Using assumptive questions steers the sales conversation in a positive direction and uncovers critical information you can use later in the sales cycle. Below is a ficticious conversation between a leasing consultant and a new end-user prospect. Notice the assumptions in each question asked by the consultant and the difference between this type of question and others, such as open-ended questions or closed-ended questions. We'll presume we've already completed the basic prequalification questions either on the phone or online.

Consultant: Good morning, John. I've received your request for more information that you filled out on our Web site. Tell me, was it our ability to finance a wide range of credits or our flexible financing structures that caught your eye?

Prospect: Well, my credit is okay, but not great. I need your best rate, because I first need to get the equipment up and running and then we'll be making lots of money. I've got a contract with...and I know a couple other guys who are earning...doing this.

Consultant: That sounds like quite an opportunity for you, John. We've helped many other companies in similar positions get started and stay profitable for many years. Those companies were interested in both low monthly payments and putting as little money down as possible. John which is most important to you, or are both very important?

Prospect: I'd like to keep my payments as low as possible, especially in the beginning, and I've got some money to put down, but not a lot. What kind of payments can you offer?

At this point the consultant succeeded in getting the prospect to focus on the benefits of her product - wide credit range, low payments, and low up-front requirements. When the leasing consultant asked questions, she seeded them with assumed answers. This steered the mindset and subsequent answers of the prospect in a direction that most favored her product(s) and therefore the sale. Of course, the consultant didn't say "for most people, rates are usually the most important thing." Rather, she offered two potential answers to the prospect, and either answer was a positive to her sales process.

The conversation between the consultant and prospect would continue on with questions like..."For the amount you told me the equipment costs, what is a reasonable payment that would make it profitable each month, $2,000 a month or more like $1,700 a month? Are you able to invest an initial $6,000 in the equipment or would you need something more like $4,000 due up front?" The consultant would ask about timeframe, which she would transfer into a sense of urgency for John to complete an application now to start the process. She would also explore John's financing alternatives, future plans for his business, other recent financing and more.

There are several other benefits of this approach, too. By referring to other similar clients, she added expertise and legitimacy. The question-and-answer approach incorporates the important feeling of being consulted rather than being pitched. By leading the conversation with questions, she took control of the conversation rather than reacting to the prospects demands.

The consultant has learned a lot in just a few questions. We know John is future-focused, meaning is interested in opportunities, not maintaining the status quo in his business. He acknowledged his credit isn't perfect which tells us he is likely to be realistic about his financing options. We also learned that purchasing with cash is probably not an option. Most importantly, questions were asked which had answers that helped us determine if this is a good lead. If John told us that he expects monthly payments of just $1,200 with no money down, we would know that we need to either educate him, find a very special solution, or move on to the next prospect.

Explore opportunities to include assumptive questions in your conversations with prospects. Take thorough notes for use in the future as you continue to sell and process the transaction.