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160 Cards in this Set
- Front
- Back
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Initiators
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Are individuals within the organization's buying team who identify a need or perhaps realize that the acquisition of a product might solve a need or problem.
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Influencers
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Individuals on a buying team who guide the decision process by making recommendations and expressing preferences are referred to as influencers. These are often technical or engineering personnel.
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Users
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Are the individuals within the organization's buying team who will actually use the product being purchased. They evaluate a product on the basis of how it will affect their own job performance. Users often serve as initiators and influences.
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Deciders
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An individual of the buying team who has the ultimate responsibility for determining which product or service will be purchased rests with the role of deciders. Although buyers might also be deciders, it is not unusual for different people to fill these roles.
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Purchasers
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An individual on the buying team. Purchasers have the responsibility for negotiating final terms of purchase with suppliers and executing the actual purchase or acquisition.
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Gatekeepers
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Members who are in the position to control the flow of information to and between vendors and other buying center members are referred to as gatekeepers.
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Open-End Questions
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AKA non-directive questions are designed to let the customer respond freely. The customer is not limited to one or two word answers, but is encouraged to disclose personal and/or business information. These questions are typically used to probe for descriptive information that allows the salesperson to better understand the specific needs and expectations of the customer. These questions typically begin with what, how, where, when, tell, describe, and why.
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Close-End Questions
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Are designed to limit he customers’ response to one or two words. This type of question is typically used to confirm or clarify information gleaned from previous responses to open-end questions. Common close-end questions include: Do you….? Are you…? How many…? How often…?
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Dichotomous/Multiple Choice Questions
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A directive form of questioning. This type of question asks a customer to choose from two or more options and is used in selling to discover customer preferences and move the purchase decision process forward.
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Probing Questions
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Are designed to penetrate below generalized or superficial information to elicit more articulate and precise details for use in needs discovery and solution identification. Used to request clarification, examples, further explanation, and confirmation of what the customer is telling the salesperson.
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Evaluative Questions
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Use open-end and close-end questions to confirm and uncover attitudes, opinions, and preferences the prospect holds. These questions are designed to go beyond generalized fact finding and uncover prospects’ perceptions and feelings regarding existing and desired circumstances and potential solutions. Examples of questions include: “How do you feel about___?” “Do you see the merits of ____?” “ What do you think____?”
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Tactical Questions
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Are used to shift or redirect the topic of discussion when the discussion gets off course or when a line of questioning proves to be of little interest or value. To avoid either embarrassing the prospect or the salesperson himself by proceeding on a forbidden or nonproductive line of questioning, the seller uses a tactical question designed to change topics.
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Reactive Questions
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Are questions that refer to or are directly result from information the other party previously provided. Reactive questions are used to elicit additional information, explore for further detail, and keep the flow of information going. Illustrative reactive questions will ask the customer to illustrate a particular piece of information previously mentioned by using questions like "You mentioned that____. Can you give me an example of what you mean?" "That is interesting. Can you tell me how it happened?"
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Generate Buyer Involvement Questions
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Rather than the salesperson dominating the conversation and the interaction, purposeful and planned questions are used to encourage prospective buyers to participate actively in a 2 way collaborative discussion.
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Provoke Thinking Questions
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Innovative and effective solutions require cognitive efforts and contributions from each participant. Strategic questions stimulate buyers and salespeople to think thoroughly and pragmatically about and consider all aspects of a given situation.
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Gather Information Questions
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Good questions result from advance planning and should be directed toward gathering the information required to fill in the gap between "what do we need to know?" and "What do we already know?"
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Clarification and Emphasis Questions
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Rather than assuming that the salesperson understands what a buyer has said, questions can be used to clarify meaning further and to emphasize the important points within a buyer-seller exchange further.
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Show Interest Questions
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In response to statements from buyers, salespeople ask related questions and paraphrase what the buyer has said to demonstrate their interest in and understanding of what the buyer is saying.
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Gain Confirmation Questions
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The use of simple and direct questions allow salespeople to check back with the prospective buyer to confirm the buyer's understanding or agreement and gain her commitment to move forward.
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Advance The Sale Questions
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Effective questions are applied in a fashion that guides and moves the selling process forward in a logical progression from initiation through needs development and through needs resolution and follow-up.
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SPIN Questioning
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A questioning system that sequences four types of questions designed to uncover a buyer's current situation and inherent problems, enhance the buyer's understanding of the consequences and implications of those problems, and lead to the proposed solution.
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Situation Questions (SPIN)
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One of the 4 types of questions in the SPIN questioning system used early in the sales call that provides salespeople with leads to develop the buyer's needs and expectations fully.
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Problem questions (SPIN)
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One of the 4 types of questions in the SPIN questioning system that follows the more general situation questions to further probe for specific difficulties, developing problems, and areas of dissatisfaction that might be positively addressed by the salesperson.
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Implication Questions (SPIN)
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One of the four types of questions in the SPIN questioning system that follows and relates to the information flowing from problem questions; they are used to assist the buyer in thinking about the potential consequences of the problem in a way that motivates her to seek a solution.
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Need Payoff Questions
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One of the four types of questions in the SPIN questioning system that is based on the implications of a problem; they are used to propose a solution and develop commitment from the buyer.
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Effective Listening Techniques
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-Pay attention
-Monitor non-verbals -Paraphrase and repeat -Make no assumptions -Encourage the buyer to talk -Visualize |
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Social Listening
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An informal mode of listening that can be associated with day-to-day conversation and entertainment.
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Serious Listening
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A form of listening that is associated with events or topics in which it is important to sort through, interpret, understand, and respond to received messages.
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Active Listening
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The cognitive process of actively sensing, interpreting, evaluating, and responding to the verbal and non-verbal messages of current or potential customers.
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SIER
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A model that depicts active listening as a hierarchical, four step sequence of sensing, interpreting, evaluating, and responding.
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Non-verbal Communication
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The conscious and unconscious reactions, movements, and utterances that people use in addition to the word sand symbols associated with language.
Facial Expressions Eye Movements Body posture and orientation Placement & movement of arms, head, and legs. |
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Proxemics
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The personal distance that individuals prefer to keep between themselves and other individuals; an important element of non-verbal communication.
Intimate Zones: 0-2 feet, family & loved ones Personal Zones: 2-4 feet, Close friends & associates Social Zones: 4-12 feet, business client relationship Public Zone: Beyond 12 feet, group settings |
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Opening line for a phone call
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Hi, I was wondering if you could me with something?
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2 parts to an elevator speech
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Stating a problem and providing a solution. She be intriguing or thought provoking.
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Fogging
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Repeating an answer 3 times
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WIIFM
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What's in it for me
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Bad Words
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Ahold, always, alot, got, hence, just, nice, quite, really, thus, therefore, very, whereas, however
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How many calls a day
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20 calls a day
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Your most important client
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Your boss
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Why did we fold our arms in class?
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We folded our arms to show us how easy it is to adjust to new ways of doing things.
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What did we learn when making the yellow pages calls?
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We learned how to ask for the name of the UDM
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Vacation Jackpot
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When the UDM is going on vacation, typically no one else in the office will want to talk about it. It is an opportunity for the seller to build the bond by showing interest in the UDM's upcoming vacation.
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Amiable
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High responsiveness, low assertiveness, prefer to belong to groups, and are interested in others. Relationship-oriented, slow-paced, high responsiveness/ low assertiveness
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Expressives
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Both high in responsiveness and assertiveness, are animated, communicative and value building close relationships with others. Relationship-oriented, Fast-paced, High responsiveness/high assertiveness
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Drivers
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Low responsiveness, high on assertiveness and detached from relationships. Task-oriented, Fast-Paced, High assertiveness/low responsiveness
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Analyticals
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Individuals who are low on responsiveness and assertiveness, analytical and meticulous, and disciplined in everything they do. Task-oriented, Slow-paced, Low responsiveness/Low assertiveness
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Low Assertiveness
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* Slow paced
* Cooperative * Avoids taking risks * Supportive * Team PlayerNon-directive * Easygoing * Reserved in expressing opinions |
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High Assertiveness
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* Fast Paced
* Competitive * Takes risks * Independent * Directive * Confrontational * Forcefully expresses opinions |
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High Responsiveness
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* Relationship oriented
* Open and warm * Emotional * Unorganized * Flexible regarding time * Highly animated * Spontaneous * Informal |
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Low Responsiveness
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* Task oriented
* Guarded and cool * Rational * Meticulous organizer * Inflexible regarding time * Controlled gesturing * Non-directive * Formal |
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Contributions of Personal Selling
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*Stimulate the economy
*Play a role in innovation or improvement of products *Act as revenue producers *Market research and feedback *Future managers |
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Stimulus Response Selling
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An approach to selling where the key idea is that various stimuli can elicit predictable responses from customers. Salespeople furnish the stimuli from a repertoire of words and actions designed to produce the desired response.
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Continued Affirmation
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An example of stimulus response selling in which a series of questions or statements furnished by the salesperson is designed to condition the prospective buyer to answering “yes” to the entire sales proposition.
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Adaptive selling
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The ability of salespeople to alter their sales messages an behaviors during a sales presentation or as they encounter different sales situations and different customers.
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Mental States Selling
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An approach to personal selling that assumes that the buying process for most buyers is essentially identical and that buyers can be led through certain mental states, or steps, in the buying process: also called the formula approach. Mental states: Attention, Interest, Desire, Action.
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Need Satisfaction Selling
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An approach to selling based on the notion that the customer is buying to satisfy a particular need.
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Problem Solving Selling
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An extension of need satisfaction selling that goes beyond identifying needs to developing alternative solutions for satisfying these needs.
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Consultative Selling
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The process of helping customers reach their strategic goals by using products, services, and expertise of the sales organization.
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Strategic Orchestrator
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A role that a sales person plays in consultative selling where he or she arranges the use of the sales organization’s resources in an effort to satisfy the customer.
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Business Consultant
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A role the sales person plays in consultative selling where he or she uses internal and external sources to become an expert on the customer’s business. This role also involves educating customers on the sales firm’s products and they compare with competitive offerings.
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Long-term Ally
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A role the sales person plays in consultative selling where he or she supports the customer, even when an immediate sale is not expected.
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Characteristics of Sales Careers
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*Occupational Outlook
*Advancement Opportunities *Immediate Feedback *Job Variety *Independence *Compensation |
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Sales Support
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* Not involved in the direct solicitation of orders.
* Primary responsibility is to disseminate information and perform other activities designed to stimulate sales. Examples: * Missionary Salespeople – Spreads the word on a product or service * Detailer- just provides information to a prospective customer * Technical Support Salespeople-May assist in design and specification processes, installation of equipment, training of employees. |
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Pioneer’s
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Main duty is to attract new business. Pioneer's are always involved in new products or customers. Pioneer’s tasks require creative selling and the ability to counter the resistance to change. Pioneer’s move on once the new customer has been acquired.
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Order-Getters (AKA Hunters)
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Salespeople that actively seeks orders, usually in a highly competitive environment. Order getters serve existing customers on an on-going basis. Order getters might seek new business by selling an existing customer additional items from the product line.
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Order takers (AKA Farmers)
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Tend to work for wholesalers, not too involved with creative selling, take routine orders of stock items. Order takers will sometimes follow the Pioneer and take over their account once the Pioneer has made the initial sale.
* Primary responsibility is maintaining existing business by further cultivating relationships with customers. * Critical role to help prevent the erosion of the customer base. |
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Inside Sales (non-retail)
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* Salespeople who work in an office while dealing with customers, which is a great alternative to selling in the field.
* Can be conducted on an active or passive basis. * Solicitation of entire orders either through a call center or at the firm’s physical facilities. * Customer Service personnel sometimes function as inside-sales personnel. |
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Direct-to-consumer Sales
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* Biggest group of sales people.
* Generally the intangible services such as insurance and financial services are the hardest to sell. Examples: * Real Estate * Insurance * Mary Kay/Tupperware/Avon * Securities (investments) |
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Combination Sales Jobs
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A blending of various sales positions and responsibilities, such as developing new business, performing sales support activities, merchandising or in-store promotions.
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David Halbertson
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*Pulitzer prize winner who authored the biography of Michael Jordan
*In his book he made note of the fact the Jordan was never going to settle for being a mediocre player. *Between each season Jordan would master a different aspect of the game. *The moral of the story is that salespeople do not reach the top and stay there without working harder than everyone else. |
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In State
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*Anthony Robbins technique
*Recreate the scene of the last meeting or phone conversation, so that you put the UDM back in the same frame of mind from the last meeting. *The UDM has many responsibilities and your meeting or conversation may have been forgotten. |
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Prof Surath's experience in Earning Trust
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Prof Surath has worked with Fry's Electronics for years. Surath made a long-term ally with this client, and this client advertises with CBS because she enjoys working with Surath.
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Expert Kills
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Avoid handing off your proposal to a VP, or anyone below the UDM, as they may not present your sales pitch. Also avoid having the expert hurt the deal you are proposing to the buyer. Also clarify if there are other UDM's that need to say yes to the deal.
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Proposals
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*One story where Prof Surath was going to present a proposal, but before he did that he wanted to confirm some information from the last meeting. During this conversation the UDM said that he hated Home shows. Moral of the story is to make sure that you have the facts straight before showing any presentation.
*Before presenting the proposals, make sure that all the information from the last meeting is still valid, such as the size of the budget or time of year to launch the campaign. Never hand the proposal to the prospect. Take it out and use it as your guide to the presentation. |
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Peter B. Collins
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* Peter B
*Was the voice of Prof Surath’s radio campaign. *Surath’s AE suggested that he use his voice on the radio, and as a owner of a small business, this has many benefits. When a customer of his store recognized his voice from the radio commercial, it was sure sale. |
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Personal Assistant
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*Gatekeeper
*Remember their job is to say no, try get the gatekeeper on your side *Gatekeepers have authority to put you through to the UDM, and also have access to UDM’s schedule *The assistant can also be the one to put in the good word for you *Make nice with the assistant *Take notes of conversations and important details mentioned |
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Airport Appliance Story
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*This is about GE who had extra ad dollars to spend and wanted prime time on one station
*The client was under the parent company GE, but since GE was directly involved with the media selection for its own company, this was considered new business for Prof. Surath. |
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No versus maybe
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*When a UDM says “no” you have the option of asking what their reason is for saying no.
*Versus Maybe where the UDM is obviously indecisive or attempting to brush you off. |
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Alter buyers beliefs
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Alter buyers beliefs about a competitors offering.
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Guidelines for Combining Types of Questions based on amount & specificity of information desired
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*Discussion & Interpretation: Open-end questions
*Confirmation & Agreement: Closed-end questions *Choosing from alternatives: Multiple choice questions |
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Guidelines for Combining Types of Questions Based on Strategic Objectives or Purpose of Questioning
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*Explore & Dig for Details: Probing Questions
*Gain Confirmation & Discover Attitudes/Opinions: Evaulative Questions *Change Topics, or Redirect buyer's Attention: Tactical Questions *Follow-Up Previously Elicited Statements: Reactive Questions |
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Ten Keys To Effective Listening
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*Find areas of interest
*Judge content, not delivery *Hold your argument until buyer has finished speaking *Listen for ideas *Be flexible *Work at listening *Resist distractions *Exercise your mind *Keep an open mind *Take the time to mentally summarize the speakers thoughts, weight evidence, and listen between the lines |
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Strategic Prospecting
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A process designed to identify, qualify, and prioritize sales opportunities, whether they represent potential new customers or opportunities to generate additional business.
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Sales Funnel (AKA pipeline)
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A representation of the trust-based sales process and strategic sales prospecting process in the form of a funnel.
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Sales Funnel Model
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*Generate Sales Leads
*Determining Sales Prospects *Prioritizing Sales Prospects *Preparing for Sales Dialogue *Remaining Stages in the trust based sales process |
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Sales Leads (AKA suspects)
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Organizations or individuals who might possibly purchase the product or service a salesperson offers.
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Qualifying Sales Leads
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The salesperson's act of searching out, collecting, and analyzing information to determine the likelihood of the lead being a good candidate for making a sale.
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Sales Prospect
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An individual or organization that has a need for the product or service, has the budget or financial resources to purchase the product or service, and has the authority to make the purchase decision.
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Ideal Customer Profile
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The characteristics of a firm's best customers or the perfect customer.
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Cold Calling
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Cold Canvassing Prospecting Method:
Contacting a sales lead unannounced and with little to no information about lead. |
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Referral
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Cold Canvassing Prospecting Method:
A name of a company or person given to the salesperson as a lead by a customer or even a prospect who did not buy at this time. |
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Introduction
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Cold Canvassing Prospecting Method:
A variation of a referral where, in addition, to requesting the names of prospects, the salesperson asks the prospect or customer to prepare a note or letter of introduction that can be sent to the potential customer. |
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Centers of influence
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Networking Prospecting Methods:
Well-known and influential people who can help a salesperson prospect and gain leads. |
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Non-Competing Salespeople
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Networking Prospecting Methods:
A salesperson selling non-competing products. |
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Electronic Networking
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Networking Prospecting Methods:
Using Web sites designed to help salespeople identify and gather information about prospects. |
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Company Records
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Prospecting Methods Using Company Sources:
Information about customers in a company database. |
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Advertising Inquiries
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Prospecting Methods Using Company Sources:
Sales leads generated from company advertising efforts. |
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Inbound Telemarketing
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Prospecting Methods Using Company Sources:
A source of locating prospects whereby the prospect calls the company to get information. |
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Outbound Telemarketing
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Prospecting Methods Using Company Sources:
A source of locating prospects whereby the salesperson contacts the prospects. |
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Trade Shows
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Prospecting Methods Using Company Sources:
Events where companies purchase space and set up booths that clearly identify each company and its offerings and that are staffed with salespeople who demonstrate the products and answer questions. |
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Seminars
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Prospecting Methods Using Company Sources:
A presentation salespeople give to generate leads and provide information to prospective customers who are invited to the seminar by direct mail, word of mouth, or advertising on local TV or radio. |
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Directories
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Prospecting Methods Using Published Sources:
Electronic sources that provide contact and other information about many different companies or individuals. |
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Trust Builders
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Trust can be developed by using any of the trust builders. It is the salesperson's job through questioning to determine what trust attributes are critical to relationship building for a specific buyer.
Trust Builders: Expertise, Compatibility, Customer Orientation, Dependability, Candor |
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Expertise
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The ability, knowledge, and resources to meet customers expectations. Trust building attributes.
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Dependability
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Predictability of a person's actions. A salesperson's behavior that can be foretold on the basis of observation or experience by a buyer. Trust building attributes.
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Candor
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Honesty of the spoken word. Trust building attributes.
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Customer Orientation
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The act of salespeople placing as much emphasis on the customer's interest as their own. Trust building attributes.
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Compatibility
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A salesperson's commonalities with other individuals. Trust building attributes.
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Knowledge Bases
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The more the salesperson knows, the easier it is to build trust and gain the confidence of the buyer. Buyers have certain expectations of the salesperson and the knowledge that he or she brings to the table. Most knowledge is gained from the sales training programs and on-the-job training.
Knowledge Base Examples: Competitor Technology Industry Company Product Service Price Promotion Market Customer |
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Competitor Knowledge
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Knowledge of a competitor's strengths and weaknesses in the market.
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Product Knowledge
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Detailed information on the manufacture of a product and knowing whether the company has-up-to-date production methods.
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Service Issues
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Concerns of the buyer that the salesperson should address regarding service issues, such as: Delivery, inventory, field maintenance, installation,
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Price Knowledge
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Knowledge tools salespeople must have about pricing policies in order to quote prices and offer discounts on products.
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Promotion Knowledge
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Knowledge tools salespeople must possess to explain their firms' promotional programs.
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Market Knowledge
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Information salespeople must have if larger companies break their customers into distinct markets; salespeople must be familiar with these markets to tailor their sales presentations.
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Customer Knowledge
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Information about customers that is gathered over time and from very different sources that helps the salesperson determine customer needs to better serve them.
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Technology Knowledge
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Information salespeople must have about the latest technology.
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ADAPT
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A questioning system that uses a logic based funneling sequence of questions, beginning with broad and generalized inquiries designed to identify and assess the buyer's situation.
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Assessment Questions
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One of the five stages of questions in the ADAPT questioning system that do not seek conclusions but rather should address the buyer's company and operations, goals and objectives, market trends and customers, current suppliers, and even the buyer as an individual.
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Discovery Questions
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One of the five stages of questions in the ADAPT questioning system that follows up on the assessment questions; they should drill down and probe for further details needed to develop, clarify, and understand the nature of the buyer's problems fully.
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Activation Questions
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One of the five stages of questions in the ADAPT questioning system used to "activate" the customer's interest in solving discovered problems by helping him or her gain insight into the true ramifications of the problem and to realize that what might initially seem t be of little consequence is, in fact, of significance.
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Projection Questions
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One of the five stages of questions in the ADAPT questioning system used to encourage and facilitate the buyer in "projecting" what it would be like without the problems that would have been previously "discovered" and "activated"
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transition Questions
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One of the five stages of questions in the ADAPT questioning system used to smooth the transition from needs discovery into the presentation and demonstration of the proposed solution's features and benefits.
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Non-verbal Clusters
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Groups of related non-verbal expressions, gestures, and movements that can be interpreted to better understand the true message being communicated.
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Commercial Lead Lists
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Prospecting Methods Using Published Sources:
Lists designed to focus on virtually any type of business or individual; they range from simple listings of names, addresses, and phone numbers to more detailed listings with a full profile of the different entries included in the list. |
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Information about the selling situation
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Type of purchase
Motivation for buying Current supplier Buying center members and roles Buying process Available budget Competitors involved |
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Check Backs (or Response Checks)
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Questions salespeople use throughout a sales dialogue to generate feedback from the buyer.
Examples: How does this sound to you? What do you think? Do you like this color? Is this what you had in mind? |
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Verbal Support
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The use of voice characteristics, examples and anecdotes, and comparisons and analogies to make sales dialogue interesting and understandable.
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Voice Characteristics
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The pitch and speed of speech, which salespeople should vary to emphasize key points.
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Example
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A brief description of a specific instance used to illustrate features and benefits of a product.
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Anecdote
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A type of example that is provided in the form of a story describing a specific incident or occurrence.
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Comparison
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A statement that points out and illustrates the similarities between two points.
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Analogy
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A special and use form of comparison that explains one thing in terms of another.
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Reasons why prospects raise objections
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1. Buyer will avoid creating more work for themselves
2. Salesperson failed to prospect and qualify properly 3. Buyers have a motto to never buy on the first call 4. Prospects resist change 5. Prospects fails to recognize need 6. Prospects lacks information |
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Need Objection
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Resistance to a product or service in which a buyer says that he or she does not need the product or service.
Examples: I do not need any. The equipment I have is still good. I am satisfied with company we use now. We have no room for your line. |
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Product or service objection
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resistance to a product or service in which a buyer does not like the way the product or service looks or feels.
Examples: I don't like the design, color, or style. Packaging is too bulky The product is poor quality A maintenance agreement should be included. |
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Company or source objection
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Resistance to a product or service that results when a buyer has never heard of or is not familiar with the product's company.
Examples: Your company is too small to meet my needs. Your company is too big. I will get lost in the shuffle Your company was recently in the newspaper. Are you having problems? |
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Price Objection
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Resistance to a product or service based on the price of the product being too high for the buyer.
Examples: We cannot afford it. We have a better offer from your competitor I cannot afford to spend that much right now. |
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Time Objection
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Resistance to a product or service in which a buyer puts off the decision to buy until a later date.
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LAARC
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An acronym for listen, acknowledge, assess, respond, and confirm that describes an effective process for salespeople to follow to overcome sales resistance.
-Listen to what buyers are saying -Acknowledge and appreciate the concerns of the buyer. -Assess the buyer's situation in order to understand buyer's resistance. Responding with an understanding of the buyer's resistance. Confirm that buyer's concerns have been met using response checks. |
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Favorable Buying Signals
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*Makes a positive statement about the product.
*Asks who else has bought the product. *Asks about price, delivery, installation, dates, or service. *Asks about methods of payment. *Begins to study and handle the product. *Appears more relaxed. *Begins to interact more intently with the salesperson. |
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Executive Assistant (or gatekeeper)
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*Gatekeeper
*Remember their job is to say no, try get the gatekeeper on your side *Gatekeepers have authority to put you through to the UDM, and also have access to UDM’s schedule *The assistant can also be the one to put in the good word for you *Make nice with the assistant *Take notes of conversations and important details mentioned |
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Gatekeeper
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This is the first person you talk to and can be a personal assistant or just a receptionist. This person could have access to the UDM, or the person you need to get through to get to the UDM.
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Mirroring
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Mimicking the actions of the person you are trying to sell to. This technique is done because people like other people that are like themselves.
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70-30 Rule
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Let the other person whom your selling too talk 70% of the time, and you talk 30% of the time.
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Phone Skills of First Call Techniques
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Hi, I was wondering if you can help me out today? Get the person's name, (gatekeeper, or UDM)
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YNBF
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Your new best friend.
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Make my day
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You want to make someone's day, and that way you know you have made an impression, which could result in future positive interactions. Surath talking to advertising agency rep, who wanted to complain about her life, and Surath listened because she is his client.
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Coffee Cake
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Bringing a treat to your initial meeting to make a good first impression.
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Peanuts
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Offering the peanuts as a treat and ice breaker. In one instance used as an ice breaker when meeting with client who needed to pay him money.
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Types of People
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Visual, Auditory, Kinesthetic
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Voicemail Tactics
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Do not ever leave the name of your company. When leaving a message, say that you will call them back, but leave your number just in case if they want to call you back.
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Safe Topics
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When talking to UDM or gatekeeper do not talk about controversial topics. Instead talk about the whether, or other safe topics that everyone can relate to.
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Clues with prospect's responses
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Listen to what the prospect is saying so that you know how to properly respond. If its a personal comment or a comment regarding the sell. Vacation Jackpot is one of these clues.
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The Hat Man
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Personal trademark that gets Surath noticed.
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Secrets to collecting money
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After closing a deal:
-Do nothing and stop selling -Hows your credit? |
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Bad News tactics
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* Clean your desk
* Chocolate Turtle * Do nothing |
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Ticket Broker
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Tickets, or other incentives make people happy even if they cannot use them.
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After the close
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Stop trying to sell. Your next words could hurt the sell.
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Prospect Time Objections
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If a buyer says that can not make the time, ask if there is a better time, and suggests times that you are available.
*When a prospect can not meet any of the mentioned times, the buyer is open to meet you, but needs a different time. |
