Tag: Closing

Mastering the Art of Perception: Understanding Contrast Bias in Sales and Sales Management”

Contrast bias is a cognitive bias in which our perception of something is influenced by a previous experience or exposure to a contrasting stimulus. This bias can lead to an exaggerated difference in our perception of two similar things due to the direct comparison between them.

Simple Example of the Contrast Effect

In sales and sales management, contrast bias can have significant implications. For example, when a salesperson presents a high-priced product after showing a series of even more expensive options, the customer may perceive the high-priced product as a good deal in comparison, even if it is still expensive in absolute terms. Conversely, if the salesperson presents the same high-priced product after showing a series of lower-priced options, the customer may perceive it as excessively expensive, despite its actual value. This demonstrates how the perception of value is heavily influenced by the context in which it is presented.

In sales management, contrast bias can affect performance evaluations. For instance, if a sales manager evaluates a salesperson who has been consistently meeting moderate targets after observing another salesperson exceed exceptionally high targets, they may perceive the first salesperson’s performance as subpar, despite it being objectively satisfactory in a different context. This can lead to unfair assessments and demotivation among the sales team.

To mitigate contrast bias in sales, salespeople can strategically present products in a consistent context to avoid exaggerated perceptions of value. Sales managers can reduce the impact of contrast bias by evaluating each salesperson’s performance based on individual targets and industry standards rather than direct comparisons with colleagues. By understanding and addressing contrast bias, sales professionals and managers can make more objective decisions and improve overall performance.

Here are 10 questions to help identify where the contrast effect may be present in your day-to-day. The contrast bias is not inherently bad or good. However, identifying where this bias may be contributing to both positive and negative outcomes can be important to achieving the results you want.

  1. Have you ever felt that a product was a great deal only after seeing a series of more expensive options?
  2. When making purchasing decisions, do you find that your perception of a product’s value is heavily influenced by the context in which it is presented?
  3. In a sales environment, have you noticed instances where a product appeared more or less appealing due to the way it was presented in comparison to other products?
  4. When evaluating performance in a professional setting, do you tend to compare individuals directly to one another, potentially leading to unfair assessments?
  5. Have you ever observed situations where a colleague’s performance was perceived as subpar, even though it met industry standards, simply because it was compared to exceptionally high achievements?
  6. Do you find that your perception of a product’s cost or value changes depending on the sequence in which it is presented alongside other options?
  7. Have you experienced situations where a salesperson’s performance evaluation seemed influenced by the performance of their peers rather than their individual achievements?
  8. When considering different options, do you feel that your perception of each option’s qualities is influenced by the qualities of the others?
  9. In a sales context, have you observed instances where a customer’s perception of a product’s value dramatically changed after seeing alternative options?
  10. When evaluating performance or making purchasing decisions, do you consciously consider how the context or comparisons may be influencing your perception of value or achievement?

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Book Review 📚 Objections: The Ultimate Guide for Mastering the Art and Science of Getting Past No.

“While most salespeople cringe at the sound of objections, top performers see objections as a roadmap to close deals. They embrace objections, knowing that the path to success is paved with them.”

Jeb Blount

In Jeb Blount’s “Objections: The Ultimate Guide for Mastering the Art and Science of Getting Past No,” you’ll be taken on a journey through the challenging yet essential world of sales objections. Blount, a popular sales expert, delves into the art and science of handling objections, equipping sales professionals with the tools they need to overcome obstacles and achieve greater success.

One of the most striking aspects of this book is its emphasis on the importance of mindset and attitude in the face of objections. Blount highlights that objections are not roadblocks but rather opportunities for growth and understanding. By shifting our perspective, objections can be seen as gateways to building stronger relationships and closing more deals. This theme resonates throughout the book, reminding readers to approach objections with curiosity, empathy, and a determination to find common ground.

Blount’s writing style is conversational and accessible, making it easy for both seasoned sales professionals and newcomers to grasp the concepts presented. He combines real-life anecdotes, practical tips, and psychological insights, creating a comprehensive guide that covers a wide range of objection scenarios. From common objections like price and competition to more complex ones involving trust and credibility, Blount leaves no stone unturned.

One of the crucial takeaways from “Objections” is the concept of active listening. Blount emphasizes the significance of truly understanding the objections raised by prospects instead of merely reacting to them. By actively listening, paraphrasing, and asking clarifying questions, salespeople can uncover the underlying concerns behind objections and address them effectively. This approach not only builds trust but also enables sales professionals to tailor their responses to meet the specific needs of their prospects.

I can attest to the impact “Objections” has had on me as a sales professional, sales trainer, and sales manager. Many, who I’ve shared these insights with, have developed an enhanced ability to navigate objections, resulting in increased closing rates and improved customer relationships. By applying the techniques outlined in the book, my sales teams have been able to build stronger connections with their prospects, understand their pain points, and find mutually beneficial solutions.

Jebs work is a valuable resource for sales professionals seeking to refine their objection handling skills. Blount’s emphasis on mindset, active listening, and empathy sets this book apart, offering a fresh perspective on how to approach objections in the sales process. By internalizing and deploying the concepts presented, sales professionals can expect to see positive results in their interactions with prospects.

Here are ten reflection questions based on the main concepts of the book:

  1. How has your mindset and attitude towards objections evolved after reading this book? Are you now more inclined to view objections as opportunities for growth and understanding?
  2. Reflect on a recent objection you encountered in your sales interactions. How did you approach it before reading the book, and how would you approach it differently now, considering the techniques and strategies outlined by Blount?
  3. In what ways has your active listening skills improved since applying the principles discussed in the book? Can you recall a specific instance where active listening helped you uncover the true concerns behind an objection?
  4. How has your ability to paraphrase objections and ask clarifying questions impacted your sales conversations? Have you noticed a difference in how prospects respond when they feel genuinely understood?
  5. Reflect on a challenging objection you faced that was related to trust or credibility. What steps did you take to address it, and how did it compare to the techniques suggested by Blount in the book? Did you achieve a positive outcome?
  6. Has your approach to objection handling changed based on the different objection scenarios discussed in the book, such as price objections or objections related to competition? How have you adapted your responses to these specific scenarios?
  7. Consider your previous strategies for dealing with objections. How have you adjusted your mindset to see objections as valuable information rather than obstacles? How has this shift impacted your overall sales approach?
  8. Reflect on a recent sales opportunity where you successfully got past a “no” and closed the deal. Which specific techniques or strategies from the book did you apply in that situation, and how did they contribute to your success?
  9. Have you noticed any improvements in your ability to build trust with prospects through objection handling? How has this impacted your overall sales results and customer relationships?
  10. How can you continue to apply the concepts discussed in the book in your future sales interactions? What steps will you take to reinforce and expand upon the skills you have acquired to become even more effective at getting past objections?

These reflection questions can help you deepen your understanding of the book’s concepts and prompt you to consider how you can apply them to your own sales practice.

Book Review 📚 Emotional Intelligence for Sales Success: Connect with Customers and Get Results by Colleen Stanley

Emotional Intelligence (EI) for Sales Success by Colleen Stanley is a must-read for anyone in the sales profession. This book is a comprehensive guide that offers valuable insights and strategies to help salespeople connect with customers on a deeper level and achieve better results.


“Sales success is not about being the best at selling; it’s about being the best at connecting.”- Colleen Stanley

One of the key themes of the book is the importance of emotional intelligence in sales. Stanley emphasizes that sales success is not just about having the right product or service, but also about understanding and connecting with the emotions of your customers. By developing emotional intelligence, salespeople can build stronger relationships, establish trust, and ultimately close more deals.

The writing style is engaging and conversational, making it easy to read and understand. Stanley provides real-life examples and practical advice that can be applied in any sales situation. I found her to be relatable and down-to-earth, making it easy to connect with the material.

One of the most important takeaways from the book is the concept of “empathetic listening.” Stanley explains that this involves not just hearing what your customers are saying, but truly understanding their needs, concerns, and emotions. By practicing empathetic listening, salespeople can build trust and establish themselves as trusted advisors, rather than just another salesperson pushing a product.

Another important aspect of the book is its direct application to the sales profession, whereas other EI materials can seem abstract. Stanley provides practical strategies for applying emotional intelligence in a sales context, such as how to handle objections, build rapport, and close deals. She also provides tips for managing stress and maintaining a positive attitude in the face of rejection and setbacks.

As a sales professional myself, I can attest to the impact that this book has had on my sales results. By applying the strategies and techniques outlined in Emotional Intelligence for Sales Success, I have been able to build stronger relationships with my customers, close more deals, and ultimately achieve greater success in my sales career. This is a book that I share will all of my sales teams.

While the book is certainly a valuable resource, there are a few areas where it falls short. For example, some of the concepts and strategies presented in the book may be familiar to those who have already studied emotional intelligence or sales techniques. Additionally, the book focuses primarily on business-to-business (B2B) sales, so those in other types of sales roles may perceive some of the advice inapplicable. Having done both B2B and B2C, I didn’t find it too difficult to connect the dots across various roles.

Overall, Emotional Intelligence for Sales Success is a valuable resource for anyone in the sales profession. By focusing on the importance of emotional intelligence and providing practical strategies for applying it in a sales context, Colleen Stanley has created a book that is both informative and engaging. Whether you are a seasoned sales professional or just starting out in your sales career, this book is definitely worth a read.

Below are 10 reflection questions based on the insights from Emotional Intelligence for Sales Success:

  1. What are some examples of situations where you have demonstrated empathy in your sales interactions? How did it impact the outcome?
  2. How do you typically handle objections from customers? How could you apply the concept of empathetic listening to improve your approach?
  3. Reflect on a recent sales interaction where you felt you could have done better. What emotional intelligence strategies could you have applied in that situation?
  4. How do you typically manage stress in your sales role? What techniques have worked well for you, and what could you improve on?
  5. Reflect on your current sales goals. How could developing your emotional intelligence help you achieve these goals?
  6. What are some examples of times when you may have made assumptions about a customer’s needs or emotions? How could you have used empathetic listening to better understand their perspective?
  7. Think about a sales interaction where you felt you established a strong rapport with a customer. What strategies did you use to build that connection?
  8. How do you typically follow up with customers after a sale? How could you use emotional intelligence to strengthen those customer relationships?
  9. Reflect on a recent rejection or setback in your sales career. How could you apply emotional intelligence to maintain a positive attitude and keep moving forward?
  10. What are some examples of ways you could apply the strategies and techniques from this book in your day-to-day sales interactions? How could you measure the impact of these efforts?

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Are your negotiations rooted in myth? Here’s a dose of reality!

Photo by Sebastian Herrmann 

We’ve all been there — the dreaded negotiation with your most difficult customer at some point in our careers. Every year, he beats you to the ground on pricing and everything else you have to offer! Every discussion becomes a war very fast, and your self-confidence plummets.

There are several fallacies about negotiating that aren’t helpful if you’re dealing with a difficult scenario for the first time. However, like with many myths, the reality is generally quite different.

Myth: It may be a harrowing experience.

You tell a trustworthy colleague or coworker that you’re heading to negotiate next year’s large deal. What do they have to say? “Best of luck!” The majority of people consider negotiations to be an unpleasant and a difficult task, yet it is a necessary measure.

Reality: Not if you plan ahead of time.

As with all things in life, we fear the unknown, especially if we are unprepared. The reality of negotiating is that with adequate preparation comes confidence. Before your meeting sit down and ask yourself the following questions:

  1. What do you want out of this negotiation?
  2. What is your lowest, acceptable and best price?
  3. What are you prepared to ‘give away’ if necessary?
  4. What do you know about the other company’s position in the deal?
  5. If you don’t know much, what questions can you ask to improve your understanding?
  6. Thorough preparation is a great confidence booster. See the negotiation as a presentation and plan your approach and questions before hand.

Myth: Successful negotiators are born.

Most people believe that you either have it or you don’t when it comes to negotiating and if you’ve got, you must have been born with the abilty.

Reality: You can learn to be a good negotiator.

Like any skill in business, negotiation skills can be learned and put into practice. There are lots of books, youtube videos and seminars you can attend on this subject. Negotiation is a structured process and once you understand how it all works the task becomes easier. But as with any new skill you have to practice, practice, practice and this is where most people take short cuts. Once you’ve got the basics put in the reps to get highly skilled.

Myth: To strike a deal you have to concede on price

The perception is that many negotiations end up with one of the parties always having to concede on price just to secure the deal.

Reality: There are other items you can concede on

The reality in any negotiation is that price is not always the deciding factor. There is usually something else that the other party wants in addition to, or instead of, a lower price. It could be that they need the product or service quickly and may be prepared to pay a premium for a fast delivery. They may want the product changed slightly to meet their specifications. They may like some on-site support for implementation.

In your research and needs-analysis it’s up to you to find out what they really want. Dig deep and find it because every part of the deal is negotiable, not just the price. Once you have hit upon it, before conceding on price, bring it into the discussion. Remember, this could be something which means very little to you but a lot to them.

Myth: If their first offer is what you want, say yes

After your sales pitch your client comes back and immediately offers exactly what you wanted. Wow, what a great outcome! He’s got what he wants and so do you. Deal done!

Reality: Always counter the first offer

If you accept immediately there are two problems:

  1. Your customer will think he’s accepted bad deal, “I accepted straight away! I could have had a much better deal. I’m sure I went in too high.” With these thoughts going through his mind he won’t feel totally happy with the deal and the chance of cancellation or no future business is higher.
  2. It’s likely that this is your customer’s opening budget. Opening budgets are usually on the low side and used as a starting point. Accepting now, even if it’s what you were looking for, could mean you throwing away margin.

There are instances where the customer will say “I don’t negotiate. This is the price I’m prepared to pay.” He has set the rules, so as long as you are happy with the price, go for it!

Myth: Negotiations have only one winner

If you have a competitive streak this is how you will see a negotiation – something to win or lose. Non-competitive people who believe this myth automatically lower their defences and quickly cave in to the ‘stronger’ player.

Reality: Successful negotiations have two winners

Negotiation is not a competition. The ideal outcome should be win-win, where both sides feel they’ve achieved something out of the whole process – one got a sale at a price he wanted and the other got a purchase at a price he wanted.

Win-win outcomes leave the door open for building strong relationships which will lead to more business in the future. Win-lose outcomes mean that one side will be reluctant to deal again. If, by your very nature, you are a competitive person, temper this and accept the reality that the negotiation process has to have two winners, not just you! 

Myth: If you walk away, that’s it

You have found the perfect customer but you don’t get the agreement on price or any concessions and the deal never materializes. However, you are afraid about loosing the opportunity so you decide to go for it anyway, at any price.

Reality: Opportunities often come around again especially when you’ve got a full pipeline of potential customers

Accepting a deal through fear is not a position you want to be in. You will always have a nagging doubt that you didn’t hold the margins necessary to make the living you want and you gave away something which you should not have. Be strong enough to walk away from a deal if it’s not what’s best for you or your company.

You have to learn to detach yourself from the underlying deal and avoid getting emotionally involved with the product or service. Just concentrate on getting the best result. Being emotionally detached means you can walk away with no doubts. You may find that a few days later the seller will be back engaging you in conversation with another offer. Remember that opportunities always pop up and walking away is not a failure!

So take a fresh look at negotiating. Are you clinging onto old myths about how negotiating should be done? Accept that the reality can be very different!

How to Be Assertive Without Being Rude or Pushy

Assertiveness is an important skill in sales that can make your work much more enjoyable, but, unfortunately, it’s also vastly misconstrued. Sometimes it’s difficult to be assertive, or make your position known, while still maintaining professionalism and understanding. 

Assertive people often come off as rude or pushy. This is because generally people don’t like to be told what to do or how to do it. The trick is in learning how to stand up for yourself without making others feel imposed upon. This is a skill you can develop with a little know-how and practice.

Try using the following tips in order to properly assert yourself:

1. Choose your words carefully. This is especially important if you’re going to assert yourself in situations where you were previously passive. Think about the different ways that your words can be interpreted. Write them down and read them back to yourself if that helps. Oftentimes the mistake that many make in sales is that they don’t leverage the advantage of using scripts. With scripts the words have been selected very carefully and have been tried and tested. New salespeople are more concerned about the perception of “being themselves” which leads to bad wording in important selling situations.

  • Remember that there’s a fine line between being assertive and being aggressive. 

2. Develop good listening skills. Being assertive takes some great communication skills. Remember that communication has two sides – speaking and listening. Truly listening will help you clearly understand the situation at hand. Additionally, when actively listening you will oftentimes learn exactly what you need to say, but in the other persons words. When you follow up with thoughtful and assertive response or request, others are more likely to value your opinion.

3. Avoid taking things personally. Since being assertive can be touchy, sometimes you’ll do everything right and still end up rubbing someone the wrong way. You’ll never please 100% of your listeners, 100% of the time. Learn how to brush off comments that don’t matter. 

4. Be humble. You can combat resistance to your assertiveness by being humble. Avoid bragging about yourself, even if it’s in a joking manner. There is an attachment to ego in sales, and it’s important, however that attachment can bring upon negative results in times of being assertive.

5. Show confidence. People enjoy being led by people who ooze confidence. If you’re going to be assertive and take charge, show the confidence to back it up. People will sense your lack of confidence if it isn’t truly there, so give yourself permission to feel good about yourself and your accomplishments. Share what you have accomplished with your listeners, not to impress them, but to impress upon them that you’ve been in this scenario before and here is what you’ve been able to do, presumably for your listeners.

6. Handle negative issues quickly. If problems arise, jump on them immediately. It’s a part of being assertive. Handle issues with kindness and respect and people will remember you for it. If you let problems linger or treat them in a negative manner, people will remember that too. Assuming that by ignoring issues early in any conversation that they’ll be less likely to reappear later, you would be wrong.

7. Deal with feelings of superiority. You’re only human, so perhaps you do feel superior in a situation where you’re being assertive. If so, be careful to avoid acting rudely. 

8. Apologize for mistakes. When you’re being assertive, you’re no doubt in the spotlight. When you make a mistake in the spotlight, everyone knows about it. Act appropriately and apologize, and people will respect you for owning up to it. 

Remember that the skill of assertiveness is something that develops over time. It may be overwhelming to try to make drastic changes overnight. Ease yourself into it and test the waters. It’s always best to think with clarity and make your changes slowly. 

With a gradual change, others will be more likely to accept your new assertiveness. Before you know it, you’ll have their respect for the new, improved you!

5 Steps To Addressing the Shop Around Objection

The closing stage of a sales presentation is one of the toughest- it’s fraught with emotions on both sides of the table. Customers begin to feel the tension of making a decision, and salespeople begin to battle the anticipated emotions of rejection, uncertainty, and stress.

Legendary sales trainer Brian Tracy states that whenever a customer experiences the emotions of the close “they retreat and begin to say things like, ‘let me think it over, ‘or can you email me the quote’, or ‘we need to get other quotes’, ‘I need to talk it over with someone else’, and so on.

It’s this sales resistance that necessitates a closing process. Otherwise as salespeople we begin to push for a result. The result is the process!

What’s the point of eating a bowl of ice cream: to get to the end, or savor every bite? My bet is that if you are a results driven person- you want to get to the end of that bowl as fast as possible. How about a goal of an exercise program? Unless you’re a professional athlete, the goal is to maintain a level of personal satisfaction.

Sales Coach and author of “Selling for Dummies”, Keith Rosen shares that “you don’t do a result; you execute a process, which produces the result as a natural by-product of your efforts.” To get better results you must focus on the process.

A well practiced closing process allows you to convey confidence. To address the shop around objection devote your attention to following the process and you’ll find that more of your customers will choose you rather than shop around.

When you don’t have an objection process

10 Strategies to prevent:”I lost the customer to price”

Dilbert on Price

Nothing happens until a sale is made. There are a lot of things that have to happen before a customer signs on the dotted line, but lastly, a sales rep and customer must agree on a price. At one time or another, we’ve all had our prices challenged. I’ve heard many sales people proselytize their closing abilities and tactics. The question becomes of these great closer’s is, have they protected price and margins? It doesn’t take an expert sales person to seal the deal when they’ve simply folded on price once the customer posed a pricing concern.

Avoid Price Driven Conversations

To persevere through pricing objections, your self-assurance is critical. Being confident in what you say is paramount in presenting price (Want a 1:45 second course on CONFIDENCE ?) When the customer requests a discount, respond by asking, “before we get into that, what value do you see in what I’ve presented thus far?” In reality if a customer can’t, or refuses to, answer that question, then the decision is made solely on price and I bet there are other cheaper options for your customer.

The worst thing sales people can do when a customer is looking for a price break is to give in. Jeb Blount, author and sales expert, states that customers may not have gone to sales university, but they’ve definitely gone to buyers university. Many customers know that if they give the least bit of price resistance a sales person will immediately offer price concessions. To overcome this problem, sales people need to understand, in real terms, how their prospect can benefit from your product or service- from their perspective.

A great example that I learned from Keith Rosen. If I’m taking a trip and my destination is 1,000 miles away, I have several options. I could hitchhike, which would cost me virtually nothing, but wouldn’t guarantee when I’d arrive. I could drive my car, limiting my immediate costs to the necessary gasoline, but my trip could take several days. Or, I could fly, which would probably be my highest-priced option, but would be the fastest.

You can see from my travel example that the cheapest option is not reliable, nor would it save time. In addition, most people wouldn’t want to take several days to drive to and from their destinations. Therefore, because of the time it will save, the best option is to fly, even though it’s probably the most expensive choice. Since time is of the essence for many folks, its value is worth the extra money. Cutting the price is clearly not beneficial or efficient for the customer.

Confidence Is key Everything

To hold firm on price you need to have a high level of confidence. One of the best ways to feel confident is by maintaining a full sales pipeline. When a sales person doesn’t have a full-pipeline, or lacks the ability to generate more customers, or doesn’t fully nurture past customers, they rely on each potential sale that a customer may propose. Sales people become needy, overzealous, and those emotions lead to the inability to overcome price objections.

Jeffrey Gitomer Sales Training

Beat your customers for best results!

Beat your customers for best results!

Ok-well not physically. As sales reps we continually try to stay ahead of our competition to gain the business. Staying ahead of your potential customers prevents surprises and keeps you in the running to win the business. Here’s how…

Beat them to the first contact! second, third, & fourth

Whether you are in a business where leads are generated for you by marketing or if you’re a hunter, make a point to beat your customer to the contact. You can’t wait on marketing to massage the customer into creating the right environment for the customer to call you. Beat them to it! Call first and if necessary call often. This is easier when you put the value of the customer first. When planning for your first, or next contact; make sure you have something in it for the customer. For example:

“I came across a new study in your field and wondered if you knew anything about this? What is your take on it? Here is how we’ve helped similar customers in the past.”

or

If it’s a follow-up to a first contact try this. “I came across this article the other day and I immediately thought about you and I thought that you might like it. By the way, what has transpired since we last spoke?”

or

“I received some news in a meeting today and I immediately thought about you. It would be a disservice for me not to share.” (this is a good one based on info that you receive in your weekly meetings; have new products launching, shipping dates changing?, revised offerings?, discontinuing a service?, use this info to possibly create urgency and to get in front of the customer)

This approach will take you constantly looking for ways to offer unique ideas or points of value to your customers. I can attest that this is much more successful than simply waiting for customers to contact you or using the same boring script that every other rep in your industry uses. This will set you apart in your field. Notice that neither of the above approaches involve leading with discounts or a promotion or a call to just “check in”. Customers today are bombarded with sales offers and/or reps immediately cutting price in hopes to sound interesting. This cheapens your product and quite frankly makes you sound the same of the five previous offers that the customer has heard.

Beat them to the competition!

How can I beat them to the competition if they already have a provider or if I’m the second or third provider they are investigating? Well, you can’t in a literal sense. You can however be proactive in your approach in addressing competition. Thinking that your potential customer is not going to vet you against other providers will certainly sink your battleship. I’ve been in situations in the past where the call or appointment was going great, the customer was seemingly agreeing to how my product fit their needs and my price was completely within the budget . Slam dunk, right? Wrong! This potential customer went with a competitor that they were previously looking at. I put too much stock in the excitement of the call and overlooked the fact that competition was a factor. A hard lesson, but necessary at the time.

Here is a scenario that just happened a few days ago to show what I mean about beating the customer to the competition.

I was towards the end of a call with a potential customer and she agreed that she liked our product offering. I asked for the sale ( an important step to getting to the competition) and she stated that she wanted to do a little more research and talk to her partner. I said “great!, people who do research typically end up being our best customers, just curious though what type of research will you be doing?” She responded with, “well I’ve found a few other companies on the internet”. “Great, lets talk about that and a few of the companies that you can find.” We spent the next thirty minutes discussing the different products and providers that are found throughout our industry. We ended the call with a significant order and I’m looking forward to her testimonial down the road.

You want to make sure that you address the competition on every call. If you dont’ you will be setting yourself up for a possible loss.

Here are few questions to ask on a call: How have you addressed this need in the past? What other resources are you considering using to address this? (internal/external), Are you looking at other providers? Who? What do you like or not like about what you’ve seen up to this point?

These questions will set you up to beating your potential customer to the competition.

Beat them to the sale!

Always ask for the sale. Confidently, Succinctly, and if ever in doubt, Just Do It!  Some will argue that if you’ve done a stellar presentation, met all the needs of the customer, then they will be clamoring to ask you if they can buy. That is great in a perfect world and that may happen at times. In preparation for those times where that doesn’t happen you should be asking for the sale. If you are ever wondering where you stand with a potential customer it never hurts to just ask: “Would you like to get this ordered?”. It’s a simple question, but if there are any objections you can flesh them out by asking. This should create a sense of direction for the rest of your conversation. It doesn’t have to be pushy, or obnoxious, but if you’re at a point where the potential customer doesn’t have questions or many not know what to ask, it would be time to beat them to the sale. They may just be ready to buy, but if they’re not, you’ll know why.

These are just a few ways to beat your customer. This is a mindset of positioning yourself and your customer to win the best outcome and always providing value first.

 

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Sales Bit: 8 Closing Guidelines to get sales this week!

8 Closing Guidelines to get sales this week!

 

Closing  is one aspect in sales that separates those who will enjoy a long prosperous career and those who end up making excuses for lack of results. My experience in complex selling situations and face to face consumer sales have taught  me that regardless of what type of selling you are doing there are closing guidelines that are universal. Closing doesn’t have to be difficult for you or your customers, but often that’s exactly how we make it. Here are 8 guidelines to getting agreement…

Closing isn’t slick, it’s not something that you do TO someone, but rather WITH someone.

Closing starts from the minute that you say hello with making a connection with the customer..not when you begin your service or product presentation. Some would argue it even starts before hello in pre-call planning.

If you’re not a product expert or an expert on your competitors you’ll never have the success you really want in closing. (what does your competition offer in service, reputation, product quality, how are you better?)

It’s always been helpful for me to view objections as questions.  Rephrase them in your mind and they are much easier to handle. For example: “Your price is too high”..I hear it as “Help me understand the value for me? You can go through many of the common objections that you hear and rephrase them. Write them down and train your brain!

Always position your response to the best interest of the customer. If you can’t, you’re selling for you not the customer. Customers pick up on this.  Put yourself in a position to make a professional recommendation, “Based on what you’ve shared to be important, here is what I recommend.”

Ask questions! You will not know what is important to the customer if you’re not asking. (be more creative than just asking, “what’s important to you?”, too obvious!)  I’ve seen sales professionals present too early and way too often in areas the customer has no interest. In these situations solutions are rarely built around needs, but rather just thrown out to see what sticks.

Ask for the sale! Sales professionals who aren’t confident closers rely on their product knowledge and presentation expecting customers to just say “yes”.

 

Get comfortable with being uncomfortable in closing situations. That means being prepared to ask tough questions to know exactly where you and your customer are in the process. Challenge a stall by asking “What hesitations do you have?”, or “What risks do you foresee with moving forward?”

There are volumes of material that has been written on closing techniques. I encourage you to continually study and improve on this area of your sales game. Send me an email for a list of books that have helped me gain the right closing mindset

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