How to close any deal. Book Synopsis: Joe Girard

How to close any deal Robert Shook, Joe Girard

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Title: How to close any deal

About How to Close Any Deal by Robert Shook, Joe Girard

Joe Girard, a man who can sell anything to anyone, knows that salespeople are only paid to close deals. In this book, he will describe in detail, step by step, the entire process of selling, leading to the most cherished moment - the completion of the transaction. The world's best sales expert will reveal his professional secrets to readers that will help you turn every potential deal into successful sale!

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Dedicated to Kitty

With love and admiration

Thanks

Thanks to our distinguished editor, Jim Frost, whose wise advice, thoughtful leadership, and perseverance made all the difference. Mary Leaf, as usual, did an admirable job of transcribing, reprinting, and organizing the manuscript. And a huge thank you to Al Zuckerman, who we think is the best agent in the publishing business.

Foreword

A few years ago, I wrote the book Sell Yourself High, so I'll go straight to what I'm used to doing and sell you proof of my eligibility to write a real book. For beginners, Guinness World Records honored me with the title of "World's Greatest Salesman" for selling over 13,000 cars in fifteen years. This achievement is considered an all-time record for the sale of high-value goods. I would like to point out that I have never dealt with bulk sales or car rentals, but have sold all of these cars at retail, one at a time!

Since leaving the automotive business, I have written four books on selling techniques and have traveled the world telling people in all walks of life how I made these sales. I've spoken to insurance agents, real estate dealers, car dealers—you name any trade, and it's certain that they've heard my lectures.

Regardless of where I speak, people are always interested in the same thing: “What is your secret, Joe? Tell us how you closed all these deals.”

Undoubtedly, the topic of making deals is of most interest to sellers. And there is a good reason for this. The selling technique includes one element that presents the greatest difficulty. After all, it's one thing to show off the driving performance of a brand-new, brand-new car or show off a beautiful suburban home, but it's quite another thing to persuade a potential buyer to put their handwritten signature over the dotted line and part with their hard-earned money! The task becomes even more difficult when the buyer, before making a decision, wants to consult with a brother-in-law who works in the same business, or to conduct research on prices in the market. These are just two of the many excuses you are likely to hear in your day-to-day sales. I bet you've heard enough excuses already to turn them into a nightmare!

The conclusion of the transaction is, of course, the decisive stage of the presentation of the product. In other words, without making a deal, you will not achieve main goal. Look at this case this way: if the deal is not closed, then your product or service will not bring benefits, and, therefore, the buyer's time and your own is wasted. Of course, the buyer became aware of some facts that he might not have known before meeting you, but the sale process was not completed, there was no movement of money, and as a result, neither you nor your company received any reward for your time and efforts. . You missed the gate. Simple and clear.

Therefore, it is not surprising that the conclusion of transactions is of such interest to representatives of the trading class. This is what you as a seller get paid for! So don't even try to fool yourself into thinking that your job is to give presentations, regardless of the results. You can showcase your product until the second coming, but every sale that doesn't end in a deal is just a backlog.

I often hear salespeople say that every rejection they receive makes them feel happy. I do not believe. How can people rejoice in rejection? I agree, the reasoning that “every heard “no” is another step on the road to “yes”” is not devoid of logic. But rejoice in a lost sale? Sheer absurdity. Get it on your nose: nothing happens until something is sold. But nothing will be sold until you make a deal.

In our profession, the conclusion of a deal is in the fullest sense the moment of truth. In my long career, I've seen a whole army of top-notch salespeople. They did everything exactly according to the textbook. Everything but closing the deal.

As you read through my revelations, you'll find that closing a deal doesn't necessarily happen at the end of a presentation. Obviously, the moment of truth comes when the buyer agrees to part with their money in exchange for your product or service. So the recruits trading business not without reason identify such a reaction of the buyer with the conclusion of the transaction - this is undoubtedly the climax of your sales presentation.

However, the concept of closing a deal is much broader and includes everything from “selling” yourself as a person to correctly answering the objections of the buyer. Simply asking a person to place an order is not enough, no matter how convincing your request may seem. You need to awaken in the buyer the need for your product and the desire to own it. The buyer must believe that your product has more value than his money. As you will learn in this book, closing a deal depends largely on the effectiveness of the other stages of your presentation.

I'm going to tell you how to be successful with every trade. Everything that I will tell you is based on practical experience, and not on the theoretical fabrications of some giant of thought, looking at the world from the height of an impregnable ivory tower. You can believe me, I fully tasted this bread and paid all the bills. I spent many years on the front line, not getting out of the trenches. I had to make deals to support my family. It depended on whether I survived or not.

I admit right away that much of what I will tell about the conclusion of transactions was not invented by me. At the very beginning of my career in sales, when it was necessary to learn how to sell as many cars as possible, I did not hesitate to turn to any available sources of knowledge. I pestered every salesperson with my questions that I thought had a lot to learn from. In addition, I rummaged through mountains of books and magazine articles, listened to hundreds of audio cassettes with lectures on the topic of sales. From the mass of the most valuable information, I chose what most suited me, borrowing something from one colleague, something from another, and gradually refined this or that technique until it became completely natural for me. The end result of this process was the birth of the one and only Joe Girard - but please remember that I didn't have to reinvent the wheel to be successful. Luckily, you don't need to do this to get the best results either.

You may be wondering what you can learn if your business has nothing to do with selling cars. Read this book and you will understand that a good salesperson can sell any product. The thing is that you work with people, and people are people everywhere, and they “buy” first of all a person, not a product. Therefore, everything that I will tell you can be applied to everything that you sell.

The most famous Chief Justice of the United States, Oliver Wendell Holmes, once said, “Very often an idea grows better in the head where it was transplanted than in the one where it sprouted.” So I encourage you to take my ideas and make them work for you even better than they worked for me.

Now you're probably thinking, "Isn't Joe Girard kidding when he promises to teach you how to close every deal?" I assure you, I mean this in all seriousness. If it were not so, then I would not have called this book "How to conclude any deal."

1. Overcome customer resistance

What I'm about to say is no secret to anyone. The vast majority of people do not like to be sold something. Hostility to representatives of the trading class is genetically inherent in them. As a matter of fact, if they had their way, they would prefer never ever do not deal with sellers.

But don't panic. I'm talking in principle. It should not be understood that no one likes to be sold, or that all buyers will resist you. You don't have to set yourself up for failure every time you go to meet a customer. If you do your job professionally, there will always be more than enough people who will buy goods or services from you in sufficient quantities for you to enjoy the fruits of your successful trading career.

I ask you to understand me correctly: I am by no means going to lead you to sad thoughts about the unenviable fate of the seller at the very beginning of the book. However, it is very important that you and I look at things the same way. And contrary to what some sales managers preach, you and I know very well that few people like aggressive and arrogant salesmen who break into homes and offices like raiders. That is why most people try their best to avoid meeting them. Let's not have false illusions and hopes that buyers are just waiting for the moment when you deign to sell them your goods. It has never been, never will be, and cannot be. If selling suddenly becomes so easy, you'll be demoted to just an order taker and your company will cut your commissions.

I believe in the power of a realistic approach to selling problems, and with that in mind, you need to understand that people have plenty of reasons to resist sales efforts. It will be easier to overcome this resistance if you understand the reasons for such a psychological attitude.

Bad reputation

Let's call a spade a spade. Despite the rapid growth of the army of professional salesmen in today's world, those of us who work in the field of sales cannot boast of the ardent national love. What image appears before your inside your mind when you think of the "typical" salesperson? To be honest, even to me (I have vast experience in this matter) it seems to be an impudent person in a checkered suit offering the “right” bet on the hippodrome. You know this type with a well-suspended tongue. And if I think so, then you can imagine what people from the outside think.

Unfortunately, treating salespeople as shameless scammers is part of our American culture. It goes back to the days when impudent charlatans sold "snake ointment" to the pioneers of the Wild West. They worked on the principle of "hang noodles and run away with the money," and the distrustful sons of the young nation, having drunk a pound, soon became convinced that the sellers rarely kept their promises. latin expression caveat emptor(let the buyer beware), calling not to trust the sellers, was included in all of our early anthologies.

The image of the dealer in the remedy for all diseases was immortalized in stage and cinematic portraits of soft-spoken wits, but in fact - dubious and pitiful personalities. They say that even one of the greatest showmen of our country, P. T. Barnum, allowed himself to remark: "Simples are born into the world every minute." Despite the fact that Barnum from the famous circus "Barnum & Bailey" categorically denied his authorship, the phrase became catchy and is used to this day. As for the heroes of American literature, the loser Willie Loman from Death of a Salesman and the two-faced advertising agent Clark Gable from Speculators come to mind first of all. They are followed by The Musician's "Professor" Harold Hill, and most recently Danny DeVito and Richard Dreyfuss as unfortunate salesmen in The Tinmen. When I turn to the topic of salespeople in American literature, not a single positive image comes to mind. As far as I know, among the sellers of bygone times there is no one who could become an example for today's youth.

It is not my place to judge whether the conventional wisdom is based on facts or myths. One thing I know for sure: the men and women who played the role of our forefathers in the field of trade left us a legacy of many different obstacles. For example, in my particular field of work, cars were sold in much the same way that horses were sold a hundred years ago. As a matter of fact, Americans are still bargaining when buying cars like horse dealers at a fair. Nowadays, few people buy a car at the price indicated in the price list. But in almost every other area retail the amount indicated in the price tag is not discussed. You don't go to Macy's or Bloomingdale's to say, "Twenty dollars for that shirt? I'll give you fifteen." But when buying a car in America, it’s customary to bargain - and if you don’t like arguing about the terms of the deal, then you will definitely be ripped off.

I mentioned the car business just so you know what I had to contend with. I had to overcome many obstacles related to the bad reputation of car dealers. Personally, I learned to avoid obstacles in such a way that I would not stumble upon them again. The same barriers subsequently stood in the way of increasing my competitiveness. I am sure that a good seller must learn to turn any difficulties into tasks, the solution of which will turn out to be significant advantages for him. That is why, when people came to the showroom ready to fight the cunning and slippery merchant, there they had to meet Joe Girard, whose behavior was fundamentally different from what they expected. My desire to help and sell what suited them best was disarming. They were impressed by my sincerity and conviction, and soon their resistance vanished. As a result, I was classified as "not like everyone else." “Joe, you are not like other car dealers. to me Like do business with you."

Therefore, the dislike people usually have for salespeople doesn't have to be the same feeling they have for you. When you manage to change their opinion of yourself, it becomes your advantage, because you rise above the level of your competitors.

“We them or they us” relationship

Too often trade presentations turn into competition between sellers and buyers. The two sides are opposed to each other. If the seller succeeds in making the sale, he wins and the buyer loses. Or vice versa. In other words, an "us vs. them" attitude emerges, in which the seller is viewed as an opponent rather than as a teammate or ally.

Very often, buyers think that sellers are going to use them for their own purposes. So they get defensive and focus on how to resist making a deal during the presentation. It's all about the instinct of self-preservation. They do not want to become puppets in the hands of a puppeteer who wants to sell their product, even if they really need it and its purchase will bring exceptional benefits.

It is extremely sad that many sellers also view the sale as a duel, during which they can measure their cunning with buyers and, if they are lucky, win. They confuse the duties of a professional salesperson and a professional player. For such merchants, selling is tantamount to winning the war. They become winners, and the buyer becomes the loser.

Honestly, the worst scenario is simply impossible to come up with. By competing with the buyer, you are working against him instead of working together with him. Remember that you are both on the same team and both the seller and the buyer win as a result of the sale.

You should think first of all about how to help your buyer, skillfully guiding him to make the right decision. Every time a person walked into my agency's showroom, I saw it as an opportunity to help someone buy a car. I have always believed that the buyer came to my door for this very purpose. After all, people don't hang around car dealerships unless they're interested. Similarly, they call stockbrokers just because they are interested in putting their money to good use, or contact real estate brokers because they have an interest in buying or selling property. When you look at the concept of selling from this point of view, you cannot be an opponent of the buyer; you work on the same team.

Take, for example, a representative of a company that supplies heavy equipment for large firms in the manufacturing industry. He must view his relationship with the buyer as a partnership. For him, selling is not a one-time deal. Over time, he develops an understanding with each of his customers and, on this basis, establishes long-term relationships.

When such a salesperson is working on a multi-million dollar equipment deal, he must be assisted by marketing and technical services his company. The company's engineers must spend several weeks at the buyer's facility to compile a list of necessary equipment and determine the order of its installation. In addition, they need to provide a forecast of the economic return on investment in the long term. Proper presentation involves hundreds of hours of sales representatives working in close contact with buyer representatives. Ultimately, the buyer must have confidence that both firms are operating as joint venture for his benefit own organization. Achieving this goal brings the highest degree satisfaction for both buyer and seller.

Similarly, realtors create the same feeling in their clients. So do stockbrokers and life insurance agents. When you really want to do a favor for your customer, he or she senses it, and you overcome their resistance to selling. By the way, it is very important that such a moral atmosphere is established at the very beginning of the presentation. If you fail to create it, then you will be perceived as an opponent, and when it comes to closing a deal, you will have to endure real battle. And in all likelihood, it will be a battle without winners.

Bad experience of previous meetings with sellers

Each person has their own bad experience of meeting salespeople who turned out to be unprofessional, insensitive and hypocritical crooks or scammers. It may sound harsh, but it's true. Sooner or later, each of us is faced with one of these entities who dream of profiting at our expense.

But the most unfortunate consequence of their deceitful tactics is that many buyers become wary and frightened when meeting even with a professional seller. However, you must understand that dislike for salespeople is not instinctive, and such an attitude cannot possibly be innate.

I won't say that I'm different from other people. I also had enough arrogant and stubborn sellers who tried not by washing, so by rolling to force me to buy their goods. And I, too, hanging my ears, sat at presentations where I was offered fantastic castles in the air from soap bubbles. And if such brisk-tongued swindlers managed to swindle even me, then you can believe me that I happened to get into this juicer to each of us. It is even difficult to imagine a person who has never in his life become the object of harassment by such dark personalities.

However, everything in the world is relative. So take my advice and turn your swords into plowshares. Create an atmosphere in which the buyer finds you likeable, thoughtful, and professional. Imagine what a pleasant relief the buyer will experience, waiting for a session of intimidation and demagogic promises. Bad experience customer helps us good guys look even better! That's why after I suggest that people "enjoy the experience of doing business with Joe Girard," they soon understand exactly what I mean.

Buyer's time is valuable

The understanding that time is money is hammered into the head of every salesperson and should be valued accordingly. Therefore, I will not give you another lecture on the organization of time. Instead, I will emphasize the importance of realizing the value of your time. buyer.

How cleverly did I turn the subject? Very often, salespeople are overly concerned with the task of wisely using their time, which they are told in every meeting, and it doesn’t even occur to them that buyers think the same way!

It is not uncommon for a salesperson to jump out of the saddle before he can get his foot in the stirrup just because he hasn't thought about the value of the buyer's time. Look at it this way: the best customers are those who can afford to buy your product. And as a rule, people with money are those who know how to increase their wealth as a result of using time with the greatest benefit. I repeat: time is money. When the famous hijacker Willie Sutton was asked why he chose banks as his specialty, he replied: "So there is more money there." For the same reason, you like to give presentations to people who value their time.

But approaching them is easiest for someone who values their time and understands how much they cherish it. Successful professionals and businessmen are incredibly busy people and tend to keep “gatekeepers” who are required to “screen” salespeople, discourage those who did not try to arrange a meeting in advance, and let no more than one person out of a dozen into the boss’s apartment. Gatekeepers do this because their bosses are literally torn between meetings, phone calls and visitors - especially sellers. If senior executives and business owners listened to everyone who approached them, they would simply have no time for anything else. And yet, in some situations, they are forced to grant an audience to the sellers. Quite often, in order to keep abreast of the latest developments, they have to rely on information coming from sellers. Therefore, even with an overloaded schedule, they cut out certain time for important commercial conversations. I have always believed that time spent with Joe Girard is time well-spent, and I have considered my visit to be one of the most important sales meetings that my buyers must include in their schedules.

However, I fully agree that other people value their time, and therefore always tried to negotiate the sale in advance. “Car salesman working by appointment?” - doubt you - and you will be right. Yes, this practice is unusual for my business. But I introduced it for a good reason. Not only did it help me make better use of my time, but it also allowed my customers to set aside enough time to buy cars from my agency. After all, I don't see much point in having an incomplete presentation when, at the crucial moment, they tell me, “I'm sorry, Joe, but I have to get back to the office. I'll visit you in a couple of days."

I entered pre-entry about three years after entering the automotive business. I worked in much the same way as a lawyer or a doctor, and because of this I looked more professional and significant. Occasionally there were "overlays", and then buyers had to wait about an hour. In such cases, I said: "The longer you wait, the cheaper I get." I explained this by saying that a small income would be enough for me to ensure a decent existence. It seems that this argument satisfied most customers - and they put up with a long wait.

My advice to you: once in the buyer's office, prepare the ground so that all factors work for you. This often means arranging the next meeting at a more favorable time, when the buyer can give their full attention to what you are selling.

I recognize the temptation of making an immediate presentation to an interested buyer who greets you warmly and offers, “Come straight up to my office and show me what you sell there, but do it quickly because I only have twenty minutes before the board meeting.” .

It goes without saying that trying to deliver an hour-long presentation in twenty minutes is tantamount to suicide. In such a situation, I advise you to look at your watch and say: “Mr. Buyer, I'm sorry, but I'm late for an appointment, and as much as I would like, it's not even five minutes. The sole purpose of my visit today is to introduce myself. I work exclusively by appointment, so let's set a time when we can spend an hour together in order to properly present my product.

This candid approach shows that you value your customer's time as much as you value your own. Moreover, it provides you with a full-fledged meeting with a worthy buyer and serves as a confirmation of your professionalism. It is very likely that the next time you cross the threshold of his office, he will not offer serious resistance.

It is quite natural that the amount of time allocated by the buyer to the seller depends on the product being sold. For example, it only takes a few minutes for a stationery salesman to sell a couple of packs of pencils, carbon paper, paper clips, etc. At the same time, a land management consultant may need several hours to make a presentation. Some items require even more. For example, the first meeting to present a complex computer system may take a full day and require the participation of several representatives of the company's senior management. The first meeting is just the beginning of what could be hundreds of hours of working together until the deal is finalized.

Overcome buyer resistance.

I entered pre-entry about three years after entering the automotive business. I worked in much the same way as a lawyer or a doctor, and because of this I looked more professional and significant. Occasionally there were “overlays”, and then buyers had to wait for about an hour. In such cases, I said: The longer you wait, the cheaper I get. I explained this by saying that a small income would be enough for me to ensure a decent existence. It seems that this argument satisfied most of the customers - and they put up with a long wait.

I recognize the temptation of making an immediate presentation to an interested buyer who greets you warmly and offers, “Come straight up to my office and show me what you sell, but do it quickly because I only have twenty minutes before the board meeting.” .

It goes without saying that trying to deliver an hour-long presentation in twenty minutes is tantamount to suicide. In this situation, I advise you to look at your watch and say: “Mr. Buyer, I'm sorry, but I'm late for the meeting, and as much as I would like, there is not even five minutes. The sole purpose of my visit today is to introduce myself. I work exclusively by appointment, so let's set a time when we can spend an hour together in order to properly present my product.

The trick is to enter information directly on the form, explaining to the buyer if he asks that you are just trying to take into account all his wishes. Then, when you are fully prepared to close the deal, all you have to do is let the person sign, because the order form is already filled out!

For example, when I ask you to sign an order form and the person sits like a statue, unable to make a decision, I can say:

- What's the matter, damn arthritis tortured?

Usually this joke makes the buyer snort and smile. Sometimes I even put a pen in his hand and pull it up to the form:

“Don't be afraid, John Hancock had a hard time too.

Of course, all this is done with a clown's smirk, but at the same time I am serious, and the person knows that I am completely serious. But the technique works, causing the buyer to laugh and put his signature over the dotted line.

If he still cannot make up his mind after that, I can say:

"Well, what else do you want from me?" Maybe I should lie on my back? Well, I'm going to bed right now.

This circus number is able to “split” almost anyone, and in response I most often hear:

“Joe, please, but don’t lie on your back.” Where do you want me to sign?

He doesn't seem to be impressed by the presentation at all, he doesn't even bother to challenge the value of the product, question its quality, or demand proof that the product can solve his problem.

People who show interest in a product, but are not yet convinced enough to buy it, always raise objections. I take these objections as positive signs that comprehensive answers to the questions will secure a deal.

For example, the customer already has computer system, and replacing it with your model will cost him a substantial amount. When he says that maybe he should continue with the old system to save money, he is asking for reassurance that buying your model will bring him benefits. But if he keeps saying, "I'll work with what I have," you have little to no room to sink your teeth into. Unless you can dig deep enough to uncover his real objections, you have zero chance of making a deal.

Examples of objections with implicit requests for additional information:

Objection: I do not think that for such money you can not buy anything better.

Hidden request: I ask you to prove that for my money I will receive an exceptionally valuable product.

Objection: This size doesn't seem right to me. Hidden request: Prove that this is exactly my size.

Objection: I have never heard of your company.

Hidden request: I am willing to buy from you, but I need to know that your company is reliable and trustworthy.

Objection: I'm trying to cut costs, so I'm not going to buy anything new.

Hidden request: Until you convince me that your product is exactly what I need, I will not buy anything.

Objection: I'll probably go shopping and see what else I can find.

Hidden Request: You didn't convince me. Either keep selling until I'm satisfied that an immediate purchase is reasonable, or goodbye.

Ideally, the buyer should sooner or later let it slip why he prefers the old system to yours. For example, he might remark: “My model allows for day-to-day processing of receivables, but yours cannot. Or say, “Company X has a great service contract and if there are any problems, they will help you within 24 hours. With this information, you can neutralize the buyer's objection. Now it remains only to convince the buyer of the benefits of what you offer. Of course, it is most difficult to win the competition when the old supplier provides the buyer with truly excellent service.

Perhaps the most The best way recognition of false objections is the observation of a person's reaction to the presented exhaustive answers. As a rule, the almost complete absence of such allows you to assume with a sufficient degree of certainty that the true reason is being hidden from you. Take, for example, the case of Sam, who told his broker Alan that he was not interested in investing in ATC because he only liked investing in growing companies. After several minutes of fruitless listing of strong arguments in favor of his point of view on ATK, Alan should have come to the conclusion that the real reason for the client's objections lies elsewhere. After all, he saw that an investor as intelligent and astute in all other respects as Sam was ignoring such clear benefits that, under normal circumstances, would have led him to a positive decision long ago.

Another opportunity to be smart comes when buyers start to raise a lot of objections that are completely unrelated to each other. You may take this as a signal that they are hiding the real reason for their concern. In the end, you will think: “Yes, a person cannot have so many true objections to a purchase!” And once you understand this, you can move on to questions aimed at revealing the true cause.

If this does not work, you can ask the question “on the forehead”:

— Mr. Buyer, can I ask you a favor? Most people get lost in this and most often answer:

— Yes, what's the matter?

— I know that this car suits you perfectly, and that it is worth the money, but deep down I feel that you are not finishing something. I would like to know the real reason that prevents you from making a purchase decision right now.

— What are you, Joe, I just wanted to think it over again.

"Don't be shy, what's the matter?"

— I assure you, nothing.

“Listen, you can tell me. What is really stopping you from buying a car today?

- You know, Joe, to be honest, then ... - and then they lay everything out like a confession.

With this information, I soften the blow to their ego:

“I suspected something of the sort, and I want you to know how much I appreciate your frankness…”

As you can see, sometimes we have to dig very deep to get the customer to say what's really on their mind. But you need to know this at any cost, and unless you have any new original ideas, my advice: in any case, do not engage in fortune-telling, as you may have to go along the entire coast before you stumble upon a place to bite.

When dealing with some business-related products, you must show how the buyer will benefit by agreeing to buy from you. Follow the thought:

— Yes, Anna, I know this proposal will mean a significant increase in your advertising budget, but at the same time it will lead to a huge increase in sales and, therefore, an increase in profits. In the end, your costs will pay off handsomely.

— It's true, Stanley, that our computer system is quite expensive, but it will allow you to cut down on your bills. work force and release four employees from monotonous and tedious work, transferring them to more responsible areas.

“I understand that this security system is expensive, but it will reduce the cost of insurance premiums by about eighty dollars a month. With these savings, you can afford to have her, can't you, Terry?

“Yes, that $1,500 coat is twice as expensive as that plain one over there, but you like it, don’t you?” This is the coat you will be wearing for the next ten years because its style is so elegant. On the other hand, a simple-cut coat will bore you relatively quickly. And if you divide the price by ten years, you will get an amazing bargain.

“Those cast-iron tools cost twenty-five percent more than the rest, but look at the lifetime warranty!” Cheaper tools will break after a few years and need to be replaced. When it comes to quality like this, you get a lot more than you pay for, Roger.

There are several other excellent reasons why the decision not to buy your product will actually mean a loss for the buyer.

Similarly, the sale of a private jet, a Manhattan office apartment, and even an office building can be done in such a way that the prospective owner will make a purchase decision based on long-term economics rather than cost considerations.

I want to discuss this with my breakdown. (This category includes forms: “I want to discuss this with my partner”, “I want to review the Agreement with my lawyer”, etc.)

Perhaps the best way to avoid this objection is to ensure that the decision makers are present at the presentation. Try saying something like, “Mr. Grant, I'll be in your office Wednesday at three-fifteen sharp. I would very much like everyone who is needed to make a decision to be present there.” If he answers, "I make the decisions," it would be appropriate to say, "It's very nice to deal with a person who is able to make decisions on his own, and who does not need to gather all the board members to do it for him."

This technique can be used in the same way and with the same success in working with married couples. “Mr. Masters, perhaps it would make sense for your wife to also be present at our meeting and take part in the decision?” If he says no, you can say, "It's a pleasure to work with a man who can make his own decisions." If the wife is at home, you might suggest, “Maybe we should invite your wife to join us and be part of the decision? If you need her opinion, then I will only be glad to see her here. Of course, if it is not needed, you should not insist.

A spokesman for a lawn care firm told me about an effective technique he uses to work with housewives in upscale Detroit suburbs.

“When the hostess says that she needs to consult her husband, I ask: “How much do you spend a week on groceries, ma'am?” “Yes, about a hundred and a half a week goes away,” she replies. “And you consult with your husband before every trip to the supermarket?” I ask. "Of course not". “So you spend more than twelve thousand dollars a year on groceries. This is quite a large amount, and, as I understand it, you do not need your spouse's permission to dispose of it. We are just talking about a decision that will cost about two hundred dollars a month, so I'm sure he won't mind if you make this decision, right? Then I amplify the effect with a suggestive hint: “Do you mind if my people come to you on Wednesday mornings or afternoons?”

When a potential car buyer told me at the end of the presentation that he wanted to consult his wife, who, of course, was not with us, I said: “Okay, but for now let's place an order. Sign here, okay? And I also need a hundred dollars as a deposit. And if the buyer was macho, I'd add, "You know what, Harvey, it's always a pleasure to deal with a man like you who can make his own decisions. You won’t believe how many sluts are divorced these days who let their wives pay all the bills.”

If the guy kept saying, "No, Joe, I need to talk to her first," I would add, "Let's get the order after all, and then you can go home and let her know." Better yet, bring her here and have me make the announcement. If she is against it, then you will simply take the bail. In the vast majority of cases, these transactions went fairly smoothly. But if the buyer walked out without leaving a deposit, then my chances of selling dropped sharply, because in such cases people rarely come back. And of course, when a spouse without a husband came to me, I expressed sincere admiration for modern women who make purchase decisions without asking permission from their faithful.

I have a good friend in this business. (This may be a brother-in-law, mother-in-law, neighbor, etc. who sells the same thing as you.)

Here you should ask yourself: “What is the buyer interested in more; give money to a friend or get a benefit for yourself? As a rule, people prefer to do what is best for them than to spend their money on a bad purchase.

When confronted with this objection, a stockbroker says, "Harry, I understand how you feel about your friend - but I'm sure you'll agree that no one has the monopoly on ideas." The broker allows this thought to take root in the mind of the buyer and continues: “I am primarily interested in the opportunity to work with you at those moments when promising opportunities open up - ideas that we understand and carefully monitor, and situations that you and others your sources are not always known. In the end, both your friend and I have one goal - to help you increase your capital.

After the buyer has admitted that he likes the policies offered by the insurance agent better than those sold by his friend, the next move can be made: I'm sure, Richard, that your friend himself would advise you to do what is best for you. If he gave you other advice, then he can hardly be considered such a good friend. So let's do what we both know is best for your family..."

Speaking of customer assistance, I can't help but mention that category of time-seekers who lack the self-confidence to make a decision without consulting a third party, such as a business partner or spouse. Such people say: “I should consult with my wife (partner). We will discuss your proposal, and tomorrow I will report the answer. I really want to buy, but you know how it is. Yes, she will kill me from the world, I just try not to consult.

Of course, in such cases it is best for the wife to be right there. But the trouble is that often you cannot foresee this, or are unable to ensure its presence. However, if you are finally convinced that a person is not able to make a purchase decision on his own, I advise you to say:

“I perfectly understand what you are talking about. But there is one thing that I must definitely do for you...

- Which? He will definitely be interested.

“I want to come to your house tonight so that you will let me explain to your wife the essence of the matter. This is my profession, and if she has any questions, and I'm not around, then you may not be able to answer them. And it will be unfair to both of you, because she will have to make a decision without knowing all the facts.

In cases like this, you can't rely on a well-meaning buyer to do your job for you. Imagine how unconvincing and incompetent a non-professional seller would look in your place, and understand that this buyer would be just as ineffective in selling your product to a third party. And here's another thing: when doing a presentation for a third party, don't be too lazy to present the full version, from beginning to end; do not try to limit yourself to the abbreviated version.

SOIL PREPARATION

In much the same way that you prepare the ground for the presence of your wife or partner, you should behave at the beginning of the presentation. Be frank with buyers and tell them that they will have to make a decision after you provide them with all the necessary facts.

After exchanging courtesies with the buyer before the presentation, I would say to the manager or owner of the enterprise: “It is a great pleasure for me to talk with a person like you. How nice it is when a person who is able to make a decision comes here, you have no idea how often you have to deal with people who simply do not have the courage to solve such a simple matter as buying a car.

See what I did? I let the buyer know that I expect a decision from him. Once a buyer agrees with me that most people lack the courage to make decisions, they are instructed to behave like a determined person. Moreover, it is unlikely that anyone will want to admit at the end of the presentation that he is the same weak-willed person who lacks the courage to act as a man should.

Another way to combat time lag when closing a deal is to emphasize the value of your time and that of the buyer. For example, an insurance agent working with a businessman might say at the beginning of a presentation, “I am very pleased to meet a woman like you, Rita. I know that you, as a tenant of several eateries, are an extremely busy person - and since I highly value your time, I will get right to the point. I'm sure you understand that time is also money for me. Therefore, I will detail all the facts regarding my program, and if you have any questions, I will be happy to answer them. If the presentation convinces you that the insurance program meets your needs and financial possibilities, then I hope you will let me know. If it doesn't suit you, then please tell me directly, and I bow out. In any case, I'm waiting for your decision today. What do you think, Rita, would that be fair?"

In another case, a salesperson might say to a manager, “Now, before I get started, I want to hear if you are the right person to talk to.” Then he elaborates: Am I to understand it so that you have the authority to tell me yes or no today? Of course, if the buyer says “no”, then the seller understands that there is no point in making a presentation.

Even a salesman who sells vacuum cleaners can effectively use this approach by turning to the customer: “I suggest that you, Susan, enter into an agreement with me that I hope will suit you. I'm not one of those pushy sellers and you don't have to worry that I'll try to sell completely. unnecessary thing. All I'm going to do today is demonstrate the vacuum cleaner and talk about how many of your neighbors and friends have benefited from purchasing it. If you think that this thing will make your life easier in many ways, and decide that you can afford it, then I want you to buy it and join the number of our customers. But if you do not have such a feeling, then I do not insist on buying it. How do you think that's fair?"

Rarely will anyone refuse to show decisiveness if, before starting a presentation, you ask a person to make a decision regarding a purchase.

TALK TO YOUR BUYER'S EGO

Increasing the level of self-esteem of the buyer can be very useful when closing a deal. In the same way that you prepared the buyer for a yes or no decision before the presentation, you must make him call himself such a significant person that in the moment of truth it will be extremely difficult for him to show weakness. To do this, you need to feed the conceit and play on his vanity.

This technique especially affects men when it is used by female sellers.

For example, a woman selling recording equipment says: I often meet with the leading businessmen of the city, and you will agree with me. Time is money, I myself know how much your time is worth, sir, and therefore I will save it as much as I can. For this reason, I want to transfer the order to the company today, so that the car will be delivered to you on Friday.

All this is fine, but today at four-thirty I have a plane. I will be away for three days and therefore do not want to do anything yet. I have an important meeting at the conclusion of a major contract for my company. If you leave your prospectus, Carol, I'll look it over in flight.

I can imagine how many worries you have, Mr. Mitchell, and I am sure that you simply will not have time to think about such an insignificant trifle as our car. You don't even need to bother yourself with such trifles. So let's get it done while you're away, and I'll make sure it's delivered by the time you get back, so you can start working on it next weekend.

“That would be great.

Of course, I knew that "thinking" meant much more to them than a few minutes. What they had in mind would take at least a few days. I would leave them alone for ten minutes, and then come back and make an offer, implying a deal, something like: “I have good news for you. I just found out that the service department will be able to have your car ready by the end of the day today, .. ” Appreciate the subtlety of the hint.

Quite often, a suitable quote can become the motivation for making a decision. The old adage “don’t put off until tomorrow what you can do today” is perhaps the most obvious and the most overused of all, but even it, uttered at the right moment, can produce results.

A pertinent quotation is so effective because it functions as a wise third party acting as an arbitrator and giving an opinion (which, of course, supports your point of view). I have been present at many sales that could have ended in failure if the salesperson had not been able to quote someone's wise saying at the right time.

“Do not abuse expectation; the time will never be "the most auspicious". Start where you stand and use the tools you have, and you'll find better tools along the way."

I advise you to print out a list of these and other quotes and keep it with you at all times in your wallet or in a case. Sometimes the printed word is perceived more “officially” than the spoken word, it is not necessary to memorize quotes. You can take out the list and have the buyer read it.

It is very important to understand that when someone takes time to make a purchase decision, it is because you have not been able to convince the buyer that immediate action is beneficial to him in the first place.

The buyer told the agent:

“These small contributions that you will have to pay at your present age will not make a hole in your wallet and will not change your lifestyle. If you decide to wait a few years, then your burden will become heavier, and in a few more years it will turn into an unbearable burden. Can't you see for yourself, Bruce, that you need to start this program today, while the burden is so small that you won't even notice it.

To complete the topic of neutralizing the “I want to think it over again,” I’ll talk about a “bull by the horns” technique that I have used with great success and that can be applied to almost any product.

“Look, Jack, we've been talking to you for hours now, and we both know this car is exactly what you need. We haven't found any reason why you shouldn't buy today, and that's why I'll only let you out of here when you become my buyer. So do not waste time - sign up!

Whatever you trade, remember that people respect competence. In today's market, everyone wants to deal with a professional. And as soon as you are recognized as such, buyers will hang with their mouths open at your every word. This is, I believe, the best way to prepare the ground for control over the sale.

How many times have you seen a salesperson come back for a return visit accompanied by an instructor. "This is Mr. Thomas, our Regional Vice President, and he wants to discuss some facts with you that you might find interesting..." This standard trick is called "the guy from out of town is a real expert" and is based on the fact that people are often willing to listen to the opinion of Mr. Big Shot. If he lives up to his position, people will listen to him, and in all likelihood he will be able to take control of the sale. But if his title is not filled with content, then both "specialists" will quickly get kicks in the lower back.

If the customer asks a second time about the price of the product, I say, “I’ll talk about that in a minute,” and I continue the presentation, quoting the price only when I think it’s time to make it public.

The third time I say, “I’m almost at this point, but I want you to know enough about what you get for your money and realize how much good deal I propose to us." To which I add in a friendly tone, “So stop worrying about how much it costs and listen to what you get.”

Then, when the price is finally named, I build up the tension: “Now I know that you are able to appreciate a good product.”

- Please sign here that you agree to receive a certificate from your doctor.

- Put your signature here, confirming the correctness of the information you provided.

“Please write a check for this amount. (The seller does not say the number out loud, but only points to it.)

The uncomplicated nature of these secondary decisions makes the buying decision much easier for a person. The answers to all these questions make the purchase painless for the buyer. Most people are capable of making many minor decisions, but ask them to make one major decision and you run the risk of facing a completely different situation. Your job is to lighten the burden of making a decision.

Ed Ellman, one of the leading insurance agents in the country, tells his customers, “Listen, Alan, one way or another, you have to make a decision right now, even if you think it's best not to make any decisions. You can make one decision and invest three thousand dollars in insurance, which later turns out to be unnecessary. While none of us likes to make mistakes worth even a single dollar, a small mistake of this magnitude will not seriously affect your business or lifestyle. You can make another decision and postpone the purchase, that is, do nothing. So you can save three thousand dollars ... but in the end it can lead to a mistake worth five hundred thousand dollars. Tell me how easy it would be to correct a $500,000 mistake... especially if it happens at the most critical moment of your business career?

The legendary Ben Feldman, who is arguably the greatest insurance salesman of all time, uses the same rationale. Trying to convince the buyer of the need for a weekly investment of $20 in insurance in the amount of $50,000, Feldman says: “The essence of the operation is this. My company opens a special escrow account and deposits fifty thousand dollars into it. As you pay your dues, the money will simply accumulate. A business is a thing that should bring money and in which money should be invested. In short, I'll just save your money - only twenty dollars a week.

But, in addition to accumulating your money, I will do something else. As soon as you get out of here, I'll put fifty thousand tax-free dollars in the till. At your tax rate, that would equate to a hundred thousand dollars in profit... or a million dollars in sales.

Agree that if you have twenty dollars more in your checkbook, you are unlikely to feel much richer. And if you have twenty dollars less, you are unlikely to be bankrupt. To be honest, if you ever get to the point where twenty dollars is a matter of life or death, then you're already bankrupt without even knowing it."

In each of the above cases, the buyer is offered a choice in which the risk in case of refusal is so high that the decision not to buy exposes him to the maximum risk.

Ask any salesperson who has used the "compromise" technique for years, and they will tell you how many large transactions started with small orders. As the proverb says: “Mighty oaks grow from small acorns.”

After exhausting all other options in a long negotiation with a difficult buyer, I said, “Look, Jerry, I make no secret of my intentions. I want to receive your order." You will be surprised how effective such a direct approach and open statement can be.

One of my favorite great Americans is Benjamin Franklin. I am sure you will agree with me that he was one of the smartest people in the history of our country. Do you know what old Ben did every time he faced a difficult situation like the one you're in right now? He got Blank sheet paper and draw a vertical line in the middle. Like this, you have to speak and write at the same time. Franklin wrote yes on one side and no on the other. Then in the "yes" column, he listed all the reasons in favor of the decision, and in the "no" column, everything that could be used against. Do you suggest trying the same? Great, then let's think about everything we can put in the "yes" column...

The agent then says to the customer, "Now tell me what you think should go in the 'no' column."

With the correct use of this technique, the number of items in the "Yes" column should far exceed the number of reasons in the "No" column. By the way, not a single seller who has even a drop of common sense, will not help the buyer in listing the reasons preventing the purchase.

The salesperson's job is to solve problems.

Showing every customer what's under the hood is not only unnecessary, but sometimes even harmful. You must be able to correctly assess the buyer and tailor your presentation to his interests. I am not suggesting that you withhold important details, but simply that when you feel that the moment has come, proceed to close the deal, and do not try to load the buyer with new, confusing and unnecessary facts that do not interest him at all. Then, when you have already received the order, you can say: “Yes, by the way, let me explain to you some of the nuances that I think it will be useful for you to know,” and only then load it with all the necessary details.

When you ask for an order and then pause, don't feel compelled to say anything just to keep the conversation going. Give the buyer enough time to think about the decision and don't interrupt his or her thought process.

A direct question to the buyer can be very effective: “Have you already decided to buy, or should I continue and tell you something else?”. If you are told that you need to continue, then just obey this request until you feel it is time to try to close the deal again.

On the other hand, if you get a positive response, then close the deal, regardless of what stage of the presentation you have reached. You can always explain some of the properties of your product later. Never feel obligated to discuss all the merits of a product before closing a deal. It's always a good idea to keep a few trump cards in reserve and use them as a bonus after you receive an order.

Now back to the impractical economic reasons for making small deals. Sometimes it makes sense to be hit or miss and demand a large order, even if it means risking losing the sale altogether. In practice, this risk is not too great compared to the excellent chance that you will have if you receive a large order. In addition, the probability of losing the original transaction is negligible.

For example, in the automotive business, after a customer agreed to buy a particular model with a minimum package, I would attempt to sell a few extra bells and whistles so that my commission was not too modest. In most cases, I was able to turn the sale of an almost “naked” car into big deal, and to be honest: I don’t remember that at least once such an attempt cost me a buyer, although not everyone agreed to fork out for additional equipment.

I remember one time when I picked out a twenty-dollar tie at Naggu Costz, a stylish menswear store on the outskirts of Detroit. After I took out my credit card to pay for the tie, the salesperson asked:

What are you going to wear with this tie?

"It will match my navy blue suit perfectly," I replied.

“Wow, I just have an excellent tie for a dark blue suit!” With that, he laid out two more ties in front of me at twenty-five dollars each.

“Yes, I see what you mean,” I said, nodding my head in agreement to include them in the bill.

How about a few new shirts to go with these ties?

“I could take a couple of white ones, but I couldn’t find them anywhere,” I answered, pointing to another counter.

It's because you were looking in the wrong place. What size do you wear?

As soon as I managed to say “forty-one,” he laid out four white shirts on the counter for forty dollars each.

“Feel this fabric, Joe. Is she really good? ,

So be it, I'll buy three shirts.

See what happened? The salesperson turned a $20 tie sale into a $190 deal.

Even when someone resents the fact that I bring two policies, rare slips quite pay off with numerous additional sales. Here, too, with the right use of the technique, the sale of the second policy is perceived not as pressure, but as good service.

While some sellers feel that pushing is negatively perceived by buyers, I have a completely different opinion on this matter. When I help people who are hesitant to buy a car, I feel like I've done them an invaluable service. I am curing the time lover of the fatal indecision syndrome. Remember Aesop's fable about the donkey Buridan? It tells how the poor donkey starved to death, standing between two haystacks, because he could not decide which one he liked better.

Imagine a real estate broker showing a house to a young couple who can't make up their minds. “We have been asking prices for several years,” says the wife, “and this house is exactly what we were looking for. We will think for a couple more days, and then we will contact you.”

There are two reasons for a broker to put pressure on clients for their own benefit. Firstly, he knows that people have grown out of their current home and they definitely need to move quickly in order to have time to enroll their children in new school by the start of the next academic year. Secondly, he knows that other brokers have shown this house and he has aroused some interest among buyers. With this information, he insists: “Although I don't want you to think that I'm trying to force you to make a decision, I still strongly recommend that you apply today. You won't find a better home for this price in this area, and I don't want you to miss it. The house has already been shown by other brokers, so if you want to get it, you should act decisively.

As sad as it is to say, most sellers don't even try to thank the buyer. They seem to think that clients are their property. I have not had a single case where I sold a car when the exact same or similar model could not be found in another agency. But when someone bought a car from me, he or she bought Joe Girard himself along with the car. I knew this and, believe me, I was grateful to them for the purchase and saw no reason to hide my feelings. I have never made a sale in my life without saying with absolute sincerity, “Let me thank you and tell you how much I appreciate your agreeing to do business with me. I promise to do my best to provide you with the best service and to prove that you did right choice agreeing to buy from me."

After the buyer digested this thought, I continued: “Sam, I want you to be sure that I will never let you down. I really appreciate what you bought from me. I promise that if you ever need me, I will lay aside all my business and you will get the best best service as you can imagine. And one more thing: I bet you will never buy a car from anyone else again.

You see, I kept selling because I wanted to reassure the buyer that he had made the right decision.

As soon as buyers feel that your only motivation was to earn quick commissions, they begin to feel that they have been used and thereby insulted. No wonder they get cold. Are you going to judge them for this?

A polite "thank you" should be an automatic attribute of the completion of each transaction.

Larry Huttle went even further. Here's what he says: “In addition to the thank you card, our salespeople visit the buyer the morning after the sale. And when it comes to a particularly difficult sale, they know that all they have to do is ask, and I will always go to visit the client in person. I introduce myself as the president of the firm and the first thing I say is how much we appreciate their agreement to do business with us. In addition, I ask them to rate our level of service and ask them if they have any questions or concerns they would like to discuss with me. I give them my phone number and ask them to call me directly if there are any problems. You won't believe what a huge effect my visit has on them. Indeed, where did you hear that the president of the company personally came to the buyer to ask if he was satisfied with the product?

Knowing this, immediately after signing a contract to advertise in our magazine, I always congratulate them on making a reasonable decision, and then emphasize that there are two most convenient times for advertising a product: the first is when things are going badly, and the second is when things are going well. .

I am often asked: “But won’t such a congratulation be perceived by the buyer as a manifestation of the seller’s self-interest?” Yes, but so what? Do it. Personally, I always congratulate people, and I can assure you, no one has complained yet. Most of the time, they breathe a sigh of relief, as if to say, “Thank God, I didn't know what to think, Joe. I just spent a lot of money, and already I began to doubt that I did the right thing.

I don’t remember a time when I had to deal with a person who didn’t like being praised. And that's exactly what you do when you congratulate buyers on making a smart decision.

When my children, Joey and Gracie, were young, I bought them a set of encyclopedias from a vendor who came in from the street. “Your daddy just bought you the best present in the world,” he told my children, “and when you get older, appreciate it.” I remember how his words made me rise in my own eyes. What a nice person, I thought. But when he left, it dawned on me how much money I had just agreed to spend, and hindsight began to swirl in my head about how smart this decision was. However, as soon as I looked at the children, I realized that nothing in the world would make me change my mind. How can I justify myself to them? I learned a valuable lesson that evening that would pay back the price of these books many times over.

Every time I sold to a person who came accompanied by the person for whom he or she was buying a car, I never missed a chance to say: “How lucky you are to have such a father, Margie. Imagine how much he loves you if he buys such a car.

I said the same thing when a customer bought a car for a wife, mother, mistress, whatever. After such words, the buyer could not even think about changing his mind and canceling the order. After all, I created such an excellent reputation for the buyer!

There is hardly anything in the world that can arouse more suspicion in the buyer than the situation in which the seller, as soon as the ink on the written check has dried, rushes to the door. When this happens, people begin to be tormented by doubts about the wisdom of the decision.

And here's how Feldman does it: “You certainly won't mind an examination that won't cost you anything and won't oblige you to anything. Have a doctor examine you, and I'll see if I can get you a decent amount. After all, the company may still not want to conclude a contract with you. Let's take a look first..."

The stockbroker places the order while the customer is still on the phone, trying to close the deal before they both hang up. When such instant transactions are carried out through a computer, the buyer does not have time for regrets.

In order to ease possible regrets, the seller went even further. He asked them to tell him the names of their relatives and acquaintances, and as an incentive, he offered to give Sue and Charlie small gifts like future operating expenses, environmental taxes, etc. And then I appeared on the scene. The same evening they made the purchase, the salesman called me, as one of the people named to him, and invited me to spend a free weekend at this resort. Of course, he mentioned that Sue and Charlie had recommended me to him. After he called all the relatives and acquaintances, Sue and Charlie would be in a stupid position if they tried to change their minds. Just imagine how they would justify themselves to their friends that they recommended such a purchase to them, but they themselves refused it. Personally, I like this technique, and I think it can be applied in any field.

It doesn't take much for new buyers to have second thoughts. Sometimes it only takes one little slip of the tongue when you forget to leave a flyer, call, or just keep a promise. At first glance, such details seem insignificant, but not for the buyer.

In addition to sending out thank you letters immediately after the sale, you should call, or even better, visit them in a day or two. For example, an insurance agent might contact a new client about something like this: "I wanted to remind you about Dr. Silver's physical on Friday at two o'clock." The real estate agent calls to say, "Write down the names of the three local loan officers you need to meet and talk about the mortgage amount." The stockbroker dials the client's phone and says: "You bought 1000 shares of Company XY2 at 2144 and 2000 at 2112."

It is your responsibility to maintain constant communication with buyers. And feel free to tell them not only good news, but also bad. Often, when things aren't going well, sellers will hide from buyers, and this is a serious mistake. A good stock broker, for example, calls to say, “Gary, Company XY2 is down two points today. The market index fell to thirty-two, but in the end, we still win, so today's loss should not be taken too painfully. The manufacturer's representative informs retailer: “I contacted our factory today and they said they were two weeks behind schedule due to temporary material shortages. Still, I will do my best to expedite the execution of your order."

The vast majority of buyers are understanding people, and they are well aware that there are things that are beyond the control of you or your company. They are glad you contacted them and appreciate your candor. The real threat of losing a client usually arises when you begin to hide any problems.

I will tell you what question to the buyer can work wonders in terms of neutralizing his doubts. After the order is signed, sealed, and ready for delivery, and my customer is about to go home, I ask him:

“Charlie, before you leave, I would like to ask you one question.

Please, Joe. Which?

“The thing is, Charlie, I'm constantly trying to improve my professional level, and therefore I would like to know one thing while you are still here,” I say with sincere modesty.

- You mentioned that you managed to visit two agencies, but left empty-handed. Tell me, why did you buy the car from me and not from one of them?

With that, I close my mouth and speak out loud. I have to listen to how much he liked me, and the more reasons he gives, the more he convinces himself that he made a wise decision. In fact, he buys my product again - only this time from himself. By formulating the reasons for the decision in their own words, the buyer forms a clear and distinct opinion about the merits of your product and why you deserve his attention. He tells me things like: “I bought from you, Joe, because I see that you really care about my problems”, “You didn’t pressure me”, “You didn’t try to rip me off more money than I can afford."

I am absolutely convinced of one thing: if you want to succeed in trading, you must strive in every possible way to provide your customers with the best possible service. I strongly recommend that you make this principle the basis of your faith, be guided by it every day of work in trading, and never deviate from it. And as soon as it becomes a solid foundation for your moral code, the path to fantastic success will open before you.

When young people who have decided to become a salesperson come to me for advice on how to choose the right company, I always say that the main thing is to find a service-oriented organization. I recommend paying attention to how the company serves customers after the sale. There are even companies that do not have a service department at all. At best they give a global service number telephone network, which, in turn, refers customers to local dealers, whose agencies may have such departments. Not only do I advise sellers to stay away from such companies, but I strongly advise consumers to boycott their products.

Sadly, some companies focus all their efforts on selling at the expense of serving existing customers. These two directions must be carefully balanced, because one who does not bring new buyers into his assets will never succeed. If you happen to work in an organization that does not want to make a bridge for customers from a standing position, my advice to you is: run - do not leave, but run away - to a company where such actions are not considered shameful. At the same time, do not even think that such a flight can be regarded as disloyalty; any company that doesn't want to serve customers the way it should be doesn't deserve your loyalty.

One AIRStream dealer, for example, estimated that his agency spends an average of $85 on trailer advertising and promotion per potential customer who comes into the showroom. With an average close rate of 25 percent, it costs the company $340 to acquire one customer. Add to that the other overheads of the agency and it doesn't take a genius to estimate the incredible amount of loss that comes with losing every single customer due to poor customer service.

My personal broker, Rick Remsted, who is in the top 300 of Merrill Lynch's more than 12,000 brokers, says it takes him, on average, more than ten hours to acquire a new client. My previous broker never seemed to get around to serving me properly. So I made it clear to Rick that I needed someone who could work with me to achieve certain long-term goals. We met several times for lunch, had many lengthy phone conversations, and I even attended a property planning seminar that Rick taught for his clients. Only a few months after our first conversation, I decided to give him my first order.

Joe Girard, Robert Shook

How to close any deal

* * *

Dedicated to Kitty

With love and admiration

Joe

Thanks

Foreword

Regardless of where I speak, people are always interested in the same thing: “What is your secret, Joe? Tell us how you closed all these deals.”

The conclusion of the transaction is, of course, the decisive stage of the presentation of the product. Simply put, if you don't make a deal, you won't achieve your main goal. Look at this case this way: if the deal is not closed, then your product or service will not bring benefits, and, therefore, the buyer's time and your own is wasted. Of course, the buyer became aware of some facts that he might not have known before meeting you, but the sale process was not completed, there was no movement of money, and as a result, neither you nor your company received any reward for your time and efforts. . You missed the gate. Simple and clear.

As you read through my revelations, you'll find that closing a deal doesn't necessarily happen at the end of a presentation. Obviously, the moment of truth comes when the buyer agrees to part with their money in exchange for your product or service. This is why sales recruits rightfully identify this buyer reaction with closing a deal—it's the undeniable highlight of your sales presentation.

1. Overcome customer resistance

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Publication city: Minsk
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ISBN: 978-985-15-2572-6
The size: 317 Kb

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How to close any deal. Book Synopsis: Joe Girard - How to Close Any Deal

About How to Close Any Deal by Robert Shook, Joe Girard

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Thanks

Foreword

1. Overcome customer resistance

Bad reputation

“We them or they us” relationship

Bad experience of previous meetings with sellers

Buyer's time is valuable

Book author:

Chapter: ,

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THE BELL