We learned a Sales Mapping formula -P + R = S. P for Problem, R for Results and S for Solution.

Now we will focus on getting to the R – Result.

How could a software architect design a program without completely understanding the results the user desires?

They wouldn’t. Part of the requirement’s analysis phase is to document the end result meaning, “What will the software do?”

How do you know if the design will meet the results?

Before the designer provides the specifications to the pro­grammer who is building the software code, an important component is needed. What will this program do? How will I, as the programmer, know that I am solving the problem or meeting the requirement?

This is answered with the development of a test plan that is given to the programmer so they can make sure the program will meet each function as they develop the program code.

It provides the evidence needed, so everyone involved is 100 percent in agreement of what is needed, why it is needed, and how it is known that the results will solve the problem.

Is there a like process in sales? Unfortunately, it is left up to the individual salesperson. Many fail to document the end result in detail and do not know how the client will measure success.

Salespeople tell me that in order to win: “We need to discount our price to x amount of dollars,” “We need to deliver these additional services,” or “We need to throw that service in for nothing.”

I ask one question “How do you know?” Number One answer-they don’t. Unless the buyer has told you, it is a hallucination.

What is the point of proposing a solution if you do not know the problem and the result? We can learn the problem by following the Sales Mapping method and, to get the results, we have two distinct avenues to pursue:

  1. “What” are the expected results?
  2. “How” will you know?

This may be one of the easiest parts of the system to learn. Simply take the problem statement worksheet and ask the opposite questions.

Here is how the “What” works:

  1. What specifically do you want instead of (use the name of the problem)!

When you ask this question, it generally gives the person permission to answer with their expectations, as opposed to the party line.

  1. How will you know that you have achieved the results? This question will give you their critical success factors.

I am surprised when I sometimes get important metrics that, until now, had not been discussed.

  1. When you get the results you want, what else will change or improve?

This is the carrot and stick of how people are motivated, which we will review in this chapter.

  1. What, if anything, will be at risk by getting these results?

This question may raise a roadblock that could get in the way, if not dealt with.

The next area we are going to move into is the “How” and what you will learn to shorten the sales cycle, get your client’s specific needs met, and develop the right action plans.

Did you know you have a built-in algorithm in your brain for making decisions?

A good example of an algorithm comes with your new PC. As soon as you open the box, you will find a poster size, one-page document with pictures and numbered steps to follow. It is an easy way to get your new PC up and running. You could go to the documentation and read about 20 pages or so to get to the same result, but why would you want to do that?

This one-page, step-by-step instructional sheet with pictures is an algorithm. It takes you through a process flow and you come to decision points. The decision point asks: Did you complete this step and get the results? If you did not, you are instructed to go to the previous step. It works just like a decision tree would, if you were designing a program to solve a particular problem.

If you have observed a software designer or have worked with them, you already know they ask a lot of questions. They need to understand the process flow, especially when, and under what conditions, a decision is made.

Our decision-making process has multiple aspects and, what if I told you, there is a way to get to them all? With the use of the following questions, you can find out what you need to know:

  • What is important to you in making a decision and in priority order?
  • Are you motivated by the stick or carrot?
  • Why is this decision important to you?
  • Who else, if anyone, is needed to make the buying decision?

Would the information from the answers to these questions be beneficial to you and your client? The answer is yes! Let me show you how this works by asking: “How did you decide to buy this course?”

There are three sets of answers and you should pick one from each set. The answers will provide you with “How” you made a decision when buying this course.

Please review the two answers and select one of them in answering the question: “Why did you buy this course?”

  1. I felt the information contained in this course would help me obtain my goals.


  1. I believed the information in this course would help me get away from some problems I had in the past or might potentially have in the future.

Decide A or B

Please review the next two answers and select one of them in answering the question: “Why did you buy this course?”

  1. Because this course gives detailed steps in the consultative selling process.


  1. Because this course give alternatives or options to include in the way I sell.

Decide C or D

Please review the next two answers and select one of them in answering the question: “Why did you buy this course?”

  1. I just knew this was the right course for me.


  1. Other people told me about the course and that is why I bought it.

Decide E or F

Now discover your decision tree algorithm for buying this course.

  1. You are the kind of person who is motivated by the Carrot and move towards pleasure and possibility. You want to obtain goals and objectives.
  2. The stick motivates you because you want to move away from pain or possible pain. “Away from” people want to eliminate and avoid problems from happening.
  3. You like to follow the rules. If there is a procedure to follow… you follow it.
  4. There is always a better way and you like finding it. Option people like being innovative and trying alternative ways of accomplishing the objectives.
  5. You just know when a decision is right. Internal people rely on their own internal criteria and focus on what they want.
  6. Feedback from other people helps you in the decision-making process. Externals can be overly concerned with what others will think.

Does this make sense to you? Does the explanation fit? Is this how you come up with other like decisions?

Circle your preferences in the following statements to better understand your decision-making algorithm for buying this course:

I bought this course to:

  1. help me achieve my goals, or
  2. get away from problems I have been having.
  3. Because it gave me:
  4. procedures and steps to follow, or
  5. it gave me some options to use.
  6. It was a good purchase because:
  7. you knew this was information you wanted, or
  8. people gave you feedback or you read a review with a recommendation that this was a good course.

Results Statement

Sales Mapping combines the “What” with the “How.” Now when we meet with the client, we ask: What specifically do you want instead of (use the name problem)!

When you get the answer, this is their criteria. The most important things to them, for example: “I want to grow the company and improve the bottom line.”

  • “What is more important to you – to grow the company or improve the bottom line?” “Improving the bottom line.”
  • “Why is improving the bottom line important?” “Because, it will put us in the position of being able to afford our new product initiatives.”
  • “Why are the new product initiatives important?” “Because, we will earn the trust of the investors.”
  • “And what do you get with the trust of the investors?”
  • “We get the profit sharing for the staff.”

Here is what happened: We were able to get this client a specific criterion by priority and their critical success factors.

Is this person moving away (stick) from a problem or towards a goal (carrot)? The Carrot!

Repeat the same questions for “Grow the Company.”

  • “How will you know you have achieved the results?” “We will see our sales revenue increase by 20% and our margins rise to over 22.5%.”
  • We get specific metrics that our client already knows must be realized, if they are to hit their goals.
  • “When you get the results you want, what else will change or improve?”
  • “Well, I believe the number of calls we get, complaining about our time to deliver, will be reduced.”

Sometimes new information is revealed that gives you some additional metrics or problems that haven’t been discussed.

A question you must ask is:

“When you made similar buying decisions in the past, how did you know it was a good decision?”

The answer might be:

“I got feedback,” (external), or, “I just knew,” (internal).

We have not only discovered what is important to your client, but how they make the decisions. We learned that, with common sense language, once you discover a person’s preference, you must talk in their language (visual, auditory or kinesthetic). The same applies here. Once you discover their decision-making process, you must use their language when communicating with them.

Your job now is to provide a solution that gives your client the specific results, meeting their criteria.


  • To get to the “What”, ask the opposite questions from the problem statement.
  • We all have a decision-making algorithm.
  • We have different algorithms depending on the situation.
  • The decision-making processes include toward, away from, options, procedures, internal and external.
  • Once you have the pattern, you must use their pattern in communicating with them.


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