How to close any deal. How to Close Any Deal by Robert Shook, Joe Girard

Joe Girard, Robert Shook

How to close any deal

Dedicated to Kitty

With love and admiration

Acknowledgments

Thanks to our distinguished editor, Jim Frost, whose wise counsel, insightful guidance, and persistence made all the difference. Mary Leaf, as usual, has done an admirable job of transcribing, typing, and organizing the manuscript. And a huge thank you to Al Zuckerman, who, in our opinion, is the best agent in the publishing business.

Preface

A few years ago I wrote a book called Sell Yourself High, so I'll just do what I'm used to doing and sell you proof that I'm qualified to write a real book. For beginners, the Guinness Book of World Records has awarded me the title of "World's Greatest Salesman" for having sold more than 13,000 cars in fifteen years. This achievement is considered an all-time record for the sale of expensive goods. I would like to point out that I have never been involved in large volume sales or car rentals, but have sold all of these cars at retail, one at a time!

After leaving the car business, I wrote four books on sales techniques and traveled all over the world, telling people in all walks of life how I made sales. I spoke to insurance agents, real estate traders, car dealers - name any area of commerce, and it will probably turn out that its representatives heard my lectures.

No matter where I perform, people always ask the same thing: “What's your secret, Joe? Tell me how you did all these deals."

Without a doubt, the topic of closing deals interests sellers the most. And there is a good reason for this. Selling techniques include one element that poses the greatest difficulty. After all, it's one thing to show off the performance of a brand new car or show off a beautiful home in the suburbs, but it's another thing entirely to convince a potential buyer to sign on the dotted line and part with their hard-earned cash! The task becomes even more difficult when the buyer wants to consult with a brother-in-law who works in the same business or conduct price research on the market before making a decision. These are just two of the many excuses you're likely to hear as you go about your day in sales. I bet you've heard enough excuses to make it a nightmare!

Closing a deal is, of course, the decisive stage of product presentation. Simply put, if you don't make a deal, you won't achieve your main goal. Look at it 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 are wasted. Of course, the buyer learned some facts that he may not have known about before meeting you, but the sale process was not completed, no money flowed, and as a result, neither you nor your company received any reward for your time and effort. . You shot wide of the goal. Simple and clear.

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

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 “no” you hear is another step on the road to “yes”” is not without logic. But to be happy about a lost sale? Complete absurdity. Notch it on your nose: nothing happens until something is sold. But nothing will be sold until you close the deal.

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

As you read my revelations, you will discover that closing the deal does not necessarily happen at the end of the presentation. Obviously, the moment of truth comes when the buyer agrees to part with his money in exchange for your product or service. Therefore, it is not without reason that newcomers to the sales business equate this reaction from the buyer with closing the deal - 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 an individual to correctly responding to buyer objections. Simply asking someone 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 their money. As you'll learn in this book, closing a deal depends largely on the effectiveness of the other steps in your presentation.

I'm going to tell you how to be successful with every deal. Everything that I will tell you is based on practical experience, and not on the theoretical speculations of some giant of thought, looking at the world from the height of an impregnable ivory tower. You can believe me, I tasted this bread in full and paid all my bills. I spent many years on the front line without getting out of the trenches. I had to make deals to feed my family. It depended on whether I would survive or not.

I will admit right away that much of what I will tell you about making deals was not invented by me. At the very beginning of my sales career, when I needed 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 seller with my questions, from whom, in my opinion, there was something to learn. In addition, I dug through mountains of books and magazine articles, and listened to hundreds of audiotapes with lectures on the topic of sales. From the mass of valuable information, I chose what was most suitable for 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 did not have to reinvent the wheel to achieve success. Luckily, you don't need this to achieve peak performance 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 salesman can sell any product. The whole point is that you work with people, and people are people everywhere, and they “buy” first of all a person, not a product. So everything I cover can be applied to anything 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 is 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 say this completely seriously. If this were not so, then I would not call this book “How to Conclude any deal."

Overcome buyer resistance.

I introduced pre-registration approximately three years after joining the auto business. I worked much the same way as a lawyer or a doctor, and it made me look more professional and significant. Occasionally there were “hips”, and then customers had to wait about an hour. In such cases, I said: The longer you wait, the cheaper I cost.” I explained this by saying that a small income would be enough to ensure a decent living. This argument seemed to satisfy most customers - and they put up with the long wait.

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

I recognize the tempting prospect of making an immediate presentation to an interested buyer who has greeted you warmly and said, “Come straight up to my office and show me what you have for sale, just 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 suicidal. In such a situation, I advise you to look at your watch and say: “Mr. Customer, I’m very sorry, but I’m late for an appointment, and as much as I would like to, it’s not even five minutes.” The only purpose of my visit today is to introduce myself. I work by appointment only, so let’s set up a time when we can spend an hour together to properly present my product.”

The trick is to write the information directly on the form, explaining to the buyer if he asks that you are simply trying to accommodate all his wishes. Then, when you are completely ready 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 there like a statue, unable to make a decision, I might say:

- What's the matter, damn arthritis tormented you?

This joke usually makes the customer snort and smile. Sometimes I even put a pen in his hand and pull it towards the form:

- Don’t be afraid, John Hancock had a hard time too.

Of course, all this is done with a clown grin, but at the same time I speak seriously, and the person knows that I am completely serious. But the trick works, causing the buyer to laugh and sign on the dotted line.

If even after this he cannot make up his mind, I can say:

- Well, what else do you want from me? Maybe I should lie on my back? Well, now I’ll lie down straight.

This circus act is capable of “splitting” almost anyone, and in response I most often hear:

“Joe, please, just 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, and he doesn't even bother to challenge the value of the product, question its quality, or demand proof that the product will solve his problem.

People who are interested in a product, but are not yet convinced enough to buy it, always express objections. I view these objections as positive signs that fully answering the questions will seal the deal.

For example, a buyer already has a computer system, and replacing it with your model will cost him a significant amount of money. When he says he might want to stick with the old system to save money, he's asking for reassurance that he'll benefit from buying your model. But if he keeps saying, “I'll work with what I have,” there's really nowhere for you to sink your teeth. Unless you can dig deep enough to uncover his true objections, you have zero chance of closing the deal.

Examples of objections with hidden requests for additional information:

Objection: I don't think you can buy anything better for that kind of money.

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

Objection: This size does not seem appropriate to me. Hidden request: Prove that this is exactly my size.

Objection: I've never heard of your company.

Hidden request: I am ready 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 guess I'll go shopping and see what else I can find.

Hidden request: You didn't convince me. Either continue to sell until I am satisfied that an immediate purchase is wise, or goodbye.

Ideally, the buyer should sooner or later let slip why he prefers the old system to yours. For example, he may note: “My model allows for daily accounts receivable processing, but yours cannot. Or say: “Company X offers an excellent service contract, and if any problems arise, they provide assistance within 24 hours. With this information, you can neutralize the buyer's objection. Now all that remains is to convince the buyer of the benefits of what you offer. Of course, the hardest time to win a competition is when the old supplier is providing the customer with truly superior service.

Perhaps the best way to recognize false objections is to observe the person's reaction to the presented comprehensive answers. As a rule, the almost complete absence of one allows us to assume with a reasonable degree of confidence 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 ATK because he only liked to invest in growing companies. After several minutes of unsuccessfully listing compelling arguments in favor of his point of view on ATK, Alan should have come to the conclusion that the true reason for the client’s objections lay elsewhere. After all, he saw that an otherwise intelligent and shrewd investor like Sam was ignoring such obvious benefits that, under normal circumstances, would have led him to a positive decision long ago.

Another opportunity to be resourceful occurs when buyers begin to raise a ton of objections that are completely unrelated to each other. You may take this as a sign that they are hiding the real reason for their anxiety. In the end, you will think: “It’s impossible for a person to have so many genuine objections to a purchase!” And once you understand this, you can move on to questions aimed at revealing the true reason.

If this does not give results, you can ask the question “head-on”:

- Mr. Buyer, can I ask you a favor? Most people are confused by this and most often answer:

- Yes, but 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 telling me something. I would like to know the real reason that is preventing you from making a purchase decision right now.

- Come on, Joe, I just wanted to think it over again.

- There’s no need to be shy, what’s the matter?

- I assure you, nothing.

- Listen, you can tell me. What's really stopping you from buying a car today?

“You know, Joe, to be honest, then...” and then they lay out everything, as if in confession.

Having received this information, I soften the blow to their pride:

“I suspected something like that, and I want you to know how much I appreciate your frankness ...

As you can see, sometimes we have to dig really deep to get the buyer to tell us what's really on their mind. But you need to find out at any cost, and unless you have some new original ideas, my advice is: under no circumstances should you engage in fortune telling, as you may have to walk along the entire shore before you stumble upon a biting spot .

When dealing with certain business-related products, you must show how the customer 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 expenses will pay off handsomely.

“It is true, Stanley, that our computer system is quite expensive, but it will allow you to reduce labor costs and free 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 your insurance premiums by about eighty dollars a month.” Taking into account these savings, you will be able to afford to have it, won't you, Terry?

- Yes, this coat for one and a half thousand dollars is twice as expensive as that simple one, but you like it, don’t you? This is the coat you'll be wearing for the next ten years because the style is so elegant. On the other hand, you will get tired of a simple-cut coat relatively quickly. And if you divide the price over ten years, you get an amazing deal.

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

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

Similarly, the sale of a private jet, a Manhattan office apartment, or even an office building can be done so that the future owner makes the purchase decision based on long-term savings rather than on 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 suggesting something like: “Mr. Grant, I will be in your office on Wednesday at three fifteen sharp.” I would really like everyone who is necessary to make a decision to be there.” If he answers, “I make the decisions,” it would be appropriate to say, “It’s very nice to deal with someone who can make decisions on his own, and who doesn’t have to get 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, maybe it makes sense for your wife to also be present at our meeting and take part in the decision making?” If he says no, you can say, “I really like being with a man who can make his own decisions.” If your wife is home, you can suggest, “Maybe we should invite your wife to join us and participate in the decision making?” If you need her opinion, then I will only be glad to see her here. Of course, if it is not needed, there is no need to insist.

A representative from a lawn care company told me about an effective technique he uses with housewives in the upscale suburbs of Detroit.

“When the housewife says that she needs to consult her husband, I ask: “How much do you spend a week on groceries, ma’am?” “Yes, it costs about a hundred and a half a week,” she answers. “And you consult with your husband before every trip to the supermarket?” - I ask. "Of course not". “It turns out that you spend more than twelve thousand dollars a year on groceries. This is quite a large sum, and, as I understand it, you do not need your spouse's permission to manage it. We're 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 enhance the effect with a sales hint: “Do you mind if my people come to you on Wednesday mornings or afternoons?”

When a potential buyer of a car told me at the end of the presentation that he wanted to consult with 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 security.” And if the buyer was a macho type, I would add, “You know what, Harvey, it’s always nice to deal with a man like you who can make his own decisions.” You wouldn’t believe how many wimps there are 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’d add, “Let’s just place the order, and then you can go home and tell her.” Better yet, bring her here and have me make the announcement. If she is against it, then you will simply take away the deposit.” In the vast majority of cases, such transactions went quite smoothly. But if the buyer left me without leaving a deposit, then my chances of selling dropped sharply, because in such cases people rarely return. And of course, when my wife came to me without a husband, I expressed sincere admiration for modern women who make purchasing decisions without asking permission from their faithful.

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

Here you have to ask yourself: “What is the buyer interested in more; let a friend earn money or benefit for yourself?” As a rule, people prefer to do what is best for them rather than waste their money on a bad purchase.

When confronted with this objection, the stockbroker says, “Harry, I understand how you feel about your friend—But I'm sure you'll agree that no one has a monopoly on ideas.” The broker lets this idea sink in in the buyer's mind and continues: “My primary interest is in the opportunity to work with you when opportunities arise—ideas that we understand and are closely monitoring, and situations that you and others are aware of.” You don’t always know the sources. In the end, both your friend and I have the same 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, he can make the following move: I am sure, Richard, that your friend himself would advise you to do what is best for you. If he gave you different advice, he would hardly be considered such a good friend. So let's do what we both know is best for your family..."

Speaking about helping buyers, I cannot help but mention that category of time-seekers who do not have enough self-confidence to make a decision without consulting a third party, for example, a business partner or spouse. Such people say: “I should consult my wife (partner). We will discuss your proposal and I will provide an answer tomorrow. I really want to buy it, but you know what happens. Yes, she will kill me, if I just try not to consult.”

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

- I understand perfectly 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 this evening so that you will allow me to explain the essence of the matter to your wife.” This is my profession, and if she has any questions and I am not around, 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 these, you can't rely on a well-meaning buyer to do the work for you. Imagine how unconvincing and inept a non-professional salesperson would look in your place, and realize that this buyer would be just as ineffective selling your product to a third party. And here's another thing: when making a presentation for a third party, take the time to present the full version, from beginning to end; don't try to limit yourself to a shortened 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 straightforward with buyers and tell them that they will have to make a decision after you present them with all the necessary facts.

After exchanging pleasantries with the buyer before the presentation, I would say to the manager or owner of the business: “It is a great pleasure for me to talk with a person like you. It’s so nice when someone who can make a decision comes here, you can’t imagine how often you have to deal with people who simply don’t have the courage to solve such a simple issue as buying a car.”

See what I did? I made it clear to the buyer that I was waiting for a solution from him. Once the buyer agrees with me that most people lack the courage to make decisions, he is encouraged to behave like a decisive 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 does not have the courage to act as a man should.

Another way to combat delays when closing a deal is to emphasize the value of your time and the buyer's time. 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, as the tenant of several eateries, you are an extremely busy person - and since I value your time, I will get straight to the point. I'm sure you understand that for me, time is also money. Therefore, I will present in 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 capabilities, I hope you will let me know. If it doesn't suit you, then please tell me directly and I'll take my leave. In any case, I expect a decision from you today. Do you think this would be fair, Rita?”

In another case, the salesperson might say to the manager, “Now, before I start, I want to hear if you are the right person to talk to.” He then clarifies: Should I take it to mean 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 selling vacuum cleaners can effectively use this approach by asking a customer: “I suggest you, Susan, enter into an agreement with me, which I hope will suit you.” I'm not a pushy salesman, and you don't have to worry about me trying to sell something that's completely unnecessary. All I'm going to do today is demonstrate the vacuum cleaner and tell you how many of your neighbors and friends have benefited from purchasing it. If you think that this item will make your life easier in many ways, and decide that you can afford it, then I want you to buy it and join our ranks of customers. But if you don’t have such a feeling, then I don’t insist on buying it. Do you think this is fair?”

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

APPLY TO YOUR CUSTOMER'S EGO

Increasing the buyer's self-esteem can be very helpful when closing a deal. Just as you prepared the buyer to make a yes or no decision before the presentation, you must make him call himself such a significant person that at the moment of truth it will be extremely difficult for him to show weakness. To do this, you need to feed his ego and play on his vanity.

This technique is especially effective on men when used by female salespeople.

For example, a woman selling recording equipment says: I often meet with leading businessmen in 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 can be delivered to you on Friday.

This is all great, but today I have a flight at four thirty. I will be away for three days and therefore do not want to do anything yet. I have an important meeting to conclude a major contract for my company. If you, Carol, leave your prospectus, I will look at it on the flight.

I can imagine how much worries you have, Mr. Mitchell, and I’m sure that you simply won’t have time to think about such an insignificant trifle as our car. You shouldn’t even bother yourself with such trifles. So let's complete the purchase while you're away, and I'll make sure it's delivered when you return so you can start working on it next weekend.

- That would be wonderful.

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 that implied a deal, something like: “I have good news for you. I just learned that the service department can have your car ready by the end of the day today...” Appreciate the subtlety of the hint.

Quite often, a suitable quote can motivate a decision. The old saying “don't put off until tomorrow what you can do today” is perhaps the most obvious and most hackneyed of all, but even it, when spoken at the right moment, can produce results.

The effectiveness of a relevant quote is that it functions as a wise third party, acting as an arbitrator and offering their opinion (which, of course, supports your point of view). I've been involved in many sales that could have ended in failure if the salesperson had not been able to quote someone's wise saying at the right moment.

„Do not abuse the wait; the time will never be “most favorable.” Start where you are and use the tools you have, and you will 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 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 let the buyer read it.

It is very important to understand that when someone delays making a purchase decision, it is because you have failed to convince the buyer that immediate action is primarily beneficial to himself.

The buyer told the agent:

“These small contributions that you will have to pay at your current age will not make a hole in your wallet or change your lifestyle. If you decide to wait a few years, your burden will become heavier, and in a few more years it will become an unbearable burden. Don't you see, 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 objection “I want to think about everything again,” I’ll tell you about the “bull by the horns” technique, which I have used with great success and which can be used when selling almost any product.

“Listen, Jack, we've been talking to you for several hours now, and we both know that this car is exactly what you need.” We have found no reason why you should not buy today, and therefore I will only let you out of here when you become my buyer. So don't 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 begin to hang on your every word with their mouths open. This, I believe, is the best way to prepare the ground for controlling the progress of the sale.

How many times have you seen a salesperson come back for a follow-up visit, accompanied by an instructor. “This is Mr. Thomas, our regional vice president, and he wants to discuss with you some facts that you may find interesting...” This standard technique is called "the guy from out of town is the real expert," and is based on the fact that people are often willing to listen to the opinion of Mr. Big Shot. If he is qualified for 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 receive kicks in the back.

If a customer asks for a second time about the price of an item, I say, “I’ll tell you about that in a minute,” and continue with the presentation, revealing the price only when I think it’s time to reveal it.

The third time I say, “I’m almost at this point, but I want you to know enough about what you’re getting for your money to realize what a good deal I’m giving us.” To this 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 consent to receiving a certificate from your doctor.

— Place your signature here too, 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 minor decisions makes the purchasing decision much easier for a person. 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 risk facing a completely different situation. Your job is to ease the burden of decision making.

Ed Ellman, one of the leading insurance agents in the country, tells his customers: “Look, Alan, one way or another, you're going to have to make some decision now, even if you think it's best not to make any decision. You may make one decision and invest three thousand dollars in insurance that later turns out to be unnecessary. While none of us like to make mistakes that cost even one dollar, a small mistake of this magnitude will not seriously impact your business or lifestyle. You can make a different decision and postpone the purchase, that is, do nothing. This could save you three thousand dollars... but it could end up costing you five hundred thousand dollars in mistakes. Tell me, how easy would it be to fix a five-hundred-thousand-dollar mistake... especially if it happened at the most critical point in your business career?

The legendary Ben Feldman, who is arguably the greatest insurance agent of all time, uses the same rationale. Trying to convince a buyer of the need to invest $20 a week for $50,000 worth of insurance, Feldman says, “The gist of the operation is this. My company opens a special escrow account and deposits fifty thousand dollars into it. As you pay your premiums, the money will simply accumulate. Business is a thing that should bring money and in which you should invest money. In short, I'll just save your money - just twenty dollars a week.

But besides saving your money, I will do something else. As soon as you leave here, I'll put fifty thousand dollars tax-free in the cash register. At your tax rate, that would be the equivalent of $100,000 in profit... or $1,000,000 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 go bankrupt. Honestly, if you ever get to the point where twenty dollars becomes a matter of life or death, you're already bankrupt without even knowing it."

In each of the above cases, the buyer is presented with a choice in which the risk of failure is so high that the decision not to buy puts him at maximum risk.

Ask any salesperson who has used trade-offs 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 during a lengthy negotiation with a difficult buyer, I would say, “Look, Jerry, I make no secret of my intentions. I want to receive your order." You will be surprised how effective this direct approach and open statement is.

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 find yourself in now? He took out a blank sheet of paper and drew a vertical line down the middle. Something 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 making the decision, and in the “no” column, everything that could be used against it. Do you suggest trying the same? Great, then let's think about all the things we can fit in the "yes" column...

The agent then says to the buyer, “Now tell me what you think can be put in the “no” column.”

If this technique is used correctly, the number of points in the “Yes” column should far exceed the number of reasons in the “No” column. By the way, not a single seller with even a drop of common sense will help the buyer list the reasons that prevent the purchase.

A salesperson's job is to solve problems.

Showing every buyer 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'm not suggesting that you withhold important details, but simply advising that when you feel that the right moment has come, proceed to close the deal, rather than trying to burden the buyer with new, confusing and unnecessary facts that do not interest him at all. Then, when you already receive the order, you can say: “Oh, by the way, let me explain to you some nuances that I think 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 obligated to say anything just to keep the conversation going. Give the buyer enough time to think about the decision and do not interrupt his or her train of thought.

It can be very effective to directly ask the buyer: “Have you decided to buy, or should I go on and tell you something else?” If they tell you to continue, then simply obey that request until you feel it's time to try again.

On the other hand, if you get a positive response, then close the deal without looking at what stage of the presentation you have reached. You can always explain some of the features of your product later. Never feel obligated to discuss all the merits of a product before concluding a transaction. 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 economics of doing small deals. Sometimes it makes sense to take a hit-or-miss approach and demand a large order, even if it means risking losing the sale altogether. In practice, this risk is not very great compared to the excellent chance that you will have if you receive a large order. In addition, the likelihood of losing the original transaction is negligible.

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

I remember one time when I picked out a tie for twenty dollars at the stylish men's clothing store Naggu Koztz on the outskirts of Detroit. After I took out my credit card to pay for the tie, the seller asked:

—What are you going to wear with this tie?

“It goes perfectly with my dark blue suit,” I replied.

- Wow, I just have an excellent tie to go with a dark blue suit! - With these words, he laid out in front of me two more ties for 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 get a couple of white ones, but I couldn’t find them anywhere,” I answered, pointing to another counter.

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

As soon as I could say “forty-one,” he put four white shirts on the counter for forty dollars each.

- Feel this fabric, Joe. Isn't she really good? ,

- So be it, I’ll buy three shirts.

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

Even when someone is indignant at the fact that I bring two policies, the rare mistakes are fully compensated by numerous additional sales.” Here, too, if the technique is used correctly, the sale of a second policy is perceived not as pressure, but as good service.

While some salespeople believe that pushing is perceived negatively 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 have provided them with an invaluable service. I cure time-wasters from the destructive syndrome of indecision. Remember Aesop's fable about Buridan's donkey? It tells the story of how a poor donkey starved to death while standing between two haystacks because he couldn't decide which one he liked better.

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

A broker has two reasons for putting pressure on clients for their own benefit. First, he knows that people have outgrown their current home and need to move quickly in order to enroll their children in a new school before the start of the next school year. Secondly, he knows that other brokers have shown this house and it has aroused some interest among buyers. With this information in hand, he insists, “While I don’t want you to feel like I’m trying to pressure you into making a decision, I strongly encourage you to apply today. You won't find a more perfect home at this price in this area, and I don't want you to miss out on it. The house has already been shown by other brokers, so if you want to get it, you have to act decisively.”

It’s sad to say, but most sellers don’t even try to express gratitude to 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 at another agency. But when someone bought a car from me, he or she was buying 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 then saying with absolute sincerity, “Let me thank you and tell you how much I appreciate you agreeing to do business with me.” I promise to do my best to provide you with the best possible service and prove that you made the right choice by agreeing to buy from me.”

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

You see, I continued to sell because I wanted to assure the buyer that he had made the right decision.

Once customers feel that your only motivation was to earn a quick commission, they begin to feel that they have been used and thereby insulted. No wonder they're getting cold. Are you going to judge them for this?

A polite “thank you” should be an automatic attribute of the completion of every 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 personally to visit the client. I introduce myself as the president of the company and the first thing I do is tell them how much we appreciate their agreement to do business with us. I also ask them to rate our service and ask 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 the huge effect my visit has on them. And indeed, where have you heard 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 an agreement to advertise in our magazine, I always congratulate them on making a smart decision, and then emphasize that there are two best times to advertise a product: first, when things are going badly, and second, 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 that no one has ever complained. Most of the time they breathe a sigh of relief, as if to say, “Thank God, because I didn’t know what to think, Joe. I just spent a lot of money and I'm starting to doubt that I did the right thing."

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

When my children, Joey and Gracie, were young, I bought them a set of encyclopedias from a vendor who walked in off the street. “Your daddy just bought you the best gift in the world,” he told my children, “and when you get older, you will 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 my mind began to race about how smart this decision had been. However, as soon as I looked at the children, I realized that nothing in the world would make me change my mind. How would I justify myself to them? That evening I learned a valuable lesson that would later pay for the price of those books many times over.

Every time I sold to a person who came in with the person he or she was buying the car for, I never failed to say, “How lucky you are to have such a father, Margie.” You can imagine how much he loves you if he buys such a car.”

I said the same thing when a buyer purchased a car for a spouse, mother, lover, anyone. After such words, the buyer could no longer even think about changing his decision 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 a buyer than a situation in which the seller, barely having time to dry the ink on the check, rushes to the door. When this happens, people begin to be tormented by doubts about the wisdom of the decision made.

And this is how Feldman does it: “You, of course, will not object to an examination that will not cost you anything and will not oblige you to anything. Let the doctor examine you, and I will see if I can get you a decent amount. After all, the company may not yet want to enter into an agreement with you. Let's take a look first..."

The stockbroker places the order while the client is still on the phone, trying to close the deal before they both hang up. When conducting such instant transactions through a computer, the buyer has no time for regrets.

In order to alleviate any 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 such as payment of future operating costs, environmental tax, etc. And then I came into the picture. The same evening they made the purchase, the salesman called me, as one of the people he had named, and invited me to spend a free weekend at the resort. Of course, he mentioned that Sue and Charlie recommended me to him. After he called all his relatives and friends, Sue and Charlie would have been in a stupid position if they had tried to change their minds. Just imagine how they would justify 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 to make new buyers second thoughts. Sometimes all it takes is one small mistake—forgetting to leave a flyer, calling, or simply keeping a promise. At first glance, such details seem insignificant, but not for the buyer.

In addition to sending out thank-you notes immediately after the sale, you should call, or better yet, visit them a day or two later. For example, an insurance agent might contact a new client about the following: “I wanted to remind you about your physical with Dr. Silver on Friday at two o’clock.” The realtor calls to say, “Write down the names of three local loan officers you need to meet with about the mortgage amount.” The stock broker dials the client’s phone and says: “You bought 1000 shares of company XY2 at 2144 and 2000 at 2112.”

You must maintain constant communication with customers. And don’t be shy about telling them not only good news, but also bad news. Often, when things are not going well, sellers begin to hide from buyers, and this is a serious mistake. A good stockbroker, for example, calls to say, “Gary, Company XY2 is down two points today. The market index fell thirty-two, but ultimately we are still winners, so today's loss should not be taken too painfully.” The manufacturer's representative tells the retailer, “I contacted our factory today and they said they are two weeks behind schedule due to a temporary material shortage. Still, I will do everything I can to expedite your order."

The vast majority of buyers are understanding people, and they are well aware that there are things beyond your or your company's control. 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 go, 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 you bought the car from me and not from one of them?

At this point I close my mouth and turn my ears. I get 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 his 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 for more money than I can handle.” allow."

I am absolutely convinced of one thing: if you want to be successful in trading, you must strive to provide the best possible service to your customers. I strongly recommend that you make this principle the basis of your faith, be guided by it every day of your trading and never deviate from it. And once 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 dedicate themselves to the sales profession 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 provide a global telephone service number, 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 also strongly encourage consumers to boycott their products.

It's unfortunate, but some companies focus all their efforts on sales at the expense of serving existing customers. These two areas must be carefully balanced, because those who do not add new buyers to their 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 - don’t leave, but run away - to a company where such actions are not considered shameful. However, do not even think that such flight can be regarded as disloyalty; Any company that is not willing to serve customers the way they are supposed to does not deserve your loyalty.

One AIRStream dealer, for example, estimated that his agency spends an average of $85 on advertising and promotion of trailers per potential buyer coming into the salon. With an average closing rate of 25 percent, it costs the company $340 to acquire one buyer. Add to this figure the agency's other overhead costs, and it doesn't take a genius to estimate the incredible size of the losses that result from losing every customer due to poor service.

My personal broker, Rick Remsted, who ranks among the top 300 of Merrill Lynch's more than 12,000 brokers, says it takes him, on average, more than ten hours of work time to acquire one new client. My previous broker never seemed to get around to serving me properly. So I made it clear to Rick how much I needed someone who could work with me to achieve certain long-term goals. We met several times for lunch, had many long conversations on the phone, and I even attended an estate planning seminar that Rick gave to his clients. It was only a few months after our first conversation that 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

Acknowledgments

Preface

No matter where I perform, people always ask the same thing: “What's your secret, Joe? Tell me how you did all these deals."

1. Overcome customer resistance

What I will say is no secret to anyone. The vast majority of people don't like to be sold anything. Hostility towards representatives of the trading class is genetically embedded 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. Don't take this to mean that no one likes to be the target of a sale, or to think that all buyers will resist you. You shouldn't set yourself up for failure every time you go out to meet a buyer. If you do your job professionally, there will always be more than enough people who will buy enough goods or services from you for you to enjoy the fruits of success in your trading career.

How to close any deal Robert Shook, Joe Girard

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Title: How to close any deal

About the book “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 sales process leading to the most cherished moment - the completion of the transaction. The world's best sales expert will reveal to readers his professional secrets that will help you turn every potential deal into a successful sale!

On our website about books lifeinbooks.net you can download for free without registration or read online the book “How to close any deal” by Robert Shook, Joe Girard in epub, fb2, txt, rtf, pdf formats for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and real pleasure from reading. You can buy the full version from our partner. Also, here you will find the latest news from the literary world, learn the biography of your favorite authors. For beginning writers, there is a separate section with useful tips and tricks, interesting articles, thanks to which you yourself can try your hand at literary crafts.

* * *

Dedicated to Kitty

With love and admiration

Acknowledgments

Preface

No matter where I perform, people always ask the same thing: “What's your secret, Joe? Tell me how you did all these deals."

1. Overcome customer resistance

Please understand me correctly: I am in no way going to make you sad at the very beginning of the book about the unenviable fate of the seller. 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 salespeople who burst into homes and offices like raiders. That is why most people try their best to avoid meeting them. Let us not harbor false illusions and hopes that buyers are just waiting for the minute when you deign to sell them your goods. This has never been the case, never will be, and cannot be. If selling suddenly becomes so easy, you will be demoted to a simple order taker and your company will cut your commission.

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

Bad reputation

Let's call a spade a spade. Despite the rapid growth of the army of professional sellers in the modern world, those of us who work in the field of trade cannot boast of ardent popular love. What image appears before yours in your mind's eye when you think of a "typical" salesperson? To be honest, even I (I have a lot of experience in this matter) imagine an arrogant individual in a checkered suit offering a “sure” bet at the hippodrome. You know this guy with a good tongue. And if I think so, then you can imagine what people from the outside think.

Unfortunately, viewing salespeople as unscrupulous scammers is part of our American culture. It dates back to the days when brazen charlatans sold “snake salve” to the pioneers of the Wild West. They worked on the principle of “make a mess and run away with the money,” and the incredulous sons of the young nation, who had taken a pound, soon became convinced that the sellers rarely kept their promises. Latin expression caveat emptor(let the buyer beware), calling not to trust sellers, was included in all our early textbooks.

The image of the seller of a remedy for all diseases was immortalized in stage and cinematic portraits of sweet-tongued wits, but in essence - dubious and pathetic personalities. They say that even one of our country's greatest showmen, P. T. Barnum, allowed himself to remark: “Simps are born every minute.” Despite the fact that Barnum from the famous Barnum & Bailey circus categorically denied his authorship, the phrase became a catchphrase and is used to this day. As for the heroes of American literature, the loser Willy Loman from Death of a Salesman and Clark Gable's two-faced advertising agent from The Speculators come to mind first of all. They're followed by "The Professor" Harold Hill in The Music Man, and most recently by Danny DeVito and Richard Dreyfuss as down-on-his-luck salesmen in The Tin Men. When addressing the topic of salespeople in American literature, not a single positive image comes to mind. As far as I know, there is no one among the sellers of bygone times who could become an example for today's youth.

It is not my place to judge whether the generally accepted opinion is based on facts or myths. One thing I know for sure is that the men and women who played the role of our forefathers in the field of trade have left us with a legacy of many different obstacles. For example, in my particular line of work, cars were sold in much the same way that horses were sold a hundred years ago. As a matter of fact, Americans still haggle when buying cars, like horse dealers at a fair. These days, few people buy a car at the list price. But in almost all other areas of retail, the amount indicated on the price tag is non-negotiable. You don't walk into Macy's or Bloomingdale's and say, "Twenty dollars for this shirt? I'll give you fifteen." But when buying a car in America, it is customary to bargain - and if you don’t like arguing about the terms of the deal, then you will definitely be fleeced.

I mentioned the car business just to let you know what I had to struggle with. I had to overcome many obstacles related to the bad reputation of car salesmen. Personally, I learned to avoid obstacles in such a way that I would never bump into them again. The same barriers subsequently stood in the way of my becoming more competitive. I believe that a good salesperson must learn to turn any difficulties into tasks, the solution of which will result in significant benefits for him. That's 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 completely 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 evaporated. As a result, I was classified as “not like everyone else.” “Joe, you're not like other car salesmen. To me like deal with you."

Therefore, the dislike that people usually feel towards salespeople is not necessarily the same feeling that they feel towards you. When you manage to change their opinion about yourself, it becomes your advantage because you rise high above the level of your competitors.

“We are them or they are us” relationship

Too often, sales presentations become competitions between buyers and sellers. 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 versus them” attitude emerges, where the salesperson is viewed as an opponent rather than a teammate or ally.

Very often, buyers think that sellers are going to take advantage of them. So they become defensive and focus their presentation on how to resist the deal. 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 his product, even if they really need it and its purchase will bring exceptional benefits.

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

Honestly, it’s simply impossible to come up with a worst-case scenario. By being a competitor to 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 benefit from the sale.

You should think first of all about how to help your buyer, skillfully guiding him to make the right decision. Every time someone walked into my agency's showroom, I viewed it as an opportunity to help someone buy a car. I have always believed that this is the reason a customer walked through my door. After all, people don't hang around car dealerships if they're not interested in anything there. Likewise, they call stockbrokers simply because they are interested in making a good investment for their money, or they 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 act as an opponent to the buyer; you work in the same team with him.

Take, for example, a representative of a company that supplies heavy equipment to 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 multimillion-dollar equipment deal, he must have the help of his company's marketing and technical staff. The company's engineers must spend several weeks at the buyer's site to draw up a list of the necessary equipment and determine the order of its installation. In addition, they need to provide a forecast of the economic return on investment over the long term. Conducting a presentation properly requires hundreds of hours of work by the seller's representatives working closely with the buyer's representatives. Ultimately, the buyer should have confidence that both firms are operating as a joint venture in the best interests of his own organization. Achieving such a goal brings the highest degree of satisfaction to both buyer and seller.

In a similar way, realtors create the same feeling in their clients. Stockbrokers and life insurance agents do the same thing. When you truly want to provide a service to 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, you will be perceived as an opponent, and when it comes to closing the deal, you will have to endure a real battle. And in all likelihood, it will be a battle without winners.

Sad experience of previous meetings with sellers

Every person has their own sad experience of meeting sellers who turned out to be unprofessional, insensitive and hypocritical swindlers or scammers. This may have been said harshly, but it was accurate. Sooner or later, each of us encounters one of these individuals who dream of making money at our expense.

But the saddest consequence of their deceptive tactics is the wariness and fear that arise in many buyers when meeting even a professional seller. However, you must understand that dislike of salespeople is not instinctive, and such an attitude cannot possibly be innate.

I won't say that I'm any different from other people. I also had my share of arrogant and persistent sellers who tried to force me to buy their goods by force or by force. And I, too, sat with open ears at presentations where I was offered fantastic castles in the air made of soap bubbles. And if such quick-tongued scoundrels managed to deceive even me, then you can believe me that I have ever fallen into this juicer to each from U.S. It is difficult to even imagine a person who has never in his life become the object of harassment of such shady personalities.

However, everything in the world is relative. So take my advice and beat your swords into plowshares. Create an atmosphere where the customer finds you personable, informative, and professional. Imagine the pleasant relief that a buyer will experience as he awaits a session of intimidation and demagogic promises. A bad customer experience helps us good guys look even better! That's why after I tell people to "enjoy the experience of doing business with Joe Girard," they soon understand exactly what I mean.

Buyer's time is valuable

Every salesperson has the understanding drilled into his head that time is money and should be valued accordingly. Therefore, I will not give you another lecture on time management. Instead, I will emphasize the importance of recognizing the value of your time. buyer.

How cleverly did I turn the topic? Too often, salespeople get too caught up in the task of using their time wisely that they are told about in every meeting, and It doesn’t even occur to them that customers think the same thing!

Often a salesperson is thrown out of the saddle before he can get his foot into the stirrup, simply because he has not 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 their time to the greatest benefit. I repeat again: time is money. When the famous raider Willie Sutton was asked why he chose banking as his specialty, he replied: “Well, there’s more money there.” For the same reason, you like to give presentations to people who value their time.

But the easiest way to approach them is for those who value their time and understand how much they value it. Successful professionals and businessmen are incredibly busy people and tend to have "gatekeepers" responsible for "screening" salespeople, turning away those who haven't tried to make an appointment in advance, and allowing no more than one person in a dozen into the boss's apartment. Gatekeepers do this because their bosses are juggled between meetings, phone calls, and visitors—especially salespeople. 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 sellers. Quite often, in order to stay up to date with the latest developments, they have to rely on information coming from sellers. Therefore, even with an overloaded schedule, they carve out a 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 are required to include in their schedules.

However, I completely agree that other people value their time, and therefore I always tried to negotiate the sale in advance. “A car salesman who works by appointment?” – you doubt it – and you will be right. Yes, this practice is unusual for my business. But I introduced it for a good reason. She not only helped me make better use of my time, but also allowed my customers to allocate enough time to purchase cars from my agency. After all, I don’t see much point in giving an incomplete presentation when, at the most crucial moment, they tell me: “Sorry, Joe, but I have to go back to the office. I’ll come see you in a couple of days.”

I introduced pre-registration approximately three years after joining the auto business. I worked much the same way as a lawyer or a doctor, and it made me look more professional and significant. Occasionally there were “hips”, and then customers had to wait about an hour. In such cases, I said: “The longer you wait, the cheaper I cost.” I explained this by saying that a small income would be enough to ensure a decent living. This argument seemed to satisfy most customers - and they put up with the long wait.

I admit it's tempting to make an immediate presentation to an interested buyer who greets you pleasantly and says, "Come straight up to my office and show me what you're selling, just 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 suicidal. In such a situation, I advise you to look at your watch and say: “Mr. Customer, I’m very sorry, but I’m late for an appointment, and as much as I would like to, it’s not even five minutes. The only purpose of my visit today is to introduce myself. I work by appointment only, so let’s set up a time when we can spend an hour together to properly present my product.”

This candid approach shows that you value your customer's time as highly as you value your own. Moreover, it provides you with a full meeting with a worthy buyer and serves as confirmation of your professionalism. It's very likely that the next time you walk into his office, he won't put up much 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, a stationery seller only needs a few minutes to sell a couple of packs of pencils, carbon paper, paper clips, etc. At the same time, a land development consultant may need several hours to make a presentation. Some products require even more. For example, an initial meeting to present a complex computer system may take a full day and require the participation of several members of the company's senior management. The first meeting is just the beginning of what can result in hundreds of hours of collaboration until the deal is finalized.