the psychology of selling: increase your sales faster and easier than you ever thought possible
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ThePsychologyof
Selling
©2004byBrianTracy
Allrightsreserved.Noportionofthisbookmaybereproduced,storedinaretrievalsystem,ortransmittedinanyformorbyanymeans—electronic,mechanical,photocopy,recording,scanning,orother—exceptforbriefquotationsincriticalreviewsorarticles,withoutthepriorwrittenpermissionofthepublisher.
PublishedinNashville,Tennessee,byThomasNelson.ThomasNelsonisaregisteredtrademarkofThomasNelson,Inc.
ThomasNelson,Inc.,titlesmaybepurchasedinbulkforeducational,business,fund-raising,orsalespromotionaluse.Forinformation,pleasee-mailSpecialMarkets@ThomasNelson.com.
LibraryofCongressCataloging-in-PublicationDataTracy,Brian.Thepsychologyofselling:howtosellmore,easier,andfasterthanyoueverthoughtpossible/byBrian
Tracy.p.cm.
ISBN978-0-7852-1200-3(hardcover)ISBN978-0-7852-8806-0(tradepaper)
ISBN978-0-7852-7910-5(ie)1.Selling—Psychologicalaspects.2.Selling—Handbooks,manuals,etc.I.Title.
HF5438.8.P75T732004658.86'01'9—dc22
2004026834PrintedintheUnitedStatesofAmerica0910111213QW1817161514
Thisbookisdedicatedtomyfriends,colleagues,students,andpractitionersofthegreatartofselling,tothosemenandwomenwho“bravelygowherenoonehasgonebefore”tomakethesalesuponwhichourcompaniesandnationsdepend.Youarethetrueheroesandheroinesofourcompetitiveenterprisesystem.
CONTENTSIntroduction
1.TheInnerGameofSelling
2.SetandAchieveAllYourSalesGoals
3.WhyPeopleBuy
4.CreativeSelling
5.GettingMoreAppointments
6.ThePowerofSuggestion
7.MakingtheSale
8.10KeystoSuccessinSelling
FocalPointAdvancedCoachingandMentoringProgram
AbouttheAuthor
INTRODUCTION
Theimaginationisliterallytheworkshopwhereinarefashionedallplanscreatedbyman.
—NAPOLEONHILL
Thepurposeofthisbookistogiveyouaseriesofideas,strategies,andtechniquesthatyoucanuseimmediatelytomakemoresales,fasterandmoreeasilythaneverbefore.Inthepagesahead,youwilllearntogetmoreoutofyourself,andoutofyoursellingcareer,thanyoumayhaveeverthoughtpossible.Youwilllearnhowtodouble,triple,evenquadrupleyoursalesandyourincomewithinafewmonths,oraslittleasafewweeks.
ThisbookisthewrittenversionofmyinternationallysuccessfulThePsychologyofSellingaudiosalesprogram.Sincethisprogramwasoriginallyproduced,ithasbeentranslatedintosixteenlanguagesandisusedintwenty-fourcountries.Itisthebest-sellingprofessionalsalestrainingprograminhistory.
BecomeaMillionaire!
Accordingtofollow-upresearchongraduatesoftheaudioprogram,moresalespeoplehavebecomemillionairesbylisteningtoandapplyingtheseideasthanbyanyothersalestrainingprocesseverdeveloped.Usingthismaterial,Ihavepersonallytrainedmorethanfivehundredthousandsalespeopleworldwide,fromthousandsofcompaniesandfromvirtuallyeveryindustry.Itreallyworks!
MyOwnStory
Ididnotgraduatefromhighschool.Instead,asayoungman,Iwentofftoseetheworld.Iworkedatmanual-labor-typejobsforafewyearsuntilIhadenoughmoneytobegintraveling.Iworkedmyway,onaNorwegianfreighter,across
theNorthAtlantic,andthentraveledbybicycle,bus,truck,andtrainaroundEurope,acrossAfrica,andeventuallytotheFarEast.Inevermissedameal,butIdidpostponealotofthemindefinitely.
WhenIcouldnolongerfindamanual-laborjob,indesperation,Igotintosales.Itseemsthatmostofthedecisionswemakeinlifearesimilartobackingupinthenightandhittingsomething,andthengettingouttoseewhatitwas.Inthiscase,forme,itwasasalesjob.
Itseemsthatmostofthedecisionswemakeinlifearesimilartobackingupinthenightandhittingsomething,andthengettingouttoseewhatitwas.
BasicTraining
Iwashiredonstraightcommissionandgotthethree-partsalestrainingprogram:“Here’syourcards;here’syourbrochures;there’sthedoor!”Armedwiththis“training,”Ibeganmysalescareercold-calling,knockingonofficedoorsduringthedayandknockingonresidentialdoorsintheevenings.
Thepersonwhohiredmecouldn’tsell.Buthetoldmethatsalesisa“numbersgame.”HesaidthatallIhadtodowastalktoenoughpeople,andeventuallyIwouldfindsomeonewhowouldbuy.Wecallthisthe“mudagainstthewall”methodofselling.(Ifyouthrowenoughmudagainstthewall,somewhere,somehow,someofitwillstick.)Thiswasn’tmuch,butitwasallIhad.
Thensomeonetoldmethatsaleswasreallynota“numbersgame.”Rather,itwasa“rejectiongame.”Themorerejectionsyoucollect,themoresalesyouarelikelytoget.Equippedwiththisadvice,IranfromplacetoplacesoIcouldgetrejectedmoreoften.TheysaidthatIhadthe“giftofgab,”soIusedit.Whenapersonseemeduninterested,Iwouldspeaklouderandfaster.ButeventhoughIhurriedfromprospecttoprospect,andspokelouderandfastertoeachperson,Iwasbarelyholdingonbymyfingernails.
TheTurningPoint
Aftersixmonthsofstruggling,makingjustenoughsalestopayformysingleroominasmallguesthouse,Ifinallydidsomethingthatchangedmylife:Iwent
roominasmallguesthouse,Ifinallydidsomethingthatchangedmylife:Iwenttothemostsuccessfulguyinourcompanyandaskedhimwhathewasdoingdifferentlyfromme.
Iwasn’tafraidofhardwork.Iwouldgetupatfiveorsixinthemorning,preparefortheday,andbewaitingintheparkinglotat7:00AMwhenmyfirstprospectscametowork.Iworkedalldaylong,goingfromofficetoofficeandcompanytocompany.Intheevenings,Iwouldknockonresidentialdoorsuntilnineortenatnight.Ifthelightwason,Iwouldmakethecall.
Thetopsalesmaninmyoffice,whowasonlyacoupleofyearsolderthanme,hadacompletelydifferentapproach.Hewouldrollintotheofficeaboutnineo’clock.Afewminuteslater,aprospectwouldcomein,andthey’dsitandtalk.Afterafewminutes’conversation,theprospectwouldtakeouthischeckbookandwriteacheckforourproduct.
Thesalesmanwouldthengooutthatmorningandmakeanothercoupleofsales,andthenhavelunchwithanotherprospect.Intheafternoonhewouldmakeanothercoupleofsalesandthenperhapshaveadrinkordinnerwithanotherprospect.Hewassellingfiveandtentimesasmuchasme,oranyoneelseinouroffice,andhehardlyseemedtobeworkingatall.
TrainingMakestheDifference
ItturnedoutthathehadworkedforaFortune500companywhenhewasyounger.Thatcompanyhadspentsixteenmonthstraininghimintensivelyintheprocessofprofessionalselling.Withthoseskillshecouldthengotoworkforanycompanyorindustryandsellanyproductorserviceinvirtuallyanymarket.Becauseheknewhowtosell,hecouldsellcirclesaroundpeoplelikeme,eventhoughhewasworkinghalfthetimeorless.Thisdiscoverychangedmylife.
WhenIaskedhimwhathewasdoingdifferently,hesaid,“Well,showmeyoursalespresentation,andI’llcritiqueitforyou.”
Thatwasmyfirstproblem.Ihadnoideawhata“salespresentation”lookedlike.Ihadheardthattherewassuchathing,butIhadneverseenonemyself.
Isaid,“Youshowmeyours,andI’llshowyoumine.”
Hewaspatientandpolite.Hesaid,“OK,hereisabasicsalespresentationfrombeginningtoend.”Hethenwalkedme,step-by-step,throughasales
frombeginningtoend.”Hethenwalkedme,step-by-step,throughasalespresentationforourproduct.
Insteadofusinga“speech”orcleverone-linerstogetattentionortoovercomeresistance,heaskedaseriesoflogicalquestions,fromgeneraltospecific,thatwereideallysuitedtoagenuineprospect.Attheendofthisseriesofquestions,ithadbecomeperfectlycleartotheprospectthathecoulduseandbenefitfromourproduct.Thefinalquestionwassimplytoclosethesale.
TakeActionImmediately
Iwroteeverythingdown.Fortifiedwiththisnewapproachtoselling,Iwentoutandstartedcallingonprospectsoncemore.Butthistime,insteadoftalking,Iaskedquestions.Ratherthantryingtooverwhelmtheprospectwiththefeaturesandbenefitsofmyproduct,Ifocusedonlearningabouttheprospect’ssituationandhowIcouldbesthelphimorher.Withthisnewmethod,mysaleswentup.
ThenIlearnedaboutbooksonselling.Ihadnoideathatsomeofthebestsalespeopleintheworldhadwrittensomeofthebestideasonsellinginbooks.IbeganreadingeverythingIcouldfindonselling,spendingthefirsttwohoursofeverydaystudyingandtakingnotes.
NextIlearnedaboutaudiolearning.Itchangedmylife.Ibegantolisten,hourafterhour,toaudioprogramsasIwalkedfromofficetooffice.Ilistenedtotheminthemorning;Ilistenedtothemintheevening.IrehearsedandpracticedthebestsentencesandphrasesfromthebestsalespeopleuntilIcouldrecitetheminmysleep.Andmysaleswentupandup.
ThenIdiscoveredsalesseminars.IthoughtIhaddiedandgonetoheaven.Ihadnoideahowmuchyoucouldlearnfromasalesseminar.IbegantotakeeveryseminarandcourseIcouldfind,evenifIhadtotravellongdistances,whichIdid,andwhichIcouldeventuallyaffordtodo.Andmysalescontinuedtoincrease.
MovingintoManagement
Mysalesweresohighthatmycompanymademeasalesmanager.Theysaid,“Whateveryou’resmoking,findsomepeoplewhowanttogetintosalesandshareitwiththem.”
shareitwiththem.”
Ibegantorecruitsalespeopleoffthestreetandthroughnewspaperads.Ishowedthemmymethodologyandprocessofselling.Theywalkedoutthedoorandbeganmakingsalesimmediately.Today,manyofthemaremillionairesandmultimillionaires.
BetheBest
Thesimpleideathatchangedmylifewasthediscoveryofthe“LawofCauseandEffect.”Whatthislawsaysisthatthereisacauseforeveryeffect,thateverythinghappensforareason.Successisnotanaccident.Failureisnotanaccidenteither.Infact,successispredictable.Itleavestracks.
Successisnotanaccident.Failureisnotanaccidenteither.Infact,successispredictable.Itleavestracks.
Hereisagreatrule:“Ifyoudowhatothersuccessfulpeopledo,overandoveragain,nothingintheworldcanstopyoufromeventuallygettingthesameresultsthattheydo.Andifyoudon’t,nothingcanhelpyou.”
Rememberthateveryoneinthetop10percentinsalestodaystartedinthebottom10percent.Allwhoarenowdoingwellwereoncedoingpoorly.Everyoneatthefrontofthelineoflifestartedatthebackoftheline.Andineverycase,whatthesetoppeopledidwaslearnfromtheexperts.Theydiscoveredwhatothertoppeopleweredoingtobesuccessful,andtheydidthesamethingsthemselves,againandagain,untiltheygotthesameresults.Andsocanyou.
UseWhatYouLearn
SometimesIaskmysalesaudiences,“WhatisthemostpopularpieceofhomeexerciseequipmentinAmerica?”Afteralittlehesitation,Itellthem:it’sthetreadmill.Americansspendmorethanonebilliondollarsontreadmillseverysingleyear.
ThenIaskasecondquestion:“Ifyoubuyatreadmillandtakeithome,whatwilldeterminehowmuchbenefityougetfromthattreadmill?”
Theyanswer,“Thebenefityougetwilldependonhowoftenyouuseitand
Theyanswer,“Thebenefityougetwilldependonhowoftenyouuseitandhowlongyouuseiteachtime.”
Here’smypoint.Thereisnoquestionaboutwhetherornotthetreadmillwillgiveyoutheresultsyouseek.Thathasalreadybeenestablished.Everyoneknowsthatifyouuseatreadmillregularlyandforanextendedperiodoftime,youwillgetdefinitehealthbenefits.
Thestrategiesandtechniquesyouwilllearninthisbookareverymuchlikeatreadmill.Thereisnoquestionaboutwhetherornottheywork.Theyareusedbyallthehighest-paidsalespeopleineveryindustryworldwide.Theyaretestedandproven.Themoreyouusethesemethods,thebetteryouwillgetatthemandthebetterandfasterresultsyouwillachieve.Bypracticingwhatyoulearninthepagesahead,youwillmoveintothetop10percentofsalesprofessionalsinyourfieldandbecomeoneofthehighest-paidpeopleintheworld.
Isthisagoodgoalforustoachievetogether?Ifyoufeelitis,let’sgetstarted.
Whateverthemindofmancanconceiveandbelieve,itcanachieve.
—NAPOLEONHILL
1
THEINNERGAMEOFSELLING
Visualizethisthingthatyouwant.Seeit,feelit,believeinit.Makeyourmentalblueprint,andbegintobuild.
—ROBERTCOLLIER
Nothinghappensuntilasaletakesplace.Salespeoplearesomeofthemostimportantpeopleinoursociety.Withoutsales,ourentiresocietywouldcometoagrindinghalt.
Theonlyrealcreatorsofwealthinoursocietyarebusinesses.Businessesproduceallproductsandservices.Businessescreateallprofitsandwealth.Businessespayallsalariesandbenefits.Thehealthofthebusinesscommunityinanycity,state,ornationisthekeydeterminantofthequalityoflifeandstandardoflivingofthepeopleinthatgeographicalarea.
YouAreImportant
Salespeoplearethemostvitalpeopleinanybusiness.Withoutsales,thebiggestandmostsophisticatedcompaniesshutdown.Salesarethesparkplugintheengineoffreeenterprise.Thereisadirectrelationshipbetweenthesuccessofthesalescommunityandthesuccessoftheentirecountry.Themorevibrantthelevelofsales,themoresuccessfulandprofitableisthatindustryorarea.
Salespeoplepayforalltheschools,hospitals,privateandpubliccharities,libraries,parks,andallgoodthingsthatarevitaltoourstandardofliving.Salespeople—throughtheirsalesandtheprofitsandtaxescreatedbysuccessfulcompanies—payforgovernmentatalllevels,forallwelfare,unemploymentinsurance,socialsecurity,Medicare,andotherbenefits.Salespeopleareessentialtoourwayoflife.
SalespeopleAretheMoversandShakers
PresidentCalvinCoolidgeoncesaid,“ThebusinessofAmericaisbusiness.”Ifyoustripdownthemajornewspapers,liketheWallStreetJournalandInvestor’sBusinessDaily,andthemajorbusinessmagazines,suchasForbes,Fortune,BusinessWeek,Inc.,Business2.0,Wired,andFastCompany,almosteverythingtheywriteabouthassomethingtodowithsales.Allofourfinancialmarkets,includingthepricesofstocks,bonds,andcommodities,aswellascurrentinterestrates,havetodowithsales.Asaprofessionalsalesperson,youarea“moverandshaker”inoursociety.Theonlyquestionis,howwelldoyousell?
Formanyyears,saleswasconsideredtobeasecond-rateoccupation.Manypeoplewereembarrassedtotellothersthattheywereinsales.Therewasageneralbiasagainstsalespeople.Recently,thepresidentofaFortune500companytoldajournalist,“Aroundhere,weconsidersalestobethesleazysideofourbusiness.”
TheBestCompanies
Thisattitudeischangingquickly.Today,theverybestcompanieshavetheverybestsalespeople.Thesecond-bestcompanieshavethesecond-bestsalespeople.Thethird-bestcompaniesareontheirwayoutofbusiness.Themostsuccessfulorganizationsintheworldareallsuperbsellingorganizations.
Hundredsofuniversitiesnowoffercoursesinprofessionalselling,agreatchangefromafewyearsago.Manyyoungpeoplearecomingoutofcollegeandimmediatelyseekingpositionsinsaleswithlargecompanies.MoreCEOsofFortune500companieshavecomeupthroughtheranksfromsalesthanfromanyotherpartofthecompany.
MoreCEOsofFortune500companieshavecomeupthroughtheranksfromsalesthanfromanyotherpartofthecompany.
ThemostpowerfulbusinesswomaninAmericatodayisCarlyFiorena,presidentandCEOofHewlettPackard.AfterobtainingadegreeinmedievalhistoryfromStanford,shewenttoworkatAT&Tinsalesandworkedherwayup.PatMulcahy,thepresidentofXerox,alsoworkedherwayupfromsales.Manyofthetopcompaniesintheworldareheadedbyformersalespeople.
HighIncomeandJobSecurity
Youcanbeproudtobeasalesprofessional.Yourabilitytosellcangiveyouahighincomeandlifelongjobsecurity.Nomatterhowmanychangestakeplaceintheeconomy,therewillalwaysbeaneedfortopsalespeople.Regardlessofhowmanycompaniesandindustriesbecomeobsoleteorjustgooutofbusiness,goodsalespeoplewillalwaysbeinhighdemand.Bybecomingexcellentinsales,youcanaccomplishanyfinancialgoalyousetforyourself.
Seventy-fourpercentofself-mademillionairesinAmericaareentrepreneurs,peoplewhostartandbuildtheirownbusinesses.Theygetanideaforaproductorservicethatnooneelseisoffering,orwhichtheyfeeltheycanofferbetterthanthecompetition,andtheystarttheirownbusinesses.Andamongentrepreneurs,thesinglemostimportantskillforsuccessistheabilitytosell.Everyotherskillcanbehiredawayfromsomeoneelse.Buttheabilitytosellisthekeyfactordeterminingacompany’ssuccessorfailure.
Fivepercentofself-mademillionairesinAmericaaresalespeoplewhohaveworkedforothercompaniesalltheirlives.Salespeopletodayaresomeofthehighest-paidpeopleinAmerica,oftenearningmorethandoctors,lawyers,architects,andpersonswithextensiveacademicdegrees.
Salesisagainfulprofession.Insales,thereisnoceilingonyourincome.Ifyouareproperlytrained,areskilled,andaresellingtherightproductintherightmarket,thereisnolimittotheamountofmoneyyoucanmake.Sellingistheonlyfieldinoursocietywhereyoucanstartwithlittleskillortraining,comefromanybackground,andbemakingagreatlivinginamatterofthreetotwelvemonths.
The80/20RuleinSelling
WhenIstartedselling,someonetoldmeabouttheParetoprinciple,alsoknownasthe80/20rule.Hesaid,“Thetop20percentofsalespeoplemake80percentofthemoney,andthebottom80percentonlymake20percentofthemoney.”
Wow!Iwasyoung,andthiswasarealeye-openerforme.Imadeadecision,rightthen,thatIwasgoingtobeinthetop20percent.LaterIlearnedthatthiswasoneofthemostmomentousdecisionsandturningpointsofmylife.
wasoneofthemostmomentousdecisionsandturningpointsofmylife.
Again,thetop20percentofsalespeoplemake80percentofthesalesand80percentofthemoney.Thebottom80percentofsalespeopleonlymake20percent.Yourmissionistodecidetojointhetop20percent,andthentolearnhowtogetthere.
TheParetoprinciplealsoappliestothetop20percentofsalespeople.Itsaysthatthetop20percentofthetop20percent,whichequalsthetop4percent,earn80percentofthemoneyinthetop20percentofsalespeople.Wow!Ineverylargesalesforce,fourorfivepeopleoutofonehundredmakeasmanysalesandearnasmuchmoneyasalltherestputtogether.
NeverWorryAboutMoney
Thereisaverygoodreasontogetintothetop20percent,andthenlater,intothetop4percent:youwillneverhavetoworryaboutmoneyagainorfretaboutjobsecurity.You’llneverlosesleepoveremployment.Thepeopleinthetop20percentorbetteraresomeofthehappiestpeopleinoursociety.
Ontheotherhand,thepeopleinthebottom80percentareworriedaboutmoney.Oneofthegreattragediesofoursociety,themostaffluentinhumanhistory,isthatthemajorityofpeopleworryaboutmoneymostofthetime.Theygetupinthemorningthinkingabouttheirmoneyproblems.Theythinkabouthowlittlemoneytheyhavealldaylong.Whentheycomehomeatnight,theytalkandoftenargueaboutmoneyandhowmucheverythingcosts.Thisisnotagoodwaytolive.
TopPeopleEarnVastlyMore
Thepeopleinthetop20percent,onaverage,earnsixteentimestheaverageincomeofthepeopleinthebottom80percent.Thoseinthetop4percentearnonaveragesixteentimesthatofthefolksinthebottom20percent.Thisisastonishing!
AlargeAmericaninsurancecompanytestedthis80/20rulesomeyearsagowiththeirseveralthousandagentsnationwide.Theydiscoveredthattheyhadindividualagentsthroughoutthecountrywhoaloneweresellingandearningmorethantwentytothirtyotherfull-time,trained,professionalagents,eventhoughtheywereallsellingthesameproductstothesamepeople,atthesamepricesoutofthesameoffices,underthesamecompetitiveconditions.
Inthesameyear,Iaddressedtwoelitegroupsintwodifferentindustries.Thepeopleintheseindustrieshadallstartedoffonthestreet,dialingfordollarsoutofthenewspaperortheYellowPages.Theyallworkedonstraightcommission,onesaleatatime.Buttheaverageyearlyincomeofthesalespeopleintheseelitegroupswas$833,000and$850,000.Someofthetoppeopleinthesegroupsearnedseveralmilliondollarsayearonstraightcommission!
Yourgoalmustthereforebetogetintothetop20percent,andthenthetop10percent,thetop5percent,thetop4percent,andsoon.Thepurposeofthisbookistogetyouthere.Itistotakeyoufromwhereveryouaretodaytowhereveryouwanttogointhefuture.Itistomakeyouoneofthehighest-paidpeopleinyourindustry.
TheWinningEdge
Ifthetop20percentofsalespeopleinanindustryearn80percentofthemoney,andthetop20percentofcompaniesinanindustryearn80percentoftheprofits,whatarethedistinguishingfactorsoftheseindividualsandorganizationsthatmakesuchanincredibledifferencepossible?Theconclusionisthattheyhavedevelopedthewinningedgeintheirfields.
Thiswinningedgeconceptisoneofthemostimportantmanagementandsalesideasofthetwenty-firstcentury.Thisprinciplesays,“Smalldifferencesinabilitycanleadtoenormousdifferencesinresults.”Thedifferencebetweenthetopperformersandtheaverageormediocreperformersisnotahugedifferenceintalentorability.Often,itisjustafewsmallthingsdoneconsistentlyandwell,overandoveragain.
WinbyaNose
Forexample,ifahorserunsinaraceandwinsbyanose,itwinstentimestheprizemoneyofthehorsethatlosesbyanose.Here’sthequestion:Isthehorsethatwinsbyanosetentimesfasterthanthehorsethatlosesbyanose?Isit10percentfaster?No.Itisonlyanosefaster,butthattranslatesintoa1,000percentdifferenceinprizemoney.
Ifasalespersongetsthesaleinacompetitivemarket,doesitmeanthatheorsheistentimesbetterthanthesalespersonwholostthesale?Ofcoursenot!Sometimesitisonlyasmalltechnicalitythatcausesacustomertobuyfromonepersonratherthananother.Thefactis,thesalespersonwhowinsthesalemaybeonlya“nose”betterthantheonewholosesit.
Salespeoplehaveadisadvantageoverhorses.Therearenoconsolationprizes.Ifahorsecomesinsecondorthird,hestillcomesin“inthemoney.”Butinsellingitisa“winnertakeall”transaction.Thesalespersonwholosesthesalegetsnothing,nomatterhowmanyhoursheorshehasinvestedindevelopingthesale.
BecomeaLittleBitBetter
Inselling,youonlyhavetobealittlebitbetteranddifferentineachofthekeyresultareasofsellingforittoaccumulateintoanextraordinarydifferenceinincome.Asmallincrementofskillorability,just3or4percent,cangiveyouthewinningedge.Itcanputyouinthetop20percent,andthenthetop10percent.
Inselling,youonlyhavetobealittlebitbetteranddifferentineachofthekeyresultareasofsellingforittoaccumulateintoanextraordinarydifferenceinincome.
Onceyoudevelopthissmalllead,likecompoundinterest,itcontinuestogrow.Atfirst,youmoveslightlyaheadofthecrowd.Asyouuseyouradditionalskills,yougetbetterandbetteratthem.Thebetteryoubecome,thebetterresultsyouget.Yousoonbegintopullaheadofthecrowdbyalargerandlargermargin.Inafewyears,orevenafewmonths,youcanbeearningfiveortentimesasmuchasotherswhoarestillperformingataveragelevels.
CharacteristicsofTopSalespeople
Therearecertaincharacteristicsthatseparatesuccessfulsalespeoplefromaveragesalespeople.Thesequalitieshavebeenidentifiedovertheyearsthroughinterviews,surveys,andexhaustiveresearch.Wealsoknowtwothings:First,nooneisbornwiththesequalities.Second,allofthesequalitiesarelearnablethroughpractice.Youcandevelopthecharacteristicsthatwillvirtuallyguaranteeanextraordinaryqualityoflifeforyourself.
Itwasoncebelievedthatpeopleweresuccessfulbecausetheycamefromtherightfamilies,hadtherighteducations,developedtherightcontacts,gotgoodgradesinschool,andothermeasurablefactors.Butthenresearchersdiscoveredthattherewerepeoplewhostartedwithnoneoftheseadvantages,yetendedupatthetopoftheirprofessions.
StartingfromNothing
Oneofthebestproofsofthisisthenumberofnewimmigrantswhoarriveinthiscountrywithlittlemoney,nocontacts,noschooloruniversitybackground,limitedEnglishskills,andeveryotherconceivabledisadvantage.Butsomehow,inafewyears,theyhaveovercomeeverysingledifficultyandhavebecomeleadersintheirfield.
Inmyseminars,Icontinuallymeetmenandwomenfromallovertheworldwhocametothiscountrywithnothingandwhoarenowtopsalespeople,highlypaid,andevenself-mademillionaires.Ineverycase,thereasonshavemoretodowithwhatisgoingoninsideofthemthanwithwhatisgoingonoutside.
SuccessIsMental
Itiswhatgoesoninsidethemindofthesalespersonthatmakesallthedifference.Someyearsago,HarvardUniversitydidastudyofsixteenthousandsalespeopleandfoundthatthebasicqualitiesthatdeterminesuccessorfailureinsellingwereallmental.Ifapersonhadcertainqualities,heorshewouldsucceed,holdingconstantforeverythingelse.Ifyoudevelopthesepsychologicalqualities,theythenformthefoundationforyourownpersonalsalessuccess.
Ifyouwanttoknowhowtallabuildingisgoingtobe,youlookathowdeeptheydigthefoundationforthatbuilding.Thedeeperthefoundation,thetallerthebuilding.Inthesameway,thedeeperyourfoundationofknowledgeandskill,thegreaterthelifethatyouwillbeabletobuild.
Onceyouhavebuiltyourfoundationandhavebecomeabsolutelyexcellentatselling,youcangoanywhereandwriteyourownticket.Andyoucanalwaysbuildyourfoundationdeeper.
UseMoreofYourPotential
Theaveragesalespersonusesonlyasmallpercentageofhispotentialforeffectivenessinselling.Itisestimatedthattheaveragepersoningeneralneverusesmorethanabout10percentofhispotential.Whatthismeansisthateachpersonhasatleast90percentormorepotentialleftuntapped.Itiswhenyoulearnhowtounlockthisadditional90percentofyourownpotentialthatyoumoveyourselfintotheincomecategoriesofthehighestearners.
FollowtheLeaders
Ifyourgoalistobeinthetop10percentofsalespeopleinyourfield,thefirstthingyoudoisfindoutwhoisalreadyinthetop10percent.Insteadoffollowingthefollowers,theaverageperformersinyourbusiness,followtheleaders.Compareyourselftothetoppeople.Remember,nooneisbetterthanyou,andnooneissmarterthanyou.Ifsomeoneisdoingbetterthanyou,itjustmeansthatheorshehasdiscoveredthecause-and-effectrelationshipsinsellingsuccessbeforeyouhave.
BritishphilosopherBertrandRusselloncesaid,“Theverybestproofthatsomethingcanbedoneisthatsomeoneelsehasalreadydoneit.”Thismeansthatifsomeoneelseisearningfiveortentimesasmuchasyou,thisisevidencethatyoucanearnthesameamountifyousimplylearnhow.Remember,everyonestartsatthebottomandworkshiswayup.Ifsomeoneisdoingbetterthanyou,findouthowhegotfromthebottomtowhereheistoday.Sometimestheverybestwaytofindthisoutistogoandaskhim.Hewillprobablytellyou.Toppeopleareusuallywillingtohelpotherpeoplewhowanttosucceed.
YourMasterProgram
Themostnoteworthybreakthroughinpsychologyandhumanperformanceinthetwentiethcenturywasthediscoveryoftheself-concept.Yourself-conceptisthebundleofbeliefsthatyouhaveaboutyourself.Itisthewayyouseeyourselfandthinkaboutyourselfineveryareaofyourlife.Yourself-conceptisthe“masterprogram”ofyoursubconsciouscomputer.Itislikeanoperatingsystemthatdetermineseverythingyousay,think,feel,anddo.
Thereisadirectrelationshipbetweenyourself-concept,ontheonehand,andyourperformanceandeffectiveness,ontheother.Youalwaysperformontheoutsideinthemannerconsistentwithyourself-concept.Allchange/improvementinyourlifebeginswhenyoualterandimproveyourself-concept,yourinnerprogramming.
Notonlydoyouhaveanoverallself-conceptthatdetermineshowyouthinkandfeelgenerallyaboutyourself,yourlife,andotherpeople,butyoualsohaveaseriesof“miniself-concepts.”Thesearelittleself-conceptsthatdetermineyoureffectivenessandperformanceineachareaofyourlife,fromridingabicycletomakingaspeech.
YourSelf-ConceptinSelling
Forexample,insellingyouhaveaself-conceptwithregardtoyourselfandprospecting.Ifyouhaveahigh,positiveself-concept,thenprospectingisnoproblemforyou.Yougetupinthemorningeagertocallonnewpeople.Youarecompetentandconfidentintheareaofprospecting,soyoursalespipelineisalwaysfull.
Ifyouhaveapoorself-conceptwithregardtoprospecting,youwillapproachprospectingwithfearandanxiety.Youwillavoiditwhereverpossible.Theveryideaofprospectingwillmakeyoutenseanduneasy.Youwilldoaslittleofitaspossibleandcontinuallylookforwaystoavoidtheactivity.Thisistrueineveryotherareaofsellingaswell.
WhatDeterminesYourIncome
Everysalespersonalreadyhasaself-conceptfortheamountofmoneythatheorsheearns.Psychologistshavefoundthatyoucanneverearn10percentmoreorlessthanyourself-conceptlevelofincome.Ifyouearn10percentmorethanyouthinkyouareentitledto,youwillimmediatelyengageincompensatingbehaviorstogetridofthemoney.Ifyouhaveagreatmonthandearnmorethanyouhadexpected,youwillhaveanirresistibleurgetospenditondinners,travel,clothes,orsomethingelse.Itwillburnaholeinyourpocket.
Ifyouearn10percentormorebelowyourself-conceptlevelofincome,youwillengageinscramblingbehaviors.Youwillstartthinkingaboutworkinglonger,harder,smarter,better,inordertogetyourincomebackupintoyour“comfortzone.”Onceyougetintoyourcomfortzone,youwillrelaxandbreatheadeepsighofrelief.
ChangeYourComfortZone
Theonlywayyoucanincreaseyoursalesincomeisbyexpandingyourcomfortzonewithregardtotheamountyouearn.Somepeoplehaveacomfortzoneof$50,000ayear.Atthatlevel,theyrelaxandcoast.Othershaveacomfortzoneof$100,000ayear.Thatisthelevelthattheystrivetoward,andtheyonlyrelaxwhentheyhitthattarget.
Hereisthecosmicjoke:thereisusuallyverylittledifferenceintalentbetweenthepersonwhoearns$50,000peryearandtheonewhoearns$100,000peryear.Theonlydifferenceisthatonehassettledatalowerlevelwhiletheotherhasrefusedtosettleforlessthan$100,000.
ResetYourFinancial“Thermostat”
Youcanneverearnmoreontheoutsidethanyoucanontheinside.Itisalmostasifyouhavean“incomethermostat”thatdeterminesyourfinancialtemperature.Asyouknow,whenathermostatissetatacertaintemperature,itwillcontinuallyadjusttheheatingandcoolingtokeeptheroomatthattemperature.Inthesameway,ifyouseeyourselfasa$50,000-a-yearperson,youwillcontinuallyengageinbehaviorsthatkeepyourincomeat$50,000.
Youcanneverearnmoreontheoutsidethanyoucanontheinside.Itisalmostasifyouhavean“incomethermostat”thatdeterminesyourfinancialtemperature.
Inmyseminarsandinmyworkforcorporations,Iconstantlyrunintothisstrangephenomenon.Asalespersonwillsetagoaltoearn$50,000or$60,000inthecourseoftheyear.Butthenhehasagreatyearandhitsthe$50,000markbytheendofSeptember.Suddenly,forsomereason,thesalesdryup.Hestopssellingfortherestoftheyear.Hecannotseemtogethimselfmotivated,nomatterhowgoodthemarketisforhisproduct.HespinshiswheelsuntilDecember31.Then,onJanuary1,heisoutofthegatelikeahorseatahorserace,andsellingagain.Ineverycase,itishisself-concept.
Sometimespeoplesetagoaltoearnacertainamountinaparticularmonth.Butiftheyhaveagreatmonthandtheyearntheirself-conceptamountbythemiddleofthemonth,theystopsellingforthenexttwoweeks.Theycanhardly
middleofthemonth,theystopsellingforthenexttwoweeks.Theycanhardlywaituntilthefirstofthemonthsotheycanpsychologicallygetthemselvesbackintoselling.Thisisquitecommon.
BreakFreeofthePast
Manypeopleholdthemselvesbackbecausetheythinkthatitisnotrightforthemtoearnmorethantheirfathers.Timeandtimeagain,Ihaveseensalespeoplewhoplateauatacertainincomelevelbecausethatisthehighestamountthattheirfatherseverearned.Atanunconsciousleveltheyhavedecidedthattheydonotearnmorethanthatamount.Andthisbecomestrueforthem.
InanextremecaseIsaw,ayoungmanmovedfromthefarmintothecityandgotajobsellingsatellitedishestofarmers.Thissalesmancamefromapoorbackgroundandhadneverearnedverymuchmoney.Buttheharvestwasgoodthatyear,andthefarmerswerebuying$5,000satellitedisheswithbothhands.Hebeganmakingmoneyfasterthanhehadeverdreamedinhislife.
Buttheexperienceofmakingsomuchmoneysoquicklywassotraumaticforhimthatafteracoupleofsalesatthebeginningoftheweek,hewouldactuallygohome,turnoffallthelightsinhissmallapartment,crawlunderthecoversinhisbed,andliethereinthedarkwithhisheartpounding.Hewassofaroutofhisself-conceptrangeofincomethatthestresswasoverwhelminghim.
ChangeYourMind
Toincreaseyourincome,youmustachieveyourfinancialgoalsinyourmindbeforeyoucaneverachievetheminyourreality.Youraimshouldbetoincreaseyourself-conceptlevelofincomebitbybituntilyouthink,see,andfeelyourselfasahigher-incomeearner.
Imagineyourselfasifyouwerealreadythekindofpersonyouwanttobe,earningthekindofmoneyyouwanttoearn.Lookatotherpeoplewhoareearningmoremoneythanyouandimaginethatyouareexactlylikethem.Supposethatyouarealreadyfinanciallyindependent.Pictureyourselfhavingallthemoneyyouwilleverneedandonlymakingsalescallsbecauseyouenjoymeetingnewpeople.Thiscalm,confident,relaxedattitude,asifyouwerealreadyawealthyperson,willhelpyouperformatyourverybest,withmuchlesstension.
BeRealistic
Itisimportanttoberealisticindevelopingyournewself-concept,especiallyatthebeginning.WhenIfirstlearnedaboutthepoweroftheself-conceptandhowmyself-conceptcontrolledmyincome,Iwasearningabout$30,000ayear.Iimmediatelysetagoaltoearn$300,000ayear.Butinsteadofthisbiggoalmotivatingme,itactuallyservedasademotivator.Asopposedtomymindgoingtoworktofindawaytoearnthatkindofmoney,mymindshutdown,liketurningoffalightswitch.
WhatIlearnedlaterwasthatagoalthatisvastlybeyondanythingyouhaveeveraccomplishedbeforeisignoredbyyourself-concept.Insteadofmotivatingyou,itdiscouragesyou.Aftersixmonthsofworkingtowardthisnew,unrealisticgoal,Ifinallyrealizedmymistakeandresetmygoalfor$50,000peryear.Almostimmediately,Ibeganmakingprogressandhadsoonachievedmynewgoal.
YourIncomeLevelLocksIn
Hereisanotherinterestingpoint.Asalespersonmaystartoffatthebottomandworkhiswayupoveraperiodofseveralyears,eventuallyearningmorethan$100,000ayear.Butthentheeconomygoessouth,theindustryretractsorshutsdown,andhehastostartoverwithadifferentcompanysellingadifferentproduct.Howmuchdoyouthinkheearnsinthefollowingyear?Answer:morethan$100,000.
Whyisthis?Becausehealreadyhasaself-conceptasa$100,000-a-yearsalesperson;nomatterwhathappensontheoutside,hewillalwaysfindawaytoearn$100,000ormore.
You’vereadstoriesofseniorexecutiveswithlargecorporationswhoareearningmorethanamilliondollarsayear.Forsomereason,theylosetheirjobs.Then,acoupleofmonthslater,youreadorhearaboutthemandlearnthattheyareworkingforanothercompanyandstillearningmorethanamilliondollarsayear.Thefactis,onceapersonisamillion-dollar-a-yearperson,noonewouldthinkofofferinghimorherless.Itisallamatterofself-concept.
TheKeyResultAreasofSelling
Inselling,therearesevenkeyresultareas,orKRAs.TheseKRAsarelikethedigitsinatelephonenumber.Youmustdialeachoftheminsequenceifyouwanttogetthroughandmakeasale.Yourperformanceandeffectivenessineachofthesekeyresultareasdetermineyouroverallsuccessandtheheightofyourincome.
Thesesevenkeyresultareasareprospecting,buildingrapport,identifyingneeds,presenting,answeringobjections,closingthesale,andgettingresalesandreferrals.Yourself-conceptineachofthesesevenareasdeterminesyourperformanceintheseareas,aswellasyouroverallincomelevel.
Fortunately,everyonewhoisgoodinanyoneoftheseareaswasoncepooratit.Everyprofessionalinthetop10percentstartedinthebottom10percent.Thegoodnewsisthat,ifyoucandriveacaroroperateacellphone,youcanbecomeexcellentineachofthesesevencriticalskills.Itissimplyamatteroflearningandpractice.
andpractice.
Ifyouhaveapoorself-conceptwithregardtoanyparticularsalesactivity,youwillavoidthatactivitywheneverpossible.Buttheonlyreasonthatyoufeartakingactioninaparticularskillareaisbecauseyouarenotgoodatit—yet.Youhavenotyetmasteredtheskill.Ifyouarenotgoodatsomething,youwillmakemistakes.Youwillfeelawkward,angryandfrustrated.Itwouldbenormalandnaturalforyoutoavoidthatactivity.
MastertheSkill
Thesolutionforyourfearsorreluctanceinanykeyskillareainsellingisforyoutomasterthatskill.Fortunately,therearemorebooks,audiotapes,courses,andbitsofadviceavailabletoyounowtohelpyoumastereachskillthanyoucouldconsumeinalifetime.Thereisabsolutelynoreasonforyoutobeheldbackfromjoiningthetop10percentsimplybecauseyouareweakinaparticularskillarea.
Youcanlearnhowtoprospecteffectively.Youcanbetaughthowtobuildhighlevelsofrapportandtrustwithprospects.Youcanbecomeskilledathowtoaskquestionsandlistencarefullytotheanswers.Youcandevelopcalmnessandconfidenceinyourinteractionswithothers.Youcanlearnanythingyouneedtolearnthroughpracticeandrepetition.
Itisthesamewitheachskillarea.Youcanbecomeanexpertataccuratelyidentifyingtheneedsofthepersonyouaretalkingto,andqualifyingtheprospect,byaskingmoreandbetterquestions.
Youcanbecomeexcellentinyoursalespresentation,growingsoeffectivethatpeoplearetearingtheproductoutofyourhandsevenbeforeyoufinishtalking.
Youcanlearnhowtoanswertheprospect’sobjectionsandconcerns,respondingsosatisfactorilythattheobjectionsdisappearandnevercomeupagain.Youcanlearnthevariousmethodsincludedinthisbookforaskingfortheorderandclosingthesaleattheappropriatetime.
Finally,youcanlearnhowtocreatea“goldenchain”ofreferralsfromprospectsandcustomersandhowtosellmoreandmoretopeoplewhohaveboughtfromyoualready.Thesearealllearnableskills.
GetBetteratWhatYouDo
Thebetteryougetinanyarea,themorepositiveyourself-conceptbecomesinthatarea.Themoreconfidenceyouhaveinyourability,thehappieryoufeelwhenyouaredoingthatpartofyourjob,andthebetterresultsyouwillget.Youcan,infact,likeasculptor,shapetheentirequalityofyoursalespersonality.
Youneverfeeluneasydoingsomethingthatyouaregoodat.Youonlyfeelanxiousdoingsomethingthatyouthinkyouarenotparticularlygoodat.Everysinglestepthatyoutaketoimproveinanyarearaisesyourself-confidenceandincreasesyourlikelihoodofsuccesseachtimeyoutryit.
FaceYourFears
Whenyoustartsellingforthefirsttime,yourheartisusuallyinyourthroat.Itispoundingsoloudlythatyouthinkpeoplearoundyoucanhearit.Yourstomachisoftenchurningwhenyougointoyourfirstsalescall.Psychologistssaythatyouoftenactasifyouwereachildinfearofgettingaspanking.
Yourself-conceptislargelysubjective.Itisnotbasedonreality.Itisbasedsolelyontheideasorthoughtsthatyouhaveaboutyourself,especiallytheself-limitingopinionsthatholdmostpeopleback.
Fearandself-doubthavealwaysbeenthegreatestenemiesofhumanpotential.Manypeopledoubttheirabilitytoexcelinaparticulararea,andeventhoughitisnottrue,itbecomestrue.AsWilliamJamesofHarvardsaid,“Beliefcreatestheactualfact.”Ifyoubelievethatyouarelimitedinsomeway,youwillfeelandactasifyouarelimited,anditwillbecometrueforyou.
Fearandself-doubthavealwaysbeenthegreatestenemiesofhumanpotential.
Don’tSellYourselfShort
Somepeoplefeelthattheyareterribleatclosingsales.Aslongasyouthinkthatandsayittoyourself,thenyouwillbeterribleatclosingsales.Theveryideaofaskingfortheorderwillcauseyourhearttopound,yourstomachtochurn,yourpalmstosweat,andyourmindtogoblank.Thefactisthatclosingisanormalandnaturalendofasalesconversation,asyouwilllearn.Onceyouhavemasteredtheartofclosingsales,youwillbeabletoaskfortheorderunderanycircumstances.
Somepeopleareconvincedthattheyareterribleonthephone.Becauseofthecommonfearofrejection,theyavoidcallingpeoplewhomaynotbefriendlyandwelcoming.Theythensaytothemselves,“Ihatecallingstrangers.”
Aslongasyouthinkandsaythistoyourself,everytimeyoupickupthephone,youaregoingtostumbleoveryourwords.Youwillmakemistakesandperformpoorly.
ChallengeYourSelf-LimitingBeliefs
Thegoodnewsisthatyourself-limitingbeliefsareusuallybasedonerroneousinformation.Theyarenotbasedonfactorreality.Theyareveryoftenillusionsinyourownmind.Becausetheyareunreal,youcangetridofthembyreplacingthemwithnew,positivebeliefsofconfidenceandcompetenceinanyarea.
Self-limitingbeliefsdevelopearlyandeasily.Sometimesyouwilltrysomething,likeskiingorskating,anddoitpoorlythefirsttime.Youwillimmediatelyconcludethatyouarenogoodatthatsport.Fromthenon,youwillsabotageyourselfbyseekingoutexamplestovalidateyourinitialdecision.Soonyouwillavoidthatareaofactivityaltogether.
LouiseHay,theteacherandmetaphysicalwriter,saysthatthecoreproblemthateachpersonhasisthefeelingof“I’mnotgoodenough.”Weallhavethefeeling,deepdowninside,thatwearenotasgoodasotherfolks.Wefeelthatpeoplewhoaredoingbetterthanusareactuallybetterthanus.Iftheyarebetterthanus,weunconsciouslyconclude,wemustbeworsethantheyare.Iftheyareworthmore,thenwemustbeworthless.Thisfalseconclusionisthefundamentalcauseofmostunhappinessinoursociety.
TheReactorCoreofYourSelf-Concept
Themostimportantdiscoveryofallinself-conceptpsychologyisthecentralroleofyourself-esteem.Yourself-esteemisbestdefinedas“howmuchyoulikeyourself.”Howmuchyoulikeyourselfisthecriticaldeterminingfactorofyourpersonalityandofeverythingthathappenstoyou.
Thedegreetowhichyoulikeyourselfinanyareaisthekeydeterminantofyourperformanceandeffectivenessinthatarea.Itdetermineshowmuchmoneyyoumake,howyoudress,howwellyougetalongwithotherpeople,howmuchyousell,andthequalityofyourlife.
Apersonwhoreallylikeshimselforherselfhashighself-esteemandthereforeapositiveself-concept.Whenyoureallylikeyourselfinaparticularrole,youperformatyourbestinthatrole.
Themoreyoulikeyourself,themoreyoulikeotherpeople.Themoreyoulikeotherpeople,themoretheylikeyouinreturn.Themoreyoulikeyour
otherpeople,themoretheylikeyouinreturn.Themoreyoulikeyourcustomers,themoreyourcustomerslikeyou,andthemorewillingtheyaretobuyfromyouandtorecommendyoutotheirfriends.
High-self-esteempeoplemeetandmarryotherhigh-self-esteempeople.High-self-esteemparentsraisehigh-self-esteemchildren.High-self-esteembossesbuildhigh-self-esteemsalespeopleandemployees.High-self-esteemmenandwomensethigherstandardsforthemselvesandpracticehigherlevelsofself-discipline.Theyhavebetterfriendshipsandgetalongbetterwiththepeopletheymeet.Theyaregenerallyhappierandmorefulfilledthanpeoplewhodon’tlikethemselvesverymuch.
Self-EsteemandSalesPerformance
Themoreyoulikeyourselfinprospecting,buildingrapport,identifyingneeds,presentingyourproductorservice,answeringobjections,closingthesale,andgettingresalesandreferrals,thebetteryouwillbeineachoftheseareas.
Apersonwhodoesn’tlikehimselforfeelsbadlyabouthimselfinaparticularareaperformspoorlyinthatarea.Low-self-esteemsalespeoplewhodon’tlikethemselves,don’tlikeotherpeopleverymucheither.Asaresult,theyhaveahardtimebuildinghigh-qualityrelationshipswithcustomers.Forsomereason,customersdon’tparticularlylikeortrustthemandprefertobuyfromsomeoneelse.
Howmuchyoulikeyourselfisthekeydeterminantofyoursuccessinsalesandofyourincome.Asamatteroffact,itdetermineshowsuccessfulyouareineverypartofyourlife.
TheGreatDiscovery
Becauseofthepowerofyourmindindeterminingyourlifeanddestiny,oneofthegreatestdiscoveriesinhistoryisthatyoubecomewhatyouthinkaboutmostofthetime.
Happypeoplethinkhappythoughts.Successfulpeoplethinksuccessfulthoughts.Lovingpeoplethinklovingthoughts.Wealthypeoplethinkwealthythoughts.Theybecomewhattheythinkaboutmostofthetime.
Inaddition,youbecomewhatyousaytoyourselfmostofthetime.Successfulpeoplecontroltheirinnerdialogues.Theytalktothemselvespositivelyandconfidentlyastheygothroughtheirdays.Perhapsthemostpowerfulwordsyoucansaytoyourselftobuildyourself-esteemare“Ilikemyself!”
Successfulpeoplecontroltheirinnerdialogues.
Eachtimeyousay,“Ilikemyself!”yourself-esteemgoesup.Whenyourepeatthewords“Ilikemyself!”overandoverthroughouttheday,youactuallycauseachemicalchangeinyourbrain.Youreleaseendorphinsthatgiveyouageneralfeelingofconfidenceandwell-being.Themoreyousay,“Ilikemyself!”themoreconfidentyoufeelandthemorecompetentlyyouperform.
BeYourOwnCheerleader
WhenIlearnedthisaffirmationmanyyearsago,Iusedtorepeatittomyselften,twenty,andevenfiftytimesperday.Iwouldsayitinthemorningandintheevening.IwouldsayitasIdrovealongandbeforeeverysalespresentation.IwouldkeeprepeatingituntilIdrovethemessagedeepintomysubconsciousmind,whereit“lockedin”andtookonapowerofitsown.Youcandothesamething.
Everytimeyousay,“Ilikemyself!”youroverallself-conceptimproves.Yourabilitytoperformandyourlevelofeffectivenessincreaseimmediately.Youdoeverything,includingselling,betterwhenyouhaveahighlevelofself-generatedself-esteem.
TheBestTimetoMakeaSale
Here’saquestionforyou:Whenisthebesttimetomakeasale?Answer:rightaftermakingasale.Why?Rightafteryoumakeasale,yourself-esteemsoars.Youfeelterrificaboutyourselfasasalesperson.Youlikeyourselfmore.Youfeellikeawinner.Whenyouwalkintospeaktothenextprospect,feelingterrificaboutyourself,youwillperformatyourverybest.Therewillbesomethingaboutyouthathasapowerfuleffectonthecustomer.Yourpositiveattitudeandconfidentbearingwilltriggeradesire,atasubconsciouslevel,tobuyfromyou.
Sometimesasalespersonwillmakeasalefirstthinginthemorning,andthenanother,andthenanotherandanotherandanother,andsellmoreinasingledaythanheorshemighthavesoldinaweekortwo.Thisspikeinsalesperformancehasnothingtodowiththeproduct,themarket,orthecustomer.Ithappensbecausetheseller’sself-concepthasgoneuplikethemercuryinathermometeronahotday.Asaresult,heorsheisperformingatanexceptionallevelofeffectiveness.
PerformatYourBest
Immediatelyafteryouhavemadeasale,youlikeyourselfmoreasasalesperson.Youfeelmoreconfident,competent,andeffectiveinselling.Ifyouhavebeenworkingonadifficultprospectandyouhavejustclosedasale,getinyourcaranddrivestraightovertothattoughcustomerandattempttomakethesale.Youwillbeamazedathowmanytimesthisturnsouttobeaneffectivestrategy.Youwillbemorepersuasiverightafterhavingmadeasalethanatanyothertime.
Itwillnotbethecustomerwhohaschanged.Itwon’tbetheproductorservice,ortheprice,themarket,orthecompetition.Theonlythingthathaschangedisyou.
NothingWillStopYou
Oneofthethingsweknowinsalesisthat“successbreedssuccess.”Themoreyousell,thebetteryoubecomeatselling.Yourself-conceptasasalespersongetsbetterandbetter.Youfinallyreachthepointinyourownthinkingwhereyouknowthatnothingcanstopyou.Ifyoucontinuetoselllongenough,youwillbegintohaverepeatedsuccessexperiences.Asyousellmoreandmore,yourself-conceptimprovestothepointatwhichyoubecomeconvincedthatyouareanexcellentsalesperson,andthatyoucanmakeagreatlivinginsaleswhereveryougo.
Whenyouarefeelingterrificaboutyourself,whenyoureallylikeyourself,youknowthatyoucandowellinanythingthatyouputyourhandto.Whenyouaresellingwell,yourfamilyandinterpersonalrelationshipsseemtobemuchbetter.Youneedlesssleep.Youhavemoreenergy.Youhavemoreenthusiasm.Youfeelmorepositiveaboutyourself.
ThePowerofPositiveAffirmations
Thekeytoreachingthisstateofmindistoprepareyourselfpsychologicallybeforeeverysalescall.Stopandtakeacoupleofseconds;thensaytoyourself,“Ilikemyself!Ilikemyself!Ilikemyself!”
Talkingtoyourselfpositivelyislikepumpingyourselfup.Justlikepumpingupatire,youpumpupyourself-esteem.Firstthinginthemorningwhenyougetoutofbed,starttalkingtoyourselfbysaying,“Ilikemyself,andIlovemywork!Ilikemyself,andIlovemywork!”
Whateveryousaytoyourselfwithfeelingisacceptedbyyoursubconsciousasaninstruction,acommand.Yoursubconsciousmindwillthengiveyouthewords,actions,andfeelingsconsistentwiththemessagethatyouhavesenttoit.
Beforegoingintoseeaprospect,saytoyourself,“Iamagreatsalesperson,andthisisgoingtobeagreatcall!”Repeatthatseveraltimes.Getyourselfpsychologicallypreparedforagoodexperience.
Whenyouthenwalkintoseetheprospect,yoursubconsciouswillgiveyouthewords,thefeelings,andthebodylanguageconsistentwithapersonwhoisexcellentatwhathedoes.Talkingtoyourselfpositivelymakesyoumoreconfident.Itcausesyoutorelaxandperformbetter.Yourlevelofself-confidenceandcalmnesshasastrongimpactonthepersonyouaretalkingto.Positiveself-talkleadstopositivesalesresults.
ObstaclestoSalesSuccess
Therearetwomajorobstaclestomakingandclosinganysale.Theyarebothmental.Theyarethefearoffailureandthefearofrejection.
Thefearoffailureisthebiggestsinglereasonforfailureinadultlife.Itisnotfailureitself,butthefearoffailure,theprospectoffailure,theanticipationoffailure,thatcausesyoutofreezeupandperformatalowerlevel.
Thefearoffailureisadeepsubconsciousfearthatwealldevelopearlyinlife,usuallyastheresultofdestructivecriticismfromoneorbothparentswhenwearechildren.Ifyourparentscriticizedyoucontinuallywhenyouweregrowingup,youwillexperiencethisdeeplyentrenched,unconsciousfearoffailureasanadult,atleastuntilyoulearntogetridofit.
WhyCustomersDon’tBuy
Thefearoffailureinthemindofthecustomerortheprospectistheonegreatestobstacletobuying.Everycustomerhasmadecountlessbuyingmistakes.Hehaspurchasedservicesthathelaterfoundwereoverpriced.Hehasboughtproductsthatbrokedownandthathecouldnotgetrepaired.Hehasbeensoldthingsthathedidnotwant,couldnotuse,andcouldnotafford.Hehasbeenburnedsomanytimesinsalesexperiencesthatheislikealong-tailedcatinaroomfullofrockingchairs.
Thisfearoffailureanddisappointmentisthenumberonereasonwhycustomersdonotbuy.So,oneofthemostimportantthingsyoucandointheprocessofbuildingtrustandcredibilityistoreducethecustomer’sfeartothepointwherehehasnohesitationaboutgoingaheadwithyouroffer.
TheFearofRejection
Thesecondmajorobstacletosellingandclosingisthefearofrejection.Thisisthefearthatthepotentialbuyermightsayno.Thefearofrejectionistriggeredbythepossibilityofrudeness,disapproval,orcriticismtowardthesalespersonbytheprospect.
Theruleisthat80percentofsalescallswillendinano,forathousanddifferentreasons.Thisdoesnotnecessarilymeanthatthereisanythingwrongwiththesalespersonortheproductorservicebeingsold.Peoplesaynobecausetheysimplydonotneedit,donotwantit,cannotuseit,cannotaffordit,orsomeotherreason.
Ifyouareinsalesandyoufearrejection,you’vepickedthewrongwaytomakealiving.
Ifyouareinsalesandyoufearrejection,you’vepickedthewrongwaytomakealiving.Thefactisthatyouaregoingtogetalotofrejections.Astheysay,“Itgoeswiththeterritory.”Everyexperienceoffailureorrejectionaffectsyourself-esteem.Ithurtsyourself-image.Itmakesyoufeelbadaboutyourselfandtriggersyourworstfear:“I’mnotgoodenough.”
Ifitwerenotforthefearofrejection,wewouldallbeterrificsalespeople.Wewouldallmaketwiceasmuch,andmaybeevenfiveortentimesasmuch.
TheSalesperson’sAverageDay
InastudyatColumbiaUniversityafewyearsago,theyfoundthattheaveragesalespersonworksapproximatelyoneandahalfhoursperday.Theyalsofoundthat,ontheaverage,thefirstsalescallisnotmadebeforeeleveno’clockinthemorning.Thefinalsalescallisusuallymadeataboutthreethirtyintheafternoon,andtheaveragesalespersonquitsworkingshortlyafterthat.Hegoesbacktotheofficeorheadsforhome.
Mostpeoplespendhalfthemorninggettingwarmedup,drinkingcoffee,chattingwithcoworkers,readingthepaper,shufflingtheirbusinesscards,andsurfingtheInternet.Thentheygooutandmakeasalescalljustintimeforlunch.Thesecondsalescallisn’tmadeuntilabout1:00or2:00PM,afterwhich
lunch.Thesecondsalescallisn’tmadeuntilabout1:00or2:00PM,afterwhichtheaveragesalespersonbeginswindingdownfortheday.Thetotalamountoftimespentface-to-facewithcustomersworksouttoaboutninetyminutesperday.Thatistheaverage—halfareabove;halfarebelowthataverage.
TheBrakeonSalesPerformance
Whyisitthatsalespeopleworksolittleandavoidgettingface-to-facewithcustomerssomuch?Simple:fearofrejection.Thefearofrejectionactslikeasubconscious“brake”thatholdspeoplebackandcausesthemtounderperform.Ofcourse,theyalwayshaveawonderfulselectionofexcusesandrationalizations,buttherealreasonisfearofrejection.
Itiseasytoprovethis.Letusconductanexperiment.Imaginethatyourcompanyhashiredamarketingresearchfirmtofindcustomersforyou.Thisfirmhasdevelopedasophisticatedwayofidentifyingidealprospects.Usingthissystem,theycangiveyouacomputerprintoutoffiftyprospectsthatwillbeliterallyguaranteed,with90percentaccuracy,tobuyonaparticularday.Thislistofhot,qualifiedprospectsissoprecisethatitisonlyvalidfortwenty-fourhours.Imaginethattheycallyouinandgiveyouthislistoffiftytopprospectsforthefollowingday.
Ifyoureceivedalistoffiftyhighlyqualifiedprospects,90percentofwhomwereguaranteedtobuyifyoucouldcallonthemwithinthatone-dayperiod,whattimewouldyoustartinthemorning?Howmuchtimewouldyoutakeforcoffeebreaksorlunchduringtheday?Howlongwouldyouspendchattingwithyourcolleaguesandreadingthenewspaper?Ifyouwereguaranteedasaletovirtuallyeverysinglepersonyouspoketoinaone-dayperiod,youwouldprobablystartatthecrackofdawnandkeepongoinguntilmidnightifyoupossiblycould.Ifyouhadnofearofrejectionandyouwereguaranteedahighlevelofsuccess,youwouldbecallingonprospectseverysinglewakingmoment.
RejectionIsNotPersonal
Alltopsalespeoplehavereachedthepointwheretheynolongerfearrejection.Theyhavebuilttheirself-esteemandself-conceptsupsuchthatifsomeonesaysnotothem,itdoesnothurtthemorputthemoff.Itdoesnotsendthemdejectedbacktotheirofficesorcars.
Here’sthekeytodealingwithrejection.Youmustrealizethatrejectionisnotpersonal.Itisnotaimedatyou.Rejectionhasnothingtodowithyou.Instead,itisliketherainorthesunshine.Itjusthappensfromdaytoday.Whenyoucanriseaboveyourself,stoptakingyourselfsoseriously,andrecognizethatrejectionsimplygoeswiththeterritory,itwillhavenomorefearforyou.Youwillignoreitlikewateroffaduck’sback.Youwillexpectitinthenormalcourseofthings,shrugyourshoulders,andmoveontothenextprospect.
Thereisasalesmotto:“Somewill;somewon’t;sowhat?Next!”Thisshouldbeyourmottoaswell.
NeverGiveUp
Perhapsthetwomostfundamentalqualitiesforsuccessinsalesareboldnessandpersistence.Ittakescouragetogetupeachdayandconstantlyfacethefearsoffailureandrejection.Ittakespersistencetokeepcomingback,dayafterday,inspiteofcontinueddifficultiesanddisappointment.
Butthegoodnewsisthatcourageisahabit.Likeamuscle,themoreyoupracticecourage,thestrongeryoubecome.Eventually,youreachthepointatwhichyouarevirtuallyunafraid.Afterthat,yourcareertakesofflikearocket.
FiveCallsorCloses
Afull80percentofsalesareneverclosedbeforethefifthmeetingorclosingattempt.Itisafterthefifthtimethatyouasktheprospecttomakeabuyingdecisionthatyoumakemostofyoursales.
Thesenumbersturnouttobevalidespeciallywhenyouaretryingtogetyourprospecttochangefrombuyingfromonecompanytobuyingfromyourcompany.Atleasteightoutoftenofallfirstpurchasesfromanewsuppliertakeplaceafterthefifthcallorvisit.
Itseemsthatonlyabout10percentofsalespeoplemakemorethanfivecallsorattemptstoclosethesale.Halfofallsalespeople,ormore,makeonlyonecallbeforetheygiveup.Whenyouaresellingtoacompanythatyouwanttoswitchfromtheirexistingsuppliertoyou,rememberthatitusuallytakesaboutfivevisitstobreakdowntheprospect’snaturalskepticismandresistance.
Thisdoesnotmeanthatyouhavetospendfivehours.Itjustmeansthatyouhavetomakefivevisitsormore.Youhavetomakeanappointment,goandseetheprospect,talktohim,tellhimthatyouandyourcompanyareavailabletoservehim.Itisusuallyafterthefifthvisitthattheprospectstartstobecomeinterested.
MostPeopleQuitEarly
Inarecentstudy,itwasdiscoveredthat48percentofallsalescallsendwithoutthesalespersontryingtocloseevenonce.Thesalespersonmeetswiththeprospect,talksenthusiasticallyabouthisproductorservice,showshimthewritteninformation,anddazzleshimwithreasonstobuy.Then,whentheprospecthasbeencompletelyoverwhelmedwithhischarm,enthusiasm,andverbalagility,hetakesadeepbreath,sitsback,andsays,“Well,whatdoyouthink?”
Thisalmostautomaticallytriggerstheresponse,“Well,I’dliketothinkitover.”Theprospectsayshewantstotalkitoverwithhisboss,wife,cousin,brother,uncle,sister,partner,boardofdirectors,banker,accountant,andwhoeverelsehecanthinkof.“Couldyoucallmebacklater?”
ProspectsDon’tThinkItOver
Oneoftheimportantsecretsofsuccessinsalesisforyoutounderstandandacceptthatpeopledon’t“thinkitover.”Theminuteyouwalkoutoftheprospect’sofficeorhome,heorsheforgetsthatyoueverlived.
Haveyouevergonebacktoseeaprospectaweeklater,afteryouthoughtyouhadafantasticsalesconversationandhewasthinkingitover?Somesalespeoplehavethevanitytobelievethatthisprospecthasgonehomeandhasbeenthinkingabouttheirproductorservicetwenty-fourhoursaday.Theythinkheturnsitoverinhismindandtalksaboutitwitheveryonehemeets.Hethinksaboutitanddreamsaboutit,justwaitingforyoutocomeback.
Then,whenyouvisittheprospectaweekortwolater,youareamazedtofindthathehasforgottenyourname,yourproduct,andeverythingelse.Hedoesn’trememberwhoyouareorwhatyousell.Hehasnotbeenthinkingaboutyouoryourproductorserviceatall.
Peopledon’tthinkthingsoverwithregardtoproductsorsales.Thesewordsareapolitewayofsaying,“Good-byeforever.”Whentheysaytoyou,“Letmethinkitover,”theyareannouncingtoyouthattheinterviewisoverandthatyouhavelostyourentireinvestmentoftimeandenergyinthisprospect.
Self-EsteemEliminatesFear
ThereasonImentionthisdirectrelationshipbetweencourageandpersistenceontheonehand,andmakingmultiplecallsandsalessuccessontheother,isthis:thereisadirectandinverserelationshipbetweenthefearsofrejectionandfailure,andhighself-esteem.Themoreyoulikeyourself,thelessyoufeelrejectionandthelessyoufearfailure.
Imaginetwoescalatorsthatgoindifferentdirections.Oneistheupescalatortohighself-esteem,andtheotheristhedownescalatortothefearsoffailureandrejectionthatholdyouback.Themoreyoulikeyourselfandthehigheryourself-esteem,thefasteryougouptheescalatortocourageandconfidence.Themoreyouthinkaboutfailureorrejection,themoreyouridethedownescalatortowardfearsoffailureandrejection.
YouAreaGoodPerson
Whenapersonsaysnotoyou,heisnotsayingnotoyouasaperson.Heissimplysayingnotoyourofferingoryourpresentationoryourprices.Therejectionisnotpersonal.Onceyouknowandunderstandthatsayingnoisnotpersonal,youstopworryingaboutitwhenpeoplereacttoyouoryourproductnegatively.
Here’sthedanger:ifyoutakea“no”personally,youcanstarttothinkthereissomethingwrongwithyouasanindividual.Oryoubegintobelievethatyourproductoryourcompanyisfaulty.Whenyoubeginthinkinglikethis,youcansoonbecomediscouraged.Youwillloseyourenthusiasmforselling.Asaresult,youwillstartcuttingbackonprospecting.Soonyouwillonlybeworkinganhourandahalfperday.
FearLeadstoExcusesforNotSelling
Asyourfearsincrease,youwillbegintorationalizeandjustifyyournonsellingbehavior.Youwillmakeexcusesandcreateallkindsof“make-work”attheoffice.Youwillconvinceyourselfthatyouhavetoreadthenewspapersothatyouwillbefullyinformedwhenyoucallonprospects.Youhavetoshuffleyourbusinesscardsandchecktheofficetoseeiftherehavebeenanyphonecalls.Youhaveallthosepeopleouttherewhoare“thinkingitover.”Maybeoneofthemhascalledandorderedsomething.
Yougointotheofficeandplanyourfirsthourortwoaroundacoupleofcupsofcoffee.Afterall,youhavetowakeyourselfupinthemorningsothatyouaresharpandalertwhenyougoouttoseecustomers.Youchatwithyourcoworkersandtalkaboutbusiness,especiallyhowtoughthebusinessis.Youkillmostofthemorning;thenyourealizethatyouhadbettergooutandcallonsomebody,anybody.Soyourushoutandmakeacalljustbeforeit’stimeforlunch.
AnUnproductiveDay
Youwouldn’twanttointerruptprospectswhentheyaregoingforlunch.Therefore,youdon’tmakeanycallsafter11:30AM.Yougoandhavelunchwithyourfriends,goshopping,getyourcarwashed,orkilltime.
Timepasses.Youcertainlydon’twanttocallonpeopleimmediatelyaftertheygetbackfromlunch.Itmightdisturbtheirdigestion.Soyoumakeupafewmoreexcusesandrationalizations,andyoudon’tmakeyournextcalluntil2:00or3:00PM.Soonit’s3:30,then4:00,andofcourse,everybody’sontheirwayhome,aren’tthey?
Youdon’twanttogooutandbotherpeoplelateintheafternoonwhiletheyarepreparingtowrapupfortheday.Instead,yougobacktotheofficetocommiseratewiththeothersalespeoplewhoaregatheringtherelikesurvivorsafteranaccidentandtalkaboutwhatatoughdayyou’vehad.
Thereisthestoryofthetwosalesmenwhogobacktotheofficeattheendoftheday.Onesays,“Boy,didIeverhavealotofgoodinterviewstoday!”
Theotheronesays,“Yeah,Ididn’tsellanythingeither.”
Canyouidentifywithanyofthesebehaviors?Theyarethefavoritepracticesandexcusesofsalespeopleinthebottom20percentofmoneyearnersintheirfields.
IncreaseTravelingTime
Anotherwaythatsalespeopleavoidthepossibilityoffailureandrejectionisbyspreadingouttheirsalescallsgeographically.Suchasalespersonmakesonecallatoneendoftownandmakeshersecondcallintheafternoonattheotherendoftown.Thisgivesheranicesolidhourofdrivinginbetween,whichallowshertopretendthatsheisworking,wheninreality,sheisjustputtingoffgettingface-to-facewithaprospect.
Thefearsoffailureandrejection,whichloweryourself-esteem,quicklybecomethemajorobstaclestosuccessinsales.
BuildYourSelf-Esteem,IncreaseYourIncome
Everythingyoudotoraiseyourownself-esteem,includingpositiveself-talk,affirmativevisualization,personalmotivation,enthusiasm,andindividualtrainingimprovesyourpersonalityandincreasesyoureffectivenessinselling.
Aswesaidbefore,thereisadirectrelationshipbetweenyourself-esteemandhowmuchmoneyyouearn.Themoreyoulikeyourself,themoresalesyoumakeandthehigheryourincomewillbe.Whenyouorganizeyourlifesothatyoubecomeaperpetualself-esteem-generatingperson,thatalonewillcontributemoretoyourincomethananyotherfactor.
TheFriendshipFactor
Customerstodayarespoiled.Theyaredemanding.Theyaredisloyal.Theyinsistonbeingtreatedextremelywellbeforetheybuyanything.Morethananythingelse,customerswillonlybuyfrompeopletheylike.Wecallthisthe“friendshipfactor.”
Thefriendshipfactorinsellingsimplysaysthataprospectwillnotbuyfromyouuntilheisgenuinelyconvincedthatyouarehisfriendandthatyouareactinginhisbestinterests.
Forthisreason,thefirstthingyoudoinasalesinterviewiscreateabond,makeafriend.SalesexpertHeinzGoldmanoncewroteabookwithatitlethatsummarizedthisprocessperfectly:HowtoWinCustomers.Yourjobasasalesprofessionalistowinpeopleovertoyoursidebymakingitclearthatyoucareaboutthemandwantthebestforthem.
BuildaBridge
Youcanonlybeginsellingafteryouhaveconvincedtheprospectthatyouarehispalandthatyouwantwhatisbestforhim.Infact,ifyoubegintalkingaboutyourproductorservicebeforeyouhavebuiltabridgeoffriendshiptoyourprospect,thecustomerwillloseallinterestinbuyingfromyou.Ifyoudon’tgenuinelycareaboutthecustomer,whyshouldthecustomercareaboutyouorwhatyouareoffering?
HealthyPersonality
Anexcellentdefinitionofahealthypersonalityisthis:“Yourpersonalityishealthytothedegreetowhichyoucangetalongwiththegreatestnumberofdifferenttypesofpeople.”Youhaveanunhealthyorproblempersonalitytothedegreetowhichyoucannotgetalongwithmostotherpeople.Peopleatthehighestlevelofhealthypersonalityhavedevelopedtheabilitytogetalongwiththegreatestvarietyofdifferentpeople,especiallyinselling.Thepointis,thelevelofyourself-esteemcorrespondsdirectlywiththehealthofyourpersonality.Again,themoreyoulikeyourself,themoreyouenjoyothersandthemoretheylikeyou.Themoreyoulikeyourself,theeasieritisforyoutogetalongwithagreatvarietyofpeople.
MakingFriends
Theindividualwithhighself-esteemistheonewhohasthegreatestfacilityformakingfriendswhereverhegoes.Becausehelikeshimself,heisnaturallyandspontaneouslyfondofothers.Whenpeoplefeelthatsomeonegenuinelylikesthem,theyaremoreopentolisteningtothatpersonandtobuyingwhatheisselling.
Whenpeoplefeelthatsomeonegenuinelylikesthem,theyaremoreopentolisteningtothatpersonandtobuyingwhatheisselling.
Haveyoueverhadanexperiencewhereyouwantedtobuyaproductorservice,butyoudidn’tlikethesalesperson?Inmostcasesyouwillwalkaway,eveniftheproductandthepriceareideal.
Thinkofyourverybestcustomerstoday.Thepeopleyouenjoysellingtoandthepeoplewhoenjoybuyingfromyouareinvariablythepeoplethatyoulikethemostandwholikeyouinreturn.
YourSelf-EsteemDeterminesYourIncome
Everythingyoudotoimproveyourlevelofself-esteemincreasesandenhancesthequalityofyourrelationshipswithyourcustomers.Self-esteembuildingactionstriggerthe“friendshipfactor”andmakeyouamoresuccessfulsalesperson.Yourlevelofself-esteeminsellingdeterminestheamountofmoneythatyouearn.Theverybestsalespeoplehaveanaturalcapacitytomakefriendseasilywithprospectivecustomers.
Unfortunately,everythingthathappenstoloweryourself-esteemwillloweryoursaleseffectivenessaswell.Ifyouaretiredorunwellforanyreason,youreffectivenesswilldecrease.Ifyouhaveargumentswithyourbossoryourspouse,thiswillloweryourself-esteem,sometimestothepointatwhichyoucan’tsellanythingatall.
TheCatalystforSalesSuccess
Theprimaryemotioninsalessuccessisenthusiasm.Enthusiasmaccountsfor50percentormoreofallsalesability.Oneoftheverybestdefinitionsofasaleis“atransferofenthusiasm.”
Whenyoutransferyourenthusiasmforyourproductorserviceintothemindandheartofyourprospect,likeanelectricalconnection,thesaletakesplace.Whenyouremotionalcommitmentandbeliefinthegoodnessofwhatyouaresellingtransfersintothemindoftheprospectorcustomer,allhesitationtobuydisappears.
Onceagain,thereisadirectlinkbetweenhowmuchyoulikeyourself,yourself-esteem,andyourlevelofenthusiasm.Themoreyoulikeyourself,themoreenthusiasticyouare.Themoreenthusiasticyouareaboutyourcompanyandyourproduct,themoreenthusiasticthecustomerwillbecome.Anythingyoudotoraiseyourself-esteemwillincreaseyourabilitytosell.
EmotionsAreContagious
Intheinnergameofselling,itisessentialthatyouunderstandthatemotionsarecontagious.Eachpersonisaffectedbytheemotionsofotherpeople.Whenyouarepositive,confident,andenthusiasticaboutyourgoodsorservice,theprospectpicksuptheseemotionsfromyouandbecomespositiveandenthusiasticaswell.
Here’sthekey:Youcannotgiveawaysomethingthatyoudon’talreadyhave.Youcannotconveyenthusiasmifyoudon’thaveityourself.Thisiswhytopsalespeoplelovetheirmerchandiseorserviceandlovethefieldofselling.Theirenthusiasmisheartfeltandgenuine.Prospectspickitupatanunconsciouslevelandwanttoparticipateinwhateverismakingthemfeelsogoodaboutthemselvesandtheirwork.Becauseoftheirconfidenceandpassion,prospectswanttobuyfromthemandrecommendthemtotheirfriends.
FailureIsNotanOption
Itiscriticalthatyoubackyoursaleseffortswithwillpoweranddetermination.Decidenowthatyouwillnotgiveup.
Whenyouresolveinadvancethatyouwillnevergiveup,youwillbementallypreparedtobouncebackfromfailureandrejection.Whenyoucontinuetopersist,nomatterhowdifficultthesituation,youwilleventuallysucceed.Youwillultimatelymakesales.Youwillfinallywincustomers.
Wheneveryoumakeasale,youfeellikea“winner.”Eachtimeyouclose,yourself-esteemgoesupandyourself-conceptimproves.Yourself-imageisreinforced.
Themoreyoulikeyourself,thebetteryouwilldoinsales,andineveryotherpartofyourlife.Yourabilitytoperformandyourlevelofeffectivenessincreaseinyournonbusinessactivities.
Thereasonsomanypeoplefailinsalesissimplybecausetheydonotpersistlongenoughandworkhardenoughtogetthosefirstfewwinningexperiences.Onceyoubegintomakesalesandfeellikeawinner,youbecomeevenmoremotivatedtosellevenmoreofyourproductorservice.Butifyoudon’thavethosefirstsuccessfulexperiences,youcaneasilyloseheartandbeginthinkingthatsellingisnotforyou.
PracticeMentalRehearsal
Mentalrehearsalisvital.Themoreyoupreprogramyourselftobounceback,theeasieritisforyoutoovercomethefailuresandrejectionsthatarepartofthesellinglife.Talktoyourselfpositively.Saythingslike“Icandoit!Icandoit!Icandoit!”wheneveryoufeelfearsoffailureorrejection.
Interestinglyenough,whenyoumakethedecisionthatnomatterwhathappens,youwillnevergiveup,yourself-esteemincreasesimmediately.Yourespectyourselfmore.Yourself-confidenceskyrockets.Eventhoughyouhavenotyetsteppedoutofyouroffice,theveryactofmakingthedecisionthatyouaregoingtosucceed,thatyoucandoit,thatyouwillneverquit,nomatterwhat,improvesyour“reputation”withyourself.Youseeyourselfinamorepositivelight.Youfeelmorelikeawinner.Youaremorecomposedandself-assured.Youbecomemorecapableofdealingwiththeupsanddownsofdailysellinglife.Theveryactofresolvingtopersistuntilyousucceedchangesyourpersonalityandmakesyouastrongerandmorepowerfulperson.
ACTIONEXERCISES
1.Decidetodaytobecomeatotallyconfident,high-self-esteemsalesperson;sayoverandovertoyourself,“Ilikemyself!”
2.Visualizeyourselfcontinuallyastheverybestinyourbusiness;thepersonyou“see”isthepersonyouwill“be.”
3.Resolveinadvancethat,nomatterwhathappens,youwillnevergiveup;failureisnotanoption.
4.Refusetotakerejectionpersonally;acceptitasanormalandnaturalpartofselling,verymuchliketheweather.
5.Followtheleadersinyourfield;patternyourselfafterthehighest-paidandmostsuccessfulpeople.Findoutwhattheyaredoing,andthendothesamethingsuntilyougetthesameresults.
6.Makeadecisiontodaytojointhetop20percentofpeopleinyourbusiness;rememberthatnooneissmarterthanyou,andnooneisbetterthanyou.Anythingthatanyoneelsehasdone,withinreason,youcandoaswell.
7.Takeactiononeverynewideathatyouthinkcanhelpyouinanyway.Giveitatry.Themorethingsyoutry,themorelikelyitisthatyouwilleventuallytriumph.
Weadvanceonourjourneyonlywhenwefaceourgoal,onlywhenweareconfidentandbelievewearegoingtowinout.
—ORISONSWETTMARDEN
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SETANDACHIEVEALLYOURSALESGOALS
IfI’vegotcorrectgoals,andIkeeppursuingthemthebestwayIknowhow,everythingelsefallsintoline.IfIdothe
rightthing,IknowI’mgoingtosucceed.
—DANDIERDORF
Topsalespeopleareintenselygoaloriented.Ineverystudy,thequalityofgoalorientationseemstobeassociatedwithhighlevelsofsuccessandachievement.Thehighest-paidsalespeopleknowinadvancehowmuchtheyaregoingtoearneachweek,eachmonth,eachquarter,andeachyear.Theyknowhowmanycallstheywillhavetomaketoachieveaparticularlevelofsales,andtheyhaveclearplansaboutwhattheyaregoingtodowiththemoneytheyearn.
Itisessentialforyoursuccessthatyoudecideexactlyhowmuchyouintendtoearneachyear.Ifyouarenotabsolutelyclearaboutyourearningstarget,yoursalesactivitieswillbeunfocused.Youwillbelikeapersontryingtoshootatatargetinthefog.Evenifyouarethefinestmarksmanintheworld,youarenotgoingtohitatargetyoucan’tsee.Youhavetoknowexactlywhatyou’reaimingat.
YourAnnualIncomeGoal
Beginwithyourannualincomegoal.Howmuchdoyouintendtomakeinthenexttwelvemonths?Whatistheexactnumber?Writethisnumberdown.Thisbecomesthetargettowardwhichyouorientallofyouractivitiesthroughouttheyear.
Youneedagoalthatisrealistic,butchallenging.Takeyourhighestincome
Youneedagoalthatisrealistic,butchallenging.Takeyourhighestincomeyeartodateandincreasethatamountby25to50percent,whateveramountyouarecomfortablewith.Besuretomakeyourgoalbelievableandachievable.Ridiculousgoalsdonotmotivateyou;theydemotivateyou,becausedeepinyourheart,youknowthattheyareunattainable.Asaresult,youwillquitatthefirstsignofadversity.
Topsalespeopleineveryfieldknowexactlywhattheyaregoingtoearneachyearandeachpartofeachyear.Ifyouaskthem,theycantellyouwithinadollarwhattheyareaimingateverysingleday.
Low-performingsalespeoplehavenoideahowmuchtheyaregoingtoearn.Theyhavetowaituntiltheendoftheyearandgettheirtaxformstofindoutwhathappened.Forthem,everyday,month,andyearisanewfinancialadventure.Theyhavenoideawheretheyaregoingtoendup.
PutTheminWriting
Tobeeffective,yourgoalsmustbeinwriting.Sometimespeoplearereluctanttowritetheirgoalsdownonpaper.Theysay,“WhatifIdon’tmakeit?”Youdon’tneedtoworry.Theveryactofwritingyourgoalsdownincreasesyourlikelihoodofachievingthemby1,000percent—tentimes—andusuallyfarfasterthenyouexpected.
Evenifyoudon’thityourgoalonschedule,itisstillbetterforyoutohaveawrittengoalthantohavenogoalatall.
YourAnnualSalesGoal
Thesecondpartofgoalsettingisforyoutoaskyourself,“HowmuchamIgoingtohavetosellthisyeartoachievemypersonalincomegoal?”
Thisshouldnotbetoodifficulttocalculate.Evenifyouworkonacombinationofbasepluscommission,youshouldbeabletodeterminetheexactsalesvolumerequiredforyoutoearntheamountofmoneythatyouwant.
MonthlyandWeeklyGoals
Onceyouhavedecidedyourannualincomeandsalesgoals,breakthemdownbymonth.Howmuchwillyouhavetoearnandselleachmonthtoachieveyourannualgoals?
Onceyouhaveyourannualsalesandincomegoalsandyourmonthlysalesandincomegoals,breakthemdowntoweeklysalesandincomegoals.Howmuchwillyouhavetoselleachweekinordertoachieveyourlong-termgoals?
DailySalesGoals
Finally,determinehowmuchyouhavetoselleachdaytoearntheamountyouwanttoearneachday.
Letussaythatyourannualincomegoalis$50,000.Ifyoudivide$50,000by12,yougetapproximately$4,200permonth.Ifyoudivide$50,000by50,thenumberofweeksthatyouworkinanaverageyear,itcomesoutto$1,000perweek.Nowyouhavedefinite,specifictargetstoaimat.
SetClearActivityGoals
Thefinalstepinsettingsalesgoalsisforyoutodeterminethespecificactivitiesinwhichyoumustengagetoachieveyourdesiredsaleslevel.Howmanycallswillyouhavetomaketogethowmanyappointmentswithprospects?Howmanypresentationsandcallbackswillyouhavetogeneratetoachieveaspecificlevelofsales?
Whenyoukeepaccuraterecordsdaybydayandmonthbymonth,youwillsoonbeabletopredictwithconsiderableaccuracyexactlywhatyouwillhavetodoeachdayandeachweektoachieveyourmonthlyandannualincomegoals.
Letusassumethatyouwillhavetomaketenprospectingcallsadaytogetsufficientappointmentstomakeenoughsalestoachieveyourgoals.Makeitagamewithyourselftomakeyourtenprospectingcallsbeforenooneachday.Setthisasyourdailyactivitytarget,andthendisciplineyourselftofollowthroughonyourplan.
Getonthephonebyeightoreightthirtyinthemorning,orgetoutandcold-call,ifyouhaveto.Whateveryoudo,forceyourselftomakeyourtencallsbeforenoon,everysingleday,untilitbecomesahabit.
beforenoon,everysingleday,untilitbecomesahabit.
YouControlYourSalesLife
Themostimportantpartofplanningyouractivitiesisknowingthatsalesactivitiesarecontrollable.Youcannotdecideordeterminewhereaparticularsalewillcomefrom.Butyoucancontroltheinputs,theactivitiesthatyoumustengageintoachievethesalesinthefirstplace.Andbycontrollingyouractivities,youindirectlycontrolyoursalesresults.
Somedaysandweekswillbebetterthanothers.Sometimesyouwillmakealotofsales,andsometimesyouwon’tmakeany.Sometimesyouwillhavedryperiodsandsalesslumps.Othertimesyouwillselltwoorthreetimesasmuchasyouprojected.Butthelawofaveragesisatwork.Itisinexorable.Ifyoujustkeeponmakingthenecessarycalls,youwilleventuallymakeyoursales,onschedule.
YourResultsMayAmazeYou
Inmanycases,whenyoustartsettinggoalsfortheweek,month,andyear,andstartworkingtowardthemsystematicallyeachday,youwillhitthosegoalsfarfasterthanyouexpected.Manyofmystudentssetone-yeargoalsandhittheminsixorsevenmonths.Somepeoplehaveactuallyhittheirsalesgoalsfortheentireyearinaslittleasthreemonths.
Wheneveryoustartsettingclear,specificgoalsforeverypartofyoursaleslife,youwillbeamazedattheresults.Someofmyseminarparticipantshaveworkedforyearssellingaparticularproductinaspecificmarket.Buttheyhadneversetgoalsbefore.Thefirstyearaftertheybegansettinggoals,theirsalesexploded.Theysuddenlystartedbreakingsalesrecords,eventhoughtheywerestillsellingthesameproductoutofthesameoffice,tothesamepeopleatthesameprices.Goalsettingmadethedifference.
TapIntoYourSubconsciousMind
Thishappensbecausetheveryactofwritingagoalprogramsitintoyoursubconsciousmind.Onceyouhaveprogrammedagoalintoyoursubconscious
mind,ittakesonapowerofitsown.Yoursubconsciousmindworkstwenty-fourhoursperday,sleepingandwaking,andstartsguidingyourapidlytowardtheachievementofthisgoal.
Onceyouhaveprogrammedagoalintoyoursubconsciousmind,ittakesonapowerofitsown.
Yoursubconsciousalertsyoutoopportunitiesandpossibilitiesaroundyou.Itbringsyoutherightideasfortherightthingstosay,sometimesinthemiddleofasalesconversation.Onceyouprogramagoalintoyoursubconsciousmind,itcontinuallymotivatesyouintotakingtheactionsnecessarytoachieveit.
Sometimes,yoursubconsciousmindwillhelpyoureadyourprospect’sface,givingyouabettersenseofwhattosay.Everyonehasexperiencedbeinginasalespresentationwherehesimplycouldn’tmakeamistakeorsaythewrongword.Thesalespresentationwentsmoothlyfrombeginningtoendandconcludedwithaclosedsale.Wheneverthishappens,itisbecauseyourmindisperfectlyprogrammed,atasubconsciouslevel,toenableyoutoperformatyourbestinthepursuitofyourgoals.
TheRightWordsattheRightTime
Whenyoufeelexcellentaboutyourself,yoursubconsciousmindwillgiveyouexactlytherightwordsatexactlytherighttime.Itwillmakeyousensitivetophysicalcuesandverbalcluesthatwillguideyoutobringupasubjectthatyouhadn’teventhoughtabout.Butitwillturnout,fromthecustomer’spointofview,tobeexactlytherightthingtosay.
Youmightmentionthatyourcompanyhasanexcellentreputationforcustomerserviceandafter-salesfollow-up.Youlaterlearnthatthiswastheprospect’sprimaryconcernandwasexactlywhatheneededtoheartobuyfromyou.
Aspreviouslystated,theaveragepersonusesonly10percentofhispotential.Byprogrammingyoursubconsciousmindwithcleargoals,yougainaccesstothe90percentofyourpotentialthatliesbeneaththesurface,deepinyoursubconsciousmind.Youprogramyoursubconsciousandaccessitonaregularbasisbydecidingexactlyhowmuchyouwanttoearnandpreciselywhatactivitiesyouwillhavetoundertaketoearnthatamountofmoney.
activitiesyouwillhavetoundertaketoearnthatamountofmoney.
SetPersonalandFamilyGoals
Youalsoneedpersonalandfamilygoals.Thesearethereasonswhyyoudowhatyoudo.Thesearethereasonsthatyougetupinthemorningandworkallday,inthefaceofdisappointmentsanddifficulties.Thegreaterclarityyouhavewithregardtoyourfamilyandpersonalgoals,themoremotivatedyouwillbeandthefasteryouwillbouncebackfromtemporaryfailureandrejection.
Imaginethatyoucoulddoubleyourincomeinthenexttwoorthreeyears.Ifyoudid,whataresomeofthethingsyouwouldchangeinyourlife?Makealistofallthethingsthatyouwouldbe,have,ordoifyouwereearningvastlymoremoneythanyouareearningtoday.Thelongerthislist,thegreateryourlevelofmotivationanddetermination.
BuildaFireUnderYourDesire
Ifyouhaveonlyoneortworeasonsforachievingyourfinancialgoals,youwillbeeasilydiscouragedbysetbacksanddifficulties.Ifyouhavetenorfifteenreasonsforbeingsuccessful,youwillbemoremotivatedanddetermined.Butifyouhavefiftyoronehundredreasonsforincreasingyoursalesandyourincome,youwillbecomevirtuallyunstoppable.
Whenitcomestoaggressivelysellingyourproductorservice,whodoyouthinkwillbemoremotivated?Willitbethepersonwithoneortworeasonstosucceed,orthepersonwithfifty-plusreasons?Thefactisthatthemorereasonsyouhave,thegreaterwillbetheintensityofyourdesire,likearoaringfurnace.Themoreyouwantit,themoreguaranteeditisthatyouwilldowhateverittakestoachieveit.Themorereasonsyougiveyourself,themoreofyoursubconsciouspowerswillbeavailabletoyouineachsellingsituation.
Set100Goals
Hereisanexerciseforyou.Getaspiralnotebookandwritedown100goalsthatyouwouldliketoaccomplishintheyearsahead.Makealistofeverythingthatyouwouldliketohaveinyourlifeandeverythingthatyouwouldliketodo.Imaginethateverythingyouwriteonthislistisgoingtocometoyouatexactly
Imaginethateverythingyouwriteonthislistisgoingtocometoyouatexactlytherighttimeandinexactlytherightway.Youonlyhavetowriteitdown,asifsubmittinganordertothegreatcosmicstorehouseofwealth,inordertogetit.Asyouthinkofnewthingsthatyouwouldliketohaveoraccomplish,writetheminthisspiralnotebook.Youcanneverhavetoomanygoals.
Afriendofminewhowasjuststartinginsalesbeganthisexercisebywritingdownmorethan350goalsforhimselffortheyearsahead.Everytimehereadthenewspaperorwatchedtelevisionandsawsomethingthathewanted,hewroteitinhisspiralnotebook.Everyweek,hereadandreviewedhisgoalsandaddednewones.
Withinoneyear,inacompetitivemarket,fromadeadstart,hebecameoneofthemostsuccessfulsalespeopleinhisfield.Heeventuallybrokeeverysalesrecordinhisindustry.Hewaswrittenupinthenewspapersasa“salessuperstar.”
Hetoldmeprivatelythatwritingandreviewinghisgoalswastheprimaryreasonforthemotivationandenthusiasmthatledtohissuccess.Heeventuallycametofeelthathewasunstoppable.
TheNumberOneReasonforSuccess
Inmyworkwithmorethan500,000salespeoplethroughouttheUnitedStatesandintwenty-fivecountries,Ihavefoundthatthecommitmenttogoalsettinghasbeenthenumberonereasonforthesuccessofthetoppeople.Allthehighest-paidsalesprofessionalsineveryfieldarecommittedgoalsetters.Theywriteandrewritetheirgoalseveryday.Theycontinuallyaddtotheirlists.Theyaccessandactivatetheirsubconsciousandsuperconsciousminds.Theybegintoattractintotheirlivespeopleandcircumstancesthathelpthemachievetheirgoals.
VisualizeYourGoalsasRealized
Whenusedwithgoalsetting,visualizationisperhapsthemostpowerfulskillthatyoucandevelop.Thereisnomorepowerfulwaytoprogramyoursubconsciousmindthantocreateaclearmentalpictureofthepersonyouwanttobeandthegoalsyouwanttoaccomplish.
Thepowerofvisualizationisthemostawesomepowerpossessedbyhumanbeings.Itissaidthatallimprovementinyourlifebeginswithanimprovementinyourmentalpictures.Whenyouvisualize,seeyourselfascalm,confident,andpowerful.Envisionyourselfassuccessfulandinfluential.Pictureyourselfascapableandcompetentineverypartofselling.Seeyourselfasabsolutelyexcellentinprospecting,presenting,andclosingsales.
Beforeyougointoasalesmeeting,imaginetheprospectrespondingtoyouinapositive,enthusiasticway.Seehimorhersmilingandengagedinthesalesconversation.Pictureespeciallytheprospectsigningthesalesorderorwritingoutthecheck.Youwillbeamazedathowoftenyourvisualizationwillturnintorealitywhenyouarewiththecustomer.
SayItandSeeIt
Yoursubconsciousmindisactivatedbothbypicturesandbystrongaffirmativestatements.Eachtimeyousaysomethingstronglytoyourself,yoursubconsciousmindacceptsthesewordsasacommand.Itthengoestoworktobringthatcommandintoyourreality.
Theverybestall-purposeaffirmationis“Ilikemyself!Ilikemyself!Ilikemyself!”AsIhavealreadyshown,eachtimeyousay“Ilikemyself!”youraiseyourself-esteem,improveyouroverallself-concept,andperformmoreeffectivelyinwhateveryouaredoing,especiallyinsales.
Whenyourepeatanaffirmationasacommandtoyoursubconsciousmindwithconfidenceandenthusiasm,youactivateallyourmentalpowers.Youincreaseyourenergylevels.Youfeelmorepositiveandenthusiastic.Youtakecompletecontroloveryourmindandemotions.
Saytoyourself,“Ifeelhappy.Ifeelhealthy.Ifeelterrific!”Repeatthisoverandoveragainasyougothroughyourday.Everytimeyourepeatthesewords,youwillfeelhappierandmoreconfident.Thenseeyourselfasifyoufeltthisway.
FromtheBottomtotheTop
Ataseminarrecentlyasalesmanagertoldmeastory.Shesaidhercompanyhadhiredayoungsalesmanwithlimitedexperience.Theywerenotsurewhether
hadhiredayoungsalesmanwithlimitedexperience.Theywerenotsurewhetherhewouldbesuccessful,buttheydecidedtogivehimachance.Withinsixmonthshowever,hewasthetopsalesmanintheentirecountryforthatcompany.Theysathimdownandaskedhimwhyhefelthewasdoingsowell,consideringthathehadneverworkedinthisindustrybefore.Howwasheoutperformingandoutsellingprofessionalsalespeoplewhohadbeenintheindustryfortenorfifteenyears?
Hissecret?Hewasusingaffirmationsandvisualizationeveryday.Hesaid,“EverymorningwhenIgetintomycar,Irepeattomyself,‘I’mthebest!I’mthebest!I’mthebest.’
“Ithensay,‘I’mthebestsalesmaninthiscompany.I’mthebestsalesmaninthisindustry.I’mthebestsalesmaninthebusiness.’
“Beforeeverysalescall,Isitinmycarandpumpmyselfupbyrepeatingtheseaffirmations,‘I’mthebestinthiscompany.I’mthebestinthisindustry.I’mthebestinthiscountry.’”
CreateaClearMentalPicture
Thisinspiringsalesmanwentontoexplainthatwhilehewastalkingtohimselfpositively,hewouldcreateaclearmentalpictureofhimselfsellingandinteractingwiththecustomerexactlyasifhewasthetopsalesmaninthenation.Heimaginedtheprospectrespondingtohimpositivelyandconfidently.Hewouldrelax,smile,andenjoythefeelingthatheanticipateshavingwhenhegetsface-to-facewithacustomer.
Whenhewentintoseetheprospect,heradiatedconfidence.Hewaswarm,friendly,andself-assured.Hewascourteousandrespectful.Hecreatedinstantrapportwitheveryoneinthecompany,especiallythecustomer.Andcustomersboughtfromhiminrecordnumbers.
ChooseYourWordsandPictures
Hereisaninterestingdiscovery.Everyonevisualizesandtalkstothemselvescontinuallyastheygoabouttheirdailybusiness.Thedifferencebetweentopsalespeopleandaveragesalespeopleisthecontentoftheirinnerdialogueand
theirmentalpictures.Topsalespeoplethinkandtalkabouttheirbestsellingexperiencesinthepast.Theythenimaginethattheyaregoingtorepeatthoseexcellentexperiencesintheupcomingsalescall.
Mediocresalespeoplevisualizeandaffirmaswell.Unfortunately,theythinkabouttheirmostrecentnegativeexperiences.Theythinkaboutwastedtimeandenergyonpeoplewhodidn’tbuy,customerswhowererudeorindifferent,andhowdisappointedtheyfelt.
Ineithercase,byvisualizingandaffirming,thesalespersonissettinghimselfupmentallytorepeatthepreviousexperience.Whenyoucreateapositive,excitingpictureofyourverybestprevioussalesexperience,yoursubconsciousmindprojectsthatexperience,likeapictureonascreen,ontoyournextsalescall.Withthisclearpicture,yoursubconsciousorchestratesyourthoughts,feelings,andactionssothatyoudoandsaythesamethingsthatyoudidandsaidbeforetobesosuccessful.
YouControlYourSubconsciousMind
Yoursubconsciousmindisneutral.Itislikeclay.Youcanshapeitanywayyouwant.Yoursubconsciousdoesnotthinkordecide.Itmerelyobeysyourmentalcommands.Whenyoutakefullcontrolofyourconsciousmindanddisciplineyourselftothinkandtalkaboutonlythethingsyouwant,yousendclearcommandstoyoursubconsciousmindtogiveyouthethoughts,words,andactionsthatwillmakeyousuccessful.
SellingLikeColumbus
Manysalespeoplearewhatwecall“Columbussalespeople.”WhenColumbussetoffseekingaroutetoIndia,hedidn’tknowwherehewasgoing.WhenhearrivedintheAmericas,hedidn’tknowwherehewas.AndwhenhegotbacktoSpain,hedidn’tknowwherehehadbeen.
Manysalespeoplearelikethis.Theysetoffinthemorningwithonlyavagueideaofwheretheyaregoing.Whentheyarriveatthecustomer’shomeorplaceofbusiness,theysaythefirstthingthatfallsoutoftheirmouths.Andwhentheyarrivebackattheoffice,theyarenotsurewheretheyhavebeenorwhathappened.
happened.
PlanYourCallsInAdvance
Topsalespeoplearedifferent.Theythinkthroughtheirsalescallsinadvance.Theygooverwhattheyaregoingtosaymentallybeforetheygetface-to-facewiththeprospect.Theypractice“mentalrehearsal,”apeak-performancetechniqueusedbyalltopathletes,includingsalesathletes.Theypreparementallyfortheupcomingmeeting.
Ifyouwereanathletegoingintocompetition,youwouldneverthinkofarrivingatthefieldorcourtandthenwalkingstraightintothecompetition.Aprofessionalathletealwayswarmsupbeforegoingontothefield.Bythesametoken,professionalsalespeoplewarmupaswellbymentallyrehearsingsothattheycanperformattheirverybestwhentheygetface-to-facewiththeircustomer.
TwoWaystoVisualize
Therearetwowaysthatyoucanusevisualizationtomentallyrehearseyourupcomingsalesperformance.Thefirstisdirect,wherebyyou“see”thecustomerandthesalessituationthroughyourowneyes.Youseethecustomersmilingandrespondingtoyouinapositiveway.Youseehimorheragreeingwithyouandenjoyingyourcompanyandthesalespresentation.Thisisveryeffective.
Thesecondwayyoucanusevisualizationisindirectly.Withthismethod,youactuallystandoutsideofyourselfandseeyourselfandthecustomerinthesalessituation,exactlyasifyouwereathirdpartywatchingfromtheside.Whenyouusebothofthesemethodsalternately,seeingyourselffromboththeinsideandtheoutside,youdramaticallyimprovethequalityofyoursalespresentationandpersonalperformance.
SeeYourselfastheBest
Continuallyimagineyourselfastheverybestinyourfield.Seeyourselfasoneofthehighestmoneyearnersinyourbusiness.Modelyourselfafterthehighest-paidsalespeopleinyourindustry.Walk,talk,andtreatothersasifyouwerealreadyasalessuperstar.
werealreadyasalessuperstar.
Whenyouseesomeoneelsedrivinganewcarordressedinexpensiveclothesandwearinganexpensivewatch,saytoyourself,“That’sforme!”
Youdecidethatwhateveranyoneelsehasaccomplished,youcanachieveaswell.Therearenolimits.
ACTIONEXERCISES
1.Thinkbig!Setanincomegoalforyourselfforthenextyearthatis25to50percentmorethanyouhaveeverearnedbefore.
2.Determinehowmuchofyourproductorserviceyouwillhavetoselloverthenextyeartoachieveyouridealincome.
3.Breakyourincomeandsalesgoalsdownbymonth,week,andday;determinetheactivitiesyouwillhavetoengageineachdaytoearnthemoneyyouhavedecidedthatyoudesire.
4.Planeverydayinadvance;determineexactlythenumberofprospectsyouwillhavetocall,thenumberofpeopleyouwillhavetosee,andthenumberofsalesyouwillhavetomake.
5.Setbig,excitinggoalsforyourfamilyandyourpersonallife;makealistoffiftytoonehundredthingsthatyouwanttobuyanddowiththeextramoneyyouaregoingtoearn.
6.Makeawrittenplantoachieveeachofyourgoals,andworkonyourplanseveryday.
7.Determinethepriceyouwillhavetopay,intermsofadditionalworkandsacrifice,toachieveyourmostdesiredgoals,andthenbeginpayingthatprice.
Youtoocandeterminewhatyouwant.Youcandecideonyourmajorobjectives,targets,aimsanddestinations.
—W.CLEMENTSTONE
3
WHYPEOPLEBUY
Youcannotteachamananything;youcanonlyhelphimdiscoveritwithinhimself.
—GALILEOGALILEI
Therearemanydifferentreasonswhysomeonemaybuyyourproductorservice.Whatyoumustappreciateisthatpeoplebuyfortheirreasons,notforyours.Oneofthebiggestmistakesamateursalespeoplemakeisaskingpeopletobuyfortheirownpersonalreasons,notforthereasonsthatactuallymotivatethecustomertotakeaction.
Oneofthemostsignificantpartsofselling,theindispensablestepuponwhichthewholesalesprocessdepends,isyourabilitytoidentifytheneedsofyourprospectaccurately.Youmusttakewhatevertimeisnecessaryandaskasmanyquestionsaspossibletofindoutexactlywhythisparticularprospectneedstobuyyourproductorserviceatthistime.Ifyoufailtoidentifytheprospect’sneedsaccurately,theentiresalesprocesswillgrindtoahalt.
TheBasicMotivation
Asafundamentalprinciple,everyhumanactionisaimedatanimprovementofsomekind.Peoplebuyproductsandservicesbecausetheyfeeltheywillbebetteroffasaresult.Theynotonlyfeelthattheywillbebetteroffasaresultofbuyingyourproductorservice,buttheyalsofeeltheywillbebetteroffthaniftheyboughtsomeotherproductorservice,oriftheyboughtnothingatall.
Everycustomerhasthreechoiceswitheverysellingoffer.Hecanbuyfromyou,buyfromsomeoneelse,orbuynothingatallatthistime.Yourjobistogetthecustomertounderstandthatheneedsyourproductenoughtoovercomeanybuyingresistancethatmightderailthesale.
buyingresistancethatmightderailthesale.
Inaddition,thecustomermustbesubstantiallybetteroffwithyourproductorservicethanheiswithoutit.Itcannotrepresentasmallincrementinvalueorbenefit.Theimprovementintheprospect’sworkorlifemustbegreatenoughtojustifytheamountofmoneyyouarecharging,plustheamountoftimeandenergyitwilltaketoimplementyoursolution.
TheGreatestValue
Peoplevaluefreedomabovealmostallotherbenefitsofoursociety.Whentheyhavemoneyavailable,theyhaveacertaindegreeoffreedom.Theyhavechoicesandoptions.Theycandoavarietyofdifferentthings.Thisdesireforfreedomisamajorreasonpeoplehesitatetopartwiththeirmoney,foranyreason.
Ifaprospectbuysfromyou,hegivesupacertainamountoftheflexibilityandfreedomthathehadbeforegivingyouthemoney.Ifhebuysaproductfromyouthatisunsatisfactory,henolongerhasthemoneyandisstuckwiththeproduct.Sinceeveryprospecthashadthisexperiencemorethanonce,thereisalwaysacertainamountofbuyingresistance.
TheMore,theBetter
Economiststalkabout“unitsofsatisfaction.”Theypostulatethatdifferentactionscangiveapersondifferentdegreesofsatisfaction.Theprospectwantstogetasmanyoftheseunitsofsatisfactionaspossibleineverypurchasedecision.Hewantstobebetteroffphysically,emotionally,andevenspiritually.Hewantstobesatisfiedinavarietyofways.
Themorediversethewaysthatyourproductorservicecanpleaseandsatisfyyourprospect,theeasieritisforhimtobuy.
EmotionalValues
Eachpersonhasdifferentbuyingmotivations.Oneofthemostcriticalareasofsalespsychologyhastodowithwhatarecalled“psychic”or“emotional”values.Theseareinvisible,intangiblevaluesthatattachtoaproductorservice
values.Theseareinvisible,intangiblevaluesthatattachtoaproductorservicethatmakeitappearandfeelmorevaluablefromthecustomer’sperspective.
Forexample,oftensalespeoplewilltrytoconvincethecustomertobuybyassuringhimthattheirproductorserviceisbeingsoldattheverybestpriceavailableinthemarket.
Butfrequentlytheprospectismoreconcernedaboutthenameorreputationofthecompanysellingtheproduct.Hewouldratherbuysomethingthatisbetterknown,evenifitcostsmoremoney.
Ifthisiswhatismostimportanttotheprospect,whenthesalespersonemphasizesthelowercostofanunknownproductorservice,heisactuallyhurtinghischancesofmakingthesale.
HowOthersFeel
Peoplearesensitivetootherpeopleintheirworkorhomeenvironment.Wheneversomeoneconsidersmakingapurchase,heorshethinksabouthowotherpeoplemayrespondtothatpurchasedecision.Noonewantstobecriticized.Ifthereisachancethattheprospectwillbecriticizedbyhisbossorspouseformakingaparticularpurchase,hewillrefrainfrommakingthatpurchasealtogether.
PriceandQuality
Mostsalespeopleparrotthewordspriceandqualityasiftheywerereasonstobuyanything.Intoday’scompetitivemarket,itisassumedthatyourproductorserviceiswellpricedandofasufficientlyhighquality,oritwouldn’tbeavailableinthefirstplace.Tellingtheprospectthatheshouldbuyyourproductbecauseofyour“priceandquality”isverysimilartosayingthatheshouldbuyyourproductorservicebecauseyouwilldeliverittohim.Itisnotareasontobuyatall.
IdentifyingNeeds
Professionalsellingbeginswithneedsanalysis.Youarenotreallyinaposition
toselluntilyouhaveaskedenoughquestionsandlistenedcloselyenoughtotheanswers.Thisenablesyoutounderstandthemostintenseneedoftheprospectthatyourproductorservicecansatisfy.
Onceyouhaveidentifiedthecustomer’skeyneedsandwants,youcanthenstructureyourpresentationinsuchawaythatyoudemonstrateoverwhelminglytothecustomerthathewillhavethatneedsatisfiedifhebuysfromyou.
DoesVersusIs
Perhapsthechiefdistinctioninneedsanalysisisthedifferencebetweenwhatyourproduct“is”andwhatyourproduct“does.”Mostsalespeoplearepreoccupiedwithwhattheirproductis,howitismade,andthespecificfeaturesthatgointoitsdesignandproduction.Asaresult,thesearethethingstheytalkaboutwhentheyarewithaprospect.
Buttheprospectdoesnotcarewhatyourproductis.Heonlycaresaboutwhatyourproductorservicewilldoforhim.Everycustomer’sfavoriteradiostationisWII-FM,“What’sInItForMe?”
Theprospectdoesnotcarewhatyourproductis.Heonlycaresaboutwhatyourproductorservicewilldoforhim.
Hereisasimplewaytodeterminewhatyourproductdoesforyourcustomer.Imagineapipeline.Intooneendofthepipelinegoesyourproductorservicefromsaletodeliverytoactualusebythecustomer.Outoftheotherendofthepipeline,droppingintoabucket,iswhatyourproductdoestoimprovethelifeorworkofthecustomer.Yourjobistoclearlyidentifywhatarrivesinthecustomer’sbucketastheresultofhisorherbuyingwhatyouareselling.
EmotionalVersusPracticalReasons
Forexample,somepeopleselllifeinsurancebystressingitsaffordabilityrelativetocompetitivepolicies,thesizeandreputationofthecompany,theeaseofmonthlypayments,andtherolethatlifeinsurancepaysinfinancialplanning.Theseareallimportant,buttheyarenotthereasonthatacustomerbuyslifeinsurance.Hebuysitchieflyfor“peaceofmind.”
Oneofthetoplifeinsuranceagentsinthecountrytoldmethathehasaverysimplequestionthatheuseswhencallingonnewprospects.Heasks,“Doyoufeelresponsibleforprovidingforyourfamilyifsomethingweretohappentoyou?”
Iftheprospectdoesnotsayyestothisquestionimmediately,hespendsnofurthertimetryingtoconvincehimoftheimportanceoflifeinsurance.Hehasfoundthatifapersondoesnotfeelhighlyresponsibleforhisfamily,hewillbereluctanttotakeoutinsurancetoprovideforthemincaseofanaccident.
Bythesametoken,therearequestionsthatyoucanasktodetermineiftheemotionalneedthatyourproductsatisfiesisimportantenoughtoyourcustomerforhimtobuywhatyouaresellingifyoucanconvincehimthatthisneedwillbesatisfied.Yourchoiceofquestionsisoftenthekeytoidentifyingneedscorrectly.
TheTwoMajorMotivations
Thetwomajorreasonsthatpeoplebuyordon’tbuy,respectively,aredesireforgainandfearofloss.Thedesireforgainisobviouslytobebetteroff,foranimprovementinconditionsofsomekind.Yourfirsttaskistohelpyourprospectunderstandhowmuchbetterhislifeorworkwouldbewithyourproductcomparedtothewayitisnow.
Thesecondmotivationisfearofloss.Aswe’vediscussedearlier,prospectsareafraidofmakingabuyingmistake,ofgettingstuckwithsomethingtheydon’twant,don’tneed,can’tuse,andcan’tafford.Sincethishashappenedtothemsomanytimesinthepast,theyarecautiousaboutallowingittohappenagain.
Here’saninterestingdiscovery.Desireforgainhasamotivationalpowerof1.0.Butfearoflosshasanegativemotivationalpowerof2.5.Inotherwords,thefearoflossistwoandahalftimesmorepowerfulthanthedesireforgain.Peoplearemuchmoremotivatedtobuyiftheyfeeltheyaregoingtolosesomethingbynotbuying,thantheyareinanticipationofthebenefitstheywillenjoyiftheydobuy.
DemonstrateBoth
Ofcourse,thebestsalespresentationshowstheprospecthowmuchbetteroffhewillbeifhebuysand,simultaneously,howmuchworseoffhewillbeifheneglectstobuy.
Forexample,insellingacar,youcouldshowwhatawonderfulautomobileitis,howbeautifulitis,andhowwellitdrives.Iftheprospectlikesthecarbutisstillhesitant,youcouldpointoutthatthisisthelastoneavailableforatleasttwomonths,orthelasttimethiscarwillbesoldatthislow,lowprice.Oftenaprospectwhowasindecisiveaboutbuyingwillmakeanimmediatepurchasedecisionwhenconfrontedwiththepossibilitythathewon’tbeabletogetitatitscurrentprice—orgetitatall.
AreYouBelievable?
Believabilityisperhapsthesinglemostcrucialrequirementinyoursalespresentation.Nomatterhowconvincedyouarethatyourproductorservicewilldowhatyousayitwilldo,thecustomerwillstillbeskeptical.Yourjobistoraiseyourcredibilitytothepointatwhichthecustomerwillhavenoreluctanceingoingahead.
Justimagine,ifaprospectwasabsolutelyconvincedthathewouldbefarbetteroffasaresultofpurchasingyourproduct,andwasabsolutelyconvincedthatyouwouldstandbehindtheproductorservice100percent,virtuallynothingwouldstophimfrombuying.Increasingyourcredibilitytothispointisyourmainmissioninthesalesprocess.Andthisrequiresthatyouidentifyneedsaccurately.
AppealingtoCustomerNeeds
Eachcustomerhascertainbasichumanneedsthatmotivatehimorhertotakeaction,includingbuyingaction.Youmustidentifythemostimportantneedsthatyourproductorservicecansatisfyforeachparticularcustomertowhomyouspeak.Youmustthenconvincehimoverwhelminglythatthisparticularneedwillbefulfilledbyyourproductorservicebetterthanbyanythingelseavailableinthemarketatthistimeoratthisprice.
1.Money
1.MoneyEveryonewantstohavemoremoney.Thisisabasicneed.“Moneymakesthe
worldgoaround.”Wheneveryoucanlinkyourproductorservicetomakingorsavingmoneyforthecustomer,youwillhavehistotalattention.
2.Security
Eachpersonhasafundamentalneedforsecurity.Mostpeoplefeelthatiftheyhadenoughmoney,theywouldbecompletelysecure.Soalthoughmoneyishardandcold,theneedforsecurityiswarmandpersonal.
AccordingtoaUniversityofChicagostudy,peoplebuybecauseofthewaytheyanticipatefeelingasaresultofowningandusingyourproductorservice.Itisthissenseofemotionalanticipationthatyoumusttriggerifyouwanttomakeasale.Itisnotthefeaturesorbenefitsofyourproductasmuchasitisthefeelingofpleasureorfulfillmentthatthecustomerimaginesheorshewillenjoybybuyingfromyou.
Theneedforsecurity,whetherfinancial,emotionalorphysical,forourselvesandforourfamilies,issuchadeepandpowerfulneedthatanyappealtogreatersecuritywillarouseinterestonthepartoftheprospect.Justasnooneeverfeelshehastoomuchfreedom,veryfewpeopleeverfeelthattheyhavetoomuchsecurity.Theyalwayswantmore.
SecurityProductsandServices.
TodaythereisaboomingmarketforeverykindofsecurityserviceordeviceforNetserversandcomputers.Homesecuritysystemsareabillion-dollarindustry.Variousformsofinsurancetoprovidesecurityagainstaccidentsorunexpectedreversalssellinthehundredsofbillionsofdollarseachyear.Anytimeyoucanshowacustomerthatheorshecanbesaferandmoresecureasaresultofowningyourproductorservice,youcancreatebuyingdesire.
3.BeingLiked
Everyonewantstobelikedbyothers.Weneedtofeelacceptedandrespected
Everyonewantstobelikedbyothers.Weneedtofeelacceptedandrespectedbythepeoplearoundus.Wewanttobeadmiredbyourfriends,neighbors,andassociates.Achievingthesegoalssatisfiesourdeepneedforbelongingandself-worth.
Howdoesyourproductorserviceincreasetheamountthatyourprospectislikedandrespectedbyothers?
4.StatusandPrestigeOneofthemostpowerfulmotivationsforpeopleisstatusorpersonalprestige.
Wewanttofeelandbeperceivedasimportantandvaluable.Wewantpeopletolookuptousandpraiseourpossessionsoraccomplishments.
Whenyoupayuptofiftydollarsforawatch,youarebuyingatimepiece,somethingthattellsyouwhattimeitisthroughouttheday.Butonceyoupaymorethanfiftybucksforawatch,youarebuyingjewelry.Youarebuyingapersonaldecorationthattellsotherpeopleinasubtlewaythatyouaresuccessful.
Perhapsthedeepestofallneedsistheneedtofeelimportant,valued,worthwhile,bothtoourselvesandintheeyesofotherpeople.Whenyoucanstructureyourproductofferingtoenhancethestatus,respect,andprestigeofanotherperson,youcantouchonthisdeephumanneedandcanoftentriggerbuyingdesire.
Emotionsdistortevaluations.
Whenyoucanappealtoabasicemotion,youcantriggerbuyingdesiresointensethattheconcernaboutpricebecomessecondary,orevenirrelevant.
Forexample,ithasbeendemonstratedthatsomemenwhoareanxioustopleaseaparticularwomanforromanticreasonslosealmostallabilitytomakerationalspendingdecisions.Thisiswhytheypurchaseexpensivejewelry,perfume,gifts,bouquetsofflowers,andevencostlieritemswhentheyareundertheinfluenceofthestrongemotionsofloveordesire.
5.HealthandFitness
5.HealthandFitness
Everyonewantstolivealongtimeandenjoygreathealth.Economistspredictthathealthproductssuchasvitamin/mineralsupplementsandphysicalfitnessequipmentwillbethenexttrillion-dollarindustry.Weallwanttobehealthierandtobethinandfit.Wealsowanttohavehighlevelsofenergy.Andwewantthesesamehealthbenefitsforourfamilies.Consequently,weareattractedtoproductsorservicesthatwillenableustobethinner,moreenergetic,andintopform.Ifyourproductorservicecanenhancethephysicalqualityoflifeofyourprospectinacost-effectiveway,peoplewhoareovertired,overweight,orhaveachesandpainswillbeextremelyinterestedintalkingtoyou.
6.PraiseandRecognition
Animportantneedsharedbyoneandallistoberecognizedforouraccomplishments.AsAbrahamLincolnsaid,“Everybodylikesacompliment.”Oneofthedefinitionsofself-esteemis“thedegreetowhichonefeelspraiseworthy.”Asaresult,wheneversomeonereceivespraiseandrecognitionforanaccomplishment,largeorsmall,thatindividualfeelsbetterandhappierabouthim-orherself.
Whenyoucanpositionyourproductorservicesuchthatapersonfeelsthatheorshewillachievegreaterrecognitionorstatusbyusingit,youcancreatebuyingdesire.Sincetheneedforpraisetapsintothatdeepestemotionalneedofall,self-esteem,convincingyourprospectthathewillgetadditionalrecognitionbyusingyourproductorserviceweakenshispriceresistanceconsiderably.
Convincingyourprospectthathewillgetadditionalrecognitionbyusingyourproductorserviceweakenshispriceresistanceconsiderably.
7.Power,Influence,andPopularityTherearemanyneedswhichyoucandemonstratethatyourproductorservice
willsatisfy.Peoplewantpowerandinfluenceandwillbuyproductsorservicesthatwillgivethemmoreofthesethings.Peoplewanttobepopularandtobelikedbyotherpeople.Whenyourproductorserviceofferstomakeapersonmoreinfluentialandpopular,itarousesbuyingdesire.
moreinfluentialandpopular,itarousesbuyingdesire.
8.LeadingtheField
Anotherofourdeepestneeds/desiresistobeconsideredup-to-date.Wewanttobeseenascurrent,modern.Wewanttobeleadersandtrend-settersinourworkandsocialgroup.
Manypeoplewillbuyyourproductorservicesimplybecauseitisthenewestproductonthemarket.Theywanttobeaheadofthepack.Theywanttobethefirstonesbuyingitandthefirstoneswithit.Inbuyersegmentation,thesearecalled“earlyadaptors.”Theyrepresent5to10percentofthemarket.Theywillbuytheproductorservicefornootherreasonthanthatitisnewanddifferent.
Whenyoutellaninterestedprospect,“Youwillbethefirstpersoninyourindustrywiththisproduct,”or“Youwillbethefirstpersoninyourneighborhoodwhohasoneofthese,”youcreateimmediatebuyingdesireamongearlyadaptors.
9.LoveandCompanionship
TodaytherearemillionsofsubscriberstoInternetdatingservicesthatmatchpeoplewithsimilarprofiles.Thisisbecausepeoplecravecompanionshipandgoodrelationships.Anenormousnumberofpeoplejoinclubsandassociationstomeetotherpeople,especiallythoseoftheoppositesex.Oneoftheprimarymotivatorsofsocialactivitiesisthedesireforloveandcompanionship.Whenyoucanpresentyourproductorserviceasmakingtheprospectmoreattractiveanddesirableasacompanion,immediatebuyingdesireisachievable.
10.PersonalGrowth
Oneofthegreatestofneedsassociatedwiththetwenty-firstcenturyisforadditionalknowledgeandskill.Peoplewanttofeelcompetent.Theywanttolearnnewskillsandbeontopoftheirjobs.Theywanttogetaheadmorerapidly.Theywanttoexcelandmoveaheadoftheircompetitors,bothwithintheircompaniesandinotherareasoftheirlives.
companiesandinotherareasoftheirlives.
Manyproductsappealtothedesireforgreaterself-understandingandself-actualization.That’sbecausetheneedsforself-expressionandpersonalfulfillmentareprofound.Peoplewanttofeelthattheyarebecomingallthattheyarecapableofbecoming.Whenyoupromoteyourproductorserviceassomethingthatcanhelppeoplereachevengreaterheightsofpersonalsuccessandself-realization,youagaingenerateadesiretopurchase.
11.PersonalTransformationPerhapsthemostabstractneed,andtheneedforwhichpeoplewillpaythe
most,isthedesireforpersonaltransformation.Ifaprospectfeelsthatyourproductorservicewilltakehimtoanew,higherlevelinhislifeorworkandmakehimadifferentpersoninsomeway,therecanbenolimittotheamounthewillspend.
NotlongagoIwastalkingtothevicepresidentofaMidwesternmanufacturingcompany.Heisanavidgolfer.Hetriestoplaygolfatleasttwiceaweek,andonvacationheplaysfiveorsixdaysaweek,sometimestworoundsperday.Hetoldme,“Iwouldpayfiftythousanddollarscashforanygolfprowhocouldshowmehowtopermanentlyreducemyscorebytwostrokes.”Thisformofpersonaltransformation,acquiringanewskillinanareaimportanttohim,wasworthfiftythousandbucks!
Sometimespeoplewillpayvastamountsofmoneyforplasticsurgery,toimprovetheirappearance,ortovacationathealthspaswheretheywillloseweightandbecomephysicallyfitter.
Apersonaltransformationispurelyemotional.Becomingmoreandbetterthanyouhaveeverbeenbeforeisacommondesireandanintensemotivatorofbuyingaction.Wheneveryoucanmarketyourproductorserviceasbeingcapableofbringingaboutapermanenttransformationofsomekind,inworkorpersonallife,youcanusuallymakethesale.
BuyingDecisionsAreEmotional
Allbuyingdecisionsareemotional.Infact,everythingyoudois100percent
emotional.Theruleisthatpeopledecideemotionallyandthenjustifylogically.Youuselogictojustifyandrationalizeyourdecisiononceyouhavemadeit.Whenyousaythatyouaregoingtodosomethingbecauseitisthe“logical”thingtodo,allyouaresayingisthatyouhavemoreemotioninvestedinthatcourseofactionthaninanother.
Peopledecideemotionallyandthenjustifylogically.
Humanshaveawidevarietyofemotions.Butithasbeendiscoveredthatthestrongestemotionoperatingatanyparticularmomentwilldeterminehowanindividualdecidesandactsatthattime.Forexample,apersonmayhaveadesirefortheimprovementthatyourproductorserviceoffers.Buthisfearoflossorofmakingamistakecanbemoreintensethanhisdesireforgain.Ifthisisthecase,hewillrefrainfrombuying.Thestrongeremotionwillalwayswinoutovertheweakeremotion.
IncreaseBuyingDesire
Theonlywayyoucanovercomethenegativeemotionoffearoflossthatwillblockasaleisbyincreasingthepositiveemotionofdesireforgainthatwilltriggerthatsale.Everythingyoudoorsaythatincreasestheintensityofbuyingdesiremovesyouclosertothesale.Simultaneously,everythingyoudothatlowersthefearofmakingamistake,orloss,movesyoutowardthesaleaswell.
ReducingFearofLoss
MarketingguruJayAbrahamhashelpedcompaniessellhundredsofmillionsofdollars’worthofproductsbyconvincingthemtoofferunconditionalguaranteesofsatisfactiononeverythingtheysell.Heisfamousforrecommendingthatyougivea“betterthanmoney-backguarantee.”Inthistypeofoffer,thecustomerispromisedthatnotonlywillhegethismoneybackifheisnotsatisfied,buthewillalsoreceive,orbeabletokeep,certainspecialbonusesandgiftsthathaveconsiderableperceivedvalue.
Inoneofourbusinesses,weofferacompleteone-yearpersonalandprofessionaldevelopmentprogramonentrepreneurshipandfinancialsuccess.Thecourserunsoverfifty-twoweeks.Weguaranteethatparticipantswillbe
Thecourserunsoverfifty-twoweeks.Weguaranteethatparticipantswillbedelightedwiththeresults,ortheywillgettheirmoneyback.Inaddition,theywillbeallowedtokeepmorethanthreethousanddollars’worthofbooks,tapes,andvideotrainingmaterialsthataccompanythecourse.Thisisaverypowerfuloffer.
WantingtoThinkItOver
Whenaprospectsaysthathewantsto“thinkaboutit”forawhilebeforedeciding,heisreallysayingoneoftwothingsaboutwhatyouhaveofferedhim:First,hecouldbesayingthathehasnorealdesiretoownandenjoywhatyouareselling.Forsomereason,youhavenot“connected”withhimatsuchalevelthatheisconvincedhewillbebetteroffwithyourproductorservicethanhewouldbewiththemoneythatitwouldcost.
Thesecondreasonthatapersonmayhesitateandputoffabuyingdecisionisbecauseheisnotsufficientlypersuadedthathewillactuallygetwhatyouarepromising.Heissayingthatyouhavenotgivenhimenoughemotionalreasonsforhimtomakeabuyingdecision.Hisfearoflossoroferrorisstillgreaterthanthepotentialbenefitsfromyouroffering.
FocusonValue
Intheprocessofvalueselling,youputallyouremphasisonrepeatingandexplainingthevaluesandbenefitsthattheprospectwillreceiveifhebuyswhatyouareselling.Insteadofreducingthepriceorofferingaspecialdealofsomekind,youfocusyoureffortsonbuildingvalue.Itisonlywhenthecustomerfeelsthatthevaluehereceivesisgreatlyinexcessofthecostthathewillhavetopaythatabuyingdecisiontakesplace.Alwaysfocusongreatervalueratherthanlowerprice.
SellingtoSmallBusinesses
Manypeopleselltosmallandmedium-sizedbusinesses.Theydealwiththeentrepreneurwhoactuallystartedandbuilthisorherbusiness.Ifthesesalespeoplearenotcareful,theycaneasilyslipintotalkingaboutthefeaturesandbenefitsoftheirproductsandserviceswithouttakingthetimetorealizeexactlywhattypeofcustomertheyaretalkingto.
exactlywhattypeofcustomertheyaretalkingto.
Entrepreneursaresuccessfulbecausetheyfocusmostoftheirenergiesonsalesandonsatisfyingcustomers.Theyhaveverylittlepatiencefordetail.Theyconsiderbookwork,accountingandfinanceasnecessaryevils,thingsthattheyhavetodointheprocessofsellinganddeliveringtheirproducts,therefore...talkaboutsalesandprofits.
Ifasalespersonvisitswithabusinessownerandtriestosellhercomputersandsoftwarethatwillimproveheraccountingdepartment,hereyesglazeover.Shelosesinterestimmediately.Becauseshedoesnotassociateaccountingwithprofitability,sheisthewrongpersonforyoutobetalkingto.
Entrepreneursareinterestedinsalesandcashflow.Theyareconcernedwithcommunicatingwithcustomersanddeliveringtheirproductsandservicessatisfactorily.Theyfocusontheperformanceandreliabilityofwhattheysell.Andtheyareattractedtorevenues,profits,andgrowth.Theyarenotinterestedintheinternaldetailsoftheiroperations.Toselltheverymostofyourproductsorservices,youmustfocusyourtime,attention,andenergyonfindingoutexactlywhatwillcausethiscustomertobuy.
Themoretimeyoufocusonclearlyidentifyingthespecificneedsthatyoucansatisfyforacustomer,theeasieritisforyoutostructureyourpresentationandmakeasale.
SellingtoRetailBusinesses
Businesspeoplewhobuyproductsforresaleareonlyconcernedaboutonething:netprofits.Ifyouaresellingtobusinesseswhoarebuyingyourproductsorservicestosellinthecourseoftheirbusinessoperations,theyarestillonlyconcernedwithonething:netprofits.Theyarenotconcernedwithwhattheproductis;theyareonlyconcernedwithwhattheproductdoesandhowitaffectstheirbottomline.Themostimportantbenefitthataproductorservicecanofferaretailbusinesscustomerisanincreaseinnetprofits.
Themostimportantbenefitthataproductorservicecanofferaretailbusinesscustomerisanincreaseinnetprofits.
SellingtoLargerBusinesses
Businessesonlybuyproductsthathelpthemimproveperformanceandproductivity,cutcostsandexpenses,orboostcashflowandprofits.Youmustbeclearaboutthemostadvantageousresultsthatyourproductorservicecanachieveforyourbusinessprospectinoneormoreoftheseareas.
Whatyousellmayhelpthecompanytocutcostsinsomearea.Itmayincreaseorimproveproductivity.Itmightenhancetheperformanceofeitherequipmentorpeople.Perhapsyourproducthelpsthecustomergetgreatersalesresultsorincreasesbuyersatisfaction.Ifyoucanconvinceabusinessprospectthatwhatyouaresellingcanmakeorsavetimeormoneyinexcessofwhatyouarechargingforyourproduct,youcanmakeasale.Thisisyourkeyjobinsellingtobusinesses.
EmphasizetheUltimateBenefit
Onceuponatime,awomaninoneofmyseminars,whowassellingofficeautomationsystems,saidtome,“Ijustcan’tseemtogetappointments.Icallthemupandtellthemthatwedoofficeautomationconsulting,andtheyalwaystellusthattheyare‘notinterested.’”
Shetoldmethatbecauseofhercompany’sexperience,theycanusuallysavetheirclientsagooddealofmoneyiftheyhaveachancetoexaminetheirfacilitiesandmakerecommendations.Iaskedherexactlyhowshewentaboutapproachinglikelyprospects.
Shesaid,“ItelephoneandIsay,‘Hello,I’mBettyDean,fromOfficeAutomationServicesandwe’dlikeanopportunitytocomeinandshowyouhowsomeofourproductscanincreaseyourefficiencyandthesmoothnessofyouradministration.’Buttheyalwayssaythingslike‘No,thankyou.I’mtoobusy;wedon’thavethetimerightnow;wecan’taffordit;wedon’thaveitinthebudget;’andsoon.”
RewordYourApproach
Thissalesprofessionalwasmakingthemistakeoftryingtosellonthephone,ratherthanjustgettinganappointmenttosell.Isuggestedthatshetryprospectingalittledifferently:“Thenexttimeyoumakeanappointment,callup
prospectingalittledifferently:“Thenexttimeyoumakeanappointment,callupandasktospeaktothepersoninchargeofadministration.Whenyougetthroughtohimorher,saythesewords:‘Hello,mynameisBettyDean,andI’mwithABCCompany.We’vedevelopedaprocessthatcansaveyou20to30percentofyourofficeadministrationcosts.Itwouldtakemeabouttenminutestoshowyouhowitworks,andyoucoulddecideforyourselfifitisthesortofthingyouarelookingfor.’”
Shetoldmelaterthatthissimplechangeinherapproachenabledhertogetalltheappointmentsthatsheneeded.Hersalesdoubledandtripled.Shewassoonmakingmoremoneythanshehadeverearnedbefore.
TalkAboutWhatTheyWant
Thereasonforthisresult,whichthousandsofsalespeopleenjoyoncetheyunderstandthisprinciple,issimple.Peoplearenotinterestedinofficeautomationproducts,computers,servers,wirelesscommunications,cellphones,oranythingelse.Businesspeopleareinterestedinmakingorsavingmoneyortime.Theyareinterestedingettingbetterresultsandincreasingprofit.
Thereareonlytwowaysthatabusinesscanincreaseitsprofits.Itcanincreaseitssalesandrevenues,holdingcostsconstant,oritcandecreaseitscosts,holdingrevenuesconstant.Whateveryouareselling,youmustdescribeitintermsofhowiteitherincreasesrevenuesorcutscosts,orboth.
Ifyouaretalkingtosomeonewhoisinchargeofadministration,heisinterestedincuttingcosts.Ifyouaretalkingtosomeoneinmarketingorsales,sheisinterestedinincreasingsalesandtheresultingincome.Ifyouspeaktothepersonwhoownsthecompany,hewantstoimprovethebottomline.Youmustalwaystalkaboutyourproductorserviceintermsofwhatthecustomerwants,notintermsofwhatyouareselling.
HowDoesHeGetPaid?
Hereisakeytosellingproductsorservicestopeopleinbusiness:askquestionsaboutwhatthepersondoesandwhatresultsheisresponsiblefor.Whatarethekeyperformanceindicatorsofhisjob?Whatdoesshegetpaidfor?
Whatresultsisheexpectedtoachieveforthecompany?Howissheappraisedorevaluatedbyhersuperiors?Thesearekeyquestionstoaskandfindouttheanswersfor.
Aswesaidbefore,peoplealwaysseekimprovementintheirconditions.Theywillonlytakeactiononanofferiftheyfeelthattheywillbebetteroffasaresult.Inbusinessorganizations,peoplewillonlyapprovethepurchaseofaproductorserviceiftheyfeelthatitwillimprovetheirpersonalpositionsintheorganization.
Forexample,letussaythatyouarepromotingasalestrainingsystemandaretalkingtothesalesmanagerwhomakesthedecisionsinthisarea.Theentirefocusofyourpresentationshouldbeonimprovedsalesperformanceratherthanonimprovedprofitability.Thesalesmanagerisnotrewardedonthebasisofprofitabilitybutontheresultsofthesalespeople.Focusonthebenefitsthatthisspecificprospectwillpersonallyenjoy,ratherthangeneralbenefitsthathavenoeffectonthisprospect’sresultsorrewards.
BusinessVersusPersonalBenefit
Salesexpertsoftendifferentiatebetweena“businesswin”anda“personalwin.”Abusinesswiniswhatthecompanygetsasaresultofusingyourproductorservice.Apersonalwinishowtheindividualwillbenefitpersonallywhenyourproductorserviceisinstalledandworkingsuccessfully.Peopleinbusinesswillnotbuyuntiltheyseethattherewillbemeasurablebenefitsinbothareas.
Takethetimetoidentifyhowtheprospectwillbebetteroffpersonallyinhigherincome,greaterconvenience,orevenadditionalprestigeandrespectfromotherpeopleinhiscompany.Thesecanbethekeyfactorsthattriggerthebuyingdecision.
UncoveringBasicNeeds
Thekeytoconductingabasicneedsanalysisistoquestionskillfullyandlistencarefully.Theverybestsalespeopledominatethelisteningandletthecustomerdominatethetalking.Themoreyouaskquestionsandlistenpatientlyandattentivelytotheanswers,themorethecustomerwillopenupandtalktoyou.
Peoplethinkaboutthemselvesmostofthetime.Alldaylong,nomatterwhatisgoingon,peoplearethinkingabouttheirownproblemsandconcerns.Whatismostimportanttoeachpersonisonthetopofhismind.Whenyouaskquestionsandlistencarefully,youtriggerthesethoughtsandconcerns.Theythencomeupintheconversation.
TheFreudianSlip
Inpsychoanalysis,thisiscalledaFreudianslip.Psychologistshavefoundthatifyouallowapersontotalkabouthimselffreely,eventuallyhewillslip.Hewillblurtoutwhatheisreallythinkingaboutatthemoment.Thejobofthepsychologististocreatethekindofenvironmentwherethepatientfeelscomfortableexpressinghimselfopenlyandhonestly.
Inaway,youareatravelingsalespsychologist.Yourgoalisalsotocreateacomfortableenvironmentwithyourpersonality.Youaskgoodquestionsandthenlistencloselytotheanswers.Youleanforward,nod,smile,andmakenoefforttointerrupt.
UseOpen-EndedQuestions
Thebestquestionstoasktoopenupaconversationandgetmoreinformationfromaprospectarecalledopen-endedquestions.Thesearequestionsthatbeginwithapronounoradverb,wordssuchaswhat,where,when,how,who,why,andwhich.Thesequestionscannotbeansweredwithasimpleyesorno.Theyrequireamoreexpandedanswer,whichgivesyouagreateropportunitytounderstandthetrueneedsoftheprospectthatcanbesatisfiedbyyourproductorservice.
Thereisarulethat“tellingisnotselling.”Onlyquestioningisselling.Ittakesnocreativitytotalkaboutyourproductorservice.Ittakesagooddealofthought,however,tophraseyourinformationintheformofaseriesofquestionsfromthegeneraltotheparticular.
Today,peopledonotwanttobesold.Theymaywanttobuy,buttheydon’twanttofeelthattheyarebeingsold.Themomentaprospectfeelsthatheisbeingpushedtomakeabuyingdecision,heshutsdownandlosesinterest.
ThePersonWhoAsksQuestionsHasControl
Asarule,thepersonwhoasksquestionshascontrol.Theindividualwhoisansweringthequestionsiscontrolledbythepersonwhoisaskingthem.Wheneveryouaskaquestionandlistenattentivelytotheanswer,youarecontrollingthedirectionalflowofthesalesconversation,whichisasitshouldbe.Wheneveryouaretalkinginresponsetoaquestionfromtheprospect,theprospecthastakencontroloftheconversation.
Ifaprospectasksyouaquestion,ratherthanansweringautomatically(whichmostpeopledo),pause,takeabreath,andsay,“Thatisagoodquestion.MayIaskyousomethingfirst?”
Inotherwords,youacknowledgethequestion.Butyouthenaskaquestionofyourownandtakebackcontroloftheconversation.Whenyoudothisacoupleoftimes,itwillbecomesonaturalandautomaticthattheprospectwillneverevenknowwhathappened.Andyouwillbebackincontrol.
PositionYourselfProperly
Theverybestsalespeopletodayseethemselvesmoreasconsultantsandadvisorstotheircustomersthanassalespeople.Asaconsultant,yourjobistohelpthecustomersolvehisproblemswithwhatyouareselling.Theverybestsalesconsultantsfocusalloftheirenergiesonidentifyingthemostpressingproblemthatthecustomerhasthattheirproductsorservicescansolve.Hethenconcentratesallofhiseffortsonconvincingtheprospectthathewilldefinitelygetthesolutionthathemostwants.
Positionyourselfasafriendratherthanasasalesperson,asanadvisorratherthanassomeonewhojustwantstomakeasale.Seeyourselfmoreasahelperthananythingelse.Takethetimetofullyunderstandtheprospect’sneeds,andthenhelptheprospecttounderstandhowandwhyyourproductorservicewillsatisfytheseneedsbetterthananythingelse.
LearnandTeach
Positionyourselfasateacher.Whenyouaskquestions,youlearnthecustomer’sneeds.Whenyoutalk,youteachthecustomerhowhecanmost
benefitfromwhatyouareselling.Whenyouapproacheverysalessituationasafriend,anadvisor,andateacher,youwilldramaticallylowerthestressinvolvedincompetitiveselling.Youwillradicallyreducethelikelihoodoffailureorrejection.Bothyouandtheprospectwillfeelmorecomfortableandrelaxed.
Whenyouapproacheverysalessituationasafriend,anadvisor,andateacher,youwilldramaticallylowerthestressinvolvedincompetitiveselling.
PauseandListen
Thesaletakesplacewiththewords,butthebuyingtakesplaceinthesilence.Manysalespeoplespeaktooloudlyandtoofastbecausetheyarenervous.Theyareuncomfortablewithsilence.Theyfeelthattheyhavetofilleverysinglemomentwithsomewisecommentorobservationontheirproductorservice.Butthisisnotthecase.
Whenyouareaskingquestionsandadvisingtheprospectregardingyourproductorservice,besuretoallowmomentsofsilenceintheconversation.Allowthecustomertoreflectonanddigestwhatyouaresaying.Don’trush.Becalmandrelaxed.Allowthesalesprocesstounfoldatitsownspeed,withoutpressureorurgency.Thiscreatestheverybestmentalstateforthecustomertomakeabuyingdecision.
PresentYourIdeaAsanImprovement
Peoplearefunnyinsomerespects.Theywantthingstogetbetter,andyettostaythesame.Thisisespeciallytrueinsellingandinbuyinganewproduct.Veryfewpeoplewantsomethingcompletelynew.Somehow,ifitisbrand-newanduntriedoruntestedinthemarket,itistoorisky.Itmightnotwork.Youmightloseyourmoney.Thisiswhymostcustomersaredefinedas“lateadaptors.”Theywaituntiltheproducthasprovenitselfbeforetheystarttobuyit.
Thewaytodealwiththisnaturalresistancewhenyouaresellinganewproductistodescribeitmoreasan“improvement”thanassomethingnewordifferent.Explainnewfeaturesasadvancementsinthetechnology,asforwardsteps,asdevelopmentsthatyourcompanyhasaddedtomakeitevenbetterand
moreusefulforyourcustomerthanbefore.
TelltheTruth
Customerswantthesimpletruthaboutaproductorservice.Theywanthonestinformationabouthowitcanhelpthemimprovetheirlivesandbusinesses.Atthesametime,theyresistandresentanykindofhighpressure.Themoreyourelaxandfocusontheneedsofthecustomerandhelpinghimtosatisfythoseneeds,themorerelaxedbothofyouwillbe.Themoreyouconcentrateonexplainingthesimpletruthaboutwhatyourproductcandoforthecustomer,theeasieritwillbeforthecustomertobuy.
Customersareseekinghonestadvicetohelpthemdotheirjobsmoreefficientlyorlivetheirlivesbetter.Themoreyoufocusonhowyoucanhelpyourcustomer,theeasieritisforyoutosellandforthecustomertobuy.
QualityIsNotEnough
Manysalespeoplegetstuckonthesubjectofquality.Theirmainargumentforbuyingisthattheyaresellingaqualityproduct.Butqualityisnevertheprimaryreasonforbuyinganything.Qualityisalogicalargument.Peoplebuythingsemotionally,butqualityisalwaysbasedonlogic.
Whatismoreimportantthanqualityisutility.Whenapersonsays,“Myproductisthehighest-qualitymachineinthebusiness,”itdoesn’tmatter.Theonlythingthattheprospectisinterestedinis,willitdothejobforme?WillitdowhatIneeddone?Isitadequateformypurposes?
YoucansaythataRollsRoyceoraMercedesisahigh-qualityautomobile,butifallyouneedisacartogobackandforthtowork,youdon’tneedtobuyoneofthem.Qualityisnotanargument.
QualityandPriceComparisons
Theonlytimeyoucanusequalityasanargumentiswhenyouarecomparingyourproductatahigherpricetoanotherproductatalowerprice.Youhavetoshowtheprospectthattherearedefinitereasonswhyheshouldoptforhigher
qualityratherthanlowerprice.Youhavetoprovethatthecustomerwillbemuchbetteroffwithyourproduct,becauseitisofhigherquality,thanhemightbewithanotherproductoflowerquality,evenifitischeaper.
IfyouaresellingasnowmobiletoanAlaskan,qualityperformanceisamoreimportantargumentthanprice.Ifhedrivesthesnowmobileoutonthepolaricecapandthemachinebreaksdown,heisgoingtofreezetodeathbeforehegetsback.Inthiscase,thecostofhigherqualityismorethanjustifiedbythebenefits.
IfyouaresellingavehicletosomeonewhoisgoingtodriveitacrosstheSahara,itisveryimportantthatitbeahigh-qualityvehicle.IfitbreaksdownintheSahara,wheretherearenopeopleandnowater,thetravelerwilldiebeforehegetshelp.
ExplainWhyYourQualityIsImportant
Ifadditionalqualityisnotnecessarytogetthejobdoneforthecustomer,thenitisnotanimportantbenefit.Inexplainingqualityfeaturesinyourproductorservice,youmustalwaysexplainhowtheydirectlybenefitthecustomer.Thecustomermustseethedirectrelationshipbetweenpayingmoreforhigherqualityandgettingmorebackasaresult.
Allcustomersaskthesamequestionintheirminds:Sowhat?Whateveryousaytoaprospectaboutyourproductorservice,imaginethatheislookingatyouandsaying,“Sowhat?”Whatthecustomerreallywantstoknowis,what’sinitforme?Whatisthebenefittomeofthefeaturethatyouareexplaining?Whyisthisparticularqualityimportanttome?Makesureeverythingyousaytoaprospectaboutyourproducthasadefinitebenefitinitforthecustomer,andmakesurethatthecustomerclearlyunderstandsthisbenefit.
Whateveryousaytoaprospectaboutyourproductorservice,imaginethatheislookingatyouandsaying,“Sowhat?”
SuitabilityComesFirst
Theproductyousellmustalwaysbethemostsuitableforwhatthecustomerneedsatthetime,beforequalityentersintotheequation.Anexampleof
suitabilitybeforequalityisthepopularityofJapaneseautomobiles.Everyoneknowsthattheyarewellmadeandtheylastforseveralyears.Becausetheysellatreasonableprices,theytendtobeidealandappropriateforalargenumberofdrivers.Theyalsohappentogivegoodfueleconomy.Andinadditiontothissuitabilityfactor,theyareofgoodquality.
Butthequalityalwayscomesaftertheappropriatenessandtheutilityhavebeendemonstrated.Thisiswhyitissoimportanttoaskquestionsandidentifytheneedsofthecustomerinadvance,beforeyoubeginexplainingwhyyourproductorserviceistheidealoneforhimatthistime.
EverythingCounts!
Inselling,oneoftheforemostprinciplesofallisthis:everythingcounts!Everythingyoudohelpsorhurts.Itaddsuportakesaway.Itmovesyoutowardthesuccessfulconclusionofthesale,oritmovesyouawayfromit.Nothingisneutral.
Thereisa“haloeffect”inselling,andinallhumanrelationships.Prospectsassumethatifonepartofyourpresentationorworkisofhighquality,therestofyourproductorserviceisprobablyofhighquality.Onegoodimpressionoftenenablesyoutocreateahaloofqualityandprofessionalism.Andeverythingcounts.
YourAppearanceCounts—ALot
Inthisrespect,yourpersonalappearanceandgroomingextendtothequalityofyourproductitself.Mostofthecontactthatyourcompanywillhavewiththecustomerwillbeyoupersonally.Forthisreason,thewayyouappearandbehaveisacriticalfactorinthebuyingdecision.Itsatisfiestheprospect’sneedforassurance.
Awhopping95percentofthefirstimpressionthatyoumakeonacustomerisdeterminedbyyourclothes.Thisisbecause,inmostcases,yourclothescover95percentofyourbody.Whenyouarewelldressed,properlygroomed,shoespolishedandlookingprofessional,theprospectunconsciouslyassumesthatyouareworkingforanexcellentcompanyandyousellanexceptionalproductor
service.Further,whenyouarepunctual,polite,andfullyprepared,youmakeapositiveimpressionthatspreadslikeahalotoeverythingyoudoandtotheproductorserviceyousell.
Ontheotherhand,ifthesalespersonislate,unprepared,andpoorlyorganized,thecustomerimmediatelyassumesthat“whatyouseeiswhatyouget.”Heorshetakesforgrantedthatthecompanyissecond-rateandthattheproductorservicebeingofferedisofpoorquality.
TheBestCompanies
Theverybestcompanieshavethebest-trainedandbest-lookingsalespeople.CompanieslikeIBMandHewlettPackardinterviewprospectivesalespeopleseveraltimestobesure,inadvance,thatthesearetherightpeopletorepresenttheminacompetitivemarketplace.Theytakeprospectivesalespeopleouttodinnertoseehowtheyusetheirutensilsandhowtheyhandlethemselvesinasocialsituation.Theymeettheirfamiliestomeasurethepositiveornegativedynamicsbetweenandamongthespouses.Theyinterviewtheseprospectiveemployeesbothindividuallyandingroups.Theyknowthatanenormousportionofthebuyingdecisionisgoingtobedeterminedbythepersonwhoisactuallysellingtheproduct.
IdentifytheBasicandSecondaryNeeds
Beabletoidentifythebasicandsecondaryneedsthatyourproductcansatisfy,andthendemonstratethistothecustomer.Youdothisbyaskingquestionsskillfullyandlisteningcarefullytotheanswers.Soonerorlater,theprospectwillbecomeinterestedbyaskingquestionsaboutwhattheproductdoesandhowitworks.Thisbecomesyoursellingopportunity.
Forexample,insellingcomputersandsoftwaretobusinesses,amateursalespeopleusuallyspendagooddealoftimetalkingaboutallthedifferentfunctionsthattheirequipmentwillperform.
Butthecustomerdoesnotcare.Hewantstoknowiftheproductwillpayforitself,andhowlongitwilltakebeforeitpaysforitself.Thecustomerwantstoknowhowcertainhecanbethattheproductwillpayforitself.Heneedsto
knowifthisisanintelligentbusinessdecisionornot.
PutHimintheSpotlight
Insteadofthinkingaboutyourself,focusallofyourattentiononthecustomer.Sinceyoucanonlythinkaboutonethingatatime,themoreyoufocusonthecustomerratherthanyourself,themorerelaxedandconfidentyouwillbecome—andthemorepositiveandanimatedhewillbecome.Wheneveryoustarttofeeltenseinasalessituation,immediatelyaskthecustomeraquestionabouthimselforhisbusiness,andlistentotheanswer.
Imaginethatyouareinadarkenedroomwiththecustomer.Thereisasinglespotlightonaswivelabovethecustomer’sdesk.Thisspotlightisvoiceactivated.Whoeverisspeakingcausesthespotlighttoswivelaroundandfocusexclusivelyonhim.Whoissupposedtobeinthespotlight,youorthecustomer?
Sincethecustomeristhemostimportantperson,thespotlightshouldbeonthecustomermostofthetime.Wheneverthecustomeristalkingandreplyingtoyourquestions,thespotlightisonhim.Wheneveryouaretalkingabouthimandhisneeds,problems,orobjectivesandrequirements,thespotlightstaysonhim.Theinstantyoustarttalkingaboutyourself,yourproduct,yourservice,yourcompany,oryourlifestory,thespotlightswivelsaroundandfocusesonyou.Thecustomerisleftsittinginthedark.
Themorethespotlightisonhim,thegreaterthepossibilitythatyouwillmakeasale.Keepthespotlightonyouandyourcompany,andthelikelihoodthathewillbuybecomeslessandless.
CustomersBuyBenefitsandSolutions
Peopledon’tbuyproducts;theybuybenefits.Theybuysolutionstotheirproblems.Theybuywaystosatisfytheirneeds.
Soagain,focusallofyourattentiononthecustomer.Askquestionssuchas:
“Whatareyoudoingnowinthisarea?”
“Howisthatworkingforyou?”
“Whatareyourplansforthefutureinthisarea?”
“Ifyoucouldwaveamagicwandandhavetheperfectsituationinthisarea,howwoulditbedifferentfromwhatyouarecurrentlydoing?”
“Whatwouldyouhavetobeconvincedoftogoaheadwithourproduct,oranyproduct?”
Thepersonwhoasksquestionshascontrol.
ReasonsforBuying,orNotBuying
Ineverysale,thereisakeybenefitthattheprospectisseeking.Thisistheonethingthattheprospectmustbeconvincedofbeforehecanbuy.Yourjobistouncoverthiskeybenefitandthentoconvincethecustomerthathewillenjoythisbenefitifhebuysyourproductorservice.
Atthesametime,thereisakeyobjectiontoeverysale,themajorreasonthatthecustomerwillhesitateordecidenottobuy.Itisabsolutelyessentialthatyouuncoverthiskeyobjectionandfindawaytoanswerittothecustomer’ssatisfaction.
Focusonthe20Percent
Wespokeaboutthe80/20ruleabitearlier.Intermsofbuyingyourproductorservice,the80/20ruleappliesaswell.Fully80percentofthebuyingdecisionwillbeconcentratedon20percentofthebenefitsthatyouoffertotheprospect.Sometimesthe90/10ruleisineffect;90percentofthesalesdecisioncanbebasedon10percentofthefeaturesandbenefitsofyourproduct.Yourjobistofindoutwhattheyare.
Ifyoutalktoomuchaboutfeaturesandbenefitsthatareinthebottom80percentofconcerntotheprospect,youwillactuallyhurtyourchancesofmakingasale.Evenifyourproductisthebestintheworldinthebottom80percentofreasonswhytheprospectshouldbuy,theywillnotconvincehimtogoahead.
Butifyoucanfocusallofyourattentiononthetop10or20percentofbenefitsthatyourprospectwillenjoy,andconvincehimoverwhelminglythathewillgetthesebenefitsfromyourproductorservicebetterandfasterthanfromanyotherchoice,thesalebecomesmucheasier.
anyotherchoice,thesalebecomesmucheasier.
The“Hot-Button”Close
Thisbringsustooneofthemostpowerfulofallclosingtechniques.Itiscalledthe“hot-button”close,anditisusedoverandoverbythehighest-paidsalespeople.Itisquitesimple.Astheresultofaskingquestionsandlisteningcarefullytotheanswers,youfinallyascertainthe“hotbutton,”theleadingbenefitthatthiscustomerseeksinyourproductorservice.Youthenconcentrateallyourenergyonconvincinghimoverwhelminglythathewillgetthiskeybenefit.
Thesuccessofthehot-buttonclosedependsonyourabilitytodiscovertheprospect’smostimportantreasonforbuying.Youthenrepeatitoverandoveragain.
Concentrateonsellingthatonemainpoint.Doeverythingtoconvinceapotentialbuyerthathewillgetthatonebenefitthatisdecisiveforbuyingaction.Bringthewholedecisiontohangonthatonequestion.Pressthehotbuttonoverandover.
Howdoyouuncoverthehotbutton?Simplyask,especiallywhentheprospectishesitatingorholdingback,“Mr.Prospect,ifeveryouweretobuythisproduct,atanytimeinthefuture,whatwouldcauseyoutodoitatthattime?”Thenremaincompletelysilent.
Whenyoumakeitatheoreticalquestion,theprospectwilloftensay,“Well,ifeverIwastobuythisproduct,Iwouldhavetobeconvincedof[thehotbutton!].”LikeaFreudianslip,itwilloftenfalloutoftheprospect’smouth.Youarethenchargedwithconvincinghimthathewillgetthatbenefitimmediatelyifhegoesaheadwithyouroffer.
Fast,CheapMarketResearch
Hereisapowerfulexercisethatcandoubleyoursalesinaveryshorttime.Makealistofyourlasttencustomers.Phoneeachofthemandsaythesewords:“Mr.Customer,IjustwantedtocallyouandtellyouhowmuchIappreciateyourbuyingthisproductfromus.Howiseverythinggoing?Isthereanyway
thatwecanhelpyou?”
Thecustomermayormaynotaskyouaquestionorhaveaproblemwiththeproductorservice.Ifhedoes,though,promisetotakecareofitimmediatelyafteryougetoffthephone.
Thenask,“Mr.Customer,mayIaskyouaquestion?Youcouldhavepurchasedthisproductorservicefromanothercompany,butyouboughtitfromus.Couldyoutellmeexactlywhyyoudecidedtobuyfromusratherthanfromsomeoneelse?”
Thisisapowerfulmarketresearchquestion.Remainperfectlysilent.Letthecustomerthinkaboutitforafewsecondsbeforehereplies.Don’tinterrupt.
TheGreatDiscovery
Hereistheremarkablediscoverythatyouwillmake.Ifyoucalltenpreviouscustomers,probably80percentofthemwillgiveyouthesamereasonthattheyboughtfromyou.Veryoften,youwerecompletelyunawarethatthiswastherealreasonforthepurchasedecision.
Whatevertheanswer,writeitdown.Fromthatdayforward,wheneveryoumeetwithanewprospect,besuretotellhim,“Mostofourbestcustomerssaythatthereasontheydecidedtobuyfromuswas[thehotbutton].Isthisimportanttoyou?”
TheFloweringCherryTree
Thereisastoryaboutarealestateagentwhotakesacoupletoshowthemahouse.Thehouseisnotinparticularlygreatshape,butastheypullupinfrontofthehouse,thewomanlookspastthehouse,andinthebackyard,thereisabeautiful,floweringcherrytree.
Sheimmediatelysays,“Oh,Harry,lookatthatbeautifulfloweringcherrytree!TherewasafloweringcherrytreeinmybackyardwhenIwasalittlegirl.I’vealwayswantedtoliveinahousewithafloweringcherrytree.”
Theyallgetoutofthecarandgointolookatthehouse.Butthesalespersonhastakennoteofwhatthewomansaid.
Harrylooksatthehousecritically.Thefirstthinghesaysis,“Itlookslikewe’regoingtohavetorecarpetthishouse.”
Thesalesmansays,“Yes,that’strue.Butfromhere,justlook;youcanseeoutthroughthediningroom,andyouarelookingrightatthatbeautiful,floweringcherrytree.”
Thewomanimmediatelylooksoutthebackwindowatthefloweringcherrytreeandsmiles.Thesalesmanknowsthatthewomanistheprimarydecisionmakerwhenitcomestobuyingahouse.Sohefocusesonher.
TheygointothekitchenandHarrysays,“Thiskitchen’sabitsmall,andtheplumbinglooksold.”
Thesalesmansays,“Yes,that’strue.Butwhenyoulookthroughthiswindowwhileyou’repreparingdinner,youcanseethatbeautifulfloweringcherrytreeinthebackyard.”
Nexttheygoupstairstoseetherestofthehouse.Harrysays,“Thesebedroomsaretoosmall,andbesides,thewallpaperisold-fashioned,andtheroomsallhavetoberepainted.”
Thesalespersonsays,“Yes,butnoticethatfromthemasterbedroom,youhavethatbeautifulviewofthefloweringcherrytree.”
Bytheendofthewalkthroughthehouse,thewomanissoexcitedaboutthefloweringcherrytreethatshecan’tseeanythingelse.Thebuyingdecisionismade.Theybuythehousebecausethesalesmanhasidentifiedthehotbutton:thefloweringcherrytree.
Ineveryproductorservicethatyousell,thereisa“floweringcherrytree.”
Ineveryproductorservicethatyousell,thereisa“floweringcherrytree.”Ifthisisarealprospectforwhatyouareselling,thereissomethinginyourproductorservicethattheprospectreallywantstoenjoy.Itisabenefitthattheprospectreallywantstohave.Findoutwhatitisbyquestioningandlistening,andthenassurethecustomerthathewilldefinitelygetthatbenefitifhebuysfromyou.
ACTIONEXERCISES
1.Makealistoftheneedsthatcustomershavethatcanbemetbyyourproduct;organizethislistinorderofimportancetothecustomer.Buildyourprospectingandsellingaroundtheseneeds.
2.Conductregularmarketresearchamongyoursatisfiedcustomers;findoutwhatbenefityourproductofferedthatcausedthemtobuyfromyouratherthansomeoneelse.
3.Determinethemostimportantbenefityourbusinesscustomersareseeking,andthendevelopawaytoexplainthatbenefitineverysalesconversation.
4.Identifythemostsignificantgainsorlossesthatyourprospectscouldexperiencefromusingornotusingwhatyouareselling;emphasizethemrepeatedly.
5.Dressforsuccess;buyandreadabookonproperbusinessdress,andthenfollowitsothatyoulooklikeacompleteprofessionalwhenyouvisitacustomer.
6.Developaseriesofopen-endedquestionsthatyoucanusetocontrolthesalesconversationanduncoverthetrueneedsoftheprospect;keepthelightonhimbyaskingandlistening.
7.Positionyourselfasafriend,anadvisor,andateacherineverycustomercontact;focusonhelpingandteachingratherthanselling.
Inhelpingothers,weshallhelpourselves,forwhatevergoodwegiveoutcompletesthecircleandcomesbacktous.
—FLORAEDWARDS
4
CREATIVESELLING
Amantocarryonasuccessfulbusinessmusthaveimagination.
Hemustseethingsinavision,adreamofthewholething.
—CHARLESSCHWAB
Creativityisanaturalcharacteristicofalltopsalespeople.Fortunately,yourlevelofcreativityislargelydeterminedbyyourself-concept,byhowyouthinkandfeelaboutyourselfwhenitcomestocreativeactivity.Thismeansthatyoucanincreaseyourcreativitywithpracticeuntilitbecomesanautomaticandeasyresponsetoanygoalyousetforyourself.
Creativityissomethingthatyoudemonstrateanduseallthetime.Whenyouaretryingtoavoidatrafficjamonyourwaytoanappointmentbytakingalternateroads,sidestreets,andalleys,youareengaginginhighlycreativeacts.
Whenyouarearrangingapartyordesigningasalespresentation,youareactingcreatively.Ifyouareattemptingtoconvincesomebodyofthegoodnessandvalueofyourproduct,youarebehavingcreatively.
Evengettingdressedinthemorning,whenyoumatchyourclothing—ties,shirts,blouses,dresses,slacks,shoes—togethertomakeanoverallimpression,youareengaginginanactofcreativity.
YourBeliefsBecomeYourReality
Thesadfactisthatmostpeopledonotthinktheyareparticularlycreative.Theyassociatecreativitywithwritinggreatpiecesofliteratureorpaintinggreatworksofart.However,creativitycanbestbedefinedsimplyas“improvement.”
worksofart.However,creativitycanbestbedefinedsimplyas“improvement.”Whenyouimproveanythingbydoingthingsdifferently,youareusingyourcreativity,sometimesatahighlevel.
Becauseofthecentralroleofyourself-concept,themoreyoubelieveyourselftobecreative,themoreyouwillgeneratecreativeideas.Inselling,youareessentiallycreatingbusinesswherenobusinessexistedbefore.Bytheprocessofprospecting,buildingrapport,identifyingneeds,presentingsolutions,answeringobjections,closingthesale,andgettingresalesandreferrals,youareengaginginextraordinarycomplexcreativeactsthatarethewellspringsofourfreeenterprisesociety.
ThreeWaystoStimulateCreativity
Creativityisstimulatedbythreekeyfactors:(1)cleargoals,(2)pressingproblems,and(3)focusedquestions.Youmustuseallthreeasoftenaspossible.
Themoreintenselyyoudesiretoachieveaclear,specificgoal,themorecreativeyouwillbeinfindingwaystoaccomplishit.
Themoredeterminedyouaretosolveapressingproblem,themoreresourcefulyouwillbeincomingupwithdifferentsolutions.
Themorefocusedandspecificthequestionsthatyouaskyourself,orthatothersaskyou,themoreinnovativeyouwillbeindevelopinganswers.Youshoulduseallthreeofthesecontinuallytokeepyourmindfunctioningatitshighestlevel.
PracticeThinkingCreatively
Insellingthereareseveralareaswhereyoucanincreaseyourcreativitywithregularexerciseandpractice.Themorecreativeyoubecomeintheseareas,themoremoneyyouwillmake.
Thefirstareawherecreativityisimportantisinprospecting.Yoursuccessinprospectinglargelydeterminesyourincome.Andyourabilitytofindmoreandbetterprospectsisonlylimitedbyyourimagination.
Thesecondareawherecreativityisessentialisinuncoveringbuyingmotives.
Youmustbecreativeinquestioningtofindoutexactlywhatthecustomerneedsandwhatwillcausethiscustomertobuy.
Thisisarealtestofyourintelligenceandbrainpower.Prospectshaveautomaticbuyingresistancetoanysalesapproach.Theydon’twanttotellyouwhytheymightbuyyourproduct.Theyknowfromexperiencethatifyoufindoutwhattheyreallywant,youwillprobablybeabletoconvincethemthattheywillgetit,andtheywillbetooweaktoresistyouroffering.
DiscoverNewProductUses
Yourcreativityisessentialindiscoveringnewproductusesandapplications.Youhavetouseyourbrainpowertodiscovernewwaystouseyourproductsandtocreatesaleswherenosalesexist.Bringingtogetheralltheingredientsofabusinesstransaction,includingyou,yourcompany,thecustomer,theproductorservice,thepriceandterms,thedeliveryandinstallation,andeverythingelse,isanextraordinarilycomplexactandrequirescreativityatahighlevel.
Yourabilitytouseyourcreativitytoovercomebuyerresistanceandanswerobjectionsisessentialtoyoursuccess.Finally,yourabilitytoclosethesaleandgetthecustomertotakeactioniscriticalindetermininghowmuchyousellandhowmuchyouearn.
KnowWhatYou’reTalkingAbout
Creativesellingbeginswithathoroughknowledgeofyourproductorservice.Thebetteryouknowandunderstandwhatyouareselling,themorecreativeyouwillbecomeinsellingit.Themoreknowledgeableyouareaboutwhyandhowyourproductissuperiortothatofthecompetition,thebetteryouwillbeinexplainingittocustomersandinovercomingtheirbuyingresistance.
Read,study,andmemorizeyourproductinformation.Findoutwhatyourcompetitorsareselling,whattheyemphasize,andhowmuchtheycharge.Becomeanexpertinyourmarket.
BecomeExcellentatProspecting
Thefastestwaytoincreaseyourincomeissimple.Itisthekeytosuccessin
Thefastestwaytoincreaseyourincomeissimple.Itisthekeytosuccessinselling.“Spendmoretimewithbetterprospects.”Thissix-wordformulaistherecipeforhighincomeineverymarket.
“Spendmoretimewithbetterprospects.”Thissix-wordformulaistherecipeforhighincomeineverymarket.
Creativeprospectingisessentialtoyoursuccess.Itbeginswiththoroughplanningandanalysis,andstartswiththreequestions:(1)Whatarethefivetotenmostattractivefeaturesofyourproduct?(2)Whatspecificneedsofyourprospectivecustomerdoesyourproductsatisfy?and(3)Whatdoesyourcompanyofferthatothercompaniesdonotoffer;itsareaofexcellence?
1.WhatAretheFivetoTenMostAttractiveFeaturesofYourProduct?
Doyouknowyourproduct’smostattractivefeatures?Listtheminorderofimportance.Thengoontodeterminethefollowing:
Whyshouldsomebodybuyyourproductatall?
Whyshouldsomebodybuyyourproductfromyourcompany?
Whyshouldsomeonebuyyourproductfromyou?
Youmustbeabletoanswerthesequestionsclearlyinyourownmindbeforeyougetface-to-facewithacustomer.
2.WhatSpecificNeedsofYourProspectiveCustomerDoesYourProductSatisfy?
Whatbenefitsdoesitoffer?Inotherwords,whatisinitforthecustomertopurchaseyourproductratherthansomeoneelse’sproduct,ornoone’sproduct?
Writethemostattractivefeaturesofyourproductdownonesideofapieceofpaper.Thenwritethebenefitsthatyourcustomerwillenjoyfromeachofthesefeaturesnexttothemontheothersideofthepaper.Remember,customersdonotbuyfeatures;theyonlybuybenefits.Theydonotbuyproductsorservices;theybuysolutionstotheirproblems.Theyarenotconcernedwithwhatgoesintoyourproduct;theyareonlyconcernedaboutwhatcomesoutforthem.
3.WhatDoesYourCompanyOfferThatOtherCompaniesDoNotOffer?
Whatisyour“uniquesellingproposition?”Whatisyourcompany’sorproduct’sareaofexcellence?Inwhatwaysisyourcompany,product,orservicesuperiortoanythingelseavailableinyourmarket?
Thegreaterclarityyouhavewithregardtotheseanswers,themorecreativeyouwillbeinfindingbetterprospectsandmakingmoresalestothoseprospects.
FourKeystoStrategicSelling
Therearefourkeystostrategicsellingthatyoumustmasterifyouwanttojointhetop10percentofmoneyearnersinyourfield.Thesearespecialization,differentiation,segmentation,andconcentration.
1.Specialize!
Withspecialization,youdetermineexactlywhatitisthatyourproductisdesignedtodoforyourcustomer.Youmayspecializeinaparticularresultorbenefit.Youcanspecializeinaparticularcustomerormarket.Youcanspecializeinaparticulargeographicarea.Youcanspecializeinsatisfyingaparticularneedbetterthananyoneelse.Butyoumustbeaspecialistratherthanageneralist.
Manysalespeoplehavebuilttheirentirecareersbyspecializinginaparticularindustry,aspecifictypeofcustomer,oradistinctgeographicarea.Howcouldthisapplytoyou?
2.SetYourselfApart—Differentiate!
Indifferentiation,youdeterminewhatitisthatmakesyourproductsuperiortoyourcompetitor’s.Whatspecialbenefitsdoesyourproductoffertoyourcustomersthatarenotavailableanywhereelse?Inwhatareasareyourproductsbetterthan90percentofsimilargoodsorservicesonthemarket?
Inmanycases,iftheproductyouaresellingisavailableelsewhere,suchaswithrealestateorlifeinsurance,thespecialdifferentiatorthatyoubringtothe
salessituationisyourownuniquepersonality.Thereisonlyonepersonlikeyouinthewholeworld.Mostsalesaremadeonthebasisofthefeelingthatthecustomerhasaboutthesalesperson,morethananyotherfactor.
3.SortOutYourMarket—bySegmentation
Thethirdpartofstrategicsellingissegmentation.Onceyouhavedeterminedyourareaofspecialization,andwhatitisthatdifferentiatesyourproductfromyourcompetitors’,yournextgoalistodetermineexactlywhichcustomerscanmostbenefitfromwhatyoudobetterthananyoneelse.Whoarethey?
Wherecanyoufindmoreofthisidealtypeofpersonororganizationforyourproduct?Thinkofrunninganadfor“perfectcustomers.”Howwouldyoudescribethem?
4.FocusandConcentrateThefourthpartofstrategicsellingisconcentration.Thisisperhapsthemost
criticalskillthatyoucandevelopforsuccessinanyarea,especiallyselling.Itisyourabilitytosetclearprioritiesandthentoconcentratesingle-mindedlyononlythoseprospectswhorepresenttheverybestpotentialascustomers.
Insomecases,oneprospectmaybeworthonehundredtimesthevalueofanotherprospect.Thebasicruleinsellingistoalwaysfishforwhales,notminnows.Remember,ifyoucatchathousandminnows,allyouhaveisabucketfulofminnows.Butifyoucatchonewhale,itcansinkyourentireship.
AfterasalesseminarinTampanotlongago,asalespersonwrotetomeandtoldmethatshehadbegunapplyingthesetechniquesimmediately.Withinoneweek,sheclosedasalethatrepresented58percentofherquotafortheentireyear.Shewasabsolutelyastonishedatwhatadifferenceitmadewhensheconcentratedallofherenergiesonherlargestpotentialcustomer.
Whatcustomersormarketscouldbecapableofbuyingenormousquantitiesofwhatyousell?Wherearethey,andhowcanyouapproachthem?
ConductIntensiveMarketAnalysis
Youcanuseyourcreativitytoidentifyyourbiggestandbestsalesopportunities.Thisrequirestheregularandrepeateduseoffocusedquestionslikethese:
Whoexactlyisyourcustomer?
Makealistofallthequalitiesandcharacteristicsthatyouridealcustomerwouldhave.Whatwouldbehis/herage,education,occupation,incomelevel,experiences,attitude,orneed?Thegreaterclarityyouhaveinidentifyingyouridealcustomer,theeasieritwillbeforyoutofindmoreofthesecustomerstotalkto.
Whobuysyourproductorservicerightnow?
Applythe80/20rule.Whoarethe20percentofyourcustomerswhorepresent80percentofyourbusiness?Whatdotheyhaveincommon?Howcouldyoufindmorecustomersjustliketheverybestcustomersyouservetoday?
Whowillbeyourfuturecustomers?
Marketsarecontinuallychanging,andyoumustchangeaswell.Projectaheadfiveyears.Basedoncurrenttrends,whoarelikelytobeyourbestcustomersatthattime?
Whatarethetrendsinyourbusinessandinyourmarket?
Whatchangesaretakingplacethatmayforceyoutochangethewayyousellorthepeopletowhomyousell?Inwhatdirectionisyourmarketmoving?Howareyourcustomerschanging?
Whatnewmarketsmighttherebeforyourproductorservice?
Whoelsecouldbenefitfromyourareasofspecializationanddifferentiationthatyouhavenotyetreached?
Whydoesyourcustomerbuy?
Whydoesyourcustomerbuy?
Whatadvantagesorbenefitsdoesheperceiveinpurchasingyourproductorservice?Ofeverythingthatyouoffertoacustomer,whatpartsofyourproductorservicedoesyourcustomermostappreciateandcompliment?Whatarethe“hotbuttons”thatcauseyourcustomerstobuy?Youmustknowtheanswerstothesequestions.
Whoorwhatisyourcompetitor?
Whoareyourmajorandminorcompetitors?Whatbenefitsdoyourprospectivecustomersseeinbuyingfromyourcompetitors?Howcouldyouoffsettheseperceivedbenefits?Howcouldyoupositionyourselfinsuchawaythatpeoplewouldbuyfromyouratherthanfromyourcompetitors?Thisisoftenthekeytobreakingopentheentiremarket.Whencompaniespositionthemselvesproperlyagainsttheircompetitors,theirsalesoftenincreasebyhundredsofpercents.
AppleVersusMicrosoft
AppleComputerwasthefirstcompanytocrackthemarketforthesmallpersonalorbusinesscomputer.Theycameoutofthegatewithauser-friendlypersonalcomputerandimmediatelytooktheleadinthemarket,sellinghundredsofthousandsofAppleOnesandAppleTwos.
MicrosoftenteredthemarketafterApple,determinedtocatchupandsurpassApple’ssalesvolume.Butinsteadofdevelopingcomputers,Microsoftfocusedonsoftware,ontheoperatingsystems,andencouragedothersoftwaredeveloperstodevelopprogramscompatiblewiththeirs.
Thestrategiesofthetwocompanieswerecompletelydifferent.Applewasdeterminedtokeepallitsoperatingcodesandhardwareproprietarysothatitcouldchargehigherpricesandmakehigherprofits.Atitspeak,Applewasearning49percentnetprofitonsales,anincredibleamount.
ADifferentStrategy
Microsoft,underBillGatesandSteveBallmer,decidedtooffsetthe
Microsoft,underBillGatesandSteveBallmer,decidedtooffsetthecompetitiveadvantageofApple’suser-friendlysoftwarebyopeningupitscodestosoftwaredevelopersworldwide.Simultaneously,witheachnewadvanceintechnology,MicrosoftloweredthepriceofitsMS-DOSoperatingsystem.Ratherthanfocusingonhighprofitsperindividualsale,Microsoftfocusedonvolumesaleswithalowerprofitpersalebutafargreaternumberofsales.
Bythetimethedusthadsettled,Microsoftcontrolled90percentoftheglobalPCmarket.Afterbecomingarunawaysuccessstory,Applewassurpassedinthemarket,andnevercaughtup.By2004,Apple’smarketsharewasdownto3percent,eventhoughitsproductsarejudgedbymanypeopletobetechnologicallysuperiortothoseofMicrosoft.Whatorwhoisyourcompetitor,andhowareyougoingtopositionyourproductsagainstthem?
IgnoranceCanBetheProblem
Insomecases,yourmajorcompetitorisnotanothercompany.Itisignorance.Customerssimplydonotknowyourproductisavailable.Itmaybenew.Itmaynotbewell-known.Itmaynotbewelladvertised.Sometimes,thegreatestobstacleyouhavetoovercomeisunawarenessofwhatyourproductcandoforacustomer.
Instrategicselling,youarealwayscompetingagainstsomeoneorsomething.Whateveryouareselling,thereisanalternativeavailableinyourmarket.Whatyouhavetofindoutiswhatyourprospectivecustomersareconsideringandthenpositionyourselfinsuchawaythatyourcustomersconcludethatyourofferingissuperiortoanythingelseavailable.
Sellinginsomerespectsissimilartowarfare.Decisionsinwarfarearealwaysmadeinconsiderationofwhattheenemyisdoingorlikelytodo.Manyofyourmostcrucialdecisionsinsellingwillbedeterminedbywhatyourcompetitorsaredoing,orwhattheyarelikelytodo.
Whatisyourcompetitiveadvantage?
Thisisyourareaofdifferentiationthatwediscussedearlier.Inwhatwaydoyouhaveanadvantageoveryourcompetitors?Howandwhyareyousuperior?AsJackWelchofGeneralElectriconcesaid,“Ifyoudon’thavecompetitiveadvantage,don’tcompete!”
advantage,don’tcompete!”
Yourcompetitiveadvantageisinvariablythemostimportantreasonthatacustomerwouldchooseyourproductoverthatofyourcompetitor.Fullyunderstandingthenatureofyourcompetitiveadvantageisthekeytodevelopinganeffectiveandcreativesalespresentation.
Youshouldbesoclearaboutthecompetitiveadvantageofyourproductorservicethatsomeonecouldwakeyouupatthreeinthemorning,shakeyou,andask,“Whyisyourproductbetterthananybodyelse’s?”andyoucouldanswerthisquestionoutofasoundsleep.
YourAreaofSuperiority
Customersbuyaparticularproductorservicebecausetheyfeelthatitissuperiorinsomewaytoanythingelseavailable.Sometimesitislowerprice.Sometimesitisaparticularfeatureorbenefit.Sometimesitisbecausetheylikethesalespersonbetterthantherepresentativeofanothercompany.Sometimesthecompetitiveadvantageisthatyouarethefirstpersonwhohasexplainedtothemhowmuchtheycouldimprovetheirlivesorworkwithyourproduct.
Whateveritis,thecustomeralwayschooseswhatheconsiderstobetheverybestavailableunderthecircumstances.Demonstratetothecustomerthatyourproductorservicefitsthatdescription.
SameOld,SameOld
Notlongago,ayoungmancameuptomeatoneofmyseminars.Heneededadvice.Heworkedforoneoftencompaniesthatsoldelectricalsuppliestocontractorsinthelocalmarket.Butallofthesuppliersboughttheirproductsfromthesamemanufacturersandsoldthematverymuchthesamepricestothesamecustomers.Ontopofthis,themarketforelectricalproductswasdepressedatthattime.
Heaskedme,“Underthesecircumstances,howcanIdevelopauniquesellingfeatureoracompetitiveadvantage?”Iexplainedtohimthatitwasnotreallypossible.Basedonwhathehadtoldme,hewassellingsomethingthatanyonecouldbuysomewhereelseatthesamepriceandquality,andonthesameterms.Hisproductshadnouniquesellingfeatures.Inadepressedmarket,therewas
Hisproductshadnouniquesellingfeatures.Inadepressedmarket,therewaslessbusinessforeveryone,includinghimself.Therewasverylittlefutureinhisindustryatthattime.
MakeYourProductSpecialinSomeWay
Oneofthemostcreativethingsyoucandoisofferaproductorservicethatisspecialinsomeway.Itoffersbenefitsthatcustomersarewillingtopayforthatarenotavailableanywhereelse.Ifwhatyouareofferingisame-tooproduct,theonlywayyoucansellmoreisbyworkinglongerandharder,byseeingmoreprospectivecustomers,andbytrustinginthelawofaverages.Butthereisnolong-termfutureunlessyourproductisuniqueanddifferentinsomewayfromanyotherproductavailable.
PutYourBestFootForward
Increativeselling,youalwaysleadwiththemostimportantbenefitthatyourproductcanofferyourcustomerincomparisonwithyourcompetitors.Thisbecomesthekeyfactorinyouradvertising,prospecting,andsalesactivities.Whenyoumeetaprospectwhoreallywantsthespecialbenefitsthatonlyyourproductcanoffer,itiseasytomakethesale.
Largecompaniesspendanenormousamountoftimeandmoneytobuildareputationfortheiruniquesellingpropositions.WhenIBMwasthebiggestcomputercompanyintheworld,ithadanextraordinaryreputationforcustomerservice.Thecompanyinvestedmorethanonebilliondollarsperyearingivingitscustomersfast,dependableservicewheneveranIBMproductbrokedown.Formajorcustomerswithlargecomputerinstallations,IBMwouldoftenflyinseveralspecialistsfromdifferentpartsoftheworld,allwithintwenty-fourhours,togetacomputersystemupandrunningagain.IBM’sreputationforqualityservicemadeitanindustryleaderworldwide.
Interestingly,atnotimedidIBMeverhaveabetter,faster,orcheaperproductthanitscompetitors.Othercompanieshadsuperiorproductsatlowerpriceswithmorefeatures.IBMdidnotevenattempttoleadthefieldwithstate-of-the-artequipment.Theyfocusedinsteadontheirreputationforserviceandsupport.Thiscompetitiveadvantageenabledthemtobecomethemostsuccessfulcompanyofitskindintheworld.
ItTakesYourBreathAway
Someyearsago,thedistributorsofSmirnoffvodkaattemptedtointroduceSmirnofftothemarketintheUnitedStates.Theyhadlittlesuccess.Atthattime,vodkawasconsiderednotonlyaforeigndrink,butaRussianforeigndrink.TheColdWarwason,andAmericanswerenotparticularlyfavorabletoanyRussianproducts,especiallyanewformofliquor.
TheSmirnoffdistributorsspentanenormousamountofmoneyattemptingtopositionSmirnoffvodkaasasuperiorchoicetowhiskey,scotch,gin,rum,andotherliquors.Buttonoavail.Finallytheyidentifiedthe“uniquesellingfeature”(USF)ofSmirnoff:afterdrinkingSmirnoff,noonecouldsmellitonyourbreath.
TheyinstantlycreatedanadvertisingcampaignaroundthisUSFwithtwolines:“Smirnoff!Ittakesyourbreathaway”and“Smirnoff!Itleavesyoubreathless.”
Innotimeatall,Smirnoffbecamea$50millionproduct,andeventuallya$500millionproduct.Itbrokethemarketopenforvodkasales,whicharenowwellinexcessofabilliondollarsayear.Byidentifyingthecompetitiveadvantageofthebeverage,thatpeoplecoulddrinkatlunchwithoutfolksbackattheofficeknowing,theywereabletocreateagreatmarketingsuccess.
Howcouldyoudescribeorpositionyourproductinasimilarway?Whatisyouruniquesellingproposition?
Whoareyournoncustomers?
Whoarethepeoplewhocoulduseyourproductorservice,butbuyneitherfromyounoryourcompetitors?Thesearepeoplewhoarenoteveninthemarketatall.Inreality,thenoncustomersarethegreatestuntappedmarketforyourproductsorservices.Ifyoucanidentifythemandfindawaytogetthroughtothem,youcanoftencreatesaleswherenosalesexistandwherethereislittlecompetitionorpriceresistance.
AHugeUntappedMarket
Oftenthesepeoplearethe“lateadaptors”inthemarket,thosewhowaituntil
Oftenthesepeoplearethe“lateadaptors”inthemarket,thosewhowaituntilanewproductorservicehasbeentestedandprovenbythemajorityofbuyersbeforetheyriskbuying.Whenacompanyfindsawaytotapintothishugelate-adaptormarketofnoncustomers,itcanoftensurpassallitscompetitors.
Threeexamplescomequicklytomind:thefaxmachine,thepersonalcomputer,andthecellphone.Ineachcase,onlyafewpeoplewerewillingtotakeariskonthisnewtechnology.Intheirearlierversions,theywereoftenlarge,clumsy,andinefficient.Thefirstcellphonesoftenrequiredabriefcasetocarrythemaround.
Butoncethesethreeinnovationshadbeenacceptedbybusinesspeopleandusedinoffices,thedambegantocrack.Suddenlythenoncustomerenteredthemarketbythemillions.Todayevenchildrenhavecomputers,faxmachines,andcellphones,whichtheyareconstantlyupgradingwithnewer,better,faster,andcheaperversions.Whatwereonceearly-adaptormarketshavebecomemultibillion-dollarworldwidemarkets.Howmightyouapplythistoyourproductorservice?
TheNonvoter
Hereisanotherexample.Thebiggestnoncustomerinoursocietytodayisthepersonwhodoesnotvote.Thenonvoter,ifhecouldbemotivatedtovoteforaparticularparty,coulddeterminetheoutcomeofvirtuallyeveryelectioninthecountry.Fortypercentofqualifiedvotersnevergotothepolls.Theyarethelargestsinglevotingblocinthecountry.
WhyDon’tTheyBuy?
Thepeoplewhoarenotnowbuyingyourproduct,oranyoneelse’sproduct,arethegreatestsourceofnewcustomers.Ifyoucanfindoutwhytheyarenotbuyingatall,youcanoftenbreakintoabrand-newmarketandsellmorethanyoueverhavebefore.
Keepasking,withregardtononcustomers,whydon’ttheybuy?Whatisitintheirperceptionthatholdsthembackfrombuyingtheproductorserviceyousell?Whatobjectionwouldhavetobeovercomeintheirmindstogetthemtocomeintothemarket?Whatcouldyoudotodispeltheignorancethattheyhave
ofhowmuchtheycouldbenefit?Howcanyouremovethefearthatisholdingthemback?
Veryoften,thesimplestwaytoapproachthenoncustomermarketistoidentifyaspecificbenefitthatthenoncustomervaluesanddesiresenoughtowanttoownyourproductorservice.Demonstratetothisprospectthathewilldefinitelygettheonebenefitthatwouldmotivatehimtobuy,andthengiveanunconditionalguaranteeofsatisfaction.Byfocusingonthekeybenefitandbackingitupwithstrongguarantees,youcanoftenbreakdowntheresistancethatkeepsyournoncustomerfrombuyinginthefirstplace.
Whendoyourcustomersbuy?
Whenisthebesttimetoselltoyourcustomer?Isitaspecifictimeinthebusinesscycle,oraspecificseasonduringtheyear?Docustomersbuywhenbusinessisgrowing,orwhenbusinessisdeclining?Someservicesaremostappropriatewhenbusinessesareindifficulty.Otherservicesareboughtmorereadilywhenbusinessesaregrowingrapidly.
Whatseasonoftheyeardoyourcustomersbuythemost?Duringwhatstageofthebusinesscycledotheybuy?Someproductsaremostsuitableforstartupbusinesses.Othersarebettersuitedforgrowingbusinesses.Andsomeworkbestforlargecompaniesthathavestabilizedorleveledoffinthemarket.
WhatTriggersBuyingBehavior?
Somepeopleareimpulsebuyers.Theybuyimmediatelywhentheproductcomesoutonthemarket.Thesearethesamepeoplewhoseethenewmoviethefirstnightitisshown.Theytrythenewrestaurantassoonasitopens.Theyembracethenewfashiontrendsassoonastheyappearinthestores.Approximately5to10percentofcustomersarelikethis.Theywilltryitwithoutreallyknowingwhetheritisgoodornot.
Manypeopleonlybuyaproductwhenitisclearfromtwotofouryearsofhistorythattheproductispopularandwellaccepted.Manyproductsdonotbegintotakeoffuntiltheyhavebeeninthemarketforfourorfiveyears.Itoftentakesthislongforthemassmarkettogainsufficientconfidencetobeginbuyingtheproductinquantity.Thinkaboutpersonalcomputers.
theproductinquantity.Thinkaboutpersonalcomputers.
Manypeopleonlybuyaproductwhenitisclearfromtwotofouryearsofhistorythattheproductispopularandwellaccepted.
Therearemanybuyerswhoonlycomeintothemarketwhenitisalreadymature.Theproductorserviceisapproachingtheendofitslifecycle.Itisbeingreplacedbysimilarproductsthatarefaster,better,andcheaper.Theprofitstobemadeatthisstageofthelifecyclearefairlysmall.
Finally,thereisthepostmaturebuyerwhoonlybuysaproductjustbeforeitistakenoffthemarket.
Whathastohappenbeforeyourprospectwillbuyyourproduct?
Often,apersonwillonlybuyaproduct,ortryoutacompanyorservice,whenshehasreceivedarecommendationfromsomeoneshetrusts.Sometimestheprospectwillonlybuywhenshehasspokentoanothersatisfiedcustomer.Ortheprospecthastogetencouragement,reinforcement,orapprovalfromanotherpersonbeforeshefeelscomfortableenoughtobuy.
Herearetwogoodquestionstoaskthehesitantprospect:
“Whatwouldhavetohappenbeforeyouwentaheadwiththisoffer?”
“Whatwouldyouhavetobeconvincedoftobuythisproductorservice?”
Theanswersyougetwilloftengiveyouthekeytothesale.
UseTestimonialLetters
Oneofthemostpowerfulofallsalestoolsisthetestimonialletter.Whenyousaythatyourproductisexcellentandagoodchoicefortheprospect,heimmediatelydiscountsyourwordsbecause,afterall,youareasalesperson.Butwhensomeoneelsewhohaspurchasedyourproductsaysthatitis“good,”thecustomerbelievesandacceptsthisassessment.
Someyearsago,whenIwasbuildingoneofmybusinesses,IwascontinuallystrugglingwithprospectsbecauseIwasrelativelynewinthemarket.YeteveryoneIhadworkedwithwashappywithmyservices.SoItookasolidweekandvisitedeachofmypreviouscustomers.Iaskedthemiftheywouldwriteme
andvisitedeachofmypreviouscustomers.Iaskedthemiftheywouldwritemeanicelettertellingmehowmuchtheylikedmyservicesandrecommendingthemtootherpeople.
Mostofthemagreedimmediately.IfollowedupcontinuouslyuntilIhadathree-ringbinderfulloftestimoniallettersinplasticpageprotectors.Thischangedmysalescareer.
MyWinningStrategy
Fromthenon,whenIwouldmeetwithaprospect,oneofthefirstthingsthatIwouldsayis,“Beforewebegin,letmeshowyousomelettersthatIamparticularlyproudof,fromsomeofmycustomers.”
Iwouldthenhandmybindertotheprospectandlethimreadthroughtheletters.Ifoundthatpeoplelovetoreadtestimonialletters.Itissortoflikereadingotherpeople’smail.Later,Itookayellowhighlighterandhighlightedtheverybestsentencesineachoftheletterssothattheyjumpedoutwhentheprospectreadthepages.
Itwasamazing!Veryoftentheprospectwouldlookupfromreadingthroughthetestimoniallettersandsay,“I’msold.Howsooncanwegetstarted?”Mysalesdoubled,tripled,andquadrupled.InthefirsttwomonthsafterIstartedusingtestimonialletters,ImademoresalesthanIhadinthepreviousyear.
Manypeoplewillwriteyouatestimonialletterifyouaskforit.Butsometimestheyaresobusythattheydon’tgetaroundtoit.Inthiscase,offertowritetheletteryourselfandaskthemtotypeitontotheirownletterheadandsignit.Itisamazinghowmanycustomerswilldothisifyouask.
OvercomeObjectionswithTestimonials
Ifyougetthesameobjectionoverandover,especiallywithregardtoyourhighpriceorthefactthatyourcompanyorproductisnewinthemarket,askyoursatisfiedcustomerstoanswerthatobjectioninthetextoftheirletter.Oftenyoucanwritetheletterforthemwiththeanswertothisobjection.
Forexample,letussaythatyourproductismoreexpensivethanthatofyourcompetitors,andyourcustomerscontinuallybringthisup.Youwouldaskforor
competitors,andyourcustomerscontinuallybringthisup.Youwouldaskfororwriteatestimonialletterthatsayssomethinglikethis:
DearBrian,
Ijustwantedtowriteandtellyouhowhappywearewithyourproduct.Whenyoufirstapproachedme,Iwasconcernedaboutthehighprice.ButsinceIhavestartedusingyourproduct,thebenefitsandresultsIhaveachievedarefargreaterthanthesmalldifferenceinpriceIpaid.Thankyouforeverything.
Sincerely,AHappyCustomer
Thatkindofaletterisworthitsweightingold.Ifyouhavehalfadozenletterslikethat,youcandoubleandtripleyoursalesinashorttime.Soonyouwillbesellingtoalmosteveryoneyouspeakto.
TheBestAdvertisement
Themostpowerfulofallformsofadvertisinginoursocietyis“wordofmouth.”Eighty-fivepercentofallsalestakeplaceonlyaftersomeonehassaidthattheproductorserviceisgood.Allotheradvertisingisanattempttogetpeopletotrytheproductorservicesothattheprocessofword-of-mouthadvertisingcanbegin.
Eighty-fivepercentofallsalestakeplaceonlyaftersomeonehassaidthattheproductorserviceisgood.
Inthemovieindustry,studiosinvest80percentormoreoftheiradvertisingbudgetintheweekofthemovie’srelease.Theirgoalistogetasmanypeopleintothetheatersasquicklyaspossible,eitherbeforemoviegoersfindthatthemovieisnotverygoodortostimulateword-of-mouthadvertisingthatwillfillthetheaterslater.
In2004,bothMelGibson’sThePassionoftheChristandMichaelMoore’sFahrenheit9/11generatedextraordinaryword-of-mouthadvertising,turningbothmoviesintoblockbustersthatmadefortunesfortheirproducers.
WhenwasthelasttimethatyoudecidedtogotoarestaurantbylookingintheYellowPages?Instead,someonetellsyouthathehasbeentherepersonallyandenjoyedtheexperience.Onlythendoyoutryitforyourself.Wordofmouthiseverything.
BeSuretoAsk
Yoursatisfiedcustomersareyourverybestsourceofresalesandreferrals.Ifyoutakethetimetoaskthemwhytheyboughtfromyouratherthanfromsomeoneelse,theywilltellyou.Onceyouknowwhyyourcustomersbuyfromyou,youcanthenrepeatthesesamereasonswhenyouaremeetingwithanewprospect.
Callorvisitasatisfiedcustomer,someoneyoulikeandwholikesyou,andtellhimthatyourcompanyisconductingsomemarketresearch.“Wearetalkingtosomeofourmostvaluedcustomerstofindouthowwecanservethembetterinthefuture.Wouldyouanswerafewquestionsforme?”
Youthenaskhimquestionssuchasthefollowing:
“Whydidyoudecidetobuyfromusratherthanfromsomeoneelse?”
“Whatspecificvalueorbenefitdoyoufeelthatyougetfromourproduct?”
“Howcouldweimproveitinthefutureforyou?”
“Whatkindofcustomerdoyoufeelcouldmostbenefitfromourproduct?”
“Isthereanythingspecialthatourproduct[orservice]doesthatyoudidnotexpectwhenyouboughtit?”
Neverbeafraidtoask.
Ifyouaskyourhappycustomersenoughquestions,andlistencarefullyenoughtotheanswers,theywilltellyoueverythingyouneedtoknowtosellmoreofyourproductstomorepeople,fasterandmoreeasilythaneverbefore.
Practice“Mindstorming”Regularly
Thisisoneofthemostpowerfulwaystostimulateyourcreativity,alertyoutonewopportunities,andaccelerateyoursuccessinyoursalescareer.Itiscalledthe“20IdeaMethod.”Whenyoubeginusingthismethodregularlyandapplyingsomeoftheideasthatyougenerate,youwillincreasetwofoldormoreyourincomeinthemonthsahead.
Here’showitworks.Takeasheetofpaperandwriteyourbiggestgoalor
yourmostpressingproblematthetopofthepageintheformofaquestion.Forexample,youcouldwrite,“HowcanIdoublemyincomeinthenexttwelvemonths?”
Youcanevenbemorespecific:“HowcanIincreasemyincomefrom$50,000to$100,000peryearoverthenexttwelvemonths?”
BeClearandConcrete
Themoreclearandspecificthequestion,theeasieritisforyourmindtogeneratemultipleanswerstoit.Youusethismindstormingmethodprimarilyonquestionsforwhichyouareseekingconcrete,tangibleanswers.
Forexample,youwouldnotwrite,“HowcanIbehappier?”Thisquestionissosoftandvaguethatyourmindcannotfocusonitandgeneratespecific,workableanswers.
Onceyouhavewrittenoutyourquestion,youthendisciplineyourselftowriteouttwentyanswerstothatquestion.Youwritetheminthepersonal,positive,presenttense.Forexample,insteadofwriting,“Makemorecalls,”youwouldwrite,“Imakefiveextracallseachday.”Themorespecificyouranswers,themoreideastheywillstimulate.
WriteTwentyAnswers—Minimum
Writeaminimumoftwentyanswerstothequestion.Youcanwritemorethantwentyanswersifyoulike,butyoumustdisciplineyourselftokeepwritinguntilyouhaveatleasttwentyanswers.Forsomereason,thenumber20hasamagicaleffect.Veryoften,thetwentiethansweristhebreakthroughideathatchangesyourcareer.
Onceyouhaveputdowntwentyanswers,gobackoveryourlistofanswersandselectatleastoneideathatyouwillimplementimmediately.Doitnow,thisveryminute.Don’tdelay.Thisisveryimportant.
Whenyougeneratetheseanswersandthentakeactiononatleastoneofthem,youkeepthetapopenforcreativeideasalldaylong.Asyoumovethroughyourday,youwillconstantlyhaveideasandinsightsonhowyoucanbemoreeffectiveandgetmoredone.YourmindwillsparklelikelightsonaChristmas
effectiveandgetmoredone.YourmindwillsparklelikelightsonaChristmastree.Youwillbemorealertandaware.Youwillcomeupwithsolutionsnotonlytoyourownproblems,buttotheproblemsofothers,quicklyandefficiently.
TheKeytoWealth
EarlNightingale,inwritingaboutthisidea,saidthatmorepeoplehavebecomewealthyusingthis20IdeaMethodthananyothermethodofcreativethinkingeverdiscovered.Inmyownexperience,andintheexperienceofthousandsofmystudents,this20Ideaexerciseislifetransforming.Onceyoubeginusingit,youwillstartapplyingittoeveryproblemorgoalyoueverhave.Youcanuseittooutlineanyproject,largeorsmall.Youcanuseittobuildahouse,ortobuildacareer.Theresultsyougetwillbeabsolutelyamazing.
CumulativeResults
Ifyouweretopickadifferentproblemorgoal,oreventhesameproblemorgoal,andconductthismindstormingexerciseeachmorning,youwouldgenerateaminimumoftwentyideasperday.Ifyoudidthisexercisefivedaysaweek,youwouldgenerateonehundredideasperweek.Ifyoudidthisexercisefivedaysperweekforfiftyweeksayear,youwouldgeneratefivethousandideaseachyeartohelpyoubemoresuccessful.
Ifyouthenselectedoneideaeachdayandtookactiononitimmediately,thatwouldcometo250ideasperyearthatyouwouldbeimplementinginyourlifetohelpyoumovefastertowardyourpersonalandcareergoals.
TheBigQuestion
Ifyouweretoimplement250newideaseachyeartobemoresuccessful,doyouthinkthiswouldhaveanyimpactonyourlife?Wouldyourincomeincrease?Doyouthinkthatoneself-improvementideaperdaymightchangeyourlifesodramaticallythatitwouldbeunrecognizableayearfromnow?
MarshallMcLuhanoncewrotethatallyouneedisanideathatis10percentnewtomakeamilliondollars.Itdoesnothavetobethediscoveryofrelativityoramajorscientificbreakthrough.Itonlyhastobeasmallimprovementon
oramajorscientificbreakthrough.Itonlyhastobeasmallimprovementonwhatiscurrentlybeingdoneinsomefieldandwhichgivesyouacompetitiveadvantage.Onesmallcompetitiveadvantageisenoughtoseparateyoufromeveryoneelseandputyouonthefasttracktosuccess.
Whenyoubeginusingthisideaanddevelopingtwentyideaseachday,youwillbeastonished.Youwillbecomeoneofthemostcreativesalespeopleinyourfield.Asaresult,youwillbecomeoneofthehighest-paidpeopleinyourprofession.Onceyoudeveloptheregularhabitofthinkingcreativelyandapplyingyourcreativeideas,therewillbenoproductthatyoucannotsellsuccessfullyandnogoalthatyoucannotachieve.
ACTIONEXERCISES
1.Youareagenius;resolvetodaythatyouwilluseyourinborncreativitytosolveanyproblem,overcomeanyobstacle,andachieveanygoalyoucansetforyourself.
2.Writeyourmostimportantgoalatthetopofapageintheformofaquestion;writeouttwenty(20)answerstothatquestionandthentakeactiononatleastoneofthem;dothiseveryday.
3.Identifyyourareasofexcellenceandsuperiorityinyourproductorservice;whatmakeswhatyousellbetterthananycompetitivealternative?
4.Determinewhyyourcustomersbuyfromyouratherthanfromsomeoneelse.Whichprospectscanmostbenefitfromwhatyoudobest?
5.Whereareyourverybestconcentrationsofprospectivecustomers?Decidehowyouaregoingtospendmoretimewiththem.
6.Differentiateyourproductsorservicesinameaningfulway;findoutwhypeoplebuyyourproduct,andthenshowthemwhyyourproductisthebestchoice,allthingsconsidered.
7.Getwrittentestimoniallettersfromyoursatisfiedcustomers,highlightthebestsentences,andthenplacetheminplasticpagesinathree-ringbinder.Showtheseletterstoeveryprospect.
Farandaway,thebestprizethatlifeoffersisthechancetoworkhardatworkworthdoing.
—THEODOREROOSEVELT
5
GETTINGMOREAPPOINTMENTS
Whenamanhasdonehisbest,hasgivenhisall,andintheprocesssuppliedtheneedsofhisfamilyandhissociety,
thatmanhasmadeahabitofsucceeding.
—MACKR.DOUGLAS
Themostimportantruleforsellingsuccessisspendmoretimewithbetterprospects.Thisrulecontainsjustsixwords,butitsummarizesyourcompletestrategytoselling.Themoretimeyouspendwithbetterprospects,bytheLawofProbabilities,themoresalesyouwillmakeandthemoresuccessfulyouwillbe.
Findingnewpeopletotalktoandthenapproachingthemforthefirsttimeisoneofthemostchallengingpartsofselling.Alladvertising/promotionisdesignedtospeedupthisprocess,ortomakeiteasier.Prospectingisalsothepartofsellingthatcausesthemoststressandfrustration.Moresalespeopleloseheartandgiveupwhatmighthavebeenasuccessfulcareerbecauseoftheirinabilitytomastertheskillsofprospectingthanforanyotherreason.
YouCanLearnAnySkill
Fortunately,prospectingisaskillthatyoucanlearn.Ifanyoneelseisgoodatprospecting,thatisproofthatyoucanbegoodaswell.Yousimplyneedtolearnthestrategiesandtechniquesusedbyothertoppeopleandthenadaptthemtoyourownworkuntilyoufeelcomfortablewiththem.Afterthat,yoursalessuccessisguaranteed.
Bynowyouhavedoneyourcreativethinkingandanalysisofyourmarket.Youhaveidentifiedyourmajorcompetitiveadvantagesandyouruniquesellingproposition.Youknowexactlytheverybesttypeofpeopletotalkto,whattosay,andwhytheyshouldbuyfromyouratherthanfromanyoneelse.Youhaveloadedyourgunandcockedit.Nowyouhavetoaimandfire.
Thisisthehardpart.Nowyouhavetocontact,eitherbyphoneorface-to-face,areal,liveprospectwhohasneverseenyoubefore.Thisisoneofthemostfearsomepartsofselling—untilyoumasterit.
TheProcessofProspecting
Anongoinganalysisofyourproductandyourmarketwillgiveyouacontinuousstreamofnewprospectsandprospectgroupstocallon.Yourfirstcontactwiththeprospectwillbegintheprocess,whichwillorwillnotconcludewiththesale.Therefore,everywordofyourapproachorintroductionmustbeplannedinadvancetoaccomplishthefollowinggoals.
BreakPreoccupation
Yourapproachmustbreakthepreoccupationoftheprospect.Everyoneyoucallonisbusyandthinkingaboutotherthings.Theyarecompletelyinvolvedintheirownproblems,work,family,health,business,orbills.Unlessyoucanbreakthroughthispreoccupationwithyouropeningwords,younevergetachancetomakeasalespresentation.
Somesalespeoplephone,introducethemselves,andbegintalkingabouttheirproductorserviceimmediately.Abetterwayistointroduceyourselfandthenask,“Ineedabouttwominutesofyourtime.Isthisagoodtimetotalk?”Onlywhentheprospecthasconfirmedthathehasacoupleofminutestolistentoyoudoyouaskaquestionaimedattheresultorbenefitofwhatyouareselling.
SelltheAppointment,NottheProduct
Nevertalkaboutyourproductorpriceonthephoneunlessyoucanactuallymakeandconcludethesalewithoutseeingtheprospectpersonally.Thisisanimportantrule.
Youngsalespeople,intheireagernesstogetappointments,oftenblurtoutdetailsabouttheirproductinthefirstcoupleofsentences.Ifyoudothis,youwillkillthesale.Theprospectdoesnothaveenoughinformationtoseriouslyconsideryouroffer.Instead,hewillsay,“I’mnotinterested,”or“Wearenotinthemarketrightnow.”Youwillenduptalkingintoadeadtelephoneline.
ChooseYourWordsCarefully
Whenmeetingtheprospectforthefirsttime,asalespersonwilloftenstartofftalkingabouthisproductwhiletheprospectisstillonthephone,signingchecks,shufflingpapers,ordoingsomethingelse.
Theprospect’smindisathousandmilesaway.Heisnotpayingattentiontoyou.Youmaybesittingthere,butheisstillpreoccupiedwitheverythingthatisgoingoninhislife.Yourjobistobreakthispreoccupationbeforeyoubeginspeaking.
Yourfirstwordsshouldbetheequivalentofthrowingabrickthroughaplateglasswindow.Developanopeningstatementorquestionthatgetshiscompleteattention.Thissentenceshouldalwaysbeaimedattheresultorbenefitthattheprospectwillreceivefromyourproductorservice,butdoesnotmentiontheproductorserviceitself.
PreoccupationBreakingMadeSimple
Manyyearsago,therewasasalesmanwhoworkedforCorningGlass.Thiswastheyearthatthecompanyintroducedsafetyglassforthefirsttime.Thisproductcontainedatransparentplasticsheetbetweentwopiecesofglass,andasaresult,itdidnotshatterthewaymostwindshieldglassdidatthattime.
Thisyoungsalesmanwentoutwithhisnewproduct,andwithinoneyearhebecamethetop-performingsalesmanofsafetyglassinNorthAmerica.Atthenationalsalesconference,hereceivedthefirstprizeforsalesperformanceandwasinvitedtosharehissecretwiththeothersalespeoplepresent.Theywantedtoknow,“Howdidyousellsomuchmoresafetyglassthananyoneelse?”
DemonstratetheBenefit
Heexplained,“Firstofall,Igotthefactorytocutsomesafetyglassintosix-inchsquaresassamples.ThenIgotaball-peenhammer,whichItookwithmeonsalescalls.WhenIwalkedinontheprospect,Iwouldask,‘Wouldyouliketoseeapieceofglassthatdoesn’tshatter?’
“Almostinvariably,theprospectwouldsay,‘That’snotpossible,Idon’tbelieveit.’Iwouldthenputtheglasssampleonhisdesk,takeouttheball-peenhammer,andwhackit.Hewouldinstinctivelyjumpandthrowuphishandstoprotecthiseyes.Whenhelookeddownandsawthattheglasshadnotshattered,hewouldbeamazed.
“Afterthat,itwassimple.Iwouldjustask,‘Howmuchwouldyoulike?’takeoutmyorderpad,andbeginwriting.”
TeachIttoEveryone
CorningGlasswassoimpressedwiththistechniquethatthefollowingyeartheyboughtball-peenhammersforalltheirsalespeople,providedthemwithsamplesofsafetyglass,andsentthemoutnationwide.Themethodreallyworked;theysoldglassbythecarload.
Attheendoftheyear,atthenextnationalsalesconvention,theyoung
Attheendoftheyear,atthenextnationalsalesconvention,theyoungsalesman,forsomereason,wasstillheadandshouldersaboveeveryothersalespersoninthecountry.
Onceagain,theyinvitedhimuponthestagetoreceivehisawardasthetopsalespersoninthecountry.Andagaintheyaskedhim,“Whatisitthatyoudidthisyeartooutselleverybodyelse?”
GettheCustomerintotheAct
“Well,”hesaid.“Iknewthatyouwereallgoingtousemymethod,soIhadtocomeupwithanewtechnique.NowwhenIgointoseethecustomer,I’vegotaball-peenhammerinonehandandthesampleofsafetyglassintheother.Iaskhim,‘Wouldyouliketoseeapieceofglassthatdoesn’tshatter?’
“Heusuallysays,‘Idon’tbelieveit.’
“Then,IputthepieceofglassonhisdeskandIgivehimthehammerandhavehimhitit.Whenhetriesandfailstosmashtheglasshimself,heistotallyconvinced.ThenIwriteuptheorder.”
WellBegunIsHalf-Done
Agoodopening,withastrongquestionaimedattheresultorbenefitofyourproduct,cangetyoualmosttothecloseofthesale.Astrongopeningbreakstheprospect’spreoccupation,makeshimfullyalert,andgetsyouhiscompleteattention.Heisimmediatelywillingtolistentoyou.
MarketingguruDanKennedyhasapowerfultechniquefortestingyouropeningsentencewhenyouvisitaprospectforthefirsttime.Hesaysthatyouropeningwordsshouldtriggertheresponse“Really?Howdoyoudothat?”
Forexample,“Wecanprovideyouwithglassthatdoesn’tshatter.”
“Really?Howdoyoudothat?”Yourstatementshouldimmediatelygrabhisundividedattention.
YourTimeIsLimited
Youonlyhaveaboutthirtysecondsatthebeginningofyourmeetingtogettheprospect’scompleteattention.Inthefirstthirtyseconds,theprospectdecideswhetherornotheisgoingtolistentoyou.Ifyouwanderormakegeneralconversation,theprospectwillgrowimpatient.Withinthirtyseconds,hewillhaveturnedoffandtunedout.Itisthenhardtogethimback.
Expertsgenerallyagreethatthefirstfifteentotwenty-fivewordsoutofyourmouthsetthetonefortherestoftheconversation.Youshouldselectthesewordscarefullyandrehearsethemregularly.Theyshouldnotbelefttochance.
Thefirstfifteentotwenty-fivewordsoutofyourmouthsetthetonefortherestoftheconversation.
Manysalespeoplemeetwithaprospectforthefirsttimeandsaytothemselves,IcanhardlywaittohearwhatIhavetosay;Iwonderwhat’sgoingtofalloutofmymouthnext!Thisisnotforyou.
PlanItWordforWord
Youropeningquestionorstatementshouldbeplannedword-for-word,rehearsedinfrontofamirroroverandover,andmemorized.Youthenmustgooutandsayittoarealliveprospect.Seewhatkindofresponseyouget.Ifyourprospectdoesnotrespondwithinterestandcompleteattention,itisbacktothedrawingboard.Youhavetoreworkyouropeningquestionorstatementuntilitgetsthekindofreactionyouwant:
“Really,whatisit?”
Cold-CallingforAppointments
Ilearnedabouttheimportanceofthisfrommyownexperience.WhenIwassellingsalestraining,Iwouldcallpeopleonthetelephoneandsaysomethinglike,“Iwouldliketotalktoyouabouttrainingyoursalespeople.”
Thisautomaticallytriggeredresponsessuchas
“Wecan’taffordit.”
“Wedon’thavethetimetotrainoursalespeople.”
“Wehaveourownsalestrainingprogram.”
“Ourpeopledon’tneedtraining.”
“Salesaredownrightnow,andwecan’tpayforit.”
“Businessisbad.”
“Wedon’thaveanytrainingmoneyinourbudget.”
Withsomevariation,thesearethesamethingsthatprospectstellusallthetime.
RewriteandRewordYourOpeningWords
WhenIfoundthatIwasn’tgettinganywherewithmyapproach,Isatdownandstudiedit.Ispentseveralhoursworkingandreworkingmyopening
andstudiedit.Ispentseveralhoursworkingandreworkingmyopeningcomments,tryingtodeterminehowIcouldcold-callonprospectsinsalesorganizationsmoreeffectively.
IfinallyrealizedwhereIwasgoingwronganddevelopedastrategytocompensateforit.ThefirstthingIdecidedwasthatIhadtobesurethatIwasspeakingtotherightpersonbeforeImadeanyattempttosetupanappointment.
Whoistheprospectforsalestraininginabusinessorganization?Itwasobviouslythepersonwhowasresponsibleformakingdecisionsaboutsalestrainingforthesalespeople:theownerorsalesmanager.
Mysecondquestionwas,whatisthebasicneedorconcernofmyidealprospect?
This,too,wasobvious.Myidealcustomerwasnotinterestedinsalestraining.Hewasinterestedinhighersalesvolume,inincreasingsalesresults.IrealizedthatIhadtoaskaquestionthatfocusedonthatspecificneed,theresultorbenefitthatmyidealprospectwasseeking.
BacktothePhone
Ibeganprospectingbytelephoneoncemore.Myfirstquestionwastothereceptionist:“Whoisthepersoninyourorganizationthatisresponsibleforsalesandsalestraining?”
“ThatwouldbeMr.Brown,oursalesmanager.”
“CouldIspeaktoMr.Brown,please?”Andthereceptionistwouldputmethrough.
WhenIgotthrough,Iwouldsay,“Mr.Brown,mynameisBrianTracy.I’mwiththeInstituteforExecutiveDevelopment.Iwaswonderingifyouwouldbeinterestedinaprovenmethodthatcouldincreaseyoursalesby20to30percentoverthenexttwelvemonths?”
WhatkindofresponsedoyouthinkIgot?Almosteveryprospectanswered,“Ofcourse.Whatisit?”
RepeattheKeyBenefit
Iwouldthenrepeatthekeybenefit,or“hotbutton.”“Mr.Brown,we’vedevelopedamethodtoincreaseyoursalesby20percent,30percent,andeven50percentoverthenextfewmonths.”
Theprospectwouldoftensay,“Really?Howdoyoudothat?”
Myresponsewouldbe,“ThatisexactlywhyIamcallingyou.Ijustneedtenminutesofyourtimetoshowyouthissystem,andyoucandecideforyourselfifitappliestoyourcompanyandyoursalespeople.”
Fromfailureandfrustrationintelephoneprospecting,Ibegangettingappointmentswithfouroutoffive,andevennineoutoftenpeoplethatIcalledcold,outofthephonebook.Withthissimplechangeinmyapproach,IdidmorebusinessinthenexttwomonthsthanIhaddoneinthepreviousyear.
Youropeningquestionshouldtriggertheresponse“Whatisit?”or“Really?Howdoyoudothat?”Ifitdoesnotgeneratesucharesponse,thenyouneedtoreworkthequestion.Ifitisnotbreakingtheprospect’spreoccupationandgettinghiscompleteattention,youmustrewordthequestionuntilitdoes.
SalesResistanceIsNormal
Iftheprospectsays,“Well,I’mnotreallyinterested,”itmeansoneoftwothings:eitheryourquestionisnotstrongenough,orthepersonthatyouaretalkingtoisnotaprospectforwhatyouaresellinginthefirstplace.Youareprobablytalkingtothewrongperson.
Whenyouopenwithastrongstatementorquestion,youseparateyourselfintoaneliteclassofsalesprofessionals.Insteadofwastingthefirstcoupleofminutestalkingaboutyourproductlineandhowlongyouhavebeenintown,yougostraighttothesubjectthatisofmostinteresttotheprospect.
NeutralizingInitialSalesResistance
Wheneveryouphoneaprospectforthefirsttime,youareinterruptinghimfromsomethingheisdoingthatheconsiderstobemoreimportantthananythingyouhavetosay.Everyoneisbusy.Forthisreason,youshouldalwaysexpectinitialsalesresistance,evenifyouareofferingtheverybestproductattheverybestpricetothemostqualifiedprospectintheworld.
Hereisasimpletechniquethatyoucanusetoneutralizesalesresistanceattheverybeginning.Whentheprospectsayssomethinglike“Thanksforcalling,butI’mnotinterested,”or“We’renotreallyinthemarketrightnow,”youshouldn’ttakeitseriously.Theprospecthasnoideahowgoodyourproductorservicecanbeforhimandhiscompany.Hisreactionisaknee-jerk,automaticresponsetoanysalesoffer.Rollwiththisresistance,likeaboxerrollswithapunch,andcomebackwiththesewords:
“That’sallright.MostpeopleinyourindustryfeltthesamewaywhenIfirstcalledonthem.Butnowthey’vebecomeourbestcustomers,andtheyrecommendustotheirfriends.”
Whentheprospecthearsthesewords,heimmediatelystopswhatheisdoingandstartspayingattention.Hewillalmostinvariablysay,“Ohreally?Whatisitthen?”
CustomizeYourComeback
Youcanmakethesewordsevenmorepowerfulbybeingspecificabouttheprospect’soccupation.Youcansay,“That’sOK.MostpeopleinthefinancialservicesindustryfeltthesamewaywhenIfirstcalledonthem.Butnowthey’vebecomeourbestclients,andtheyrecommendustotheirfriends.”
InRobertCialdini’sbook,Influence,heexplainstheimpactof“socialproof”inbuildingcredibilityandarousingdesire.Socialproofcomesfromotherpeople,likethecustomerswhohavealreadyboughttheproductorservice.Wheneverwehearofsomeoneelselikeus,inourbusinessorwithoursameinterestsorbeliefs,whohasboughtaproduct,weareimmediatelyinterestedinknowingwhatitis.Iflotsofpeoplelikeushaveboughtaparticularproduct,wealmostautomaticallyconcludethatitisagoodchoiceforusaswell.
Whentheprospectsays,“Oh,really?Whatisit,then?”yousay,“That’sexactlywhatIwouldliketotalktoyouabout,andIjustneedabouttenminutesofyourtime.Youcandecideforyourselfifit’srightforyou.”
Frequently,busyprospectswillsay,“Well,canyoutellmealittlebitaboutitonthephone?”
Don’tSellonthePhone
Youreply,“Mr.Prospect,I’dlovetotellyouaboutitonthephone,butIhavesomethingIhavetoshowyou.Youneedtoseeitpersonally.”
Thistriggersthepowerfulemotionofcuriosity.Youshouldimmediatelyoffertwotimeperiodstomeet,“WouldTuesdaymorningbeconvenientforyou?OrwouldsometimeonWednesdayafternoonbebetter?”Remember,thepurposeofyourfirstcallisnottoselloreventodiscussyourproductorservice.Itistogetaten-minuteface-to-faceappointmentwiththeprospect.Donottalkaboutanythingelsebutthisappointment,andabsolutelyrefusetodiscussyourproductorpriceonthephone.
SidesteptheExcuse
Sometimesthebusyprospectwillsay,“Couldyousendmesomethinginthemail?”Ifyousendtheprospectsomethinginthemail,thechancesareveryhighthathewillloseit,forgetaboutit,ordecidenottoseeortalktoyouatall.Hewillfeelthathehasenoughinformationtomakeadecisionandthathedoesn’thavetotieuphistimewithasalesperson.Sendingthingsinthemailisusuallyacompletewasteoftimeandmoney,unlessyouaresellingfromadistance.
Whentheprospectasksifyoucouldmailsomething,respondbysaying,“Iwouldlovetomailittoyou,butyouknowhowundependablethemailcanbetoday.Whydon’tIdropitofftoyoupersonallyonTuesdayafternoonwhenI’minthearea?Willyoubeavailableatthattime?”
Don’tBePutOff
Theprospectmaynowmakealast-ditchefforttoavoidcommitting:“Allright,whydon’tyoucallmeonMondayandwecansetupaspecifictimetogettogethernextweek?”Ifyouacceptthis“put-off,”thenwhenyoucallonMonday,theprospectwillbeina“meeting”fromwhichhewillprobablyneveremerge.
Insteadsay,“Mr.Prospect,I’vegotmycalendarhereinfrontofme.Doyouhaveyourschedulehandy?”
Theprospectwillalwaysagreethathehashisschedulenearathand.Youthensay,“Let’ssetupaspecifictimerightnow.Ifsomethingcomesupandthistimedoesn’tworkforyou,youcangivemeacallandwecanreschedule.WouldTuesdayafternoonataroundthreeo’clockbeconvenientforyou?”
Whentheprospectagreestomeetwithyouataspecifictime,youhavemadeyourfirstsale,thesalethatmakestherealsalepossible.Youthenconfirmbyrepeatingthetime,day,anddateofthemeeting,plusyougivetheprospectyourtelephonenumberincasesomethingcomesup.Oncethishasbeendone,thanktheprospect;repeatthetime,date,andplaceofthemeeting;andsay,“Thankyou;youarereallygoingtolikewhatIhavetoshowyou.”
Whentheprospectagreestomeetwithyouataspecifictime,youhavemadeyourfirstsale,thesalethatmakestherealsalepossible.
Face-to-FacewiththeProspect
Yourfirstsellingtaskistogettheprospecttolistentoyou.Beforetheprospectwillrelaxandlistentoyou,shewantstobesureoffivethings.Shemaynotsayitoraskforthesefivefactorsbyname,buttheyareessentialifyouwanttogetafairhearing.
First,shewantstobesurethatyouhavesomethingimportanttocommunicate.Thatiswhyyougostraighttotheresultorbenefitofwhatyousellinyourfirstsentence.Ifwhatyouareofferingisrelevanttoherlifeorwork,youwillhavehercompleteattention.
Second,shewantstobesurethatyouaretalkingtotherightperson.Sinceyourproductorserviceusuallysolvesaproblemofsomekind,shewantstobesurethatsheistheonewiththeproblemorneedthatyoucansolveorsatisfy.
Fortunately,youhavealreadyqualifiedthisprospectwhenyougotthroughtoherviathereceptionist.Youalreadyknowthatyouaretalkingtotherightperson.
Butifyouhaveanydoubtsatall,askher,“AreyouthepersonthatIwouldtalktoaboutincreasingsalesinyourorganization?”;“AreyoutheonewithwhomIshouldspeakaboutcuttingyourcostsofinformationprocessing?”;or“Areyouthepersontotalktowithregardto[thespecificneedorproblem]withinyourorganization?”
Remember,youdonotsellaproductoraservice.Yousellasolutiontoaproblemorthesatisfactionofagenuineneed.Youmustinitiallyfindthepersonwhohastheproblemortheneed.Onlythencanyoubegintalkingabouthelpinghergetthebenefitsofwhatyouareselling.
Thereisnopointindoingawonderfulsalespresentationtosomeonetowhomyourproductisofnointerestorwhoisnotinapositiontomakeabuyingdecision.Alwaysbesureyouaretalkingtotherightperson.
Third,atleastinitially,theprospectwantstobeassuredthatyourvisitwillbeshort.Peopleareextremelybusytoday.Theyareoftenoverwhelmedwith
problemsandresponsibilities.Theybecomenervousandnegativeiftheythinkthatsomeoneisgoingtotakeupalotoftheirtime.Youmustthereforeassurethemrightawaythatyouareonlygoingtotakeupacoupleofminutestotellthemaboutthebenefityouhavementionedinyouropeningquestion.
Fourth,theprospectwantstobesurethatshewillbeplacedundernoobligationifshemeetswithyou.Thisiswhyyousay,“Ihavesomethingtoshowyou,andyoucanjudgeforyourself.”Thistakesthepressureofftheprospectandoftendetermineswhetheryougettheappointmentinthefirstplace.
Fifth,theprospectwantstobesurethatyouwillnotusehighpressure.Thetwomostcommonfearsofprospects,withregardtosalespeople,arethefearofbeingpressuredandthefearofbeingtakenadvantageof.Byapproachingtheprospectwithapositive,polite,andfriendlyattitude,youtakethesefearsaway.Youcausehertorelaxandlistentoyoumoreclosely.
Youhavetoaccomplishthesefivegoalsatthebeginningofyourconversation,andoftenonthephonewithanewprospect,justtogettheappointment.ThereisamethodfordoingthisthatIhavetaughttothousandsofsalespeople.Whentheyhaveusedthismethod,ithasoftenrevolutionizedtheirresultsingettingappointmentseitherbytelephoneorwhilecold-calling.
BeginwithaWell-StructuredQuestion
Whenyoufinallygetface-to-facewithanewprospect,introduceyourself,shakehands,sitdown,andbeginbyaskingawell-structuredquestion.Thisisoftenaninterestingorunusualquestionaimedatthebenefitofwhatyouareselling.
Questionsarepowerful,becauseeachpersonisconditionedfromchildhoodtoanswerquestionswhentheyareasked.Ifyouaskapersonwhattimeitis,beforehecanthinkofanythingelse,hewilllookathiswatchandtellyouthetime.Peoplerespondautomaticallytoquestions.
Thisiswhywesayinsellingthat“thepersonwhoasksquestionshascontrol.”Thepersonwhoisaskingthequestionscontrolsthepersonwhoisanswering.Theveryfastestwaytotakecontroloveranyconversationistopauseandaskaquestion.Untiltheotherpersonhasansweredyourquestion,hewillbetotallyfocusedonwhatheissaying.
Whenyouasktheprospect,“MayIaskyouaquestion?”hewillalmostalwayssayyes.Youwillthenbeincompletecontrol.
ContinueAskingQuestions;GoodQuestionsTriggerGoodResponses
Whenyouasktheprospect,“Wouldyouliketoseeaprovenmethodtoincreaseyoursalesby20to30percentperyear?”theprospectcannotsayanythingelseuntilhehasansweredthequestion.Thequestionerisincontrol.
Inallmyyearsofopeningacallwithaprospectusingthisquestion,Ihaveonlyhadonepersonwhohassaid,“No,I’mnotinterested.”Andthereasonhewasn’tinterestedwasthatthereceiversinhisbankruptcyhadjustcomeinandclosedthecompanydown.Hesaidonthephone,“It’stoolateforus;Iwishyouhadcalledmesixmonthsago.”
ButeveryothersalesmanagertowhomIhaveaskedthatquestionhassaid,“Yes.Whatisit?Whenwouldyouliketocomeinandtalk?”Yourquestionshouldtriggerthisresponseaswell.
Thesecondstepinthismethodofgettingface-to-faceappointmentsistobecourteousandsay,“IwouldjustneedabouttenminutesofyourtimetoshowyouwhatI’vegot,andyoucanjudgeforyourself.”
Theessentialpointtoconveyis“youbethejudge.”Thisassurestheprospectthatthemeetingwillbebrief,hewillbeundernopressure,andyouhavesomethingimportantandrelevanttosharewithhim.
RefertoOtherHappyCustomers
Inmostcases,evenwiththebestopeningquestion,prospectswillbereluctantandresistanttomakinganappointmentwithyou.Toovercomethisresistance,themostpowerfultechniqueistorefertoothersatisfiedcustomerswhoarealreadyusingyourproduct.
Ifyouarecallingonaprintingcompanyandyouhavealreadysoldoneofyourproductstoanotherprintingcompany,tellthem,“Anothercompanyinyourindustry,ABCPrintingServices,isalreadyusingthisproductandisgettinggreatresults.”
Becauseofthepowerofsocialproof,thisoftenchangesanegativeorneutralprospecttopositiveandtriggersadesiretoseeyouandlearnaboutwhatotherpeopleinthatindustryarealreadydoing.
BuildtheCredibilityofYourProduct
WhenIwassellingsalestraining,Iwouldsay,“Hundredsofcompaniesarealreadyusingthisprocessandarereapinggreatresults.Itisproven,practical,andcompletelyguaranteed.AndIjustneedtenminutesofyourtimetoshowittoyou,andyoucandecideforyourself.”
Anyonecangiveyoutenminutes.Theymaynotbeabletogiveyouhalfanhourbeforethemonthafternext,buttheycangiveyoutenminutesrightawayifyouhavesomethingthatisofinteresttothem.
BeProfessionalatAllTimes
Itisimportantthatyoudon’tmakethemistakeofofferingtheprospectachoiceoftwospecifictimes,suchas“Would10:30thismorningor11:20tomorrowmorningbebestforyou?”
Thisisanold,manipulativemethodofgettingappointmentsthatcustomershaveheardsomanytimes.Ifyouuseit,youhurtyourcredibility.Eveniftheprospectisinterestedinyouroffering,hemayloseinterestifhefeelsyouaretryingtomanipulatehim.
Thisisthetimewhenyoumustbepleasant,positive,andpersistent.Offertheprospectachoiceofgeneraltimes,likearoundtenonWednesdayorthreeintheafternoononThursday.Ifneitherofthesetimeswillworkfortheprospect,ask,“Whenwouldbeaconvenienttimeforyou?”Thepersonwhoasksquestionshascontrol.
ConfirmtheAppointment
Onceyouhavemadeanappointment,thejobisnotdone.Itisonlybeginning.Beforeyougoofftoaprearrangedappointment,alwayscalltoreconfirm.Thisisamarkoftopprofessionals.
Manypeopleareafraidtocallandconfirmbecausetheyfearthattheprospectwillcanceltheappointment.Sotheyjustshowupatthescheduledtime.Oftenhowever,theprospecthasbeencalledintoameetingoroutoftown.Sometimesheorsheissickorhashadanemergency.Alargenumberofprearrangedappointmentsfallthroughforreasonsoverwhichyouhavenocontrol.
Therearetwowaystoconfirmanappointment.Thefirstistocallthroughtotheprospectandtellhimthatyouwillbethereatthescheduledtimeandarelookingforwardtoseeinghim.Thisgivestheprospectanopportunitytorescheduleifsomethinghascomeupthatconflictswithyourmeeting.
Anotherwaytoconfirmanappointmentistosimplycallthereceptionistandask,“IsMr.Brownthere?”
Whenthereceptionistsays,“Yes,”youthensay,“Good,thisisBrianTracy.Iamjustcallingtoconfirmmyappointmentwithhimatteno’clocktomorrowmorning.PleasetellhimthatIwillbethereonschedule.Thankyouverymuch.”
Ifforanyreasonyourappointmentiscanceled,moveimmediatelytorescheduleitataspecifictime,usingthetechniquesthatIexplainedearlierinthischapter.Ihaveoftensetupandconfirmedappointmentsataspecifictime,severalweeksinadvance.Itisamazinghowmanyoftheseprearrangedappointmentscomeoffonscheduleandhowmuchbusinesseventuallycomesfromthem.
ManagebyException
Theprospectwilloftensay,“IamnotsurethatIwillbeintownonthatday.Couldyoucallmebackinafewdaysornextweektosetsomethingup?”
Whenyouhearthis,youimmediatelyrespondwith“Mr.Prospect,Iknowhowbusyyouare.Butlet’smanagebyexception.We’llsetafirmappointmentnow,andifanythingcomesuplater,wecanchangeitatthattime.”
Bepolite,butbepersistent.Onceyouhaveanopportunitytospeaktoaninterestedandqualifiedprospect,youmustbeinsistentonnailingdownaspecifictimetomeetwiththatprospect.
Humanbeingsarestronglyaffectedbytheirexpectations.Iftheyexpecttolearnortobenefitfrommeetingwithyou,theywillbelookingforwardtoyourappointment.Ifthereisaneedtoreschedule,theywillusuallycallyouifyouhavesetitupcorrectlyatthebeginning.
Yourchancesofmakingasaleonceyougetface-to-facewiththeprospectincreasebytenortwentytimesoveratelephonediscussion.Oncetheprospecthasanopportunitytomeetyou,seeyou,lookyouintheeye,andrealizethatyouareaknowledgeable,professionalperson,heismuch,muchmorelikelytotakeyouseriously.
ImproveYourTelephoneProspecting
Therearetwothingsyoucandotoimprovethequalityofyourtelephoneprospecting.Thefirstistostandupwhenyouspeaktotheprospect.Whenyoustandup,youalignalltheenergycentersofyourbody.Thestrengthandtoneofyourvoicewillsoundstrongerandmoreconfident.Youwillhavemoreenergy.Youwillsoundmorebelievableandauthoritative.
Thesecondthingyoucandoissmileintothephonewhenyouspeak.Surprisingly,asmilecanbe“felt”ontheotherendoftheline.(Peoplealsoknowwhenyouarenotsmiling,orevenworse,whenyouarefrowning.)
ManysalespeoplewithwhomIworkactuallysetupmirrorsontheirdesksandsmileintothemwhentheyaretalkingonthephonetotheirprospects.Whenyoucombinestandingupwithsmiling,youprojectgreaterenergyandsincerity.Itisoftenjusttheextrapushthatyouneedtogettheappointmentoverthephone.
KeeptheInitiative
Neverexpectpeopletocallyouback,nomatterhowhonestorintelligenttheysound.Youasthesalespersonmustalwaysmaintaintheinitiativeuntilyougetthefirstface-to-faceappointment.Don’tletpeopleputyouoffforanyreasonandthenexpectthemtogetbacktoyouatalatertime.Becausetheyaresobusy,theywillnevergetaroundtoit,eveniftheyareinterestedinwhatyousell.
Neverexpectpeopletocallyouback,nomatterhowhonestorintelligenttheysound.
Remember,rejectionisnotpersonal.Initialsalesresistanceisnotpersonaleither.Whentheprospectsaysthatheisnotinterestedorthatheisalreadysatisfiedwithhisexistingsituation,itdoesn’tmeananything.Itisanormalandnaturalresponsetoyourcall.Don’ttakeitpersonally.
PracticeMentalRehearsal
Hereisoneofthemostimportantsuccesssecretsofallinthepsychologyofselling.Itinvolvesthewayyoupreparementallyimmediatelybeforegoingintoseetheprospect,especiallyforthefirsttime.
Stopforafewsecondsandcreateaclearmentalpictureofyourselfascompletelyrelaxed,calm,positive,smiling,andincompletecontroloftheinterview.Theninhaledeeply,fillingupyourlungsandputtingpressureonyourdiaphragm.Holdthisbreathforacountofsevenandexhaleforacountofseven.Whileyouarebreathingdeeply,continuetoholdapictureofyourselfastheverybestsalespersonyoucouldpossiblybe.
CreateaClearMentalPicture
Then,justbeforeyougointoseetheprospect,createapictureinyourmindoftheprospectrespondingtoyoupositively.Seehimorhersmiling,nodding,agreeing,andenjoyingyourpresenceandyourconversation.
Youcanincreasethepowerofmentalrehearsalpriortoasalesmeetingbyrememberingaprevioussuccessfulsalescall.Thinkaboutthebestsalescallthatyouhavehadrecently.Thinkabouthowmuchyouenjoyedtalkingtotheprospect,howpositivetheprospectwas,andespecially,thepresentationendingwithasale.Rememberthefeelingsofhappinessandsatisfactionthatyougotfromthattransaction.
Thentransferthesamefeelingtothementalpicturethatyouhavecreatedforyourselfandtheprospectyouareabouttosee.Thisexercisewillamazeyou.Itwillsmoothoutyourwholepersonality.Bybreathingdeeply,relaxing,andvisualizing,youwillbefullypreparedtoperformatyourbest.
TalktoYourselfPositively
Don’tforgettousethetechniquewecoveredearlier:theuseofpositiveaffirmations.Especiallyifyoufeelalittletense,repeattoyourself,stronglyandemphatically,thewords“Ilikemyself!Ilikemyself!Ilikemyself!”Say,“Ilovemywork!Ilovemywork!Ilovemywork!”
Helpyourselfwarmupandpreparementallybyrepeating,“Ifeelhappy!Ifeelhealthy!Ifeelterrific!”Itisnotpossibleforyoutotalkpositivelytoyourself,usingwordslikethis,withoutimmediatelyfeelinghappierandmoreconfident.Whenyouwalkintoseetheprospect,theprospectwillfeelthepositiveenergycomingfromyou.
Alwaysprepareforasalesmeetingbybreathing,visualizing,andaffirminginadvance.Itwillmakeallthedifferenceintheworld.
SettheStageImmediately
Whenyoumeetwithaprospect,shakehandsfirmlyandsay,“Thankyouverymuchforyourtime;youarereallygoingtoenjoywhatIhavetoshowyou.”
Whenyoubuildpositiveexpectancy,yougethiminterestedandmakehimcurious.Hebeginssayingtohimself,Iwonderwhatitis.Whenyouaresmiling,confident,andpositive,youprojectthistotheprospectandcreateahighlevelofanticipationinwhatyouhavetosay.
ExpecttoBeWelcome
Sometimesyourprospecthashadabadmorning.Eversinceshearrived,shehasbeendelugedwithphonemessages,e-mails,andcomplaints.Thecoffeewascold.Heremployeesaresickorunhappy,andherbossismad.Thenyoucomein.Theprospectthinks,Thankheavens,here’sanice,pleasant,intelligent,positive-lookingpersonwho’sgotsomethinginterestingtotellme.
Manypeoplefeelthisway.Youcouldbethehighlightoftheentiremorningorafternoon.Whenyouarepleasantandsmiling,theywillbehappytoseeyou.
RefusetoTalkStandingUp
Whenyouarriveatyourappointment,sometimesabusyprospectwillcomeouttomeetyouinthereceptionareaandaskyoutotellhimaboutyourproduct.Butyoushouldrefusetomakeyourpresentationstandingup.Ifyoudo,youruntheriskofdevaluingyourproductorservice.Noonebuysaproductorservicestandingup.Refusetosellitthatway.
Noonebuysaproductorservicestandingup.Refusetosellitthatway.
Remembertheadage:everythingcounts!Unlessyousellinashowroom,nobodyconsidersaproductorserviceofanyvalueifyouarewillingtotalkaboutitandtrytosellitstandingup.Instead,say,“WhatIhavetoshowyouisreallyimportant,andIneedabouttenminutesofyourtime.”
Iftheprospectdoesnotinviteyoutositdowntodiscussyouroffering,say,“Ifyoudon’thavethetimerightnow,perhapswecouldscheduletenminutesatalaterdatewhenitwouldbemoreconvenientforyou.”
Butrefusetodiscussyourproductorservicestandingup.Thebasicruleisthis:iftheprospectcannotbuyyourproductstandingup,don’ttrytosellitstandingup.
RespectYourProduct
Thesameistrueforthetelephone.Ifyourprospectcannotbuywhatyouaresellingoverthephone,don’ttrytomakeanover-the-phonesale.Iftheprospectcannotbuyandpayforitthroughthemail,don’ttrytosellitthroughthemail.Ifsellingyourproductrequiresyourbeingtherephysically,theninsistonbeingtherepersonallytomakethesalespresentation.
Peopledon’tmakebuyingdecisionsstandingup.Theymakebuyingdecisionssittingdown,wheretheyarecomfortable,intheirofficesortheirhomes.Theymakebuyingdecisionsafterlistening,considering,reflecting,andlookingatyourmaterial.Theyonlybuyaftertheyhaveevaluated,reviewed,anddecidedthatthebenefitsyouofferareworthmorethanthepriceyoucharge.
ACTIONEXERCISES
1.Determineexactlythenumberofprospectsyoumustcalleachdayandeachweektoachieveyoursalesandincomegoals.
2.Spend80percentofyourtimeprospectinguntilyouhavesomanypeopletoseethatyoudonothavetimetocallanyoneelse.
3.Writeoutyourscriptfortelephoneprospecting,memorizeit,andpracticeitcontinuallyuntilitsoundsnaturalandrelaxed.
4.Ignoreinitialsalesresistancewhenyouprospect;focusontheresultorbenefitofwhatyousell,andrefertootherhappycustomerswhoalreadyuseit.
5.Keeptheinitiative;naildowntheexactdateandtimeofyourfirstappointmentwiththeprospect.
6.Refusetotalkaboutyourproductorservice,ortheprice,onthephone;focussingle-mindedlyongettingaface-to-facemeeting,nothingmore.
7.Preparethoroughlyforeverysalesmeeting;doyourhomework,ontheInternetifpossible,soyoulookandsoundlikeanabsoluteprofessionalwhenyoumeettheprospectforthefirsttime.
Meticulousplanningwillenableeverythingamandoestoappearspontaneous.
—MARKCAINE
6
THEPOWEROFSUGGESTION
Whateverweplantinoursubconsciousmindandnourishwithrepetitionandemotionwillonedaybecomeareality.
—EARLNIGHTINGALE
Humanbeingsaregreatlyinfluencedbythesuggestiveelementsintheirenvironments,especiallythehumanelements.Thesuggestiveinfluenceofacalm,confident,relaxedsalespersonisverypowerful.Thisiswhythemostsuccessfulsalespeopleareusuallythosewhoarethemosttranquilandeasygoing.Theyareusuallywelldressed,wellgroomed,andprofessionallookingineveryrespect.
Topsalespeoplehaveacalming,soothingeffectoncustomers.Theyhaveconfidenceinthemselvesandintheirproductorservice.Asaresult,wefeelconfidentinlisteningtothem.Wefeelconvincedaboutthethingstheysayandabouttheproductorservicetheyoffer.
TheExternalEnvironment
Eachpersonisstronglyinfluencedbyhisphysicalenvironmentaswell.Yourenvironmenthasatremendousimpactonhowyouthink,feel,andbehave.Smallchangesinyourenvironmentcanbringaboutimmediatechangesinthewayyoureactandrespondtowhatisgoingonaroundyou.
Forexample,normalroomtemperatureisaboutseventydegreesFahrenheit.Butifyouraiseorlowerthistemperaturebyfivedegrees,itcandramaticallychangeyourlevelofcomfortandtheamountofattentionyougivetowhatisbeingsaid.Ifyouaretoohotortoocold,yourdiscomfortwillleadyoutobe
beingsaid.Ifyouaretoohotortoocold,yourdiscomfortwillleadyoutobeirritable,demanding,andimpatient.
ThePeopleAroundYou
Inyoursuggestiveenvironment,perhapsthemostpowerfulinfluenceofallisthepeoplethatyoudealwith.Youareverystronglyinfluencedbythewaypeoplerespondtoyouandbehavewhenyouarearoundthem.
Muchofyourreactiontootherpeopleisinitiallysubconscious.Everyonehasexperiencedmeetingapersonandinstantlyhavinganegativeorpositivereactiontohimorher,evenbeforeawordhasbeenexchanged.Thereasonforthisinstantassessmentisthatyourpreviousexperienceswithmanyotherpeoplearestoredinyoursubconsciousmindaspartofyourpermanentmemorybank.Whenyoumeetanewperson,yoursubconsciousconnectsthedotsandgivesyouaninstantassessmentofthatperson,basedonyourpreviousexperiences.
Yourespondsubconsciouslytootherpeople;customersrespondsubconsciouslytoyou.Everythingyoudopriortothesalespresentation,andeverythingaboutyouwhenyoumeettheprospect,eitherincreasesordecreasesthequalityofthesuggestiveenvironmentanddetermineswhetherornotyoumakeasale.
YourInternalEnvironment
Thereareseveralsuggestiveinfluencesthatyoucancontrol.Theessentialsareyourappearance,yourvoice,andyourattitude.
Ifyoulookgood,yourvoiceisclearandconfident,andyourattitudeiscalmandoptimistic,theinitialimpactofyourpresencewillmakeapositiveimpressionontheprospect.
Fortunately,youcancontrolyourphysicalappearanceinalmosteveryrespect.Youcandressprofessionally,groomyourselfattractively,andcontrolyourposture.Yourgoalatalltimesistolookontheoutsideasifyouwereoneoftheverybestpeopleinyourfield.
PracticeYourSelling
Youcanassurethatyourvoiceisstrongandclearbypracticingyourpresentationaloudinfrontofamirror.Professionalactorsspendmanyhourswalking,talking,gesturing,anddeliveringtheirlinesbeforeamirror,exactlyasiftheywereattemptingtoprojecttheirvoicestothebackrowoftheaudience.Then,whenyouarewithaprospect,yousimplyturndownthevolumewhilemaintainingthesameconfidenceandenergy.Thishasaninordinatesuggestiveinfluenceonthemindoftheprospect.
BePositiveandCheerful
Youcancontrolyourattitude,makingsurethatitisupbeatandconfident,byusingthementalrehearsaltechniquesalreadymentioned.Youcanvisualizeyourselfregularlyasoneofthetopsalesprofessionalsinyourfield.Beforeyougointoseetheprospect,youcantalktoyourselfpositively,repeating,“I’mthebest!I’mthebest!I’mthebest!”Youcanstanderect,withyourbackstraightandyourchinup.Youcanlooktheprospectintheeyeandshakehandsfirmly.Youcancomeacrossasapositive,prepared,professionalsalespersonineveryrespect.
DressforSuccess
OneoftheturningpointsinmysalescareercamewhenafriendofminetookmeasideandaskedmeifIhadeverreadanythingabouttheproperclothestowearwhenImetwithacustomer.Icamefromafamilywherenooneeverworeasuit,andnooneevertoldmeabouttheimportanceofdressinbusiness.ButIwasareadystudent.
Myfriendexplainedafewthingsaboutdressingforsuccessinbusiness.LaterIboughtaseriesofbooksonthesubjectandstudieddressextensively.WhatIlearnedwasthat95percentofthefirstimpressionyoumakeonaprospectwillbedeterminedbyyourclothing.
ProspectsAreVisual
Prospectsareintenselyvisual.Thevisualimpactofyourclothesstrikestheprospectlikeawavehittingabreakwater,andexertsastrongsubconscious
prospectlikeawavehittingabreakwater,andexertsastrongsubconsciousinfluenceonthatprospect.Thewayyoulookontheoutsideisconsideredtobeanexpressionofthekindofpersonyouareontheinside.
Thevisualimpactofyourclothesstrikestheprospectlikeawavehittingabreakwater,andexertsastrongsubconsciousinfluenceonthatprospect.
Whenyouarewelldressedandgroomed,thecustomerunconsciouslyassumesthatyoucomefromagoodcompanyandthatyourproductorserviceisofgoodquality.Whenyoulookthepartofatopsalespersonatthefirstmeeting,theprospecttakesyoumoreseriouslyandismoreopentoyoursalesmessage.
WhoMakestheMostMoney?
Overtheyears,inmorethanathousandseminarswithmorethanamillionsalespeople,Ihavenoticedthatthebest-dressedsalespeoplearealwaystheonesmakingthemostmoneyintheirfields.Wheneverawell-dressedsalespersontalkstome,itisimmediatelyevidentfromhisconfidentattitudethatheismakingexcellentmoneyinhisfield.
Ontheotherhand,Iseecountlesssalespeoplewhohavenoideathattheyaresabotagingthemselvesandtheirsaleseachmorningwhentheyleavethehousedressedpoorly.Thetragedyisthatnoonehasevertakenthemasideandexplainedtothemhowimportantappropriatebusinessdressistosuccess.Worse,noonewantstocriticizeasalespersonbytellinghimorherthathisorherdressisnotappropriate.Everyoneknows,butnoonesaysanything.
Everysalespersonshouldreadatleasttwobooksonproperbusinessattireandthenfollowtheiradvicereligiously.Remember,indress,aswellasinallotheraspectsofselling,everythingcounts!Itiseitherhelpingyouorhurtingyou.Iteitheraddsordetracts.Yourdresseithermovesyoutowardthesale,ormovesyouaway.Dressisoneofthemostpowerfulofallsuggestiveinfluencesinselling.
TheFriendshipFactor
Oneofthemostnotabletruthsinsales,whichIhavealreadyaddressedbriefly,isthis:“apersonwillnotbuyfromyouuntilheisconvincedthatyouarehisfriendandactinginhisbestinterest.”
hisfriendandactinginhisbestinterest.”
AnotherpointinRobertCialdini’sbook,Influence,istheimportanceof“liking”insalessuccess.Ifaprospectlikesyou,thedetailswillnotgetinthewayofthesale.Butiftheprospectisneutralornegativetowardyou,thedetailswilltripyouupeverystepofthewayandoftenmakeasaleimpossible.
Thefirstunspokenquestionacustomeraskswhenhemeetsyouforthefirsttimeis“Doyoucareaboutme?”Ifyoudonotansweryesinthefirstminuteortwo,thecustomerwillquietlyloseinterestindoingbusinesswithyou.Hemaysitpolitelythroughyourvisitandyourpresentation,butattheend,hewillthankyouforcominginandtellyouthathewill“thinkaboutit.”
Weliketodealwithpeopletowardwhomwefeelfriendly.Wesetthestageforthisrelationshipinthefirstfewsecondsofthefirstconversation,andwiththefirstfewwords.
HairCare
Thefocusofthesalesconversationshouldbeonthefaceofthesalesperson.Forthisreason,groomingisoftheessence.Theruleisthatnothingaboutyourgrooming,oryourdressforthatmatter,shoulddistractfromthemessagethatyouaretheretodeliver.
You’veheardthesaying“birdsofafeatherflocktogether,”or“likeattractslike.”Thefactisthatweliketodealwithpeople,andbuyfrompeoplewhoaresimilartousinasmanyrespectsaspossible.Wefeelmorecomfortablewithpeoplewhodressthewaywedo,groomthewaywedo,havethesameattitudesandopinionsthatwehave,andsoon.Themoreyouharmonizeyourappearancesothatitisinkeepingwiththewaypeoplelookinthecustomer’senvironment,thelessresistancethecustomerhastolisteningtoyouanddoingbusinesswithyou.
Oneofourgreatestdesiresistofeelcomfortableinapersonalorbusinesssituation.Everythingyoudothatincreasesthelevelofcomfortofyourprospectalsoincreasesthelikelihoodthatyouwillmakeasaletohimorher.
LongHair,ShortSalesRecord
Someyearsago,ayoungsalesmanapproachedmeataseminarandaskedmeforadviceonincreasinghissales.Isawimmediatelyfromhislong,shaggyhairwhathisproblemwas.WhenIaskedhimabouthisbusiness,hetoldmethathisprimarycustomerswerebusinesspeopleinoffices.Hehadagoodproductatagoodprice,buthewasn’tmakingverymanysales.Thereasonforthiswasimmediatelyevidenttome.
Itoldhimthatifhewantedtobemoresuccessfulinsellingtobusinesspeople,hewouldhavetocuthishair.Heflaredupandsaidthathishairlengthshouldnotmakeanydifference.Helikedto“expresshispersonality”bywearinglong,shaggyhair,overhiscollar.Iexplainedtohimthathecouldwearhishairaslongashewanted,buthewastradinglonghairforsalessuccess.
ImmediateAction,ImmediateResults
Fortunately,hewasagoodstudent.Hewentoutandgothishaircut,butonlyalittlebit.Nonetheless,hissalesincreasedalmostimmediately.Sohecuthishairevenshorter.Again,hissalesincreasednoticeably.Hefinallywentallthewayandgotaconservative,businesslikehaircut.Hissalesjumped.
Hewasabletomoveoutofhisparents’house,getacar,andbegincreatingagoodlifeforhimself.Hewasdelighted.
Butalas!Hebegantothinkthathissuccesswassolelybecauseofhisgreatproductandexceptionalpersonality.Herevertedtohisoldwaysandstartedgrowinghishairlongerandlonger.Andashishairgrewlonger,hissalessloweddownoncemore.
Whenhishairwasoncemoreoverhiscollarandhelookedlikeashaggydoggoingfromprospecttoprospect,heranoutofmoneyandhadtomovebackhomewithhisparents.ThelasttimeIsawhim,hestillhadlonghair.Heworeoldclothesandhadholesinhisshoes.Hetrudgedfromappointmenttoappointmentwithlittlehope,andevenlesssuccess.
PresentingYourProduct
Yourproductorserviceshouldalwaysbeclean,neat,andpresentedinitsbestpossiblelight.Peoplearestronglyinfluencedbythesuggestiveimpactofaproductthatiscolorfulandattractive.Prospectsarenegativelyinfluencedby
productthatiscolorfulandattractive.Prospectsarenegativelyinfluencedbyproductmaterialsthataredirty,dingy,pepperedwithcoffeestains,orsloppyanddisorderly.Alwaystakethetimetoassurethatyoursalesmaterialslookexcellentineveryrespect.Remember,peoplearehighlyvisual.Whattheyseehasaninordinateimpactontheopinionstheyformofyou,yourproductorservice,andyourcompany.
PracticeYourPresentation
Yoursalespresentationshouldbewellorganized,practiced,andcompletewithalldetails.Asmuchas80percentofthevalueofyourproductorservice,asfarasyourprospectisconcerned,willbecontainedinthequalityofyourpresentation.Ifyoursalespresentationisrandomandwandering,theprospectwillconsideryourproductorservicetobelessdesirableorattractive.
Ifyourpresentationiscrispandwell-orderedandmovesstep-by-stepinalogicalprocess,thecustomerwillassumethatyourproduct,yourservice,andyourcompanyareequallyorderedandefficient.Aprofessionalsalespresentationcandramaticallyincreasetheperceivedvalueofwhatyouaresellingandsimultaneouslylowerpriceresistance.
PleasantSurroundings
Yoursurroundingsshouldalwaysbeclean,orderly,andemanatingsuccessandprosperity.Whenpeoplecometoyourplaceofbusiness,theyshouldimmediatelygetthefeelingthatthisisasuccessfulorganization.Everythingshouldbetidyandinitsplace.
InourAdvancedCoachingPrograms,wetrainsuccessfulentrepreneurstomakechangesintheimagesthattheypresenttotheircustomers.Theresultsourclientshaveachievedareoftenastounding.
Recentlyacouplewithasmallbusinesscomplainedthat,thoughtheywerequitesuccessfulingettingprospectstocometotheirofficeforaninitialsalesinterview,afterwardtheprospectswentawayandnevercameback.Thesetwoverytalentedpeoplewereconstantlyworkingonupgradingandimprovingtheirsalespresentationandmaterials,buttonoavail.Somethingtheyweredoing,orfailingtodo,wascostingthemanenormousamountofbusiness.
UpgradeYourOffices
Itturnedoutthattheyhadstartedtheirbusinessworkingoutoftheirhome.Whentheydecidedtomovefromtheirhome,theyrentedaninexpensiveofficeandsetitupwithusedfurniture.JustasIhadnotknownhowtodressproperlyasasalesperson,theydidnotknowhowtolayoutabusinessoffice.Becausenoonehadgiventhemanyadvice,theirofficelookedcheapandsecondhand.
Whenprospectscamein,inresponsetotheirsalesandmarketingactivities,theirfirstimpressionwasthatthiswasasecond-ratecompany.Theofficelookedandfeltlowbudget.Nomatterhowpositiveandcheerfultheywereindealingwiththeircustomers,prospectscouldnotgetoverthenegativesuggestiveimpactthattheappearanceoftheofficewashavingontheirsubconsciousminds.Theyleftandneverreturned.
TakeImmediateAction
Ourcoachingclassesareheldeveryninetydays.Oncethiscoupleunderstoodtheimportanceofthevisualimpactthattheirofficesweremakingontheirclients,theyresolvedtocompletelyredecorate,getnewfurniture,putinnewcarpets,hangartonthewall,installaprofessionalmusicsystem,andhavefreshcutflowersintheirreceptionarea.Theywentbackandimplementedtheseideasimmediately.
Whentheyreturnedtothecoachingclassafterninetydays,theywerebubblingwithexcitement.Theirclosingratiohadjumpedfromabout5percenttoabout50percent.Theyhadtripledtheirsalesandprofitability.Theywereabsolutelyamazedattheimpactthattheirattractiveandwell-appointedofficeshadontheirprospects.Theyreceivedcountlesscomplimentsfromtheirnewcustomersonhowbeautifullytheirofficeswerelaidout.Theyhadmorethanpaidforthecostofredecorationwithinthirtydaysfromadditionalsalesandprofits.
WorkfromaCleanDesk
Oneoftherulesofofficeetiquetteis“keepyourdeskclean!”Whenyouhaveaneatdeskandanorderlyoffice,youlooklikeasuccessfulperson.Ontheotherhand,whenyourdeskisclutteredwithallsortsofthings,youlookconfused,
hand,whenyourdeskisclutteredwithallsortsofthings,youlookconfused,disorderly,andincompetent.Peopleconcludethatitwouldbeunsafetodobusinesswithyou.
Youshouldonlyhaveonethingonyourdeskatatime,theonetaskthatyouareworkingonatthemoment.Everythingelseshouldbeputaway,indrawers,onthecredenzabehindyou,orinfiles.Youcanevenclearyourdeskbyputtingeverythinginastack,andputtingthestackonyourfloorbehindthedesk.Butkeepyourdeskclean.
DoubleYourProductivity
Inmyextensiveworkontimemanagementandpersonalproductivityovermorethantwentyyears,Ihavefoundthatpeoplewhoworkfromacleandeskaretwoorthreetimesasproductiveasthosewhoworkfromacluttereddesk.Whenyouworkfromacleandesk,youcanfocusandconcentrateononethingatatime.
Peoplewhoworkfromacleandeskaretwoorthreetimesasproductiveasthosewhoworkfromacluttereddesk.
Whenyourdeskiscluttered,youareconstantlyarrangingandrearrangingpapersandwork.Mostofthetime,youareunsurewhereeverythingis.Youspendanenormousamountoftimegoingbackandforth,gettinglittledone.Singlefocusisthekeytohighproductivity,andacleandeskisthekeytosinglefocus.
CreateanImpressionofValue
Whenyoulooklikeatotalprofessional,welldressedandwellgroomed,andyoursalespresentationisorganized,efficient,andeffective,thecustomergetstheunconsciousfeelingthatyouaresellingavaluableproductthatiswortheverypennyyoucharge.Asthecustomer’sconfidenceinyouandyourcompanyincreases,hisorherpriceresistancedeclines.First-classcompanies,representedbyfirst-classpeople,finditmucheasiertochargehigherpricesthantheirsecond-ratecompetitors.
TheWayYouSeeIstheWayYouWillBe
Tosucceed,youmustseeyourselfasacompleteprofessionalineveryrespect.Treatyourself,andyourcustomers,asifyouwereoneofthebest-educatedandmostknowledgeablepeopleinyourbusiness.
Thinkofthebehaviorofanaccountantormanagementconsultant.Ineachcase,theseprofessionalsdonotstartofftalkingtoyouinarandomfashion.Theyhaveaseriesofquestionsthattheyaskyou,inorder.Theyseekaspecificqualityandquantityofinformationthattheyrequestfromyouinasystematicway.Andthemoretheyfocusonaskingthatseriesofquestionsaboutyouandyoursituation,themoreconfidentyoufeelindoingbusinesswiththem.
YouAreaWorld-ClassProfessional
Imagineyourselfasa“doctorofselling.”Themoretimeyouspendaskingyour“patient”logical,intelligent,well-organizedquestions,themorehefeelsthatheisinthepresenceofaprofessional.Hisinitialsalesresistanceandskepticismdecline.Hisconfidenceinyouincreases.Herelaxesandopensup.Herealizesthatyouaretheretohelphimsolveaproblemorachieveagoal.Hebeginstoworkwithyouratherthanholdbackfromyou.
WalktheTalk
Bodylanguageisalsoimportantinselling.AccordingtoAlbertMehrabianofUCLA,themessageyouconveyinasalesconversationis55percentbodylanguage,38percenttoneofvoice,andonly7percentinthewordsthatyouuse.Becausepeoplearehighlyvisual,theyaremostaffectedbythepredominantmessagethatyouconvey,andthisisusuallycommunicatedbythewayyouholdanduseyourbody.
Whenyouwalk,imaginethatyourheadisdanglingfromastring,holdingyourentirebodyerect.Youshouldbreathedeeplywithyourshouldersbackandyourspinestraight.Raiseyourchinandlookstraightahead.
Walkandmovewithstrengthandconfidence.Pickupthepace.Don’tshufflealong.Movefast,asifyouhaveplacestogoandpeopletosee.Youroverallphysicalimpressionshouldbeoneofabusy,active,confident,andeffectivesalesprofessional.
salesprofessional.
ShakeHandsFirmlyandFully
Whenyoumeetpeople,giveastrong,full,firmhandshake.Thisinitialphysicalcontactcanoftenmakeorbreakthesaleforyou.Whenpeoplefeelyourhand,theymeasureyourcharacter.Whenyourhandshakeisstrongandfirm,theyassumethatyouhavegoodcharacterand,byextension,representagoodproductorservice.
SomesalespeoplethatImeetgiveweak,indifferenthandshakes,asifofferingacoldfish.Others,especiallywomen,givea“halfhandshake,”offeringtheirfingersinsteadofafullhandshake.Thissuggeststhatyouaredealingwitha“halfperson.”
Notlongago,agentlemancameuptomeatoneofmyseminarsandaskedmewhyhewashavingsomuchtroubleinhissaleswork.Hewasquiteproficientatgettingappointmentsoverthephone,butimmediatelyaftermeetingtheprospectinpersonforthefirsttime,thesalesconversationseemedtodeteriorate.
SomethingYouCan’tHide
Assoonasheshookhandswithme,Iknewtheproblem.HewasoriginallyfromIndia,fromaculturewherepeopledidnotshakehandswhentheymet.Asaresult,whenheheldouthishandtoaprospect,hisgripwasweakandsloppy.Theprospectimmediatelylostinterestinhimandhisproduct,andhecouldsenseit.
Noonehadevertoldhimthis.Hehadnoideahowimportantafirmhandshakewasininitiatingabusinesscontactinourculture.Hehadthoughtthatshakinghandswasmerelyaformalitythathadnomeaning.Whenhelearnedthatahandshakewasimportant,hebegantopracticegivingfirm,full-handedhandshakestoeveryonehemet.Hewrotetomelaterandsaidthathissaleshadjumpedfromtheveryfirstweekthathebeganpracticingthisnewtechnique.
TheProperGreeting
Someoneoncewrotealetterto“Ms.Manners,”askingifthepropergreeting
Someoneoncewrotealetterto“Ms.Manners,”askingifthepropergreetinguponmeetinganewpersonwas“Pleasedtomeetyou,”or“Howdoyoudo?”
Ms.Mannersrepliedbysayingthatthecorrectgreetingis“Howdoyoudo?”Humorously,sheaddedthatyoudonotsay,“Pleasedtomeetyou,”becauseyoudon’tyetknowifyouare.
Whenyoumeetaprospectforthefirsttime,offeryourhand,looktheprospectdirectlyintheeye,andsay,“Howdoyoudo?”Thisinitialcontactislikethekickoffinafootballgame.Ifitisdoneproperly,itcanmoveyoualongwaydownthefieldtowardthegoalpostsofasuccessfulsale.
SitErect,FacingForward
Whenyousitinasalessituation,alwaysfacetheprospectdirectly.Neverleanagainstthebackofthechair.Thismakesyoulookrelaxedanduncaringaboutthepurposeofyourvisit.Instead,sitwithyourbackerect.Leanforwardslightly.Stayalert,andbefullyengaged,bothphysicallyandmentally,inthesalesconversation.Youshouldlooklikearunneratthemark,waitingforthestartinggun.
Interestinglyenough,wearegreatlyinfluencedbythebodylanguageofthepeopletowhomwespeak.Whenyouaresittingupstraight,leaningforward,andawareofyoursurroundings,youcausetheprospecttobemoreinterestedandawareaswell.Heorshewillpaycloserattentiontoyouandbemoreinvolvedinyoursalesmessage.Atanunconsciouslevel,theprospectassumesthatwhatyouhavetoconveyisimportantandvaluable.Thatindividualwillthereforepaycloserattentiontoyouthanifyouwereleanedbackandrelaxedduringthesalesconversation.
GettheProspecttoOpenUp
Ifaprospectissittingwithhisorherarmsfolded,thisisusuallynotagoodsign.Occasionallyitisbecausetheofficeistoocold,butinmostcasesitisasignofdisinterest.Whenaperson’sarmsarefolded,itusuallymeanshismindisclosed.Foldedarmsareanunconsciousbody-languagewayofblockingoutincominginformation.Whenheunfoldshisarms,heopenshismind.
Gettheprospecttounfoldhisarms.Itisfortunatelyquitesimple.Toopenthe
Gettheprospecttounfoldhisarms.Itisfortunatelyquitesimple.Toopentheclientuptoyourmessage,beginbyaskingquestions.Ifhedoesnotrelaxandunfoldhisarms,handhimsomethingphysically,likeabrochureorpricelisttoread.Askhimtocalculateanumberorgiveyouabusinesscard.Useyouringenuitytogetthosearmsunfoldedsothatheismoreopenandreceptivetoyouandyourmessage.
UsePositiveBodyLanguage
Crossedlegscanbesendingthesamemessage.Whenacustomer’slegsarecrossed,itusuallymeansthatheisholdingbackinformation.Ifhislegsarecrossedattheankle,itmeansthatheisnottellingyoueverythingthatyouneedtoknow.
Intheprocessof“mirroringandmatching,”yourprospectwilltendtomimicyourownbodylanguage.Whenyoudeliberatelykeepyourarmsunfoldedandyourhandsopen,withyourfeetflatonthefloor,anklesuncrossed,yourprospectwilloftenengageinthesamebodylanguage.
Whenyouleanslightlyforward,listenattentivelytowhattheprospectissaying,nod,smile,andlisten,theprospectwilloftenengageinthesamebehaviors.Heorshewillsoonbeginspeaking,askingquestions,andlisteningmoreattentivelyaswell.
MinimizeNoiseandInterruptions
Peoplecanonlyconcentrateononethingatatime.Thisiswhyitissoimportanttominimizethenoiseanddistractionsintheenvironmentwhiletalkingtoaprospect.Trytoensurethattherearenointerruptions.Ifyouareinyourprospect’splaceofbusinessandthereisalotgoingonaroundyou,askifyoucanmovetoalocationwhereyoucanspeakforafewminuteswithoutinterruptions.Say,“Mr.Prospect,Ionlyneedabouttenminutesofyourtime.Istheresomewherewecouldsitwherewewouldn’tbeinterrupted?”
Youwillbehappilysurprisedathowmanyprospectswillimmediatelyagreetothis.
AvoidBarrierstoCommunication
AvoidBarrierstoCommunication
Whenyousitwiththeprospect,trytoavoidbarriers,liketablesordesks.Iftheprospectissittingbehindadesk,askhimifyoucouldsittogetheratatablewhereyoucanmoreeasilyshowhimthematerialthatyouhavebroughtwithyou.Ihaveneverhadaprospectrefusetogetupandmoveifasalespersonaskedhimtodosoinapoliteandpleasantway.
Whenyousitnexttoaprospect,alwayshavetheindividualsitonyourleft.Inthisway,whenyouturnthepagesofyourpresentationmaterial,itiseasyfortheprospecttoseeeverythingyouaredoing.Whenyouasktheprospecttomove,andheagrees,hebeginstheprocessofrespondingtoyourreasonablerequests.Thismovesyouclosertothepointatwhichyoucanaskforthesale.
SellingintheHome
Whenyouaresellinginthehome,therearecertainspecialpsychologicaldynamicstowhichyoumustpayattention.Firstofall,nevermakeasalespresentationinthelivingroom.Peopledonotmakeimportantbusinessorfamilydecisionsinthelivingroom;theymaketheminthekitchenoratthediningroomtable.Thesearetheplaceswheretheytalkaboutbusinessmattersthataffectthem.
Eventhoughyouareinvitedtositinthelivingroom,sayinstead,“Whydon’twesitatthekitchentable,wherewewillbemorecomfortable?”Thenstand.Thesuggestiveinfluenceofaprofessionalsalespersonstandingup,waitingtobeledtothekitchenordiningroomtable,isverypowerful,andalmostirresistible.
WaittoBeSeated
Whenyougettothekitchenordiningroomtable,waitforthemtoshowyouwheretosit.Eachpersonhasafavoritechairatthetablewheretheysiteachday.Youmustbesurethatyoudonotseatyourselfinthatchair.Whenyousitatthetable,makesureyoucanmaintaineyecontactwithbothpeople.Whenyouaskquestionsandexplainyourproduct,continuallyalternatethepersonyouarespeakingtosothatbothpeoplefeelfullyinvolvedinthepresentation.
AlwaysBePolite
AlwaysBePolite
Finally,withregardtoetiquette,whetherinaplaceofbusinessorathome,neverforgetyourmanners.Alwaysbecourteousandconsideratewithprospects,theiremployees,theirspouses,andwithotherpeopleintheoffice.
Whenyougotoyourappointmentataplaceofbusiness,alwaystreatthereceptionistwithcourtesyandrespect.Treateveryoneasifheorsheisreallyimportantandvaluable.Behavetowardeachpersonasifheorsheisamillion-dollarcustomerorhasthepotentialtobecomeone.
TheRewardforTreatingPeopleWell
Perhapsthegreatestbenefitofallfromtreatingpeoplewellisthis:wheneveryoudoanythingtoraisetheself-esteemofanotherperson,yourself-esteemgoesuptothesamedegree.Whenyouarepoliteandrespectful,youlikeandrespectyourselfmore,whilecausingotherpeopletolikeandrespectthemselvesmoreatthesametime.Themoreyoupracticethesecriticalsuggestiveelementsinselling,themorepowerful,positive,andconfidentyoubecome,andthehigheryoursaleswillbe.
ACTIONEXERCISES
1.Everythingcounts!Takecompletecontrolofeveryfactorthatyourprospectsees,hears,feels,anddoes;planinadvance.
2.Visualizeyourselfasa“doctorofselling,”asaworld-classprofessional,thoroughlyknowledgeable,withanexcellentproductorservice.
3.Dressforsuccess;patternyourdressafterthemostsuccessfulandhighest-paidpeopleinyourbusiness.Looklikethekindofpersonthatacustomercanconfidentlytakeadvicefrom.
4.Becourteouswitheveryoneyoumeet,fromthereceptionistthroughtothesecretaryandcustomer;alwaysbepositiveandcheerful.
5.Practicementalrehearsalbeforeeverysalescall;imagineyourselfascalm,controlled,optimistic,andcompletelyrelaxed;thewayyouseeyourselfisthewayyou’llbe.
6.Doeverythingpossibletoavoidnoiseordistractionsofanykindwhenyouaretalkingtoaprospect;havehimmoveifnecessarysohecanconcentrateonyouandyourproduct.
7.Walkerect,chinup;shakehandsfirmlyandconfidently;carryyourselfasifyouarethebestinyourfield.
Byvisualizingyourgoals,youcangetyoursubconsciousmindtoworktowardmakingthosesubconsciouspicturescometrue.
—SUCCESSMAGAZINE
7
MAKINGTHESALE
Anyfactisnotasimportantasourattitudetowardit,forthatdeterminesoursuccessorfailure.
—NORMANVINCENTPEALE
Everythingyoudointhesalesprocess,fromthefirstcontactthroughtothecloseofthesaleandthedeliveryoftheproductorservice,hasaneffect.Nothingisneutral.Everythingeitherhelpsorhurts.Nothingcanbelefttochance.Itallcounts.
Thefirstwordsoutofyourmouthbegintheprocessthatleadstoeitherasaleorarejection.Whenyoumeetaprospectforthefirsttime,hisorherlevelofsalesresistanceisatitshighest.Infact,allprospectshavewhatiscalled“generalizedsalesresistance”atthebeginningofanymeetingwithanysalespersonunderalmostanycircumstance.Thisisanormal,naturalpartoflivinginacommercialsociety.Itisaformofself-defense.
Self-DefenseAgainstSalesMessages
Theaveragecustomerisexposedtoperhapsthreethousandcommercialmessagesaday,fromallsources.Fromthetimehegetsupinthemorning,heisbombardedwithsalesmessagesontheradio,television,billboards,andstoresigns;innewspapersandmagazines;andintelephonecallsandmailsolicitations.Everywhereheturns,thereareadvertisementsshouting,“Buythis!”
Tosurviveinacommercialsociety,apersonmustdevelopahighdegreeofsalesresistance.First,hemustfilteroutmostofthesemessages,ignoringthem,iffornootherreasonthantobeabletofunctioneffectively.Second,hemustbeabletoresistdirectsalesapproachesfromsalespeoplelikeyou,orhewillendup
abletoresistdirectsalesapproachesfromsalespeoplelikeyou,orhewillendupbuyingeverythingthatisofferedtohim.Asaprofessional,learntoexpectthisgeneralizedsalesresistanceinyourfirstmeetingandtodealwithiteffectively.
TheApproachClose
Oneofthemosthelpfulwaystobeginasalesconversationiswiththe“approachclose.”Whenusedsuccessfully,thisclosecangettheprospecttoagreetomakingadecisionafteryouhavemadeyourpresentation.Ratherthanhissayingsomethinglike,“Well,letmethinkaboutit”or“Ineedtotalkitoverwithsomeone,”youcanaskforadecision,onewayortheother.
Youreduceinitialsalesresistancebysaying,“Mr.Prospect,thankyouverymuchforyourtime.Pleaserelax;I’mnotheretosellyouanythingrightnow.That’snotthepurposeofmyvisit.”
Ifyoudeliverthisopeningstatementwithasmile,theprospectwillrelaxalittle.Hewillstillbesuspicious,butnotasmuchasbefore.
Youthensay,“AllIwanttodointhetimewehavetogetherisshowyousomeofthereasonswhysomanyotherpeoplehaveboughtthisproductandcontinuetobuyit.AllIaskisthatyoulookatwhatIhavetoshowyouwithanopenmind,determinewhetherornotitappliestoyoursituation,andthentellmeattheendofourconversationwhetherornotthisproductmakessensetoyou.Isthatfair?”
Withthis“approachclose,”youareofferinganexchange.Youaresaying,“Iwon’ttrytosellyouanythingif,inexchange,youwilllistenwithanopenmind.”
AFairExchange.Almostwithoutfail,theprospectwillagreetoyouroffer.Hehasnothingtolose.Infact,heisnowcurioustoknowwhysomanyotherpeoplehavepurchasedyourproductandcontinuetopurchaseit.Hismindisopen,andheispreparedtolistentoyou.
Thereisaverystrongsuggestiveelementinvolvedinthisclose.Youaresuggestingthattheproductisalreadypopularandbeingusedbyagreatnumberofpeople.Allthatisbeingaskedoftheprospectisthatheagreeordisagreethatthesamereasonsthatotherpeopleareusingwhatyousellapplytohim.
Youthenbeginyoursalesprocessbyaskingquestionstofindoutwhatheisalreadydoingandhowyourproductorservicemightapplytohissituation.Likea“doctorofselling,”youconductathoroughexaminationtouncoverneedsthattheprospecthasthatyourproductorservicecansatisfy.
theprospecthasthatyourproductorservicecansatisfy.
Onceyouareclearabouttheprospect’ssituationandneeds,youcanpresentyourproductastheidealsolutiontohisneedsatthistime,allthingsconsidered.Attheendofyourpresentation,youhavethepsychologicaladvantage.
AskforanAnswer.Iftheprospectsays,“Well,Ihavetothinkitover,”youcanrespondbysaying,“Well,Mr.Prospect,Iappreciatethat,butyoupromisedyouwouldtellmeonewayortheotherifthisappliedtoyoursituationornot.”
Youthensay,“Andafterwhatyou’vetoldme,itseemsthatthisisidealforyouatthistime,unlessthereissomethingelsethatIdon’tunderstand.”
Thisforcestheprospecttogiveyouareasonforhesitatingorobjecting.Ineithercase,thisallowsyoutoanswertheobjectionandtogoonselling.Butwhenaprospectendswith“Iwanttothinkitover,”thereisnothingyoucando.Youcannotcontinuesellingunlessyouhaveanobjectionthatyoucananswer.Byusingthisapproachclose,youforcetheprospecttogiveyouanobjection,whichyoucanprobablyhandle.
Youcanusethisapproachclosewithvirtuallyanyproductorservice.Whenyousuggestthatlargenumbersofcustomershavealreadyboughtthis,andcontinuetobuyit,youbuildahighdegreeofpositiveexpectancyrightatthebeginning.Youtriggertheprospect’scuriosity.Yougethimtolistentoyouwithanopenmindandtogiveyouanyreasonsthatmightcausehimtohesitateattheendratherthanputtingyouoffwith“Letmethinkitover.”
TheDemonstrationClose
Thisisapowerfulclosingtechniquethatyoucanuseearlyinthesalesconversation.Itoftensetsuptheconditionsnecessaryforyoutomakeasaleattheendofyourpresentation.
Thedemonstrationclosestartswithastrongquestionaimedatthechiefresultorbenefitthatthecustomerwouldenjoywhenhebuysyourproduct,andsimultaneouslyqualifiestheprospect.
WhenIwassellingmutualfunds,thismethodwasveryeffective.Iwouldopenwiththequestion,“Mr.Prospect,ifIcouldshowyouthebestinvestmentavailableonthemarkettoday,areyouinapositiontoinvestfivethousanddollarsrightnow?”
ChangetheFocusoftheConversation.Thisquestionchangesthewholenatureoftheconversation.Itisnolonger“Willyoulistentome?”butrather“HowmuchareyoucapableofinvestingifIcanfulfillthepromisecontainedinmyopeningquestion?”
Theprospectmightsay,“Yes,iftheinvestmentisasgoodasyousay,Icouldinvestfivethousandtoday.”Youcouldfurtherqualifytheprospectbysaying,“Ifyoureallylikedit,couldyouinvesttenthousand,ormore?”
Theprospectcansayeitheryesorno.Ineithercase,youarequalifyingtheprospectmorenarrowlyanddeterminingexactlywhathisfinancialsituationis,evenbeforeyoubegintalkingaboutyourproductorservice.
Let’ssaytheprospectsays,“Idon’tthinkIhavefivethousanddollars.”
Youcanthenask,“Well,couldyouinvestthreethousandifitwasthebestinvestmentthatyou’veeverseen?”
Theprospectmightthensay,“Well,ifitwasasgoodasthat,Icouldprobablyinvestthreethousand.”
TheQualifiedProspect.Withthesequestions,youhavequalifiedtheprospectexactlyintermsofhisfinancialcapacity.Byansweringyourquestion,heisnowgivingyoupermissiontogiveyourpresentationandtoprovewhetherornotyouhavethebestinvestment,orthebestdeal,orthebestoffer,orthebest
combinationsoffeaturesandbenefits,orthebestofwhateverithappenstobethatyouofferedhiminyouropeningquestion.
Youcanthengiveyourpresentationanddemonstratethatwhatyouareofferingisabsolutelyexcellentforhim,rightnow,allthingsconsidered.Attheendofyourpresentation,hecannotsaythathecan’tafforditorthathedoesn’thavethemoneyrightnoworthathehastotalkitoverwithsomeoneelse.Hehasalreadyagreedthat,ifyourproductorserviceisanexcellentchoiceforhim,heisinapositiontobuyitatthistime.
ItWorkswithAnyProduct.Youcanusethisdemonstrationclosetobeginthesalesprocessforvirtuallyanyproductorservice.Youcanuseittosellsoftwareandsystems,businessopportunitiesorfinancialinvestmentadvice,insuranceorbusinessservices.Ifyouaresellinglifeinsurance,forexample,youcouldask,“Mr.Prospect,ifIcouldshowyouthemostcomprehensiveinsurancepolicyavailabletoprotectyourself,yourfamily,andyourhome,atperhapsthelowestavailablepriceinthemarkettoday,wouldyoubeinapositiontomakeadecisionrightnow?”
WhenIwassellingsalestrainingtobusinesses,Iwouldask,“Mr.Prospect,ifIcouldshowyouawaytoincreaseyoursalesby20to30percentoverthenextsixtotwelvemonths,areyouinapositiontogoaheadwithitrightnow?”
Iftheprospectsays,“Well,yes,ifyoucanshowmeawaytoincreasemysalesby20to30percent,Icouldmakeadecisionimmediately,”yourjobisthentoshowtheprospectthatyourproductorservicewilldefinitelydeliveronthepromiseyoumadeinyouropeningstatement.
YouCanDemandanAnswer.Thebeautyofthedemonstrationcloseisthatitforcestheprospecttogiveyouananswerattheendofthepresentation.Insteadofsayingthatheneedstothinkaboutitortalkitoverwithsomeoneelseorcheckhisfinances,orsomeotherexcuse,hehaspromisedtogiveyouananswerimmediately,onewayoranother.
BuyerPersonalityTypes
Therearesixbasicpersonalityprofilesthatyouwillrunintoeverydayinselling.Itisimportantthatyourecognizethesedifferentpersonalitystylesandthatyoulearnhowtodealeffectivelywitheachone.
1.TheApatheticBuyerThefirstpersonalitytypeyouwillmeetinsellingistheapatheticprospect.
Thistypeofbuyerrepresentsabout5percentofthetotal.Heisthekindofpersonwhoisnevergoingtobuyanything,nomatterhowgooditis.Heisusuallypessimistic,cynical,andoftendepressedoruninterested.
Theapatheticbuyerdoesn’tcarehowgooditis,howcheapitis,orhowsuccessfulitisforotherpeople.He’snotgoingtobuy,evenifyougiveitaway.
Yourunintoapatheticbuyersoccasionally.Theyusuallyhavealotofproblemsintheirownpersonalandbusinesslives.Theyaredownonthemselves,downonlife,anddownonyou.Theyhavesomanyproblemsthattheyjustdon’tcarewhatyouhavetooffer.Evenifyouareofferinganapatheticbuyeraone-hundred-dollarprizeforfivedollars,hewouldn’ttakeit.
Evenifyouareofferinganapatheticbuyeraone-hundred-dollarprizeforfivedollars,hewouldn’ttakeit.
Theywasteyourtime.Afriendofminewasoncesellinganexcellentproductfor$295.Thepersonwithwhomhewasspeakingwasperfectlyqualifiedtobuyitanduseit.Heneededit,andhecouldaffordit.Buthewasanapatheticbuyer.
Nomatterwhatmyfriendsaid,thiscustomerrepliedbysaying,“It’stooexpensive;it’stooexpensive;it’stooexpensive.”
Finally,inexasperation,thesalespersonaskedhim,“WhatifIgaveittoyoufortwohundreddollars?”
“It’sstilltooexpensive.”
Mysalesmanfriendsaid,“Howaboutonehundred?”
Mysalesmanfriendsaid,“Howaboutonehundred?”
Theapatheticbuyersaid,“Istillcouldn’taffordit.”
Finally,myfriendsaid,“Howaboutfivedollars?”
“Istillwouldn’tbuyit.”
Thisisthetypicalapatheticbuyer.Theyjustdon’tcare.Theyarenegativeandindifferent.Whenyoumeetthesepeople,youwillrecognizethemrightaway.Insteadoftiringyourselfoutwiththem,extricateyourselfaspolitelyasyoucanandleave.Goandtalktosomeoneelsewhowillbemorelikelytobuy.
2.TheSelf-ActualizingBuyer
Ontheotherendofthescaleofbuyertypes,youfindtheself-actualizingbuyer.Theself-actualizingbuyerisexactlytheoppositeoftheapatheticbuyer.Thesebuyersalsorepresentabout5percentofthecustomermarket.
Theself-actualizingbuyerknowsexactlywhathewants,exactlythefeaturesandbenefitsheisseeking,andexactlywhatpriceheiswillingtopayforit.Ifyouhavewhatheislookingfor,hewilltakeitimmediately,rightnow,withfewornoquestions.Heispositive,pleasant,andapleasuretodealwith.Allyouhavetodoishavetheproductorserviceheseeks,andthesaleismade.
Thesebuyersarerare.Theself-actualizingbuyer,liketheapatheticbuyer,israre,nevermorethanoneintwentyprospects.Butifyoucallonenoughpeople,everysooftenyourunintooneoftheseself-actualizingbuyers.Andthesaleissoeasythatyousaytoyourself,IfIcouldselllikethisallthetime,I’dberich!
Indealingwithself-actualizingbuyers,alwayssellthemexactlywhattheysaytheywant.Don’ttrytosellthemsomethingelseorsomethingdifferent,anddon’tchangethespecifications.Youmightgivethemsomeadditionalinformation,butdon’ttrytotalkthemintosomethingotherthanwhattheyhavetheirheartsseton.Ifyoudon’thavewhattheywant,tellthemimmediatelythatyoudon’thaveitandsuggesttothemwheretheymightfindit.
3.TheAnalyticalBuyer
Thethirdtypeistheanalyticalbuyer.Thispersonrepresentsabout25percent
ofthemarket.Thistypeofbuyerisself-containedandtask-oriented.Heisnotparticularlyoutgoing,butheisquiteconcernedaboutaccuracyanddetail.Theprimarymotivatoroftheanalyzerbuyerisaccuracy.
Youwillfindthesepeopleinanyfieldthatrequiresdetailorientationtobesuccessful.Theywillbeaccountants,engineers,bankers,financiers,loanofficers,andcomputerspecialists.Theprimaryfocusoftheirquestionstoyouwillbetheexactnumbers,details,andspecificationsofwhatyousell.
Slowdownandbeexact.Whenyouaredealingwithananalyticalbuyer,youmustslowdownandavoidgeneralizations.Bespecificandclear.Bepreparedtoprove,onpaper,everythingyousay.Themorepreciseyoucanbeaboutthebenefitsofyourproductorserviceandhowthiscustomercanacquirethem,theeasieritisforthispersontoeventuallymakeabuyingdecision.
Themoredetailyougivehimabouthowyourproductworks,whatitcosts,howitperforms,howitwillbeserviced,andsoon,thehappierhewillbe.Thesebuyerslovedetails.Theycansitandstudydetails,charts,andgraphsforhours.
Analyticalbuyersdonotmakedecisionsinahurry.Theyareslowtomakeuptheirminds.Theyneedtobeleftalonewithyourmaterialtoreflectonandanalyzeit.Theywilloftencomebacktoyouwithaseriesofquestionsforclarification.Thereisnopointintryingtorushthesepeople.Theyarefarmoreconcernedaboutmakingthecorrectdecisionthantheyareaboutsavingmoneyorspeedingupthetransaction.
4.TheRelaterBuyer
Anothertypeofcustomeryouwilldealwithistherelationship-orientedperson.Theserepresentapproximately25percentofthecustomermarket,dependingonwhatyousell.Theytendtobeself-containedandnotparticularlyexuberantorexpressive.Youhavetoslowdownandrelaxtogetalongwellwiththem.
Relatersareveryconcernedaboutpeople.Theyaresensitivetohowpeoplethinkandfeelaboutvarioussubjects.Inconsideringaproductorservice,theyareconcernedabouthowpeoplemightreactorrespondtotheirchoices.Theyimaginewhatpeople’sopinionsmightbe,positiveornegative,andtheyareoftenhypersensitivetotheopinionsofotherpeople.
Relatersnaturallygravitatetowardthe“helping”professions.Theybecometeachers,personneladministrators,psychologists,nurses,andsocialworkers.
Theyneedtobeliked.Thistypeofcustomerworriesaboutwhatpeoplemightthinkiftherelaterboughtaparticularproductorservice.Shealwayshastotalkitoverwithsomeone,oftenwithlotsofpeople.Sometimesshehastoaskeverymemberofherfamily,plusherfriendsandassociates,beforeshecanbuyanewproductorservice.
Theprimarymotivationofrelatersistogetalongwellwithothers.Theystriveforharmonyandhappinessamongthepeoplearoundthemandbecomedistressedatthethoughtofsomeonebeingunhappyforanyreason.
Focusonotherhappycustomers.Whenyouaresellingaproductorservicetoarelater,shewillaskyoualotofquestionsaboutotherswhousetheproduct.Shewillwanttoknowiftheproductwillbepopularandacceptedbytheotherpeoplewhowillbeaffectedbyherpurchase.Shewantstobesurethatotherswillfinditattractiveandsuitable.Ifyouaresellingherahome,herprimaryconcernwillbethelikelyreactionsofotherpeoplewhentheyseeandvisitthehome.
Whenyousellarelaterclothesorcars,hermaininterestwillbehowotherpeoplerespondtoherchoices.
Buildarelationship.Relatersliketotalkandaskquestionsaboutyouandhowyouthinkandfeel.Theyliketotalkabouttheproductorserviceandhowotherpeoplehavereactedtobuyingandusingit.Theywanttodeveloparelationshipwiththesalespersonuntiltheyfeelcomfortabletalkingaboutyourproductorserviceinthefirstplace.
Whenyoudealwitharelater,oranemotionalbuyer,shemaywanttospendanhourortwogettingtoknowyou,andthenhaveyoucomebackandspendanotherhourortwotobuildtherelationship.Shewantstofeelcomfortablewithyousothatshecangethermindaroundyouandtheproductorserviceyouareoffering.
Don’trushthem.Relater-typebuyerstendtobeslowinmakinguptheirminds;theyaregenerallyhesitantandindecisive.Theyliketothinkaboutthingsalot.Theycandecidetobuyyourproductandthenchangetheirmindscompletelyifoneotherpersonvoicescriticismordisapprovaloftheirdecision.
Youmustdeveloptheabilitytobepatient,sensitive,andthoughtfulwhendealingwithrelationship-orientedbuyers.
5.TheDriverBuyer
Thefifthtypeofbuyerismoretaskorientedthananyotherkind.Hehasthepersonalityprofileofthedirector.Heisdirect,impatient,andwantstogetstraighttothepoint.Heisbusinesslikeandpractical.Hisgreatestconcernisgettingresults.
Becausethetask-focusedbuyerisimpatientandoutgoing,hewillbedirectandtothepointwithyou.Hewillwanttoknowwhatyourproductis,whatitdoes,whatresultshewillget,howmuchitcosts,howsurehecanbethatyourproductorservicewilldeliveronyourpromises,andhowlongitwilltake.
Getstraighttothepoint.Adriverbuyerdoesnotlikesmalltalk,andhehasnointerestindevelopingawarmrelationshipwiththesalesperson.Hewantstogettothebottomlinequicklyandmakeadecision,yesorno.
Results-ortask-focusedpersonsgravitatetothoseoccupationswherethistemperamentismostindemand.Theybecomeentrepreneurs,hard-drivingsalespeople,andsalesmanagers.Theybecomeseniorexecutivesinpositionswheretheyaredirectlyresponsibleformeasurableresults.TheyarefirechiefsandtheheadsofSWATteams.Theyarepeoplewhogetthejobdonefastanddoitwell.
Theyarebusyandpreoccupied.Task-focusedbuyersarebusy.Youareinterruptingthemandkeepingthemawayfromsomethingthattheyconsidertobemoreimportantthanyou.Theywantyoutocuttothechasequickly.Theydon’twantabigbuildupabouthowyourproductorservicewasconceivedanddesigned.Theyonlywantyoutoanswerthequestion,“What’sinitforme?”
Theyonlywantyoutoanswerthequestion,“What’sinitforme?”
Thistypeofbuyerisapleasuretodealwithifyoucandemonstratethatyourproductorservicewillgethimtheresultshewants.Likeallbuyers,heseeksimprovement,andthecleareritisthatyourproductorservicewillimprovehislifeorwork,thefasterhewillgiveyouayesanswer.
Task-focusedbuyersaredecisiveandclear.Theyknowwhattheywant,andifyouhaveit,theywillwanttogetitandbeginusingitimmediately.Whenyoudealwithabuyerlikethis,youmustspeedupyourpresentation,gettothebottomlinequickly,andfocusonthespecificresultsorbenefitsthathewillenjoyifhebuysfromyou.Thistypeofbuyerrepresentsabout25percentofpotentialbuyers,dependingonwhatyousell.
6.TheSocializerBuyer
Thesixthtypeofbuyeristhe“socializer”-typebuyer.Thispersonisoutgoingandextroverted.Helikesworkingwithandthroughpeopletogetresults.Heisoftencalledthe“integratedbuyer”inthatheoperateswithanicebalancebetweenpeopleorientationandtaskorientation.
Thistypeofbuyergravitatestowardfieldsthatrequireahighdegreeofcoordinationamongdifferenttypesofpeopletogetthejobdone.Theybecomesupervisors,managers,andexecutives,aswellasorchestraconductors,senioradministratorsinlargeprofessionalfirms,presidentsofnonprofitorganizations,andotherpositionswheretheabilitytocoordinateavarietyofpeopletoaccomplishgoalsisnecessary.
Thesocializerisachievement-oriented.Becauseofhisextroverted,socializer-typenature,thechiefconcernofthispersonishimselfandotherpeople.Helikestotalkaboutyouaswellashimself.Helikestotalkaboutachievementandresults.Heenjoystellingyouwhathehasdoneinthepastandisveryinterestedinknowingaboutyouandwhatyouhaveaccomplished.
Sometimesthesocializerbuyeragreestooquicklyanddoesnotrememberdetails.Hemightagreetodosomethingwithyouorbuysomethingfromyou,andafewdayslater,forgetaboutitcompletely.Orevenworse,hewillremembertheconversationdifferentlyandwillbesurprisedatyourinterpretationofyourmeetingwithhim.
Putitonpaper.Whenyoudealwiththiskindofextroverted,outgoingbuyer,assoonasyoureachanagreementofanykind,youshouldwriteitdownandgetacopyofftohim.Remember,withthistypeofbuyer,“understandingspreventmisunderstandings.”
Thistypeofbuyerrepresentsabout25percentofthecustomermarket.Youcanalwaystellwhenyoumeetasocializer-typebuyer,becausehewillbewarm,
canalwaystellwhenyoumeetasocializer-typebuyer,becausehewillbewarm,friendly,outgoing,interestedinyou,andwillaskalotofquestions.
DifferentStrokesforDifferentFolks
Mostsuccessfulsalespeopletendtobeeithersocializersordirectors,oracombinationofthesetwostyles.Arelater-typesalespersonwouldusuallybetoosensitivetotheopinionsofotherstoeveraskfortheorderortrytoclosethesale.Ananalyzer-typesalespersonwouldbesoconcernedaboutdetailsandinformationgatheringthathewouldnevercallonaprospect.Ifhedidcallonaprospect,hewouldbefartooconcernedaboutgettingmoreinformationfortheprospectthanhewouldbeinaskingfortheorder.
Thegreatprobleminsalesisthatwealltendtoseetheworldthroughourowneyes.Asaresult,wetendtotreateverybodyelseasiftheyarethewayweare.Ifyouareasocializer,youwilltreateveryoneelseasiftheyarealsosocializers.Ifyouareadirector-typesalesperson,youwillbebluntandtothepointandexpectpeopletomakequickdecisionsonceyouhaveshownthemgoodreasonstobuy.
Personalityflexibility.Toachievesuccessinsales,youmustdeveloppersonalityflexibility.Thisrequiresthatyoutakeafewmomentstoassessthetypeofprospectyouaretalkingtoandadjustyourpersonalityaccordingly.
Ifyouaretalkingtoarelater,slowdown,askalotofquestions,andfocusontherelationship.Takethetimetohelptheprospectunderstandhowyourproductorservicewillbeappreciatedandacceptedbyotherswhowillbeaffectedbyit.Don’trushthepersonortrytogethertomakeaquickdecision.Bygoingslowlyandpatiently,youwilleventuallysucceedwitharelater-typebuyer.
Whendealingwithananalyzer,againyoumustslowdownandconcentrateondetails.Taketimetoanswereveryquestion,preferablyinwriting.Bespecificwithregardtoyourclaims.Inyourconversation,allowsilencesandgivetheprospectanopportunitytothinkaboutwhatyouhavejustsaid.Bepatient,polite,andpersistent.
GivetheCustomerWhatHeWants
Indealingwithadirector-typebuyer,youmustgetstraighttothepoint.Evenifyouareasocializerandyouliketotalkandgettoknowpeople,youmustholdthistendencyincheckwhiledealingwithadriver.Instead,answerhisquestionsdirectlyandfocusonthebottom-lineresulthewillgetfromusingyourproduct
directlyandfocusonthebottom-lineresulthewillgetfromusingyourproductorservice.Themoreconvincedthedriveristhatyourproductorservicewillhelphiminashortperiodoftime,thefasterhewillmakeabuyingdecision.
Whendealingwithasocializer,bepositiveandopen.Whentheprospectbeginstalkingaboutpersonalorbusinessmattersthathavenothingtodowithyourproduct,gentlybringtheconversationbacktofocusonthereasonforyourvisit.Whentheprospectagreestogoahead,writethesaleupquicklyandgetasignatureasfastasyoucan.Otherwise,hemightforget.
TakeTimetoObserveandAnalyzeOthers
Beforeyoubegintosell,figureoutwhattypeofpersonyouaretalkingto,andthenstructureyouranswersandyourpresentationinsuchawaythatitsatisfiestheirneedsratherthanyours.
Evenbetter,developfourseparatesalespresentations—theAnalyzer/Thinker,theRelator/Peopleperson,theDirector/Driver,andtheSocializer/Achievementtypeofbuyers.Bepreparedtoslipinandoutofdifferentsalesrolesasyoufindyourselfdealingwithdifferenttypesofcustomers.
MovingRightAlong
Thetruebeginningofthesalesprocessisafterthesalespersonhasestablishedacertaindegreeoftrustandrapportwiththeprospect.Trustisthemajorfactorinthesalesprocesstoday.Untilapersonlikesandtrustsyou,heisnotopentowhatyouaresellingorhowgooditcanbeforhimorhiscompany.Trustiseverything.
Thebiggertheproductorservice,thelongeritusuallytakestodevelopthisfeelingoftrustandrapport.Withlargeproductsorservices,theentirefirstmeetingcanbetakenupwithfeelingeachotheroutandsensingwhetherornotthereisagoodfitbetweenasalespersonandthecompany.
TheWaytoBuildTrust
Theverybestwaytobuildtrustinasalesrelationshipistoasktheprospectquestionsandlistencarefullytotheanswers.Themoreyoushowthatyouaregenuinelyinterestedintheprospectandhissituation,themoretheprospectwillbeopentogivingyouinformationandacceptingyourrecommendations.
Andneverevenstarttalkingaboutyourproductorserviceuntilyouhaveactivatedthefriendshipfactor.Youhavetodevelopabondoffriendshipbeforeyoucanbridgeintothedevelopmentofacustomerrelationship.
CustomersAreCareful
Insellingexpensive,sophisticatedproductswithlonglifeandinstallationtime,itwilloftentakethreeorfourvisitsjusttoreachthepointwheretherelationshipisstrongenoughthatyoucantalkbusinessseriously.Itisnotuncommonforthesalesprocesstorequiresixmonthsormoreofmeetingsandproposalsbeforethecustomerfeelscomfortableenoughtomakealarge,long-termcommitment.Bepatient.
Thereisagoodreasonforthiscautionanddelay.Inmanycases,theprospect’sreputationandevencareercanbeontheline.Ifhemakesthewrongbuyingdecisionforhiscompany,itcancosthimhisjob.Hecanbedemotedorevenfired.Forthisreason,hecannotaffordtomakeamistake.
BeginQualifyingEarly
Usetheapproachcloseorthedemonstrationcloseinyourfirstinteractionwiththecustomer.Thisenablesyoutoqualifyhimimmediately.Theanswertooneorbothofthesequestionstellsyouatthebeginningwhetherornotheisinthemarketforyourproduct.
“IfIcouldshowyouexactlythecaryouarelookingforatperhapsthebestpriceinthecity,wouldyoubeinterestedintakingitforadrive?”
Iftheprospectsays,“No,Ijustboughtacar,andIwon’tneedanotheroneforafewyears,”thenyouknowthatthispersonisnotaprospect.Thereisnopointintryingtoestablishahigh-qualityrelationshipandunderstandmoreabouthersituation.Sheisnotinthemarket.
ThePurposeofthePresentation
Youropeningquestionistodiscoverwhetherornotapersonisaprospectforwhatyouareselling.Thepurposeofsubsequentquestioningistofurtherqualifytheprospectandtodiscoverthekeyreasonswhyhemightbuy.
Eachproductcontainsavarietyoffeaturesandbenefits.“Featuresarouseinterest,butbenefitsarousebuyingdesire”thesayinggoes.
Thepurposeofthepresentationistoexplainthefeaturesthatyourproductorserviceincludesandtodemonstratethebenefitsthattheyoffertoyourprospect.Inaway,youareabitofadetective.Youarelookingforcluesthatwillleadyoutothesale.Youarepresentingfeaturesandbenefitsforthepurposeofelicitingbuyinginterestonthepartoftheprospect.Youarewatchingandlisteningtouncoverreasonswhyhewouldbuy.
PresentOneFeature/BenefitataTime
Theprocessofyourpresentationisnottoshowalloftheinformationavailableonyourproductorservice.Itistoshowonefeatureoronebenefitatatimeandtofindoutwhichofthesebenefitsareofgreatestinteresttoyourprospect.
Ifyouhavetenfeaturesandbenefitslistedinorderofdescendingimportance,fromthemostattractivebenefityourproductoffersdowntotheleast,unveilyourfeaturesandbenefitsinthatorder.Ifyourprospectbrightensupandbecomesintenselyinterestedwhenyoumentionyoursecondmostdesirablebenefit,youcanthenfocusonthat,andevenstartmovingtowardclosingthesale.
ConcludetheSale
Onceitisclearthatyourcustomermostdesiresaparticularbenefitthatyourproductorserviceoffers,youdon’tneedtogothroughnumbersthreethroughten.Whenyouhavefoundthehotbutton,beginfocusingonthatspecificbenefit,showingthecustomerhowhecanenjoythatbenefitwhenhebuysyourproduct.
Theprospectsays,inresponsetoaparticularpointinyourpresentation,“Wow!That’sgreat.I’veneverseenthatbefore.Weneedthataroundhere.Howlongdoesittaketogetsomethinglikethatdelivered?”
Whenthishappens,youcanaskfortheorderimmediately.Youdon’tneedtogoontalkinganyfurther.Simplysay,“Howsoonwouldyouneedthis?”andclosethesale.
BuyersAreSometimesReadyNow
Oneofthetopmutual-fundssalespeopleIevermethadspentyearsdevelopinghissalespresentation.Itmovedfromthegeneraltotheparticular.Itincludedeverybenefitthataninvestorcouldenjoyfromamutualfund.Bythetimethepresentationwascomplete,itincludedthirty-twodifferentpointsatwhichhecouldclosethesale.
Whathetoldmewasthateveryprospectiseitherveryclosetobuyingwhenhemeetsthesalespersonforthefirsttime,orveryfaraway.Actually,mostprospectsaresomewhereinbetween.Someprospectsonlyneedoneortworeasonstosayyes.Otherprospectsrequireamuchlongersalesprocessbeforetheyarereadytobuy.Hissalespresentationwasdesignedtobeeffectivewithanyprospecthemetatanystageofthebuyingcycle.
AskfortheOrderEarly
Sometimeshecouldcloserightatthebeginningwithahighlyqualifiedprospect.Inhismutualfundpresentation,hewouldstartbyaskingaquestionsuchas,“Wouldyouliketoseeawaytogetthehighestreturnonyourmoneywiththelowestpossibleriskinthemarkettoday?”
Iftheprospectsaidyes,myfriendwouldtakeoutapieceofpaperanddrawtwocircles.Hewouldsay,“Mr.Prospect,thesetwocirclesrepresentwhatyoucandowithyourmoney.Ifyouputyourmoneyintothefirstcircle,intoatraditionalsavingsaccount,youcanearn3to5percentonyourmoneybeforetaxes.Isn’tthatright?
“Butifyouputyourmoneyintothesecondcircle,intoawell-managedmutualfund,youcanmake10to15percentonyourmoneyandpaynotaxesonthemoneyuntilyouwithdrawit.Whichofthesetwowouldyouprefer?”
Oftentheprospectwouldsay,“WellIwouldratherget10to15percentonmymoney.”
Thesalesmanwouldsay,“Great!Whydon’twegetstartedrightaway?”
TakeActiontoClosetheSale
Hewouldthentakeoutanapplicationform,writethedateintheupperright-handcorner,andask,“Whatisthecorrectspellingofyourlastname?”Whentheprospectgavehimthespellingofhisname,thesalewasmade.Hewouldgoontowrapupthedetailsandconcludethetransaction.Thissalesmaneventuallybecameoneofthemostsuccessfulandhighest-paidpeopleinhisfieldinthecountry.
KeeptheInitiative
Sometimestheprospectwouldsay,“Waitaminute,waitaminute.Ineedsometimetothinkaboutthis.”
Hewouldimmediatelysay,“MayIask,howmuchmoneydoyouhaveinyoursavingsaccounttoday?”
“Aboutfivethousanddollars.”
Myfriendwouldthensay,“Mr.Prospect,whichdoyouthinkisbest,3to5percent,or10to15percent?”
“Well,Iguess10to15percentisbetter,”hisprospectwouldrespond.
“Exactly!Doyouhaveyourcheckbookwithyou?”Hewouldthensimplyassumethesaleandbeginfillingouttheform.Theprospectwouldhavetostophimtokeepthesalefromgoingthrough.Heseldomdid.
Whathefoundwasthat,indealingwithaqualifiedprospect,hecouldrollintothecloseofthesaleassoonastheprospectmadeitclearthathewantedtheprimarybenefitthathewouldgetfrombuyingtheproduct.Whatwehavefoundovertheyearsisthatmanysalesaredelayedfarlongerthantheyneedtobebecausesalespeoplearereluctanttoaskfortheorderandbringthetransactiontoaclose.
Manysalesaredelayedfarlongerthantheyneedtobebecausesalespeoplearereluctanttoaskfortheorderandbringthetransactiontoaclose.
SellingTangiblesVersusIntangibles
Closingthesaleonatangibleproductrequiresadifferentmethodthanclosingonanintangibleproduct.Whenyouhavemadeapresentationonatangibleproduct,suchasacar,aphotocopier,acellulartelephoneorarefrigerator,andtheprospecthasnofurtherquestions,youshouldaskfortheorderimmediately.Whentheprospectfullyunderstandswhatyouareselling,howitworks,andhowheorshewillbenefitfromowningandenjoyingit,itistimetoclosethesale.
Whenyouhavecompletedyourpresentation,theprospectknowseverythingthathewilleverknowaboutbuyingandenjoyingyourproductorservice.Hewillnotlearnanythingnewordifferentafteryouleaveorheleaves.Thisisthehighpointofthesalespresentation.Fromthispointonward,thecustomerwillgraduallyforgetthefeaturesandbenefitsoftheproductandgraduallylosehisinterestanddesireinpurchasing.
BePolitebutPersistent
Iftheprospectsays,“Well,itlooksprettygood;letmethinkitover,”youcanimmediatelyreplybysaying,“Mr.Prospect,atthismomentyoualreadyknoweverythingyouwilleverknowaboutthisproduct.Fromwhatyou’vetoldme,itlookslikeit’sanexcellentchoiceforyou.Whydon’tyoujusttakeit?”
Youwillbeabsolutelyamazedathowoftentheprospectwillsay,“Well,OK.I’lltakeit.”
Butifyougivetheprospectanopportunitytowalkawayand“thinkitover”chancesaretheprospectwillgraduallyforgetwhyhewaseverattractedtoyourproductorserviceinthefirstplace.Evenworse,theprospectwillrunintoanothersalespersonwhoisalittlemoreassertive,andwillendupbuyingyourproductfromtheotherperson.Thishappensallthetime.
NoMoreCallbacks
WhenIwasanewsalesman,juststartingout,Iwassellingadiscountcardfromofficetoofficeforaboutonehundredlocalrestaurants.Thepricewastwentydollars.Whenevertheownerofthecardshoweditinarestaurant,hewouldget10to20percentoffthebill.Thecardwouldthereforepayforitselfinoneortwouses.Itwasasimpleproduct,asimplebenefit,asimpledecision,andasimplesale.
ButwhenIwentoutselling,Iwasreallynervous.Iwouldmakemypresentationandthenwait.Theprospectwouldinvariablysay,“Well,letmethinkitover.”
Iwouldthanktheprospectverymuchandpromisetocallbackonhiminafewdaysafterhehadachanceto“thinkitover.”Surprise,surprise!Nobodyeverthoughtitover,andnobodyboughtthecard.WhenIphoned,theprospectwasneveravailable.IfIwentbacktohisoffice,Iwasleftsittinginthewaitingroomindefinitely.Iwasmakingalmostnosales,andIwasgettingdesperate.
TheLightWentOn
Oneday,Ihadarevelation.Irealizedthatitwasmewhowascausingprospectstohesitatefrombuying.Ihadalreadydecidedinthebackofmymindthatpeopleneededtothinkitover.Iwouldevensuggest,iftheprospectwashesitating,“Whydon’tyouthinkitover?”
Fromthatdayforward,Idevelopedanewtactic.AfterIhadgivenmypresentationandtheprospectsaid,“Well,letmethinkitover,”Iwouldsay,“I’msorry.Idon’tmakecallbacks.”
IrememberthefirsttimeIsaidthistoaprospect.Hewassurprised.Hesaid,“Whatdoyoumean?”Itoldhim,“Mr.Prospect,youknoweverythingyouneedtoknowtomakeadecisiontoday.Thisisagreatproductthatpaysforitselfinonetotwouses.Afterthatyoucansavefiveorahundredtimesthecostofthecard.Whydon’tyoujusttakeit?”
Tomysurprise,theprospectsaid,“OK.Thatmakessense.I’lltakeit.”
Iwalkedoutwithawholenewattitudetowardsellingandclosing.Onmy
Iwalkedoutwithawholenewattitudetowardsellingandclosing.Onmynextcall,Ididandsaidthesamethingsandagaingotasale.Onmythirdcall,itwasthesame.Soon,Iwassellingmorethananybodyelseinmycompany,andmorethanmostofthemputtogether.IsoldtovirtuallyeverypersonIspoketobecauseIrefusedtomakecallbacks.Thinkabouthowthismightapplytoyoursellingaswell.
IntangiblesAreDifferent
Ifyouaresellinganintangibleproduct,wheretheprospectmayormaynotbeinapositiontobenefitfromthevaluescontainedinyouroffering,youusuallyneedtomakemorethanonecall.
Onthefirstcall,youmerelyseparateprospectsfromsuspects.Youaskquestionsandqualifytheprospecttodeterminewhetherornothecanbenefitfromwhatyousell.Youfindouthisexactneedsandthenarrangetoreturnforasecondappointmentwithsomerecommendationsandperhapsawrittenproposal.
UsetheSales“Two-Step”
Insellinganintangibleproduct,suchasaninsurancepolicy,aninvestment,oranykindofservicethatrequirescustomizingandtailoringtothespecificneedsofthecustomer,usethetwo-stepsale.Onyourfirstcall,youaskquestionstodetermineiftheprospectcanbenefitfromyourproductorservice.Onthesecondcall,youreturnwithaproposalorarecommendation,completewithpricesandterms,andshowtheprospecthowheorshecanmostbenefitfromwhatyouareselling.
Thereasonyouuseatwo-stepsalewhensellingamorecomplexserviceisbecauseyouarenotinapositiontomakeabuyingrecommendationinthefirstcall.Youdonothaveenoughinformation,nordoyouhavesufficientrapportandtrust,toaskfortheorder.
PriorPlanningPreventsPoorPresentations
Onebehaviorthatseparateshighlypaidprofessionalsfrompoorlypaidamateursinthesalesprofessionistheplannedpresentation.Theplannedpresentationistwentytimesmorepowerfulthanthespontaneouspresentation.Allsalesprofessionalsinthetop10percentuseaplannedpresentation.Thelowmoneyearners,thoseinthebottom80percentofsalespeople,simplysaywhatevercomesoutoftheirmouthswhentheymeetwithcustomers.Thisisnotthepathforyou.
Lowmoneyearners,thoseinthebottom80percentofsalespeople,simplysaywhatevercomesoutoftheirmouthswhentheymeetwithcustomers.Thisisnotthepathforyou.
Theplannedpresentationisastep-by-stepprocessoflearningandteaching.Itbeginswithyouropeningquestion.Fromyouropeningquestion,youmovethroughtheprocessoflearningthesituationandneedsoftheprospecttoteachingtheprospectwhatyourproductdoesandwhatitcandoforhim.Youmovefromthegeneraltotheparticular,theknowntotheunknown.
Show,Tell,andAskQuestions
Thesimplestprocessisa“featureandbenefit”presentation.Asimpleformatyoucanuseforeveryfeatureandbenefitisthethreeparts—show,tell,andaskquestions.
Forexample,ifyouweresellinganewpieceofcomputersoftware,youwouldshowtheprospectthesoftwareloadedontothecomputer.Youwouldthentelltheprospecthowthesoftwarecanimprovehisbusiness.Finally,askaquestion:“Wouldthisbehelpfultoyouinyourbusiness?”
Three-PartPresenting
Anotherthree-partmethodofpresentingyourproductusesthestructure:“Becauseofthis,youcan,whichmeans...”Thesethreepartsaretheproductfeature,theproductbenefit,andthenthecustomerbenefit,whichisthereal
reasonthecustomerwillbuy.
Forexample,ifyouweresellingaflat-screentelevisionthathangsonthewall,youcouldsay,“Becauseofthisflatscreen[productfeature],youcanseefromeveryangle[productbenefit],whichmeansthatyoucanturnyourlivingroomintoatheaterforyourfamilyandfriends[customerbenefit].
Listeveryfeatureandbenefitofyourproductorservice,andthenwriteoutbothtypesofpresentation.Showwhatitis,tellwhatitdoes,andthenaskforfeedbackorapproval.Explaintheproductfeature,thebenefitofthatfeaturefortheproduct,andthenthebenefittothecustomerofboth.Youwillbeamazedathowmuchmorepersuasiveyourpresentationsbecome.
WhatYourProductDoes
Therearetwodifferentapproachestopresentinganyproductorservice,oneusedbytheprofessionalsandthesecondusedbyamateurs.Thefirstapproach,usedbyhighlypaidprofessionals,istofocusonwhattheproduct“does.”Thesecondapproach,usedbylow-paidamateurs,istofocusonwhattheproduct“is.”
Inreality,allthecustomercaresaboutiswhattheproductdoes,what’sinitforhim.Insellingtobusinesses,theprimaryreasonthatanyonebuysanythingistoeithermakeorsavetimeormoney.Thesearetheanswerstowhatyourproductorservice“does.”Whenyouspeaktobusinesspeople,theyareonlyconcernedwiththeendresult,thedirect,measurableoutcomethattheywillgetfromgivingyoumoneyforyourproductorservice.
FourQuestionsYouMustAnswer
Businesspeopleaskthemselvesfourquestions.Youmustanswerthesequestionsclearlyanddistinctlyifyouaregoingtomakethesale.Thequestionsare:
1.HowmuchdoIpay?
2.HowmuchdoIgetback?
3.HowsoondoIgettheseresults?
4.HowsurecanIbethatIwillgettheresultsyoupromise?
Yourentiresalespresentationmustrevolvearoundansweringthesequestionstotheprospect’ssatisfaction.
Often,youwillhavetobuildacaseforbuyingandusingyourproductorservice.Verymuchlikealawyerpresentingacaseincourt,youwillhavetopresentonepieceofevidenceaftertheother,insequence,witheachfeatureandbenefitleadingtoandreinforcingthenextfeatureandbenefit.
EmotionorLogic?
SometimesIaskmyaudiences,“Whatpercentageofaperson’sdecisionsisbasedonemotions,andwhatpercentageisbasedonlogic?”
Almosteveryonewillsaythatpeopleare90percentemotionalandonly10percentlogical.Butthecorrectansweristhatpeopleare100percentemotional.Thinkingtakestimeandeffort,butemotionsareinstantaneous.AsIdiscussedearlier,thisiswhyinsales,prospectsdecideemotionallyandthenjustifylogically.
Ifaprospectfeelsgoodaboutyouandyourcompany,ifhelikesyouandrespectsyou,ifyouhaveagoodrelationship,thenthepowerof“liking”willveryoftenleadtothesale.
LogicMakesSales
Nonetheless,nomatterhowmuchtheprospectwantsyourproductemotionally,hestillmustbeconvincedlogicallythathewillgettheemotionalbenefitsthathedesires.Asthesayinggoes,“Logicmakessales.”
Whenyoubuildyourpresentationfromthegroundup,movingfrompointtopoint,offeringspecificbenefitsandthenexplaininglogicallyhowtheprospectachievesthosebenefits,yoursalespresentationisbuiltonasolidfoundation.Oncethecustomerdecidestobuy,hewillremainsoldafterward,ratherthanhavingmisgivingsorbuyer’sremorse.
HereisanexampleofhowIusedtosellsalestraining,beginningwiththeemotion,thedesiretoincreasesalesresults,andthenreinforcingitwiththelogicalreasonswhythiswasachievable.
Myopeningquestionwouldbe,“Mr.Prospect,wouldyoubeinterestedinseeingawaytoincreaseyoursalesby20to30percentoverthenextsixtotwelvemonths?”
Iftheprospectwasresponsibleforsales,andqualified,hewouldsay,“Sure,whatisit?”
Iwouldrespond,“Mr.Prospect,thisisaprovenmethodologythathasworkedforhundredsofcompaniestoincreasetheirsales,anditisunconditionallyguaranteed.Ifitdoesn’twork,itcostsyounothing.”
Thiswouldimmediatelyrelaxtheprospectandenablehimtoopenupandlistentomewithgreatinterest.
AskLogicalQuestions
“Mr.Prospect,whoareyourhighest-paidsalespeople?Aretheytheoneswiththehighestlevelsofmotivationorthelowestlevelsofmotivation?”
Theprospectwouldalwayssay,“Mytoppeoplearethemostmotivated.”
Iwouldsay,“Great,that’swhateveryonesays.LetmetellyouwhatIthinkisthebestdefinitionofmotivation.Itisthis:‘motivationcomesfromanenhancedfeelingofcompetence.’
feelingofcompetence.’
“Inotherwords,Mr.Prospect,peoplearethemostmotivatedwhentheyfeelthattheyaremostcapableofgettingresults.Isn’tthattrue?”Theprospectwouldalmostalwaysagree.
“Mr.Prospect,whatwehavefoundisthatthemoreyoutrainyourpeoplewithprovensalesskillsandtechniques,themoremotivatedtheyaretousethemtomakemoresalesandmoremoneyforthemselves.Doesthatmakesensetoyou?”
Again,theprospectwouldalmostalwaysagree.
“Mr.Prospect,whatwe’vefoundisthatwhenwetrainpeoplewiththeseadvancedsellingskills,theirsalesgoupimmediately.Moreimportant,oncetheyhavethesenewskills,theycanusethemoverandovertogetevenbetterresults.Andthemoretheyusetheseskills,thebettertheygetatthem.Doesthatseemsensible?”
GiveMeasurableBenefits
“Mr.Prospect,ifyouraveragesalesincreasedjust10percentinthefirstmonth,theywouldprobablycontinuetoincreasethroughouttheentireyear.Isn’tthatright?”
Again,theprospectwouldagree.
“Mr.Prospect,ifyoursaleswentupsteadilyfromthefirstmonth,throughouttheentireyear,theywouldeasilyincrease20to30percentonaverage.Howmuchwouldthatmeanintermsoftotaldollarstoyourbottomlineifyouincreasedyoursales20to30percentoverthenexttwelvemonths?”
Theprospectwouldquicklycalculatethathisreturnoninvestmentinsalestrainingwouldeasilybe1,000percentormore.Foreverydollarhespentonsalestraining,hewouldgetbacktendollarsormoretohisbottomline.Oncetheprospecthadmadethiscalculation,itwasquiteeasytoclosethesale.
GuaranteeSatisfactionWheneverPossible
Myclosingargumentwouldbe,“Mr.Prospect,ifanyonewhotakesthis
Myclosingargumentwouldbe,“Mr.Prospect,ifanyonewhotakesthiscoursedoesnotfeelthatheorshewillgeta10or20percentincreaseinsalesbyusingtheseideas,therewillbenochargeforthatperson.Ifyoupersonallydonotfeelthatyourpeoplewillgeta10or20percentincreaseinsalesbyusingtheseideas,therewillbenochargefortheentireprogram.Howdoesthatsound?”
Usingthispresentation,goingfromthegeneraltotheparticular,focusingonthebenefitbutemphasizingthelogical,financialbenefitforthatprospect,Iwasabletosellmillionsofdollars’worthofsalestraining.Andbecausethesalesmethodsandtechniquesweresopowerfulandeffective,therewereneveranyrequestsforrefundsorrebates.Youcandesignyoursalespresentationsothatitachievesthesamekindsofresults.
PriceComesLast
Interestinglyenough,itwasonlywhenIhadclosedthesaleandgottenanagreementtoconductoursalestrainingprogramthattheprospectwouldsuddenlybecomealertandask,“Waitaminute.Howmuchisthisgoingtocost?”
Whenyouhavedesignedandgivenyoursalespresentationeffectively,thequestionofpricewillonlycomeupattheend,afterthedecisiontobuyhasbeenmade.Infact,iftheprospectasksyouhowmuchitisgoingtocostbeforeyouhavefinishedshowinghimwhathewillgetandwhatyourproductorservicewilldoforhim,refusetogivetheprice.Putoffthequestion.Say,“Thatisagoodquestion;I’mgoingtogettothatinamoment.”
Here’sawiseproverbfromtheworldofsales:“Priceoutofplacekillsthesale.”Ifyougivethepricetooearly,beforethecustomerknowswhatthepriceisfor,hewilloftenbecomepreoccupiedwiththeamountyouaregoingtochargeratherthanthebenefitsheisgoingtoreceive.Alwaysdelaydiscussionofpricinguntiltheendofthepresentation,whentheprospectclearlywantstoenjoythebenefitsthatyourproductorserviceoffers.
LearningandTeachingContinually
Inagoodpresentation,duringtheprocessoflearningandteaching,youlearnwhattheprospectneedsandyouteachhimhowhewillgetitfromtheproductorservicethatyouareselling.
Asyougothroughyoursalespresentation,askingquestionsandinvitingfeedback,youlearnmoreandmoreaboutwhattheprospectreallywants.Whenyourpresentationiswellplanned,ithasanirresistiblelogicandflow.Whenyoureachtheendofyourpresentation,theprospectshouldbereadytobuywhatyouareselling.Thisiswhytherealclosetakesplaceinthepresentation.
Whenyouhavemadeagoodpresentation,andtheprospectisconvincedthatyourproductisgoingtogivehimbenefitsthatfaroutweighthecosts,thenitissimplyamatterofwrappingupthedetailsattheendofthepresentation.
TaketheTimetoBePerfectlyClear
Beforeyoucanbeginyoursalespresentation,youmustbeabsolutelyclearaboutthespecificneedsofthisparticularprospectandhowyourproductorservicecansatisfythoseneeds.Inthisqualificationphase,theverybestwaytoelicittheseneedsisbyaskingplanned,open-endedquestionsthatelicitspecificinformation.
Listeningisthekeytobuildingtrust,tolearningthetrueneedsoftheprospect.Itisalsothekeytoestablishingahigh-qualityrelationship.Infact,listeningisthekeytosalessuccess.
Oneofthegreatestneedsthateachpersonhasistofeelimportant,tobeappreciatedandesteemedbyotherpeople.Listeninghasbeencalled“whitemagic”becauseofitsenormousimpactoninfluencingtheemotionsandpersonalityoftheotherperson.
BecomeaGreatListener
Therearefivekeystoeffectivelistening.Youcouldattendeverycourse,readeverymagazinearticle,andwatcheveryvideoonlistening,andtheywillstillboildowntothesefivekeys.
1.ListenAttentively
First,listenattentively,withoutinterruptions.Listenwithoutanyattempttoleapinandshareyourownideas.
Facetheprospectdirectly.Leanforward.Nod,smile,andagree.Beanactivelistenerratherthanapassivelistener.Focusonthemouthandeyesoftheprospectwhenheisspeaking.
Hereisagoodexercise.Imaginethatyoureyesaresunlampsandyouwanttogiveyourprospect’sfaceatan.Asyoulisten,keepmovingyoureyesupanddownoveryourprospect’sface,hangingoneveryword,asifshewereabouttogiveyouthewinninglotterynumberandshewouldonlygiveittoyouonce.
Imaginethatyoureyesaresunlampsandyouwanttogiveyourprospect’sfaceatan.
Listenasthoughyouhaveallthetimeintheworld.Listenasifyouwouldstillbehereifshewantedtotalkforeightyears,andyouwouldlovetoheareverysinglewordshesays.
ListeningAffectsPeople.Whenaprospectisintenselylistenedto,heexperiencesspecificphysiologicalchanges.Hisheartrategoesup.Hisbloodpressuregoesup.Hisgalvanicskinresponseincreases.Mostimportantly,whenapersonisintenselylistenedto,hisself-esteemgoesup.Hefeelsmorevalued.Helikeshimselfmore,andasaresult,helikesthepersonwhoislisteningtohimsointently.
Listeningisthemostpowerfulofalltechniquesinselling.Allofthehighest-paidsalesprofessionalsaredescribedas“verygoodlisteners.”They“seekfirsttounderstand,thentobeunderstood.”Theyconcentratealloftheirattentiononunderstandingthethoughts,feelings,andneedsofthecustomerbeforetheymakeanyattempttosell.
makeanyattempttosell.
2.PauseBeforeReplying
Second,pausebeforereplyingorcontinuing.Whentheprospectfinishesspeaking,pauseandwaitforthreetofivesecondsbeforeyouanswer.Eveniftheprospecthasaskedyouaquestiontowhichyouknowtheanswer,youmuststilldisciplineyourselftopauseforafewmoments.
Therearethreebenefitstopausing.First,whenyoupause,youconveytotheprospectthatyouarecarefullyconsideringwhathejustsaid.Thistellshimthatyouvaluehimandhiswords.Whathehassaidistooimportantforyoutorespondtooquickly.Asaresult,youraisehisself-esteemandself-respect.Youmakehimfeelbetterabouthimself,andbyextension,betteraboutyou.
Thesecondbenefitofpausingisthatitallowsyoutoheartheprospectatadeeperlevelofmind.It’salmostasthoughwordssoakintoyourmindaswatersoaksintothesoil.Whenyouallowsilenceaftertheprospect’swords,youactuallyunderstandwhatheorshereallymeant,muchmorethanyouwouldifyourepliedimmediately.
Thethirdbenefitofpausingbeforereplyingisthatyouavoidtheriskofinterruptingtheprospectifheisjustreorganizinghisthoughtsandpreparingtobeginspeakingagain.
AllowSilenceintheConversation.Salespeoplemustbecomecomfortablewithsilence.Thisiscriticaltosellingsuccess.Mostsalespeopleareabitimpatient,sometimesnervous,andeagertomakethesale.Asaresult,theyfeelthattheyhavetosaysomething,anything,whenasilencedevelopsduringthesalesconversation.
Rememberthesaying,thesellingtakesplacewiththewords,butthebuyingtakesplaceinthesilence.
Customersneedtimetoprocessthesalesconversation.Ifyoudonotallowsilence,whichpermitswhatisbeingsaidtosoakintotheirminds,theycannotprocessyoursalesmessage.Attheendofyourtimetogether,theywillhavenochoicebuttosay,“Leaveitwithme;letmethinkitover.”Andwhentheysaythis,youhaveinalllikelihoodlostthesalecompletely.
3.QuestionforClarification
Third,questionforclarification.Neverassumethatyouknowwhattheprospectreallymeantbywhathejustsaid.Instead,pauseandthenaskthequestion,“Howdoyoumean?”
Thisisoneofthegreat,all-purposequestionsforsalessuccess.Nomatterwhattheprospectsaysornomatterwhathisobjection,youcanalwaysfollowitupwith“Howdoyoumean?”
“Itcoststoomuch.”Howdoyoumean?
“Wecan’taffordit.”Howdoyoumean?
“Wearehappywithourexistingsupplier.”Howdoyoumean?
“Wedon’thaveitinthebudget.”Howdoyoumean?
Eachtimeyouaskthequestion,“Howdoyoumean?”theprospectwillexpandonwhathejustsaid.Hewillgiveyoumoredetail.Andeachelaborationincreasesthelikelihoodthathewilltellyouwhatyouneedtoknowtohelphimmakeabuyingdecision.
QuestionsEqualControl.Letmerepeatthisall-importantprincipleinsellingandcommunication:thepersonwhoasksquestionshascontrol.Peopleareconditionedtorespondtoquestionsfromearlyinfancy.Whenyouaskapersonaquestion,heorshealmostautomaticallygivesyouananswer.
Whenyouaretalkingatabout100to150wordsperminute,theprospectcanprocesswordsattherateof600wordsperminute.Thismeansthattheprospecthasthree-quartersofhistimeavailabletothinkofsomethingelsewhileyouarespeaking.Veryoften,prospectsdriftoffintotheirownthoughtsbecausetheyhavesomuchthinkingtimeavailabletothemwhenyouaregivingyourpresentation.
Butwhenyouaskaquestion,100percentoftheprospect’sattentionwillbefocusedonansweringyou.Itisalmostasifyougrabbedtheprospectbythelapelsandjerkedhimtowardyou.Whenyouaskaquestion,theprospectcannotthinkofanythingelsebuttheansweruntilitisgiven,givingyouthecontrol.
4.ParaphraseItinYourOwnWords
Feedbackwhattheprospectjustsaidinyourownwords.Paraphrasetheprospect’scommentsorquestions.Thisisknownasthe“acidtest”oflistening.Whenyoucanfeedbackwhatacustomersays,youprovetothecustomerthatyouwerereallypayingattention.Youwerenotjustlikeoneofthosetoydogsinthebackofacarwindowwithitsheadnoddingupanddown.Youwerereallylistening.
Onlyafteryouhavelistenedattentively,pausedbeforereplying,questionedforclarification,andfeditbackinyourownwordsareyouinapositiontocommentintelligentlyortomakeasalespresentation.
Listeningbuildstrust,andtheverybestwaytogetanopportunitytolistenistocontroltheconversationwithquestions.
5.UseOpen-EndedQuestions
Earlierwecoveredtheuseofopen-endedquestions.Thesearequestionsthatcannotbeansweredwithyesorno.Wheneveryouaskaquestionbeginningwiththepronounsoradverbswho,why,where,when,how,what,andwhich,youencouragetheprospecttotalkandgiveyoumoreinformationthatcanhelpyoutomakethesale.
Closed-EndedQuestions
Useclosed-endedquestionstobringaconversationtoaconclusion.Thesearequestionsthatcanonlybeansweredwithyesorano.Closed-endedquestionsalwaysbeginwithverbs,suchasare,is,anddo.“Areyoureadytomakeadecisiontoday?Isthiswhatyouarelookingfor?Doyouwanttogetstartedrightaway?”
Remembertodesignyoursalespresentationaroundquestionsthatyouhaveplannedinadvance.Asyouhavealreadylearned,tellingisnotselling.
PresentationMethods
Yourpresentationshouldalwaysmovefromthegeneraltotheparticularinalogicalorder.Usewhatiscalledthe“ascendingclose.”Withthis,youpresentyourproductfeaturesandbenefitsintheorderofimportance,fromthemosttotheleast.Usuallyyourmostpowerfulbenefitwillarousebuyingdesire.Butthisisnotalwaysthecase.Bepreparedtowalkthroughyourfeaturesandbenefits,remainingalertandawareoftheprospect’sreactions.Sometimesyourthirdorfourthbenefitwillbewhatinterestsyourprospectmorethananythingelse.
GettheProspectInvolved
Gettheprospectinvolvedandkeephiminvolved.Causehimtomove.Aprospectwhoissittingtherelikealumpofstone,neitherreactingnorresponding,isnotlikelytobuywhenyouhavefinishedyourpresentation.
Theverybestsalespeopleareactiveinthesalesconversation.Notonlydotheytalk,buttheymove,usetheirfaces,andgesturewiththeirhands.Theypasstheprospectinformationandtakeitback.Theyaskhimtocalculatenumbersandpercentages.
AsktheProspecttoSitSomewhereElse
Don’tbeafraidtopullyourchairaroundtheprospect’sdeskandsitnexttohimwhilemakingyourpresentation.Evenbetter,gettheprospecttomovetoatableortoanotherofficewherethereismoreroomforyourmaterialsasyoupresentyourproduct.Themoreaprospecttalksandmovesinasalespresentation,themorelikelyitisthathewillagreetobuyattheendofyourpresentation.
Themoreaprospecttalksandmovesinasalespresentation,themorelikelyitisthathewillagreetobuyattheendofyourpresentation.
UseVisualAidstoSell
Usevisualsalesaidswheneverpossible.Therearetwenty-twotimesthenumberofnervesfromtheeyetothebrainasfromtheeartothebrain.Ifallyouaredoingistalking,theprospectwillhaveahardtimepayingattentionorrememberinganythingthatyousay.
Usepictures,graphs,illustrations,andevenfinancialcomparisonsonpapertoreinforceanddrivehomeyourkeypoints.
Theaverageattentionspanofanadultisaboutthreesentences.Onceyouhavespokenthreesentencesinarowwithoutaskingaquestion,showingapicture,orgivinganillustration,theprospectbecomeslostinhisownworld.Hewillbebusythinkingaboutwhathewilldowhenyouleave.
Butassoonasyouaskaquestion,youjerktheprospectawakeandforcehimtofocushisentireattentiononyourpresentation.Whenyouuseillustrationscombinedwithquestions,youkeeptheprospecttotallyinvolvedthroughoutyourpresentation.
TellingIsNotSelling
There’sthatadageagain.That’sbecauseyourmosteffectivewayofpresentingisbytakingeveryimportantpieceofinformationthatyouhavetoconveyandrephrasingitasaquestion.Insteadofsaying,“Thiscosts$295perperson,”say,“Doyouhaveanyideahowmuchsomethinglikethisnormallycostsperperson?”Onceyouhaveaskeditasaquestion,youwillhavetheprospect’scompleteattentionwhenyouanswer.
TheTrialClose
Beginusingthetrialcloseveryearlyinthepresentation.Itisoneofthemostpowerfulofallclosingtechniques,anditcanbeusedthroughoutyoursellingwork.Sometimesitiscalledthesignpostcloseorthecheckclose.Youuseittofindoutifyouareontherighttrackortocheckifwhatyouaretalkingaboutisimportanttotheprospect.Itisawonderfulwaytogetfeedbackcontinuallythroughoutthepresentation.
Thebeautyofthetrialcloseisthatitcanbeansweredwithanowithoutstoppingthepresentation.
You:“Doyoulikethiscolor?”
Prospect:“No,Ihateit;it’stheworstcolorI’veeverseen.”
You:“Noproblem,we’vegotlotsofothercolorsyouwouldlikebetter.”
AskforFeedback
Someofthemostpopulartrialclosingquestionsthatyoucanaskare:
Doesthismakesensetoyousofar?”
Isthiswhatyouhadinmind?”
DoyoulikewhatI’veshownyouuptonow?”
“Wouldthisbeanimprovementonyourcurrentsituation?”
“Arewerightsofar?”
“Thisnewphotocopierwillproduce150copiesaminuteversusthestandardof100copiesperminute.Wouldthisbeimportanttoyouinyourbusiness?”
“No,Idon’tthinkso.Weneverneedtoproducealargenumberofcopiesinashortperiodoftime.”
“Noproblem,thismachinehasseveralotherfeaturesthatIthinkyouwillreallylike.”Andthenyougoonwiththepresentation.
FeedbackIsEssential
Whentheprospectsaysnotoaparticularfeatureorbenefit,heisgivingyouvaluablefeedback.Heisnotsayingnototheentireoffer.Heisonlysayingnotothatparticularfeature.
Thedifferencebetweenexperiencedsalespeopleandinexperiencedsalespeopleinthisareaisthatexperiencedsalespeoplepresentonefeatureorbenefitandthenaskforfeedback.Theymakesurethattheyunderstandwhatthecustomeristhinkingateachstateofthesalespresentation.
Inexperiencedsalespeople,outofnervousness,presenteveryfeatureandbenefit,oneafteranother,withouthesitatingorstoppingtogetfeedback.Attheendofthepresentation,thecustomerhasgoneintooverloadandhasnochoicebuttosay,“Leaveitwithme;letmethinkitover.”
ThePower-of-SuggestionClose
Youcanusethepower-of-suggestionclosethroughoutthepresentationtoplantseedsofreadinessinthecustomer’smind.Peoplethinkandmakebuyingdecisionslargelybasedonstoriesandwordpictures.Peopletakeininformationinalogicalform,butyourbraincanonlyholdacertainamountofdata.However,yourbraincanholdmillionsofpicturesandstories.
Theverybestsalespeoplearethosewhocontinuallypaintemotionalwordpicturesabouttheirproduct.Wordpicturescreateimagesinthecustomer’smind.Theseimagesoftentriggeremotionssuchasbuyingdesire.Longafterthepresentation,theprospectwillforgetallthefactsyougave,butwillstillrememberclearlythepicturesandstories.
CreateWordPictures
Forexample,imaginethatyouaresellingacar.Youcansay,“Youarereallygoingtolovethewaythiscarhandlesinthemountains.”
Whathappenswhenyousaythis?Theprospectseesandthinksofthecardrivingthroughthemountains.Heorsheinstantlytransportsintodrivingthiscararoundcurveswithforestsandlakesoneitherside.
Ifyouaresellinghomes,youcouldsay,“Youarereallygoingtoenjoylivingonsuchaquietstreet.Itisjustbeautifulhere.Thereisnotasoundintheevenings.It’ssorelaxing.”
Whenyoudescribeahouselikethis,theindividualimmediatelyreachesoutmentallyandemotionallyforthebenefits.Whenhisfriendslateraskwhyheboughtthisparticularhouse,hewillalmostinvariablytalkaboutthehouseintermsofhowquiettheneighborhoodis.
DoubleYourResponses
WhenIwasworkingasasalesconsultantforaresidentialrealestatecompany,wedevelopedapowerfultelephonequestionthatdoubledthenumberofpeoplecomingintolookathouses.
Inthebusinessofresidentialrealestate,companiesplaceadvertisementsin
thenewspapersforhomesforsale,invitingprospectivebuyerstophoneformoreinformation.Inmostcases,prospectivebuyerswilltelephone,askfortheverybestpriceandtermsavailableforthathouse,andthenhangup.Toooften,therealestatecompanywon’tevengetachancetomeetandtalktothesepeople.
AnswerQuestionswithQuestions
Ratherthangivingfactsanddetailsonthehome,wetaughtthemtoanswerinquirieswithasimplequestion.“Thankyouforcalling.MayIaskyouaquestion;areyoulookingforanidealhomeinaquietneighborhood?”
Thisquestionwascarefullyformulated.Whenthepersonansweringthephoneaskedthisquestion,itimmediatelytriggeredtwomentalpicturesinthemindoftheprospectivebuyer.Thefirstmentalpicturewashisorherpersonaldefinitionof“anidealhome.”Thispictureisdifferentforeveryperson.Butthethreewordsinstantlycausedthecallertovisualizewhatheorshepersonallyconsideredtobeanidealhome.
Thesecondpicturethisquestiontriggeredwasthesceneofaquietneighborhood.Thetwopicturesincombinationinvariablyelicitedtheanswer,“Ofcourse.Doyouhavesomethingthatfitsthatdescription?”
Therealestateagentwouldsay,“Well,asamatteroffact,wehavetwohousesthathavejustbeenlistedthatyoumightliketosee.Theyaren’teveninthenewspapersyet.Whenwouldyouhavetimetotakealookatthem?”
Thissimpleapproach,usingthepower-of-suggestionclose,morethandoubledtheflowofprospectscomingthroughthisrealestateoffice.Onceprospectshadcomeinandgoneouttovisithomeswithoneoftherealestateagents,theytypicallystayedwiththatagentuntiltheyhadfoundthetypeofhometheywerelookingfor.
TalkingPasttheSaleClose
Inconjunctionwiththepower-of-suggestionclose,youcanusethetalkingpastthesaleclose.Thismethodisverysimple.Youtalktotheprospectasifhehasalreadyboughttheproductorservice.Youdon’tevenaskhimforabuyingdecision.Yousimplytalkabouthowmuchheisgoingtoenjoytheproductorservicenowthatheownsit.
Forexample,theprospectisconsideringretainingtheservicesofyourcompany.Yousay,“Youaregoingtolovethetypeofservicethatyougetfromourcompany.Whenyouplaceanorder,it’sconfirmedwithinthirtyminutesandoutwithinthreedays,fasterthananyothercompanyinthebusiness.”
Thisimmediatelycreatesamentalpictureofspeedandefficiencyinthecustomer’smind.Thecustomerprojectshimselfintothepersonofasatisfiedcustomer,andseeshimselfenjoyingthebenefitsyoujustdescribed.
“Youaregoingtoadorelivinginthisneighborhood.Eventhoughit’squietandpeaceful,it’sclosetoschools,shopping,andthefreewaytogettowork.Thisisagoodchoice!”
“Withthisphotocopierinyouroffice,itwillsitoverthereinyourstaffroomproducingahundredcopiesaminute,anditwillbesoquietthatyouwon’tevenknowit’son.”
Ineverycase,prospectsbecomecustomerswhentheyhaveclear,exciting,emotionalwordpicturesofthemselvesenjoyingthebenefitsoftheproductorservicethatyouareselling.Yourjobistocreateasmanyexcitingpicturesaspossibleofthecustomerbenefitingfromwhatyousell.Themoreofthesepicturesyoucancreate,themoreirresistibleyourofferbecomes.
Yourjobistocreateasmanyexcitingpicturesaspossibleofthecustomerbenefitingfromwhatyousell.
TopSalesStrategy
Oneofmygraduatesisatopsalespersonforarecreationalvehicledealership.ShesellsRVsthatcostasmuchas$500,000each.Sheoutsellshercompetitors,
ShesellsRVsthatcostasmuchas$500,000each.Sheoutsellshercompetitors,bothatherowndealershipandthroughoutthestate,bythreetofivetimes.Sheisasuperstarinherfield.Andshehasasimpletechniquetoachievethisgoal.
Whenacouplecomesintolookatarecreationalvehicle,shefirstqualifiesthemtodeterminethattheyareseriousbuyers.Shethenshowsthemseveralvehiclestodeterminewhatsizeandpricerangetheyareinterestedin.Finally,shearrangestotakethemoutforacombinationlunchandtestdriveinthevehiclethattheyseemtolikethemost.
Acoupleofdayslater,asprearranged,shearrivesattheirhomedrivingthevehicle.Shehasthemmakethemselvescomfortableinside,andthenshedrivesthemtoanidyllicspotinapark,overlookingthelake,withthemountainsinthedistance.Sheswingsthevehiclearoundsothatthisbeautifulsceneisfacingthecoupleastheysitatthekitchentable.Shethentakesoutapicnicbasket,laysoutabeautifulluncheon,andservesittothemastheysitlookingatthemountains.
Afterlunchandafteransweringalltheirquestions,shesays,“Isn’tthisabeautifulwaytolive?Wouldn’tyoujustlovetobeabletogetawayinthisvehicleanytimeyouwanted?”
Thecouplelooksather,looksateachother,looksoutoverthemountainsandthelake,andthedecisionismade.Shesellsmorerecreationalvehiclesthananyoneelseinherindustry,andforgoodreason.
ACTIONEXERCISES
1.Planeverysalespresentationinadvance;designitsothatitmovesfromthegeneraltotheparticular,fromtheknowntotheunknown,startingwithyourmostattractivebenefit.
2.Asktrialclosingquestionsthroughout;invitefeedbackandresponsesaftereveryfeatureorbenefit.
3.Takethetimetodeterminethebuyerpersonalitystyleoftheprospectyouaretalkingto;makenoteofthequestionshe/sheasks;thesearegoodindicators.
4.Practiceflexibilitywithyourprospectsandcustomers;speeduporslowdown,begeneralorspecific,sothatyoucanselltomorediversepeople.
5.Createemotionalmentalpicturesofhowhappyyourprospectwillbewhileowningandusingyourproductorservice.
6.Designeachpartofyourpresentationtoshow,tell,andaskquestionsabouteachfeatureandbenefityoupresent;keeptheprospectinvolvedandactive.
7.Becomeanexcellentlistener;askgoodquestions,listenwithoutinterrupting,pausebeforereplying,andfeeditbackinyourownwordstoprovethatyoufullyunderstandtheprospect’ssituation.
Theonlycertainmeansofsuccessistorendermoreandbetterservicethanisexpectedofyou,nomatterwhatyourtaskmaybe.
—OGMANDINO
8
10KEYSTOSUCCESSINSELLING
Betruetothebestyouknow.Thisisyourhighideal.Ifyoudoyourbest,youcannotdomore.
—H.W.DRESSER
Thetop20percentofsalespeopleearn80percentofthemoney.Thetop5percentor10percentofsalespeopleearnvastlymorethanthat.Yourgoalistobecomeoneoftheverybestandhighest-paidpeopleinyourprofession.Fortunately,thisiseasierthanyoumightthink.
SuccessIsPredictable
OneoftheturningpointsinmylifewaswhenIlearnedaboutthelawofcauseandeffect.Thislawsaysthatforeveryeffect,suchashighincome,thereisaspecificcause,orcauses.Ifyoudowhatothersuccessfulpeopledo,youwilleventuallygetthesameresultsthattheydo.
Intheremainingpages,Iwouldliketopassontoyousomeofthecauses,orreasons,forgreatsuccess.Themoreofthemyoupractice,thebetterresultsyouwillget.Onceyoulearntheseideas,youcanpracticethemtimeandagain.Themoreyoupracticethem,thelesseffortwillberequiredforoptimumresults.Youwillmoveontothefasttrackinyoursalescareer.
1.DoWhatYouLovetoDoAlltrulysuccessful,highlypaidpeople,includingsalespeople,lovewhatthey
do.Youmustlearntoloveyourworkandthencommityourselftobecomingexcellentinyourfield.Thesetwogotogether,likeahandinaglove.
excellentinyourfield.Thesetwogotogether,likeahandinaglove.
Investwhateveramountoftimeisnecessary;payanyprice;goanydistance,makeanysacrificetobecometheverybestatwhatyoudo.Committoexcellence.Jointhetop10percent.
ExcellenceIsaDecision.Sadlyenough,themajorityofpeoplewilloftenspendtheirentirelivesinselling,anditwillneveroccurtothemthattheyshouldcommitthemselvestobecomingexcellentindoingit.
Thegoodnewsisthatyoudonothavetobethebestintheworldtoliveanextraordinarylife.Successinsalesgoestothepersonwhoisjustalittlebetterinthecriticalareasofselling.Ifyoutakethetimeandmaketheeffort,ifyoureallyputyourwholeheartintowhatyouaredoingandlearntolovetheprofessionofselling,youwillmoveintothebig-moneyranksofsalesprofessionals.
Self-EsteemandSuccess.Wespokeearlierabouttheimportanceofself-esteemandsuccess.Psychologistshavediscoveredthatyoucanneverreallyfeelhappyaboutyourselfuntilyouknowthatyouaregoodatwhatyoudo.Youcannevergenuinelylikeyourselfandacceptyourselfasaworthwhilepersonuntilyouhavebecomeverygoodinyourchosenfield.
Thereasonmanypeopleareunhappyisbecausewhentheywakeupinthemorningandlookatthemselvesinthemirror,thepersonwholooksbackatthemisnotverygoodatanythingthatmakesmuchofadifference.Menespeciallygettheirsenseofself-worthfromknowingthattheyarecompetentintheirfields.Ifamanisnotparticularlygoodatwhathedoesandisnotrecognizedbyothersforhiscompetenceandability,hefeelsunhappyandunfulfilled.
YouCanBetheBest.Everysinglepersonhastheabilitytobegoodatsomething.Everyonehastheabilitytoexcel.Itisalmostasthoughnaturehasbuiltan“excellencegene”intoeachperson.Anditisuptoeachpersontodiscoverwhathisorherareaofexcellenceis,andthentoputhisorherwholeheartintobecomingreallygoodinthatarea.
MichaelJordanwasoncecomplimentedonhisskillsasabasketballplayer.Thejournalistsaidtohim,“Youwereluckytobebornwithsuchtremendousathleticability.”
Jordanreplied,“Everybodyhasability;buttalenttakeshardwork.”
Manypeoplemakethemistakeofthinkingthatiftheyhavetheabilitytoexcelinafield,itwillcomenaturally.Butthefactisthatexcellenceistheresult
excelinafield,itwillcomenaturally.Butthefactisthatexcellenceistheresultofyearsofhard,dedicatedeffortinasingledirection.Thereisnosubstituteforhardwork.
2.DecideExactlyWhatYouWant
Don’tbewishy-washyorvague.Decideexactlywhatitisyouwantinlife.Setitasagoalandthendeterminewhatpriceyouaregoingtohavetopaytogetit.Mostpeopleneverdothis.
Accordingtotheresearch,onlyabout3percentofadultshavewrittengoals.Andthesearethemostsuccessfulandhighest-paidpeopleineveryfield.Theyarethemoversandshakers,thecreatorsandinnovators,thetopsalespeopleandentrepreneurs.Almosteveryoneworksforthem.
Onlyabout3percentofadultshavewrittengoals.Andthesearethemostsuccessfulandhighest-paidpeopleineveryfield.
TheGoalsFormula
Hereisasimpleseven-stepformulaforsettingandachievinggoals.IteachiteverywhereIgo,andithasoftenbeenlifechangingformyseminarparticipants.
First,decideexactlywhatyouwant.Ifyouwanttoincreaseyourincome,bespecificabouttheexactamountthatyouwanttoearn.
Second,writeitdown.Agoalthatisnotinwritingismerelyafantasy.Ithasnopowerorenergybehindit.Itislikeacartridgewithnopowderorlikecigarettesmokeintheair.
Third,setadeadlineonyourgoal.Yoursubconsciousmindlovesdeadlines.Itrequiresa“forcingsystem”toactivateallitspowers.
Ifitisalargeenoughgoal,setsubdeadlines.Ifitisaten-yeargoal,setagoalforeachyear,andthenforeachmonthofthecomingyear.Continuallymeasureyourprogressagainstyourgoalandyourdeadlines.
Fourth,makealistofeverythingyoucanthinkofthatyoucanpossiblydoto
achieveyourgoal.Whenyouthinkofnewactivities,addthemtoyourlist.Keepworkingatituntilyourlistiscomplete.
Themoreindividualstepsyouwritedownonyourlist,themoreexcitedyoubecomeaboutachievingyourgoalandthemoremotivatedyouwillbe.HenryFordsaid,“Anygoal,nomatterhowlarge,canbeachievedifyoubreakitdownintoenoughsmallsteps.”
Fifth,organizethelistbysequenceandpriority.Whenyouorganizebysequence,youdecidewhathastobedonebeforesomethingelsehastobedone.Youdeterminewhatcomesfirst,whatcomessecond,andsoon.
Whenyouorganizebypriority,youdeterminethemostimportantitemonyourlist,andthenthesecondmostimportant,thenthethird,fourth,andsoforth.
Onceyouhavealistofsteps,organizedbysequenceandpriority,youhaveaplan.Apersonwithagoalandaplanwillruncirclesaroundapersonwithonlyawishandahope.
Sixth,takeactiononyourgoal,whateveritis.Theprimaryreasonthatpeoplesucceedgreatlyisbecausetheyareactionoriented.Theprimaryreasonthatpeoplefailisbecausetheydonottakeaction.Failuresalwayshaveanexcusetoprocrastinate,untilfinallytheirenergyanddesirearegoneandtheyarebacktowheretheystarted.
Seventh,dosomethingeverydaythatmovesyoutowardyourmostimportantgoal,whateveritisatthattime.Dothis365daysperyear.Developthedisciplineofworkingonyourgoalsdailysothatitisasnormalandasnaturaltoyouasbreathinginandbreathingout.
Set10GoalsImmediately
Hereisanexerciseforyou.TakeasheetofpaperandwritethewordGoalsatthetopofthepage,plustoday’sdate.Thenwritedowntengoalsthatyouwouldliketoachieveinthenexttwelvemonths.Writeasquicklyaspossible.Thisexerciseshouldonlytakeyouthreetofiveminutes.
Onceyouhaveyourlistoftengoals,gooverthelistandaskyourself,Whichonegoalonthislist,ifIweretoachieveitwithintwenty-fourhours,wouldhavethegreatestpositiveimpactonmylife?”
Theanswertothatquestionbecomesyourmajordefinitepurpose.Thisbecomestheorganizingprincipleorfocalpointforyourlife.
Transferthisgoaltothetopofacleansheetofpaperandwriteitoutclearlyandindetail;makeitmeasurable.
Setadeadlineforwhenyouintendtoachieveit.
Makealistofeverythingyoucanthinkofthatyouwillhavetodotoaccomplishthegoal.
Organizethislistbysequenceandpriorityintoaplan.
Takeactiononthisgoal,andthendosomethingeverydayuntilyouachieveit.
YourMajorDefinitePurpose
Whenyougetupinthemorning,thinkaboutthisgoal.Asyouworkthroughtheday,thinkaboutthisgoal.Discussthisgoalwiththeimportantpeopleinyourlife.Intheevening,beforeyougotosleep,thinkaboutthisgoalandwhatitwilllooklikewhenyouachieveit.Continuallyvisualizeyourgoalasifitwerealreadyareality.Resolveinadvancethatyouwillneverquituntilyouachievethisgoal.Failureisnotanalternative!
ChangeYourLife
Thisexercisewillchangeyourlife.Ifyouhavethedisciplineanddeterminationtofollowallthestepslistedabove,withinoneyear,andperhapssooner,yourentirelifewillbedifferent.Bothyoursalesandyourincomewillincreasedramatically.Youwillfeelterrificaboutyourself.Youwillstarttomakerapidprogressineveryareaofyourlife.Youwillattractpeopleandcircumstancesintoyourlifethatcanhelpyou.Miracleswillhappen.
Attheendofayear,youwilllookbackandbespeechlessatwhathashappenedoverthepasttwelvemonths.Allittakesisapadofpaper,yourself,andlessthantenminutes.Giveitatry.Writedowntengoals,selectone,makeaplan,andseewhathappens.
3.BackYourGoalwithPersistenceand
3.BackYourGoalwithPersistenceandDeterminationOnceyoubegin,refusetoevenconsiderthepossibilityoffailure.Backyour
goalwithperseveranceandindomitablewillpower.Decidetothrowyourwholeheartandsoulintoyoursuccessandintoachievingthatgoal.
Don’tholdanythingback.Makeacompletecommitment.Resolvethatnothingwillstopyouordiscourageyou.
Youcantellwhereyouaregoingtobeinone,two,orthreeyearsbyhowwellyourespondtotheinevitableadversities,objections,anddisappointmentsthatyouexperienceeachday.Yourlevelofpersistenceinthefaceofsetbacksisyourmeasureofyourbeliefinyourself.
TheGreekphilosopherEpictetusoncesaid,“Circumstancesdonotmaketheman;theysimplyrevealhimtohimself.”
Adversityshowsyouwhatyouaremadeof.AsmyfriendCharlieJonessays,“It’snothowfaryoufall,buthowhighyoubounce,thatcounts.”
Youcanalwaystellhowsuccessfulyouaregoingtobebyhowquicklyyoubounceback.Yourdegreeofresilienceisthemarkandmeasureofyourcharacter.Yourabilitytotakethehardworkandroughshocksofselling,andtokeeponkeepingon,istheultimatedeterminantofyoursuccess.
4.CommittoLifelongLearning
Yourmindisyourmostpreciousasset,andthequalityofyourthinkingdeterminesthequalityofyourlife.Commityourselftolifelonglearning.Icannotemphasizethistoooften.
Notlongago,acollegestudentsentoutathirty-nine-pointquestionnairetoallthepresidentsofFortune500companies.Eighty-threeofthosepresidentscompletedthequestionnaireandsentitback.Thisisanextraordinarynumberofresponsesfromsuchabusygroupofpeople.
Thestudentwentthroughthequestionnairestofindoutwhatthesebusinessleadersconsideredtobethereasonsfortheirsuccess.Perhapsthemostcommonpieceofadvicefromthesetoppeople,repeatedoverandoveragain,was,“Never
pieceofadvicefromthesetoppeople,repeatedoverandoveragain,was,“Neverstoplearningandgettingbetter.”Thisappliestoyouaswell.
YourMindCanAppreciateinValue.Read,listentoaudioprograms,attendseminarsandcourses,andneverforgetthatthemostvaluableassetyouwilleverhaveisyourmind.
Butyourmindcanbemadetoappreciateinvalue.Ifyoupurchaseacar,itbeginstodepreciate,toloseitsvalueassoonasyoudriveitoffthedealer’slot.Ifyoubuyanykindofphysicalobject,itbeginstodeteriorateimmediately.Youcanincreasethevalueofyourmindbycontinuallyfeedingitnewinformationthatyoucanusetogetbetterresults.
IncreaseYourValue.Eachpersonstartsoffinlifewithalimitedamountofpracticalknowledgethathecanuseforthebenefitofotherpeople.Asyoulearn,youbecomemorevaluable.Themoreknowledgeyouacquirethatcanbeappliedtopracticalpurposes,thegreaterwillbeyourrewardsandthemoreyouwillbepaid.
Asyougothroughlife,gainingadditionalexperience,readingmorebooks,andupgradingyourskills,yourknowledgegrowsandyourrewardsinlifeincrease.Asyoumoveforwardinthelineoflife,towardthesuccessthatispossibleforyou,thelawofcauseandeffectapplies.
Insuccess,thelawofcauseandeffectissummarizedby“learnanddo.”Everytimeyoulearnandpracticesomethingnew,youmoveaheadintheline.Whenyoustoplearninganddoing,youstopmovingforward.Whenyouoncemorestartlearningandapplyingwhatyou’velearned,youstartmovingforwardagain.Themoreyoulearnanddo,thefasteryoumovetowardthefrontoftheline.
KeepFillingYourBucket.Imaginethatyourcurrentquantityofknowledgeandskillislikewaterinabucket.Thewaterleveldeterminesyourincome.Whenyoustartoffinlife,yourbuckethasverylittleknowledgeandskillinit.Yourresultsandrewardsareminimalaswell.Asyouincreaseyourlevelofknowledgeandskill,yourbucketgetsfuller.Yourlevelofrewardsandrecognitionincreases.Overtheyears,yourbucketgetsfuller,thislevelincreases,andyourincomegoesup.
Buthere’stheproblem.Thereisaholeinthisbucket.Ifatanytimeyoustoplearningandpracticingnewskillsoraddingnewknowledgeandideas,youdonotstayinthesameplace.Your“waterlevel”drops.Youactuallybegintofall
notstayinthesameplace.Your“waterlevel”drops.Youactuallybegintofallbackinthelineoflife.Peoplestarttopassyou.Ifyoudonotcontinuallyupgradeyourknowledgeandskill,youloseyouredge.Yourcurrentknowledgeandskillbecomeincreasinglyobsoleteandoflessvalue.
NeverStopLearning.Anenormousnumberofadultsdonotunderstandthis.Theygettheirbasiceducation,butthentheytrytocoastontheirminimalknowledgeandskillformanyyears.Theyareflabbergastedandangrywhenyoungerpeoplepassthemintherace.Theybecomefrustrated.Noonehasevertoldthemthatcontinuouslearningisasessentialasbathingorbrushingtheirteetheachday.Ifyoudon’tdoitforanyperiodoftime,itsoonbecomesevidenttoeveryonearoundyou.
Ifyouarenotcontinuallylearningandgrowing,theknowledgeyouhaveisactuallydiminishing.Theincompetentpersonoftomorrowisthepersonwhohasstoppedlearningtoday.Theilliteratepersonisthepersonwhoisnolongerlearning,growing,andincreasinghisvalueeverysingleday.Thepersonwhodoesnotreadisnobetterthanthepersonwhocannotread.
Resolvethatyouaregoingtolearnandpracticesomethingneweachday.Readeverymorning,listentoaudioprogramsinyourcar,takeallthetrainingyoucanget,andcontinuallyputyournewknowledgeintoaction.
5.UseYourTimeWell
Yourtimeisallyouhavetosell.Itisyourprimaryasset.Howyouuseyourtimedeterminesyourstandardofliving.Resolvethereforetouseyourtimewell.
Yourtimeisallyouhavetosell.Itisyourprimaryasset.
Becauseofthe80/20rule,somethingsyoudoareworthvastlymorethanotherthings,eventhoughtheytakethesamenumberofminutesandhours.Yourgoalistofocusonthoseactivitiesthatcontributetheverymostvaluetoyourlifeandyourwork.
Begineverydaywithalist.Thebesttimetomakeupyourworklististhenightbefore,priortowrappingupfortheday.Writedowneverythingthatyouhavetodothenextday,startingwithyourfixedappointmentsandthenmovingontoeverythingyoucanthinkof.Neverworkwithoutalist.
ontoeverythingyoucanthinkof.Neverworkwithoutalist.
Timemanagementexpertssaythatyouwillincreaseyourproductivityby25percent,orgaintwoextrahoursperday,bytheveryactofplanningyourdayinadvance.Yourlistbecomesthekeytoyourtimeandlifemanagementsystem.
SetClearPriorities
Onceyouhavealist,setprioritiesonyourlist.Determinewhatismoreimportantandwhatislessimportant.Askyourself,IfIcouldonlydoonethingonthislistbeforeIwascalledoutoftownforamonth,whichonethingwoulditbe?
Whateveryouranswer,putacirclearoundthatitem.Thenaskyourself,IfIcouldonlydotwothingsonthislistbeforebeingcalledoutoftownforamonth,whatwouldtheseconditembe?”
Circlethatitemaswell.Thenaskyourselfthisquestiononemoretime.
Thisexerciseforcesyoutothinkaboutwhatisreallyimportant,ratherthanwhatismerelyurgentorbusywork.Onceyouhavedeterminedyourhighestprioritytask,youknowwheretostartandwhattoworkon.
SelectYourMostImportantTask
Agoodtimemanagementquestionforyoutoaskis,whatonething,ifdoneinanexcellentfashion,wouldhavethegreatestpositiveimpactonmywork?Thereisalwaysonethingthatyoucandothat,ifyoudoitwell,canhaveasignificantinfluenceonyourresultsandyourrewards.
Avariationofthisquestionis,whatcanI,andonlyI,dothat,ifdonewell,willmakearealdifference?
Everyhourofeveryday,thereisonlyoneanswertothisquestion.Thereissomethingthatonlyyoucandothatwillmakearealdifference.Thisissomethingthatnooneelsewilldoforyou,ifyoudon’tdoit.Butifyoudoit,andyoudoitwell,itcanmakearealdifference.Whatisit?
Thefinalquestionyouaskinsettingprioritiesis,whatisthemostvaluableuseofmytime,rightnow?
Again,askthisquestioneveryhour.Thereisalwaysasingleanswertothisquestion.Yourjobistomakesurethat,whateveryouaredoing,itisthemostvaluableuseofyourtimeatthatmoment.
FocusandConcentrate
Thefinalkeytotimemanagement,onceyouhavemadealistandsetpriorities,isforyoutobeginonthemostimportanttaskbeforeyou,andthentoconcentrateonitferventlyuntilitiscomplete.Yourabilitytofocusandconcentrate,tobeabsolutelyclearaboutyourmostimportanttask,andthentodoonlythattaskuntilitisdone,willdomoretodoubleandtripleyourproductivityandperformancethananythingelse.
6.FollowtheLeadersDowhatsuccessfulpeopledo.Followtheleaders,notthefollowers.Dowhat
thetoppeopleinyourfielddo.Imitatetheoneswhoaregoingsomewherewiththeirlives.Followthepeoplewhoareachievingthekindofthingsthatyouwanttoachievesometimeinthefuture.
Lookaroundyou.Whoarethepeoplethatyouadmirethemost?Whichonesaregettingtheresultsthatyouwanttoachieveinthemonthsandyearsahead?Identifytheverybestpeopleinyourfieldandpatternyourselfafterthem.Decidetobelikethem.Associatewiththemasmuchaspossible.
Ifyouwanttoknowhowtobeasuccessfulsalesperson,gotothetoppeopleinyourbusinessandaskthemforadvice.Askthemwhatbooksyoushouldreadandwhataudioprogramsyoushouldlistento.Askthemwhatcoursesyoushouldtake.Inquireabouttheirattitudes,philosophies,andapproachestotheirworkandtheircustomers.
LearnfromtheBest
Successfulpeoplewillalwayshelpotherpeopletobesuccessful.Peoplewhoareextremelybusywiththeirownlivesandworkwillalwaysfindtimetohelpyou,ifyougenuinelywanttobesuccessful.
Whenyouaskforadvicefromasuccessfulperson,takethatadvice.Dowhatthewinnerencouragesyoutodo.Buythebookandreadit.Gettheaudioprogramandlistentoit.Attendthecourse,andpracticewhatyoulearn.Thengobacktothatpersonandtellhimorherwhatyouhavedone.Thatindividualwillwanttohelpyouevenmore.
ChooseYourRoleModels
Ataseminarformorethanathousandsalesprofessionalsnotlongago,asalesmancameuptomeatthebreakandtoldmeaninterestingstory.Iknewimmediatelythathewassuccessfulbecauseofhisappearance.Hewaswelldressed,well-groomed,confident,positive,relaxed,andeasygoing.Hehadthefeelingofsuccessabouthim.
Hetoldmethatwhenhestartedout,hehungaroundwiththejuniorsalespeople.Overhisfirstsixmonths,henoticedthattherewerefourtopsalespeopleinhiscompanywhoseemedtoassociatemostlyamongthemselves.Theydidnotspendtimewiththejuniorsalespeople.
Heobservedthejuniorsalespeople,himself,andthetopsalespeople,andnoticedonethingimmediately.Thehigher-paidsalespeopleweredressedfarbetterthanthelower-paidsalespeople.Theyweresharp,chic,andprofessionallooking.Theylookedlikesuccessfulpeople.
AskforAdvice
Oneday,heaskedoneofthetopsalespeoplewhathecoulddotobemoresuccessful.Thesalespersonaskedhimifheusedatimemanagementsystem.Asithappened,thisyoungfellowhadneverbeenintroducedtoatimemanagementsystem.Thesuccessfulsalespersontoldhimthesystemheusedandshowedhimwheretogetit.Andhedid.Andheusedit.Andhebegantousehistimemoreefficiently.
Afterthat,hebegantomodelhimselfafterthetopsalespeople.Notonlydidheaskthemforadviceaboutwhattoreadandlistento,butheobservedthemandmadethemhisrolemodels.Eachmorning,beforehestartedout,hewouldstandinfrontofhismirrorandaskhimself,DoIlooklikeoneofthebest
salespeopleinmybranch?
LookthePart
Hewascriticalofhimself,especiallywithregardtohisdressandgrooming.Ifhedidnotfeelthathelookedlikeatopsalesperson,hewouldcontinuetomakechangesuntilhedid.Onlythenwouldhegoofftowork.
Withinayear,hewasoneofthetopsalespeopleinhisbranch.Heonlyassociatedwiththeothertopsalespeople.Hehadbecomelikethem.
MovingUp
Asaresultofhishighlevelofsales,hewasinvitedtothenationalsalesconvention.Attheconvention,hemadeapointofgoingtoeachofthetopsalespeoplefromaroundthecountrysometimeduringtheconventionandaskingfortheiradvice.Notsurprisingly,theywereflattered,andtoldhimsomeofthethingsthattheyhaddonetomovefromthebottomtothetopoftheirfield.Whenhegotbackhome,hewrotethemlettersofthanksandputtheirideastowork.Hissaleswentup,up,andaway.
Soonhewasthetopsalesmaninhisbranch,andlater,thetopsalesmaninthestate.Overaperiodoffiveyears,hetransformedhislife.Atthenationalsalesconventions,hewasinvitedontothestagetoreceiveprizesandawards.Byhiseighthyearinthebusiness,hewasthetopsalesmaninthecountry.
Whathetoldmewasinteresting.Hesaidthatallofhissuccesshadcomefromaskingothertopsalespeoplewhattheyweredoingandthenfollowingtheirguidance.Butwhathelearnedwasthat,eventhoughthesetopsalespeoplehadbeengoinguponthestageandreceivingprizesforsalesexcellenceyearafteryear,hewasthefirstpersonwhohadeversoughtthemoutandaskedthemforadvice.
FlywiththeEagles
DavidMcClellandofHarvard,authorofTheAchievingSociety,observedthatthemajordifferencebetweensuccessandfailureinlifeisyourchoiceofa
“referencegroup.”
Heconcludedthat“birdsofafeatherflocktogether.”Thereferencegroup,thegroupthatyouchoosetoassociatewithmostofthetime,largelydetermineswhatyouaccomplishinlife.Youtendtotakeonthevalues,attitudes,dress,andlifestyleofthepeoplearoundyou.
Ifyouassociatewithsuccessfulpeople,youtendtoadopttheirattitudes,philosophies,mannersofspeakinganddress,workhabits,andsoon.Innotime,youwillstarttogettheresultstheydo.
TheFatalError
WhatMcClellandalsofoundwasthatthechoiceofanegativeorunmotivatedreferencegroupcouldbeenoughinitselftocondemnapersontolifelongunderachievementandfailure.Apersoncouldgotothebestuniversity,getthefinesteducation,andhavethegreatesttalentsandabilities,butifheassociatedwithunsuccessfulpeople,hewouldbeafailureaswell.
Whatwehavefoundisthatachangeinyourreferencegroup,movingfromonecompanytoanother,orstartingtoassociatewithsuccessfulpeople,cantransformyourlifeandyourresults.ButasZigZiglarsaid,“Youcan’tflywiththeeaglesifyoukeepscratchingwiththeturkeys.”
Humanbeingsareverymuchlikechameleons.Wetakeontheattitudesandbehaviorsofthepeoplewithwhomweassociate.Webecomelikethesepeople.Weadopttheiropinions.Thepowerofsuggestion,especiallytheoutlooksandviewofotherpeople,exertsanenormousinfluenceonhowwethinkandfeelaboutourselves,andhowwebehaveonaday-to-daybasis.
7.CharacterIsEverythingGuardyourintegrityasasacredthing.Nothingismoreimportanttothe
qualityofyourlifeinoursociety.Inbusinessandsalessuccess,youmusthavecredibility.Youcanonlybesuccessfulifpeopletrustyouandbelieveinyou.
Guardyourintegrityasasacredthing.
Instudyafterstudy,theelementoftrusthasbeenidentifiedasthemostimportantdistinguishingfactorbetweenonesalespersonandanother,andonecompanyandanother.
AsStephenCoveysays,“Ifyouwanttobetrusted,betrustworthy.”Honestymeansthatyoualwayskeepyourword,andyoualwaystellthetruth.
BeTruetoYourself
Thereisanotherelementtointegritythatisequallyimportant.AsShakespearesaid,“Tothineownselfbetrue,andthenitmustfollow,asthenighttheday,thoucanstnotthenbefalsetoanyman.”
Youmustbetruetoyourself,totheverybestthatyouknow.Youmustliveintruthwithyourselfandrefusetoengageinself-delusion.Youmustbeperfectlyhonestandnotwishthatthingscouldorwouldbeotherthantheyare.Developtheabilitytofacetheworldandseelifeasitis,notasyouwishitwouldbeorcouldbe.
Mostpeopleareprettyhonest.Theydon’tlie,cheat,orsteal.Theydotheirwork,paytheirtaxes,anddealstraightforwardlywithothers.Buteventhemosthonestpeoplesometimeswishandhopeandwanttobelievethingsthatarenottrue.
PracticetheRealityPrinciple
JackWelch,presidentofGeneralElectric,saidthatthemostimportantprincipleinleadershipisthe“realityprinciple”andthatthisprincipleisbasedontheneedtoseekthetruth,whereveritmightlead.“Dealwiththeworldasitis,”hesaid,“notasyouwishitwouldbe.”
WheneverhehadtodealwithaproblemordifficultyatGeneralElectric,hisfirstquestionwouldbe,“What’sthereality?”
Inyourlife,itisabsolutelyessentialthatyoubetruetoyourself,andthatyouliveintruthwithyourself.Itisvitalthatyoubetruetothebestthatisinyou.Youmustdothethingseverydaythatleadtothegoalsyouhavesetforyourself.Facetherealityofyourlife,whateveritis.Thisisthemarkofthetrulyhonest
person.
8.UnlockYourInbornCreativityThinkofyourselfasahighlyintelligentperson,evenagenius.Recognizethat
youhavegreatreservesofcreativitythatyouhaveneverused.Sayaloud,overandover,“I’magenius!I’magenius!I’magenius!”
Thismaysoundlikeanexaggeration,butitisn’t.Thefactisthateverypersonhastheabilitytoperformatgeniuslevelsinoneormoreareas.Youhavewithinyou,rightnow,theabilitytodomoreandbemorethanyoueverhavebefore.Youhavetheinborncapacitytoexceedallyourpreviousaccomplishments.Youhaveenormousreservesofcreativityandintelligence.AsDennisWaitleysays,“Youhavemorepotentialthanyoucouldusein100lifetimes.”
UseYourInbornTalents
Oneofyourforemostaimsinlifemustbetoidentifyyourspecialtalentsandthentodevelopthosetalentstoahighlevel.Thisiswhereyourintelligenceshinesthrough.Intesting,95percentofyoungchildrenperformedatgeniuslevels.Butwhenthosesamechildrenweretestedasadults,only5percentstillperformedwithhighlevelsofcreativityandimagination.Intheinterveningyears,theylearnthat,“ifyouwanttogetalong,youhavetogoalong.”
Theverybestareaofgenius,orspecialtalentforyou,wouldbeintheartofselling.Onlyabout10percentofsalespeoplearecompletelysuitedtoperformallsevenofthekeyskillsinsellingatahighlevel.Ifthisisthecaseforyou,thenyouarevirtuallyguaranteedalifetimeofhighearningsandgreatprofessionalsuccess.
HowtoDetectYourSpecialTalents
Thereareseveralwaysthatyoucandetectyourareaofspecialtalent.First,itissomethingthatyouenjoydoing.Whenyouarenotdoingit,youthinkaboutitandaboutgettingbacktoit.
Second,itissomethingthatabsorbsyourattentioncompletely.Whenyouaredoingwhatyouareuniquelysuitedtodo,youlosetrackoftime.Youoftenforgettoeat,drink,orrestwhenyouaredoingwhatyouaremeanttodo.
Third,youlovetolearnaboutitandbecomebetteratitthroughoutyourlife.Youarehungryforbooks,audioprograms,andcoursesthatgiveyouideastobeevenbetterinyourareaofspecialtalent.
Fourth,youlovetotalkaboutit,discussit,hearaboutit,andassociatewithpeoplewhoaredoingwhatyouareideallysuitedtodoyourself.
Sometimesyouhearpeoplesay,“WhenIamatwork,Idomywork.ButwhenIleavework,Idon’tthinkaboutitatall.”Thistypeofpersonhasalimitedfutureinwhateverheisdoing.Apersonwhodoesnotthinkabouthisworkwhenheisawayfromitisapersonwhoisnotsuitedtothatlineofwork.Ifyouaredoingtherightthingforyou,yourworkandyourpersonallifeareinterwoven,withonlyathindividinglinebetweenthetwo.
Fifth,andperhapsthebestindicationofyournaturaltalent,isthatitissomethingthatiseasytolearnandeasytodo.Infact,youforgethowyoulearneditinthefirstplace;itwassoeasyforyou.Itseemstobeanaturalexpressionofyourpersonality.Youdoiteasilyandwell,almostwithouteffort.
Oneofthereasonsforunderachievementisthatmanypeopleconsiderthemselvestobeaverageratherthanexceptional.Theylookatotherpeoplewhoaredoingbetterthantheyareandassumethatthosepeoplearebetterthantheyare.Butiftheythinkinthatway,theirlogicalconclusionisthat,ifsomeoneelseisbetter,theymustbeworse.Ifsomeoneelseisworthmore,theymustbeworthless(read“worthless”).Thisfeelingofworthlessnessandmediocritycanleadtoanacceptanceofaverageperformance,evenwhentheyarereallycapableofsuperiorperformance.
9.PracticetheGoldenRulePracticetheGoldenRuleinallyourinteractionswithothers:Dountoothers
asyouwouldhavethemdountoyou.
Thinkaboutyourselfasacustomer.Howwouldyouliketobetreated?Obviously,youwouldwantasalespersontobestraightforwardwithyou.Youwouldwanthertotakethetimetothoroughlyunderstandyourproblemorneed
wouldwanthertotakethetimetothoroughlyunderstandyourproblemorneedandthenshowyou,stepbystep,howhersolutioncouldhelpyouimproveyourlifeorworkinacost-effectiveway.
Youwouldappreciatehonestyandstraightdealing.Youwouldwantthesalespersontoexplaintheweaknessesaswellasthestrengthsofherproduct.Youwouldthenwantthesalespersontofollowthroughonherpromisesandtofulfillhercommitmentstoyou.Ifthisiswhatyouwouldwantfromasalespersonsellingtoyou,thenbesuretogivethistoeverycustomeryoutalkto.
TheUniversalMaxim
PracticetheUniversalMaximofEmanuelKant,theDutchphilosopher.Hesaid,“Conductyourlifeasthoughyoureveryactweretobecomeauniversallawforallpeople.”
Imaginethateveryoneinyourworldwasgoingtobehaveandtreateveryotherpersonthewayyoudid.Whenyousetthisasyourstandardforbehavior,youwillfindyourselfpracticingtheGoldenRuleandtreatingeachpersonlikeamillion-dollarclient.
Askyourself:Whatkindofacompanywouldmycompanybe,ifeveryoneinitwerejustlikeme?
Imaginethateachpersonwhomeetsyouisgoingtojudgeyourentirecompany,management,products,services,guaranteesandwarranties,andfollow-upsupportbasedonhowyoutreatedhimorher,oneonone.
Themarkofsuperiorpeopleisthattheysethighstandardsforthemselves,andtheyrefusetocompromisetheirstandards.Theyimaginethateveryoneiswatchingthem,evenwhennooneiswatching.Youcantellthecharacterofapersonbywhathedoesandhowhecarrieshimselfwhenheisalone.
10.PaythePriceofSuccess
Finally,andperhapsmoreimportantthananythingelse,resolvetoworkhard.Thisisoneofthegreatkeystosuccessinlife.InthebackgroundresearchforTheMillionaireNextDoor,Drs.StanleyandDankointerviewedthousandsof
self-mademillionaires,askingthemtowhattheyattributedtheirsuccess.Anastounding85percentofself-mademillionairesinAmericaadmittedthattheywerenomoreintelligentortalentedthanothers,butthatthey“workedmuchharder”thananyoneelse,foramuchlongertime.
Thekeytosuccessinsellingisforyoutostartalittleearlier,workalittleharder,andstayalittlelater.Dothelittlethingsthataveragepeoplealwaystrytoavoiddoing.Whenyoubeginyourworkday,resolveto“workallthetimeyouwork.”Don’twastetime.Getgoing.Movefast.Developasenseofurgency,abiasforaction.
Thekeytosuccessinsellingisforyoutostartalittleearlier,workalittleharder,andstayalittlelater.
GiveItFullThrottle
Hardworkandlifesuccesscanbecomparedtotakingoffandflyinganairplane.Whenyougetintotheplaneandtaxitotheendoftherunway,youcallthetowerandrequestclearancefortakeoff.Assoonasyougetyourclearance,yougivetheplanefullthrottle,100percent,tomoveyourselfdowntherunwayandintotheair.
Hereismypoint.Ifyouonlygavetheplane80percentoreven90percentthrottle,youwouldneverreachtakeoffspeed.Youwouldstayonthegrounduntilyouranoutofrunwayandcrashed.
Don’tHoldBack
Inlifeitismuchthesame.Manypeopleworkhard,buttheydonotworkallout,with100percentcommitment.Asaresult,theyneverreachthepointoftakeoffthatputstheminthetop10percentintheirfield.Theyalwaysstayaground,amongtheaverage.Theyremaininthe80percentofsalespeoplewhoonlyearn20percentofthemoneythat’savailable.
Thegoodnewsisthatifyoupushyourthrottleonfullandbarreldowntherunway,gainingspeedandlift,yousoontakeoff.Bykeepingyourthrottlewideopen,youwillclimbandclimbuntilyoufinallyreachcruisingaltitude.Onceyoureachcruisingaltitude,youcanpullbackonthethrottle,takeitalittle
youreachcruisingaltitude,youcanpullbackonthethrottle,takeitalittleeasier,andyouwillremainatthathighaltitudethroughoutyourjourney.
Inyoursalescareer,especiallyatthebeginning,youmustworkallout,with100percentofyourenergy,togetfreeoftheearth’sgravityandbreakoutofthepackofmediocrities.Butonceyoureachyourcruisingaltitudeandgetintothetop10percentofmoneyearnersinyourfield,youcanpullbackonthethrottle,spendmoretimewithyourfamilyandfriends,andstillmaintainyourincomeandresultsathighlevels.
YourFutureIsUnlimited
Youhavewithinyou,rightnow,theabilitytobemore,domore,andhavemorethanyoueverhaveinyourlife.Bybecomingabsolutelyexcellentinyourchosenprofessionofselling,youcanachieveallyourgoalsandfulfillallyourdreams.Youcancreateawonderfullifeforyourselfandyourfamily.Youcanbecomeoneofthemostvaluablepeopleinyourcompanyandindustry.Youcanearntherespectandesteemofallthepeoplearoundyou.Youcanmakeasignificantdifferenceinthelivesofyourcompany,yourcustomers,andyourcommunity.Bylearningandpracticingthepsychologyofselling,youcanreachthestars.Andtherearenolimits.
ACTIONEXERCISES
1.Makeadecisiontodaytobecomeoneoftheverybestsalespeopleinyourindustry;payanyprice,makeanysacrifice,andneverquituntilyoumakeit.
2.Dedicateyourselftolifelonglearning;read,listentoaudioprograms,andattendseminars;yourlifeonlygetsbetterwhenyougetbetter.
3.Manageyourtimewell;plancarefullyinadvanceandresolvetomakeeveryminutecount.
4.Dowhatyoulovetodo;throwyourwholeheartintoyourwork,andneverstopgettingbetter.
5.Resolveinadvancethatyouaregoingtobeabigsuccessinlife,andthatyouarenevergoingtoquituntilyouachieveyourmostimportantgoals.
6.Sitdownimmediatelyandmakealistoftengoalsyouwouldliketoachieveinthenexttwelvemonths;selectthemostimportantgoalonthatlistandworkoniteveryday.
7.Workallthetimeyouwork;liveatfullthrottle;startearly,workharder,andstaylater.Paythepriceofsuccessinfull,inadvance.
Naturecannotbetrickedorcheated.Shewillgiveuptoyoutheobjectofyourstrugglesonlyafteryouhavepaidherprice.
—NAPOLEONHILL
FOCALPOINTADVANCEDCOACHING
ANDMENTORINGPROGRAM
Thisintensiveone-yearprogramisidealforambitious,successfulmenandwomenwhowanttoachievebetterresultsandgreaterbalanceintheirlives.
Ifyouarealreadyearningmorethan$100,000peryearandifyouhavealargedegreeofcontroloveryourtime,infourfulldayswithmeinSanDiego—onedayeverythreemonths—youwilllearnhowtodoubleyourproductivityandincomeanddoubleyourtimeoffwithyourfamilyatthesametime.
Everyninetydays,youworkwithmeandanelitegroupofsuccessfulentrepreneurs,self-employedprofessionals,andtopsalespeopleforanentireday.Duringthistimetogether,youforma“mastermindalliance”fromwhichyougainideasandinsightsthatyoucanapplyimmediatelytoyourworkandpersonallife.
TheFocalPointAdvanceCoachingandMentoringProgramisbasedonfourareasofeffectiveness:CLARIFICATION,SIMPLIFICATION,MAXIMIZATION,andMULTIPLICATION.Youlearnaseriesofmethodsandstrategiestoincorporatetheseprinciplesintoeverythingyoudo.
CLARIFICATION.Youlearnhowtodevelopabsoluteclarityaboutwhoyoureallyareandwhatyoureallywantineachofsevenkeyareasoflife.Youdetermineyourvalues,vision,mission,purpose,andgoalsforyourself,yourfamily,andyourwork.
SIMPLIFICATION.Youlearnhowtodramaticallysimplifyyourlife,gettingridofallthelittletasksandactivitiesthatcontributelittletotheachievementofyourrealgoalsofhighincome,excellentfamilyrelationships,superbhealthandfitness,andfinancialindependence.Youlearnhowtostreamline,delegate,outsource,minimize,andeliminateallthoseactivitiesthatareoflittlevalue.
MAXIMIZATION.Youlearnhowtogettheverymostoutofyourselfbyimplementingthebesttimeandpersonalmanagementtoolsandtechniques.Youlearnhowtogetmoredoneinlesstime,howtoincreaseyourincomerapidly,andhowtohaveevenmoretimeforyourpersonallife.
MULTIPLICATION.Youlearnhowtoleverageyourspecialstrengthstoaccomplishvastlymorethanyoucouldbyrelyingonyourowneffortsandresources.Youlearnhowtouseotherpeople’s
thanyoucouldbyrelyingonyourowneffortsandresources.Youlearnhowtouseotherpeople’smoney,otherpeople’sefforts,otherpeople’sideas,andotherpeople’scustomersandcontactstoincreaseyourpersonalproductivityandearnmoremoney.
BrianTracygivestheFocalPointAdvancedCoachingandMentoringProgrampersonallyfourtimeseachyearinSanDiego.Eachsessionincludescompletepre-work,detailedexercises,andinstruction,allmaterials,plusmealsandrefreshmentsduringtheday.Attheendofeachsession,youemergewithacompleteblueprintforthenextninetydays.
Ifyouareinterestedinattendingthisprogram,visitourwebsiteatwww.briantracy.com,orphoneourvicepresident,VictorRisling,at1800-542-4252(ext.17)torequestanapplicationformormoreinformation.Welookforwardtohearingfromyou.
ABOUTTHEAUTHOR
BrianTracy—KeynoteSpeaker,Consultant,SeminarLeader
BrianTracyisasuccessfulbusinessmanandoneofthetopprofessionalspeakersintheworld.Hehasstarted,built,managed,orturnedaround22differentbusinesses.Headdressesmorethan250,000peopleeachyearthroughouttheUnitedStates,Canada,Europe,AustraliaandAsia.
Brian’skeynotespeeches,talksandseminarsarecustomizedandtailoredforeachaudience.Theyaredescribedas“inspiring,entertaining,informative,andmotivational.”Hehasworkedwithmorethan500corporations,givenmorethan2,000talks,andaddressedover2,000,000people.
Someofhistalksandseminarsinclude:
LEADERSHIPINTHENEWMILLENIUM—Howtobeamoreeffectiveleaderineveryareaofbusinesslife.Learnthemostpowerful,practicalleadershipstrategieseverdiscoveredtomanage,motivate,andgetbetterresultsthaneverbefore.
21STCENTURYTHINKING—Howtooutthink,outplan,andoutperformyourcompetition.Learnhowtogetsuperiorresultsinafast-moving,fast-changingbusinessenvironment.
THEPSYCHOLOGYOFPEAKPERFORMANCE—Howthetoppeoplethinkandactineveryareaofpersonalandbusinesslife.Youlearnaseriesofpractical,provenmethodsandstrategiesformaximumachievement.
SUPERIORSALESSTRATEGIES—Howtosellmore,faster,andeasiertodemandingcustomersinhighlycompetitivemarkets.Thereisamajordifferencebetweenbeingasalespersoninbusinessandbeinginbusinessasasalesperson.Beingsuccessfulinsaleshasalotmoretodowithwhat’sontheinsideofaperson,andtheperson’sabilitytoestablishandfosterloyalrelationships.
Brianwillcarefullycustomizehistalkforyouandyouraudience.CalltodayforfullinformationonbookingBriantospeakatyournextmeetingorconference.Visitwww.briantracy.com,phone858-481-2977,orwriteBrianTracyInternational,462StevensAvenue,Suite202,SolanaBeach,CA92075.
OTHEROUTSTANDINGBOOKSFORSALESPEOPLE
Thereisamajordifferencebetweenbeingasalespersoninbusinessandbeinginbusinessasasalesperson.Beingsuccessfulinsaleshasalotmoretodowithwhat’sontheinsideofaperson,andtheperson’sabilitytoestablishandfosterloyalrelationships.
Thisbookgivesafreshunderstandingofthe“laws”thatgovernthesalesprofession.Thefirstsectionincludesthelawsthatdealwiththeattitudes,aptitudes,andabilitiesthatarerequiredforanysalespersontobesuccessful.Thesecondsectiondealswiththelawsconcerningthecommunication,courtship,camaraderieandcommitmentsbetweenasuccessfulsalespersonandhisorherclients.Eachlawprovidesadescriptionofapracticalapplication.Ifyou’veeverheldasalespositionyouknowthatbeingsuccessfultakesmorethanasmile,aRolodexanda"”cando”attitude.Thisbookprovidesthe“more”youwillneedtocomeoutontopandstaythere.
ISBN:0-7852-6393-4
WallStreetJournalandBusinessWeekbest-sellingauthorandleaderofoneofAmerica’stopsalestrainingcompanies,ToddDuncanrevealsthe10mostdeadlymistakessalespeoplemake,andoffersinsightonhowtoavoidthem.
ThreeareapproximThereareapproximately12.2millionsalespeopleintheUnitedStates—that’sabout1outofevery23people!Salespeopleareeverywhere,sellingeverythingimaginable.Somearemakingakilling,butagreaterpercentageendupvictimsofthesalesindustry—andtheirownmistakes.Somearenormalbumpsintheroadtowardsuccess.Othersaremoredamaging.Butmanyarefataltoacareer.
Duncanaddressesthesecatastrophicmistakeswithclarityanddirectness.Whetheryou’reaseasonedsalesprofessionalorsomeoneconsideringsalesasacareer,Duncan’swisdomcanhelpyouavoiderrorsinperception,practice,andperformancethatcouldnotonlykillasalebutalsoyourcareer.
ISBN:0-7852-6322-5
Productivity.Ithasbeenabuzzwordinthebusinessworldforyears.Butdespiteourbestattemptsandcountlessself-helpbooks,westillfallbehind,worklate,juggleourschedules,andbecomeswamped.TimeTrapsaddressesthemostcommonmisconceptionswehaveabouttimeandouruseofthattimeinthemarketplace.Duncanhasprovenremediesforuniversaltimetroubles,andheshowsreadershowtosetaschedulethatworksnotjustsomedaysbuteveryday.WiththeprinciplesinTimeTraps,professionalswillseeariseintheirproductivityastheyexperienceadropintheirworkinghours.
ISBN:0-7852-6323-3
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