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,pleasee-mailSpecialMartets@ThomasNelson.com.

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.