Specifically, Freese notes that prospects who are currently experiencing problems, frustration, pain or an intense desire, have an immediate need and can be classified as active.

That is, they are open to new ideas of addressing their situation and are in many cases actively looking for a solution or an alternative to how they are doing things.

However, Freese notes further, the larger and more significant portion of any market is comprised of prospects who (we know) have a need for our service, but they haven’t yet recognized their own needs. These are prospects with latent needs.

(All of this assumes of course, you’ve correctly identified your target market.)

The primary reason a latent need exists is ignorance. When a prospect is not aware of an opportunity to improve their existing condition, they have no reason to change the status quo.

Another reason a prospect might have latent needs is that they have a false sense of security regarding their situation. (Sound familiar?)

Consequently, presenting a PLM solution to a prospect with latent needs is generally an exercise in frustration. They won’t be interested. They’re complacent and the opportunity for improvement is rarely enough to justify exerting effort on their part.

You’ve got to turn them from latent to active first.

So how can you get such a prospect motivated enough to take action?

By leading them to urgency.

Converting a prospect’s complacency into active desire requires identifying and educating those who have needs, but haven’t recognized the opportunity we’re offering them as Product Launch Managers to improve their condition.

In my case, this involves asking questions that help them uncover their problems and discover opportunities to improve their sales. Without my help, these issues might have gone unnoticed.

Before I try to convince them or pitch anything, I try to 1) bring issues they’re having to the forefront, (ask them what’s not currently working in their sales process) 2) identify other potential problems (like holes in their marketing), and 3) expand their vision of what’s possible (the end result of what a product launch might give them).

As I do this, I’m escalating their sense of urgency.

It’s education with a purpose. If I do my job right, they gain valuable information whether or not they hire me. My goal, even at this stage, is to give them a lot of value.

Hired or not, I’ve moved them from latent to active need, and they will remember me each time one of the issues I’ve identified surfaces. Not every prospect will call me immediately, but I’ve gained valuable “mindshare” and I’ve positioned myself as an expert resource.

Xavier LeMond operates www.TheGentlemanMarketer.com providing services for blueprinting, managing and advising product launches for authors and speakers.