The Art Of Closing The Sale By Brian Tracy
Transcript of The Art Of Closing The Sale By Brian Tracy
TheArtOfClosingTheSaleByBrianTracy
1. TheArtOfClosingTheSaleByBrianTracy2. ASUPERSTARSALESPERSON3. SIMPLEBUTPOWERFUL4. THEPSYCHOLOGYOFCLOSING5. HOWTOHANDLEANYOBJECTION6. WINNINGCLOSINGTECHNIQUESI7. PUTOFFPRICEUNTILLATER8. CHOOSEYOURTIMING9. COMPAREAPPLESTOAPPLES10. WINNINGCLOSINGTECHNIQUESII11. FLYINGHIGH12. BEREFERABLE13. DOUBLEYOURPRODUCTIVITY.14. DOUBLEYOURINCOME15. CONCLUSION16. ABOUTTHEAUTHOR
TheArtOfClosingTheSaleByBrianTracy
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BRIAN
TRACY
AuthoroftheSett-SellingTHEPSYCHOLOGYOPSELLING
TheKeytoMakingMoreMoneyFasterintheWorldofProfessionalSelling
TheArtofClosingtheSale
TheKeytoMakingMoreMoneyFasterintheWorldofProfessionalSelling
BrianTracy
III
ThomasNelson
*(•#«17M
Tomyfriendandbusinesspartner,VictorRisling,thebestsalesmanandgreatestcloserI’veeverseen.
©2007byBrianTracy
Allrightsreserved.Noportionofthisbookmaybereproduced,storedinaretrievalsystem,ortransmittedinanyformorbyanymeans—electronic,mechanical,photocopy,recording,scanning,orother—exceptforbriefquotationsincriticalreviewsorarticles,withoutthepriorwrittenpermissionofthepublisher.
PublishedinNashville,Tennessee.ThomasNelsonisaregisteredtrademarkofThomasNelson,Inc.
ThomasNelson,Inc.titlesmaybepurchasedinbulkforeducational,business,fund-raising,orsalespromotionaluse.Forinformation,[email protected].
LibraryofCongressCataloging-in-PublicationData
Tracy,Brian.
Theartofclosingthesale:thekeytomakingmoremoneyfasterintheworldofprofessionalselling/BrianTracy,p.cm.
ISBN:978-0-7852-1429-8(hardcover)
ISBN:978-0-7852-8913-5(IE)
1.Selling.I.Title.
HF5438.25.T71172007658.85—dc22
2006034507
PrintedintheUnitedStatesofAmerica0910111213QW987654
CONTENTS
Introduction:BreakingtheSuccessBarrierinSales
1.DevelopingaPowerfulSalesPersonality
2.ThePsychologyofClosing;
3.HowtoHandleAnyObjection
4.WinningClosingTechniques1
5.WinningClosingTechniquesII
6.DoubleYourProductivity.DoubleYourIncome
ConclusionAbouttheAuthor
INTRODUCTION
BREAKINGTHESUCCESS
BARRIERINSALES
WHENIBEGANSELLING,COLD-CALLINGFROMOFFICEtoofficeduringtheday,andfromhousetoapartmentduringtheevening,Iwasterrifiedofclosing.
Everyday,Iwouldsallyforthtosell,unafraidtogetface-to-facewithprospectsandenthusiasticallydelivermysalesinformation.Then,attheend,Iwouldchokeupandaskhesitatingly,“Whatdoyouwanttodonow?’
Invariably,theprospectwouldsay,“Well,leaveitwithmeandletmethinkaboutit.”
Ilearnedlaterthatthewords,“Letmethinkitover”or“Letmethinkaboutit”arepolitecustomer-speakfor“Goodbyeforever;we’llnevermeetagain.”
Iconvincedmyselfthatpeopleallovertownwere“thinkingitover”andthatmyphonewouldsoonfalloffthehookwitheagerbuyers.Butnooneevercalled.
Ifinallyrealizedthatitwasnottheproduct,theprice,themarket,orthecompetitionthatwasholdingmebackfrommakingsales.Itwasme.Morespecifically,itwasmyfearofaskingaclosingquestion.
Oneday,IdecidedthatIhadhadenoughoffrustrationandfailure.Myverynextcall,whentheprospectsaid,“Letmethinkaboutit;whydon’tyoucallmeback,”Isaidsomethingthatchangedmylife.
Ireplied,myheartinmythroat,“I’msorry,Idon’tmakecallbacks.”
“Excuseme,”hesaid,abitsurprised.“Youdon’tmakecallbacks?’
“No,”Isaid.“Youknoweverythingyouneedtoknowtomakeadecisionrightnow.Whydon’tyoujusttakeit?’
now.Whydon’tyoujusttakeit?’
Helookedatme,thendownatmybrochure,andthenlootedupandsaid,“Well,ifyoudon’tmatecallbacks,Imightaswelltakeit.”
Hegotouthischeckbook,signedtheorder,paidme,andthankedmeforcoming.IwaitedoutwiththeorderinamildstateofshockIhadjustexperiencedamajorbreakthrough.
Iwentnextdoor,mademypresentationtothedecision-maker,andusedthesamewordswhenheaskedfortimetothinkitover:“Idon’tmatecallbacks.”
Hesaid,“Allright,thenI’lltakeitnow.”
Aftermythirdsaleinlessthanforty-fiveminutes,comparedwithmynormalrateofthreesalesperweek,Iwaswalkingonair!Withinonemonth,Ihadbrokeneverysalesrecordformycompany,beenpromotedtosalesmanager,andincreasedmyincometwentytimes.Ihadthirty-twosalespeopleunderme,allofwhomItrainedtoaskfortheorderatthefirstmeeting.Businessboomed!
OvertheyearsIhavelearnedthatknowledgeofthekeyclosingskillsisessential
toyourmakingthekindofmoneyyouaretrulycapableof.
Ihavestudied,practiced,andusedcountlesssales-closingtechniques,allincludedinthisbook,andtrainedmorethan1,000,000salespeopletobesalesstars.
Thebiggestsingleobstacletogreatsuccessinsellingisyourabilitytogetaprospecttotakeaction.Thepurposeofthisbookistoshowyouhowtoremovethisobstaclesothatyoucanmateallthesalesandallthemoneyyouwant.
Alltopsalespeoplearegoodatclosing.Theyknowhowtoprospectprofessionally,identifyneeds,buildtrust,answerobjections,andaskfortheorderinseveraldifferentways.Theyunderstandwhyprospectshesitateanddelay,andtheyknowhowtostructuretheirofferingstoovercometheseobstacles.Asaresult,theyjointhetop20percentofsalespeoplewhomateallthemoney.
WhenIstartedoutinselling,Igotnotrainingatall.Iwasgivensomebrochurestoreadandtoldto“gooutandtalktopeople.”Iwasnervousaboutcold-calling
toreadandtoldto“gooutandtalktopeople.”Iwasnervousaboutcold-callingandafraidofrejection,ofwhichIgotalot.Itrudgedfromofficetoofficeandfromdoortodoor,barelymakingenoughtogetby.
TheGreatQuestion
Thenoneday,Ibeganasking,“Whyisitthatsomesalespeoplearemoresuccessfulthanothers?’Thisquestionchangedmylife.
Fromthatdayforward,Iaskedothersalespeopleforadvice,especiallyonhowtoanswerobjectionsandclosesales.IreadeverybookIcouldfindandpracticedthebestanswerstheycontained.Ilistenedtoaudioprogramsoftopsalespeopleexplainingtheirtechniques.Iattendedsalesseminarsandsatupfront.
Mostofall,ItookactiononeverythingIlearned.Ifitsoundedgood,Iwouldgooutimmediatelyandtryitonreal,liveprospects.Idiscoveredlaterthatthisistheonlywaytolearn,whenthereisarealpossibilityofsucceedingorfailing.
Aboveall,Ilearnedhowtoaskfortheorderandtoclosethesale.IpracticedeveryclosingtechniqueIfoundseveraltimeswithhesitantprospects.EventuallyIreachedthepointwhereIwascompletelyunafraidtoasktheprospecttomateabuyingdecision.Thisskillquicklytookmefromragstoriches,fromnewsalespersontothetopofeverysalesorganizationIeverworkedfor.
TheGreatBreakthrough
Ilaterlearnedaremarkablething:ifyouarecompletelyfluentinclosingandabsolutelyconfidentinyourabilitytoaskfortheorderattheendofyoursalespresentation,youwillbemoreaggressiveaboutprospectinginthefirstplace.Youwillhavehigherself-esteemandabetterself-image.Youwillbemoreactiveeachsalesday,andyouwillevenuseyourtimebetter.
Becauseyouknowthatyoucanclosethesale,youwillfeellikeawinnermost
ofthetime.Thisself-confidencewillpositivelyaffectyourprospects,makingthemevenmorelikelytobuyfromyou.Yourwholesalescareerwillmoveontoanupwardspiralofincreasingsuccess.
Thebestnewsisthatallsalesskills,includingclosing,arelearnedandlearnable.Ifyoucandriveacar,youcanlearnhowtoclosethesale.
Thebestnewsisthatallsalesskills,includingclosing,arelearnedandlearnable.Ifyoucandriveacar,youcanlearnhowtoclosethesale.Theonlyreasonthatyoumaybenervousaboutclosingtodayisbecauseyouhavenotyetmasteredtheprocess.Butonceyoulearntoclose,usingthesetime-testedmethods,youcanusethemoverandover.Asyoudo,youwillgetbetterandbetter.
Innotimeatall,youwillbeoneofthemostsuccessfulandhighest-paidpeopleinyourfield,andyourfuturewillbeunlimited.
DEVELOPINGAPOWERFUL
SALESPERSONALITY
Tobewhatweare,andtobecomewhatwearecapableofbecoming,istheonlyrealendoflife.
—RobertLouisStevenson
BECOMINGEXCELLENTINCLOSINGSALESISANINSIDEjob.Itbeginswithinyou.Insales,yourpersonalityismoreimportantthanyourproductknowledge.Itismoreimportantthanyoursalesskills.Itismoreimportantthantheproductorservicethatyouareselling.Infact,yourpersonalitydeterminesfully80percentofyoursalessuccess.
Thisiseasilyprovenbythefactthattherearesalespeoplewhocanstillachievehighsalesvolumesevenwithahighlycompetitive,expensiveproductinadepressedmarket.Atthesametime,therearepeoplewithexclusiveproductsinbuoyantmarketswhoaresellingpoorly.
BecomingMentallyFit
Mentalfitnessisverysimilartophysicalfitnessinseveralways.Physicalfitnessrequiresproperdietandexercise.Mentalfitnessrequiresapropermentaldietandregularpractice.Becomemorementallyfit,andyourhappinessandsalesvolumewillriseaccordingly.
Topsalespeoplehavehighlevelsofself-confidenceandself-esteem.Self-confidenceisthenaturalgrowthoflikingandrespectingyourself.Thebetteryoufeelaboutyourself,themoreconfidenceyouwillhaveinprospecting,presenting,andclosingsales.
Likeandcareaboutyourself,andyouwillgenuinelylikeothersandbemoresuccessfulwiththem.
Withoutself-confidence,itisalmostimpossibletobesuccessfulinselling.Ifyoulackconfidence,youwillcomeupwitheveryexcusetoavoidtalkingtoprospectsortakinganyactionwherethereisapossibilityforfailureorrejection.
Remember,themoreyoulifeyourself,themoreyoulikeothers.Youlifeotherpeople;theywillhaveconfidenceinyou.Themoreconfidencetheyhaveinyou,themorelikelythattheywillbuywhatyouareselling.
Wealwaysfeelbetteracceptingtherecommendationofsomeonewhomwe
feellikesusthansomeonewearenotsureabout.Weprefertobuyfrompeoplewhomwefeelcareaboutus.Likeandcareaboutyourself,andyouwillgenuinelylikeothersandbemoresuccessfulwiththem.
TateChargeofYourLife
SometimesIaskmysalesaudiences,“Howmanypeoplehereareself-employed?’
About10or15percentoftheaudienceraisestheirhands.ThenIaskagain,“Howmanypeoplearereallyself-employed?’
OnebyonetheaudiencerealizeswhatIamgettingat.Oneatatimetheyraisetheirhands.Theysuddenlyrealizethattheyareallself-employed.
Thebiggestmistakeyoucanmateistoeverthinkthatyouworkforanyonebutyourself.Fromthetimeyoutakeyourfirstjobuntilthedayyouretire,youareself-employed.Youarethepresidentofyourownentrepreneurialcorporation,sellingyourservicesintothemarketplaceatthehighestpricepossible.Youhaveonlyoneemployee—yourself.Yourjobistosellthehighestqualityandquantityofyourservicesthroughoutyourworkinglife.
Topsalespeopleaccept100percentresponsibilityforthemselvesandeverything
Topsalespeopleaccept100percentresponsibilityforthemselvesandeverythingtheydo.Theytakefullresponsibilityfortheiractivitiesandfortheirresults.Theyrefusetomateexcusesorblameothers.Theysaynotocriticizingandcomplaining.Topsalespeoplesay,“Ifit’stobe,it’suptome!”
ViewYourselfasSelf-Employed
InastudydoneinNewYorksomeyearsago,researchersfoundthatthetop3percentofpeopleineveryfieldlooteduponthemselvesasself-employed.Theytreatedthecompanyasifitbelongedtothempersonally.Theysawthemselvesasbeinginchargeofeveryaspectoftheirlives.Theytookeverythingthathappenedtotheircompanypersonally,exactlyasiftheyowned100percentofthestock
Thebiggestmistakeyoucanmakeistoeverthinkthatyouworkforanyonebutyourself.Fromthetimeyoutakeyourfirstjobuntilthedayyouretire,youareself-employed.
ThesalesmanagerofaFortune500companyoncetoldmeaninterestingstory.Hesaidthathewaswithhistopsalesman,negotiatingthefinaltermsandconditionsofa$200millioncontractwithamajorclient.Duringabreaktheclientpulledhimasideandasked,referringtothesalesman,“Thatmanownsyourcompany,doesn’the?’
Thesalesmanager,knowingthesalesman,wasabitsurprised.Hesaid,“What
makesyousaythat?’
“Well,”theclientsaid,“inallmymeetingswithhim,heconstantlyreferstothecompanyas‘mycompany’and‘mypeople,’‘mycontract’andsoon.Hesoundslikeheactuallyownsthewholecompany.Isthattrue?’
Myfriend,thesalesmanager,smiledandsaid,“Yes,inawayhedoes.”
YouAretheBoss
Asthepresidentofyourownpersonalservicescorporation,youare100percentinchargeofeverythingthathappenstoyourbusiness.Youareincommandoftraininganddevelopment,andofcontinuallyupgradingyourskills.Youareincontrolofsalesandmarketing,productionandqualitycontrol,andpersonalorganizationandefficiency.Youaretheboss.
Itisabsolutelyamazinghowmanypeopleseethemselvespassivelyratherthanactively.Insteadoftakingchargeoftheirlivesandchangingthingstheydon’tlike,theywaitpassivelyforthecompanytocomealonganddoitforthem.Thegreatmajorityofadultsdonotinvestintheirownpersonalandprofessionaldevelopment.Theydonotread,listentoaudioprograms,orattendcourses.Theyexpectthecompanytodothisforthem,notonlytopayforit,butalsotogivethemthetimeofftoupgradetheirskillssotheycanearnmoremoney.Gofigure.
BeAggressiveAboutLearning
Takeallthetrainingyoucanget.Useeveryjobyouhaveasanopportunitytolearnmoreskillsthatyoucanusefortherestofyourlife.Beaggressiveaboutupgradingyourknowledge.Ifyourcompanyoffersanytrainingopportunities,acceptthemimmediately.Don’tdelay.Everynewskillyoulearnisaninvestmentinyourownfuture.
Everythingyouhaveinyourlifetodayisaresultofyourownchoicesuptonow.Yourcurrentsituationisaresultofbothyouractionsandyourinactionsinthepast.Theamountyouearntodayisduetobothwhatyouhavedoneandwhatyouhavefailedtodo.Sometimesthethingsyoufailtodo,likecompletingyoureducationorimprovingyourskillsonceyoustartwork,haveagreaterimpacton
educationorimprovingyourskillsonceyoustartwork,haveagreaterimpactonyourfuturethanthethingsthatyouactuallydo.
WinnersVersusLosers
Thedifferencebetweenwinnersandlosersinthisareaisquiteclear.Winnersalwaysacceptresponsibilitythemselvesfortheconsequencesoftheiractions.Losersneverdobutinsteadalwayshavesomekindofexplanationforwhytheyaredoingpoorly.
Winnersaresolutionoriented.Theyarealwayslookingforwaystosolvetheproblemsanddealwiththechallengestheyfaceeachday.
Losershaveadiseasecalledexcuse-itis,whichwedefineas“aninflammationoftheexcuse-makinggland.”Itisinvariablyfataltosuccess.Onceapersonisinfectedwithexcuse-itis,insteadofmakingprogress,hematesexcusesforeverydifficultyinhislife.
Winnersaredifferent.Winnersaresolutionoriented.Theyarealwayslookingforwaystosolvetheproblemsanddealwiththechallengestheyfaceeachday.Theycontinuallytrynewthings.Ifonethingdoesn’twork,theytrysomethingelse.Theyneverconsiderthepossibilityoffailure.
BePreparedtoWorkHard
BePreparedtoWorkHard
Amajordifferencebetweensuccessfulsalespeopleandaveragesalespeopleisthatsuccessfulsalespeopleworkmuchharderthandieaverage.InauthorThomasStanley’sresearchforhisbookTheMillionaireNextDoor,85percentoftheself-mademillionairesheinterviewedattributedtheirsuccessto“hard,hardwork”
Overandover,whensuccessfulpeoplearequestioned,inanyareaoflife,theysaythingslike,“Iwasnosmarterthanotherpeople,butIwaswillingtoworkharderthantheywere.”
Averagepeoplewanttoworkhard.Theyintendtoworkhard.Theyareplanningtoworkhard—sometimeinthefuture.Theyevenclaimthattheyworkhardandcomplainabouthowdiligentlytheyworkbuttheydon’treallyworkveryhardatall.
Don’tWasteTime
Theaveragesalespersontodaywastesafull50percentofhisorherworkingtime.Accordingtotheresearch,hecomesinalittlelater,worksalittleslower,andleavesalittleearlier.Hespendsmostofhisworkingtimeinidlechitchatwithcoworters,personalbusiness,readingthepaper,drinkingcoffee,andsurfingtheInternet.
Winnersaredifferent.Theyarrivealittleearlier,workalittleharder,andstayalittlelater.Theyworkthroughtheirlunchhoursandcoffeebreaks.Theyworkintheeveningsandprepareinthemornings.Theymateeveryminutecount.
PaythePriceinAdvance
H.L.Hunt,ownerofmorethantwohundredcompaniesandatonetimethe
richestmanintheworld,wasonceaskedonaradiointerviewforhis“secretofsuccess.”Hereplied,
Ihavestartedandbuilthundredsofcompanies.In50yearsofexperience,Ihavefoundthatthereareonlytwothingsnecessaryforsuccess.
First,decideexactlywhatyouwant.Mostpeopleneverdothis.Second,determinethepricethatyouaregoingtohavetopaytogetwhatyouwant,andthenresolvetopaythatprice.
Topsalespeopleareabsolutelydeterminedtosucceed,andtheyarewillingtopaytheprice,inadvance.
AmbitionandDesire
Ambitionanddesirearethefoundationqualitiesofallgreatachievement.Asitturnsout,topsalespeoplehaveabove-averageambitionanddesiretosell.
Topsalespeoplehaveaburningcommitmentandanintensedesiretobesuccessful.Theywillnotletanythingstopthem.Toputitanotherway,theyare“hungry.”
Averagesalespeoplethinkintermsofmakingjustenoughmoneytopaytheirbills.Theythinkaboutgettingonemoresalesotheycangetthroughonemoremonth.Theydon’tbelieveinputtingintheextraeffortsthatareessentialforgreatsuccess.
MAKETHEEXTRAEFFORT
Sometimeago,alargeinsurancecompanyhadasalescompetitioneachyearinNovember.Everyonewhohitthetarget,whichwasabout35percentabovetheirmonthlyaveragefortheyear,receivedtwoweeks’vacationintheCaribbeanasabonus.
EachNovember,duringthecontestperiod,thesalesforcecamealive.Theyworkeddayandnighttoqualifyforthosetwoweeksinthesun.Salespeoplewhohadaveragesalesthroughouttheyearbecamesuperstarsforthatthirty-dayperiod.
Oneyear,theinsurancecompanywentbackandreviewedthesalesofeachpersonwhoqualifiedeveryNovember.Theymadeastartlingdiscovery:theaveragesalespersonwassellingthreepoliciesaweekduringtheyear.Butinthecontestperiod,theyincreasedtheirsalestoanaverageoffourpoliciesaweek.Bystartingalittleearlierandworkingalittleharder,thosewhoqualifiedfortheCaribbeanvacationweresellingoneextrapolicyduringtheforty-tofifty-hourweek.
Themanagerssatdownwiththeirsalespeopleandpointedoutthatiftheyputinalittleextraeffortthroughouttheyear,theycouldbeinthatprizewinning,high-
incomecategoryallyearlong,insteadofjustonceayear.Theyshowedhowthis
incomecategoryallyearlong,insteadofjustonceayear.Theyshowedhowthiswouldtranslateintoincomeoveraforty-yearcareer.
Ifapersonstartedsellingwhenshewastwenty-fiveandsolduntilshewassixty-five,andiftheaveragesalespersonmadefoursalesperweekratherthanthree,thiswouldtranslateintotenextrayearsofincome.Inotherwords,asalespersoncouldachievethesameamountofincomeinthirtyyearsthatshewouldinfortyyears.Andshewouldhavethemoneytenyearsearlier.
NOAMBITION,NOHOPE
Sometimespeopleapproachmeatmyseminarsandtellmethattheyhavenoambition.Theysaytheyarequitecontentattheirlevelofincome.Theymakeenoughtopaytheirbillsandstayoutofdebt.TheyaskmewhatIcandoforthemiftheylackanall-consumingdesiretoaccomplishmorethantheyarealreadyachieving.
Reluctantly,Itellthemthatthereisreallynohopeforthemiftheyhavenoambition.Iftheydon’thavethedesirethemselvestobemoreanddobetterthantheyaretoday,thereisnothingthatanyoneelsecandoforthem.Itellthem,“Somepeopleareborntobefollowers,andsomepeopleareborntobeleaders,andIhavetoassumethatyouwereborntobeafollower.”Ihavenevermetanyonewhoparticularlylikesthisresponse.Toobad.Ambitionisessentialforgreatsuccess.
DevelopEmpathyandUnderstanding
Topsalespeoplealsohavehighlevelsofempathy,i.e.,theyreallycareabouttheircustomers.Ambition,thedesiretoachieve,combinedwithempathy,thegenuinecaringforthewell-beingofyourcustomers,arethetwinkeystotopsalesperformance.
DanielGoleman,authorofEmotionalIntelligence,saysthatEQoremotionalquotientismoreimportantthanIQ,intelligencequotient,forsuccess.Hedefinesemotionalintelligenceastheabilitytogetalongwellwithalargenumberofotherpeopleandtobesensitivetotheirthoughts,feelings,andmoods.Heconcludesthatempathyisthemostimportantofallqualitiesforbuildingandmaintaininghigh-qualityrelationshipswithotherpeople,bothathomeandatwork
Youhaveempathyforyourcustomerswhenyoumakeeveryeffortto
Youhaveempathyforyourcustomerswhenyoumakeeveryefforttounderstandthem,to“walkamileintheirshoes.”Apersonwithsympathymayfeelsorryforanotherperson,buthelooksathimfromtheoutside.Apersonwithempathymakeseveryefforttogetinsidethemindandheartofthecustomerandtounderstandhissituationandneeds.Thereisanoldsaying,“IfyoucanseeJoeJonesthroughJoeJones’seyes,youcansellJoeJoneswhatJoeJonesbuys.”
THINKLONGTERM
Empathyrequiresthedevelopmentoflong-timeperspective.Averagesalespeoplethinkprimarilyintermsofmakingasalerightnow,withlittleconcernforlong-termrelationshipsorthefuture.Topsalespeople,ontheotherhand,thinkaboutthesecondandthirdsalestothiscustomerwhilestilltalkingtohimaboutthefirstsale.Further,theyimaginesellingtothiscustomertwentyyearsfromnow.Everythingtheydointheirdealingswiththiscustomertodayiswithaviewtothelongterm.Asaresult,theyarefarmoreempatheticintheshorttermthanaveragesalespeople.
Topsalespeoplethinkaboutthesecondandthirdsalestothiscustomerwhilestilltalkingtohimaboutthefirstsale.Further,theyimaginesellingtothiscustomertwentyyearsfromnow.
Poorsalespeoplelookuponeverytransactionasanopportunitytomakeasaleandthengetout.Peak-performancesalespeopledonotthinkintermsofclosing
andthengetout.Peak-performancesalespeopledonotthinkintermsofclosingsalesasmuchastheythinkintermsofopeninglong-termcustomerrelationships.
THEIDEALCOMBINATION
Abalancebetweenambitionandempathyseemstobetheidealcombinationforlong-termsalessuccess.Ifasalespersonistooambitious,hewillnotcarethatmuchforthecustomer,andthecustomerwillsensethis.Ifasalespersonistooempathetic,hewillnotbeassertiveenoughtoaskforthesale.Balanceisessential.
Customerstodayaresmarterthantheyhaveeverbeeninhistory,andtheyaregettingsmartereveryday.Theyarethemostsophisticated,knowledgeable,demanding,andevendisloyalconsumersofalltime.
Today’scustomerhashadsomuchexperiencewithsomanysalespeoplethatshecanseethroughasalespersonlikeseeingthroughplasticwrap.Ifthesalespersonisnotseriouslyconcernedaboutherwell-being,sheperceivesitimmediately.Shedoesn’thavetothinkaboutit.Sheknowsinafewminuteswhetherthesalespersonissellingjustforhimself,orifheisgenuinelyconcernedaboutthecustomer’sinterest.
ASKGOODQUESTIONSANDLISTENCAREFULLY
Theverybestwaytoexpressandpracticeempathywithacustomer,orwithanyoneelse,istoaskquestionsandlistenintentlytotheanswers.Dominatethelistening,ratherthanthetalking.AsStephenCoveysays,“Seekfirsttounderstand,thentobeunderstood.”Themoretimeyouinvestinunderstandingyourcustomer’s
situation,themoreempathyyouwillnaturallyhaveforhimorherandthemoreprobableitisthatyouwillmakethesaleintheend.
KeepOnKeepingOn
Topsalespeoplepossessaboveaveragewillpoweranddeterminationtosucceed.Theyhavetheabilitytokeeponkeepingon,eveninthefaceofdisappointmentsandsetbacks.Theyarewillingtopaythepriceofsuccessinadvance.Theyareeagertoworkhard.Theyarepreparedtogotheextramile.Theyknowthat“thereareneveranytrafficjamsontheextramile.”
Thehighest-paidsalespeoplerealizethateverybitofsuccessthattheyaspiretomustbepaidinfull,inadvance.Thereisnosuchthingassomethingfornothing,nofast,easywaytobesuccessful.Theonlywaytogettothetopisthroughhard,hardwork,sustainedoveralongperiodoftime.
Manysalespeopleareledastraybystoriesofpeoplewhohavegottenintoaparticularfieldormadeaspecificinvestmentandearnedalotofmoneyinashortperiodoftime.Thesecasesareveryrare,andinmostcases,thepeoplewhomadealotofmoneyquicklylostitjustasquickly.Astheysay,“Easycome,easygo.”
Thehighest-paidsalespeoplerealizethateverybitofsuccessthattheyaspiretomustbepaidinfull,inadvance.Thereisnosuchthingassomethingfornothing,nofast,easywaytobesuccessful
TheHighest-IncomeYears
Mostpeoplemaketheirhighestincomesafterthefortiethorforty-fifthyearoftheirlives.Somedoitfaster,butthevastmajorityofindividualsonlydevelop
theirlives.Somedoitfaster,butthevastmajorityofindividualsonlydeveloptheknowledgeandexperiencenecessarytoachievehighearningsabitlaterinlife.Theaverageforty-year-oldintheUnitedStateshasanetworthof$1,010.One-thirdofbabyboomers,whowillberetiringinthenextfewyears,arebroke.Theyhavenothingsavedupatall.Thisisalltoocommon.
Bewillingtopaythepriceintermsofambition,desire,hardwork,anddetermination,extendedoveralongperiodoftime,toachievethesuccessthatyoudesire.Asyoupracticewhatyoulearninthisbool^youwillmoveaheadfasterthanyoueverimaginedpossible.
GetRichSlowlybutSurely
HenryFordoncesaid,“Thetwomostimportantqualitiesforsuccessinbusinessarepatienceandforesight,andthemanwholackspatienceisnotcutoutfor
successincompetitiveenterprise.”Thereisnofast,effortlesswaytomatemoney.Get-rich-quickschemesonlyworkforthepersonsellingthem.Don’twasteaminuteofyourlifetryingtocutcornersorcreatefinancialshortcuts.Chasingthewill-o’-the-wispofthequickbuckisthesurestwaytodestroyyourcharacterandundermineyourcareer.
Theworstthingthatcanhappentoasalespersonistomatealotofmoneyduringaneconomicboom,especiallyatthebeginningofhiscareer.Asaresult,hegetstheideathatmakingmoneyiseasy.Fortherestofhislife,then,hesearchesfor
theideathatmakingmoneyiseasy.Fortherestofhislife,then,hesearchesforthenextopportunitytomateeasymoney.Heseldomsucceeds.Worse,thisearlysuccesscauseshimnevertosettledowntodothehardworkandmatethenecessarysacrificestoachieveenduringsuccess.Soonhestopsbelievinginhimself,andtostopbelievingistofail.
BelieveinYourselfandWhatYouAreSelling
Topsalespeoplehavehighlevelsofbeliefinthemselves.Theyalsobelieveintheircompaniesandtheirproductorservice’svaluetothecustomer.
Thereseemstobeadirectrelationshipbetweenhowmuchyoubelieveinyourproductorserviceandhoweasilyyoucanconvinceacustomertobelieveinit.Yourcustomercanneverbelieveinyourproductanymorethanyoudo.AsWilliamJamesofHarvardsaid,“Beliefcreatestheactualfact.”
Thisiswhyitissoimportantforyoutosellsomethingthatyoubelievein,somethingthatyouconsidergoodforyourcustomertoownoruse.Everyonehasexperiencedhavingtosellsomethingthatheorshedidn’tthinkwasparticularlygood.Ifyouhavethisfeeling,youwillneverbesuccessfulinacompetitivemarket.Ifyoucannotputyourwholeheartintowhatyouareselling,youwillnotsellverymuchofit.
THEFAILUREFORMULA
Salespeopleapproachmecontinually,saying,“Idon’treallylikethisproduct[orthiscompany,orthepeopleIworkwith,orthepeopleIhavetosellto],butIwanttobesuccessfulatsellingit.Whatadvicecanyougiveme?’
Icannothelpthem.Ifyoudon’tloveyourproductandreallybelieveinit,youcannotpossiblybesuccessfulsellingit.Thecompetitionistoogreat.Ifyoudon’trespectyourcompanyandyourboss,andyoudon’tlikeyourcustomers,youdon’tstandachanceagainstasalesprofessionalwhodoes.
Infact,youcannotevenbelukewarmaboutyourproductandbesuccessfulinacompetitivemarket.Youhavetobelievethatyourproductisabsolutelyexcellent.Youalsohavetobelievethatyourcustomercanreallybenefitfromusingit.Ifyoudon’tbelievethesethingsdeepinyourheart,youwillneverconvinceothersthat
theyshouldhaveit.
DoWhatYouLovetoDo
Oneofthesecretsofsuccessinsellingisforyoutodowhatyoulovetodo.Topsalespeoplelovewhattheyareselling.Theybelieveinitpassionately.Theywilldefenditandargueoverit.Theywilltalkaboutitdayandnight.Whentheygotobed,theythinkabouttheirproduct.Whentheywakeupinthemorning,theycanhardlywaittotalktoprospectsaboutit.
“Whenyougetintothisbusiness,youwillmakealiving.Butwhenthebusinessgetsintoyou,youwillmakeagreatlife.”Truerwordswereneverspoken.
Lookatthetopsalespeopleintheverybestcompanies,andyou’llfindthatthesepeoplearefanaticalabouttheirproductsandservices.Thatiswhytheysellsomuch.Oneofmytopsalesmenoncesaid,“Whenyougetintothisbusiness,youwillmatealiving.Butwhenthebusinessgetsintoyou,youwillmateagreatlife.”Truerwordswereneverspoken.
KeepYourWord
Top-sellingsalespeopleareimpeccablyhonestwiththemselvesandwithothers.Thereisnosubstituteforhonestyinselling.EarlNightingaleoncesaid,“Ifhonestydidnotexist,itwouldhavetobeinventedasthesurestwayofgetting
honestydidnotexist,itwouldhavetobeinventedasthesurestwayofgettingrich.”
RalphWaldoEmersonwrote,“Guardyourintegrityasasacredthing.”Youmustbeperfectlyhonestwithyourselfinallthings.Liveintruthwithyourselfandothers.Becompletelytruthfulintermsoftheworkthatyouhavetodotoachievetherewardsthatyouwanttoenjoy.
Theaveragepersonisbuiltlikeahumanliedetector.Becausehehashadsomanyexperienceswithhalf-honestordishonestpeople,thetypicalconsumercanpickupinsincerityorfalsehoodacrossacrowdedroom.Everyonecan.Theworstfoolintheworldistheonewhothinkshecanfoolsomeoneelse.
THECRITICALDIFFERENCE
AnationaltradeorganizationtowhichIbelongcommissionedastudytofindoutwhycustomersboughtfromonepersonorcompanyandnotfromanother,eventhoughtheproductsweresimilar.Afterinvesting$50,000interviewingcustomers,theyarrivedatasimpleconclusion:peopleboughtfromonepersonoveranotherbecausetheytrustedthatpersonmore.Thewordtrustwasdefinedas“feelingthe
salespersonwouldfollowthroughonhiscommitmentsandfulfillhispromises.”
TELLTHETRUTH
TELLTHETRUTH
Itiscrucialthatyouneversayyourproductwilldoanythingthatitwillnotdo.Nevermakefalseclaims.Neverevenexaggerate.Infact,oneofthemosthelpfulthingsyoucandotoestablishyourcredibilityistopointoutwhereyourproductisweakincomparisonwiththatofyourcompetitors.
PutTheseQualitiesTogether
Thetopsalesperson,becausehehasacombinationofallthesequalities,hasanaturalabilitytoturnstrangersintofriendswhereverhegoes.Whenyouarecompletelyhonestwithyourselfandyoupracticethequalityofempathywithothers,youlikeyourselfmore,andyourcustomerswill,inturn,likeandacceptyou.
Thereisa1:1relationshipbetweenbeingandbecominganexcellentpersonandhighlevelsofself-esteem.Theruleisthatyoucanneverlikeorloveanyoneelsemorethanyoulikeyourself.Sodon’texpectanyoneelsetolikeyoumorethanyoulikeyourself.Howyoufeelaboutyourselfisthesinglemostimportantdeterminantofthequalityofallyourrelationships,bothpersonalandbusiness.
ChoosingtheRightProductforYou
Choosingtheproductorservicetosellisverymuchlikedatingorgettingmarried.Therehastobetherightchemistry,oritwon’twork.Ithastobeaproductorservicethatyoulike,enjoy,andfeelisgoodforothers.Itmustbecompatiblewithyourpersonality.
Eachpersonisdifferent.Sometimesanexcellentsalespersonwilldopoorlybecausesheissellingthewrongproductforher.Thisdoesnotmeanthereissomethingwrongwiththeproductorservice.Itsimplymeansthatthesalespersonandtheproductareincompatible.
Choosingtheproductorservicetosellisverymuchlikedatingorgettingmarried.Therehastobetherightchemistry,oritwon’twork.
Therearetwotypesofproducts,tangibleandintangible.Somepeoplearecapableofsellingtangibleproducts,andsomearecapableofsellingintangibleproducts.Ifyoucanselltheone,youprobablycannotselltheother.
ATANGIBLEPRODUCT
Atangibleproductissomethingyoucantouch,taste,feel,hold,demonstrate,andtryout.Examplesincludeacar,aboat,officeequipment,furniture,decorations,computers,watches,ortools.Ifyouarethekindofpersonwholikestangibleproducts,youwillonlybesuccessfulwhenyouaresellingthem.Youcanrelatetothemandenjoythem.Youfeelhappywhenyouaretalkingaboutthem,describingthem,andsellingthemtoothers.Youwillneverbesuccessfulorhappysellinganintangibleproduct.
ANINTANGIBLEPRODUCTORSERVICE
Anintangibleproduct,ontheotherhand,issomethingthatyoucannottouchortaste.Intangibleproductsareusuallyideasofsomekind.Forexample,investmentsareanidea.Insuranceisanidea.Educationandtrainingproductsandservicesareideas.Evenrealestateasaninvestmentisanideabasedonconceptsandnumbersmorethanitisatangibleproduct.
Ifyouarethekindofpersonwholovesideasandconcepts,youwillonlybecontentsellingsomekindofintangibleproduct.
TRUSTYOURINTUITION
Thebestwaytoascertainwhichtypeofsalespersonyouareistoaskyourself,amIinterestedinconcreteproductsandthings,orintheworldofideas?Doyou
amIinterestedinconcreteproductsandthings,orintheworldofideas?Doyouliketoworkwithyourhandsanddealwithproductsthatyoucantouchandfeel?Oryoudolikephilosophy,psychology,andmetaphysics?Ifyouenjoydiscussingpoliticsandreligionoryourinterestsaredrawntoconcepts,youwillbehappiestsellingintangibleservices.Ifyourmajorinterestisinsolidthingslikehouses,cars,clothes,andcomputers,thenyoushouldselltangibles.
Ifyouevergetintoafieldandfeeluncomfortablesellingaparticularproductorservice,thisisanindicationthatyoumaybesellingthewrongproductforyourindividualpersonality.Whenyouaresellingtherightthingforyou,youwillbecomeinvolvedemotionally.Itwillexciteyouandinterestyou.Itwillabsorbyourattention.Youwillliketothinkaboutanddiscussitwithothers.Butifyourheartisnotinwhatyouareselling,youmaybesellingthewrongthingforyou.
THEKEYTOSUCCESS
Tobesuccessfulinselling,youmustactuallyloveyourproductandbeexcitedaboutwhatitcandotoimprovethelifeorworkofyourcustomers.Youwillonlybefruitfulwhenyoubelievethatwhatyouaresellingisagreatproductorservice
incomparisonwitheverythingelsethatisonthemarket.
The“acidtest”ofwhetherornotyouaresellingtherightproductforyouisyour
The“acidtest”ofwhetherornotyouaresellingtherightproductforyouisyourlevelofenthusiasmaboutit.Sinceenthusiasmisanemotionthatcomesfromwithin,itcanonlybetriggeredwhenwhatyouaredoingontheoutsideisinharmonywithwhatyoufeelontheinside.Ifyouarenotenthusiasticaboutwhatyouaredoing,itisobviouslythewrongthingforyou.
AdmireSuccessfulPeople
Perhapsthemostcommonemotionsofpoorperformersareenvyandresentment.Theyarejealousofotherpeople’ssuccess.Theyseekeveryopportunitytocriticizeandcomplainabouthigh-performancepeople,usuallybehindtheirbacks.Fortunately,theirnegativeattitudehasnoeffectonthesehighachievers.Butitdoomstheseunderachieverstopersonalfailurethroughouttheircareers.
Alwaysadmirethetoppeopleinyourfield.Speakpositivelyaboutthem.Lookuptothem,andusethemasyourrolemodels.Trytoemulatethemineverywaypossible.Behappyfortheirsuccess.Keepremindingyourselfthatanythingthattheyhaveaccomplished,youcanaccomplishaswell.Begratefulthattherearepeopleaheadofyouandmakingmoremoneythanyou,becausethisisproofthatyoucanachievethesamegoals.Alwayswantforotherswhatyouwantforyourself.
ProgramYourselfforSuccess
Whenyouadmireandlookuptoothersuccessfulpeople,youprogramyoursubconsciousmindtodoandsayexactlythesamethingsthattheydo.Andwhenyouprogramyoursubconsciousmindforachievement,itwillfindwaystohelpyou.Itwillgiveyouinspirationandenergytomoveyoutowardyourgoals.Itwillattractpeopleandideasintoyourlife.Yoursubconsciousmindwillgiveyouanswerstosolveyourproblems,andstrategiestoachieveyourgoals.Itisthemostpowerfulforceintheworld,andyoucanuseitanywayyouwant.
Yoursubconsciousmind...isthemostpowerfulforceintheworld,andyoucanuseitanywayyouwant.
ConfidentlyExpecttoSucceed
Inmorethanfiftyyearsofmotivationalresearch,psychologistshavefoundthatanattitudeofconfidentexpectationsseemstogohandinhandwithgreatsuccessin
in
everyarea.Ifyouconfidentlyexpecttosucceed,inadvance,youwillbeoptimistic.Thisoptimismhasaneffectoneveryonearoundyou,makingthemrespondmorepositivelytowardyouandyourofferings.
Thelawofexpectationssays,“Whateveryouexpect,withconfidence,becomesyourownself-fulfillingprophecy.”Ifyouexpecttosucceed,youwillsucceed.Ifyouexpecttobepopularwhereveryougo,youwillbepopular.Ifyouexpecttohaveagoodtimeataparty,youwillhaveagoodtime.Yourexpectationswillbecomeyourrealities.
Yourexpectationsexertaninordinateinfluenceonotherpeople.Ifyouconfidentlyexpecttoselltoaprospect,thisexpectationispickedupbythesubconsciousmindoftheprospect.Inaverypositiveway,yourexpectationsenableyoutoinfluencetheprospectintomakingabuyingdecisionthatisgoodforbothofyou.
RESOLVETOEXPECTTHEBEST
Oneofthegreatestobstaclestosellingisnegativeexpectations.Theseoccurwhenthesalesperson,asaresultofattitudeorpreviousexperience,doesnotexpecttobesuccessful.Heunconsciouslymanufacturesthesenegativeexpectationsinadvance,andwhenhegoesintoseetheprospect,hehasalreadyconvincedhimselfthatheiswastinghistime.Theprospectpicksuponthis
convincedhimselfthatheiswastinghistime.Theprospectpicksuponthisfeelingofnegativeexpectationandrespondsnegativelytotheoffering.
Yourexpectations,positiveornegative,arecompletelyunderyourowncontrol.Theycanhelpyouorhurtyou.Andgoodorbad,theyinfluencethebehaviorofthosearoundyou.Besurethatyoumanufactureandmaintainonlypositiveexpectationsineverythingyoudo.
ConfidentlyIgnoreCustomerSkepticism
Virtuallyallcustomersarehesitantaboutbuying.Theyareskeptical.Theyhavebeenburnedmanytimesbysalespeopleinthepast.Asaresult,theygivealotofknee-jerkobjectionsandreasonsfornotbuying.“I’mnotinterested.”“Idon’thavethemoney.”“Businessisslowrightnow.”“Letmethinkitover.”“Ineedtotalktosomeoneelse.”“Leavemesomethingtolookat,”andsoon.Butnoneofthesearerealreasonsfornotbuying.Theyarenormalandautomaticresponsestoanysalesoffering.
However,ifyouconfidentlyexpecttosell,andtakenonoteoftheseobjections,thecustomereventuallybeginstorelaxandcomearound.Manyanuncertainbuyerhasbeencompletelyturnedaroundbythepositiveattitudeandconfidentexpectationsofthesalesperson.
Thesalespersonsimplyignoredtheinitialsalesresistanceandkeptontalking,
askingquestions,andlistening.Eventually,thecustomer’sresistancebrokedown,andhedecidedtobuy.
Whenyouhavebeensoldbyaprofessionalsalesperson,youstaysold.Youactuallyenjoytheexperience.Youdon’texperiencebuyer’sremorse.Youarehappythatyouboughttheproductorservice,andyouareeagertogetitandbeginusingandenjoyingit.Andthemoreconfidentandpositivethesalesperson,themoresatisfiedyouarewiththebuyingexperience.Thisshouldbeyourgoalwitheachofyourcustomersaswell.
ChangeYourThinking,ChangeYourLife
Thelawofcorrespondencesaysthat“yourouterworldisamirrorofyourinnerworld.”Inotherwords,everythingthathappenstoyouontheoutsideisareflectionofwhatisgoingonwithyouontheinside.Ifyouwanttochangeorimproveanypartofyoursalesorpersonallife,youhavetobeginbychangingyourselfontheinside.Everythingwehavebeentalkingaboutsofarhasrevolvedaroundmakingtheseinnerchangesinapositiveandconstructiveway.
FeedYourMindwithMentalProtein
Makethedecisiontodaytoreadinyourfieldforthirtytosixtyminuteseachday.Liteanyprofessional,developyourownlibraryofsalesbooks.Eachmorning,insteadofreadingthenewspaperorwatchingtelevision,investthirtytosixtyminutesreadingsomethingonsalesthatwillhelpyoutoperformbetterduringtheday.
HenryWardBeecheroncesaid,“Thefirsthouristherudderoftheday.”Whatyouputintoyourmindinthefirsthoursetsthetoneofyourmindfortherestoftheday.Ifyoufeedyourmindwithsomethingpositive,educational,andupliftinginthefirsthour,youwillperformbetteralldaylong.Youwillbemorecheerful,relaxed,andself-assured.Youwillalsobemoreresilientandwillbouncebackfasterfromrejectionanddisappointment.
Alltoppeopleariseearlyandgetgoingimmediately.Averagefolksriseatthelastpossibleminute,runaroundincircles,andthendashofffortheofficewithnotimeforthinkingorpreparation.
Getupeverymorningtwohoursbeforeyourfirstappointment.Ifyouhavetobeatworkat8:00AM,getupat6:00,spendanhourreading,andthengetreadyforyourday.Alltoppeopleariseearlyandgetgoingimmediately.Averagefolks
yourday.Alltoppeopleariseearlyandgetgoingimmediately.Averagefolksriseatthelastpossibleminute,runaroundincircles,andthendashofffortheofficewithnotimeforthinkingorpreparation.
BECOMEAWELL-READPROFESSIONAL
Bygettingupinthemorningandreadingahalfhourtoanhourinsales,youwillfindyourselfreadingaboutonesalesbookperweekThiswilltranslateintoaboutfiftybooksperyear.Fiftybooksperyearmultipliedbytenyearswillcometoatotaloffivehundredbooks.Doyouthinkthiswouldhaveanyeffectonyoursalesresultsoryourincome?
Thefactisthatwhenyoudisciplineyourselftoreadthirtytosixtyminuteseachdayinyourfield,youwillsoonbecomeoneofthemostknowledgeable,skilled,andhighest-paidpeopleinsales.Byreadingtheverybestbookswrittenbytopsalespeopleovertheyears,youwilllearnideas,insights,strategies,andtechniquestohelpyoumakemoresalesfasterthanyoucouldeverimagine.
Whichbooksshouldyouread?Don’tworry.Bythelawofattraction,youwillbedrawntoexactlytherightbooksatexactlytherighttimeforyou.Asyoubuildyoursaleslibraryandreadfromiteachmorning,youwillstepontheacceleratorofyourowncareer.Youwillmovefasterandmoreconfidentlytowardsalessuccess.Yourincomewilldoubleandtriplefasterthanyoueverthoughtpossible.
thoughtpossible.
TRIPLEYOURINCOME?
Notlongago,ayoungman,twentyyearsold,cametooneofmypublicsalesseminars.HisnamewasBob.Hehadlong,unkempthair,waspoorlydressed,andhadanegativeattitude.Duringtheseminar,Iexplainedtheimportanceofreadingthirtytosixtyminuteseachmorning.Hesatinthebackallday,takingnotes,andleftattheendofthedaywithoutsayinganythingtome.
Abouttwomonthslater,Igotaphonecallfromhisuncle.ItturnedoutthatBobcamefromabrokenfamily,wasahigh-schooldropout,andhadexperiencedsomeminorproblemswiththelaw.Finally,hisuncleandaunthadtakenhimin.Hewasunemployed,hadnoambition,andsataroundwatchingTVmostoftheday.Ultimately,theunclelaiddownthelawandinsistedthatBobgetajob,anyjob,ratherthancontinuetositaroundthehouse.
ASLOWSTARTINSALES
Reluctantly,Bobwentoutandgotajobinstraight-commissionselling,fromhousetohouseandbusinesstobusiness.Asyoucanimagine,hedidpoorly.Hemadeveryfewsalesandverylittlemoney.Buthehadtokeepthisjobinordertocontinuelivingwithhisuncleandaunt.
Oneday,theunclesawtheadvertisementformyseminarinthepaperandindesperationdecidedtosendhisnephew.Bobdidnotwanttogo.Heonlywentbecausehisunclepaidforit,drovehimtotheseminar,andpickedhimupafterward.
Inthetwomonthsfollowingtheseminar,however,amiraclehadtakenplace.ThefirstthingBobdidwhenhegothomewasbuyabookonselling.Hethenbegangettingupeachmorningandreadingforthirtyminutesbeforehewenttohissalesjob.Withinaweek,hewasreadinganhourperday.Soonhewasgettingupat5:00AMandreadingfortwohoursbeforehewentofftoworkInnotimeatall,hissalestookoff.Thentheyexploded.Hestartedbreakingsalesrecords.Andthemorehesold,themoreconfidentandenthusiastichebecame.
ASUPERSTARSALESPERSONAllbyhimself,hebegantomatechangesinhisphysicalappearance.Hehadhishaircutandgroomedneatly.Heboughtnewclothessohelootedlikeaprofessional.Theothersalespeopleinhiscompanybeganlookinguptohimandaskinghimforadvice.
Sixweeksaftermycourse,theymadehimasalesmanagerandputhiminchargeofasmallterritory.Twomonthsaftermycourse,hewentwithhisuncleandboughthisfirstcar.Hehadtripledandquadrupledhisincomeandcompletelychangedhispersonality.
HisuncletoldmethatBobattributedallofhissuccesstohavingbeenforcedtogotomyseminar.Hesaidthemostimportantthinghelearnedwasthevalueofreadinginsalesforatleastanhoureverymorningbeforestartingout.Ittransformedhislife.
SIMPLEBUTPOWERFULTheaverageadultreadslessthanonebookayear.Manysalespeopledonotreadatallinthefieldofselling.Infact,awhopping90percentofsalesbooksareboughtbycustomerswhoarenotinthesalesprofession.ButwheneverItalkwithtopsalespeopleabouttheimportanceofreading,Iamalwaysamazedtolearnhowmanybookstheyhavereadandarereadingatthepresenttime.Theysoundlikesaleslibraries,rattlingofftitles,authors,andconceptsfromtheirlibrariesofsalesbooks.
Whenyoubegintoreadonebookperweek,fiftybooksayear,youwillseparateyourselfcompletelyfromtheranksofaveragesalespeople.Youwillputyourselfontothefasttrackandbeginmakingmoresalesthanyoueverdreamed.Tryitandproveitforyourself.
Itissaidthat“readingistothemindasexerciseistothebody.”Themoreyouread,thesharperandmorealertyoubecome.Whenyoureadmoreinselling,youlearnmorenewideastosellmoreofyourproductsmoreeffectively.Themoreyouread,thefasteryoumovetothetopofyourfield.
SELECTINGTOPSALESPEOPLE
SELECTINGTOPSALESPEOPLE
Oneofmyclientsisasalesmanagerwiththirty-twosalespeoplesellingproductsinaverycompetitiveindustry.Yetthesalespeopleinhiscompanyearnanaverageofthreetimesasmuchasthoseofhiscompetitorswhosellsimilarproducts.Becauseofthis,everyonewantstoworkforhim.Salespeoplefromothercompaniesarecontinuallyapplyingtohimforsalesjobs.
Hetoldmethathehaddevelopedaverysimplewaytosortoutwinnersfromlosersinselling.Whenhesatdowntointerviewaprospectivesalesperson,hewouldsay,“Thankyouforcomingin.Beforewebegin,letmeaskyouaquestion.Whataresomeofyourfavoritebooksandaudioprogramsonsalesinyourpersonaldevelopmentlibrary?’Thenhewaits.
Iftheprospectivesalespersonhesitatesorsays,“Idon’treallyhaveany,”myfriendstandsup,talesherbythearm,andshowsherthedoor.
Iftheprospectivesalespersoncanquicklygivethenamesofbooksandaudioprogramsthathereadsandlistensto,healmostalwaysgetsthejob.
AVALIDTESTFORPREDICTINGSUCCESS
Whatthismanagerhadlearnedwasthatasalespersonwhowasnotpersonallycommittedtobecomingbetterbyinvestingherownmoneyinbooksandaudioprogramswouldneverbesuccessfulinacompetitivemarket.Itwasawasteoftimetohireandattempttotrainsuchaperson.Hehadlearnedfromexperiencetoonlyhirepeoplewhowerealreadycommittedtotheirownpersonalandprofessionalself-developmentprograms.Thesewerethepeoplewhoverysoonbecamesalessuperstarsandearnedthreetimesasmuchastheircompetitorsinrivalcompanies.
“Ifyouarenotcontinuallylearningandupgradingyourskills,somewhere,someoneelseis,andwhenyoumeetthatperson,youwilllose.”
—ReedBuckley
Itwouldbethesameasanathletewhoisoverweight,unfit,smokes,eatstoomuch,anddoesn’ttraintryingtocompeteinanysport.Nomatterhowniceorsincereapersonheisorhowmuchhedesirestowin,hedoesn’thaveachanceagainstwell-trained,determinedcompetition.
AuthorReedBuckleyoncesaid,“Ifyouarenotcontinuallylearningand
AuthorReedBuckleyoncesaid,“Ifyouarenotcontinuallylearningandupgradingyourskills,somewhere,someoneelseis,andwhenyoumeetthatperson,youwilllose.”
ListentoAudioPrograms
BusinessspeakerNickCarteroncesaid,“Audiolearningisthegreatestbreakthroughineducationsincetheinventionoftheprintingpress.”
WhenIstartedoffinsales,frustratedandunhappy,workinglonghoursandgettingfewresults,someoneintroducedmetoaudiolearning.Itchangedmylife.Evennow,afteralltheseyears,Istillrememberthewonderfulexperienceoflisteningtotopsalespeopleonaudiosharingtheirexperiencesandexplainingtheirmethods.Someofthemarestillwithmetoday.
Youcangettheequivalentofafull-timeuniversityeducationeachyearjustbylisteningtoeducationalaudioprogramsasyoudrivefromplacetoplace.
Backwhenthepersonalcomputerwasnew,therewasthetermGIGO,whichmeans“garbagein,garbageout.”Theseletterscouldalsostandfor“goodin,goodout.”Whenyoucontinuallyfeedyourmindwithaudiolearningasyoutravelfromcalltocall,youprogramyourselfatadeepleveltosayanddowhatthewinnerswoulddoduringasalessituation.
TURNTRAVELINGTIMEINTOLEARNINGTIME
TURNTRAVELINGTIMEINTOLEARNINGTIME
Theaveragesalesprofessionaldrivesabout25,000milesperyear.Thismeansthat,allowingfortraffic,theaveragesalespersonsitsbehindthewheelabout1,000hoursperyear.Thisistheequivalentofsixmonthsofforty-hourweeks,ortwouniversitysemesters.
TheUniversityofCaliforniareleasedastudyrecentlythatshowedthatyoucangettheequivalentofafull-timeuniversityeducationeachyearjustbylisteningtoeducationalaudioprogramsasyoudrivefromplacetoplace.
Fromthisdayforward,turnyourcarintoa“classroomonwheels.”AsZigZiglarsays,“EnrollinAutomobileUniversityandattendfulltimefortherestofyourcareer.”
Byturningyourcarintoa“learningmachine,”youwillbeamazedattheenormousnumberofgreatideasyouwillheareachweek,eachmonth,andeachyear.
CONDENSEDKNOWLEDGE
Agoodaudiolearningprogramcontainsthebestideasoften,twenty,andevenfiftybooks.Tobuyandreadthesebookswouldcostyouhundredsofdollarsandtakehundredsofhours.Instead,youcangetthedistilledessenceofthebestthinkersinyourfieldbysimplylisteningtoaudioprogramsasyoudrivearound.
Notonlythat,youcanstoptheaudioprogramwhenyoucometoaparticularly
goodideaandtakesometimetothinkabouthowyoucoulduseitinyoursalesworkYoucanrepeatanaudioprogramandlistentoitseveraltimes.Bylisteningtosuchprograms,youkeepyourmindawakeandalertthroughoutthesalesday.Likeastarathlete,whenyouarrivetocallonaprospect,youwillbeattentiveandpreparedtoperformatyourbest.
MAKEEVERYMINUTECOUNT
Thegreattragedyisthatmediocresalespeoplewastethispreciouslearningtime.Theydrivearoundlisteningtotheradioortomusicintheircars.Theymissoneofthegreatlearningopportunitiesthatisavailabletoprofessionalsalespeople.
Itissaidthatradiois“chewinggumfortheears.”Forthesalesperson,listeningtotheradioistheequivalentofanathlete’sdietingoncandyandsoftdrinks.Heloseshisfocus.Hegetsdistractedbywhat’sontheair.Insteadofthinkingabouthowtosellmoreeffectively,hismentalpowersareweakened.Heloseshis“edge.”Don’tletthishappentoyou.
DOWHATTHETOPPEOPLEDO
Thehighest-paidsalespeopleIknowlistentoaudioprogramsallthetime.Theircarsaremobile“classrooms.”Theyusuallycarryseveraldifferentaudioprogramsandalternatethembasedonwhattheyfeeltheyneedtolearnthemostatthatmoment.Thebestsalespeopledon’tevenknowiftheirradioswork,becausetheyneverturnthemon.
AREYOUSERIOUS?
Ifapersoninthecompetitivefieldofsalesinsistsonlisteningtotheradioasshe
Ifapersoninthecompetitivefieldofsalesinsistsonlisteningtotheradioasshedrivesaround,itisanindicationthatsheissimplynotseriousabouthersuccess.Ihaveworkedwithcountlesssalesprofessionalswhohavestruggledforyearsatlowlevelsofincome,andthen,astheresultoflisteningtooneaudioprogram(oftenoneofmine),theirincomeshavedoubledandtripled,sometimesinaslittleasthirtydays.
Wouldn’titbeatragedyiftheonlythingholdingyoubackfromearningtwoorthreetimesasmuchasyouareearningtodaywastheinformationcontainedinasingleaudioprogram?
TheMagicQuestions
Therearetwogreatquestionsthatyoucanusetoaccelerateyourgrowthtoward
highincomeinsales.ThesearetwoofthebestquestionsthatIhaveeverlearned.Ihaveusedthemovertheyears,andtheyhavebeenresponsibleformakingorsavingmemanythousandsofdollars.
Thefirstquestiontoaskyourselfaftereachsalescallis,whatdidIdoright?
Thisquestionkeepsyoufocusedonthebestpartsofyourperformance.Evenifthesalescallwasacompletefailure,therewerecertainthingsthatyoudidcorrectly.Itisimportantthatyouidentifythebestpartsofyourperformancesoyoudonotthrowoutthebabywiththebathwater.
youdonotthrowoutthebabywiththebathwater.
Youcouldwritedown:
“Iwasthoroughlyprepared.”
“Iresearchedtheclientinadvance.”
“Iwaspunctualformyappointment.”
“Iwaswelldressedandgroomed.”
“Iaskedquestionsandlistenedcarefullybeforespeaking.”
“Imadeacompletepresentation.”
“Iaskedfortheordertwice,”andsoon.
Byaskingthequestion,whatdidIdoright?youkeepyourselfcontinuallyfocusedonthebestelementsofyoursalesactivities.Byreviewingtheseactivitiesimmediatelyafterasalescall,youprogramthemintoyoursubconsciousandcreateapredispositiontorepeatthesepositivebehaviorsatyournextsalescall.
FOCUSONIMPROVEMENT
Thesecondquestionyoumustaskyourselfis,whatwouldIdodifferently?
Thisquestionforcesyoutothinkaboutthepositivethingsthatyoucoulddotoimproveyourperformanceinasimilarsituation.Evenifthesalescallhasbeencompletelysuccessful,therewerestillthingsthatyoucoulddodifferentlyinthefuturetomakeitevenbetter.
Theadvantageofthesetwoquestionsisthattheanswerstobothofthemarepositive.Forceyourselftoreviewandmentallyrehearsetheverygreatestingredientsofyourperformance.Then,thenexttimeyouareinasimilarsituation,yoursubconsciousmindwillpassthembackuptoyouandmatethemavailabletoyouforthesalescall.
PROGRAMYOURSELFPOSITIVELY
Averagesalespeoplehaveatendencytoaskthewrongquestions.Insteadof
Averagesalespeoplehaveatendencytoaskthewrongquestions.Insteadofaskingthemselves,whatdidIdoright?theyaskthemselves,whatdidIdowrong?Ratherthanfocusingonthebestcomponentsoftheirperformance,theyfocusontheworst.Thissimplyprogramsthemtorepeatthosemistakesatthenextsalescall.“WhatwouldIdodifferently?’issuperiorto“WhatmistakesdidImate?’Dwell
onyourmistakesandshortcomings,andyoucanbecertainyouwillseethemagain.
Successfulpeoplecontinuallyrecalltheirverybestsalescalls.Theyreviewandrehearsethebestthingsthattheysaidanddidwiththecustomer.Asaresult,theycontinuallyprogramhighperformanceintotheirsubconsciousminds.Theythenrepeattheirverybestperformancesoverandoveragaininsubsequentsalescalls.
ThePowerofSuggestion
Thepowerofsuggestionexertsastronginfluenceonyouthroughoutyourday,andthroughoutyourlife.Oneofthekeystosuccessistotakecompletecontrolofthesuggestiveinfluencesthatyouallowtoreachyourconsciousandsubconsciousminds.Youmustmateeveryefforttoensurethatthementalinfluencesaroundyouareaspositiveaspossible,justasyouwouldonlyeatreallyhealthyfoodsifyouwantedtofeelthebestaboutyourselfphysically.
reallyhealthyfoodsifyouwantedtofeelthebestaboutyourselfphysically.
Youarepositivelyornegativelyinfluencedbyeverysight,sound,thought,experience,andpersoninyourworld.Ifyouwatchnegativeorviolenttelevisionprograms,itaffectsyouatanunconsciouslevelandmatesyouamorenegativeperson.Ifyoulistentouselessbabbleontheradio,itclogsupyourmindassludgeclogsupadrainandmatesyoulesseffective.Ifyoureadunconstructivematerialinbooks,magazines,ornewspapers,itfillsyourmindwithmentalgarbagethatcandemotivateyouandmateyoumoreeasilydiscouraged.
GETAROUNDTHERIGHTPEOPLE
Perhapsthemostimportantpartofyoursuggestiveenvironmentisthesetofpeoplewithwhomyouassociatemostofthetime.Dr.DavidMcClellandofHarvard,inhisbookTheAchievingSociety,foundthatanegative“referencegroup”wasenoughinitselftocondemnapersontolifelongfailure.
Yourreferencegroupconsistsofthepeoplearoundyou,thepeoplewithwhomyouassociate,andthepeoplewithwhomyouidentify.Yourmostimportantreferencegroup,informingyourpersonality,isyourfamily.Ifyourparentsweredisapprovingandcritical,thiscanaffectyouallyourlife.Whetheryourbrothersandsisterswerehelpfulorhurtfulcanhaveaneffectonyouformanyyears.Asyougrowup,yourfriendsatschool,yourteachers,teammates,andotherassociatesexertaninordinateinfluenceonyourthinkingandyouremotions.
FLYWITHTHEEAGLES
Asanadult,youmustchooseyourfriendsandassociateswithcare.AsZigZiglarsays,“Youcannotflywiththeeaglesifyoucontinuetoscratchwiththe
turkeys.”Getaroundpositivepeople.Associatewiththosewhoaregoingsomewherewiththeirlives.SocializewithfolkswhoarepositiveandwhohavegoalsforthemselvesandtheirworkOnlyspendtimewithpeoplewhohavevirtuesthatyouadmireandwanttoemulateyourself.
Meanwhile,getawayfromnegativepeople.Avoidthosewhocomplainandcriticizemuchofthetime.Especiallyavoidjoininginwhenpeoplestartcomplainingabouttheirworkoraboutothersuccessfulpeople.Thisisasortof“loserslime”thatgetsalloveryouandcanruinallofyourchancesforsuccess.
KEEPYOUROWNCOMPANY
Remembertheoldsayings“Liteattractslike”and“Birdsofafeatherflocktogether”?Topsalespeopletendtobeloners.Thisdoesnotmeanthattheyare“aloners.”Itsimplymeansthattheyareselectiveaboutthepeoplewithwhomtheyspendtime.Theydonotdrinkcoffeewithwhoeverissittingthereorgooutforlunchwithwhoeverisstandingatthedoor.Instead,theydeliberatelychoosetheircompanions.Theyeitherspendtheirtimebythemselvesorwiththosepeoplewhosecompanyisvaluableandworthwhiletothem.Youmustdothesame.
The100-CallMethod
HereisapowerfulwaytoputalltheseideastoworkItiscalledthe“100-call
HereisapowerfulwaytoputalltheseideastoworkItiscalledthe“100-callmethod.”WheneverIhavestartedanewsalesjob,Ihavemadeitapointtohitthegroundrunning.Isetagoaltomate100face-to-facecallsintheshortestperiodoftimepossible.Fromthatmomenton,Igetupearly,preparethoroughly,andthenworksteadilyalldaylong,oftencold-calling,tocompletemy100-callgoal.
Don’tworryaboutwhetherornotyousellanythingduringthese100calls.Puttheideaofsellingasidefornowandjustconcentrateongettingface-to-facewith100peopleandtellingthemaboutyourproductorservice.Twowonderfulthingswillhappenduringthistime.Firstofall,bydedicatingyourselftoseeing100peopleandlisteningtotheirquestionsandobjections,youwilllearnmoreabouthowtosellyourproductinthatfirst100callsthansomeoneelsemightlearninoneortwoyears.
YOUWILLSTARTTOSELL
Thesecondwonderfulthingthatwillhappenisthat,becauseyouaremakingnoefforttosell,youwillstarttomatesalesalmostwithouteffort.Yourconfidenceandenergywillincreasewitheachcallyoumate.Yourself-esteemwillbeaugmented.Youwillfeelmorecalmandcomfortable.Asaresult,youwilllikeyourcustomers,andtheywilllikeyouandwanttobuyfromyou.Bythetimeyou
havemade100calls,youwillhaveturbochargedyoursalescareerandbeonyourwaytothetop.
HereissomethingelseIhavefound.Forthenexttwoyears,youwillfindyourselfmakingsalestomanyofthoseonwhomyoucalledduringyour100-callwarm-upperiod.Becauseyouwererelaxedandputthemundernopressuretobuy,theyrelaxedaswell,andtheythoughtofyouwhentheydecidedtobuywhatyouwereselling.
BREAKOUTOFASLUMP
Youcanusethis100-callmethodtobreakoutofasalesslump,ortostartoffanewsalesyearorevenanewsalesperiod.Atanytime,youcanturbochargeyourselfbysettingagoaltomake100face-to-facecallsasfastasyoupossiblycanwithoutworryingaboutwhetherornotyoumateasale.Thereissomethingaboutthisstrategythatreleasesyourpotentialandenablesyoutoperformatyourbest.
Whenyoucombinethe100-callmethodwithalloftheotherpsychologicaltechniquesthatwehavetalkedaboutinthisbooksofar,youwillbecomearemarkablesalesperson.Youwillhavevigor,zeal,confidence,andcompetenceatalevelthatyoumayneverhaveexperiencedbefore.Youwillhavetakencompletechargeofyoursalescareerandputyourselfinfieldpositiontoearnmorethanyoueverhave.
ActionExercises:
1.Resolvetodaythatyouaregoingtobecomeoneofthehardest-workingprofessionalsalespeopleinyourindustry;startearlier;workharder;staylater.
2.Mateaplantodaytogooutandcallon100newprospectsasfastasyoucan;mateitagametoseemorepeopleinthenextmonththananyoneelseinyourbusiness.
3.Accept100percentresponsibilityforyourworkandyourlife,andrefusetomateexcusesforanyreason;seeyourselfasthepresidentofyourownpersonalsalescorporation.
4.Startyourownpersonaldevelopmentlibraryofbooksandaudios,anddevoteyourselftolifelonglearning.
5.Matesurethatyouaresellingtherightproductforyou,tangibleorintangible;doesitexciteandmotivateyoutoselliteachday?
6.Thinkandactlongterminyoursaleswork,andinyourlife;imaginethatyouaregoingtobesellingtothesamepeopleforthenexttwentyyears.
7.Developunshakablepersistence;resolveinadvancethatyouwillnevergive
upuntilyouareabigsuccessinyoursalescareer.
Thereisnofailureexceptinnolongertrying.Thereisnodefeatexceptfromwithin,noreallyinsurmountablebarrierexceptforourowninherentweaknessofpurpose.—ElbertHubbard
THEPSYCHOLOGYOFCLOSINGWelearnwisdomfromfailuremuchmorethanfromsuccess.Weoftendiscoverwhatwillwork,byfindingoutwhatwillnotwork;andprobablyhewhonevermadeamistakenevermadeadiscovery.
—SamuelSmiles
CLOSINGISOFTENTHEMOSTPAINFULPARTOFTHEsalespresentation.Itisthepartthatmostsalespeopledislikethemost.Theybecomereluctanttoproceed.Theyfreezeupandlosetheirfeelingofcontroloverthebuyingprocess.
Theprospectalsodislikeshavingtomateabuyingdecision.Asyougetcloserandclosertotheendofthesalespresentation,hebecomesnervousaswell.Yourjobasasalesprofessionalistostructurethepresentationinsuchawaythatyoumovesmoothlythroughthecloseandwrapupthesale.
Closingisverymuchlikeabumpattheendoftheroadofthesalesconversation.Youhaveestablishedrapport,identifiedneeds,presentedyourproduct,andansweredobjections.Nowyouhavetowrapupthetransactionandgettheorder.Asyouapproachthisfinalbump,yourtaskistotaketheprospectpastthispointasquicklyaspossible.
Don’tDrawItOut
Thereisastoryofanoldgentlemanwhocallsuphislong-tunedentistandsays,“Bill,I’vegotthisrottentooth,anditkgottocomeout.Ijustwonderedhowmuchyouchargenowadaystopullatooth?’
Hisdentistfriendreplies,“Well,Jack,itkeightydollarstopullatooth.”
Jacksays,“Wow!That’salotofmoney.Howlongdoesittake?’
“Ittakesaboutoneminute.”
“Eightydollarsforoneminute?’Jackcries.“That’sanawfullotofmoneyforthatsmallamountoftime.”
“Well,Jack,”saysthedentist,“ifitktheamountoftimethatconcernsyou,Icantakeallthetimeyou’dlike.”
MAKEITSMOOTHANDPAINLESS
Youhaveanobligationtoyourcustomerstomovesmoothlythroughthecloseandtoassurethatitisasquickandpainlessaspossible.Tominimizestressforboth
ofyou,youmustmakeitfastandefficient.Thisisakeypartofyourjob.
Thereisalwaysaperiodoftensionattheendofthesalesprocess.Foryouasasalesperson,thecloserepresentstheculminationofallyourefforts.Theideaoflosingthesalecanbeverystressful.Youstarttofeeltense.Yourstomachchurns.Yoursolarplexustightensup.Sometimesyourheartrateincreases,andyourthroatgoesdry.Becauseyouareaskingthecustomertotakeaction,andhemaysayno,thewholeideaofclosingtriggersatremendousfearoffailure.
Youhaveanobligationtoyourcustomerstomovesmoothlythroughthecloseandtoassurethatitisasquickandpainlessaspossible.
Theshortertheclosingprocess,thelessstressyouexperience.Tatetheprospectthroughtheclosepromptly.Fortunately,thisisasellingskillthatyoucanlearnwithinputandpractice.
Onceyouhaveexplainedyourproduct,andtheprospect’sbuyingdesirehasbeenaroused,movebrisklypastthecloseandintowrappingupthedetailsofthepurchase.
REVERSEENGINEERYOURPRESENTATION
Thekeyistoplanyourcloseinadvance.Andinsteadofplanningyoursalespresentationfirstandthenyourclose,planyourcloseandthenyoursalespresentation.Decidehowyouaregoingtoaskfortheorder,andthen“reverseengineer”yoursalespresentation.Startwiththeendinmind.Thengobacktothebeginningandorganizeyoursalespresentationsothatitarriveslogicallyatyourclosingquestion.
Tatethetimetothinkthroughexactlyhowyouaregoingtoaskfortheorderwhenitisclearthattheprospectisfullyinformedandreadytobuy.Planandrehearseyourclosingtechnique(s)sothatyoucandoitinyoursleep.Topsales
rehearseyourclosingtechnique(s)sothatyoucandoitinyoursleep.Topsalesprofessionalshavetheirclosesplannedwordforword,inadvance.Soshouldyou.
Amateursalespeople,thosewhospintheirwheelsinfrustrationyearafteryear,tendtoflybytheseatoftheirpantsineverysalesconversation.Whenitcomestimetoaskfortheorder,theirheartspound,theirforeheadssweat,andtheysaywhatevercomesoutoftheirmouths.Theythencrosstheirfingers,hopingandprayingthattheprospectwillbuy.Professionalsalespeopleproceedthroughthepresentation,andthroughtheclose,inasinglesmooth,well-preparedprocess.
SixMajorRequirementsforClosing
1.Youmustbepositive,enthusiastic,andeagertoclosethesale.Emotionsarecontagious.Whenitisclearthatyouintenselydesiretomatethissale,your
desirewillhaveapositiveeffectonthebehaviorofyourprospect.
2.Theprospect’srequirementsmustbecleartoyou.Asaresultofaskingandlistening,youshouldknowexactlywhatthisprospectwantsandneedsfromyourproduct.
3.Theprospectmustunderstandyourofferandthevalueofyourproductorservicetoher.Shemustbeabsolutelyclearaboutwhatyourproductdoestochangeandimproveherlifeorwork.
changeandimproveherlifeorwork.
4.Theprospectmustbelieveandtrustyou.Theremustbeahighdegreeofrapportandfriendship.Inaddition,theprospectmusthavefaithinyourcompanyandbelievethattheywilldeliveronyourpromises.
5.Theprospectmustdesiretoenjoytheadvantagesandbenefitsofyouroffer.Hemustwantwhatyouareselling.Thereisnopointintryingtocloseasaleiftheprospectisnotintenselyinterestedinbenefitingfromyourproductorservice.
6.Theproductmustbesuitedtothecustomer,idealforherneeds,capacitytopay,andcircumstances.Itmustbecleartotheprospectthatthisproductorserviceistherightchoiceforheratthistime.
Onlywhenyouhavefulfilledthesesixrequirementscanyoumoveconfidentlyintoclosingthesale.Ifanyofthemhasnotbeenachieved,theprospectwillrefusetobuy.
ClosingTooEarly
Thinkofvisitingatypicalusedcarlot.Youstoptolookatacarforjustamoment,andsuddenlyasalespersonemergesandsays,“That’sagoodchoice;whydon’tyoubuyit?’
Afteryouasktheclosingquestion,youmustthenbecompletelyquiet.Don'tsayaword.Allowthesilencetobuildupifnecessary,becausewhoeverspeaksfirst,loses.
Inasituationlikethis,youdon’tknowanythingaboutthecar,andthesalespersondoesn’tknowanythingaboutyou.Heisaskingyoutomateanofferorbuydiecarbeforeyouknowanythingaboutit.Attemptingtoclosebeforeyouarefullyawareofwhatyouarebuyingdoesnotarousebuyingdesire.Quitetheopposite;youfeelinsulted,andyourfirstimpulseistosimplywalkaway.
AvoidHighPressure
Therearefourthingsyoumustbesureofbeforeyouaskaclosingquestion:First,theprospectmustwantit.
Second,theprospectmustneedit.
Third,theprospectmustbeabletoaffordit.
Andfourth,theprospectmustbeabletouseitandgetfullvalueoutofyourproductorservice.
Ifyouaskfortheorderbeforethesefourrequirementshavebeendetermined,youwilloftenkillthesale.
UseSilenceAfteraClosingQuestion
Theonlypressurethatyouareallowedtouseasasalesprofessionalisthepressureofthesilencethattakesplaceaftertheclosingquestion.
Afteryouasktheclosingquestion,youmustthenbecompletelyquiet.Don’tsayaword.Allowthesilencetobuildupifnecessary,becausewhoeverspeaksfirst,loses.
Onceuponatime,thepresidentofafast-growingcompanywasconsideringthepurchaseofa$750,000computersystemtoautomateeveryaspectofhisnationalbusiness.Thecompanythatwasbiddingforthejobhaddoneeverythingexactlyright.Thesalespersonhadestablishedrapport,identifiedthecustomer’sneeds,doneafullanalysis,checkeditoutineverydetail,andpreparedacompleteproposalforthecustomertoconsider.Theyhadarrangedthefinalappointment,andthesalespersonwascomingintoclosethesale.
Thepresidentoftheprospectcompanyhadstartedhiscareerinsaleswhenhewasyounger.Hewascurioustoseehowthiscomputersalesmanwasgoingtoclosea$750,000sale.Inthefinalpresentationanddiscussion,thepresidenthadhiscontrollerandhisaccountantpresenttogooverthefinaldetails.Thesalesmancameinwithhisengineerandcomputerprogrammer.Theysatdownandbegan.
Asthesalesmanwentthroughtheproposal,heexplainedhowitwouldbeinstalled,whatwouldbeinvolved,thewarrantiesandguarantees,thehelpandservicetheywouldprovide,theadditionalconsultingthatwasavailable,andeveryotherdetailofthepurchase.Hegavehimthepriceandexplainedwhatitincluded.Finallyhesaid,“IfyoulikewhatIhaveshownyou,thenifyou’lljustauthorizethiscontract,we’llgetstartedonitrightaway.”
Hethenputatickmarknexttothesignatureline,puthispenonthecontract,andpusheditacrossthedesktothepresident.
THESILENTCLOSE
Thepresidentcouldseeitcoming.Hethoughttohimself,Heisgoingtousethesilentcloseonme.Heknewexactlywhatthesalespersonwasdoing,sohejustlookedathimandsmiled.
Thesalesmanandthepresidentsattheresilently,smilingateachother,forwhatseemedlikeaneternity.Thesilencelastedfifteenminutes.Neitheroneofthem
saidaword.Neitheroftheotherpeoplepresentsaidawordeither.Theyhadallbeenprepared.
Finally,thepresidentsmiled,pickedupthepen,andsignedthecontract.Atthatpoint,theybothlaughed.Sodideveryoneelse.Thetensionwasbroken,andthedealwasdone.
Thepressureofthesilenceaftertheclosingquestionisoftenthemostpowerfulsalestoolyouhaveforconcludingthetransaction.Butyoumustbedisciplined.Onceyouaskaclosingquestion,youmustnot“steponyourlines”byaddinganything.Justwaitquietlyfortheprospecttorespond.
RecognizingBuyingSignals
Thereareseveralcommonbuyingsignalsthattheprospectwillgiveofftoletyouknowthatheisonthevergeofmakingadecision.Relaxandbeawareofthesesignalswhentheycome.Theytellyouthatitistimetoaskaclosingquestion.
RAPIDTALKING
Theprospectwilloftenstarttalkingfaster.Hemaybrightenupandbecomemorepositiveandcheerful.Inhismind,hehasreachedadecision,andtheinner
morepositiveandcheerful.Inhismind,hehasreachedadecision,andtheinnertensionhasbeenbroken.Wheneveracustomershiftsfromthoughtfulorcriticaltopositiveandhappy,youcanspeakupandaskaclosingquestion.
SUDDENFRIENDLINESS
Thecustomerengagesin“suddenfriendliness.”Sheseemstorelax,shiftgears,andmayaskyouapersonalorfriendlyquestion.“Howlonghaveyoubeenintown?’“Doyouhavekidsinschool?’“Wouldyoulikeanothercupofcoffee?’
Wheneveryouexperiencethissuddenfriendliness,youshouldrespondwarmlyandpositively,andthenaskaclosingquestion.“Thankyou.Iwillhaveanothercupofcoffee.Andbytheway,howsoonwouldyouneedthis?’
CHINRUBBING
Chinrubbingisanothersignthatthecustomerisapproachingabuyingdecision.Wheneveraprospectgoesintodeepthought,hishandcomestohischinandhisheadgoesdown.Ifyouaretalkingwithaprospectandhebeginsrubbinghischinandthinking,stoptalkingimmediately.Yourcustomerhasnowgoneinwardandisnolongerlisteningtoyou.Ifyoucontinuetospeak,youwillsoundlikeadroningnoiseintheroom,likeabigbeetryingtogetoutthewindow.Instead,become
perfectlysilent.
Ifyouaretalkingwithaprospectandhebeginsrubbinghischinandthinking,stoptalkingimmediately.Yourcustomerhasnowgoneinwardandisnolongerlisteningtoyou.
Whilethecustomerisrubbinghischin,heisprocessingyouroffer.Heisthinkingthroughhowhecanbuyyourproduct,howhecanpayforit,howhewilluseit,wherehewillputit,andsoon.Whenhishandcomesdownfromhischin,hisheadcomesup,andyoumateeyecontactwithhim,in99percentofcases,thedecisiontobuyhasbeenmade.
Atthispoint,smileandaskaclosingquestion,suchas,“Howsoondoyouneedthis?”Thensitsilentlyuntilyougetconfirmation.
QUESTIONSABOUTPRICE,TERMS,ORDELIVERY
Themostcommonbuyingsignalsarewhentheprospectasksyouaboutprice,terms,ordelivery.
“Howmuchdoesthiscost,exactly?
“WhatsortoftermscanIgetonthispurchase?”
“HowlongdoesittaketogetoneoftheseifIdecidetobuyit?’
Whenevertheprospectasksyouaquestioninvolvingprice,terms,ordelivery,turnitintoaclosingquestionbyaskingaboutoneofthethreesubjectsthattheclientdidnotmention.
Forexample,theprospectasks,“Howmuchdoesthiscost?’
Youreply,“Howsoondoyouneedit?’
Whentheprospectsays,“Bytheendofthemonth,”thesaleismade.
Rememberthatthepersonwhoasksquestionshascontrol.Hereisthekey.Alwaystrytoansweraquestionwithaquestion.Thisenablesyoutogetmoreinformationandoftenclosethesale.Butmostimportantly,itallowsyoutokeepcontrolofthesalesconversation.
Prospect:“HowsooncanIgetthis?’
You:“Howmanydidyouwant?’
Iftheprospectgivesyouaspecificnumber,you’vejustmadeasale.
CHANGEINATTITUDE,POSTURE,ORVOICE
Anynoticeablechangeinattitude,posture,orvoicecanindicatethatabuyingdecisionisnear.Iftheprospectsitsupstraightorbeginscalculatingnumbers,youcantesttobesurethatthisisabuyingsignalbyasking,
“Bytheway,howsoondoyouneedthis?’
“Wouldyouwantustogetstartedonthisrightaway?’
“Howmanyofthesewouldyoulike?’
“Wouldyoupreferthatwedeliverthistoyourofficeortoyourwarehouse?’Wheneveryouseeaprospectchanginghisdemeanororbodylanguageinanyway,movinginhischair,brighteningup,orbecomingfriendly,assumethatthedecisionhasbeenmadeandaskaquestiontoconfirmit.
WhytheCloseIsDifficult
Thereareseveralreasonswhythecloseisthemostdifficultandstressfulpartofthesale.Thefirstoftheseisthesalesperson’snaturalfearofrejection.Weareconditionedfromchildhoodtobehighlysensitivetothewayswearetreatedbyothers,especiallytotheirapprovalordisapproval.
Thisbeginswithourparentsandthentransferstoourbossesandourcustomers.Asadults,atanunconsciouslevel,weareveryconcernedaboutbeinglikedandacceptedbyothers.Thepossibilityofrejectionissomethingthatcausesustremendousstress,andthatwemateeveryefforttoavoid.
REJECTIONISNOTPERSONAL
WhenIwasjuststartingoutinsales,andextremelynervous,anexperiencedsalespersontoldmesomethingthatchangedmycourse.Hesaid,“Remember,nomatterwhataprospectsays,rejectionisnotpersonal."
Wow!Thatwasanimportantpoint.“Rejectionisnotpersonal.”
Aprospectcannotrejectyouasapersonbecausetheprospectdoesnotevenknowwhoyouareorwhatyouareselling.Alltheprospectisdoingisrespondingtoacommercialofferinacompetitivesocietywhereheisoverwhelmedwithpeopletryingtosellhimthings.Whenhesayssomethinglike,“I’mnotinterested,”itdoesn’tmeananything;itisnotareflectiononyourabilityorcharacter.Itisjustanatural,knee-jerkreactiontoanysalesoffering.
Fullyone-thirdofsalespeopledropoutofsellingeachyearbecausetheycannotdealwiththerejectionthatispartandparcelofthebusiness.Topsalespeople,however,continuallyremindthemselvesthatrejectionisnotpersonal,andtheydon’tletitbotherthem.
FAILUREISONLYFEEDBACK
Thesecondreasonclosingishardisbecauseofthefearoffailure,oftryingandnotsucceeding.Itisthefearoflosingyourtime,youreffort,andevenyourmoney,ofmakinganinvestmentofenergyandemotioninaprospectandlosingitcompletelywhentheprospectdecidesnottobuyfromyou.
Thefearoffailure,coupledwiththefearofrejection,istheprimaryreasonpeopleunderachieveorfailinlife.Itisonlywhenyougetoverthesetwofearsthatyoubegintorealizeyourfullpotentialinsales,andineveryotherarea.
thatyoubegintorealizeyourfullpotentialinsales,andineveryotherarea.
Keepremindingyourselfthatthereisnosuchthingasfailure;thereisonlyfeedback.Whenyoutrysomethingthatdoesn’twork,lookintotheexperienceforthevaluablelessonyoucanlearn,andthenletitgo.Saytoyourself,Somewill.Somewon’t.Sowhat?Next!
OvercomeYourFears
RalphWaldoEmersononcewrote,“Dothethingyoufearandthedeathoffeariscertain.”Thisisoneofthemostimportantsuccessprincipleseverdiscovered.Theonlywaythatyoucaneliminateafearthatmightbeholdingyoubackistodothethingthatyoufear.Thedeathoffeariscertain.
Bothcourageandcowardicearehabits.Youcandevelopthehabitofcouragebyconfrontingyourfearsandmovingtowardthemratherthanhidingfromyourfearsandmovingawayfromthem,asmostpeopledo.AsMarkTwainoncesaid,“Courageisnotabsenceoffear;itiscontroloffear,masteryoffear.”
DOTHETHINGYOUFEAR
Makemorecalls,andyouwillexperiencelessfearofmakingcalls.Ifyoukeepmakingcalls,asmanyaspossible,dayafterday,withoutreallycaringwhethertheprospectrespondsinapositiveornegativeway,youeventuallyreachthepointatwhichyouhavenofearatall.Byconfrontingyourfearsoffailureandrejection,youeventuallydevelophabitualcourage.Atthispoint,youwillturnacornerinyourcareer,andyoursaleswillbegintogouprapidly.
Onceyouhavedevelopedcourageasahabit,alongwiththeabilitytofaceyourfearsoffailureandrejection,yourwholelifewillimprove.Youwillfeelterrificaboutyourself.Yourself-esteemandself-confidencewillswell.Andasyouimproveontheinside,yoursalesresultswillimproveontheoutside.
WhyCustomersDon’tBuy
Thefearoffailureisalsoamajorreasonwhypeopledon’tbuy.Theyareafraidofmakingamistake,ofpurchasingthewrongarticle.Theyarefearfulofpayingtoomuchorofbeingcriticizedformakingthewrongchoice.
Everyprospecthasmadebuyingmistakesinthepast.Shehasboughtthingsthatshewishesshehadn’t.Shehasbeenleftinthelurchafterapurchase,unableto
shewishesshehadn’t.Shehasbeenleftinthelurchafterapurchase,unabletogetsupportorservice,andsorrythatsheeverdealtwiththatcompanyinthefirstplace.
YOUMUSTOVERCOMECUSTOMERFEARS
Whenyougotoseeanewprospect,youhavetodealwiththefactthatthisprospecthashadallthesedifficultandchallengingpastsalesexperiences.Youmustnotonlyarousebuyingdesireforyourproduct,butyoumustovercomeallthefearsthisprospecthas,basedonhispreviousexperience,ofmakingamistake.
Howmanytimeshaveyouheardaprospectsay,“IhavetotalkitoverwithsomeoneelsebeforeImakeadecision”?
Husbandswillnotbuyaproductuntiltheyhavetalkedtotheirwives.Wiveswillnotbuyaproductuntiltheyaresuretheirhusbandswillapprove.ManagerswillnotOKapurchaseuntiltheirbosseshaveagreedtoit.Manypeoplecannotmakeabuyingdecisionatalluntiltheyhavegottentheapprovalandassurancefromeveryonearoundthem.Thisishowcustomersdealwiththetwinfearsoffailureandrejection.
CustomersBecomeComfortable
Anothermajorobstacletoclosingishumaninertia.Ifapersoniscomfortable
Anothermajorobstacletoclosingishumaninertia.Ifapersoniscomfortableusingaparticularproductorservice,itismucheasierforhimtocontinuewithwhatheisdoingthantomakeachange.Peoplegetintoacomfortzone.Theybecomeaccustomedtotheircurrentmethods.Youmayhaveacheaperorbetterproduct,buttheadvantagesandbenefitsyouofferareoftennotenoughtogettheprospecttochangehisexistingwayofdoingthings.
Togetaprospecttochangefromoneproductorservicetoanother,fromonewayofdoingthingstoadifferentway,youmustemphasizealltheadditionalbenefitsthathewillenjoy.Theattractivenessofthebenefitsmustbesogreatthattheymotivatetheprospectenoughtodosomethingdifferent.Youmayhavetoreturnseveraltimes,continuallyrepeatingandemphasizingthebenefitsandadvantagesofyouroffertogettheprospecttofinallymakethetransition.
BuyingCanBeStressful
Anothercommonobstacletoclosingisthestressinvolvedinmakingabuyingdecision.Sincethebuyingdecisioninvolvesanirrevocablecommitmentofassets,andlimitsthefreedomandflexibilityoftheprospect,peoplealwaysbecomeabitnervouswhenitcomestomakingthefinaldecision.Whenpeoplefeelthestressofmakinganimportantcommitment,theyoftentenseupandpushitaway,saying,“Leaveitwithme;letmethinkaboutit.”
Becauseofthesepsychologicalobstaclestoclosing,bothonyourpartandonthepartoftheprospect,youmustbepositive,confident,andprofessionalateverystageofthesalesprocess.Youmustespeciallymovequicklythroughtheclosetowrappingupthedetailsratherthanleavingtheclosingdecisionhangingintheair.In
everythingyoudo,mateiteasyforthecustomertosayyes.
TheProspectIsAlwaysRight
Nevertelltheprospectthatheiswrong.Neverarguewithhim.Andneverlookatsellingasacompetitionthatyouneedtowin.Nomatterwhattheprospectsaysaboutyourproductorservice,remainrelaxedandcheerful.Don’ttellhimthathisassessmentofyourproductisincorrect.Insteadsay,“That’saveryvalidconcern,Mr.Prospect.Manyofourcustomershavehadthesameconcern,andhereishowwehavetatencareofit.”
Thereisanoldsaying:“Amanconvincedagainsthiswill,isofthesameopinionstill.”Ifyouargueandoverwhelmthecustomerwithyourbrilliantresponse,theprospectmaynodandagreewithyou,butshewillstillendupnotbuying.
Insteadofdebatingapointwithregardtopriceorqualitywithyourprospect,findawaytoneutralizetheconcern.Answertheobjectiontohersatisfaction.Showherthatsheneednotworryaboutthepartofyourofferingthatsheischallenging.
USETESTIMONIALLETTERS
Perhapsthemostpowerfultoolyoucanusetoovercomeobjectionsandconcernsistestimoniallettersfromsatisfiedclientswhohadthesameconcern
concernsistestimoniallettersfromsatisfiedclientswhohadthesameconcernwhenyoufirstspoketothem.Sometimeswecallthesesweetheartletters.Ifyouhavemadeasaleandyouhaveagoodrelationshipwiththecustomer,gobackandaskhimifhewouldwriteasweetheartletterforyou.Youcanevenoffertowritetheletteryourselfandhavethecustomerputitonhisownletterhead.
Nevertelltheprospectthatheiswrong.Neverarguewithhim.Andneverlookatsellingasacompetitionthatyouneedtowin.
Inthesweetheartletter,youtakeacommonobjectionthatyouget,suchashighprice,andhaveacustomergiveyoualetterthatsayssomethinglikethis:
DearBrian,
WhenIfirstspoketoyouaboutyourproduct,Iwasconcernedaboutyourhighpriceincomparisonwithotherproductsavailableinthemarket.ButIdecidedtogoaheadanyway,andIamcertainlygladIdid.Wehavefoundthatyourhigherpriceismorethanjustifiedbyalltheadditionalfeaturesandbenefitsthatwehaveexperiencedwithyourproductsincewestartedusingit.
Sincerely,AHappyCustomer
Showthistoyourprospectwhenthequestionofhighpricecomesup.Itwill
oftendemolishherconcerns.
oftendemolishherconcerns.
TESTIMONIALSAREPROOF
Asageneralrule,theprospectwilldiscountanythingyousayaboutyourproductorservice.Afterall,youareasalesperson.Youareexpectedtospeakpositivelyaboutwhatyouareselling.
Butifsomeoneelsesayssomethinggoodaboutyourproduct,especiallyinwriting,thatisconsideredtobeavalidstatement.Third-partyproof,intheformoftestimonialletters,isapowerfulwaytoconvincepeopleofthegoodnessandvalueofwhatyouareselling.Thisiswhyitissaidthat“salespeoplewhodon’tusetestimoniallettershaveskinnykids.”
KeepYourOpinionstoYourself
Acommonerrortoavoidisexpressingyouropinionstoaprospectonsubjectsofapersonalnature.Thebasicruleistoavoidthesubjectsofreligion,politics,orsex.Evenifyoufeelstronglyaboutoneoftheseareas,andyourprospectwantstotalkaboutthesubject,mateeveryefforttoremainneutral.Youcannodandagreewiththeprospect’sopinion,butdon’tfeedthefirebyaddingcommentsofyourown.Instead,gentlybringtheconversationbackaroundtoyourproductorservicebyaskingquestionsthatrelatetothisarea.Keepyouropinionstoyourself.
AlwaysBeComplimentary
Neverknockyourcompetition.Infact,youshoulddotheopposite.Ifyourcompetitor’snameisbroughtupintheconversation,andtheprospectasks,“WhatdoyouthinkaboutABCCompany?’alwaysreplypositively.Youcouldsay,“Mr.Prospect,ABCisanexcellentcompany.Theyhavegoodproducts,andtheyhavebeenaroundforalongtime.However,webelievethatourproductissuperiortoABC’sinthreespecificways.Letmeshowthemtoyou.”Youthenconcentrateonsellingthevaluesandbenefitsofyourproductorservice,butwithoutsayinganythingnegativeaboutyourcompetitor’s.Whenyouspeakpositivelyaboutyourcompetitors,customersviewyouinamorepositivewaythansomeonewhocriticizestheircompetitors.
Don’tAssumeAuthority
Thefinalclosingerrortoavoidisassumingauthoritythatyoudon’thave.Itismakingpromisesthatyoucan’tkeep.Itisoversellingyourproduct,sayingthat
makingpromisesthatyoucan’tkeep.Itisoversellingyourproduct,sayingthat
yourproductcandosomethingthatitcannotdo.
Notlongago,anofficeequipmentsaleswomanlosta$10,000salewithmycompanybecauseofoverpromising.Inthecourseofdiscussingthespecificationsfordiemachine,myofficemanageraskedherifitcoulddotwo-sidedcopying.Sheassuredherthatitcould.Butwhenwelootedatthespecificationsmoreclosely,wefoundthatitdefinitelydidnotdodouble-sidedcopying.Thesaleswomanhadnottakenthetimetofullyunderstandwhatshewasselling.Notonlydidshelosethesale,butshelostanenormousamountofcredibility.Don’tletthishappentoyou.
MoreObstaclestoClosing
Anothermajorobstacletoclosingisnegativeexpectations.Theseoccurwhenthesalespersondecidesinadvancethatthisparticularprospectisnotgoingtobuy.Heprejudgestheprospectbasedonhisinitialattitudeorhisphysicalsurroundings.Perhapstheprospectisnotstylishorwell-groomed.Maybetheofficeoritsfurnitureisoldorcluttered.Thesalespersonleapstotheconclusionthatthisisnotagoodprospectandstopsmakinganyrealefforttoconcludethesale.
Rememberthelawofexpectations,whichsays,“Whateveryouexpect,with
Rememberthelawofexpectations,whichsays,“Whateveryouexpect,withconfidence,becomesyourownself-fulfillingprophecy.”
Yourexpectationsexertanundueinfluenceonthepeoplearoundyou.Theexpectationsofotherpeople,especiallypeoplewhomyoulookuptoandrespect,haveanextraordinaryinfluenceonyouaswell.Yourexpectationsdetermineyourattitude,andyourattitudedetermineshowyoutreatotherpeople.
EXPECTTHEBEST
Therulewithregardtoexpectationsistoalwaysexpectthebest\Expectthatpeoplewilllikeyou.Lookforwardtopeoplebeingattractedtoyourproductorservice.Anticipatepeopleaskingyoutoughquestionspriortobuying.Thenexpecttobesuccessfulmoreoftenthannot.Incorporateanattitudeofpositiveexpectancyintoyoursalesactivities,andpeoplewilltreatyoubetter...asyouexpected.You’llalsomatemoresales.
Butwhenyoumatethemistakeofnegativelyprejudgingaprospect,youloseyourenthusiasm.Yourattitudecomesacrossasthatofsomeonewhodoesn’treallybelieveinthesaleortheprospect’sabilitytobuywhatyouareselling.Theprospectpicksupthisattitudefromyouandfulfillsyourprophecy.Hedeclinestobuy.
GreatResultsfromSmallBeginnings
Afriendofminesellspersonnelplacementservices.Hecalledonanindustrialbuildinginawarehouseareaonedayonlytofindthatthewarehousewasfairlyunoccupied.Therewasonlyoneman,seatedbehindadeskinasmallofficeoffthemainentrance.Therewerenootherofficesandnopartitions.Thebuildingwasempty.
Sincemyfriendwasalreadythere,heconfidentlyknockedonthedoorandintroducedhimselftotheonemanwhowasthere.Theybegantalkingabouthisbusiness.Hetoldtheprospectthathewasinthebusinessofpersonnelselection.Theirspecialtywastofindandplacebothtechnicalandnontechnicalpersonnelforindustrialcorporations.Theyhadtheabilitytostaffacompanywithengineers,technicalemployees,anddraftspersons,aswellaswithsecretaries,accountants,andbookkeepers.Theyfocusedonmanufacturingandconstructioncompanies.
DON’TPREJUDGETHEPROSPECT
Theloneprospectsaid,“Well,wehavenothinggoingonrightnow.IhavejustbeensentoutherefromtheEasttoopenthisoffice.Weareworkingonamajorcontract,andwehavehighhopes,butwedon’thaveanythingfirmedupasofyet.
“Ifyouwouldliketocallbackinthenextcoupleofweeks,Iwillbehere.Pleasekeepintouch;wemayhaveneedofyourservicessometimeinthefuture.”
Myfriendapproachedeverythingwithanattitudeofpositiveexpectancy.Hecalledbackeverycoupleofweeks,andwhenhewasinthatarea,hewouldoftendropinandhaveacupofcoffee.Eachtimehe’dgetthesameanswer.Thecompanywasstillwaitingtofinalizeacoupleoflargecontracts.
Nonetheless,healwaystreatedtheprospectwell.Hebroughthiminformationandgavehimpricesonhisservices.Hecalledhimonaregularbasisandkeptintouchwithhimbyphone.
Onedayhewaitedinandtheprospectsaid,“Iamsogladyouarehere!Wejustgota$50millioncontractfordesign,engineering,andconstruction,andwe’regoingtohavetohireseventyworkersoverthenextsixtydays.Canyouhelpus?”
Hewasready.Hemademorethan$200,000incommissionsoverthenextsixtydayshiringandplacingtechnicalstaffforthiscompany.Heearnedmorefrom
dayshiringandplacingtechnicalstaffforthiscompany.HeearnedmorefromthatonecontractthanhewasaccustomedtomakingfortwoyearsofhardworkKeepingapositiveattitudetowardprospectivecustomersisgoodbusiness.
KeepYourChinUp
Lackofenthusiasmisyetanothermajorbarriertoclosing.Nothingwillkillasalefasterthanasalespersonwhodoesn’tseemtocareaboutmakingthesaleinthefirstplace.Oftenthislackofenthusiasmistheresultoffatigue.
Tosucceedinselling,youmusthaveenergy.Youmustreallywanttoclosesales.
Youmustreallycravethebusiness.Youmustfeelstronglythatwhatyouaresellingisreallyadvantageousforyourcustomer.Youmustbekeenandeagerandpossessthekindofemotionalcommitmentthatmatesitcleartotheprospectthatyouwanttodobusinesswithhim.
Neverforget,sellingishardwork.Itisextraordinarilydraining.Severalhoursofinteractingwithcustomerscantireyououtcompletely.Attheendoftheday,youcanbequiteexhausted.
Forthisreason,ifyouaregoingtosellfivedaysaweek,youshouldgotobedearlyfivedaysaweek.Turnoffthetelevision,shutdownthehouse,andgetto
earlyfivedaysaweek.Turnoffthetelevision,shutdownthehouse,andgettobedby10:00PM.Geteightfullhoursofsleeppriortoeverysellingday.Whenyouarefullyrested,youwillhavefarmoreenergythanatanyothertime.Youwillbereadytoperformatyourbest.
TheCustomerComesFirst
Theabilitytocloseasalecanalsobehinderedbyalackofsincerity.Thisoftenoccurswhenthesalespersonbecomesmoreconcernedaboutearningthecommissionthanwithbenefitingthecustomer.Assoonasasalespersonbeginstoseetheprospectasasourceofmoneyratherthanasapersonwhoneedshelpwithaproductorservice,hertoneofvoice,bodylanguage,andattitudechange.Oncethesalespersonstartsthinkingaboutthecommission,theprospectstartsfeelinglikeafishinabowlwithacatlookingon.
Ifyouaregoingtosellfivedaysaweek,youshouldgotobedearlyfivedaysaweek.Turnoffthetelevision,shutdownthehouse,andgettobedby10:00PM.Geteightfullhoursofsleeppriortoeverysellingday.
Prospectsareveryperceptive.Theypickupemotionalvibrationsfromthesalesperson.Prospectsknowwhenyouaretryingtohelpthem,asopposedtotryingtomateasalethatwillhelpyou.Itisessentialthatyoukeepyourmindfocusedonwhatyoucandoforyourcustomer.Thesaleandthecommissionwillfollownaturally.
DifferentWavelengths
Acommonhindrancetoclosingariseswhenyoufindyourselfwithaprospectthatisonadifferentwavelengthfromyou.OneofthemostimportantrulesIeverlearnedinsaleswasthat“manypeopleareprospects,buttheyarenotallyourprospects.”
Sometimesthereispositivechemistrybetweenyouandtheprospect;sometimesthereisnot.Thisdoesnotmeanthatthereisanythingwrongwitheitherofyou.
Thereissimplyamismatchoftemperament.Somehowthetwoofyoudon’tgetalongverywell.Nomatterhowpleasantandpoliteyouare,youfinditimpossibletobuildafriendlyrelationship.
Manypeopleareprospects,buttheyarenotallyourprospects.
Perhapsyouarewelleducated,butyouaretalkingtoanuneducatedprospect.Youmaybeananalyticalpersonwhofindsyourselfspeakingwithapeople-drivenorresults-orientedindividual.Maybeyouarebrisk,butyourprospectislaid-back.Thishappensmoreoftenthannot.
SAVETHEPROSPECTFORYOURCOMPANY
Ifyoufindyourselfonadifferentwavelengthfromyourprospect,don’ttakeitpersonally.Itwillhappenalot.Whenitdoeshappen,ifyoufeelthattheprospectisagoodcandidateforwhatyousell,trytosaveherforyourcompany.
Insteadoftryingtobuildarelationshipwhereitisnotpossible,suggestsomeoneelseinyourcompanywhoisthe“realexpert”inthisarea.Whocouldgetalongbetterwiththisprospect?Introducethemtoeachother.Youwillbeamazedathowmanysalesyoucansavebyhandingoffagoodprospecttosomeoneelsewithwhomshemayhavebetterchemistry.
PracticeTag-TeamSelling
Manycompaniespracticewhatiscalledtag-teamselling.Noprospectisallowedtopermanentlydepartwithouthavingspokentoatleasttwosalespeople.Assoonasasalespersonrealizesthatheisnothittingitoffwithaparticularcustomer,hequicklywithdrawsandsuggeststhatthecustomertalkwithsomeoneelse,whomheintroducesas“someonewhoknowsalotmoreaboutthisproductthanIdo.”
Tag-teamsellingisusedwhenthereseemstobeadifferenceorconflictofpersonalities.Sometimesthecustomerdoesn’tlikethesalesperson,andthesalespersonrecognizesthis.Maybethesalespersondoesn’tlikethecustomer,whichmakesitimpossibletosell.Occasionally,anoldercustomerwillnotlikeayoungersalesperson,orawomanwillprefertobesoldtobyanotherwoman.Bealertandsensitivetothepossibilitythatyouandthecustomerarenotrightforeachother,andtrytosavethesaleforyourcompany.
LIKINGISESSENTIAL
Thereisanimportanttruthinselling:youcanneverselltosomeoneyoudon’t
like.Ifyoudon’tgenuinelylikeandcareabouttheprospectandsincerelywanttohelpthatprospectimprovehisorherlifeorwork,youwillnotbesuccessfulsellingtothatperson.Nomatterhowhardyoutryorhowwarmlyyousmile,somethingaboutyourattitudewillgiveoffnegativevibrationsthattheprospectwillpickup.
willpickup.
Wheneveryoufindthatthereislackofchemistrybetweenyouandaprospect,acceptitasanunavoidablefactoflife.Ifyouareinaretailenvironment,excuseyourselfforamomentandcomebackwithsomeoneelsetheprospectmaylikebetterthanyou.Ifyouarecallingonaprospectandyoufeelalackofrapport,asktheprospectifyoucouldcomebackandbringsomeone“whoknowsmorethanIdo.”
Ineverycase,getyouregooutoftheway.Focusonhelpingthecustomersolvehisproblemorsatisfyhisneedbyfindingtherightpersontoworkwithhim.Thisisthemarkofthetrueprofessional.
Onceyouhavetakenfullcontrolofyourthinkingandresolvedtomakesurethattheprospectisreadytobuy,youcanproceedtothelastbigobstacle,answeringobjections.
ActionExercises:
1.Analyzeyourpreviouscustomers;whatdoyourbestcustomershaveincommon,andhowcouldyouspendmoretimewithmorepeoplelikethem?
2.Identifyyourmajorcompetitorsanddetermineatleastthreeadvantagesthatyourproductshaveovertheirs;maketheseclearwhenyourprospectmentionsoneofthem.
3.Overcomeyourfearofrejectionbyconfrontingthefearoverandoveragain;themoreyoudothis,themoreyourealizethatrejectionisnotpersonal.
4.Eliminateyourfearsoffailurebydevelopingthehabitofdoingwhateveryouareafraidtodo;actasifitwereimpossibletofail,anditshallbe.
5.Expectthebestineverysalessituation;treateveryprospectasifhehastheabilitytobuyamilliondollars’worthofwhatyousell.
6.Askfortestimoniallettersfromyoursatisfiedcustomers;carrythemwithyouandshowthemtoneutralizesalesresistance.
7.Identifythemajorfearsthatyourprospectshavethatholdthembackfrombuying,andthenfindawaytoneutralizethosefears.
Itisbettertoconqueryourselfthantowinathousandbattles.Thenthevictoryis
Itisbettertoconqueryourselfthantowinathousandbattles.Thenthevictoryisyours.Itcannotbetakenfromyou,notbyangelsorbydemons,heavenorhell.—GautamaBuddha
HOWTOHANDLEANYOBJECTIONVictorybecomes,tosomedegree,astateofmind.
Knowourselvessuperiortotheanxieties,troublesandworrieswhichobsessus,wearesuperiortothem.
—BasilKing
THEREARENOSALESWITHOUTOBJECTIONS.OBJECTIONSindicateinterest.Objectionsaresignpoststhatleadyoustep-by-steptowardclosingthesale.Thefactis,iftherearenoobjections,thereisnointerest.Ifthereisnointerest,therewillbenosale.
Inreality,successfulsaleshavetwiceasmanyobjectionsasunsuccessfulsales.Themoreobjectionsyouget,themorelikelyitisthatyouaremovingtowardactuallymakingthesale.
TheLawofSix
ThereisaLawofSixthatappliestoobjections.Thislawsaysthattherearenevermorethansixobjectionstoanyoffering.Theremaybeoneortwo,buttherearenevermorethansix.
Evenifyouhearfiftyoronehundredobjectionsinthecourseofaweekoramonth,alloftheseobjectionscanbeclusteredintoasmallnumberofcategories.
Inworkingwithcompanies,wesometimesengageinasentencecompletionexercise.Weaskthemtocompletethissentence:“Wecouldselltoeveryqualifiedprospectwetalkedtoaslongastheyjustdidn’tsay...”
Makealistofeverysingleobjectionthataqualifiedprospectcouldgiveyoutoavoidmakingabuyingdecision.Writedowneveryquestion,criticism,orcomplaintyouhaveheard.Onceyouhavethislist,organizeitbypriority.Whatarethemostcommonobjections?Whichonesstandmostinthewayofyourmakingasale?
makingasale?
CLUSTERTHEOBJECTIONS
Onceyouhaveprioritizedthem,clustertheobjectionsintocategories.Youmayhavepriceobjections,qualityobjections,competitiveobjections,capabilityobjections,reputationobjections,ornewnessobjections.Determinetheclustersforyourobjectionsandthensortoutyourobjectionsintoeachoftheseclusters.Itwillneverbemorethansixseparateclusters.
Yourjobnowistodevelopabulletproofanswerforeachofyourmajorobjections.Determineexactlywhatyourprospectmustbeconvincedofforthisobjectiontoberemovedasanobstacletoproceedingwiththepurchase.Whateveryouneedtodotoeliminateyourmajorobjections,begindoingitimmediately.
USEATESTIMONIAL
Asyoualreadyknow,oneofthemostpowerfulwaystoeliminateobjectionsistopresenttestimoniallettersfromsatisfiedcustomerswhosharedthatobjectionatonetime.Asweetheartletteransweringacustomer’smajorconcernisapotentwaytodemolishtheobjectionforever.
INTERPRETITASAQUESTION
Asidefromusingtestimonials,anotherwaytodealwithobjectionsisforyoutotaketheobjectionandinterpretitasaquestion.Treatitasarequestformoreinformation.Recognizethatanobjectionisanaturalcustomerresponsetoanyofferingwherethereissomeriskofpurchasing.
Whentheprospectsays,“Itcoststoomuch,”youcanrespondbysaying,“That’sagoodquestion.Whydoesitseemtocostmorethanyouexpectedtopay?’Youthengoontoanswerthequestionthatyouhaveposed.
Iftheprospectsays,“Wecangetitcheaperelsewhere,”yousay,“That’sagoodquestion.Whydoesitappearthatourcompetitorssellasimilarproductforless?’
GIVEAGOODREASON
Anotherwaytodealwithanobjectionistotreatitasifthecustomerisaskingyouforareasontoeliminatetheobjection.Ifthecustomersays,“Ican’tafford
youforareasontoeliminatetheobjection.Ifthecustomersays,“Ican’taffordit,”youcanimaginethatthecustomerisreallysaying,“ShowmehowIcanjustifyspendingthisamountofmoney.”
Whenacustomersays,“Ihavetotalkitoverwithsomeoneelse,”imaginethatwhattheprospectmeansis,“PleasegivemesufficientreasontobuythissothatIdon’thavetocheckandgetsomeoneelse’sopinion.”
MAKEITEASYTOOBJECT
Aboveall,makeiteasytoobject.Mostcustomersdonotwanttogetintoanargumentoradebatewithyouoveryourproductorservice.Theywillbereluctanttoobjectforfearthatyouwillbecomeupsetoradamant.Forthisreasonyoumustmakeiteasyforthecustomertoobjectbyrespondinginacheerful,
friendly,constructivewaywhenhedoes.
Objectionsarenottobefeared.Rather,theyarethestepping-stonesontheroadtosalessuccess,therungsontheladdertohighearnings.Theverybestsalespeoplearethosewhohavelearnedtodealwithobjectionsinthefastestandmosteffectiveway.
COMPLIMENTTHEOBJECTION
COMPLIMENTTHEOBJECTION
Complimenteachobjectionwhenyouhearitforthefirsttime.“That’sagoodpoint;I’mgladyoumentionedthat.”AsAbrahamLincolnsaid,“Everybodylikesacompliment.”Whenyoucomplimentpeopleforbringingupobjectionsorquestionsaboutyourproductorservice,youmakethemfeelbetteraboutthemselves.Asaresult,theyfeelmorecomfortableaskingyouadditionalquestions.Butjustlikeatriallawyer,whoneverasksaquestionhedoesn’talreadyknowtheanswerto,nevergointoasalessituationwithoutknowinghowtoanswerthemainobjectionsyouaregoingtohear.
Whenyoucomplimentpeopleforbringingupobjectionsorquestionsaboutyourproductorservice,youmakethemfeelbetteraboutthemselves.
LISTENCAREFULLY
Whenyougetanobjection,hearitoutcompletely.Don’tassumethatyouknowwhattheprospectisgoingtosay.Oftentheprospectwillbeginwithanobjectionyou’veheardbefore,butthenwilladdherownparticularconcernorproblemattheend.Bepatient.Practiceyourlisteningskills.Pausebeforereplying.Questionforclarification:“Howdoyoumean?’Feeditbackinyourownwordstoprovetotheprospectthatyouwerelisteningandthatyouunderstandherrealconcern.
OBJECTIONVERSUSCONDITION
Determinewhetherthecustomer’sresponseisanobjectionoracondition.Anobjectionissomethingthatyoucananswer.Itisaproblemforwhichthereisasolution.Itisanobstaclethatcanberemovedonthewaytomakingthesale.
Acondition,however,isagenuinereasonfornotgoingahead.Ifacompanyisgoingintobankruptcy,itcannotbuyyourproductorservice.Nomatterhowgooditis,bankruptcycreatesaconditionthatmakesitimpossibletoproceed.Ifapersonhasnomoney,thisisaconditionthatrendersbuyingnotpossible.
Buthere’saninterestingdiscovery:whenaprospectvoicesanobjection,heoftenonlythinksitisagenuinecondition.Hebelievesthatbecauseofthisobstacle,
hecannotbuywhatyouareselling.Thisisseldomtrue.
Forexample,whenaprospectsays,“Ican’taffordit”whatdoesthismean?Doesitmeanthathecan’tafforditatthismoment,orthathecannotaffordthefullpriceinonepayment?Thathecannotaffordittoday,buthecanafforditsometimeinthefuture?Whenapersonsays,“Ican’taffordit,”alwaysrespondwith“Howdoyoumean,exactly?’
MYMILLION-DOLLARPOLICY
Onedayaninsurancesalesmanwasintroducedtomebyamutualfriend.Heaskedmeaseriesofquestionsandthenarrangedafollow-upappointment.Atthissecondmeeting,hepresentedmewithaproposalforonemilliondollarsinlifeinsurance.Ialmostfelloffmychair!
Itoldhim,“Thisisfartoomuch.Ican’taffordit.”
Ignoringmyinitialsalesresistance,heexplainedtomethatIwouldbeunwiseinmyposition,withawifeandtwochildren,tohavelessthanonemilliondollars’worthofinsurance.IfinallyagreedthatIneededthatamount,butIrepeated,“Ican’taffordit.Idon’thavethethreethousanddollars’premiumavailable.Thankyou,butit’snotpossibleatthistime.”
Hesaid,“WhatifwestructureditonamonthlybasisandIcouldgetitforyou
Hesaid,“WhatifwestructureditonamonthlybasisandIcouldgetitforyoufor$250permonth?Wouldthatworkoutallrightforyou?’Quitehonestly,Iwassurprised.AtthattimeIhadonlyheardoflifeinsurancecostsbasedonannualpremiums.IhadnoideathatIcouldpayforitonamonthlybasis.WhatIthoughtwasagenuinecondition,areasonfornotbuying,turnedouttobemerelyanobjectionforwhichtherewasalogicalandworkableanswer.Isignedtheapplicationformandpurchasedtheinsuranceimmediately.
USEYOURCREATIVITY
Hereisthepoint.Becauseyourprospectsarenotawareofallthedifferentwaystheycanacquireandpayforyourproductorservice,theyareoftenconvincedthatthey“can’taffordit.”Itisonlywhenyoushowthemthatthereareoptionsavailablethattheywillturnaroundandbuywhatyouareselling.
Forexample,theprospectsays,“Ican’taffordthemonthlypayments.”Yousay,“Whatifwecouldspreadthepaymentsoverthreeyearsinsteadoftwo,andgetthembelowfivehundreddollarsamonth?Wouldyoubeabletohandlethat?’
Whenyougetanobjection,andyou’vehearditoutcompletely,asktheprospecttoelaborateingreaterdetail.Thisiswhere“Howdoyoumean?’isveryhelpful.Besureyoufullyunderstandthethinkingbehindtheobjectionbeforeyouattempttoanswerit.Ifyouanswertoosoon,youmaybeansweringthewrongconcernandactuallydrivingthesaleaway.
BEPOLITEANDRESPECTFUL
Treateveryobjectionwithkindness,courtesy,andrespect.Below-keyedandsensitive.Evenifyouhaveheardtheobjectionathousandtimes,alwaysrespondasthoughitisavaluableandworthwhilecommentonyouroffering.
Youhaveheardtheoldsaying“Peopledon’tcarehowmuchyouknowuntiltheyknowhowmuchyoucare.”Whenyouhandletheirobjectionswithwarmthandtact,prospectsrealizethatyougenuinelycareabouthowtheyfeel.Asaresult,theywillbegintogenuinelycareaboutyouandtheproductorserviceyourepresent.
THEFEEL,FELT,FOUNDMETHOD
Anexcellentwayofdealingwithobjectionsistousethe“feel,felt,found”method.Thisisaprofessionalwayofacknowledgingtheobjectionasbeingvalid,assuringtheprospectthatsheisnotaloneinherconcern,andthenansweringtheobjectioninasatisfactoryway.
Forexample,theprospectcouldsay,“Itcoststoomuch.”Yourespondbysaying,“Mrs.Prospect,Iunderstandexactlyhowyoufeel.Othersfeltthesamewaywhenwefirstspoketothem.Butthisiswhattheyfound."Thengoontoexplainthatpeoplewiththesameconcerndiscoveredthateventhoughtheypaidalittlemorethantheyhadexpectedto,theywereveryhappywiththeirdecision
alittlemorethantheyhadexpectedto,theywereveryhappywiththeirdecisionbecausetheygotsomuchmoreinvalue.
Prospectsareinordinatelyinfluencedbywhatotherpeoplehavedonewithregardtoyourproductorservice.Whenyouassurethemthatothershavefeltthesameway,goneaheadandpurchasedyourproduct,andwerehappywiththeresults,theyrelaxandbeginbelievingthatthisproductwouldbegoodforthemaswell.
USEITWITHMANYOBJECTIONS
Whatifaprospectsays,“Everybodyoffersgreatservice,butthentheydon’tfollowup;Ihavebeenleftinthelurchtoomanytimes”?
“Mr.Prospect,Iunderstandexactlyhowyoufeel.Othersfeltthesamewayaboutourfollow-upservice.Itisamajorconsiderationinmakingapurchaselikethis.Butwhatourcustomershavefoundisthatweserviceandrepairthisitemwithintwohours,uptothreeo’clockintheafternoonduringanybusinessday.Andifitisafterthree,wewillhavesomeonetherefirstthinginthemorning.”
Wheneverpossible,provideproofforyouranswerintheformofatestimonialletter,apricecomparison,orevenamagazineornewspaperarticleattestingtothequalityofyourproductorservice.
Besuretoask,“Doesthisansweryourquestion?’
NineCommonObjectionsYouMustAnswer:
1.UNSPOKENOBJECTIONS
Thefirsttypeofobjectionyouwillgetisanunspokenobjection.Thecustomerhasconcernswithyourofferingbutdoesn’ttellyouanything.Heorshenodsandlistenstoyou,butyougetnofeedbacktotellyouwhereyouareorhowyouaredoing.
Thesolutiontounspokenobjectionsistolettheprospecttalkmore.Askopen-endedquestions,leanforward,andlistenintentlytotheanswers.Themoreaprospecthasanopportunitytoansweryourquestions,themorelikelyitisthatshewilltellyouexactlywhatmightbeholdingherbackfrombuying.
2.EXCUSES,EXCUSES
Thesecondformofobjectionsisexcuses.Theseareusuallyinstinctivereactionstoanysalesapproach.
“We’rehappywithourexistingsuppliers.”
“Wearereallybusyrightnowanddon’thavetimetothinkaboutit.“
“Wealreadyhaveallweneed.”
“Wealreadyhaveallweneed.”
“Wearereallynotinterestedatthemoment.”
Thesearejustexcuses.Theyarenotreallyserious.Thebestsalespeoplenod,smile,agree,andthenaskaquestiontotakecontroloftheconversation.Theverybestwaytohandleanyinitialsalesresistance,includingexcusesandimpulseresponsesiswiththesewords:“That’sallright.MostpeopleinyoursituationfeltthesamewaywhenIfirstcalledonthem.Butnowtheyhavebecomeourbestcustomers,andtheyrecommendustotheirfriends.”
Thisresponseimmediatelyshiftsthefocusoftheconversationawayfromyourproductandontoothersatisfiedcustomers.Italmostinvariablytriggerstheresponseyouwant:“Ohreally?Whatisit,then?’
3.MALICIOUSOBJECTIONS
Thentherearethemaliciousobjections.Becauseyoucallonmanydifferentpeople,youwilloccasionallycallonindividualswhoareunhappyorangryabouttheircurrentsituations.Sincetheycannotshoutattheirbossesorspouses,theytakeitoutonthefriendlysalesperson.Thesepeopletendtobenegativeintheirdemeanorandbehavior.Theycriticizeyourproductorcompareitunfavorablyto
thoseofyourcompetitors.Theysometimesimplythatyouchargetoomuchor
thoseofyourcompetitors.Theysometimesimplythatyouchargetoomuchorthatyourproductisnotofparticularlygoodquality.
Thewaytodealwithmaliciousobjectionsistorealizethatyouarenotthetarget.Thepersonyouaretalkingtohasproblemsofhisownthathavenothingtodowithyou.Youarejustcaughtintheemotionalcrossfirebetweenhimandotherfactorsinhislife.Yourjob,asaprofessional,istoremaincalm,confident,positive,andpolitethroughout.Veryoftenthisbehavioronyourpartwillsoftenthenegativityoftheprospectandeventuallyencouragehimtoopenuptoyou.
4.REQUESTSFORINFORMATION
Thefourthmostcommonobjectionisarequestforinformation.Thisisthebesttypeofobjectionforyoutohear,becauseyouknowhowtoanswerthisaswellorbetterthananyotherpartofyourpresentation.
Wheneveraprospectasksforinformationabouttheresultsorbenefitsshewillgetfromyourproductorserviceandhowshecangetthem,youaremovingintoexcellentfieldpositiontomakeasale.
Useallyourobjection-handlingskills.Welcometheobjection.Complimentthepersonforaskingthequestion.Thankherforbringingitup.Andthenansweritcompletely,endingwith,“Doesthatansweryourquestion?”
5.SHOW-OFFOBJECTIONS
Anothertypeofobjectionistheshow-offobjection.Sometimesprospectstrytoshowyouhowmuchtheyalreadyknowaboutyourproductorservice.Theymakesophisticatedobservationsoraskyoucomplexquestionsaboutyourproduct,service,orindustry.
Whenthishappens,respondbytakingthelowroad.Showhowimpressedyouarebyhowmuchtheprospectalreadyknows.Dominatethelisteningandlettheprospectdominatethetalking.Beconciliatoryandpolite.Remember,whenyoumakeaprospectfeelimportantbylisteningtohimwithraptattention,heismuchmorelikelytowarmupandbuyfromyou.
6.SUBJECTIVEOBJECTIONS
Thesixthmostcommontypeofobjectionsaresubjectiveorpersonalobjections.Theseobjectionsareaimedatyouasaperson.Prospectssaythingssuchas,“Youlooklifeyouaredoingprettywellinthisbusiness.”Or“Youseemtobe
“Youlooklifeyouaredoingprettywellinthisbusiness.”Or“Youseemtobemakingalotofmoneysellingthisproduct.”
Wheneverapersonbecomescriticalofyou,itcouldbeasignthatyouaretalkingtoomuchaboutyourself.Theprospectisattemptingtobringyoudowna
littlebitbycriticizingyourappearanceorbehavior.
Whenyoufindyourselftalkingtoomuchaboutyourcompany,yourproductorservice,oryourpersonallife,stopandaskaquestion.Starttalkingaboutthecustomerratherthanyourself.Askquestionsaboutwhatthecustomerwantsandneeds.Matethecustomerthecenterofattention,andthesubjectiveobjectionswillstop.
7.OBJECTIVEOBJECTIONS
Youmayalsoheartheobjectiveorfactualobjection.Thesearedirectedatyourproductofferingandtheclaimsthatyoumateintermsofwhatitwilldoforthecustomer.Theprospectmaysay,“Idon’tthinkthatitwilldothejobthatwerequire.”Or“Itlooksgood,butit’snotsatisfactoryforourneeds.”
Ifyoucanansweranobjectiveobjection,youcanoftengetthesale.Theverybestwaytodothisistoprovidetestimonialsandotherproofthatmateitclearthatyourproductwilldowhatyousayitwill.Assuretheprospectthatshewill
thatyourproductwilldowhatyousayitwill.Assuretheprospectthatshewillgetthebenefitsthatyoupromiseandyouhavejustmadeiteasierforhertobuyfromyou.
8.GENERALSALESRESISTANCE
Theeighthmostcommonformofobjectioniswhatwehavecalledgeneralsalesresistance.Thisalwaysoccursatthebeginningofapresentation.Untilyouneutralizethisgeneralsalesresistance,thecustomerwillbelisteningtoyouwithaclosedmind.
Lowerinitialsalesresistancebyusingtheapproachclose.Say,“Mr.Prospect,thankyouverymuchforyourtime.Pleaserelax.I’mnotgoingtotrytosellyouanythingtoday.AllIwanttodoisaskyousomequestionsandseeifthereissomewaythatmycompanycanhelpyouachieveyourgoalsinacost-effectiveway.Wouldthatbeallright?’
Whentheprospectrelaxesandgivesyoupermissiontoaskhimquestions,youimmediatelybeginyourpreselectedopen-endedquestionstoqualifytheprospectandfindoutwhathereallyneedsthatyoucanprovideforhim.
9.LAST-DITCHOBJECTIONS
Thefinalmost-commonobjectioniscalledthelast-ditchobjection.Youhavemadeyourpresentation,andtheprospectclearlyseeshowshewouldbebetteroffwithyourproductorservice.Sheknowsandunderstandswhatyouaresellingandhowmuchyouareasking.Sheisonthevergeofmakingabuyingdecision,butshestillhesitates.
“HowdoIknowI’mgettingmymoney’sworth?’shemightsay.Or“AreyousurethisisthebestdealIcanget?’
Listenwithrespect;thenassuretheprospectthatyoursisanexcellentproductorservice,atagoodprice,andthateveryoneelsewhoisusingittodayisveryhappywiththeirdecision.Youhavethenovercomethelast-ditchobjection.
GoStraighttoaClosingQuestion
Afteryouansweranobjection,youcanoftenmoveimmediatelyintoaclosingquestion:
“Bytheway,whichofthesetwodidyouprefer?’
“Wouldyoupreferthatwesendthebillingtoyourhomeortoyourofficeaddress?’
“Wouldyoulikedeliverythisweek,orwouldnextweekbebetter?’
Whateveranswershegivesyoutooneofthesequestions,thesaleismade.Youthenproceedtocompletingthepaperworkandgettinghersignature.
Sometimesthelast-ditchobjectioniscalledasmoke-screenobjection.Don’toverreact.Anddon’ttakeittooseriously.Smileandsay,“Lotsofpeopleask
overreact.Anddon’ttakeittooseriously.Smileandsay,“Lotsofpeopleaskthatquestionwhentheyarebuyingoneofthese.”
TheRemaining-ObjectionsClose
Theremaining-objectionscloseisquiteeffectiveandeasytouse.Letussaythatyouhavemadeyourpresentation,andtheprospectunderstandsyourofferingandclearlywantstoenjoythebenefitsthatyouhavepresented.Butthenhesays,“Idon’tknowifIshouldgetitnoworifIshouldwaitawhile.”
Toelicittheremainingobjectionsthatareholdinghimbackfrombuying,say,“Mr.Prospect,thereseemstobesomequestioninyourmindthat’scausingyoutohesitateaboutgoingaheadrightnow.DoyoumindifIaskwhatitis—isittheprice?’Runthesetwoquestionstogether,askingtwoquestionswithjustonequestionmark.Theprospectnowhastogiveyouananswerandeithersay,“Yes,it’stheprice,”or“No,it’snotthat.”
Whateverhesays,acknowledgehisconcernandsay,“Well,Mr.Prospect,that’sanimportantconsideration.Andinadditiontothat,isthereanyotherreasonthatmightbecausingyoutohesitateaboutgoingaheadrightnow?’
SEEKOUTTHEREALREASON
Inmanycases,theprospectisgoingtobereluctanttotellyoutherealreasonthatheishesitating.Heknowsthatassoonashegivesittoyouandyouansweritproperly,hewillbeoutofobjectionsandhavenochoicebuttobuywhatyouare
offering.
Forthisreason,aprospectwillholdbackthatremainingobjection.Hewon’twanttotellyouwhatitis.Hewillsometimesgiveyouanunimportantobjection,butitisnottherealreasonthatheishesitating.
Nomatterhowtheprospectanswersthisquestion,youaskagain,“Andinadditiontothat,isthereanyotherreasonthatwouldcauseyoutohesitatefromgoingahead?’Youkeepaskinguntilhesays,“No,that’sthelastreason.”Thelastreasonhegivesyouinanswertothisseriesofquestionsistherealorremainingobjection:“I’mnotsurethatwecanaffordit.”Or“I’mnotsurethatyourproductwillactuallydowhatyousayitwill.”
SATISFYTHEFINALOBJECTION
Youthensay,“Mr.Prospect,thatisanimportantquestion.Ifwecouldanswerthattoyourcompletesatisfaction,wouldyoubepreparedtogoaheadwiththis?’Remainsilentandwaitforhimtoanswer.
Whentheprospectfinallysays,“Yes,ifyoucananswerthatforme,I’mreadytomateabuyingdecision,”followupwiththisquestion:“Whatwouldittaketosatisfyyouonthatpoint?’Andthenagain,waitsilentlyforhimtogiveyouthe“closingcondition.”
“closingcondition.”
Atthisstageofthesale,theprospectwillalmostinvariablysay,“Well,ifyoucouldjustdothisorthat,”or“IfIcouldjusttalktosomeoneelsewhohasbeeninthesamesituation,I’dbereadytogoahead.”Younowhavetheclosingcondition,thekeyobjection,theonefactorthatyoumustconvincehimoftogetthesale.Youthengoaheadandshowhimthatyoucananswerthisobjectiontohiscompletesatisfaction,andaskfortheorder.
PRICEOBJECTIONS
Thousandsofcustomershavebeeninterviewedaftertheyhavepurchasedaproductorservice.Duringthesalesdiscussion,theyaskedalotofquestionsaboutthepriceandterms.Butwhentheywereinterviewedlaterandasked,“Whatwastherealreasonthatyoudecidedtobuythisproduct[orservice]ratherthanthatofacompetitor?’theyseldommentionedpriceatall.
Whatwehavefoundisthatcustomersdonotwantthelowestpriceforaproductorserviceunlessitisidenticaltoanotherproductorservice.Whatcustomerswantisafairprice,agoodprice,thebestprice,areasonableprice,acompetitiveprice,butnotthelowestprice.Whyisthis?
Whatwehavefoundisthatcustomersdonotwantthelowestpriceforaproductorserviceunlessitisidenticaltoanotherproductorservice.Whatcustomerswantisa
fairprice,agoodprice,thebestprice,areasonableprice,acompetitiveprice,butnotthelowestprice.
Thereasonisbecauseeverycustomerhastriedtosavemoneybybuyingalower-priceditembutendedupgettingexactlywhathepaidfor.Theproductorservicewascheap,andthecustomerwasdisappointed.Themerchandisebrokedown,orthebuyercouldn’tgetitserviced.Inretrospect,hewishedhehadfocusedmoreonhigherqualitythanlowerprice.
NOONEWANTSTOOVERPAY
Atthesametime,nocustomerwantstoleaveanymoneyonthetable.Noonewantstofindthatshepaidmorethanwasnecessary,ormorethansomeoneelsewhoboughtthesameproductorservice.Weallwanttogetthebestprice,butweknowthatthelowestpriceoftencomeswithmoreproblemsthanwehadanticipated.
Whenyougetalast-ditchobjectionaboutprice,youshouldlooktheprospectintheeyeandassureherthatsheisgettingagooddeal.“Ms.Prospect,thisisanexcellentprice.Youaregettingaverygooddeal.Whenyouconsidereverythingthatweincludeinthispackage,youaregoingtobeveryhappywiththispurchase.”
TheJust-SupposeClose
Youcanalsousethejust-supposeclose.Theprospectsays,“I’msorry,Ilikewhatyou’veshownme,butwe’veusedupourentirebudget.”
Youanswer,“Ms.Prospect,justsupposethatthatwasnotaproblem.Isthereanyotherreasonthatwouldcauseyoutohesitateaboutgoingaheadrightnow?’Whenyouphraseitthisway,theprospecthastosay,“No,that’stheonlyreason,”or“Well,thereisanotherreason.”
Wheneveryousay,“Well,justsupposethat’snotaproblem;supposewecoulddealwiththattoyourcompletesatisfaction;justsupposewecoulddemonstratethattoyouconclusively,”youcanusuallyuncoverthefinalobjectionortheclosingcondition.
“Justsupposewecouldgetthepricedownbyanother$100.”
“JustsupposeIcouldgetapprovalforthisrequestandgetitoutforyoubyFriday.”
“Justsupposewecoulddeliverthisnextweekandholdoffbillingyouuntilyournextbudgetperiod.Wouldthatworkforyou?’
TheSharp-AngleClose
Youusethesharp-angleclosetoturnanobjectionintoareasonforbuying.Sometimesitiscalledthebeartrapcloseortheporcupineclose.Itisveryeffectivewhenthecustomerhasalmostrunoutofobjectionsorbuyingresistance.Theprospectsays,“Ican’taffordthemonthlypayments.”
Youreply,“Ifwecouldspreadthepaymentsoveranextrayearandgetthemdownbelow$400permonth,wouldyoutakeit?’
Theprospectmightsay,“Yourproductwon’tperformtomyspecifications.”
Yourespond,“Ifwecoulddemonstratetoyouthatitwill,andgiveyouaguaranteeonthat,wouldyoutakeit?’
Inotherwords,useyourabilitytosatisfytheobjectionasareasonforbuying.Youcloseontheobjection.
Youcloseontheobjection.
GETTHECOMMITMENTFIRST
Inexperiencedsalespeopleoftenmakethemistakeofhearingthisfinalobjectionandthenofferingtogobacktothecompanytoseeiftheycansolveit.Theprospectsays,“Ilikewhatyou’veshownme,butIwouldneeditbytheendofnextweek,andyourequiresixweeksfordelivery.”
Insteadofsaying,“Letmegetbacktotheofficeandseeifwecan’tdeliveritfaster,”say,“Ifwecouldgetitforyoubynextweek,wouldyoutakeit?’
Withthesharp-angleclose,theprospecthastoeitheragreetobuyyourproductifyoucananswerhisfinalcondition,orgiveyoutherealreasonwhyheishesitatingaboutgoingahead.
“Itcoststoomuch.”Yousay,“Ifwecangetyouprettymuchthesamethingforless,willyoutakeit?’Theprospecthastosay,“Well,ifIcangetprettymuchthesamethingatalowerprice,I’lltakeit.”
TheInstant-ReverseClose
Youcanusetheinstant-reversecloseinavarietyofsituations.Itisafunclosetouseandveryeffective.Youcanuseitonyourchildrenandwithyourspouse.Youcanuseitonbothclientsandprospects.Afriendofminetoldmethathedoubledhisincomeinlessthanoneyearwhenhestartedusingthiscloseafteroneofmyseminars.
Whentheprospectgivesyouanyobjectionatall,especiallyastandard,well-usedobjection,suchas“Wecan’taffordit,”youanswer,“Mrs.Prospect,that’sexactlywhyyoushouldtakeit.”
Thisalwaysgrabstheprospect’sattentionandforceshertosay,“What?Whatdoyoumean?’
THINKOFAGOODANSWER
Thisgivesyouafewsecondstothinkupalogicalanswertothisquestion.
Theprospectsays,“It’stooexpensive.”
Youreply,“Ms.Prospect,that’sexactlywhyyoushouldtakeit.”
Theprospectsays,“Whatdoyoumean?’
Yousay,“Ms.Prospect,youwanttogetthisforthelowestpossibleprice,don’tyou?’
“OfcourseIdo.”
“Andyouwanttogettheverybestqualityatthesametime,don’tyou?’
“Well,yes,”saystheprospect.
“Andyou’reprobablygoingtobuyoneofthesesomedayanyway,aren’tyou?’“Well,yes,probablysomeday.”
“Ms.Prospect,that’sexactlywhyyoushouldtakeittodayatthisprice,becauseyou’llnevergetabettercombinationofproduct,quality,andpriceasrightnow.Whydon’tyoutakeit?’
Whydon’tyoutakeit?’
USEITEVERYWHERE
OneofmyclientswaswithacableTVcompanythatwassellingPayTVfromdoortodoor.Theteamwentoutandtripledtheirsalesusingthissingleclosingtechnique.Thesalespersonwouldknockonthedoorandask,“AreyouinterestedingettingPayTelevision?’Theprospectwouldimmediatelysay,“Nothanks,Ican’taffordit.”
Thesalespersonwouldsay,“That’sexactlywhyyoushouldtakeit,Mr.Prospect,becauseyoucan’taffordit.”
Thedoor,whichwasbeginningtoclose,wouldopenupagain,andtheprospectwouldsay,“Whatdoyoumean?’
Thereasonhehadn’tpurchasedcableorasatellitedishwasthat,uptonow,hehadbeenconvincedthathecouldn’taffordit.Thesalespersonwouldsay,“Mr.Prospect,mayIaskyouaquestion?AreyouevergoingtohavePayTV,withmovies,sports,theater,arts,children’sprograms,andsoon,inyourhomeforyourfamily?’
Theprospectwouldsay,“Well,yes,somedayIwill.”
“Thenthat’sexactlywhyyoushouldtakeittoday,Mr.Prospect.Becauseofthisspecialpromotion,youcangetitcheapertodaythanatanyothertime.Thereisnohookupfee,andyouwon’thavetostartpayinguntilthefirstofnextmonth.Thefactthatyoudon’tfeelthatyoucanafforditisexactlywhyyoushouldtakeittoday."Homeownerssignedupbythehundreds.
TRYITONTHETELEPHONE
Sometimesyoucanusetheinstant-reverseclosewhilephoneprospecting.First,youcallupandaskaquestionaimedattheresultorbenefitofwhatyouareselling.Oryoucanaskaquestionaboutyourproductorserviceandwhatitcandofortheprospect.Theprospectmechanicallyresponds,“I’mnotinterested.”Youquicklyreplybysaying,“Mrs.Prospect,Ididn’tthinkyou’dbeinterested.That’sexactlywhyI’mcallingyou.”
Theprospectsays,“What?!”
Yousay,“Mrs.Prospect,mostpeopleusingourproductwerenotinterestedwhenwefirstcontactedthem.Theoneswhoweretheleastinterestedturnedouttobethemostsatisfiedwithwhatourproductdoesforthem.Whenyousayyouarenotinterested,itcouldmeanthatthisproductisexactlywhatyouarelookingfor.I’dlifetogettogetherwithyouforabouttenminutestoshowyouwhatwehave,andyoucandecideforyourself.Whenwouldbethebesttimeforyou?’
Alwaysoffergeneraltimeperiodsratherthanspecifictimesforanappointment.“WouldyoubeavailablesometimeTuesdaymorningaroundten,orwouldWednesdayafternoonbebetterforyou?’ItismucheasierforaprospecttoagreetoseeyouonTuesdaymorningorsometimeWednesdayifyouseemopenandflexible.
SEMINARSELLING
Amultimillionairefriendofminewhostartedinsalesbeganconductingfreelecturestointroducepeopletohisthree-day,wealth-creationseminar.Inhistalk,hewouldpointoutthatnooneevergotrichworkingforsomeoneelseandthattherewereseveralroutestowealththatapersoncouldfollowifhelearnedandpracticedthem.
Almostconsistently,someoneintheaudiencewouldstandupandsay,“Well,Iwouldliketoattend,butIcan’taffordit.”
Beforelearningthisinstant-reverseclose,hewouldbestumpedbythisresponse.Butbyusingtheinstant-reverseclose,hewouldsay,“Sir,thatisexactlywhyyoushouldattend.”
Bynow,everyoneintheaudiencewasinterestedtohearwhathewasgoingtosay.
Hewouldthenask,“MayIasl^howlonghaveyoubeenworkingsinceyoulefthighschool?’
Theaudiencememberwouldsay,“Tenyears”or“Twentyyears.”
Thespeakerwouldthensay,“Thisseminarcosts$495fortwodays,anditisunconditionallyguaranteed.You’retellingmethatyouhavebeenoutofschoolandworkingforten[ortwenty]years,andyoustillcan’tafford$495?Thatisexactlywhyyoushouldbeg,borrow,orstealtocometothisseminartolearnhowtoimproveyourfinancialconditionsoyouneverhavetostandupandsaythisina
publicaudienceagain.”
IRRESISTIBLELOGIC
Theanswerwassologicalthatitwasalmostirresistible.Everyoneintheaudiencewhowassittingtherethinkingthattheycouldnotaffordtoattendtheseminarsuddenlyrealizedthattheyhadbeenworkingforyearsandtheywerestillbroke.
Iftheydidn’ttakethisseminar,whichwasguaranteedanyway,theymightstillbebroketenyearsfromnow.Attheendofhislecture,peoplelineduptoenrollinhisseminar.
Remember,inusingtheinstant-reverseclose,youdon’thavetohaveagreatfollow-upanswer.Thewholepurposeofsaying,“That’sexactlywhyyoushouldtakeit”istobreaktheprospect’spreoccupation.Itistogethimtowakeupsuddenlyandpaycloseattentiontoyou.
TheChange-PlacesClose
Anothergreatclosethatyoucanusewhenyouhavenotbeenabletouncoverthekeyobjectioniscalledthechange-placesclose.Itisespeciallyeffectivewhentheprospectwillnotgiveyouastraightanswer.
theprospectwillnotgiveyouastraightanswer.
Thisishowitworks.Youhaveestablishedafriendlyrelationship,givenyourpresentation,andtheprospectstillwon’ttellyouwhatheisthinking.Yousay,“Ms.Prospect,let’schangeplacesforjustaminute.Putyourselfinmysituationandimagineyouwereme.Imaginethatyouaretalkingtosomeonewhomyourespect.You’veshownheranexcellentproduct,andyetshewon’tmateadecisiononewayoranother,andshewon’tgiveyouareasonwhy.Whatwouldyoudoorsayifyouwereinmyshoes?’
Veryoften,theprospectwillidentifywithyouandsay,“Iunderstandwhatyou’resaying.Thisismyrealconcern...”Shewillthendivulgetherealreasonsheishesitatingaboutgoingaheadwithyouroffer.
OFFERAPOSSIBLEOBJECTION
Ifshestillwon’tgiveyoutheanswer,thenyousay,“We’rereallytalkingaboutthemoney,aren’twe?’Andthenwaitsilently.
Theprospectwillhavetothensayeither,“Yes,you’reright,”or“No,it’ssomethingelse.”
Whentheprospectsays,“No,it’snotthemoney,”pauseandthenask,“ThenmayIaskwhatitis?’Again,remainsilent.
Eventuallytheprospectwillsay,“Well,thisismyconcern...”
Youthenrespond,“Ms.Prospect,ifwecouldhandlethisconcerntoyourcompletesatisfaction,wouldyoubepreparedtogoaheadrightnow?”
Iftheprospectagrees,youhavemadethesale.
WelcomeObjections
Objectionsareastandardandpredictablepartofanysalesconversation.We’veallhadpreviousexperienceswithproductsandservicesthatweredisappointing.Wedonotwanttohavethoseexperiencesagain.Yourjobistobepatient,polite,andpositive,askinggoodquestionsandlisteningintentlytotheanswers.Ifyouarecourteousandpersistent,eventuallytheprospectwilltellyouwhyhemightbehesitatingandgiveyouanopportunitytoanswerhisquestionandclosethesale.
ActionExercises:
1.Makealistofeveryobjectionthataqualifiedprospectcouldgiveyoufornotbuywhatyouareselling.
2.Clusteryourobjectionsintocategories,nevermorethansix,andthendevelopapowerful,persuasiveanswertoeachone.
3.Useyourcreativitytofindwaystohelpinterestedprospectsbuyyour
3.Useyourcreativitytofindwaystohelpinterestedprospectsbuyyourproducts,inspiteoftheirconcerns.
4.Determinetheonethingthataprospectmustbeconvincedoftogoaheadandbuyyourproductorservice;concentrateonfindingandprovingthathewillgetthiskeybenefit.
5.Treateveryobjectionasarequestformoreinformation,asaneedforgoodreasonstogoaheadwiththesale.
6.Heartheprospectoutcompletelyeachtimeheobjectsorasksaquestion;practiceallyourlisteningskills.
7.Completethesentence:“IcouldselltoeveryoneIspoketoaslongashedidn’tsay..
Perpetualpushingandassuranceputadifficultyoutofcountenance,andmakeaseemingdifficultygiveway.
—JeremyCollier
WINNINGCLOSINGTECHNIQUESIThegreatestthinginthisworldisnotsomuchwhereweare,butinwhichdirectionwearemoving.
—OliverWendellHolmesJr.
SELLINGISNOTEASY.EVERYDAYYOUMUSTBEUPANDabout,prospecting,identifyingneeds,makingpresentations,overcomingobjections,andclosingthesale.Itishard,hardwork
Themorewaysyouknowtoperformthesefunctions,especiallyclosingthesale,thegreatersuccessyouwillenjoyandthemorequicklyyouwillreachtheincomegoalsyouhavesetforyourself.
PreparingtoAskfortheOrder
Beforeyouaskaclosingquestion,besurethattheprospectisready.Askaquestiontoensurethatthecustomerhasnolingeringqueriesorobjections:“Doesthismakesensetoyou,sofar?’
Iftheprospectsays,“Yes,thismakessense,”youcansay,“Wellthen,howsoondoyouneedit?’
Anotherquestionyoucanaskattheendofyoursalespresentationis,“Mr.Prospect,doyouhaveanyquestionsorconcernsthatIhaven’tcovered?’
Thisiscalledanegativeanswerquestion.Whentheprospectsaysno,hemeansyes.Atthispoint,youcanproceedandaskaclosingquestion.
TheAscendingClose
Oneofthebestclosingtechniquesyoucanlearnistheascendingclose,whichissometimescalledthepart-by-partclose,ortheautomaticclose.Thistechniqueinvolvesaseriesofquestions,eachofwhichleadstothenext,withallquestionsrequiringa“yes”answer.
requiringa“yes”answer.
Formanyyears,beforetheInternetcamealong,theencyclopediasalespresentationwasoneofthemostbrilliantascendingclosesalesmethodseverdesigned.Manypeoplewhostartedtheircareerssellingencyclopediaswentontobuildsuccessfulprofessionsandbusinessesinotherfieldswiththismethodandapproachtoselling.
CAREFULLYCRAFTEDQUESTIONS
Accordingtothelegend,agroupofbehavioralpsychologistssatdownforsixweeksandworkedtogethertodevelopthispresentation,wordforword.Theyinvestedmorethan$250,000onthebackgroundresearchandthelabornecessarytoperfectthisprocess.Theencyclopediapresentationconsistedofforty-twoquestions,eachrequiringa“yes”answer.
Thequestionswouldstartfromthemostgeneraltothemostspecific.Eachquestionwouldmorenarrowlyqualifytheprospectintermsofinterestandabilitytobuy.
Forexample,thesalespersonwouldknockonthedoorofthehome,eithercoldcallingorfollowinguponalead,andthefirstthinghewouldsaywas,“Hello,doyoulivehere?’
Itseemslikeasimplequestion,butithelpedthesalespersonimmediatelydeterminewhetherornotheshouldproceedwiththepresentation.Ifthepersonwhoansweredthedoorwasmerelyavisitor,hewouldaskifhecouldspeaktothepersonwhoactuallylivedintheapartmentorhome.
ASKEASYQUESTIONS
Thesecondquestionwouldbe,“Wearedoingasurveyinthisneighborhoodforanationaleducationalorganization;mayIaskyouacoupleofquestions?’
Almostinvariably,theprospectwouldsayyes.Peoplelovetogivetheiropinions.
Thesalespersonwouldthenask,“Doyoubelieveintheimportanceofeducation?’
Theprospectwouldpredictablyansweryesoncemore.Thesalespersonhasnowaskedthree“yes”questions.“Doyoulivehere?Wouldyouansweracoupleof
askedthree“yes”questions.“Doyoulivehere?Wouldyouansweracoupleofquestionsforoursurvey?Doyoubelieveinthevalueofhighereducation?’
“MayIcomein?’Answer:“Yes.”
“MayIsitdown?’Answer:“Yes.”
“Aspartofourpublicrelationsprogram,wewillbeplacingasetofencyclopediasinafewselectedhomesinthisneighborhoodatnocharge.Wouldthisbeofinteresttoyouandyourfamily?’
Again,theprospectwouldansweryes.Everyonelikestheideaofgettingsomethingfree.
Thesalespersonwouldsay,“Wedon’tselltheseencyclopedias.Whatwedoisplacetheminyourlivingroomsothatwhenyourneighborsvisitandseethemandaskwhereyougotthem,youtellthemthatyougotthemfromusandreferthemtous,sothatwecancomebyandshowthemhowtheycangettheseencyclopediasfortheirhomesaswell.Wouldyoudothat?’Andagain,theanswerisyes.
EACHQUESTIONINORDER
Thisascendingclosepresentationmarchedthroughforty-twoquestions,eachofwhichrequiredayesanswerforthesalespersontoproceed.Ifevertheprospect
whichrequiredayesanswerforthesalespersontoproceed.Ifevertheprospectsaidno,thesalesconversationwouldcometoanend.
Bytheendofthepresentation,whichstartedoffwiththeofferofafreesetofencyclopediasasapublicrelationsgesture,theprospectwouldhavepurchaseda$3,000setofencyclopedias,signedupfortheyearbookfortenyears,andreceivedafreeglobe,bookcase,andsetofsportsandchildren’sencyclopedias.Hewouldhavewrittenacheckfora$500deposit,signedaone-yearpaymentplan,andwouldbelookingforwardtoalltheeducationalbooksthathewouldsoonhaveinhishome.
THEPOWEROFYES
Thereasontheascendingclosepresentationissoeffectiveisthatitisbasedonthesuggestivepowerofaffirmativeanswers.
Whenyouaskaseriesofsixormorequestionstowhichtheprospectsaysyes,theprospectwillthereafternodandagreewithalmostanythingyousay.
Ifyoucanasksix“yes”questionsatthebeginningofyourpresentation,itbecomesveryhardforanormalpersontosaynolateron.
Ifyoucanasksix“yes”questionsatthebeginningofyourpresentation,itbecomesveryhardforanormalpersontosaynolateron.Ifyoucanasksixquestionsthatrequirea“yes”answertothebenefitsthatyourproductorserviceoffers,theprospectwilloftenbecompletelyconvincedofthegoodnessandvalueofyouroffer.
REPHRASETHESAMEQUESTION
Youcanoftenaskthesamequestionwithslightlydifferentwords.Forexample:“Mrs.Prospect,wouldyouliketoincreaseyourprofits?’Answer:“Yes.”
“Areyouinterestedincuttingyourcosts?’Answer:“Yes.”
“Wouldyouliketooperateyourbusinessmoreefficiently?’Answer:“Yes.”“Wouldyouliketogetmoredoneinlesstime?’Answer:“Yes.”
“Wouldyoubeinterestedinacost-effectivemethodthatmorethanpaysforitselfovertime?’Answer:“Yes.”
“Wouldyouliketogetstartedwiththisrightaway?’Answer:“Yes.”
OFFERTHESAMEBENEFIT
Whentheprospectsaysyessixtimesinarow,shewillrespondpositivelytoalmostanythingyousay,evenifthequestionsarethesamebenefit,justphraseddifferently:
“Isoneofyourgoalsfinancialindependence?’
“Wouldyouliketoearnthehighestreturnpossiblewithminimumrisk?’
“Wouldyouliketoearnamuchhigherreturnthanyouwouldgetfromasavingsaccountormoneymarketfund?’
“Wouldyouliketoseeaninvestmentthatisthefavoriteinvestmentvehicleforthousandsofsophisticatedinvestorslikeyourself?’
“Ifyoufoundsomethingthatgaveyouallthesebenefits,wouldyouwanttogetstartedwithitrightaway?’
Everytimeyouaskaquestion,theinterestoftheprospectgoesup.Everyyesincreasesthedesireforwhatyouareselling.Everytimeyouaska“yes”question,youarethrowingfuelonthefireandintensifyingtheemotionoftheprospect.
prospect.
CHOOSEYOURWORDSCAREFULLY
Ontheotherhand,everynodecreasesbuyingdesire.Itislikethrowingwateronthefire.Thisiswhyitisimportantthatyoustructureeachquestionsothattheonlyansweryougetfromaqualifiedprospectisaffirmative.Theymustansweryes.
Properlydesignedandpracticed,theascendingcloseisoneofthemostpowerfulwaysofsellingeverdeveloped.Itisusedsuccessfullytosellinvestments,lifeinsurance,professionalservices,educationalproducts,software,computers,hightechofallkinds,andmanyotherthings.Evenvacuumcleanersandhomerepairsaresoldusingtheascendingclosepresentation.
Whenyouaskenough“yes”questions,startingfromthegeneraltotheparticular,movinglogicallyfromonepointtothenext,theprospect’sbuyingdesiremountsandmounts.Finally,atacertainpoint,hewillburstoutwith,“I’lltakeit.Howmuchisit?HowsooncanIgetit?WheredoIsign?’
BUILDINGBUYINGDESIRE
Eachtimeyoudescribeabenefitinasalespresentation,purchasingdesireincreases.Hereisanexample.Imagineafriendwasdescribinganewrestauranttoyou.
“I’dliketotellyouaboutanewrestaurantIwentto.Firstofall,thefoodisfabulous.Theyhaveagreatwinelist,andthepricesareveryreasonable.Thedecorisbeautiful,withclassicalmusicplayingandapianistinthemaindiningroom.Theserviceisincredible.Themanagerisareallyniceguy,andeveryone,includingthewaiters,treatsyouasifyouownedtherestaurant.Thereislotsoffree
parkingrightnexttotherestaurant,andit’snotevencrowdedyet,becausenottoomanypeopleknowaboutit.”
Asyourfrienddescribesallthedesirablefeaturesoftherestaurant,yourdesiretogothereassoonaspossibleincreasesdramatically.Soonyoucanhardlywaittogettoatelephoneandmateareservation.
DESCRIBETHEBENEFITS
Whenyouaredescribingthebenefitsofyourproductorservicetoyourprospect,andyouarepositiveandanimated,eventuallytheprospectreachesthepointwherehesays,“HowsooncanIgetthis?’
Themorelogicalandpreplannedyourascending-closepresentation,thefasterandeasieryouwillbeabletosell.Ittakesalittleworktodesignandperfectsuchapresentation,butonceyouhaveitperfected,itisalmostirresistible.
TheInvitationalClose
Theinvitationalcloseisoneofthemostinfluentialtechniquesusedinmodernselling.Attheendofyoursalespresentation,yousimplyissueadirectinvitationtobuywhatyouhavejustdescribed.
Initssimplestform,youfirstofallask,“DoyoulikewhatIhaveshownyouso
Initssimplestform,youfirstofallask,“DoyoulikewhatIhaveshownyousofar?’
Whentheprospectsays,“Yes,itlooksprettygood,”youimmediatelygointoaninvitationalcloseandask,“Wellthen,whydon’tyougiveitatry?’
Whenyouencourageapersonto“giveitatry,”itsoundslikeaneasydecisiontomate.Prospectswhoarereluctanttobuytheproductareoftenatleastwillingto“giveitatry.”Yourjobistoissuehimaninvitation.
UNCOVERLINGERINGOBJECTIONS
Occasionally,whenyousay,“Whydon’tyougiveitatry?’theprospectwillthinkofareasonthatmightbecausinghertohesitate.Simplyslowdown,answertheobjectionclearly,andask,“Doesthatansweryourquestion?’Thenproceedtoaskhertobuyoncemore.
Ifyouaresellingservices,ask,“Whydon'tyougiveusatry?”Whenyouusethewordusinthisquestion,itimpliesthatyourentireorganizationwillwrapitsarmsaroundthecustomerandworktoensurethatheorsheissatisfied.
Ifyouaresellingservices,ask,“Whydon’tyougiveusatry?’Whenyouuse
thewordusinthisquestion,itimpliesthatyourentireorganizationwillwrapits
thewordusinthisquestion,itimpliesthatyourentireorganizationwillwrapitsarmsaroundthecustomerandworktoensurethatheorsheissatisfied.
Ifyouaresellingatangibleproduct,lifeacarorarefrigerator,youcanusetheinvitationalclosebysaying,“Whydon’tyoutakeit?’or“Whydon’tyoubuyit?’
JUSTASK
Eveniftheprospectissayingthingslike,“I’mnotsure,maybeIshouldwaituntillater,”or“Idon’tknowifIcanaffordit;letmethinkitover,”youcansay,“Yes,Iknowallthat.Butit’sasuperiorproductatagoodprice.Whydon’tyoujusttakeit?’Andthenremainperfectlysilent.Youwillbeamazedathowmanycustomershaveruncompletelyoutofsalesresistancebythistime.Theyarejustwaitingforyoutoinvitethemtomateabuyingdecision.Whenyoudo,theyarealmostrelieved.Theywilloftensay,“Oh,allright,I’lltakeit.”
SEVERALWAYSTOASK
Someofthestandardinvitationalclosingquestionsare:
“Whenwouldyoulikedelivery?’
“Howsoondoyouneedit?’
“Wouldyouliketohavethissenttoyourhomeoryourofficeaddress?’
“Whichcolorwouldyouprefer?’
“Whichsizedoyouprefer?’
“Whenwouldyouliketogetstarted?’
“Doyouneedthisrightaway?’
Ineverycase,whenyouuseaninvitationalclose,theprospectmusteitheragreeandgoalongwithyouwhileyouwrapupthesaleorgiveyouanobjectionthatyouarepreparedtoanswerwithsomethinglike,“Howdoyoumeanexactly?’
Byusingtheinvitationalclose,youkeepcontrolofthesalesconversation.“Areyouinarush,orwouldTuesdaybeallright?’Iftheprospectsays,“Tuesdaywouldbegood,”youhavemadethesale.
wouldbegood,”youhavemadethesale.
DealingwithPriceResistance
Wetalkedbeforeaboutpriceresistance.Everyonehasproblemswithprice.Thesepriceconcernsoftengobacktoearlychildhood,toalltheemotionalissuessurroundingmoneythatyouhavedealtwithallyourlife.Thegoodnewsisthatpriceisseldomthereasonforbuyingornotbuyingaproductorservice.Priceisimportant,butthereisalmostalwayssomethingelsethatismoreimportant.
POINTSTOREMEMBERABOUTPRICE
1.Noonecanaffordit.Noonecaneveraffordthepricethefirsttimeitcomesup.Nomatterwhattheprice,itusuallycoststoomuch,morethantheprospectexpectedtopay.Moreoftenthannot,thisiseitherbecausetheprospecthadnoideagoinginwhatitwouldcostorhehasnotbudgetedforit.
Notlongago,wewerepromotingatwo-day,weekendseminar.Fromthestage,Isaid,“Thisseminarisonlyfour-ninety-fiveperperson.”Manypeoplewentimmediatelytothebackoftheroomorphoneduslaterandsaidtheywantedtogototheseminarthatwasonly$4.95fortheweekend,allinclusive.Insteadof495dollars,theythoughtthatweweretalkingaboutfourdollarsandninety-fivecents.Andeventhen,theyaskedforadiscount.Theyhadnoideahowmuchit
cents.Andeventhen,theyaskedforadiscount.Theyhadnoideahowmuchitcosttoputonatwo-dayseminarinafirst-classhotelorconventioncenter,andasaresult,theywereshockedwhentheyheardtherealprice.Thisisquitecommon.
Thefactisthattheamountofmoneythatanyonehasislimited.Whenyougiveaprice,thisamountrepresentsalloftheotherthingsthattheprospectcouldbuywiththesameamountofmoney.Thisiscalledtheprincipleoftheexcludedalternative.Everychoiceimpliestheexclusionofsomethingelse.Foreverythingyoubuy,thereissomethingelsethatyoucannotbuy.
Eachpersonvaluesthefreedomofchoiceveryhighly.Whenyoubuysomething,yougiveupacertainamountofchoice.Youlimityouroptionsbecauseyoureducetheamountofmoneythatyouhaveavailable.Thisiswhy,whenpricecomesup,nomatterwhatitis,peopleautomaticallysay,“Ican’taffordit.”
Whenyoufirsttellyourprospectwhattheproductisgoingtocost,hewillbesurprised.Thisiswhyyoumustspendagooddealoftimebuildingthevalueofyourproductorservicebeforeyouevermentionpriceforthefirsttime.
2.Willingnessandabilityaredifferent.Willingnesstopayandabilitytopayaretwodifferentthings.NooneiseverwillingtopayanypricethatyouaskNooneeverwantstopartwithhermoneyandtherebycutoffheroptions.
Butwhetheronecanaffordtopayisatotallydifferentissue.Mostpeoplecanbuyaproductorserviceiftheywantitbadlyenough.Yourgoalistoincreasethewillingnesstopaybybuildingbuyingdesire.Repeatingandemphasizingthebenefitsthatyourprospectwillenjoyfromyourproductorservicewillaccomplishthisgoal.Themoretheprospectwantswhatyouareselling,thelesssensitiveshewillbetotheprice.
Convincetheprospectthatthevalueofyourproductisfargreaterthanthecost.Shemustbefullypersuadedthattheadvantagesshewillreceivearevastlygreaterthanthemoneyyouareasking.
Putoffthediscussionofpricewheneveryoucanpossiblyavoidit.Instead,talkaboutbenefits.Whenyoucometothepricelater,itwillnotseemashigh.
3.PriceoutofplaceMilsthesale.Thatisafundamentalruleinselling.Ifyoubringuptheissueofpricebeforetheprospecthasdecidedthathewantstoownandenjoyyourproductorservice,hewillloseinterest,andtheconversationwill
andenjoyyourproductorservice,hewillloseinterest,andtheconversationwillbe
over.
Oftentheprospectwillaskatthebeginningofasalesconversation,“Howmuchisit?’Atthisstage,hehasnoearthlyideawhatyouareevenselling.Hehasnounderstandingofthefeaturesandbenefitsyouofferorhowmuchbetteroffhewouldbebyowningwhatyousell.Ifyougivethepricebeforetheprospectknowsthesethings,hewillhavenothingtorelateitto.Thepricewillthenbecomethemostimportantissueintheconversation,andhewillpredictablystate,“That’stoomuch;Ican’taffordit.”
LOSINGTHESALE
Whentheprospectsays,“Justtellmetheprice,andIwilltellyouifIaminterested,”heisattemptingtospeeduptheinformationprocessandshortentheconversation.Ifyouanswerthisquestionnow,youwillkillthesale.
Hehasnovaluetocompareyourpriceagainst,nocluewhathegetsforthemoney.Whenyouputthepriceoutinfrontoftheprospect,allalone,beforeyouhavepresentedvaluesorbenefitstooffsetit,theprospecthasnochoicebuttosaythatitcoststoomuch.
SIDESTEPTHEPRICEQUESTION
WhenIwastelephoneprospecting,IfoundthatthereisanexpressionthatiscommontovirtuallyallbuyersinAmerica.Itisthewordshowmuchisit,compressedintoasinglephrase:“Howmuchisit?”
WhenIwasstartingout,Ioftengavethepricejusttogettheprospecttolistentome.ButassureasIdid,Iwouldhear,“I’mnotinterested.”Slam!Andshewouldhanguponme.
IsoonlearnedthatifIgavethepricebeforeIhadachancetogiveapresentation,Iwouldnotevengettofirstbase.Ithereforedevelopedanalternativewayofhandlingthisquestiononthephone.
“Howmuchisit?’saysthepredictableprospect.
“Ms.Prospect,that’sthebestpart!”Iwouldreplycheerily.“Ifitisnotjustrightforyou,there’snocharge.”
“Whatdoyoumean?’(Again,aspredicted.)
Iwouldthensay,“Ms.Prospect,whatI’mcallingyouabout,ifit’snotexactlyrightforyou,youarenotgoingtotakeit,areyou?’
Theprospectwouldsay,“No,I’mnot.”
“Wellthen,Ms.Prospect,ifyoudon’ttakeit,thenthere’snocharge.”
Thiswouldalwaystriggerthewords,“Oh.Wellthen,whatisit?’
“That’swhatI’dliketotalktoyouabout.Ijustneedtenminutesofyourtime;IhavesomethingIhavetoshowyou.”Iwouldthengoontoarrangeaten-minute,
face-to-faceappointmentwiththeprospect.
THECOMMONDENOMINATOR
Thereisareasonthatpeopleaskforthepriceattheverybeginning.Itisbecausemoneyisthecommondenominatorinoursociety.Themonetaryunit,whetheritbethedollar,theeuro,orthefranc,isstandardacrossalltransactions.Werelatetoproductsandservicesbyfindingouthowmuchtheycost.Thecosttellsuswheretheproductorserviceexistsinouruniverse.Weaskthepricesothatwecanfitaparticularproductorserviceintoourworldofexperience.
Whydoyouthinkpeopletalkabouttheweather?Itisbecauseeveryonecanrelatetotheweather.Itisanothercommondenominatorinoursociety.Itaffectseverybodyinthesameway.Askingthepriceofanythingisjustlikecommentingontheweather.Butyoumustavoidthequestionifitarisestooearlyinthesalesconversation.
THEREASONFORPRICERESISTANCE
Priceresistanceishowaprospecttellsyouthatyouhavenotgivenhimenoughevidencethatthebenefitsoutweightheprice.Forthisreason,neverargueaboutprice.Neversaythatyourpriceis“good”or“reasonable”or“fair,”oranythingelse.Whatevertheprospectsaysaboutyourprice,agree.Thengoontosay
else.Whatevertheprospectsaysaboutyourprice,agree.Thengoontosaysomethinglike,“Mr.Prospect,thisproductisdefinitelynotcheap.However,therearegoodreasonsforwhyitcostswhatitdoes.Letmeexplaintoyouwhywechargewhatwedo.”Or“Therearegoodreasonswhythousandsofpeoplelikeyouhaveexaminedthisproductcarefully,compareditwithourcompetitors,anddecidedtopaymoreforit,evenwhentheyknewtheycouldgetsomethingsimilarforless.Wouldyouliketoknowwhattheyare?’
BEPROUDOFYOURPRICES
Ifyouchargeahighprice,beproudofit.Iftheprospectsays,“That’ssureexpensive!”yousay,“Yes,Mr.Prospect.Infact,wearethehighest-pricesupplierofthisproductinthismarket.Andwearesellingmoreofthistodaythaneverbefore.Wouldyouliketoknowwhysomanypeoplearebuyingourproductsandusingourserviceseventhoughwechargemore?’Youwillusuallygetayestothis,andachancetoexplainwhyyourproductorserviceisasgoodasitis.
DIMINISHINGPRICERESISTANCE
Hereisacommonexperience.Awomangoesintoaswankyretailstoreorboutique,looksatadress,andseesthatthepricetagis$800.Shesays,“My,
boutique,looksatadress,andseesthatthepricetagis$800.Shesays,“My,that’salotofmoney.”
Thesalesassociateagreesandsays,“Yes,thisisanexpensivedress.It’saSt.John’sKnit.Thereisagoodreasonwhytheychargesomuchforthis.Firstofall,itismadefromthefinestmaterials,handstitched,withbeautifulbuttons,collars,andlining.Whenyouwearit,youfeelasifyouareoneofthemostexpensivelydressedwomeninAmerica.Itholdsitsvalue.Itistimelessintermsoftailoring.Youcanwearityearafteryear,anditalwayslooksgreat.Thisiswhyitcosts$800.”
Whenapotentialbuyerlearnsallthereasonsthataparticularproductisasexpensiveasitis,herpriceresistancedeclinesasherbuyingdesireincreases.That’swhycountlesshundredsofmillionsofdollarsofhigh-fashionclothesaresoldeveryyear.Itisbecauseofthefocusonvalueratherthanprice.
Ifyouchargeahighprice,beproudofit.
Alwaysjustifythepricewithsoundreasons.Explaincarefullywhyitcostsasmuchasitdoes.Neverdiscusspricewithoutmentioningthevalueandbenefitsofyourofferingatthesametime.
PUTOFFPRICEUNTILLATERLetmereemphasize:donotbringuppriceatthebeginningofyourtalk,underanyconditions.
Whenaprospectsays,“Well,thatlooksveryinteresting;howmuchisit?’youreply,“Goodquestion.CanIcomebacktothatinaminute?’or“Thepriceisthe
best
part.I’mgoingtocometoitinjustaminute,andyou’regoingtobeverypleasedwhenyouhearit.ButbeforeIdo,
mayIaskyouacoupleofquestions?’Thengoontoaskquestionsandtakecontrolofthesalesconversation.
CHOOSEYOURTIMINGInmysalespresentations,IalwayshaveaspecificpointatwhichIexplainpriceforthefirsttime.Bythatpointintheconversation,thecustomerfullyunderstandswhatIamsellingandwhyitisthebestchoiceforhim,rightnow.OnlythendoIsay,“I’llbetyouwouldliketoknowhowmuchthisisgoingtocost.”
Youmustincreaseherbuyingdesirebyemphasizingresultsandbenefits.Youdonotincreasebuyingdesirebyarguingabouttheprice
Butpricedoesnotcomeupuntilthatpoint.Idon’tmentionituntilIdecidethatitisappropriatetobringitup.Ifthepricequestioncomesupearlier,Iputitoff.
Toreducepricesensitivity,continuallyfocusyourpresentationonthevaluereceivedratherthanonthemoneycharged.Talkaboutwhattheproductdoesforthecustomerinsteadofitscost.
TheSandwichClose
Whenthetimehasfinallycometoaddressthequestionofprice,don’tsimplytellaprospectacertainnumberofdollars.Insteadyouusewhatiscalledasandwichclose.
Withthisclose,yousandwichthepricebetweentwodescriptionsofthevalueandbenefitsthecustomerwillenjoywiththisproduct.Forexample,“Thismachine,includingthesebenefitsandfeatures,plustheseattachments,asupplyofbasicmaterialsandfuel,andaninety-daywarranty,willcostyouXnumberofdollarspermonthonceitisinoperation.Notonlythat,weprovidecompletetrainingandcustomersupportforyouuntilwearesurethatyouaregettingmaximumvaluefromthisproduct.”
Inthiscase,youaresandwichingthepriceinbetweentwodescriptionsofcustomerbenefits.Thisdescriptionsofbenefitskeepsthecustomerfocusedonthevalueshereceivesratherthanitscost.
Hereisanimportantruleinselling:increasedbuyingdesirereducespricesensitivity.Themoretheprospectwantswhatyouareselling,thelessconcernedshewillbeabouttheprice.Youmustincreaseherbuyingdesirebyemphasizingresultsandbenefits.Youdonotincreasebuyingdesirebyarguingabouttheprice.
CompareYourPriceswithThoseofYourCompetitors
Youcanminimizepriceresistancebycomparingthepricewithmoreexpensivearticles.Whenaprospectsays,“Itcoststoomuch,”youcananswerwith,“Comparedwithwhat,Mr.Prospect?’Oftenhehasnoideawhatheistalkingabout.Heknowsnothingofyourproduct,orofproductssimilartoyours.Hemayhaveneverboughtoneofyourproducts,orhasnotboughtoneforseveralyears.Hedoesn’trealizethatpricesmayhavegoneupsubstantiallysincehislastpurchase.
Whenyouask,“Comparedwithwhat?’theprospectcouldsay,“Well,comparedwithABC’sproduct,yoursseemsexpensive.”
Youreply,“Asithappens,ABC’sproduct,whichissimilartooursbutlackingcertainfeaturesandbenefits,costs$275morethanoursdoes.Asamatteroffact,here’stheirrecentpricesheet.”Showtheprospectwrittenpricecomparisons.Logicdoesmakesales.Givetheprospecttheevidencethatheneedstofeelconfidentin
proceedingwithyouroffer.
COMPAREAPPLESTOAPPLESItkessentialthatyoufindoutwhatprospectsarecomparingyouwith.Forinstance,ifyousay,“ThisMercedescosts$105,000,”andtheysay,“Wow!That’salot,”youthenasl^“Comparedwithwhat?’IftheyarecomparingyourMercedestoaHonda,yes,yourMercedescostsalotmore.ButthereareverydistinctreasonsaMercedesismoreexpensivethanaHonda.“Wouldyouliketoknowwhattheyare?’
Alwayscompareapplestoapplesandorangestooranges.Findoutwhatyourcompetitorsarechargingforwhatyousell,andthereasonsforanypricedifferential.
Whenaprospectsays,“Thatseemsawfullyexpensive,”youcansay,“Mr.Prospect,hereareourmajorcompetitors.Thesearetheproductstheyoffer,andthisiswhattheyareaskingforthem.Youcanseethat,incomparisonwiththeseothersuppliers,ourproductsareveryfairlypriced.”
StretchItovertheLifeoftheProduct
Youcanreducepriceresistancebystretchingthepriceoverthelifeoftheproduct.Iftheprospectfeelsthatyourpricetagistoohigh,youcanpointoutthatitcosts$300morethanthecompetitiveoffering,butyourmachinehasafive-yearlife.
“Eventhoughyoupay$300more,”youcanreason,“itworksouttoabout$60peryear,whichisabout$2amonthmoreforalloftheadditionalquality,features,benefits,andaccessoriesthatarebuiltintoourproduct.Isitworth$2more,orsixcentsaday,foryoutohavethebestproductofitskindonthemarket?’
BusinessIsBad
Sometimespeoplesay,“Businessisbad.”Eveninboomtimes,folkscomplainthatbusinessisnotasgoodastheyexpectedandthattheydon’thaveenoughcash.Thereasonforthisisthatduringtheslowtimesinbusiness,peoplebecomeaccustomedtocomplainingabouthowbadbusinessis.Whenbusinessisbooming,theyretainthehabitandcontinuetocomplain,eventhoughtheir
booming,theyretainthehabitandcontinuetocomplain,eventhoughtheircomplaintsarenolongervalid.
Whenaprospectsaysthatshecannotbuyatthistimebecausebusinessisbad,itsimplymeansthatyouhaven’tgivenherenoughreasonstobuy.Youhavenotarousedenoughbuyingdesire.Keepfocusingontheresultsandbenefitsofyourproduct,ofwhatitdoesforyourprospect,andhowitimprovesherlifeandwork.
Intensifiedbuyingdesirereducespricesensitivity.
OfferAlternatives
Sometimesprospectswillsaytheyare“shortofcash.”Inresponseyoucanask,“Whatifwecouldofferyouterms,andyoucouldpayifoffoveranextendedperiodoftime?’Ortrythese:
“Whatifwecouldtakeyourexistingproductasatradesothatyouneednocashtobeginusingournewproduct?’
“Whatifwecoulddelaypaymentsuntilyournextbudgetperiod?’
“Whatifwecouldextendpaymentsoverafive-yearperiodratherthanathree-yearperiod,therebyloweringthemonthlypayments?’
Whentheprospectbrightensupandbecomesinterestedinyourcounteroffers,itmeansthatheiscapableofbuying;heisjustlookingforawaytomakeitworkThisiswhereyouuseyourcreativityatitshighestlevel.
BuyingaMercedes
Someyearsago,IsawasuccessfulbusinessmanmyagedrivingasilvergreyMercedesBenz450SELfour-doorsedan,withblueleatherupholstery.Fromthatmomenton,allIcouldthinkaboutwasowningsuchabeautifulcar.
OnedayIwascallingonacardealership.Inthemiddleoftheconversation,thegeneralmanagersaidtome,“Ihavetheperfectcarforyou.Comeoverhereandlookoutthewindow.”Justbelowthesecond-storywindowwasasilvergreyMercedes450SELsedan.Itwasmydreamcarineveryrespect.Butmyfirstreactionwastypicalofmostbuyers.“Sorry,I’mnotinthemarket.Ican’taffordit.Itcoststoomuch.Itlooksgreat,butit’snotforme.”
FINDAWAYTOMAKEITWORK
Butthegeneralmanagerhadcuthisteethincarsales.Hewasaconsummateprofessional.Hesaid,“Youmayberight.Itmaybethewrongcarforyouatthistime.Butwhatifwecouldtakeyourexistingcarasatrade-insothattherewouldbenocashoutofyourpocketatalltodriveawayinthatcar?’
Myheartleapedinmythroat.“Well,”Isaid,“Icouldn’taffordit.”
Hethensaid,“Brian,whatifwecouldfinancethewholepurchaseforyou?’
Whenhecalculatedthemonthlypayments,Ireplied,“Ican’taffordthatmucheachmonth.”
Hereplied,“BecausethisisaMercedes,wecanstretchthemonthlypaymentsoverfiveyearsratherthanthree.Couldyouaffordthat?’
Ineverhadachance.Theytookmycarintradeforthefulldownpayment.
Theyfinancedthebalanceofthecostthroughoneoftheirownbanksandspreadthepaymentsoverfiveyears.BecauseIboughtitthroughmycompany,Iwasabletowriteofftheinterestanddepreciation.MycostoutofpocketfortheMercedescameouttoonly$125permonth.ItwasoneofthemostbeautifulcarsIeverowned.
Mypointisthatthereisalwaysawaytomakeadealworkiftheprospectwantstheproductbadlyenough.Youhavetobecreative.Onceyourprospecthasexpressedanintenseinteresttoownandenjoywhatyouareselling,findwaystomakeitworkforhim.
DealingwithBudgetLimitations
Prospectsoftenresistbuyingbecauseof“budgetlimitations.”Theprospectsays,“Wedon’thaveitinthebudget.Ourbudgetisallusedup.”
Youcancounterwith,“Hereisasolution.Wewillsellyoutheproductnow,butwewon’tsendyouthebilluntilyournextbudgetperiod.Howdoesthatsound?’
Ifthecustomerreallywantsit,she’llalmostwithoutfailagree.Asanalternative,youcantakesomethingelseintrade,oraminimaldownpayment,orofferacheaperproductthatdoesthesamething,oreventrytogetthecustomer’sbudgetexpandedtoincludeyourproductatthistime.Findaway.
YouGetWhatYouPayFor
Fromtimetotime,whenthepriceisabovethecustomer’sexpectations,hewillsay,“That’smorethanweexpectedtopay.Can’tIgetitforless?’
Hereishowyourespond.First,youasl^“Mr.Prospect,didyouevergetsomethingfornothing?’
Hewilladmitthatheneverreallygotsomethingfornothing.
Youthenask,“Mr.Prospect,didyouevergetanythingcheapthatturnedouttobeanygood?’
Again,afterafewseconds,hewillconcedethathenevergotanythingcheapthatturnedouttobeofanyvalue.
Finally,youasl^“Mr.Prospect,isn’tittruethatyoualwaysgetprettymuchwhatyoupayfor?’
Neverforgetthat,intheeyesofacustomer,salespersons’assertionsarenotproofJustbecauseyousaysomethingistruedoesnotmeanthatitistrueinthemindoftheprospect.
Whenheagreesthatthisistrue,youcanthensay,“Mr.Prospect,thisisagreatprice,andthisisaverycompetitivemarket.Wearesellingthisproductforthe
lowestpossiblepricewecanandstillstayinbusiness.Ifyouwantagreat-qualityproductthatisgoingtolastalongtimeanddothejobforyou,sometimesyouhavetoflexyourbudgetsomewhereelsetogetthemoneyyouneed.Isn’tthattrue?’
Salespersons’AssertionsAreNotProof
Neverforgetthat,intheeyesofacustomer,salespersons’assertionsarenotproof.Justbecauseyousaysomethingistruedoesnotmeanthatitistrueinthemindoftheprospect.Youknowthatyouwouldneverlie,butnobodyelseknowsthat.Customersareaccustomedtobelievingthatyouwillputtheverybestlightonyourproductandthatyouwillevenexaggeratethebenefitsofyourproductifthat’swhatittakestogetthesale.
Whenyousaytoacustomer,“Thisisverycompetitivelypriced,”itdoesn’tmeanathing.Butwhenyoupresentapricecomparisonfromarecentnewspaperormagazineorapricelistfromyourmajorcompetitor,thisisacceptedasvalidevidence.
Whenyousay,“You’llbeveryhappywiththisproduct,”theprospectmaysay,“Yes,I’msureIwould.”Butshewillbeskeptical.However,ifyoucanbackupyourstatementwithatestimonialletterfromoneofyourhappycustomers,thatletterisconsideredconclusiveproof.
LowestCommonDenominator
Youcanreducepriceresistancebybreakingthepricedowntoitslowestcommondenominator.ComparethepriceofyourproductwithaCoca-Colaorcupofcoffee.SomepeoplecomparetheirproductstoabottleofwineoracaseofbeerperweekSomecompareitwithadinneroutonenightpermonth.Compareyourpricetosomethingthatyourprospectconsumesonaregularbasis.
TheUltimatumClose
Asourceofgreatfrustrationinsellingiswhenprospectsprocrastinateonthebuyingdecision.Youwillcontinuallydealwithcustomerswhodragtheirfeet.Theywon’tsayyes,andtheywon’tsayno.Theyare“thinkingaboutit.”They
Theywon’tsayyes,andtheywon’tsayno.Theyare“thinkingaboutit.”Theyaretalkingitoverwithsomeone.Theyarereviewingitwiththeiraccountant,andsoon.
Thiscanbecomearealproblem.Youhavenowinvestedmanyhoursincallingonthisprospect,andcallingbackYoudon’twanttoloseyourentireinvestment,butyouarenotmakingthesaleandyouarenotearninganycommissions.Whatdoyoudo?
Inthiscase,youcanusetheultimatumclose.Sometimesitiscalledtheendoj
thetrailcloseorthesuddendeathclose.Itenablesyoutotakecontroloftheprocessandresolvethesale,onewayortheother.
FISHORCUTBAIT
Here’showitworks.First,filloutthesalescontract,exactlythewayyouhavediscusseditinthepast.Thencalltheprospectandtellhimthatyouneedtoseehimaboutsomethingthathascomeup.Youhavebeentheresomanytimesthathewillalmostwithoutadoubtagreetoseeyou.
Whenyousitdownwiththeprospect,lookhimintheeyeandsaythesewords:“Mr.Prospect,Ihavegiventhisalotofthought,andeitherthisisagoodideaforyou,orit’snot.Butonewayoranother,let’smakeadecisionrightnow.Whatdoyousay?
doyousay?
“I’vefilledoutthiscontractexactlythewaywe’vediscussedit,andifyou’lljustauthorizeit,wecangetstartedonitrightaway.”
Youtakethecompletedsalescontract,putatickmarkbythesignatureline,putyourpenontopofthecontract,andpushitovertotheprospect.Thenremainperfectlysilentandwait.
Accordingtostudiesontheuseofthisclosingtechnique,59percentofprospectswilllookatyourcontract,lookbackatyou,lookbackatthecontract,andeventuallysignit.Thesalewillbemade.Theother41percentofprospectswillgothroughthesameprocessandthenpushitawayanddecidenottobuy.Butineithercase,youwillnowbefreetogetonwiththerestofyoursalescareer.
BridgetheGap
Sometimesthebestanswerwhenaprospectsays,“ThatismorethanIexpectedtopay,”is,“Mr.Prospect,howfarapartarewe?”
Oryoucanask,“Mr.Prospect,whatdowehavetodotomakeadealtoday?Youtellmetheverymostyoucanaffordtopay,andIwilltellyou,onewayoranother,whetherornotwecanmatethiswork.”
Inmanycases,youarenotfarapart.Thesalecouldbejustwithinyourreach.Butyoumustknowthenumberthatisgoingaroundinthecustomer’smind.Often,customerscannotemotionallypayanymorethanthenumberthattheyhavesettledon.Youmustfindoutwhatitis.
ASMALLDIFFERENCE
Oneofmystudentswasalandscapearchitect.Hewasinvitedtosubmitaproposaltoahomebuildertodothelandscapingforanewhome.Thecontractortoldhimthathewantedtheverylowestpricepossible.Thelandscapearchitect
reallywantedthework,sohesatdownandputtogetheraverytightproposal.Hecompliedwithallthespecificationsofthecontractorandputinhisbidfor$7,025.
Thecontractorbecameveryemotional.Heblewupandsaid,“Absolutelynot!It’stoomuch.It’sfarbeyondwhatIexpectedtopay.”Herejectedtheproposalandslammeddownthephone.
Mystudentaskedformyadvice.Itoldhimtogotothephone,callthecontractor,andask,“Howfarapartarewe?’
Atthebreakintheseminar,hewentanddidthis.Hecamebackwithabigsmileonhisface.Thecontractorhadbudgetedexactly$7,000forthisjob.Mystudentwasonly$25outoftheballparkHequicklyadjustedthesizeofacoupleoftheplantsinhisproposal,rewrotethebid,andgotthecontractthenextday.
HowImportantIsPrice?
We’vealreadymentionedthecustomer’sattempttoshortenthesalesconversation.Hesays,“Justtellmehowmuchitcosts,andI’lltellyouifI’minterested.”
Here’sagoodresponse:“Mr.Prospect,ispriceyouronlyconcern?Areyougoingtomakeabuyingdecisiononsomethingasimportantasthissolelyonthe
goingtomakeabuyingdecisiononsomethingasimportantasthissolelyonthebasisofthecheapestprice?’
Whenyouputitlikethis,almostallprospectswillanswerno.
Youcontinuewith,“Iknowpriceisimportanttoyou,butsoarequality,guarantees,warranties,delivery,andfollow-upservice.Wemaynotbeabletogiveyouthelowestprice,butwecangiveyoutheverybestdealonthemarkettoday,ofwhichpriceisonlyapart.Howdoesthatsoundtoyou?’
Yourwillingnessandabilitytoaskforthereasonsbehindcustomerhesitationwillopeneverydoorforyou.Yourreadinesstoaskforthesalewheneveryouseeanopportunitywillmoveyouintothetop10percentinyourfield.Theartsofansweringobjectionsandclosingsalesareessentialsellingskillsthatyoucanlearnandperfectwithtimeandpractice.
ActionExercises:
1.Matealistofallthevariationsyougetonpriceobjections;designananswerforeachonesothatyouarereadywhenitcomesup.
2.Stretchthepriceofwhatyouselloverthelifeoftheproductorservice;whatdoesitcostperday,andwhatelsecoststhesameamount?
3.Selectaprospectyouhaveseenseveraltimeswhowillnotgiveyouayesornoanswer;gobacktohimorherandtryouttheultimatumclose.
4.Determinethekeybenefitsthatyourcustomergetswhenhebuysyourproduct,andthenthinkofwaystoemphasizethemwheneverprice
resistanceoccurs.
5.Designanascendingclosepresentationforwhatyousell;writeoutaseriesof“yes”questionsthatyoucanask,movingfromthegeneraltotheparticular.
6.Bepreparedtobackupeverythingyousaytoarousedesireandanswerobjections;refusetorelyonpositiveassertionsthattheprospectmaydiscount.
7.Useyourcreativitytofindwaysaroundobjectionsthatblockthesale;thereisalmostalwaysasolution.
Patienceandperseverancehaveamagicaleffectbeforewhichdifficultiesdisappearandobstaclesvanish.
—JohnQuincyAdams
WINNINGCLOSINGTECHNIQUESIITheoperativeassumptionisthatsomeone,somewhere,hasabetteridea;andtheoperativecompulsionistofindoutwhohasthatbetteridea,learnit,andputitintoactionfast.
—JackWelch
INGOLFTHEREISASAYING:“YOUDRIVEFORSHOW,BUTyouputtfordough.”
Inselling,youmustprospect,identifyneeds,presentsolutions,andanswerobjections.Thisisthe“drive”partofselling.Butitisonlywhenyoucanstepuptotheplate,askfortheorder,andclosethesalethatyouactuallymakethe“dough.”
Throughoutsaleshistory,merchantshaveusedavarietyofwaystohelpacustomermakeabuyingdecision.Theclosingtechniquesthatwehavediscusseduptonow,andthosetocome,aresomeofthesimplest,mostpopular,andmostpowerfulclosingtechniqueseverdeveloped.Itisuptoyoutothinkthemthroughanddeterminehowyoucanuseeachonetosellmoreofyourproductsorservices.
Justasagreatcookhasmasteredalargevarietyofrecipesfordifferentdishes,itisessentialthatyoumasteravarietyofclosingtechniques.Youshouldbeabletoaskfortheorderatleasttendifferentways,dependinguponthetypeofpersonyouaresellingtoandthekindofobjectionsyoureceive.
TheSecondaryClose
Thesecondaryclose,whichisbotheasytouseandwe11-liked,involvesyourclosingonaminorpointinthesalespresentation.Iftheprospectagreestotheminorpoint,hehas,byextension,decidedtobuytheentireoffer.
Forexample,ifapersonisconsideringbuyingacar,arefrigerator,astove,orsomeotherconsumerdurable,useasecondaryclosebyasking,“Wouldyou
someotherconsumerdurable,useasecondaryclosebyasking,“Wouldyoupreferthisinblueorgreen?’
Thecolorisasecondaryissue.Thepurchaseisthemajorissue.Iftheprospectsaysthathewouldpreferitinblue,hehasdecidedtobuytheentireproduct.
ASKABOUTDELIVERY
Anotherwaytousethesecondarycloseistoasl^“Wouldyoulikethisdelivered,orwouldyourathertakeitwithyoutoday?’
Howtheprospecttalesdeliveryisthesecondaryissue.Butbysayingthathewantstotakeitwithhimtoday,hehasmadethedecisiontobuy.
Thesecondarycloseisnotaformofmanipulation.Professionalsalespeopledonotusetricks,games,ormanipulationinthesalesprocess.Thesecondaryclosemerelyhelpsthecustomerthroughthemomentofindecisionandstressthatalwaysaccompaniesabuyingdecision.Bygettingtheprospectfocusedonasecondaryissue,youmakeiteasierfortheprospecttomakeabuyingdecision.Thisisbeneficialtobothofyou.
OFFERACHOICE
Iftheprospectisthinkingofbuyingacarandcannotmateuphismind,youcouldask,“Bytheway,wouldyouwantthiswiththefactorytires,orwouldyoupreferMichelinradials?’
Iftheprospectsays,“Iwouldwanttheradialtires,”shehascometoadecision.
Youthensay,“Wellthen,let’sgetthiswrittenupandgetthetiresinstalledsothatyoucandriveitaway.”
Oncethepressureofthebuyingdecisionhaspassed,whichisachievedbyfocusingtheprospectonthesecondaryissue,yousimplygoontowriteupthedetails.
TheAlternativeClose
Thealternativecloseisalsohelpfulinovercomingthestressofmakingabuyingdecision.Youcanuseitinavarietyofways.Itinvolvesgivingacustomerachoicebetweensomethingandsomethingelse,ratherthanachoicebetweensomethingandnothing.
somethingandnothing.
Customerstodayarehighlyindividualistic.Theyprefertohavechoicesratherthanultimatums.Insteadofofferingoneproductandasking,“Wouldyouliketobuythis?’offeranalternativewayofbuyingthesameproduct.
“Wouldyouprefertheredoneortheblueone?’
“Wouldyourathertakethelargeorthemediumsize?’
“Wouldyoulikethedeluxeortheregular?’
Whichevertheprospectchooses,hehasmadeabuyingdecision.
OFFERPAYMENTORDELIVERYCHOICES
Ifyourproductonlyoffersasinglechoice,presentanalternativemethodof
paymentordelivery.Ifyouaresellingarefrigerator,andtherefrigeratoronlycomesinwhite,say,“Doyouneedthisdeliveredthisweek,orcouldwedeliverittoyounextweek?”Thatwaythecustomerisstillbeingofferedachoice.
Ifyouaresellinganintangible,suchasalifeinsurancepolicy,youcouldask,“Wouldyouwantthiscorrespondencesenttoyourhomeaddressortoyouroffice?’
office?’
Whicheverthecustomerchooses,thesaleisclosed.
TheAssumptionClose
Theassumptioncloseisapowerfulwaytomaintaincontrolofthesalesprocess.Beginbyaskingaconfirmingquestion,suchas,“Doesthismatesensetoyousofar?’
Iftheprospectsays,“Yes,thatsoundsprettygood,”youthenassumethattheprospecthassaidyestothesale.Thisisveryimportant.Youmustactasifhehasjustsaid,“I’lltakeit.Whatisthenextstep?’
“Wellthen,thenextstepisthis...”Goontodescribetheplanofaction,whathappensnow.Tateoutyourpurchaseorder,contract,oragreement,andbeginfillingitout.“IwillneedyourOKonthisform.Wewillneedacheckfor$1,250,andwewillhavethisouttoyoubynextWednesday.Howdoesthatsound?’TheprospectwillalmostalwaysagreewithyouasyouwriteupthepaperworkWrapupthetransactionquickly.
KEEPCONTROLOFTHESALE
Thepoweroftheassumptioncloseisthatitenablesyoutokeepcontrolofthetransaction.Onceyou’vesaid,“Thenthenextstepisthis,”andhavedescribedtheplanofaction,theprospecthastoeithergoalongwithyouorgiveyouanotherobjection,whichyouarequitepreparedtoanswer.
Thisisoftencalledsellingpastthesale.Insteadofdiscussingthepurchaseanyfurther,youbegintalkingaboutownershipandenjoyment.Youdirecttheprospect’sattentiontowardtakingpossessionoftheproductandwhatwillhappenatthattime.Theprospect’sfocusistakenawayfromsayingyesornoandisfocusedonpaymentanddelivery.
SELLPASTTHESALE
Onewaytosellpastthesaleisbyasking,“Wouldyoulikethisgiftwrapped?’Orask,“Wouldyouliketopayforthiswithcashoracreditcard?’Eitherquestiongivestheprospectachancetosayyestooneofyourproposedchoicesandallowsyoutoclosethesalesmoothly.
ASKFORTHEDATEORADDRESS
Asimplewaytousetheassumptioncloseattheendofapresentationisbypullingoutyourpen,glancingbrieflyattheprospect,andasking,“Whatisyourcorrectmailingaddress?”Thenposeoverthesalescontract,preparedtowriteitdown.
Youwillnoticeinamovieorastageplaythattheconclusionisverycarefullyplanned.Itisnotlefttochance.Itdoesnotsimply“happen”towardtheendoftheshow.Itisdeliberatelydesignedformaximumimpactatexactlytherightmoment.
Bythesametoken,youmustplanyourmethodofclosingthesameway.Whenyoucometotheclose,youmustknowexactlywhatyouaregoingtodoandthenjustswitchintothecloseexactlyasyouwouldshiftgearsinyourcarasyoudrovedownthestreet.
TheTake-AwayClose
Thetake-awaycloseisapowerfulwayofgettingthevacillatingprospecttomakeadecision.Itisavariationofthe“sellingpastthesaleclose,”orthe“assumptionclose.”
Whentheprospecthasheardyourpresentationandobviouslylikesyouroffer,
Whentheprospecthasheardyourpresentationandobviouslylikesyouroffer,butcannotseemtomakeadecision,youpreemptivelyhaltthepresentationandsay,“Oh,justaminute.Beforewegoanyfurther,letmecheckandmakesurethatwestillhavethisproductavailableinourwarehouse.”
Inretailsettings,theclerkwilloftensay,“Letmecheckandmatesurethatwehavethisinyoursize[orinthatcolor].”
Whenyoucometotheclose,youmustknowexactlywhatyouaregoingtodoandthenjustswitchintothecloseexactlyasyouwouldshiftgearsinyourcarasyoudrovedownthestreet.
Iftheprospectallowsyoutophonethewarehouseorgobackintothestockroomtoseeiftheitemisstillinstockoriftheyhavetherightsizeorcolor,shehasunconsciouslydecidedtobuy.Onceyouconfirmthattheitemisavailable,immediatelyassumethesaleandbeginfillingouttheorderform.
GOANDCHECKWITHANOTHERPERSON
Avariationofthetake-awaycloseiswhenyoustopattheendofthepresentationandsay,“Letmecheckwithmymanagerandseeifwecanarrangeimmediatedelivery.Canyouwaithereforasecond?’
Iftheprospectsays,“Sure,goahead,”thedecisionisalreadymade.
Youcanmakethisevenmoreimpactfulbysaying,“Whydon’tyoucomewithmetoseemymanager,andlet’sseeifwecan’t...”Iftheprospectgetsupandfollowsyou,heplanstobuy.
SHOPPINGFORCLOTHES
Thetake-awaycloseisusedonpeopleallthetime,especiallywhentheyareshoppingforclothes.Thepersonislookingatanarticleofclothing,butcan’tseemtomakeuphisorhermindonewayortheother.Thesalespersonthensays,“Justaminute.Beforewegoanyfurther,letmecheckandmatesurewehaveitinyoursize.”
Insellinghardgoods,especiallycars,thesalespersonwilloftensay,“Wearealmostsoldoutofthismodel;itissopopular.Letmecheckandmatesurewecangetthismodelinthecoloryouwant.Canyouwaithereforasecond?”
Iftheprospectsays,“Yes,byallmeans,”shehasmadeuphermindtobuythecarifyouhaveitorcangetit.
THETAKE-AWAYTRIGGERSACTION
Sometimeago,Iwassellingmyhouse.Theeconomywassoft,andthenumberofbuyersabletopurchaseahouseinthatpricerangewaslimited.Iwasasking$275,000.
Igotanofferfor$240,000.Theprospectivepurchaserthoughthecouldgetmyhouseatalowerpricebecauseofthesoftnessofthemarket.
JustbeforeIhadtomateadecisiononwhetherornottoaccepthisprice,anotherprospectivebuyerappeared.Beforehehadevenseenmyhouse,thenewclientsaidthatifhelikedit,hewouldmateanofferimmediately.
Wewentbacktothefirstpurchaserandmadeacounterofferof$255,000.Wetoldhimthatwehadasecondbuyercomingtoseethehouse,andifthisfirstbuyerdidnotagreetothecounteroffer,wewouldsellitimmediatelytotheotherbuyeratthehigherofferthatweexpectedtoget.
Thenightbeforethesecondbuyersawthehouse,thefirstprospectivebuyerphonedupandclosedthedealat$255,000.Itturnedoutlaterthatthesecond
phonedupandclosedthedealat$255,000.Itturnedoutlaterthatthesecondbuyerwasn’twillingtopaythatmuch,butthethoughtoflosingthesale,havingittakenaway,triggeredthefirstbuyerintoraisinghisofferandclosingthedeal.Thissortofsaletakesplaceallthetime.
Sometimespeopledonotknowhowmuchtheywantaproductorserviceuntilyousuggestthattheymaynotbeabletogetit.Attimes,itisonlywhenyouthreatentotakeitawaythattheystepupandmakeabuyingdecision.
Sometimespeopledonotknowhowmuchtheywantaproductorserviceuntilyousuggestthattheymaynotbeabletogetit.Attimes,itisonlywhenyouthreatentotakeitawaythattheystepupandmakeabuyingdecision.
TheSummaryClose
Whenthereareseveralfeaturesandbenefitsincludedinyouroffering,youcantrythesummaryclose.Here’show.Whenyougettotheendofyoursalespresentation,say,“Well,we’vecoveredalotofinformation.Letmejustsummarizesomeofthesethingsforyou,andthenyoucanmakeadecisiononewayortheother.OK?’
Remember,featuresarouseinterest,butbenefitsarousebuyingdesire.Eachtimeyourepeatabenefitthatismeaningfultotheprospect,hisbuyingdesireheightens.Ifyoudescribeenoughbenefits,allinarow,theindividual’sbuyingdesireshootsup,oftentothepointwherehewillspontaneouslysay,“I’lltaleit.HowsooncanIgetit?’
Tousethesummaryclose,gothrougheachfeatureandbenefit,oneatatime,andrepeatwhatthecustomergetswitheachone.Eachtimeyouitemizeafeatureandpointoutthebenefitthatthecustomerwillenjoy,hisdesiretoownyourproductorservicegrows.
Ifyouareplanningtousethesummaryclose,makeupalist,inadvance,ofthemostattractivefeaturesofyourproduct,andranktheminorderofimportance.Planyourpresentationtointroducetheminorder.Watchtheprospectfortheoneortwobenefitsthatseemtobeofgreatestinteresttohim,andthenemphasizethemrepeatedlythroughoutthepresentation.
Attheendofthesummaryclose,theprospect’sbuyingdesirewillbeatitspeak.Youthenask,“HaveIcoveredeverything?’
Iftheprospectsaysyes,simplyassumethesalebyasking,“Howsoonwouldyouneedthis?’
ThePuppy-DogClose
Thisisoneofthemostpopularofallclosingtechniques.Itisusedtosellbillionsofdollars’worthofproductseachyear.Itisbasedonlettingtheprospecttouch,taste,feel,hold,ortryouttheproductorservice.
Thenamepuppy-dogclosecomesfromthestrategydevelopedbypetshopownerstosellpuppiestothechildrenofreluctantparents.Foravarietyofreasons,especiallypreviousexperiencewithdogownership,manyparentsdonotwanttogettheirchildadog.Theyareafraidthatthedogwillpoop,pee,shed,gnaw,bark,whine,andavarietyofotherthings.Butparentslovetheirchildren.
Atacertainpoint,thechildoftenbecomesfixatedontheideaofgettingadog.
Theyoungsterthenasksaboutgettingapuppy,overandover,untiltheparentsfinallyagreetogowiththechildtoapetstore,justto“takealook”
Thepetshopownerisawareofthisdynamic.Heshowsavarietyofpuppiestothechild.Whenthechildfallsinlovewithaparticularpuppy,andtheparentsarestillhesitant,thepetshopownersays,“Whydon’tyoutakethepuppyhomefortheweekend?Ifyoudon’tlikethepuppy,youcanbringhimbackonMondayforafullrefund.”
Theparents,secretlyhopingthatthechildwillloseinterestinthepuppybytheendoftheweekend,agreetotakethepuppyhome.Inmanycases,theyturnouttoberight.Thechildlosesinterestinthepuppy—buttheparentsfallinlovewithit.BySundaynight,theywantthepuppymorethanthechilddoes.Thesaleismade.
LETTHEMTRYITOUT
Inthesameway,manysuccessfulcompaniesencouragetheprospecttotaketheproductandtryitoutbeforemakingadecision.Somecompaniestodayareofferingathirtydaytrialownershipforanewcar.Theypromisethatifthebuyerdoesnotlikethecarattheendofthirtydays,hecanbringitbackforafullrefund.
WhenCanonphotocopiersinvadedtheU.S.market,aftertheexclusiveXerox
WhenCanonphotocopiersinvadedtheU.S.market,aftertheexclusiveXeroxpatentshadexpired,Canonhadasimplemarketingstrategy.Theirsalespeoplewouldvisitbusinessesandoffertoinstalloneoftheircopiersforaone-monthfreetrial.Attheendofthemonth,ifthebusinessownerwasnothappywiththecopier,shecouldsimplycallthemandhaveitremoved.Ontheotherhand,ifshelikedthecopier,theywouldsetheruponalong-termlease,withgreatprices,atremendousservicecontract,andallkindsoffeaturesandbenefitsthatshewasnotcurrentlyreceivingfromtherivalcopier.
OnecompanyIworkedwithhadliterallyhundredsofcopiersout“onloan.”Innotimeatall,theydominatedthecopierbusinessinthecity.Theircopiersweresoenjoyabletousethat,oncepeoplehadtriedthemforamonth,thestaffwouldbefightingtokeepthemandtogetridofwhateverelsetheyhadbeenusing.
LOWERTHEIRNATURALRESISTANCE
Prospectsareskepticalaboutanynewproductorservice.Butatthesametime,theyarecreaturesofhabit.Iftheytrysomethingandtheylikeit,theyquicklybecomecomfortablewithit.Oncetheyhavebecomecomfortablewithit,itiseasierforthemmentallytocontinueusingitthanitisforthemtodiscontinueit.
Whenyouareofferinganexcellentproductorservice,onethatbringsabouthighlevelsofcustomersatisfaction,letthemtryitout.Whenyouallowprospectstosampleitforanyperiodoftime,youcanoftenmakethesaleeasierthanyoumighthavethought.
OFFERAFREETRIAL
Wehaveaself-storagebusinesswithseveralhundredunitsforrent.Manypeoplehavecrowdedclosetsandclutteredgarages,buttheyhaveneverthoughtofputtingtheirexcessfurnitureandpossessionsintoaself-storageunit.Tocounterthis,weofferthemonefreemonth.Theycanmovealltheirexcesspossessionsoutoftheirhomeandintotheirownprivateself-storageunitafewblocksawayforthirtydays.Afterthat,iftheyarenotsatisfied,theycancameandgetalloftheirpossessionsandmovethembackhome.Whatdoyouthinkhappens?
Whenyouareofferinganexcellentproductorservice,onethatbringsabouthighlevelsofcustomersatisfaction,letthemtryitout.
Theanswerisobvious.Oncepeopleexperiencetheconvenienceofcleaningouttheirclosets,clearingouttheirgarages,andmovingalltheirseldom-usedmaterialstoaself-storage,theyveryseldomwanttogothroughthetimeandtroubleofmovingallthosethingsbackhomeagain.Theyquicklybegintoseetheself-storageunitasanextensionoftheirownhomesorapartments.Itbecomeslikeanadditionalroomintheirhomeswheretheycanstorethingsthattheyhardlyeveruse.Thisistheprimaryreasonwhytheself-storagebusinessisboomingeverywhere.Itisaperfectexampleofthepuppy-dogclose.
TheBenFranklinClose
TheBenFranklinClose
Thisisoneoftheoldestclosingtechniquesofall.ItwasfirstdevelopedbytheAmericanstatesman,inventor,anddiplomatBenFranklininPhiladelphiain1765.Thereasonitispopularisbecauseitisaclosethatexactlycorrespondswiththewayyourmindmakesamajordecisionofanykind.
Unlessyouareactingemotionallyandimpulsively,beforeyoumakeaseriousdecision,youthinkitthroughpointbypoint.Youconsidertheprosandconsofthedecision,thepositivesandnegatives.Youanalyzethereasonsforbuyingandcomparethemagainstthereasonsfornotbuying.Attheendofyouranalysis,youweighandbalancetheevidenceandmakeyourdecision,yesorno.
TheBenFranklinclosedoesexactlythis.Attheendofthesalesconversation,youcansaysomethinglike,“Mr.Prospect,youwanttomaketheverybestdecisionwithregardtothisproduct,don’tyou?’
“Yes,ofcourseIdo.”
USEASHEETOFPAPER
Yousay,“Well,let’susethemethodthatBenFranklinusedtousewhenhehadto
makeanimportantdecision.Asyouknow,hewasoneofthebestdecision
makeanimportantdecision.Asyouknow,hewasoneofthebestdecisionmatersofhistime,thefirstself-mademillionaireinAmerica,andoneofthemostfamousinventors,politicians,andscholarsoftheAmericanRevolution.
“WhatBenFranklinwoulddotomateadecisionishewouldtakeapieceofpaper[youdothisasyouaretalking]andhewoulddrawalinedownthecenter.Ononeside,hewouldwriteallthereasonsinfavorofthedecision,andontheotherside,hewouldwriteallthereasonsopposedtothedecision.”
Youthentakethepieceofpaperandwrite“ReasonsFor”atthetopofonecolumnand“ReasonsAgainst”atthetopoftheothercolumn.
Nowsay,“Let’slookatsomeofthereasonsthisproductmightbeagoodchoiceforyou.”Thenyouwritedownthemostattractivefeatureofyourproductorserviceandremindtheprospectofthebenefitthathewouldenjoyfromthatfeature.“Doyouagree?’
Youthenwritethenumber2,thesecondfeature,andagainremindtheprospectofthebenefitthatthisfeatureprovides.Onceyougethisacknowledgment,goontothethirdfeatureandbenefit,andsoon,untilyouhavewrittendownasmanyastendifferentreasonswhytheprospectshouldbuythisproductorservice.
“Havewecoveredeverything?’yousay.
Whentheprospectanswers,“Yes,itlookslikeyou’vecoveredeverything,”youthengivethepageovertohimandsay,“Now,youwritedownanyreasonsthatmightargueagainstyourgoingaheadwiththisidea.”
Theprospectmaysay,“Well,letmethinkThereistheprice.”Hewillthenwritedowntheprice.Meanwhile,youwaitpatiently,sayingnothing.Lettheprospectfigureoutallthereasonsagainsttheofferingbyhimself.
Mostprospectscanonlythinkoftwoorthreereasonsnottobuyaproduct.Youthencomparethesereasonswiththetenreasonsyouhavegivenforgoingaheadimmediately.Whentheprospectcannolongerthinkofanymorereasonsopposedtothedecision,youcansay,“Well,itlookslikeyou’vemadeyourdecision.”
Theprospectwilloftenlookatthetwolistsandsay,“Yes,IguessIhave.”
Finishwith,“Whydon’twegetstartedonthisrightaway?’
Finishwith,“Whydon’twegetstartedonthisrightaway?’
SIMPLEBUTPOWERFUL
Notlongago,Iranintooneofmygraduatesonanairplane.Heisaverysuccessful,high-earningcommercialrealestateagent.Hetoldmethathehadbeenworkingforsixmonthsonacomplexdealinvolvingatradeforcash,land,andcommercialbuildingswithalargefinancialinstitutionandarealestateconglomerate.Hehadbeengoingbackandforthonthistransactionwiththevicepresidentforseveralweeks,butwasunabletogethimtocometoaconclusion.
Finally,hegotbacktogetherwithhisclientandsaid,“Whydon’tweusetheBenFranklindecision-makingmethodonthis?’
Hesaidhewassurprisedthatthevicepresidentagreedimmediately.Hepulled
outasheetofpaper,drewthelinedownthecenter,andthenwentthroughthefeaturesandbenefitsinfavorofthisoffering,onebyone,forabouthalfanhour.Hethenaskedthevicepresident,thedecisionmater,towritedownhisopposingreasons.Asexpected,thevicepresidentcouldonlythinkoftwoorthreereasonswhytheyshouldn’tgoaheadwiththetransaction.Attheendofthisprocess,thevicepresidentcomparedthetwolists,lootedbackupattherealestateagent,andsaid,“Let’sdoit!”Andthedealwassealed.
said,“Let’sdoit!”Andthedealwassealed.
Theagenttoldme,“Brian,IhadheardaboutthatBenFranklincloseforyears,butIthoughtitwasabitcorny,soInevertriedit.ButwhenIuseditthefirsttime,mycommissionsonthatsaleweremorethanIhadearnedintheentirepreviousyear.Itwasquiteamazing.”
TheOrder-SheetClose
Thisisafastandeffectivewaytocloseanytransactionwhereanordersheetisinvolved.Therearedifferentvariationsofthisclosethatyoushouldmemorize,especiallyifitisrelevanttotheproductorserviceyousell.
Thefirstvariationoccurswhenyouhavespokentotheprospect,presentedyourproduct,andhefullyunderstandswhathegetsandwhyitisofvaluetohim.Youthentakeoutanordersheetorsalescontractandstartfillingitin,withoutaskingtheprospectwhetherornothewantstobuy.“Bytheway,whatistoday’sdate?”youmightaskasyouglanceatthebuyer,or“Whatisyourcorrectmailingaddress?’
Iftheprospectgivesyoutoday’sdateorhismailingaddress,thesaleisinthebag.
YOURPOORMEMORY
Butsometimestheprospectwillstopyoubysaying,“Waitaminute;Ihaven’tdecidedtobuythisyet.”
Yourespond,“Oh,don’tworry.Ijusthaveaterriblememoryfordetails,andIliketowriteeverythingdownaswegoalong.Ifyoudecidenottogoaheadtoday,itwillbeallright.I’lljustthrowtheorderformaway.OK?’Youthencontinuewriting.
Eachtimetheprospectgivesyouanotherdetail,writeitontheordersheet,justasifyouaretryingtokeeptrackofthesalesconversation.Theprospectwillsoonbecomeaccustomedtoseeingyouwritedownthedetails.Everyadditionaldetailwrittenmatestheordersheetmorepersonalizedforthatcustomer.Eventually,hestartstoidentifywiththeordersheet,seeingitasanexpressionofhistastesandpreferences.
Thepoweroftheorder-sheetcloseissimple.Themoreinformationtheprospect
givesyouandallowsyoutoputinwriting,themorecommittedhebecomestobuyingtheproductorservice.
Oncetheordersheetiscomplete,lookupattheprospectandsay,“Now,whatisthecorrectspellingofyourlastname?’
Iftheprospectgivesyoutheexactspellingofhislastname,“J-O-N-E-S,”hisdecisiontobuyiscertain.Youcanthenaskforhisfirstnameandmiddleinitial,hiscorrectmailingaddress,hiszipcode,andhistelephonenumber.Thesaleismade.
Thepoweroftheorder-sheetcloseissimple.Themoreinformationtheprospectgivesyouandallowsyoutoputinwriting,themorecommittedhebecomestobuyingtheproductorserviceattheendoftheconversation.
Topsalespeopleusethisclosingtechniquetosellhundredsofthousandsofdollarsworthoftheirproductseveryyear.Personally,I’vealwaysbeenastonishedathoweasyitistouse.Tryitforyourselfandsee.Youwillbeasamazedaswell.
TheNegative-AnswerClose
Anothervariationoftheorder-sheetcloseisthenegative-answerclose.First,youaskallofthepertinentquestionssothatyoufullyunderstandwhatthe
youaskallofthepertinentquestionssothatyoufullyunderstandwhatthecustomerwantsorneeds.Thenyoupresentyourproductorserviceastheperfectsolution.Finally,youaskyourconfirmingquestion:“DoyouhaveanyotherquestionsorconcernsthatIhaven’tcovered?’
Whentheprospectsays,“No,youseemtohavecoveredeverything,”taleoutyourordersheet,writetoday’sdateonthetop,andbeginfillingoutthedetails,withoutreferringtothecustomeroraskingforpermission.Actexactlyasifthenotoyourconfirmingquestionisayestoyouroffering.
TheRelevant-StoryClose
NobelPrize-winningresearchhasbeendoneintothesubjectof“dual-brainlaterality.”Thisisanacademicwayofsayingthathumanbeingshavebothaleftandaright“brain,”eachhavingcompletelydifferentfunctions.Theleftbrain,forexample,isusedtoprocessdetailsinalinearfashion,oneaftertheother.
Therightbrain,ontheotherhand,integratesinformationandisactivatedbypictures,music,andstories.Allbuyingdecisionsaremadebytherightbrain,sothisiswhatyoumustappealto.
Withtherelevant-storyclose,youactivatethedecision-makingsideofthecustomer’sbrainbytellingastoryofacustomerwhoboughtyourproductorserviceandwashappywiththepurchase.Wheneveraprospecthearsastoryaboutahappycustomer,sheismotivatedtowanttobeinthesamesituationasthathappycustomer,usingyourproductandgettingsimilarresults.Andthisisexactly
whatyouhadinmind.
Allbuyingdecisionsaremadebytherightbrain,sothisiswhatyoumustappealto.
Prospectswillforgetallthedata,features,andfinepointsofyourproductorservicewithintwenty-fourhours,buttheywillrememberthestoriesyoutellabouthappycustomersforweeks,months,andevenyears.Tellasmanyofthemaspossible.
TELLAHAPPYSTORY
OneofthebesttechniquesthatIhavefoundiswhatIcalla“bytheway”story.“Bytheway,”yousay,“thisremindsmeofSusanSmith,oneofourcustomersfromXYZCompany.Justlastweek,shetoldmethatshehadbeenconcernedaboutourhighpricebeforesheboughtthisitem,butafterward,shefoundthattheadditionalbenefitsshegotfromaslightlyhigherpriceweregreatlyinexcessofthedifferenceincost.”
Wheneveryouusearelevant-storyclose,talkabouthowsatisfiedpeoplearenowthattheyareusingwhatyouareselling.Sincethedeepesthumanmotivationisthedesiretobehappy,whenyoutellaboutotherhappycustomers,youtriggeranunconsciousdesireonthepartofyourprospecttobecomeahappycustomeraswell.
TELLASADSTORY
TELLASADSTORY
Afriendofmine,oneofthetopinsuranceagentsinthecountry,usesthisrelevant-storycloseveryeffectively.Whentheprospectseemstoberesistanttopurchasinglifeinsurance,hetalesoutthecopyofadocumentdescribingwhathappenedtoasuccessfulbusinessmanwhodiedwithanetworthof$1.5million.
Unfortunately,thisbusinessmanwasunderinsured.Bythetimetaxeswerepaidonhisestateandalldebtsweresettled,hiscompanyhadtobesoldatabargain-basementprice.Withintwoyears,thesmallamountofmoneyleftoverwasgone,andhiswidowwasdestitute.Shewasforcedtomoveinwithhergrownchildrenasapermanenthouseguest.Shedidn’tevenhavesocialsecurity.
Onceaprospecthadheardthatstory,hebecameveryinterestedinfindingoutwhathecoulddotomakesurethesamethingdidnothappentohimandhiswife.Fromthenon,thesalewaseasy.
HEROESANDVILLAINS
Thereisoneotherkindofrelevantstorythatyoucanuse.Thisisthestoryofsomeonewhodecidednottobuyyourproduct,orevenworse,boughtasimilarproductfromacompetitoratalowerprice.Youtellwhathappenedtothatbuyerandhowunhappyhewaswiththeresultsofhispurchase.Makesuretoaddthatthiscustomer,whomyouspoketojustrecently,reallyregretsnotbuyingfromyou.Thiskindofanegativestorycanoftentriggerapositivebuyingdecision.
you.Thiskindofanegativestorycanoftentriggerapositivebuyingdecision.
HAVESEVERALSTORIES
Relevantstoriesshouldbepartofyoursalesrepertoire.Justasacomedianmemorizesaseriesofhumorousstoriesandanecdotes,youasaprofessionalsalespersonshouldmemorizeaseriesofrelevantstoriesthatyoucandropintoyoursalesconversationandusetocounterobjectionsandsalesresistanceattheendofyourpresentation.Onerelevantstorycanturnaneutralorindifferentprospectintoanenthusiasticbuyerofyourproductorservice.
TheWalk-AwayClose
Oneofthemostcommonresponsesyouwillhearinsellinganythingis,“Letmethinkaboutit”oranyvariationthereof.
Youcanoftensavethesalebyusingawalk-awayclose.Litethis:
Let’ssaytheprospectsays,“Well,I’dliketoshoparoundandseewhatelseisavailablebeforeImateadecision.”Yourespondbysaying,“Mr.Prospect,that’sagoodidea.Buthere’sthefact:Wehavebeendoingbusinesshereformanyyears.Mostofourcustomersarerepeatcustomerswhocomefromreferralsfromotherrepeatcustomers.Everyoneofthemhasshoppedallovertownbeforetheyfinallycamebackhereandboughtfromus.Youcangooutandcheckotherprices,butwhyputyourselfthroughallthattrouble?You’reprobablygoingtoendupbackhereanyway.Whydon’tyoumatethedecisionrightnow?Wecanwrapitupforyouandloaditinyourcar,orwecanhaveitouttoyoutomorrowmorning.”
OFFERTORELIEVETHESTRESS
Whatwehavefoundisthatabuyingdecisionunmaderemainsaproblemunsolvedinacustomer’smind.Itisasourceoftension,andoftendistraction.Whenyouhelpacustomermateabuyingdecisionnow,yousolvehisproblem,relievehistension,andfreehimtogetonwithotherthings.
Infollow-upinterviewswithcustomers,researchershavefoundthatoncetheydecidetobuysomething,itdropsofftheirmentalradarscreensandtheybeginthinkingaboutotherpartsoftheirlifeandwork.Thedecisionlosesitsimportanceassoonasitismade.
Whenyouusethiswalk-awayclose,byencouragingthemtomakethebuyingdecisionnowratherthanwalkingaway,youareofferingtosavetheprospectallthetimeandenergythathewouldhavetoexpendtotalkwithothersuppliersandgetadditionalprices.
Remember,logicdoesmakesales.Ifyougivehimalogicalreasonforbuyingfromyouimmediately,youcanoftenstophimfromwalkingaway.
THETODAY-ONLYCLOSE
Iftheprospectinsistsandsays,“Well,IstillreallythinkIshouldgoandcheck,becauseIwanttobesurethatI’mgettingthebestdeal,”youcanuseavariationofthewalk-awayclosecalledthetoday-onlyclose.
Yousay,“Mrs.Prospect,I’lltellyouwhat.Thisistheendofourfiscalperiod,andifyouwilljusttakeittoday,Iwillbeabletogiveyouaspecial,extradiscountonthisitem.”
Thereisaruleinselling:nourgency,nosale.
Togettheprospecttobuyimmediately,youoftenhavetogiveherareason,anincentive,forgoingaheadnow.Youcansaythatthisisyourlastitemorthatyouaregoingtohaveapriceincreasestartingtomorrow,orthatthisisthelast
youaregoingtohaveapriceincreasestartingtomorrow,orthatthisisthelastdayofasalescontest,andifshebuysittoday,youwillgetaspecialbonus.Thisiswhyyoucangiveheranadditionalincentiveforbuyingnow.
Thistypeofclosecarriesonecaveat:anaddedincentive,ora“kicker,”isonlyaninducementtobuyifyoupresentitattheveryendofthesalesconversation.Ifyouofferaspecialbonusofanykindbeforethat,itwillhavelittleornoimpactontheprospect’sbuyingdecision.Hewillincludeyourincentiveaspartoftheoffering,andyouwillhavetoofferevenmoretogetthesale.Saveituntilthelastmoment.
EXTRACTAPROMISE
Thethirdvariationofthewalk-awaycloseiswhatyouusewhentheprospectisabsolutelydeterminedtogoandcheckotherproductsandpricesbeforehemakesadecision.Inthiscaseyouverygraciouslyconcede,andinsteadofarguing,youactuallyencouragehimtogo.
“Mr.Prospect,Iunderstandexactlyhowyoufeel.It’sagoodideathatyougoandcheckpricesatotherplaces.ButIwantyoutopromisemeonething.Beforeyoumakeafinaldecision,comebackandtalktome,andI’llgiveyouthebestdealintown.”
Bysayingthis,youareplantingaseedofdoubtintheprospect’smind.Bypromisingtogivehimthebestdealintown,attheendofhisshoppingtrip,youarealmostforcinghimtocomebackandseeyoubeforehematesanabsolute
decision.
REFUSETOSHOWYOURCARDS
Sometimeshewillsay,“Well,whatistheverybestdealthatyoucangiveme?’
Youanswer,“Mr.Prospect,Iknowthatyouaregoingtogoandlookaround.Byallmeans,pleasedoso.Butwhenyouhavecheckedoutourcompetitors,andonlythen,comebacktome.I’llgiveyouthebestdealintown.”
Theprospectmustnowgoandtrudgefromplacetoplace,demandingtoknowtheverybestpricethathecangetfromeachseller,andfinally,bringthemallbacktoyoutofindoutthe“bestdealintown.”
TWOWAYSTOCLOSETHESALE
Whentheprospectfinallycomesbackandshowsyouthebestdealsthathecangetanywhereelse,thisishowyouclosethesale.First,ifyoucanbeattheothersonprice,thensimplyofferapricethatisafewdollarslessthanthebestpricehehasbeenabletofind.Onceyouhavegivenit,takeoutyourordersheet,askforthecorrectspellingofhislastname,andbeginfillingitout.Ifithappensthatyoucannotbeatacompetitoronthebasisofprice,deflectthecustomer’sattentionawayfrompriceandontothequality,service,delivery,warranties,andfollow-upsupportthatyourcompanycanoffer.Say,“Mr.Prospect,thebestdeal
follow-upsupportthatyourcompanycanoffer.Say,“Mr.Prospect,thebestdealforyouisnotsimplythelowestprice.Itisacombinationofseveralfactors.Hereiswhatweincludeinourprice,which,allthingsconsidered,makesthisabetterdealforyouthananyoneelsecangiveyou.”
ASKFORTHESALE
YouthenuseasummarycloseoraBenFranklinclosetorepeatthebenefitsthattheprospectgetsandwhythesearemoreimportanttohimthansimplyalowerprice.Youpointout,“Thispricemightbealittlehigherthanoneofourcompetitors’,butitisamuchbetterdealforyou,allthingsconsidered.”
Bythistime,theprospectistiredofgoingaroundandlookingforthebestprice.Hehasaproblemunsolved,andyouareofferingasolution.Ifyougivehimalogicalreasonforbuyingnow,hewillmorethanlikelygoahead.Allthatisrequiredfromyouisaclosingquestion:“Whydon’tyoutakeit?’
TheLost-SaleClose
Everynowandthen,whenaprospectasksyoutoleaveyoursalesmaterialwith
himsohecanthinkaboutit,thereisnothingyoucandotogethimtobudge.Hehasahiddenobjection,andhewon’ttellyouwhatitis.Inthiscase,insteadofarguingorinsisting,yougracefullyconcedeandpreparetoleave.Say,“Mr.Prospect,thankyouverymuchforyourtime.Iknowhowbusyyouare.I’llget
Prospect,thankyouverymuchforyourtime.Iknowhowbusyyouare.I’llgetbacktoyoualittlebitlater,andperhapswecantalkaboutthissomemore.”
GETHIMTORELAX
Whenyousaythis,theprospectwillalwaysagree.Thepressureisoff.Heishappythatthesalesdiscussionisoverandthatyouareleaving.Heisalreadybeginningtothinkaboutwhatheisgoingtodowhenyouareoutofsight.
Ashecontemplatesyourdepartureandhisgettingbacktowork,hissalesresistancedrops,andherelaxes.Liteaboxerwhenthebellringsattheendoftheround,hedropshishandsandhisguard.
Closeyourbriefcase,standup,shakehandswiththeprospect,thankhimagainforhistime,andturntogo.Butasyoureachthedoorandputyourhandontheknob,turnaroundandsaythesewords:“Mr.Prospect,justbeforeIgo,mayIaskyouonequestion?’
Whenheagrees,say,”Mr.Prospect,I’vetriedtopresentmyproductinformationtheverybestwayIknowhow,andIfeellikeI’vesomehowdonesomethingwrong.I’dreallyappreciateitifyou’djusttellmethis:Whatwastherealreasonyoudidn’tbuytoday?’
Theprospect,whoisnowrelaxedandhappy,contemplatingwhathewilldowhenyouleave,maythensay,“Well,nowthatyouask,therealreasonIdidn’tbuywasthis...”
NOWYOUKNOW
Whateverreasonhegivesyou,thisisthefinalobjection,orkeyreason,thatisholdinghimbackfrombuying.Onceyouknowit,youhaveanopportunitytoanswerthatobjectiontohissatisfactionandmatethesale.
Yousay,“Mr.Prospect,thankyou.That’smyfault.Iobviouslydidn’texplainthattoyouproperly.Letmeshowyouwhatwecandotohandlethatforyou.”
Youtakeyourhandoffthedoorknob,walkrightback,sitdown,andsay,“Thiswilltakejustonemoresecond,”andyoustartclosingonthatfinalobjection.
Forexample,ifhesays,“Well,thereasonIdidn’tbuytodaywasbecauseI’mnotreallyconvincedthatyourmachinewillproducethenumberofcopiesI
notreallyconvincedthatyourmachinewillproducethenumberofcopiesIrequire,”yousay,“Mr.Prospect,youmeanIdidn’texplainthatproperly?Well,wehaveawarrantythatcoversexactlythatissue.Ifwecouldgiveyouawrittenguaranteeofsatisfaction,wouldyoubepreparedtogoaheadrightnow?’
Onceyouhavethefinalobjection,answeritandaskfortheorderoncemore.
Onlynow,thereisnomoresalesresistance.Thecustomeriscompletelyrelaxedandwilloftenbuyifyougivehimonemorereason.
FLYINGHIGHAtmysalesseminarinCharlotterecently,ayoungmancameuptomeandsaid,“Mr.Tracy,Ijustclosedthebiggestsaleofmycareer.Imadea$2,000commissionfromasalethatIknewIhadlostbeforeIusedyourlost-saleclose.”
Hewentontotellme,“Ihadmademypresentation,andtheprospectwouldnotgivemeananswer.AsIgotuptogoandIputmyhandonthedoorknob,Irememberedthewordsfromyourprogram.Iturnedtohimandaskedhim,‘Mr.Prospect,pleasehelpmeout.Whatwastherealreasonyoudecidednottobuytoday?’Andhetoldme!Iturnedaround,satbackdown,openedmybriefcase,andansweredhislastobjection.Andhedecidedtobuy.IearnedtwograndfromasalethatIhadlostjusttwominutesbeforebyusingthatclosingtechnique.”
ClosingonReferrals
Oneofthefastestwaystoincreaseyourincome,withlesstimeandeffort,istodevelopaseriesofwaystogetreferralsfrombothprospectsandsatisfiedcustomers.Areferralisworthtentofifteentimesacoldcall.Thismeansthatittakesone-tenthtoone-fifteenththetimeandenergytocloseasalewithareferralthanittalestostartcold-callingandfindingbrand-newprospects.
Areferralisworthtentofifteentimesacoldcall.
Theleyissueinsellingiscredibility.Whenyougetareferral,youpiggybackonthecredibilityofthepersonreferringyou.Insteadofhavingtobuildyourcredibilityfromthegroundup,youwalkinwiththecredibilityofthepersonwhorecommendedyou.
BEREFERABLEThekeytogettingreferralsisbeingreferable.Themajorobjectiontogivingreferralsisthatthecustomerisnotconvincedthatyouwilltakegoodcareofhisfriendorcolleague.Whenyoutreatyourcustomerswellandgivethemexcellentqualityandservice,theywillfeelmorecomfortablerecommendingyoutootherpeoplethattheyknow.Whenyouarepolite,punctual,professional,andpreparedeverytime,peoplewillwanttoshareyouwithothers.
ASKEVERYONE
Getreferralsbyaskingforthemoneveryoccasion,aftereverysalescallandaftereverysale.
Youcanevenaskforreferralsinadvanceofselling.Youcansay,“Ms.Prospect,IamgoingtoshowyousomethingthatIthinkyouwillreallylike.Butwhetherornotthisistherightthingforyouatthistime,ifyoulikewhatIshowyou,wouldyougivemethenamesoftwoorthreeotherpeoplewhomaylikeitaswell?’
Whenyouaskforreferralsinthisway,inadvanceofselling,yousetthestage.Ifyourproductorserviceisattractiveandwellpresented,theprospectwillfeel
yourproductorserviceisattractiveandwellpresented,theprospectwillfeelobligatedtogiveyouthenamesoftwoorthreeotherpeopleattheendofyourpresentation,whethershebuysornot.Thekeyisforyoutoask
MOVEFASTONREFERRALS
Whenyougetareferral,followuponitimmediately.Afteryouhavespokentothereferral,reportbacktothesourceofthereferral.Callthepersonwhogaveyouthenameandtellherwhathappened.Alwaysspeakinacomplimentarywayaboutthereferral,whethersheboughtornot.
Whenyoureportbacktothesourceofareferral,alwayswrapupyourconversationbysaying,“Bytheway,wouldyouhappentoknowtwoorthreeothernicepeoplelikethispersonIcouldalsotalkto?”
SENDAGIFT
Ifthereferralturnsintoasale,thinkaboutsendingagifttothesourceofthereferral.Ifyouearnasubstantialcommissiononareferralsale,sendahigh-qualityfruitbasketwithapersonalnotethankingherforthatreferral.
Callbackacoupleofdayslatertoensurethatthebasketwasdelivered.Thepersonyoucallwillalwaysbedelightedathavingreceivedthefruitbasket.Shewillthankyouprofusely.Tatethisopportunitytoaskifsheknowsanyother“nicepeople”onwhomyoucouldcall.
SENDTHANK-YOUNOTES
Finally,sendthank-younotestoeachpersonwhogivesyouareferral.Thensendthank-younotestothepeopletowhomtheyreferyou.Sendthank-yousoneveryoccasion,andalwaysincludeyourbusinesscard.Themorethank-younotesyousendout,thebetterthereputationyoubuildinthemarketandthemorereferableyoubecome.
ManysalesprofessionalsIknowfindthatwithinafewmonthsofimplementing
areferralstrategy,theynolongerhavetimetoprospect.Theyhavesomanyreferralstocallonthattheyarebusyalldaylongfollowinguponthem.
Whenyoubegintakingthesereferral-buildingsteps,youwillfindyourselfdevelopingasteadystreamofreferralsfromalldirections.
DEVELOPYOUROWNSTRATEGIES
Agoodfriendofmine,oneofthehighest-paidpeopleinhisindustry,hasaninterestingstrategyforgettingreferrals.InDecemberofeachyear,hephonesandthenvisitsallhisclientsfromthepastyear,andoftenfromyearsbefore.Hemakesitclearthatthepurposeofhiscallistobesurethattheyareperfectlyhappywiththeserviceshiscompanyhasprovidedtothem.
Hemeetswithcustomers,asksalotofquestions,talesnotes,andpromisestofollowuponanydifficultiesthattheyarehaving.Hethenasksthemforreferralsforthemonthsahead.Withthisstrategy,hestartseveryyearwithmorethanonehundredprospectstocallon.
ASKTHERIGHTQUESTIONS
Usetherightwordswhenyouaskforfeedback.Ifyouaskacustomer,“Howiseverythinggoing?’hewillalwayssay,“Fine.”Buthere’stherule:ifacustomerisnotcomplaining,itusuallymeansthatheisnothappyforsomereason.The
isnotcomplaining,itusuallymeansthatheisnothappyforsomereason.Thereasonhesays,“Fine,”isbecausehedoesn’twanttogetintoanargumentwithyou.
Ifacustomerisnotcomplaining,itusuallymeansthatheisnothappyforsomereason.Thereasonhesays,"Fine,”isbecausehedoesn’twanttogetintoanargumentwithyou.
Whenyoumakeaservicecallonacustomer,insteadofasking,“How’sitgoing?’youask,“Isthereanythingthatwecandotoimproveourservicestoyouinthefuture?’Wheneveryoureferacustomertothefuture,toanidealfuturestate,hewillalmostinvariablytellyouthespecificthingsyoucandotomakehisexperiencewithyouandhiscompanyevenbetternexttime.Thisiswhatyouwanttohear,morethananythingelse.Then,whenyougettheseideas,promisetofollowuponthemrightaway.
“OTHERNICEPEOPLELIKEYOU”
Thelastthingyoudo,afteranycustomerservicevisit,istoaskthe“othernicepeoplelifeyou”questionthatwe’vealreadycovered:“Bytheway,Ireallylike
workingwithpeoplelikeyou.WouldyouhappentoknowanyothernicepeoplelikeyouthatIcouldtalktoaboutmyservices?’Afteryouhaveaskedforhisinputandpromisedtotakecareofhisproblems,hewillbeopentogivingyouthenamesofotherpeopleheknowswhomaybeinterestedinwhatyouhaveto
thenamesofotherpeopleheknowswhomaybeinterestedinwhatyouhavetooffer.Writedownthenamesandphonenumbers.Askhimifhewouldhelpyououtbygivingthesepeopleacallandtellingthemthatyouwillbecontactingthem.Byandlarge,yourcustomerswillbepleasedtohelp.
THEALTERNATIVECLOSEONREFERRALS
Hereisasimpleprocessyoucanusetoimplementtheserecommendations.Asktheprospect,“Bill,wouldyouhappentoknowthenamesoftwoorthreeothernicepeoplelikeyourselfthatIcouldspeakto?’(thealternativeclose).
Theprospectwillalmostinvariablychoosetworatherthanthree.Tateoutyourpenandpoiseitoveryourpad,readytowrite(thesuggestiveclose).HewillshufflethroughhisRolodex,PalmPilot,orBlackBerryandgiveyoutwonamesandphonenumbers.Onceyouhaverecordedtheseonyourpad,youthenask,“Bill,whichofthesetwoshouldIphonefirst?’Billwilltellyouwhichone.
Nowsay,“Bill,youknowthispersonbetterthanIdo.WouldyoucallhimupandtellhimthatIwillbecallingforanappointment,say,nextThursdayafternoon?’
PEOPLEWILLHELPYOUIFYOUASK
Billknowsexactlywhatyouareaskingandwillusuallyhelpyouout.Hewillcallthepersonandprobablygetstraightthrough.Hewillthentellthatpersonthatheisspeakingtoyouandthatyouwillbecallinghim.Whileheisonthephone,takethisopportunitytomouthasuggestiontohim:“Threeo’clocknextThursday?’andBillwillalmostalwaysaskthepersononthephoneifthattimewillworkforhimorher.
BythetimeBillgetsoffthephone,hewillhavesetupanappointmentforyouwithaqualifiedreferral.
NowthatBillhascalledoneperson,callingonemorepersonisnoproblemforhim.Askhimto,andhewillcallthesecondpersonandsetupthatappointmentforyouaswell.Youwilloftenleavehisofficewithtwolocked-inreferrals,builtonthecredibilityofthepersonyoujustspoketo.
RESOLVETOSELL“BYREFERRALONLY”
Thehighest-paidsalespeopleworkonthebasisofreferralsonly.Theymateitaregularpartoftheirsalesworktoaskforreferralsfromeveryone,everywhere
regularpartoftheirsalesworktoaskforreferralsfromeveryone,everywheretheygo.Theyhavedevelopedsomanydifferentcontactsandsourcesofreferralsthattheynolongerhavetimetoprospectfornewbusiness.
Whenyouvisitareferralfromahappycustomer,thesaleis90percentmadebeforeyouevenopenyourmouth.Thisisthefastestandmostpredictablewayforyoutomoveintothetopranisofthehighestmoneyearnersinyourfield.Andthekey?Justask.
ActionExercises:
1.Selectoneclosingtechniqueeachweekandreaditoverandoveruntilyoumemorizethewords;practiceitaloudrepeatedly.
2.Identifythemostcommonpriceobjectionsyouhearanddevelopwaystoovercomethem.
3.Makeadecisiontodaytoworkbyreferralonly;askeachcustomerandnoncustomerforthenamesofprospectsyoucantalkto.
4.Planandrehearseseveraldifferentwaystoclosethesaleinthecourseofyourpresentation;themoreyouaskfortheorder,thelikelieryouwillgetit.
5.Developandrehearseaseriesofgladaswellassadstoriesthatyoucanusein
5.Developandrehearseaseriesofgladaswellassadstoriesthatyoucanuseinyoursalesconversationtoreduceresistanceandclosethesale;storiesarepowerful.
6.Bereferable;doeverythingyoucantobesuchaprofessionalsalespersonthateveryoneyoutalktowillwanttorecommendyoutotheirfriendsandcolleagues.
7.Askfortheorder;assoonasyouanswertheremainingobjection,taketheinitiativeandimmediatelymoveintoclosingthesale;thisiswhereyou“puttfordough.”
Workjoyfullyandpeacefully,knowingthattherightthoughtsandtherighteffortswillinevitablybringaboutrightresults.
—JamesAllen
DOUBLEYOURPRODUCTIVITY.
DOUBLEYOURINCOMEHewhoeverymorningplansthetransactionsofthedayandfollowsoutthatplan,carriesathreadthatwillguidehimthroughthelabyrinthofthemostbusylife.
—VictorHugo
YOURABILITYTOMANAGEYOURTIMECANBETHECRITI-calfactorinyoursuccessasasalesprofessional.Thequalityofyourtimemanagementoftendeterminesthequalityofyourlife.
WhenIfirstbeganselling,IsawtimemanagementasoneofmanysubjectsthatIconsideredinthecourseofmysalescareer.Isawitasaplanetthatorbitedaroundthesunofmylife.ItwasonlywhenIrealizedthattimemanagementisthesunofmylife,andthateverythingelsegoingonismerelyplanetsthatorbitit,thatIbegantodoubleandtriplemyefficiency.Youcandothesame.
HowYouThinkAboutTime
Howyouthinkaboutyourincomelargelydeterminestheamountofmoneyyouearnandhowmuchyouaccomplish.Averagesalespeoplethinkabouttheirincomeintermsofhowmuchtheymakeeachmonthandeachyear.Buttopsalespeoplethinkabouttheirincomeintermsoftheirhourlyrate,andtheyaredeterminedtomakeeveryhourpayforitself.
Topsalespeoplethinkabouttheirincomeintermsoftheirhourlyrate,andtheyaredeterminedtomakeeveryhourpayforitself.
Whenyouthinkofyourincomeintermsofamonthorayear,itisveryeasyforyoutowastetimedaybyday.AccordingtoastudyatColumbiaUniversity,theaveragesalespersononlyworksninetyminutesperday.Hisfirstsalescallisnotmadeuntilabout11:00AM,andhislastsalescallismadeatabout3:00intheafternoon.Inbetween,heiswarmingup,hangingoutatthevendingmachines,chattingidly,orengaginginothertime-wastingactivities.
DetermineYourHourlyRate
Topsalespeople,however,thinkintermsofhowmuchtheywanttoearnbydividingtheirannualincomegoalby2,000,thenumberofhoursinasalesyear,andthencommittingthemselvestoearningthatamounteachhour.
Forexample,ifyouwanttoearn$50,000ayear,dividedby2,000,yourincomegoalis$25perhour.Ifyouwanttodoubleyourincometo$100,000peryear,youmustearn$50perhour,everysinglehour.Youcannotreachyourdesiredincomegoalifyoudonotdothethingsthatpayyouthatkindofincome.
Salespeopleonlygetpaidforresults.Astheysayinhunting,“Youcanonlyeatwhatyoukill.”
Whenyouworkforafixedsalary,yougetpaidthesameamountaslongasyoushowupatyourplaceofworkButsalespeoplearedifferent.Salespeopleonlygetpaidforresults.Astheysayinhunting,“Youcanonlyeatwhatyoukill.”
TheLawofThree
InourAdvancedCoachingProgramsforsuccessfulentrepreneursandsalesprofessionals,weteachthelawofthree.Thislawsaysthat,nomatterhowmanythingsyoudoinaweekoramonth,thereareonlythreeactivitiesthatpayyouyourdesiredhourlyrate.Thesethreeactivitiesaccountformorethan90percentofyourincome.Thesecrettosalessuccess,orsuccessinanyfield,isthis:domoreandmoreoffewerthings,butmoreimportantthings,andgetbetterandbetterateachofthem.
Inselling,nomatterwhattheproduct,theonlythreeactivitiesthatwillpayyourdesiredhourlyrateareprospecting,presenting,andclosing.Onlywhenyouareengagedinthesethreecoreactivitiesareyouactuallyworking.
YouWakeUpUnemployed
Salespeoplewakeupunemployedeachmorningandremainunemployeduntiltheygetface-to-facewithsomeonewhocanandwillbuywithinareasonableperiodoftime.Onlythendoestheworkdaybegin.
Whenwesaythattheaveragesalespersonworksninetyminutesperday,thisisbecausetheaveragesalespersononlyspendsninetyminuteseachdayprospecting,presenting,andclosing.
INCREASEYOURFACETIME
INCREASEYOURFACETIME
Anotherwaythatyoucandetermineifyouareworkingornotisbymeasuring
theamountof“facetime”youspendwithqualifiedprospectseachday.Yourjobistogetface-to-facewithpeoplewhocanbuy,andthentosellyourproductsorservicestothem.Drivingtoaprospect’shomeorplaceofbusiness,rearrangingyoursalesmaterials,writingupyoursalesreports,andlisteningtomusicinyourcarmaytakeplaceduringthesalesday,butthesearenotcoreactivities.Theypaynothing.
Oneofthesimplestwaysforyoutodoubleyourincomeistodoubletheamountoftimeyouspendprospecting,presenting,andclosing,i.e.,doublethenumberofminutesyouspendface-to-facewithqualifiedprospects.Everyhourofeverydayyoushouldbeaskingyourself,wouldIpaysomeoneelse$25or$50perhourtodowhatIamdoing,rightnow?
Ifyouwouldnotpaysomeoneelseyourdesiredhourlyratetodowhatyouaredoingatanygiventime,stopdoingitimmediatelyandstartprospecting,presenting,andclosing.AsZigZiglarsays,“Ifyouwillbehardonyourself,lifewillbeeasyonyou.Butifyouinsistonbeingeasyonyourself,lifeisgoingtobeveryhardonyou.”
TheKeystoTimeManagement
Sincetheyareonlyworkingwhentheyareface-to-facewithareal,liveprospectorcustomer,topsalespeopledotheirpreparationandorganizationworkonnonsellingtime.Theyplantheirweekseachweekend.Theyplaneachdaythenightbefore.Theyplanandorganizetheirsalesworkbeforethesellingdayandintheevenings.Butduringthetimesthatcustomersareavailable,theyconcentratesinglemindedlyonspendingmoretimeface-to-facewiththosecustomers.Thisiswheretherubbermeetstheroad.
EliminatetheTimeWastersinSelling
TIMEWASTER#1:PROCRASTINATIONANDDELAY
Thefirstmajortimewasterinsellingisprocrastinationanddelay.Thisoccurswhenyoufindeveryconceivablereasontoputoffgettingouttherewithpeoplewhocanandwillbuyfromyou.
Everyoneprocrastinates.Thereisalwaystoomuchtodoandtoolittletime.Thedifferencebetweensuccessesandfailuresisdeterminedbytheirchoicesaboutwhattheyputoff.Losersputofftheimportantthingsthatcouldmakeasignificantdifferenceintheirlives.Winnersputofflow-valuetasksandactivities,thosethingsthatmakeverylittledifferencewhethertheyaredoneornot.
Stopwastingtime.AccordingtoRobertHalfInternational,halfofallworking
time,inallfields,iswasted.Mostofthiswastedtimeistakenupwithcoffeebreaks,phonecalls,personalbusiness,shopping,orotheruselessactivitiesthatmakenocontributiontoyourwork.Whenpeopledowork,theaveragepersonworksaboutthirty-twohoursperweekOfthis,sixteenhoursarewastedandonlysixteenhoursarespentdoingthejob.Ofthesesixteenworkinghours,manyofthemarespentonthingsthatarefunandeasy,ratherthanhardandnecessary.
Resolvetoovercomeprocrastination.Thebestwaytoovercomeprocrastinationistoplaneachdayinadvance,setprioritiesonyouractivities,andthenmateyourfirstsalescallasearlyasyoupossiblycan.Getupandgetgoing.Whenyoulaunchquicklyintoaworkday,doingsomethingimportantasearlyaspossible,youwillworkatahigherlevelofeffectivenessalldaylong.
Whenyoufindyourselfprocrastinating,saytoyourself,doitnow!Doitnow!Doitnow!Thesewordsmotivateyoutogetstarted.Whenyourepeatthemoftenenough,youdrivethismessagedeepintoyoursubconsciousmind,whereitservesasatriggertogetyougoingandkeepyoumovingthroughouttheday.
Peoplearemajortimewasters.Toeliminatedelays,playyourowngame.Workyourownschedule.Don’tassociatewithpeoplewhohavetimetoassociatewithyou.PeopleareamongthebiggesttimewastersintheworldofworkStayawayfromotherfolkswhoprocrastinate.Theywillonlydragyoudown.
Inselling,nomatterwhattheproduct,theonlythreeactivitiesthatwillpayyour
Inselling,nomatterwhattheproduct,theonlythreeactivitiesthatwillpayyourdesiredhourlyrateareprospecting,presenting,andclosing.Onlywhenyouareengagedinthesethreecoreactivitiesareyouactuallyworking.
Thereisnothingwrongwithdrinkingcoffee,butdoitonthego,orwithyourprospectsandcustomers.Thereisnothingwrongwithstoppingforlunch,buteatitquickly.Don’tmateanafternoonritualoutoflunch.Wheneverpossible,havelunchonthewaytoseecustomersorhaveitwithcustomersandprospects.Forgetlunchingwithcoworkers.Thisisawasteoftimeandkeepsyouawayfromyourprimarysalesactivities.
TIMEWASTER#2:THEINCOMPLETESALESCALL
Anothermajortimewasteristheincompletesalescall,requiringacallback.Thisoccurswhenyouhavenotthoroughlypreparedyourpresentationortakenallthematerialsyouneedforyoursalescall.Whenyouarewiththecustomer,youfindthatyouaremissingthecorrectorderforms,prices,ormaterialsthatyouneedtoclosethesale.Youthenhavetomatearrangementstogobackandseetheprospectasecondtime,somethingthatoftendoesnothappen.
PoorsalessHlls.Incompletionofthesalescallcanoftenbecausedbypoorsalesskills.Youdonotknowhowtoanswerobjectionsortoclosethesale.Whenyou
arriveatthatpointinthesalespresentation,youdon’tknowwhattosayorhowtodealwithit.Youinadvertentlyactivatetheprospect’sresponse:“Letmethink
todealwithit.Youinadvertentlyactivatetheprospect’sresponse:“Letmethinkitover.”
AsIwroteaboutintheintroduction,whenIstartedoffsellinginmyearlytwenties,theonlyjobIcouldgetwasstraight-commissionselling,cold-callingfromofficetooffice,selling$20membershipsinarestaurantclub.Withthediscountcard,thecustomercouldget10to20percentdiscountsinaboutonehundreddifferentrestaurantsaroundthecity.Itwouldpayforitselfwithoneusage.Itshouldhavebeenaneasysell.Butitwasn’t.
Forgetlunchingwithcoworkers.Thisisawasteoftimeandkeepsyouawayfromyourprimarysalesactivities.
BecauseIdidn’tknowhowtosell,Iwouldcoldcall,matemypresentation,andattheendofthesale,Iwouldn’tknowwhattosay.Theprospectwouldsay,“Well,leaveitwithme,andletmethinkitover.”
Iwouldthankherverymuch,mateanotetocallbackonherinacoupleofdays,andgoonwithmyworkInvariably,whenIcalledback,theprospectwasnotin,wasinameeting,wasnotavailable,wasnotinterested,orhadforgottenwhatIhadspokentoheraboutinthefirstplace.Itwasveryfrustrating.
CHANGEYOURAPPROACH
OnedayIhadarevelation:thereasonIwasonlymakingtwoorthreesalesaweekwasbecauseIwascontinuallyofferingtocallbackaftertheprospecthadhadachancetothinkaboutit.Idecided,fromthatmomenton,thatIwouldnotcallbackanymore.Iwouldaskfortheorder,yesorno,aftereverypresentation.
Forme,thistookalotofcourage.TheverynextpersonIcalledon,attheendofmypresentation,said,“Well,itlooksprettygood;letmethinkaboutit.Callmebacknextweek”
Itookadeepbreathandreplied,“I’msorry,butIdon’tmatecallbacks.”
Theprospectlootedstraightatmeandsaid,“Whatdidyousay?’
Ireplied,“I’msorry,Idon’tmatecallbacks.Mr.Prospect,thisisnotabigdecision.Itisanexcellentproduct.Itpaysforitselfinoneusage.Everythingyouneedtoknowtomateabuyingdecision,youalreadyknow.Whydon’tyoujusttakeit?’
justtakeit?’
Andtheprospectreplied,“Allright,I’lltakeit.”
AMAJORTURNINGPOINT
WhenIwaitedoutofthatmeeting,Iwasanewsalesman.FromthenonIdidn’t
makecallbacks.Mywholesaleslifechanged.Iwalledintothenextoffice,gotthesameresponse(“Letmethinkitover”),andgavethesamereply(“Idon’tmakecallbacks”).ThesecondpersonIspoketoboughtaswellThenthethird,andthefourth,andthefifth.Inthatoneday,IsoldmorethanIwasaccustomedtosellinginanentireweek
Thefactisthatpeopledonotthinkitover.Instead,theywillforgetyoueverlivedbythetimeyougetoutofthebuilding.
Thefactisthatpeopledonotthinkitover.Instead,theywillforgetyoueverlivedbythetimeyougetoutofthebuilding.Whenyoucallback,theywillhavenoideawhatyouaretalkingaboutorwhytheymighthavebeeninterestedinthefirstplace.
SHARPENYOURSKILLS
OvertheyearsIhavelearnedthataprimaryreasonfortimewastageinsellingisthatsalespeoplesimplydonotknowhowtosell.Theydonotidentifyneeds
thatsalespeoplesimplydonotknowhowtosell.Theydonotidentifyneedsclearly.Theydonotpresentproperly.Theydonotknowhowtoanswerobjectionsintelligently.Andtheydon’tknowhowtocloseprofessionally.Asaresult,theygofromcustomertocustomerbutmakefewsales.Allthiscanbeovercomebyimprovingyoursalesskillsandincreasingyourlevelofdetermination.
TIMEWASTER#3:INACCURACIESANDDEFICIENCIES
Youwastealotoftimeinsellingwhenyoufindyourselfwithaprospect,butwithoutalltheinformationneededtomakeanintelligentpresentation.Youmayhavethewrongfacts,thewrongfigures,orthewrongspecifications.Youmaypresentthewrongpriceforthewrongorderforthewrongmaterials.Youmayhavemisunderstoodwhattheprospectsaidshewantedandmadeaproposalthatdoesnotsolvetheprospect’sproblemorsatisfyherneed.
SMALLMISTAKESCAUSEBIGPROBLEMS
Someyearsago,inpresentingabuildingforsaletoacommercialpurchaser,Iputtogetheraproposalonthebuildingwithabreakdownofrevenues,expenses,andexpectedratesofreturn.Ihadittypedbymyassistant,butIdidnottalethetimetoreviewitcarefully.Asaresult,Iwasoffbyonedecimalpoint.Insteadofa15percentnetcashflowoninvestment,theproposalshowedabuildingthatyielded1.5percent,onlyone-tenthofthepotential.
Theprospectwasverysharp.Hequicklyreviewedtheproposal,checkedthenumbers,andthenchuckedtheproposalbackatmeacrossthedesk“Whyareyouwastingmytimewithsomethinglikethis?’
Thenumberswerewrong,anditcostmethedeal.Mycredibilitywasshot.Theprospectwouldnotmeetwithmeagain.Fromthatdayforward,Ihavecheckedeverynumberineveryproposalbeforeitwentout.
Youshouldalsobesurethatallofyourpaperworkisdonecorrectly,andcheckitinadvancebeforeyougotoseetheprospect.Neverassumethateverythingwillbeallright.AstimemanagementexpertAlexMcKenziesaid,“Errantassumptionslieattherootofeveryfailure.”
TIMEWASTER#4:LACKOFPRODUCTKNOWLEDGE
ThisweaknesscancostyouhoursofhardworkItboilsdowntoignoranceoftheproductorserviceyouareselling.Thisisinvariablycausedbylazinessonthepartofthesalesperson.Fortunately,itcanbeveryeasilyovercomewithtimeandstudy.
Youshouldbeintimatelyfamiliarwitheverythingthatyourproductorservicecando.Knowwhatyourcompetitorsofferthatisdifferentfromyourproductorservice.Beclearwhyandhowyourproductorserviceissuperiortoanythingelseonthemarket.
BEABLETOANSWERANYQUESTION
Whentheprospectasks,“IfIhavethisproblemorneed,willyourproductor
Whentheprospectasks,“IfIhavethisproblemorneed,willyourproductorservicedothisorthatforme?’youshouldbeabletoanswerclearlyandcorrectly.
Ifyouaren’tsureoftheanswerandyoustarttomumbleandstumble,youlookfoolish.Theprospectinstantlysensesthatyoudonotknowwhatyouaretalkingabout.Yourcredibilitygoesdownthedrain.Theprospect’sinterestindealingwithyouvanishes.Youaresoonbackoutonthestreet,wonderingwhathappened.
Goodproductknowledgeisthefoundationofallsalessuccess.TheverybestsalespeopleIhavemethavememorizedtheirproduct’sspecifications.Iftheylostalltheirbrochuresandsalesinformation,theycouldstillgiveacompellingsalespresentationwithjusttheinformationstoredintheirownheads.Itshouldbethesamewithyou.
TIMEWASTER#5:POORPREPARATION
Thoroughpreparationseparatesthesheepfromthegoatsamongprofessionalsalespeople.Thetopsalespersontakesthetimetodiligentlystudyeverydetailofherproductorservice.Shereviewsandthenreviewsagain.Shetakesnotes.She
decidesinadvancethatnoonewilleveraskheraquestionthatshecannotanswerintelligentlyandcompletely.
Theverybestsalespeoplememorizetheirproduct’sspecifications.Iftheylostalltheirbrochuresandsalesinformation,theycouldstillgiveacompellingsalespresentationwithjusttheinformationstoredintheirownheads.
Oneofthegreatbenefitsofthoroughpreparationistheconfidencethatitgivesyou.Whenyouarethoroughlyprepared,youarecalmer,morerelaxed,andmorepositive.Youfeelgoodaboutyourself.Youhaveapositivementalattitude.Asaresult,youmakeapositiveimpressionontheprospectandcausehimorhertorelaxaswell.Theentiresalesprocessissmootherandeasier.Preparationreallypaysoff.
TIMEWASTER#6:UNCONFIRMEDAPPOINTMENTS
Here’sacommonscenario.Asalespersonsetsoffacrosstowntoseeaprospectforanappointment.Itwasarrangedinadvance,soeverythingshouldgoasplanned,right?Butwhenthesalespersonarrives,theprospecthasbeencalledoutoftown,isinameeting,orcannotseehimforsomereason.Asaresult,hehaswastedtheentiretrip,includingthetimeitnowtakeshimtogetbacktohisoffice.Sometimesasalespersoncanlosehalfadaybecausehedidnotreconfirmanappointment.
Whydon’tsalespeoplebothertoreconfirmappointments?Easy.Theyareafraidthatiftheycalltoreconfirm,theprospectwillcanceltheappointment.Theyarewillingtotaleachanceratherthantorisktherejectionthattheymightexperience.
TWOWAYSTORECONFIRMAPPOINTMENTS
Therearetwowaysthatyoucanreconfirmanappointmentwithouttheriskofhavingitcanceled.First,calltheprospectdirectlyandask(eventhoughyoualreadyknow),“Excuseme,Mr.Prospect,isourmeetingtomorrowafternoonat2:00or2:30?’
Whentheprospectsays,“Oh,we’rescheduledtomeetat2:00PM,”yousay,“That’sexactlywhatIthought;I’llbethereat2:00PMsharp.I’mlookingforwardtoseeingyou.”
Anotherwaytoreconfirmanappointmentwithoutlosingitistocallthereceptionistandask“IsMr.Brownavailable?Whenthereceptionistconfirmsthatheisintheofficeandavailable,youthensay,“PleasetellhimthatthisisJohnJonescalling,andthatIwillbethereformyappointmentwithhimat10:00
JohnJonescalling,andthatIwillbethereformyappointmentwithhimat10:00AMsharp.Thankyouverymuch.”
Theadvantageofcallingupandconfirmingisthatitmakesyoulookandsoundmoreprofessional.Itremindstheprospectofyourvisitandarousesacertainamountofcuriosityandanticipation.Itremindstheprospecttoclearhiscalendarandmaketimeforyou.
RESCHEDULEIMMEDIATELY
Sometimeswhenyoucalltoreconfirmanappointment,theprospect’sassistantwillsay,“I’mgladyoucalled.Mrs.Prospecthashadanemergencyandwon’tbeabletomeetwithyoutoday.”
Youimmediatelyrespondbysaying,“I’msorrytohearthat,butthankyouforlettingmeknow.Perhapswecouldsetupanewtimethatwouldbemoreconvenient.Doyouhavehercalendarhandy?”
USEE-MAILTORECONFIRM
Withe-mail,youhaveawonderfulwaytoreconfirmappointmentswithoutanydangerofthembeingcanceled,atleastnotimmediately.Whenyoufirstsettheappointment,gettheperson’se-mailaddress.Then,theeveningbeforetheappointment,sendhimane-mailconfirmingthatyouwillbethereatthetimeagreedupon.Sincethefirstthingpeopledointhemorningischecktheire-mail,
agreedupon.Sincethefirstthingpeopledointhemorningischecktheire-mail,youwillhaveremindedhimoftheappointment,andhewillbeexpectingyourvisit.
Manysalespeoplealsocallafterhoursandleaveavoicemailremindingtheprospectoftheappointment.Thisisanothersafeandeffectivewaytoconfirm.
TIMEWASTER#7:POORGEOGRAPHICALPLANNINGOFCALLS
Thisisamajortimewaster,oftencausedbythetendencyofsalespeopletounconsciouslyavoidthepotentialrejectionthatgoeswithsellingbyspreadingtheircallswidelyoverageographicarea.Theywillmakeonecallinthefarnorthofthecityandthensettheirnextcallinthefarsouthofthecity,spendinganhourorsotravelinginbetween.Astheydrivealonglisteningtotheradio,theyconvincethemselvesthatbecausetheyareinmotion,theyaresomehowatwork
Youcansometimesstreamlineyoursalesbusinessandincreaseyourincomeimmediatelybyclusteringyourcallsgeographically.Reducetheamountoftravelingtimebetweencustomersandyouautomaticallyincreasetheamountoffacetimethatyouspendwithpeoplewhocanbuy.
Divideyoursalesterritoryintoquadrants.Resolvetoworkinonequadranteachdayorhalfday.Clusterallyourcallsinthatquadrantforthattimeperiod.Ifsomeoneinthesouthwestwantstoseeyouwhenyouarecommittedtoworkingin
thenortheastpartofthecity,movehimtothedaythatyouwillbeinhisarea.
AGREATSUCCESSSTORY
AfterIhadtaughtthissimpleprocessatasalesseminar,averysuccessfulsaleswomancameuptomeandtoldmeaninterestingstory.Acoupleofyearsearlier,shehaddecidedtogetintosalesasalastresort.Shehadnosalesexperience,butsheneededtosupportherself.Shetriedforsixmonthstogetasalesjobwithanationalcompany,withoutsuccess.Finallyoneoftheirsalespeoplequit,sotheydecidedtogiveherachance.Withinsixmonths,shewasthetopsaleswomaninthecountryforthem.Theywereamazed.
Shesaidthathersecretwassimple.Shedividedherterritoryintofourpartsandthendisciplinedherselftoworkintenselyinoneofthosefourpartseachday,fourdaysperweekShedisciplinedherselfnottotravelbetweengeographicareas.Asaresult,shespentmoretimewithprospects,andgotbetterandbetteratselling.Thebettershebecame,themoresalesshemadeandthemorereferralsshegotintheareaswhereshewasconcentrating.Sheeventuallybecameoneofthehighest-paidprofessionalsinherfieldinthenation.
TIMEWASTER#8:NEEDLESSPERFECTIONISM
Thereisanoldproverbthatsays,“Theperfectistheenemyofthegood.”Salespeoplewhoarenervousaboutcallingonnewpeopleoftentimesinsistupon
Salespeoplewhoarenervousaboutcallingonnewpeopleoftentimesinsistuponhavingeverythingperfectlyinorderbeforetheymatethefirstcall.Theyusetheneedformorepreparationasanexcusetoavoidselling.Theysaytheymustmemorizeeverysingledetail.Theyfeelcompelledtocheckandlearneverylineoneveryform.Theystudytheirsalesmaterialsexhaustively.
Thebasicruleisforyoutogetit80percentrightandthenlaunch.Becomegoodenoughandknowledgeableenoughonyourproducttostart,andthengetoutinfrontofpeople.
Thisisoftencalledneedlessperfectionism.Thebasicruleinthisareaisforyoutogetit80percentrightandthenlaunch.Becomegoodenoughandknowledgeableenoughonyourproducttostart,andthengetoutinfrontofpeople.AsBenjaminTregoeoncesaid,“Theveryworstuseoftimeistodoverywellwhatneednotbedoneatall.”
Youwillfindthatthemoretimeyouspendinfrontofcustomers,themoreyouwilllearnaboutyourproductandhowtosellit.Thereisnothingthatreplacesface-to-facecontactanddirectquestion-and-answersessionswithprospects.
GETUPANDGETGOING
Theinsistenceupongettingeverythingperfectbeforeyoumakecallscanbefataltoyoursuccess.Learnwhatyouneedtolearn;getthebasicsdownpat.Butthengetupandgetouttherewithpeoplewhocanbuy.Everythingelsewilltakecare
getupandgetouttherewithpeoplewhocanbuy.Everythingelsewilltakecareofitself.
Thefearofrejectionislikeagoblinthatlurksdeepinyoursubconsciousmind.Whenyouhavethisfear,aseveryonedoestosomeextent,itmanifestsitselfinyourcreatingeveryconceivableexcusetoavoidcallingonnewprospects,reconfirmingappointments,andmeetingthosepeopleinperson.Remember,overcomefearbydoingthethingyoufear.Youeliminatethefearofrejectionbysimplyfacingrejectionsomanytimesthatfearisnotafactorforyou.
TIMEWASTER#9:DISTRACTIONANDMINDWANDERING
Manysaleshavebeenlostbecausethesalespersondidnotpayattentiontowhattheprospectwassaying.Perhapsthesalespersonwasthinkingofproblemsathomeorhisplansfortheweekend.Perhapshewasponderinghisfinancialsituationorhisrelationshipwithhisgirlfriend.
Inanycase,whenyoudon’tlistenattentivelytotheprospect,youmissthenuancesofwhattheprospectsays,thosesubtlethingsthatheistryingtogetacross.Youfailtonoticethelooksthattheprospectgivesyouatcertainpartsofyourpresentationthatwouldtellyouwhatinterestshimthemostaboutyourproduct.
DISCIPLINESARELEARNABLE
Yourabilitytofocusandconcentratekeenlyontheprospectandwhatheissayingisadiscipline,andalldisciplinescanbelearned.Concentrationisnoteasyatthebeginning,butitbecomeseasierandeasierovertime.(Everythingishardbeforeitiseasy.)
Sometimesyoucanincreaseyourfocusandyourlevelofattentionbytakingcarefulnoteswhiletheprospectisspeaking.Whenyoupracticelisteningtechniquesthatincludeleaningforward,pausing,andquestioningforclarification,thiskeepsyoumorealerttowhattheprospectissayingand,moreimportant,towhathemeansbywhatheissaying.
TIMEWASTER#10:OVERWORKEDANDOVERTIRED
Fatigueisamajortimewaster.Butsellingishardwork.Ittiresyouout.Itdrainsyourenergy.Itburnsupallyourreserves.Theharderyouworkandthemoreintenselyyouinteractwithpeople,themorefatiguedyouwillbeattheendof
intenselyyouinteractwithpeople,themorefatiguedyouwillbeattheendofthe
day.
Whenyoucomerightdowntoit,theenergyandsparkleofyourpersonalityisthemostimportantfactorthatyoubringtothesalesprocess.Peopledonotbuyproducts;theybuypeople.Peopledon’tbuywhatyousell,theybuyyou—andthentheybuywhatyousell.Whenyouarefullofvitalityandenthusiasm,youmakeapositiveimpactonthepersonyouaretalkingto.Whenyouareatyourverybest,youmatethemostsales.Whenyou’renot,youdon’t.
GETLOTSOFSLEEP
Mostadultssufferfrommildformsofsleepdeprivation.Theyarenotgettingenoughsleepeachweeknighttoperformattheirbestduringtheweekdays.Don’tletthishappentoyou.Gettobedbeforetenatleastfivenightsperweek.
Manyofmystudentshavetakenthisadvicetoheart.Theyhaveincreasedtheirsleepfromsixorsevenhourstoeighthourspernight,andtheyareabsolutelyamazedatthedifference.Theyfeelasiftheyhaveawakenedfromadruggedsleep.Theydidnotrealizethattheyweregoingthrougheachdayinafog,notassharpandontheballastheycouldbe.
TAKECAREOFYOURHEALTH
TAKECAREOFYOURHEALTH
Thechancesofyourmakingasaleareeversoenhancedifyouarebrightandenergeticinasalesconversation.Thehighest-performingsalespeopleIknowarefastidiousabouttheirhealthandenergy.Theyeattherightfoods,getlotsofrest,andexercisevigorously.Manyofthetop-paidsalespeopleinAmericaaremarathonandeventriathlonrunners.
Getagoodbookondietandfollowitclosely.Eatmorefruitsandvegetables.Choosehigh-proteinbreakfasts,avoidingtoast,bacon,sausage,andotherheavy,fattyfoods.Haveasaladwithfishorchickenforlunch.Drinkplentyofwaterthroughouttheday.Keepyourselfperformingathighlevelsbyfeedingyourselfwellsothatyoufeelhealthyandheartythroughouttheday.
Imaginethatyouhavebecomeverywealthyinsales.Youhavefulfilledyourlifelongdream.Youboughtanexpensiveracehorse,onethatcost$500,000.Ifyouownedanexpensiveracehorse,whatkindoffoodswouldyoufeedit?Ifyouhadinvestedallthatmoneyinahorse,wouldyoufeeditjunkfood,potatochips,soda,donuts,bagels,candybars,andjugsofcoffee?Ofcoursenot!
Howmuchmorevaluableareyouthanaracehorse?Justasyouwouldfeedanexpensiveracehorsewiththemostnutritiousfoodsyoucouldpossiblyfind,youmustfeedyourselfwiththeverybestfoodsaswell.
Howmuchmorevaluableareyouthanaracehorse?Justasyouwouldfeedanexpensiveracehorsewiththemostnutritiousfoodsyoucouldpossiblyfind,you
expensiveracehorsewiththemostnutritiousfoodsyoucouldpossiblyfind,youmustfeedyourselfwiththeverybestfoodsaswell.Treatyourselflikethemostexpensiveandmostimportantpersoninthewholeworld,becauseyouare.
BECOMEAHIGH-ENERGYPROFESSIONAL
Here’sanotheroldadage:“It’snotthesizeofthedoginthefight;it’sthesizeofthefightinthedog.”Itisnotenoughtojustbephysicallypresentwithaprospect.Whatwillhavethegreatestimpactonthesaleistheamountofpassionandvitalityyouexhibitwhenyouareface-to-facewiththatperson.
Resolvetodaytotakewonderfulcareofyourphysicalhealth.Themoreenergyyouhave,thefasteryouwillbouncebackfromrejectionandfailure.Yourlevelsofself-confidenceandself-esteemwillbeastronomical.Youwillmateapositiveimpressiononeveryoneyoumeet.
Whenyouaretired,it’smuchharderforyoutoabsorbtherejectionanddisappointmentofdailylife.Theydepressyouandtireyououtevenmore.Butwhenyouarefreshandwellrested,youspringbackfromeverydifficulty,andyouselllikeasteamenginealldaylong.
TIMEWASTER#11:LACKOFAMBITION
Perhapsthemostimportantsinglequalitythatleadstohighperformanceandsalessuccessisambition.Tobeambitious,youmustbehungry.Youmusthaveanintense,burningdesireforsalessuccessandthemoneythatgoeswithit.Youmustgetupeachmorningthinking,Icanhardlywaittogetoutthere!
Salessuccesscomesfrombeingeagertocallonnewprospects.Whenyouseethatbysucceedinginsalesyoucanachieveallyourothergoals,foryourselfandyourfamily,yourlevelofambitionwillincreasetothepointwhereyouwillbecomeabsolutelyunstoppable.Ambitionisawonderfulthing.
NOAMBITION,NOFUTURE
Ontheotherhand,therearepeoplewhoarenotparticularlyambitious.Perhapssellingisnottherightfieldforthem.Inmanycasestheyhaveachievedacertainlevel,andtheyarecomplacent.Theyhaveadjustedtheirlifestylestotheircurrentincomesandhavenorealdesiretoimprovetheminanyway.
Evenifyouofferthemprizesandincentives,theyarenotmotivatedenoughtoworkanyharderthantheyalreadyare.Thesepeoplemaybesteady,average
workanyharderthantheyalreadyare.Thesepeoplemaybesteady,averageproducers,buttheyhavenorealfutureintheworldofcompetitiveselling.
THECONDITIONSOFMEDIOCRITY
Notlongago,Iwascalledintoworkwithalargenationalcompany.Theywantedmetomotivateandstimulatetheirsalespeoplewithideasonhowtosetgoals,workmoreefficiently,andgetmoredone.
Throughoutthemorning,Igaveahigh-energypresentation,sharingwiththemsomeofthebestideasIhadlearnedwiththousandsofsalespeopleindifferentfields.Butitwasaho-humaudience.Mostofthepeoplesatleaningbackintheirchairs,seldomtakingnotes,occasionallyreadingthenewspaperorconversingwiththeirfriends.Ihadneverseenanythinglikeit.
Finally,Iaskedoneoftheseniorsalespeopleatthebreakhowthingsweregoing.Whathetoldmereallyopenedmyeyes.Hesaidthatthismaterialwasoflittleinteresttohim,ortoanyoftheothers.Allthesesalespeoplewereunionizedandreceivedafixedhourlyrate.Theaveragepersonhadbeenwiththecompanyfortwentyyears.Nothingtheydidordidn’tdowouldincreaseordecreasetheirincomewhatsoever.Mostofthemwere“lifers.”Theirplanwastostaywiththecompanyforlife,andthenretireonapension.
IMPOSSIBLETOMOTIVATE
Hesaid,“Ican’trelatetoanythingyouaresaying.Ihavenoambition.Idon’tcareifIdomoreorifIdoless.Itdoesn’tchangemyincomeormyposition.Itdoesn’tchangemyresponsibilitieseither.WhyshouldIworkanyharderthanIamalready?IliketojustworkmyeighthoursandthengohomeandwatchTV.”
Thissalesmanwasaboutfortyyearsold.Ithoughttomyself,whatatragedy.Hewillprobablylivetoabouteighty,buthisfirehasalreadygoneoutatforty.Hehasnoambitionordesireforanythingexceptaneasyjobandnight-timetelevision.Lackofambitionisarealwasteroftimeandtalent.
JointheTop20Percent
Oneofthemostpowerfulofalltimemanagementprinciplesisforyoutogetbetteratthemostimportantthingsyoudo.Youknowthat20percentofthesalespeopleearn80percentofthemoney.Invariably,thetop20percenthavetakenthetimeandmadetheinvestmenttobecomeverygoodatthekeythingstheydo.Thebetteryougetatwhatyoudo,themoremoneyyouwillmakeandthesooneryouwillmateit.
Remember,nooneissmarterthanyou,andnooneisbetterthanyou.Everyonestartsatthebottom.Everybodywhoisdoingwelltodaywasoncedoingfeebly.Andanythingthatanyoneelsehaslearned,youcanlearnaswell.Ifsomeoneisdoingbetterthanyou,itisonlybecausetheyhavelearnedthekeyskillsbeforeyouhave.Andtheproofthatyoucanlearnthoseskillsisthattheyhavelearnedthose
skills,startingfromnothingandnotknowingtheminthefirstplace.
StartEarly,StayLater
Scheduleyourfirstappointmentearly.Often,thepeoplewhoarethehardesttogettoaretheoneswhocanseeyouatsevenorseventhirtyinthemorning.Sometimestheycomeinevenearlier.
Ihavefoundovertheyearsthatthebesttimetoseekeydecisionmakersisbeforeandafternormalworkinghours.Thisisespeciallytruewithsuccessfulentrepreneursandcompanyowners.Thereasontheyareatthetopisbecausetheystartearlierandworklater.Ifyoustretchyoursellingdayandarrangetoseethemattimesthatareconvenientforthem,youcanoftenmakethebestsalesofyourcareer.
Thepeoplewhoarethehardesttogettoseeusuallyturnouttobethemostvaluablecustomers.Theoneswhohaveallthetimeintheworldseldombuyanything.
Applythe80/20RuletoEverything
Practicethe80/20ruleineverythingyoudo.Spend80percentofyourtimeprospectinguntilyouhavesomuchbusinessthatyoudon’thavetimetoseeanyoneelse.Thenspend80percentofyourtimeonthe20percentofprospects
anyoneelse.Thenspend80percentofyourtimeonthe20percentofprospectsthatcanaccountfor80percentofyourbusiness,thosecustomerswhobuythemostfromyou.
MakeaGameofSeeingPeople
Litearunneratthemark,whenthestartinggungoesoffateighto’clockonMondaymorning,yougetgoingashardandasfastasyoucan.Allday,everysalesday,mateitagametogetinfrontofasmanypeopleasyoupossiblycan.
YoumightevenplaythisgameincompetitionwithoneofyourfriendsatworkEachofyousetagoaltocallon100prospectsasquicklyaspossible.SeemysectiononthelOOCallMethodinchapter1.
Here’swhatwillhappen.Bythetimeyoufinishcallingon100prospects,youwillbepositive,optimistic,enthusiastic,andmorethananythingelse,extremelyknowledgeableaboutyourproductorservice.Youwillhavenofearsofrejectionorfailureleftatall.Youwillhaveheardeverysinglepossiblecommentandquestionthatyouwillevergetfromacustomer.Youwillknowhowtosellatahigherlevelthaneverbefore.
MakeEveryMinuteCount
Thinkintermsofminutesratherthanhours.Mateeveryminutecount.Movefasterineverythingyoudo.Pickupthepace.Developasenseofurgencyanda
fasterineverythingyoudo.Pickupthepace.Developasenseofurgencyandabiasforaction.Movequickly.
Whenyougetintotheoffice,don’twaituntilthecoffeeisready.GettoworkAndwhenyoustartwork,workallthetimeyouworkDon’tdropoffyourdrycleaning,pickupyourlaundry,orgoshopping.Workeveryminuteandeveryhour.
Thebesttimetoseekeydecisionmakersisbeforeandafternormalworkinghours.Thisisespeciallytruewithsuccessfulentrepreneursandcompanyowners.Thereasontheyareatthetopisbecausetheystartearlierandworklater.
Mateadecisiontoearnthereputationasthehardest-workingpersoninyourcompany.Don’ttellanyoneaboutyourdecision.Justmatesurethat,whenanyonelooksatyou,youareworkingfullblast.Youdon’ttakebreaksorwastetime.Asfarasyou’reconcerned,thisisnotplaytime.Itisworktime.
Ifsomeonesays,“Haveyougotaminutetotalk?”say,“Sure,butnotrightnow.RightnowIhavetogetbacktowork!”
COFFEEBREAKSCANMAKEYOURICH
Don’twastecoffeebreaks.Whenpeoplegotocollegeorstarttheirfirstjobs,muchoftheirdayisbuiltaroundcoffeebreaksandlunch.Whentheyarriveinthemorning,theystartthinkingaboutwhentheyaregoingtotaketheircoffeebreakandbeginorganizingthepeoplewithwhomtheywilltakethatbreakButthisisnotforyou.
Sinceyouonlygetpaidforresults,don’tdoanythingthatdoesn’tpay.Instead,savethetimethataveragepeopletakeincoffeebreaksanduseittoincreaseyoursales.Thiscanhavearemarkableeffectonyourincome,andfarfasterthanyourealize.
ANIMMEDIATEPAYINCREASE
Theaveragepersontakestwocoffeebreaksperdayatabout20minuteseach,andsometimeslonger,ifnooneiswatching.Thatis40minutesperday.These40minutes,timesfivedaysperweek,equal200minutesperweek;200minutesperweektimes50weeksperyearis10,000minutes.Thatistheequivalentof166hoursofworkingtime,ormorethanonefullmonthofadditionalpaythat
166hoursofworkingtime,ormorethanonefullmonthofadditionalpaythatyougiveupbytakingcoffeebreaks.
Whenyouresolvetospendeverycoffeebreakdoingsomethingproductive,youveryquicklyaddonemonthssalarytoyourincome.
Whenyouresolvetospendeverycoffeebreakdoingsomethingproductive,youveryquicklyaddonemonth’ssalarytoyourincome.Thatone-monthdifferenceinpaycanbeequaltobuyingyourselfanewhome,anewcar,avacation,orevenretiringfiveyearsearlierthantheaverageperson.
BOOSTYOURINCOME
Makeyourlunchtimecount.Theaverageperson,goingbacktocollegeandhisfirstjob,talesanhourforluncheachday.OnehouradayequalsfivehoursperweekWhenyoumultiplyfivehourstimes50workingweeksayear,itcomesoutto250hours.That’sequaltomorethansixweeksofworkingtime,wastedinanactivitythatcontributesnothingtoyourlife.
Bycombiningcoffeebreaksandlunches,andusingthattimetomakemoresales,youcanquicklyaddtwoandahalfmonthstoyourworkingyear,oranincomeincreaseofalmost25percent,fromthefirstday.Sinceeverythingyoudorepeatedlybecomesahabit,effectivenesswillalsosoonbeahabit.Youwillhabituallyuseyourtimewell.Youwilldevelopthehabitofearningmorethananyoneelsearoundyou.Theseareexcellenthabitsforyoutohave.
LearnAllYouCan
LearnAllYouCan
Attendsalesseminarsregularly.Beforeasalesseminarbecomespubliclyavailable,ithasbeentestedandprovenwithhundredsandeventhousandsofprofessionalsinthatfield.Thepersonpresentingtheseminarhasofteninvestedhundredsofhoursinresearchandthousandsofhoursofexperiencetobringthisseminartogether.
Whenyouattendaseminar,youwilllearnsomeoftheverybestideaseverdiscoveredinthatfield.Attendingseminarscansaveyouweeks,months,andevenyearsofhardworkIhavemetsalesprofessionalswhohavedoubledandtripledtheirincomesinaslittleasthirtydaysfromoneideathattheygotatoneseminar.
PuttheOddsinYourFavor
Thelawofprobabilitieslargelyexplainssuccessandfailure.Successfulpeopledomorethingsthatarelikelytoleadthemtosuccess.Unsuccessfulpeopledofewerthings.Bythelawofprobabilities,successfulpeoplearemuchmorelikelytodotherightthingattherighttimeintherightwaythanunsuccessfulpeople.
Whenyouattendsalesseminarsonaregularbasis,youdramaticallyincrease
theprobabilitythatyouwilllearnwhatyouneedtolearntoachievethegoals
theprobabilitythatyouwilllearnwhatyouneedtolearntoachievethegoalsyouhavesetforyourself.Thisdoesn’tmeanthateveryideawillberelevanttoyouatthemoment.Butifyougetenoughdifferentideas,bythelawofprobabilities,youwillalmostinevitablygettheoneortwoideasthatcanchangeyourcareerforthebetter.
Thisiswhythetop10percentofprofessionalsineveryfieldattendsalesseminars.IgiveseminarsallovertheUnitedStatesandCanada,andintwenty-threeothercountries.Withoutexception,thehighest-paid,mostsuccessfulsalesprofessionalsintheindustryareatthoseseminars.Thelow-incomeearnersaresittingbackattheofficeworryingaboutmoneyandcomplainingabouthowtoughbusinessis.Butthetoppeopleareaggressivelylearningeverythingtheypossiblycantoincreasetheirsalesandtheirincomes.
We’vealreadydiscussedthemeritsofreadinginyourfieldandtakingadvantageofthecondensedknowledgetobediscoveredonaudioprograms.Nowimaginethatyoureadonehourperday,attendsalesseminarsregularly,andlistentoaudioprogramsinyourcar.Suddenlyyoucanmateoneadditionalsaleperday!Onceyouhavedevelopedthehabitofmakingoneadditionalsaleperday,youwillautomaticallymoveuptotwoadditionalsalesperday,andsoon.
Whatkindofanimpactwouldthathaveonyourresultsandyourincome?Thinkaboutit!Youcanbecomeoneofthemostcompetentandwell-paidprofessionalsinyourindustrybycontinuingtoupgradeyourskillsasapartofyourdailylife.
ManageYourTimeWell
PeterDruckeroncewrote,“Actionwithoutthinkingisthecauseofeveryfailure.”Oneofthemostpowerfulwaysforyoutoincreaseyoursalesandyourincomeistoengageinadvanceplanning.
Themoretimeyoutaketothinkthroughandplanyoursalesactivities,themoreeffectiveyouwillbeandthemoresalesyouwillmate.
Useatimemanagementsystem.Anytimemanagementsystemwillhelpyouaslongasyouuseitasanaturalextensionofyourbusinessactivities.Youcanuseapapertimeplanner,aPalmPilot,aBlackBerry,oranythingelse.
Italwaystakesalittletimetolearnhowtoincorporateanewtimemanagementsystemintoyourlife.Butthisinvestmentintimewillpayoff.Ataminimum,youwilladdtwohoursofproductivetimetoyourdayjustbyusingatimeplannertoorganizeyourday.Asyoubecomemorefluentwithatimeplanner
plannertoorganizeyourday.Asyoubecomemorefluentwithatimeplannerandwithtimemanagement,youwilldoubleyourproductivity,yourperformance,andyourincome.
IncreaseYourEarningAbility
Youareyourmostimportantasset,yourmostpreciousresource.Yourtimeistheonlythingthatyouhavetosell.Andyourhourlyrateisthekeymeasureofhowwellyouareusingyourself.Itisthebestmeasureofhoweffectivelyyouareapplyingyourtalentsandskillstoyourlifeandtoyourworld.
Yourearningabilityisyourmostvaluablefinancialasset.Everythingyoudotoincreaseyourearningabilityenhancesthequalityofyourlife.
ReturnonEnergy
WhenIconductstrategicplanningsessionsforcorporations,weconcentrateonimprovingthemeasureofreturnonequity.Thisisthereturntotheownersofthecompanyontheactualamountofmoneyinvestedinthebusiness.Itisthechiefmeasureforstrategicplanningandbusinesseffectiveness.
Inyourlife,however,yourprimaryequityismental,emotional,andphysical.Inyourpersonalstrategicplanning,youconcentrateonincreasingyourreturnonenergy.Concentrateonincreasingyourhourlyrateandontheresultsthatyou
energy.Concentrateonincreasingyourhourlyrateandontheresultsthatyougetoutofeveryminuteofeveryday.
Self-MadeMillionaires
IntheirbookTheMillionaireNextDoor,ThomasStanleyandWilliamDank)foundthat79percentofself-mademillionairesinAmericawereentrepreneursandsalespeople.Itturnedoutthatthemostimportantskillforsuccessinentrepreneurshipwastheabilitytosellaproductorservice.Salesskillsopenedalmosteverydoor.
Bythelawofprobabilities,yourabilitytosellwellmovesyoutothefrontofthelineintermsoffinancialpotential.Theprobabilityofyourachievingfinancialindependence,andevenbecomingamillionaire,ishigherastheresultofbeingbetterinsalesthaninanyotherfield.Andtherearenolimitstowhatyoucanaccomplishexcepttheonesinyourownmind.
ActionExercises:
1.Resolvetodaytodoublebothyourproductivityandyourincome;calculateyourcurrenthourlyrateandmultiplyitbytwo.
2.Planeverydayinadvance;matealistofeverythingyouhavetodo,andthensetprioritiesonyourlist;alwaysstartwithyournumberonetask
3.Starteachdaybyaskingyourself,whatcanI,andonlyI,dothat,ifdonewell,willmakethegreatestdifferenceinmywork?
4.Upgradeyourskillscontinually;alwaysaskyourself,whatoneskill,ifIdevelopedanddiditinanexcellentmanner,wouldhelpmethemostto
doublemyincome?Whateveryouranswer,workonthatskilleveryday.
5.Developasenseofurgency,abiasforaction;getupandgetgoingearly.Workallthetimeyouwork
6.Readsixtyminuteseachmorning,attendsalesseminarsfourtimesperyear,andlistentoaudiolearningprogramsinyourcar;neverstopgettingbetter.
7.Analyzeyoursalesactivitiesdaily;determineexactlyhowmanyprospectsyouwillhavetoseetomakeacertainnumberofsalesandearnacertainlevelofincome;thenraisethebaronyourself.Bethebest!
Anythingthatiswastedeffortrepresentswastedtime.Thebestmanagementofourtimethusbecomesinseparablylinkedwiththebestutilizationofourefforts.
—AlecMacKenzie
CONCLUSIONTHISISTHEBESTTIMEINHISTORYTOBEALIVE.MOREwealthisbeingcreatedinmoreways,allovertheworld,thaneverbefore.
Millionsofnewbusinessesarestartedeachyear,allofthemdependentforsuccessonthesalespeoplewhoselltheirproductsandservices.Almostallthewealthbeingcreatedtodaystartswithsomeonesellingsomethingtosomeoneelse.Youare,therefore,atthefrontofthelineforhigherincomeandfinancialindependence.
Perhapsthemostimportantsinglesuccessprincipleeverdiscoveredislearnfromtheexperts.Youwillneverlivelongenoughtofigureitalloutforyourselfbylivingtrialanderror.Thegoodnewsisthatalltheanswershavealreadybeenfound.Whateveryouwanttoaccomplish,especiallyinselling,hasalreadybeenachievedthousands,ifnotmillions,oftimes.Andwhatothershavedone,youcandoaswell.
Perhapsthemostoutwardlyidentifiablequalityofsuccessfulsalespeopleisaction-orientation.Theylearnaboutanewmethodortechniqueandtheytryitoutimmediately.Whenyoutryanewwayormakingorclosingasale,onlytwothingscanhappen:successorfailure.Ifyousucceed,youkeepondoingit,gettingbetterandbetterintheprocess.
Ifyoufail,ifthenewtechniquedoesn’twork,youcantryitagain,learnfromit,andbecomesmarterandmorecompetent.Butyoucan’tlose!
WhenIbeganselling,Imadeadecisionthatchangedmylife.IresolvedthatIwouldtryanewmethodortechniquefiveortentunesbeforeIgaveuponit.Ilaterlearnedthatnothingworksthefirsttime.Thedevelopmentofkeyskillstakeslotsofpractice.Litelearningtorideabicycle,youfalldownafewtimesbeforeyoumastertheskill.Butafterlearning,youcandoiteasilyandnaturallyfortherestofyourlife.
Inthesameway,allsalesskillsarelearnable.Youcanlearnanysalesskill,includingclosingskills,thatyouneedtoachieveanysalesgoalyoucansetforyourself.Therearenolimits.
Yourjobnowistotakethosepractical,provenmethods,techniques,andstrategiesandapplythemoverandover—untilyoubecomeoneofthegreatestsalesprofessionalsofyourgeneration.
Goforit!
BrianTracy
ABOUTTHEAUTHORBRIANTRACYISONEOFAMERICA’SLEADINGAUTHORItiesonthedevelopmentofhumanpotentialandpersonaleffectiveness.Hekadynamicandentertainingspeakerwithawonderfulabilitytoinformandinspireaudiencestowardpeakperformanceandhighlevelsofachievement.
Headdressesmorethan250,000menandwomeneachyearonthesubjectsofpersonalandprofessionaldevelopment,includingtheexecutivesandstaffofIBM,PepsiCo,Ford,FederalExpress,NorthwesternMutual,andTheMillionDollarRoundTable.Hisexcitingtalksandseminarsonleadership,sales,management,andpersonalsuccessbringaboutimmediatechangesandlong-termresults.
BrianhasaB.Comm,andanMBA,andisthechairmanofBrianTracyInternational,ahumanresourcecompanybasedinSanDiego,California,withaffiliatesthroughoutAmericaandin31othercountriesworldwide.
PriortofoundingBrianTracyInternational,BrianwastheChiefOperatingOfficerofadevelopmentcompanywith$265millioninassets.Hehashadsuccessfulcareersinsalesandmarketing,investments,realestatedevelopmentandsyndication,importation,distribution,andmanagementconsulting.Hehasconductedhigh-levelconsultingassignmentswithseveralbillion-dollar-pluscorporationsinstrategicplanningandorganizationaldevelopment.
Brianhastraveledandworkedinover90countriesonsixcontinents,andhespeaksfourlanguages.Heisanavidreaderinmanagement,psychology,economics,metaphysics,andhistory,andhebringsauniqueperspectiveandstyletohistalks.Hehastheremarkableabilitytocaptureandholdaudienceattentionwithafast-movingcombinationofstories,examples,humor,andconcrete,practicalideasthatgetresults—fast.
Brianistheauthorofmorethan40books,includingThePsychologyofSelling,BeaSalesSuperstar,MaximumAchievement,AdvancedSellingStrategies,The100AbsolutelyUnbreakableLawsofBusinessSuccess,andGettingRichYourOwnWay.Heistheauthor/narratorofmorethan300audioandvideotrainingprograms,includingThePsychologyofAchievement,BreakingtheSuccessBarrier,ThePsychologyofSelling,PeakPerformanceWoman,MillionDollar
Barrier,ThePsychologyofSelling,PeakPerformanceWoman,MillionDollarHabits,TheScienceofSelf-Confidence,ThinkingBig,andHowtoMasterYourTime.
BrianismarriedwithfourchildrenandlivesinSolanaBeach,California.Heisactiveincommunityaffairsandworkscloselywithnonprofitorganizationsnationwide.
BRIANTRACY’SFOCALPOINTADVANCEDCOACHINGANDMENTORINGPROGRAM
THISINTENSIVEONE-YEARPROGRAMISIDEALFORAMBItious,successfulentrepreneursandsalesprofessionalswhowanttoachievebetterresultsandgreaterbalanceintheirlives.
Ifyouarealreadyearningmorethan$100,000peryearandyouhavealargedegreeofcontroloveryourtime,infourfulldayswithBrianTracyinSanDiego,onedayeverythreemonths,youwilllearnhowtodoubleyourproductivityandincome,anddoubleyourtimeoffwithyourfamilyatthesametime.
Every90days,youwillworkwithBrianTracyandwithanelitegroupofsuccessfulentrepreneurs,self-employedprofessionals,andtopsalespeopleforanentireday.Duringthistimetogether,youwillforma“mastermindalliance”fromwhichyougainideasandinsightsthatyoucanapplyimmediatelytoyourworkandpersonallife.
TheFocalPointprocessisbasedonfourareasofeffectiveness:Clarification,Simplification,Maximization,andMultiplication.Youwilllearnaseriesofmethodsandstrategiestoincorporatetheseprinciplesintoeverythingyoudo.
CLARIFICATION
Youwilllearnhowtodevelopabsoluteclarityaboutwhoyoureallyareandwhatyoureallywantineachofsevenkeyareasoflife.Youwilldetermineyourvalues,vision,mission,purpose,andgoalsforyourself,yourfamily,andyourwork
SIMPLIFICATION
Youwilllearnhowtodramaticallysimplifyyourlife,gettingridofallthelittletasksandactivitiesthatcontributelittletotheachievementofyourrealgoalsofhighincome,excellentfamilyrelationships,superbhealthandfitness,andfinancialindependence.Youwillalsolearnhowtostreamline,delegate,outsource,minimize,andeliminateallthosepursuitsthatareoflittlevalue.
MAXIMIZATION
Youwilllearnhowtogettheverymostoutofyourselfbyimplementingthebesttimeandpersonalmanagementtoolsandtechniqueseverdiscovered.Youwillbetaughthowtogetmoredoneinlesstime,increaseyourincomerapidly,andhaveevenmoretimeforyourpersonallife.
MULTIPLICATION
Youwilllearnhowtoleverageyourspecialstrengthstoaccomplishvastlymorethanyoucouldbyrelyingonyourowneffortsandresources.You’lllearnhowtouseotherpeople’smoney,otherpeopledefforts,otherpeople’sideas,andotherpeople’scustomersandcontactstoincreaseyourpersonalproductivityandearnmoremoney.
BRIANTRACYGIVESTHISPROGRAMPERSONALLYFOURtimeseachyearinSanDiego.Eachsessionincludescompleteprew.ork,detailedexercises,
yearinSanDiego.Eachsessionincludescompleteprew.ork,detailedexercises,andinstruction,plusmealsandrefreshmentsduringtheday,andallmaterials.Attheendofeachsession,youwillemergewithacompleteblueprintforthenext90days.
Ifyouareinterestedinattendingthisprogram,visitourWebsiteatbriantracy.com,orphoneourvicepresident,GaryKewish,at1-800-542-4252,ext.18,torequestmoreinformationoranapplication.Welookforwardtohearingfromyou.