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

2

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