Sales Training: Sales Tips - "How Do I Combat Price Objections?"

Salesmanship skills are extremely important in every given situation. What I want to talk to you about this week, are the benefits for those of you that are either in business for themselves, or are thinking about going into business for themselves. Whether that’s a true bricks and mortar business or becoming a commission based salesperson, it doesn’t matter, it’s all the same.

“Sell your products or services, not the price!”

See! All the smaller thinking guys will always put themselves in the bottom end of the market without even knowing it. Because they usually have a fear of one on one selling or negotiation situations. This means they’ve got to win their business on price only. Because they don’t have the ability to promote themselves as a person that’s totally believable and can instead put themselves across to people in a way that says “I’m offering you the very best price in the market place and that’s all that matters”. Rather than, “you should deal with me because I am someone you can trust, someone that you will enjoy doing business with and someone that will always supply you with the back up and support you deserve”.

The cheapest price in the marketplace, as most people are now aware, does not guarantee you value for money. To give you an example, say I pay $60 for a cheap no name DVD player which at the time seems like a bargain, right! What about if I told you that DVD player will break down after a thousand hours of use. What about the DVD player that has a great reputation, is well known for it’s high quality support and cost $90 instead of $60 and could give you 2000 hours of usage before it broke down. Which one do you think is the better deal?

This brings up a great point, and that is, you have to sell! You have to give the client all the facts and not just the figures, because that is what selling is all about. Can you now see why price is not the only factor and how it is your job to educate the buyer through salesmanship? Price really becomes irrelevant. Your selling the idea, your selling so many things, and don’t forget you’re also selling yourself.

So the better you are at selling and negotiating, the better the prices you will be able to command.

The point of this newsletter comes back to our motto of “Success Through Failure”, which stands for you not being afraid to go out there and give it a go. Make some mistakes, build your confidence up, enhance your selling and negotiation skills, and build a successful business. If you don’t, you will have to rely on winning on price alone, and that will be a long, painful journey.

Your mission for this week:

1. Find out everything that your product or service has that the competition doesn’t have. 2. Then, ask your existing customers what it is about your product or service that is appealing and what initially attracted them to you. 3. Find a way to promote your product or service in a way that makes it impossible for your competitors to compare it to, and this will help eliminate price comparisons. 4. Highlight all these facts to your potential customers. 5. Go and make lots of sales this week.

Ray Turnbull has extensive knowledge and experience in sales and negotiation accumulated and developed over a 4o year period. Ray Turnbull has been sharing sales tips and success secrets at his website http://www.successthroughfailure.com

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Seven Sales Skills You've Got to Have

The Art of Business: Seven Sales Skills You've Got to Have
Are your creative skills top-notch but your bottom line suffering? Here's how to convert prospects into paying clients.

(creativepro.com)
By Eric J. Adams, creativepro.com contributing editor
Wednesday, August 3, 2005

Few creative professionals are thrilled with the idea of sales, but needless to say, a little salesmanship from time to time makes the world go round. Consequently, every creative professional should learn the seven basic skills of sales, as outlined by Shamus Brown, sales consultant and creator of the Persuasive Selling Skills sales training course.

Here are Brown's pointers, reconfigured for the selling of creative services.

1. Learn how to qualify. You can't make a deal with someone who isn't in a position to make a decision, has no money to pay you, or needs different services than those you provide. It sounds simple, but many creative pros waste a lot of time chasing prospects before (and sometimes after) it's determined the prospects don't meet all three of the above criteria. Even before you pick up the phone, develop a list of qualifying criteria that prospects must meet before you invest your time with them. If you're not sure, don't be afraid to sprinkle your conversation with questions such as, "Are you the main decision maker?" and "Have funds been set aside for this project?"
2. Learn how to inspire. Creative professionals are like guitar players… they're a dime a dozen. Any good prospect will interview three to four creative firms before making a selection, particularly if they're looking for a long-term creative partner. Brown suggests you imagine that the prospect has a big "SO WHAT?" stamped on his or her forehead, and imagine that for everything you say, the prospect replies, "So what, why should I care?" Prospects care about solving their problems or how you can help make their business better. You'll stand out if you emphasize the benefits you can offer.

   Here's the golden key to inspiration: Prospects become motivated to work with you when you help them discover that you can solve their problem better than anyone else can. That means you have to prove to every client two things. No matter how brilliant you are, it's doubtful you'll get hired unless prospects feel like you understand the predicament they face. So first (and the sequence is important here), you must understand their problems and needs and convey that information back to them. Plan and ask questions to uncover and highlight those problems. Once you do that, then you can impress them with examples of your talent and creativity as it relates to their problems or challenges.

3. Learn to sell outside your comfort zone. It's important to speak your prospect's language even if it's not native to you. If your prospect is an analytical type, stay away from sweeping generalizations and back up your statements with statistics and proof. For many creative professionals, simply dealing with an authority figure can be uncomfortable. If that's the case, acknowledge the discomfort to yourself and consciously force yourself to speak as one professional to another. Rapport is the goal.
4. Learn to love voice mail. When prospecting, you can regard voicemail as your friend or your enemy. With 70% of your prospecting calls going to voicemail, it's time to make friends with it. Although you'll never get every voicemail returned, you can get a significant number of messages returned if you treat them as one-on-one commercials, says Brown. Prepare three to five separate benefit-focused voicemail messages that you can leave over a period of days or weeks for a single decision-maker before you give up. Each message should focus on a single customer-focused benefit. That way it seems like you're having a conversation, even if it's a bit one-sided at first.
5. Learn to be a great storyteller. It's ironic that in our digitized, wired world, the best persuasion is a great story. You can support the story with slides or a portfolio, but it's the drama in the story that will do the selling. Stories rich in descriptive detail let prospects picture themselves using your product and evoke that "I Gotta Have That" reaction, according to Brown. Study a few of your best customers and develop detailed customer success stories that will put emotional power into your presentations. Dramatize how you saved the day. Think Hollywood.
6. Learn the power of incremental commitments. When people imagine sales success, they often think of one big "YES!" But a complex sale is more often won on a series of many small "yes"s. "Can we set up an appointment?" "Can we talk about your needs?" "Can I work up a few rough ideas?" "Can I create a formal presentation?" "Can we get started?" By the time you get to this last question, the prospect has said "yes" several times, so it's much easier to say the important "yes" of all.
7. Learn to love the process. It's asking a lot, I know, but when you enjoy what you do, success seems to follow. Instead of rebelling against the selling process, see it as part of the creative communications process that ends with your finished work. If it helps to take the pressure off, focus instead on qualifying and motivating your prospects and don't even think about the signature on the contract.

The Power of Ps
There are hundreds of books on sales and sales strategy, and if you're game, they're worth a look. But selling is not rocket science: focus on the prospect's problems, and be patient, professional, positive, and -- above all -- persistent.

Read more by Eric J. Adams.

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Sales Training Is A Journey

Much to often I've seen many sales reps give up on sales training after their first couple of sales seminar they have attended, why?

I believe if you are serious in your sales profession (no matter what you sell, small ticket items or large ticket items) you should always, always, always update and polish your selling skills. There are always new selling skills to learn, pratice and use to help you boost your sales!

Imagine learning or finding out about 1 closing techinue that made the sales process that much easier to closing the deal! Or a new objection handling tactic that gets buyers to sign the contract! You should always be on the look out for sales training programs your company offers or sign up to an online sales training program.

I know of successful salesmen that earn $200,000 per year and they have always attended as much sales seminars and keep up to date with selling skills. I just wanted to remind everyone that your skills can always be updated and you can always learn new skills.... that will ultimately help you sell more!

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SPIN Selling Method

SPIN Selling (Situation, Problem, Implication, Need-payoff)

By Lawrence P. Howorth

Skills of our Sales Team
Attitude of our Organization
Leveraging our Strengths
Efficiency/Effectiveness in Selling
Strategy of our Business Model

Ask the Question, Shut Up and Listen
The best salespeople are like expert detectives searching to find the exact needs of their customers and prospects. These needs are not exactly clear, so the detective looks for clues and puts the pieces together to better uncover the potential customer's hot buttons and close the sale. The best method for uncovering clues and needs is to ask the right questions. Here are a few ideas to help you understand how questions can separate great sales people from those that are average.

Facts Don't Lie
In the book SPIN® Selling, author Neil Rackham, discusses traits of the most successful sales people. Rackham observed 35,000 sales calls over a 12-year period and analyzed why some sales people succeed and others fail. He found that the best sales people are highly skilled at matching the needs of their products and services with specific, customer-defined benefits. This is easier said then done. Many sales people can claim to understand this concept, but only a very small percentage can pull it off. It is the art of asking the right questions and listening for solutions.

Types of Questions to Ask
Rackham found that top producers in sales ask four types of questions: situation, problem, implication and need-payoff, thus the title of the book SPIN® Selling. The book reviews what the best sales people do when qualifying prospects. They use probing questions to best meet customer needs and add real value.

Situation Questions
These questions are used to gather the facts and data. They are concerned with the specifics of the situation and the customer.

Examples of good situation questions include: What is your budget and time frame? How many employees do you have? How long have you been in business? How many children do you have? Other than you, who are the key decision makers? What do they do? What are you looking to do? What are your greatest challenges and goals? What is your vision for your business? What is your level of commitment? You get the idea; fact and data collection. Most sales people have very little difficulty in this area. However, the problem is most go no further in their question asking process.

Problem Questions
Problem questions are used to uncover the pain experienced by the prospect. This is step one in getting a handle on how you might actually help the prospect. Understanding why they need to buy your product or service is connected to what they are looking to change or fix in their lives. This can be described as the pain you are going to take away from them when they buy from you. Experienced sales people generally have a handle on these questions, however the real pros realize that before the sale can be closed, there must be a direct connection between the pain experienced by your prospect and the solution you are recommending.

Examples of these questions include: Where are your problem areas? What would you like to fix? What is your current problem? What kind of obstacles are you facing in this area?

Implication Questions
These questions are very important, as they determine the consequences of the pain and how it is unique to your prospect.

Implication questions include: Why is solving that problem important? What would it mean for you? What are the implications of fixing that problem (cost/time saving)? How do you see this moving forward?

Need-Payoff Questions
The final set of questions reveal how the product or services offered can add real benefit. These questions bring it all together so your solution makes sense to your prospect and they are ready to buy. Examples: How can I help you reach your goals? Why is this important? How would that help? Where do you see returns? How can my product or service help them/you do it better? Would it be useful if...? Is there any other way this could help you? What kind of benefits would you like to see?

---

The author is Lawrence P. Howorth of Global Management Solutions, and member of Hostedware's Advisory Board.

Hostedware Corporation is a pioneer in providing online software solutions for research, education and performance improvement. Hosted Survey and Hosted Test are used by human resources professionals, market researchers, education and training organizations and membership associations worldwide.

Contact us at Customer Service or call us at (949) 585-1500 or toll free at (800) 211-6967 to learn more about these cost-effective, self-configurable and easy to use tools.

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Sales Training: Overcoming Sales Objections

Overcoming Objections

Most objections appear when a field rep has failed during the presentation to show the dealer how the products meet his or her needs, solve his problems, and fulfill his desires. Overcoming objections is one of the most essential things a field rep can learn. One of the major skills a field rep needs to know in fielding objections is that a customer doesn't always give the real reason they are not buying. In most instances when a customer gives an objection it is merely a statement that they want to know more about the product. They might not realize this is the reason for their objection but a good field rep does realize it.

Treat Objections As Questions

You should learn to treat objections as if the customer was saying, "I am not sold with the facts and information you have thus far presented. Could you please give me more information, so that I might make a positive decision?" Once a field rep learns that this is what the customer actually means, he will find that anytime an adverse statements is made, it is time to shift into "overdrive enthusiasm" and give other examples or tell of additional advantages and benefits of having the product.

Agree With Thine Adversary

Far too many beginning salespeople use an opposition to begin a confrontation--such as starting sentences with "stop words" like "BUT." How many times has it been said that, "the salesman won the argument but lost the sale." Maybe this is what Jesus Christ had in mind in the book of Matthew when he said, "Agree with thine adversary quickly, whilest thou art in the way with him.." (Matthew 5:25) This doesn't mean that you have to agree that he's right and you're wrong. However, it does mean that you can agree with him that you understand his point of view.

Remember another quote when handling oppositions, "A soft answer turneth away wrath: but grievous words stir up anger." (Proverbs 15:1)

Bring It Up First

As a rule, the best way to overcome an objection is by bringing it up first and overcoming it in the presentation. For example, if you were having difficulty with the price of a Bernoulli 90 Box then remind the dealer six to eight times in your demo that, "it is the cheapest and most secure option for clients once they use more than 350 megs and it's ideal for desktop publishers, multimedia, and for backing up servers." By the time you get to the close, "the price is too high" will not be an objection.

Feel, Felt, Found

The famous sales trainer, Zig Zigler, stated:

• "When an objection occurs, always use the fundamentals of FEEL, FELT, FOUND. It gives you an extra cushion of time and allows the prospect to identify himself with others." Example: "I see how you FEEL! Others have FELT the same way to until they FOUND..." (use appropriate example)

This type of response will soften any objection at the start because the customer will feel you really understand.

Variations

• Dealer: "I don't know if I'll carry AMI Pro because Word Perfect is better."
• Field Rep: "I see how you feel, others have felt the same way to, until they read the recent reviews in PC Magazine." (read article)
  
• Dealer: "I'm only stocking MS DOS 5.0 because DR DOS 6.0 doesn't work with windows."
• Field Rep: "I see how you feel, others thought the same until they tried it. It works great with windows and most of the reviews agree. In fact, PC World had this to say..."
  
• Dealer: "The price seems a little high."
• Field Rep: "I see how you feel. Other's have felt the same way, until they found out about the 2 for 1 offer that's available right now!"

Your Examples:

Questions

• When answering objections shift into _____________ ____________.

• What is Zig Zigler's famous formula for overcoming objections: ___________, __________, ___________

• The best way to handle objections is to bring them up ____________.

• What is a "stop word?"

You can feed your family, or you can feed your ego--but not both. Explain

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Sales Training: Sales Closing Techiques

Closing Techniques

Entire books are dedicated to closing techniques. However, only a few examples will be given here.

``Closing With Questions" Technique

When a dealer asks a question during the close, always answer with a question to get a commitment. Never answer a question in the close with a statement. The greatest master salesman ever was Jesus Christ and he always answered questions with questions. The format of the question would be somewhat like this. Examples:

• Dealer: "Can we get a store copy?"
• Field Rep: "Would you like a store copy?"
  
• Dealer: "Will (_______) send us leads?"
• Field Rep: _______ is inclined to send leads to stocking dealers. (Ask close question)

Your Examples:

“Assuming The Close” Technique

This close is self explanatory. In a very positive way you assume that the customer has purchased the product/eval as you give the presentation. A salesman has to have the outlook like he was given the job of going to a sweepstake winner's home to give him the choice of taking a check for $25,000 or a new BMW. You should remember that you do not serve when you do not sell. Examples:

• I can see by your comments you feel the same way about (________) that I do. (Ask Close Question)
  
• I know that (_________) will help you to help your customers. Let's get it in your store. (Ask Close Question)

Your Examples:

The “Physical Action” Close Technique

In this close you do something that requires the customer to come to a decision. Since most people have a difficult time making decisions, the use of physical action in the close makes it much easier for a customer to decide. Example:

• The order form close is one of the most effective. You begin by filling out the order form and asking question. If the dealer lets you finish, you've made a sale.
  
• Another good physical action close is to hand the dealer the order form when you ask him to buy.

Your Examples

“Best Deal” Closing Technique

The inducement to buy close appeals to the "get something for nothing" emotion that everyone has. You tell the dealer he'll get a special bonus if he can make a decision "at this time" (avoid saying, "today" it sounds cliché). Most of these "best" deals will be determined by the vendor. Just make sure you know how to get some mileage out of them. Example:

• In the event you can decide to get an eval at this time I can also include a free T shirt, free copy, etc. (Ask Close Question)
  
• Right now, (________) has a special that if you order a copy from distribution within the next two days they'll send you, absolutely free, an eval copy to start working with. (Ask Close Question)

Your Examples:

“Secondary Question” Close Technique

The secondary question close starts with a general statement and then gives the prospect a choice of two different sales options--both assume that they are interested. Example:

• As I see it, the only decision you have to make today, is how soon you will start enjoying your eval copy. By the way, would you rather take (________) up on their offer to purchase it for cost ($50) or would you rather get it for free when you order a regular copy from distribution?

Your Examples:

“Tie Down” Close Technique

Whenever you ask a question and then follow it with another question, usually a contraction, then you have used a "Tie Down" close. The tie down encourages the prospect to answer the question--getting one more "yes" toward a sale. Also, if they disagree and give you a negative response then you've isolated a "red" light so you can handle the problem before moving on. Examples of tie down words include couldn't, wouldn't, Isn't, etc. Example:

• This programs really is easy to use, isn't it?
  
• Wouldn't this Mitsubishi monitor be great to have? It would, wouldn't it?
  
• Can't you see how the Iomega Zip Drive could help you with the Rockwell account? It could, couldn't it?

Your Examples:

Questions

• You should try to answer a "buying question" with a ____________.
  
• Get something for nothing is an example of the __________ __________ ____________.
  
• You have some examples of tie downs, don't you? List two tie down conjunctions that were not covered.

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Sales Training: Keeping The Sale Closed

Keeping The Sale Closed

During the close you have to be aware of two things: First, emotion closes the sale, and second, logic keeps it sold. However, your presentation may have stirred the dealer to want to buy the eval, or stock the product, or even show additional interest, but he better be left with enough "logic" to convince him he should actually stamp the envelope and order the product, and recommend it once your gone. If he ordered, and gave you a check, he also may get "buyers remorse," and decide he doesn't want the product. That is why we must also leave enough "logic" behind for him to resell himself.

In addition to the materials your vendor supplies, you should also leave your dealer with an "Executive Summary." This summary contains a one to two paragraph product summary of each product, the vendor's phone number, and any special offers, all summarized on one page. It should also have your phone number so the dealer can contact you for additional questions. The dealer summary is your final chance to ensure the dealer remembers and acts on the products you showed.

This Must Happen to Succeed

Imagine how you feel when your manager calls one of your accounts and discovers that they don't even remember your product--let alone your product's key selling features. If a field rep leaves the store without leaving an indelible remembrance of the key issues the company was paying for then the rep should not consider the account trained because he has not done his job!

After summarizing your demo, before packing up, be sure to leave your executive summary and encourage the dealer to review it. You might even suggest that he temporarily use your review as a resource to answer customer questions concerning the products you showed

Questions

• Emotion closes the sale and ___________ keeps it closed.
  
  
• An executive summary should contain at least three sections.
  
  
• How does a closing summary and executive summary help you sell more product?
  
  
• If a customer or vendor calls the dealer he can use your executive summary as a review and resource. True or False?
  
  
• EXERCISE: Create your own dealer executive summary letter. Make sure it includes all three sections.

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Sales Training: Closing The Sale Series

A Close is defined as "to put an end to; to finish." In selling, this means the process used to bring your customer to a decision, whether it be yes or no. Closing actually is a logical progression of ideas bringing about a decision.

When To Close

Since the close is the process of helping your customer make a decision, you should keep in mind that everything you say during the approach and the demonstration is directed toward closing the sale. You begin closing the sale when you first meet your customer. From the very beginning, all of your talking, thinking, and action is directed toward closing. Remember, the ABC's of selling are extremely vital to your success. ALWAYS BE CLOSING.

The Greatest Close

As was mentioned earlier, the very best close is a really enthusiastic and excellent presentation. By creating an excitement and desire for your product through an enthusiastic and excellent presentation, a "yes" in the final close is almost assured. One of your purposes for closing is to help fulfill needs, problems, and desires that were established during your demonstration. Something to keep in mind is that many times you have more knowledge than your customer about how your product will fill their needs, problems, and desires. Therefore, it is important that you use your tools of salesmanship to show them how the product you're showing will fill their needs, solve their problems, and fulfill their desires.

Remember: The greatest close ever is an enthusiastic, emotional packed, fantastic presentation!

Why Close?

A basic human instinct is one that we are all aware of and that is to "put off `till tomorrow." One of the biggest problems people have is making decisions, and because of that, many things that could be accomplished never are. Another basic human instinct is that people FEAR making the wrong decision. Because of this FEAR of making the wrong decision, people will put off making any decision. Many times your dealer will want to order the product you're showing but because of his past habit of not making decisions, he will hesitate to make one at the end of your demonstration. It is very important that your customers make a decision--whether it be a yes or a no--so that you can react to that decision and close again or move on if necessary.

How To Close

The how of closing involves several specific steps. Among these are the trial closes, the use of third person selling, attitude, and knowing your "close questions."

Trial Close

It is much easier for the dealer to make decisions on minor points. That is the purpose of the trial close questions. The dealer makes a series of smaller decisions rather than being confronted by one large decision. Trial close questions give you an indication of whether the dealer is interested in ordering or stocking the products or not--it tells you the dealers temperature.

Examples

• Can you see how having graphical tools built directly into the word processor could make a "finished" newsletter easy? It could, couldn't it.
  
• Wouldn't this product make a great add in with your Pentium computers?
  
• Can you see how this version of Windows could make un-deleting easier. It could, couldn't it?
  
• Can you see how Franklin DayPlanner users would love this PIM? Can you see how it would help you become more effective?
  
• If you had this contact management software, wouldn't it help you keep better track of your clients?
  
• Can you see how this program would automate your regular backups? It would, wouldn't it.
  
• Wouldn't it be nice to fax right from windows? Wouldn't you like to use this yourself?
  

Eight Yes’s Secures A Sale

Statistics show that if you can get your customer to say "yes" at least eight times through trial close questions then you will secure a sale! When asking trial close question, always help the customer to say "yes" by nodding your head up and down--they will automatically nod with you. Have you ever tried to say no while your were nodding your head up and down?

Using trial close questions in the presentation is like going down Main Street through traffic lights. As long as the lights are green, you can keep on going. If you ever come to a red light, you have to stop. At the yellow lights, you either proceed cautiously or come to a stop, at that point, a change has to take place before you can proceed down the street.

The same is true in closing. Each trial close is like a traffic light with the dealer at the controls. As long as he gives you a "yes" (a green light) you can keep on moving with the presentation and progress toward the sale. The minute you hit a "no" (a red light) you have to stop, handle the objection and then ask more trial close questions. When a dealer continually responds negatively to trial close questions, shorten your presentation and, if necessary, gracefully finish up and move to another appointment--you can only do so much.

Remember, when people see red lights or green lights, they pretty well know what to do. It is the human problem of what to do on the yellow lights that causes most of the trouble. The same is true in the close. In selling products, it is not the yes's or the no's that will cause you not to do well, but the maybe's.

When a customer responds to trial close questions with maybe's or indecision, proceed with caution by showing more and asking additional trial close questions. You hope all of your dealers are excited and say "yes" to every demo. The important thing is that you gently bring them to a point of decision--even if the decision is not to get the product or the eval unit yet.

“The” Close Question

For every demo you should establish "a" close question that is designed to induce action. It is imperative that you develop a close question, usually within the first week of a tour, memorize it, and ask it to get "results" from every demo.

Examples

• "The regular price for Ami Pro is $495, about $267 through distribution. However, Lotus has allowed you to get a copy for the store and/or the employees for only $50. This offer is good during the time of our promotion. It doesn't really make much difference to me if you get just one store copy or half a dozen for the employees, whichever you prefer. Would you like to take Lotus up on their discounted offer and order a store copy or would you rather get personal copies for some of your employees also?"
  
• "Retail is $99. Distribution copies of DR DOS 6.0 are about $69. So that you can have a chance to get up to speed with the new DOS, the company has allowed me to sell you your own personal copy below cost for only $19.95. Would you like to order just your own copy or would you prefer to order a few for some of the reps also?"
  
• "The new 486 to Pentium chip converter will sell for $299 and your cost through distribution will be about $195. However, you can get a special one time only test sample exactly at material cost for only $135. Would you like to order one of the specials at this time and save $60 or would you rather get it through distribution and pay more?"

As you memorize and practice your tour's close question's you will have confidence to get results. You can best serve your customer by going through the close question word for word with each demo. This accomplishes two things for your customer. One is it helps him to make a decision. Secondly, it saves the dealer and the field rep valuable time by getting the decision out in the open. That means you will be spending less time in the sale situation and it allows you time to serve more dealers.

The fear of asking a customer to buy is one of the greatest mistakes new reps make. Remember, even though you want your dealer to say "yes," the important thing is that you want him to say something.

It is extremely important when asking the close questions to have a completely positive mental attitude. Assume your dealer is going to buy and never doubt his intentions to do so. Your confidence and assumptive attitude will affect the customer's confidence and attitude in making a decision. By the same token, you want to help the dealer feel that it doesn't matter to you whether he buys or not (it is ``his" decision, not yours). You should be low-key, but at the same time, you have to do everything you can to help him see how the product will help him to help his customers.

The purpose of the assumptive close question is to make it easier for the dealer to reach a decision. Direct questions like, "Do you want it?" put a lot of pressure on the person. It makes it more difficult for the dealer to reach a decision.

In summary, the close question primarily does two things: it helps the person who is interested to decide. It makes it easier for the person who is not interested in buying to tell you so. Your primary goal is simply to bring your customer to a point of decision--you must help him overcome his natural tendency to procrastinate.

First To Talk Takes The Goods

Once you have asked the close question, "SHUT UP!" The first person to talk, after the close question, takes the product. When you ask the close question you must allow the prospect a chance to answer. He will answer with an objection, or with a positive response. If it is an objection, handle it, give "one more reason to buy," and ask the close question again (based on the new information, the prospect can now make a "new" decision). If his response is positive, immediately write the order--do not stall. Stalling by continuing to talk questions his decision, rather than reinforces it.

If a prospect hesitates to answer then just wait. It may take a minute or two but do not talk and let him off the hook--you must ensure a response, one way or the other. If there is a pause, then the prospect is merely "balancing the budget" in his own mind. Allow him time to do so.

Handling Indecision

If the dealer is having a difficult time in making a decision then go into the physical action close and start filling out the order form--even if you have to leave it with him. By personalizing it it becomes "his" and lends itself to quicker attention.

Roller Coaster Closing

Many new reps make the fatal error of asking the close question when their dealer is at an emotional low. You never want to close your customer until he reaches an emotional high. In the presentation for example, everything you say and do from the approach to the price saving's buildup will help you bring your customer to an emotional high--which could be likened to the top of a roller coaster. Once you start talking about money, however, your customer will drop to an emotional low--to the bottom of the roller coaster hill. It is here that many new reps will close--causing "death to the sale." Before you can close effectively, you must get your dealer back to an emotional high, or back on top of the roller coaster hill. The best way to do this is through third person testimonials, by painting a picture, and reviewing your dealer's hot buttons.

One More Reason To Buy

Perhaps one of the greatest lessons a salesperson can learn is how to close sales without any pressure. Pressure is felt when a prospect says "no" and then the salesperson attempts to close again without giving the prospect "another reason to buy." When the prospect says "no" he is really saying, "Based on the information you have presented thus far, I am not interested. BUT, if you can show me a significant benefit that I may have overlooked, I would gladly change my mind." You must give him one more reason to buy before closing again.

Examples

• Reading another positive product review.
  
• Telling how other dealers have helped their customers with the product.
  
• Demonstrating additional features of the product, "Oh, I forgot to show you...," etc.

Once you have shown your dealer additional reasons why the product will help him then, and only then, do you close again.

Tips To Remember

1. Close with a strong positive mental attitude. Assume your customer is going to buy and never doubt his intentions to do so.
2. By the same token, you want to relax your customer by letting him feel it doesn't matter to you whether he buys or not. "Everyone likes to buy... nobody likes to be sold." Create a "buying atmosphere."
3. Never pressure your customer with direct questions like, "Do you want it?"
4. To be successful in closing, you must have the will to win. Selling is a win-win situation or a lose-lose situation.
5. Always remember, "One more reason to buy."
6. Continually reassure your customer that he is making the right decision by purchasing.
7. In every presentation, always ask for the sale by asking the close question.
8. After giving each "one more reason to buy," always ask for the sale by asking the close question again.
9. It is important that there not be a distinction between the demonstration and the close. They should flow smoothly from one to the other.
10. RELAX--At this point in your demonstration, you can make your customer uptight or relax him, depending on what your attitude and feelings are. If you relax, he will relax. This helps establish trust and confidence.
11. Be sure to use third person testimonials.
12. Don't make your offer too wordy and confusing--remember, "a confused prospect never buys." Make the close as simple as possible. Go low and slow.
    

Questions

1. Define "closing the sale?"
   
   
   
2. ABC stands for _________ ____ _____________.
   
   
   
3. What is "the" greatest close?
   
   
   
4. Give an example of a trial close:
   
   
   
5. Explain "red light," "green light," closing:
   
   
   
6. What is "roller coaster" closing?
   
   
   
7. Why should you always give "one more reason to buy" before asking the close question again.
   
   
   
8. The first person to talk ________ ______ ____________.
   Explain:
   

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Sales Training: Value Based Selling

Not so long ago I was in the middle of a sales call when a prospect spoke up and said the words: "I always buy based on lowest price. Period."

In response I explained that it's very rare that my price would be the lowest and that it probably wouldn't make sense for us to try to work together given his strict buying criteria.

He seemed quite shocked that I would openly admit to being higher priced than some of my competitors and further that I would not agree to simply match the price of the lowest priced supplier.

I went on to explain that my goal in working with clients was more focused on meeting their objectives and delivering on their goals then simply securing a quick signature.

I added that some of my service offerings would be different than that of my competitors and that I could not simply "match the lowest price" unless he was willing to allow me to waive different aspects of my service offering.

And even then the best I could do would be to subtract the value of those service offerings, which still might not put me in the lowest price position.

In addition, I allowed that it would not be fair to my clients that had paid more to receive the level of service they have come to expect from me.

I further explained that a major portion of my business was derived from referrals and that my referrals were typically received as a result of my striving to offer a top quality service and that I could not sacrifice that quality to simply sign a quick order.

Again, it would not be fair to my other clients.

I also noted that it wouldn't be a good way to start a business relationship because I wouldn't be able to offer my normal quality of service (without losing money) and whats more I would never be able to help him achieve his specific goals if I was not operating at my normal level of service / quality.

I finished the conversation by stating that it would probably be a poor use of our time to pursue the opportunity further.

I was very cordial and polite and even offered to work with him in the future should the opportunity arise and should it make sense for us to work together.

Now, I'm not suggesting that anyone reading this should walk away from business.

This is just my policy...."to not only make sure I treat my clients fair but also to make sure the business relationship always starts out in a win/win manner in which the objectives and goals for the business relationship are clearly outlined and stated.....and that those goals are completely based on a return on investment that is beneficial to both parties and not simply a lowest cost based relationship where in some cases it may not be beneficial to anybody."

So again. No. I'm not suggesting that anyone should walk away from business but ironically more often than not I receive a call from the same prospect when they learn that "lowest price" isn't always what it's cracked up to be.

And the good news is this case was no different.

It's also important at this point to mention that sometimes it turns out that I am the lowest price, and when I am...I am. In fact, as long as the decision wasn't based solely on price, I am always happy for my clients when they can get the lowest price and a great deal of value.That truly is a win/win.

Just remember that not all competitor's offer the same level of service and value and that not every deal is worth having. Even though the textbook might say otherwise.

until Next Time, Yours in Success

As Founder and President of the online sales community known as http://www.tisti.com and The International Sales Training Institute, Corey Poirier has been an active Sales Trainer since 2002. He is also a writer with over 40 business articles in print, a multiple-time award winning sales professional, an award winning public speaker, and a former radio show co-host. Previous to launching The International Sales Training Institute, Corey was a Sales Manager with a Global 1000 Company and a Sales Professional with a Fortune 500 Company. During his time with each, he finished every year in the top 3 as a result of his personal sales achievements. During the mid-1990’s, he founded the regionally successful entrepreneurship newspaper “Alternative Careers”, which received considerable press at the time.

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Sales Training: What Gets Buyers To Yes

When we agree to an idea or proposal, it’s because there’s something in it for us. It’s hard to influence people who can’t see what’s in it for them. Sounds one-sided, but it is true. Call it self-interest, selfishness or whatever. It is only human nature to ask, ‘What am I getting from this?’

People will say yes to your ideas if they meet their needs or match their view of life in the following areas:

• Principles and values

• Beliefs and opinions

• Needs and wants

So Give People What They Want & Need

People agree to ideas and suggestions that match their needs or views of life. Underpinning all our lives are certain principles and values that we hold to be true. These become guidance for how we conduct our lives. They influence and mould our behaviour. They can differ greatly from person to person and successful influencers always take principles and values into account.

But how?

• Notice what principles and values drive other people

• Ask questions and invite comment and reaction

• Check with those who know them well

Some examples of principles:

‘Integrity and fairness are an integral part of business dealings.’

‘I think that older people deserve courtesy and consideration.’

‘Moral behaviour is part of the fabric of daily life.’

It would be unproductive to spend time attempting to dislodge these deep-seated principles. Instead, harness them to add leverage to your suggestions

Beliefs & Opinions

Beliefs and opinions can be transient or short-term. Remember when you used to believe in Father Christmas, the Tooth Fairy, giants and witches? Proof can easily dislodge a belief. So too can time.

An early step on the road to influencing others may include having to change lingering beliefs or convictions before you can proceed further.

‘I think that BubbleClean washing machines break down more often than the Tumblingsystem range.’

‘I think that all politicians are corrupt.’

‘I never make decisions on the 13th.’

Each of these beliefs can be dealt with by logical questioning or providing proof or data.

Needs & Necessities

These are fundamental requirements – they have to be met if you are to influence others. Typical needs include: reliability, security, achieving a deadline, meeting a budget, keeping up to date.

‘Because of increasing competition, it is essential that we maintain an image and at the same time keep up to date.’

‘My team members are under great pressure, so it important to maintain their morale.’

‘The system must not only be reliable but secure, as well.’

Having uncovered needs, you may have to mould or reshape your ideas to dovetail with the requirements of others. Often, people have a hierarchy of needs, so it may be important to discover and use this:

‘Which is most important to you – reliability or security?’

Wants & Wishes

Wants and wishes are not essentials, just a wish list: ‘Wouldn’t it be lovely … if only’. But their fulfilment can be the cherry on your influencing trifle, placed on top with a flourish, after the other person has agreed to your proposal.

Depends What’s On Offer

Question: How will your suggestions benefit the other person?

The person or people you are influencing will interpret the benefits of your suggestions in different ways. Some will be interested in the features – the fine details, the nitty gritty of ideas. Others will say ‘How will I benefit?’ Others will seek out the advantages of proposals – how the benefits are different.

Features, Benefits & Advantages

No doubt you are familiar with the differences between features, benefits and advantages, but it is worth re-iterating.

Features

These are built-in aspects of your idea or suggestion – timing, costs, resources etc. They will remain locked up in your idea whether the other person agrees or not.

Benefits

These are far more important than the features of your proposal. They translate boring old features into exciting statements which show clearly how others will gain.

‘This new hardware is made in Germany (feature) which means that we will save time and money on spare parts (benefit).’

Advantages

These are comparative benefits e.g. – increased revenue, greater savings, and faster turn-around.

In Summary: The Benefit Balance Sheet

Most people do not agree whole-heartedly to an idea. There is usually something that niggles, however well you’ve addressed their concerns.

In the end, when we finally say yes to a proposal, it is because the benefits outweigh any disadvantages.

As you plan and prepare your influencing case, list all the benefits and advantages of your suggestions. Use them to tip the balance in favour of yes.

Copyright © 2006 Jonathan Farrington. All rights reserved

Jonathan Farrington is the Managing Partner of The jfa Group To find out more about the author or to subscribe to his newsletter for dedicated sales professionals, visit:www.jonathanfarrington.com

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Increase Sales: A Key Ingredient To Get More Customers This Month

To Increase Sales, You Need To Sell Them What They Want, Give Them What They Need. There’s an old saying that you should find a need, fill it, and you’ll get rich.

It’s not really true. You need to find a want and fill it. People don’t always want what they need. They need to eat right, but they don’t. They need to stop smoking, but they don’t. They want to be more healthy. You want to sell them what they want, but give them what they need.

Your prospects and customers are people just like you and me and they’re going to respond to messages similar to ones we might respond to. They’ll get turned off by the same things and exaggerations that we do. Filling their needs and wants typically involves things that we’ve talked about - convenient, long-lasting, time-saving, better-looking, more functional, stronger guarantees, better service, etc.

We never know which hot button is their buying button. We need to test one feature or benefit against another until we discover what their hot buttons are.

Your objective is simply one of matching your marketing mission to the functions of the products or services that your business offers. If your business offers products and services that by design are problem solvers, then you need to use this function in your marketing approach.

You want to exaggerate and accentuate the types of problems they may have because your product or service will solve them. Point out a problem in detail and tell them just how your product or service is designed to solve that problem.

Here’s an example. A diet program. You don’t want to sell the powder or the vitamin, but you want to sell better confidence, better health, greater attraction, and longer life.

How do you uncover their real wants and desires? If you listen, you’ll discover the customer talking back to you in many ways. They might speak directly with you, your employees, the media, or other customers. You have to pay attention. You’ll hear more of what they don’t want instead of what they do want.

They might say prices are too high or there’s not a big enough selection, or the quality isn’t high enough. That’s telling you the opposite of what they really want. However and whatever they say - listen to them! You’ll learn something every time you do.

Take what you learn, produce a direct response marketing piece that you use for lead generation, and then follow up consistently and often to increase sales like you never experienced.

Kenneth Edwards co-founder of KE2 Global, "Anybody Can Start A Business, But Very Few Can Turn It Into A Business That Brings In A Steady, Predictable Cash Flow Every Month." Free Report: Increase Sales With Lead Generation & Direct Response Marketing

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A Quick and Easy Way to Double the Sales in your Business!

The quickest and easiest way to boost the sales in your business is to ask existing customers for referrals.

Yes, just simply ask!

But why do most business owners and sales people hesitate, and often don't bother to ask customers for referrals? Is it because they are embarrassed to be seen as asking for more, just forget, or maybe they inwardly know their service is not as great as it should be?

A customer that refers once will refer again and again and can be worth a great deal of money to you. This simple and easily implemented strategy has the ability to double the size of your business profits very quickly, just by asking a question.

Research tells us that each person has an average immediate circle of influence of 50 people. That means your average customer could bring you 50 other customers!

Research also tells us that the average satisfied customer will tell 3 other people about their experience. If each of your customers referred just 3 people, what impact would that have on your bottom line?

I suspect it would have a huge impact! But what if you offered an incentive for referrals and each of your customers started referring 5 or 6 people? Would this have a huge impact to your sales, just for asking? I suspect it would.

But before you go asking for referrals, make sure you are 'referable.' To be referable you need to go way beyond just showing up on time and delivering what you promise. You need to perform well above the expected standard, so that when you ask for the referral, there is absolutely no risk. The customer has to be absolutely confident that you will provide their friend/ family member/ associate with such exceptional service that it does not jeopardize their relationship or friendship in any way. They need to be thanking them for having been referred.

Referrals are powerful, but delicate. You must become 'risk free' in order to earn them.

To remove all the stops and hesitation in your customers providing referrals you need to be at least:

1. Likeable - customers need to see you as a friend, not just a sales person.
2. Reliable - customers need to know that you will always deliver when and where you say you will.
3. Well informed - customers need to know that you have the latest information and can advise of the best solution at all times.
4. Trusting - customers need to know you will always advise them in their best interests.

When customers refer people, show them your gratitude. People that are not recognized as having referred people will not be motivated to refer any other people. They will probably never say anything to you but will never refer anyone again.

Remember a referred customer is the easiest person to sell to, as the credibility has already been built; they are already qualified and ready to buy. You have not had to pay for this lead, so make sure you show your appreciation. You will be amazed how a small gift and thank-you card will motivate people to continue referring others, especially when the gifts are not something you sell, are useful and get bigger and better after each referral.

Copyright 2006 Ian McConnell

Ian McConnell is the author of Instant Small Business Profits - compulsory reading for any small business owner. This step by step guide contains valuable information on... "How To Dominate Sales In Your Marketplace, Create a Flood of Customers Chasing You For Your Product or Services And Turn Your Business Into a Powerful Profit Magnet!" For a free copy and other bonuses click here => http://www.small-business-secrets.com/

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10 Killer Ways to Multiply Your Sales

Business Owners are always trying to come up with ways to boost their sales. Here are some ideas to help you do just that.

1. Up sell

Use your order page to your advantage. When a customer places an order, use this as an opportunity to tell them about some related products that you have for sale. If interested, they can add any of the extra products to their original order.

2. When you complete your initial sale, you should always follow-up with your new customer. Following up with a "thank you" email is a great way to generate additional sales as you can include an advertisement for other products that you sell. You could follow-up with the customer every few months with new promotions / products that they may be interested in.

3. Coupons

You have completed your sale. You are shipping out the product purchased. Before you send out the product, take a moment to include a coupon for other related products that you sell. The customer is more apt to utilize your services again as you have already built trust with the quality product you have delivered and you have offered them a discount on a later purchase.

4. Catalog

Send your customers a catalog of add-on products for the original product they purchased. This could include upgrades, special services, attachments, etc. If they enjoy your product they will buy the extra add-ons.

5. Offer a Referral Program

Referral programs are becoming increasingly popular. The exact details of the referral program can be tailor-made for your purposes. Basically, this works by telling your customer that they can receive a rebate on the purchase price of their order by referring customers to your website. For every completed sale made from a referral, the original customer will receive a rebate off their original purchase price.

6. Affiliate Program Offers

Turn your customers into your own Internet Marketers. When you sell a product, give your customers the option of joining an affiliate program so that they can make commissions selling your products.

7. Sell the reprint/reproduction rights to your products. You could include an ad on or with the product for other products that you sell. You could make sales for the reproduction rights and sales on the back end product.

8. Cross Promotion

Cross promote your product with other businesses’ products in a package deal. Include your ad and/or flyer for other products that you sell and have other businesses selling for you.

9. Sell Gift Certificates

Selling gift certificates is a great way to boost sales. You make an initial sale of the gift certificate and when the recipient redeems the gift certificate they may also buy other items form your website.

10. Provide Freebies

Send your customers free products with their product package. The freebies should have your ad printed on them. The type of freebies you want to provide can be customized to fit your specialized service. Ideas include bumper stickers, pens, t-shirts, etc.

Whatever your business, utilizing some, if not all of the options provided is a sure-fire way to boost your sales and keep your customers coming back to you time and time again.

Article Source: http://EzineArticles.com/?expert=Jessica_Vanderhaar

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Are You In A Sahara Sales Desert?

One of the nasty little sides of selling is something MOST people won't tell you about.

But I will!

Sometimes you will get caught in a Sahara Sales Desert Dry Spell that will suck every ounce of energy out of you if you don't know what to do!

Have you ever experienced it? I certainly did in my early days of selling.

I can still remember it like it was yesterday. (How scary is that?)

The Well Went Dry! (oops!)

I lost 4 of my largest television advertising accounts in one year due to changes outside of my control. Anddddd I was COMPLETELY UNPREPARED for the Sahara Sales Desert that immediately followed! I will never forget what my sales manager said to me at the time (remember - he was a lifetime member of the Old Boys' Club)

"Kim - I think this happened because you don't have a boyfriend."

That was his special advice for me on how to recover hundreds of thousands of dollars in lost revenue. Losing those HUGE clients was a really tough lesson (especially as I was a 100% commission salesperson) and it forced me to become REALLY CREATIVE and also to make sure it never happened to me again.

So What Is A Sahara Sales Desert?

You're selling like crazy, working your little buns off and then WHAM! the sales start disappearing and you start to panic.

How Do You Avoid The Dry Spell From Hell?

•Plan Ahead! If you are too busy "working in" your business vs ON your business - I guarantee you will have one dry spell after another. You must plan ahead and determine the months of the year that your sales increase/decrease and then create a strategy on what to do!

•Have Some Reserves! (Camels Do!) Most women in business are under-capitalized. You have to SAVE/have a Line of Credit/ access to money to help you weather a DRY SPELL so you don't react in a manner that is totally short-term thinking. ie/Cancelling advertising, stop promoting yourself, don't take any professional development etc as you don't have the money. If you are at that point - then you aren't making wise business decisions for your business and you have more DRY SPELLS in your future. GUARANTEED.

•Don't Have All Your Water On One Camel! It happened to me - it could happen to you. Who is your biggest client? Now..imagine that client goes out of business, retires, chooses another provider - where would YOU BE? Don't keep all of your major revenue in a handful of clients otherwise if something goes wrong - you will need a HANDFUL OF KLEENEX!!

•Make Sure You Are Headed For An Oasis and NOT a Mirage! Do you have realistic sales targets? Do you have an established sales and marketing plan for the next year or are you WINGING IT? How much do you want to earn this year and write exactly in DETAIL - HOW are you going to do it?

Are You Feeling A Little Cracked?

Hey - I remember what it feels like! Maybe your bank account is feeling a little CRACKED UP because your sales have flat-lined or decreased. One thing I know for sure - if you keep doing what you have done in the past - you are going to get the same results.

Listen To My Dad (he's bossy too!)

An expression my Dad always uses is "Dig the well before you are thirsty" - and this totally applies to avoiding the Sahara Sales Desert hitting your business!

Now it is up to you.

If you are either feeling the heat of the Sahara Desert now or you think you may have one in your near future - DO SOMETHING ABOUT IT THIS WEEK and become your OWN RAINMAKER!

Kim Duke, The Sales Diva, provides savvy, sassy sales training for women small biz owners and entrepreneurs. Kim works with clients internationally, showing them The Sales Diva secrets to success! Sign up for her saucy and smart FREE e-zine and receive her FREE Bonus Report “The 5 Biggest Sales Mistakes Women Make” at http://www.salesdivas.com.

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What Are The Characteristics Of The Very Best Sales Performers?

As you can imagine, I am often asked by sales leaders, anxious to recruit the best salespeople they can afford, just what is it that makes a consistently top performer, what are their characteristics, where are their strengths and what differentiates them?

Over the past twelve years I have trained and developed thousands of sales professionals, from foundation right up to “master craftsman” level and this has given me the opportunity to formulate an accurate profile of a Top 5% Achiever.

So What Is It That Top 5% Players Do?

They:

• Position themselves with the real decision-makers and avoid those without ‘approval power’. They are able to first identify and then access the formal decision making unit.

• Not only get the order but a satisfied customer, repeat sales, enthusiastic reference sites and constantly increase sales penetration within their accounts.

• Know how to minimise the uncertainties of a cold call on a new account, by careful planning and rigorous opportunity assessment.

• Recognise when to treat an old account as a new prospect and keep the relationship fresh, alive and maintain profitability

• Never entertain business they do not want because they recognise that it takes just as long to work an unprofitable opportunity through the sales funnel, only to lose it at the death, as it does a profitable one. They trust their own judgement but also rely heavily on objective assessment.

• Readily identify and know how to deal with the four different buying influences present in every sale i.e. Economic Buyer, Technical Buyer, User Buyer and Ally.

• Understand how to prevent sales from being sabotaged by an internal enemy. They insulate themselves by developing strong allies within.

• Are able to recognise fail-safe signals that indicate when a sale is in jeopardy. This comes from experience but also information supplied by their allies.

• Are rigorous in tracking account progress and are able to accurately forecast future sales because they use proven methodology, which allows them to weight every opportunity in the pipeline

• Avoid ‘dry-months’ by allocating time wisely to their critical selling tasks i.e. Prospecting for new business, covering the bases with existing opportunities and finally closing the best few.

We can then go further by identifying eighteen core competencies in which Top 5% achievers generally excel:

• Organisational Skills

• Communication

• Presentation Skills

• Business Development

• Opportunity Assessment

• Interpersonal Skills

• Creative Thinking

• Critical Thinking

• People Awareness

• Integration Skills

• Resilience

• Strategic Approach

• Pro-Activity

• Negotiation

• Key Account Management

• Team Membership

• Process & Methodology

• Political Awareness

In Summary:

The very best sales performers do not achieve that status overnight. They work tirelessly to develop and hone their skills-sets, insist on regular top-up coaching and seek out those who are outperforming them, so that they may learn and improve still further. They have an unquenchable thirst for knowledge of their industry and sector. Finally, they concentrate on eliminating any weaknesses and are anxious to be assessed and receive feedback on a regular basis.

If you would like to learn more about accurate, objective, leading-edge sales team assessments and performance auditing, please follow this link: ASP Profile

Copyright © 2006 Jonathan Farrington. All rights reserved

Jonathan Farrington is the Managing Partner of The jfa Group To find out more about the author or to subscribe to his newsletter for dedicated sales professionals, visit: http://www.jonathanfarrington.com