Next, ask the client to list the disadvantages and stay silent! They will invariably identify very few (four would be a lot).
Ask the client, “What does this analysis now show?” Allow them to state the obvious — that they need to proceed with the sale.
The negative yes close
Ask what you have done wrong. They will define the issues better for you so that you can deal with them. Ask them a series of questions, all of which will elicit a “no” answer, which really means “yes” to the sale. For example, “Is it the reputation of my company that concerns you?” Answer: “No.” Or, “Are the terms that we’re providing you not fair?” Answer: “No.” After enough negative answers, you can try to close with a more direct proposal: “Since you are satisfied with the company, product, and service, tell me where we can deliver it to.”
The limited offer close
Letting the buyer know that she has limited time to take advantage of the situation may enable you to get commitment to conclude the sale. Typically, you might say, “This item is on special until 5 p.m. today, after which its price will be increased by 30 percent.” Needless to say, you should not lie to make the sale and should have the ability to back up your statement.
The blank order close
Don’t ask for permission to do so, but begin to take details starting with low-risk items such as address, phone numbers, etc., graduating to key issues such as delivery dates. When all the details are complete, don’t ask the buyer to agree, but merely to confirm the details by signing the order.
The similar situation story close
Recall a story that will tug at the emotional strings of the buyer. It can be a good or heartbreaking story. Either way, you want the potential buyer to either be like the person in your story (a success) or avoid it (someone who didn’t buy and became a disaster). For example, imagine yourself selling a vehicle at year-end. You might tell the story of someone who didn’t take advantage of the sale price and had to settle for a lesser vehicle a month later when prices increased beyond his budget.
The repeat call close
If you are unable to close because the buyer expresses a desire to “sleep on it,” then make a follow-up appointment right away. At the follow-up meeting, avoid asking for a “yes” or “no” response. Instead, do this:
Begin by telling him something new, no matter what it is.
Proceed to repeat your entire sales presentation, taking great pains to summarize all your previous agreements. Only allow the person to interrupt if signalling an intent to buy (which includes an objection).
The lost sales apology close
When everything is lost, pause at the door and apologize — sincerely — for having made such a poor presentation. After all, there can be no other reason for the potential client not to have given you the order other than your inability to present the issues properly. Now you are upset that this company cannot benefit from your service. Ask what it was that you did wrong so that you don’t make the same mistake again. Based on the response you get, you may be able to identify a problem that you can overcome.
The secondary question closing
This close works as follows: you pose the major question, and before the client responds, follow up with a minor question. An example would be “When should we start the training, this month or next?” and then add, “Would you like the training to be done in-house or at a local hotel?” When the client makes a minor choice, the major issue of buying becomes automatic.
The sharp angle close
If a prospect asks about a desired feature, don’t answer directly. Instead, respond, “Would you want it if it does have that feature?” If the answer is “yes,” the sale is done, if indeed the product can perform the desired function or has the needed feature.
The “I’ll think it over” close
Particularly with larger decisions, people will express their uncertainty about committing. This happens constantly. Confirm their interest by saying, “I just want to be clear that you need time to think because you are serious, right? You’re not saying this just to get rid of me?” If they say “yes” — which they probably will — then get them to define specifically their objection by asking about specific issues such as “Is it the price/delivery/color that you need to consider?” Keep trying until you find a specific issue that is unresolved. If there isn’t an issue, try to close again. If there is an issue, ask if they would like you to solve it. If they say “yes,” then try to solve their concern. You should then be able to close with the “blank order close.”
Note Many of the ideas in this chapter parallel those of Roger Dawson in Power Negotiating for Salespeople. These are in audiotape format and are available from Nightingale-Conant Corporation, 1-800-323-5552.
Chapter 8: Partnership Selling
Partnership Selling Overview
Many people will walk in and out of your life.
But only true friends will leave footprints in your heart.
ELEANOR ROOSEVELT (1884–1962), AMERICAN HUMANITARIAN
Sales are the lifeblood of organizations. As such, this process is too important to be the sole responsibility of one person or department. It must be the collective responsibility of the entire company.
The function and approach of salespeople are evolving rapidly. Here are the major trends:
Behind-the-counter selling. This is typical of small towns where people are obliged to travel to a store to identify and pay for goods. The needs of customers are well defined.
Away-from-the-counter selling. In this scenario, the salesperson seeks out customers, peddling his product or service. The relationship is seldom harmonious and the salesperson typically relies on a variety of coercive strategies to close a sale.
Customer-driven sales. Instead of “creating” a need, this approach requires that salespeople research the needs of the customer and fill those needs. It requires excellent listening, questioning, and empathy skills.
Partnership selling. The most complex form of selling requires a long-term commitment and partnership between the buyer and seller. It is typified by
desire to help the customer achieve their strategic business goals
detailed understanding of the client’s organization
an integrated team approach to service all aspects of the relationship
continuous evaluation, problem solving, and improvement
measurement of the benefits and changes, to ensure ongoing evaluation, celebration, and problem solving
trust
Choosing a Partner
Cooperation is spelt with two letters: WE.
UNKNOWN
Converting from short-term, one-off sales to partnership selling is a strategic decision. Making the commitment to a new process requires significant changes to the organization in terms of the people that are employed, how they are organized and rewarded, the philosophy of the customer service, the need for secrecy, and the mentality of working collaboratively with others, to name just a few of the issues.
Before deciding whether to enter into a partnership arrangement with another organization, these issues need to be investigated:
Finances. How profitable is the potential partner? Take a look at the organization’s annual report (if available) to see if you can spot problems that you could help address. What is the trend line of profits? Do their costs seem to be higher than those in the industry? Are their sales in decline?
Competition. How is the potential partner doing in the marketplace? Are their sales growing or declining? What is their market share? What have their major competitors done to improve their position in the marketplace? What innovative strategies have their competitors used to jump ahead?
Market trends. How is the industry doing? Is it expanding or in decline? Why is this so? What could you do to help the potential partner outperform the industry averages?
Organization. How is the potential partner’s business organized? Is it hierarchical or flat? (It is easier to do business with an organization that is flat and flexible.) Is the organization structured along product or process lines? (Organizations structured around processes tend to be more customer focused and therefore more disposed to partnerships that benefit their customers.)
Regulations. Does the potential partner operate in a highly regulated industry? Are there government pressures that, if enforced, could reduce the partner’s effectiveness? Are there things that you could do to reduce their dependency on bureaucratic red tape?
Vendor philosophy. How does the client view dealing with vendors? Do they have many long-term contacts with vendors? Are they loyal to their preferred suppliers? How closely integrated do they get with their best suppliers? Do they tend to buy on price or service? How do they view your industry? Do they see it as a necessary evil or as a value-added opportunity?
Performance criteria. How specific is the potential partner with regard to performance standards? Will they want you to sign service contracts? Will the reaction to non-performance be punitive? Are you capable of meeting stringent performance criteria?