall in hopes of getting more concessions by holding out. What could possibly go wrong with these expectations being so far apart? Everything, of course.
It is important for the salesperson to be curious, be skeptical, and be emotionally unattached to the outcome. If the salesperson fails to establish rapport the prospect is likely to lie to the prospect all through the meeting. Agreeing on the agenda allows the salesperson to take control of the selling process and focus on the specific needs of the prospect. If you find yourself feeling as if the prospect is in the control of the meeting, it is likely because the prospect is the one asking the questions. The person asking the questions is the one guiding the conversation.
The five elements of the agenda to cover are:
1. The purpose of the meeting.
2. The amount of time set aside to meet.
3. The prospect’s agenda and expectations.
4. The salesperson’s agenda and expectations.
5. Possible outcomes and next steps.
The purpose should explain the reason why you both agreed to meet. This is typically to discuss the need and potential solutions. Thank the prospect for the meeting and state the purpose. Seller: “John, I appreciate you inviting me in to meet with you to discuss the maintenance issues you’re facing.”
The amount of time you plan to spend in this meeting should be confirmed or adjusted if needed. If something has changed that means you need to re-schedule, get a firm date and time on the calendar before you leave. Seller: “We agreed on the phone that we would need an hour, is that still good with you?” [If yes, proceed; if not, determine if the meeting needs to be re-scheduled of cancelled entirely.] Buyer: “Sure Jim, and hour is still good.”
The prospect’s agenda is usually wanting to know more about your company, any experience you may have in solving similar situations, how long you’ve been in business, what to expect in the way of costs, and timing of the implementation or delivery. Be sure to ask if there is anything else. Seller: “John, I’ll be glad to answer your questions about us, and you’re likely to have a lot of them, and if I miss anything that’s important, would you feel comfortable bringing it up?” Buyer: “Yes, I can do that.”
The salesperson’s agenda is usually wanting to know the underlying reasons for the need, the budget the prospect is willing to spend, and the prospect’s decision-making process. Seller: “John, I’ll have a few questions for you too, such as (mention topics). Would you be comfortable sharing about those?” Buyer, sure, no problem.”
The possible outcomes could be “No” or “Yes” (or a clear next step). It is always best to cover the possibility of a “no” first. A “no” is an acceptable outcome and it is important to give your prospect permission to tell you “no.” To do otherwise is setting them up to less than truthful to you. Be sure to cover this outcome first because you do not want it to be the last thing covered. Instead, also give them permission to tell you “yes.” Then be clear about the expectations of what a “yes” means in this meeting. Seller: “John, one possible outcome today might be that, at some point in our conversation, you feel this isn’t a good fit at all, and that’s okay. If that happens at any point, would you be okay stopping me, and telling me ‘No’ it isn’t right for you?” Buyer: “Sure, I can tell you “no.” Seller: “The other outcome might be you decide we are the best fit to partner with, and if that’s the case, we can take the next steps to start the process. Would you be okay telling me that, if we get that far?” Buyer: “Yes, I can do that.” [Note: if this is a discovery meeting, the definition of a clear next step would be to schedule a date/time for the presentation.]
All of the above elements can be covered in a minute or two, usually after any pleasantries you’ve discussed at the outset. Then it is time to get down to business and begin to discuss the issues. Now you both have mutually agreed on the key things to have a successful meeting. No misunderstandings are likely to arise if you cover these at the beginning.
Assignment
1. Create a sales meeting scenario. It can be real (if you are in a sales role now) or fictional. Develop a dialogue that covers all of the five elements. Label it Seller and Buyer to denote who is speaking. In this session, the buyer will agree on the key elements.
2. Create a sales meeting scenario. When you ask about the time element, the buyer does not have as much time as he agreed to earlier, and is only willing to give you five minutes. Develop a dialogue to determine if it makes sense to re-schedule, and it it does, what you will say. Label it as you did in question 1.
3. What will you start doing, continue doing, or stop doing as a result of what you learned in this assignment?