At least do no harm. Treating others with respect is at least a form of damage control. At best you have done unto others as you would have done unto you. There’s much to be said for that.
Angry Customers
Anger is only one letter short of danger.
ELEANOR ROOSEVELT (1884–1962), AMERICAN HUMANITARIAN
One hopes never to let down a customer. But from time to time, promises will be broken for reasons you may not have had control over. This could compromise your customer and make her very angry. Here is a step-by-step process to deal with these situations:
Listen. Don’t be defensive. And never, never argue. Allow the customer to explain the reason for her anger and give her time to vent. Don’t interrupt. Listen to get as much information as possible, enabling you to clearly define the problem. Listening also allows the customer to ventilate, which will make her feel better, as she has got the issue off her chest and has been listened to.
Empathize. Show that you care. Better still, show that you understand. Never use the word “but.” It indicates denial and an inability to understand the issue from the customer’s perspective.
Find out more specifics so that you can get to the bottom of the issue. Ask these questions:
“What happened?”
“What were your expectations?”
“How would you like us to fix it?”
Confirm. Summarize your understanding of the customer’s issue. You can say, “So let me be sure I really understand. What I’ve heard you say is ___________________. Is that right?”
Resolve the issue. Tell the customer specifically what you will do to help them and when it will be done.
Confirm. Make sure that the customer is satisfied with your solution.
Follow up. After you have addressed the issue, follow up with the customer to ensure that her expectations have been met. Assure her of your ongoing desire to meet her expectations.
Chapter 7: Closing
Closing the Sale
The most important thing in sales is to ask for the order.
JACK CAHAN
Salespeople don’t get paid for building relationships with prospective customers. They get paid for securing orders. The average salesperson closes a sale on their fifth attempt! So it is critical that you have a variety of strategies to
improve your chances of closing
close in fewer attempts
Your prospecting is of no value unless you can close the sale. Here are some strategies to improve your chances dramatically:
Work with the customer carefully and skillfully throughout the sales process. Only then will you arrive at the final step — closing. Closing is a process that starts from the time you greet a prospect.
Start the closing process as soon as you can. However, timing is everything. Your chances of closing the deal will be greatly enhanced if you do it at the appropriate moment. Look for signals that suggest he is ready to give you the OK. For example:
a change in body language such as
leaning forward
smiling
nodding
the asking of appropriate questions such as
“When do I have to pay?”
“When can I take delivery?”
“Can I get it in __________ color?”
Watch carefully for buying signals. Attempting to close before the prospect is ready may lead to anger and distrust. Buying signals come in many forms, the most important of which are key words (“When could I get delivery?”) or actions (the prospect trying out a product that he had previously refused to touch).
Ask for the order. Find out where you stand by getting feedback from the client. Say, “Why don’t I write up the order?” or “Let’s summarize the terms of the order, OK?”
Assert yourself. If the prospective client is having difficulty making a decision, help her by telling her what you intend to do. For example, “I’m going to install the system by next Friday, OK?”
Focus on benefits, not features. Ensure that the benefits have been clearly articulated and are linked to those described by the customer. The more measurable the benefits, the more compelling your case. For example, suggest, “If we proceed today, I’ll ensure that I am able to meet your budgetary limitations.”
Trade benefits. Show how both parties can gain from the contract. Say, “If we can deliver the extra dozen, we’ll be able to reduce your costs by 15 percent. Shall we go ahead?”
Give options that all lead to a close. Say, “Which do you want, the red or the green?”
Make a concession. Give something to get something. Say, “If I can fast-track the delivery, will you be able to give me the OK now?”
Close with confidence, referring to key information the customer has provided you, summarizing benefits.
Closing Techniques
Salespeople don’t get paid for talking to prospects . . . they get paid for selling (closing) them!
ROBERT L. SHOOK, CO-AUTHOR, THE COMPLETE PROFESSIONAL SALESMAN
There are many popular and effective closes. No one is better than the next. Each can work well depending on the situation you are in and your ability to execute them effectively. Learn and practice them all to make them part of your repertoire.
The divide-and-conquer close
If you have two people you are selling to, one is more likely to be positive than the other. So, focus on the most supportive person while making the assumption that the more negative person is in agreement.
The minor-major close
Tugboats work hard at getting large ships into harbor. And they do so by nudging and pulling a little at a time. The same process works in a sales situation. Do a little at a time. Getting agreement to many minor decisions will eventually lead to agreement on the major issue. Selling an insurance policy is easier if you get agreement to the sum of money available, the frequency of payments, the method of payment, and the beneficiary. “Yes” responses to these issues will automatically lead to a signature on the application without having to ask for a go-ahead.
The “assuming the sale is closed” close
This is one of the best closing techniques, and perhaps the most frequently used. Assume you have the order from the outset. Always use language that suggests that you are going to do business with the buyer and that your discussions are simply about sorting out the details. For example, say, “Let’s figure out the schedule so that we can proceed.”
The paddock close
Ever heard the expression “as stubborn as a mule”? Well, a horse is a first cousin to the mule and pretty obstinate, too. Imagine trying to get a horse to pose for a perfect picture with one leg forward. To get the perfect picture, the photographer might try walking him around the paddock and trying again, hoping that the horse will have forgotten its stubbornness. The same works for a client who seems to have an entrenched position. After trying to close, change topics and then try to close again. If you’re rebuffed, do it all again — change the topic till you have an opportunity to try again.
The “that won’t stop you” close
Don’t take “no” as being “no.” Take “no” as being “maybe.” Just assume that the customer is still going to say “yes” by saying, “That won’t stop you, will it?”
The Vince Lombardi close
The legendary coach Vince Lombardi instilled in his team a desire to win and never quit. In sales, being tenacious and refusing to quit can pay big dividends. So, make another effort.
The silent close
After you make a proposal, shut up! The first to speak loses. You will get a “yes” or an objection, each of which must be dealt with differently. If it’s a “yes,” proceed to get the details of delivery. If “no,” treat the objection as useful information that will enable you to solve the problem and then close.
The conditional close
Customers will often throw roadblocks at you, either to give them time to think or avoid closing. A typical example is “We don’t have money in the budget” or “I’ll need to get my boss to approve.” You can close the sale by saying, “Let me understand you correctly. You are telling me that everything is fine save for this one issue. So, you will go ahead if I can resolve this issue for you. Is that correct?” The secret to this close is to first get the customer’s commitment to buy if you can satisfactorily respond to a single objection.
The Ben Franklin validation close
Benjamin Franklin had a system for decision making. He would create a list of pros and cons. If the pros exceeded the cons, he would decide for the idea; if not, he would reject it. He would use a piece of paper with a line down the middle and the items listed on either side. The Ben Franklin validation close is achieved by following this step-by-step process:
Give the piece of paper and your pen to the client, and ask them to list all the advantages first. Help them. Create as long a list as possible, numbering them as you do.