How to Become a KILLER Salesman | Dimitris Thanassas, Ph.D | Skillshare

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

65 Lessons (2h 57m)
    • 1. Can I become a Killer Salesman

    • 2. The main Sales QUALITIES

    • 3. The Killer Salesman's JOB

    • 4. Here's what HAPPENED on December 24th, 2010

    • 5. How to Change your game

    • 6. What a Sales SCENARIO is

    • 7. What STORIES are

    • 8. Add Magic to Sales

    • 9. RAPPORT Overview

    • 10. Building a Relationship

    • 11. QUESTIONS for Values and Needs

    • 12. STORIES for Values and Needs

    • 13. CONSENT on Values and Needs

    • 14. LAYOUT the Sales Presentation

    • 15. PRESENTATION Overview

    • 16. Presentation PURPOSE

    • 17. The Sales STORY

    • 18. The HEAVEN

    • 19. DOLLARIZATION Method 1

    • 20. DOLLARIZATION Method 2

    • 21. DOLLARIZATION Method 3

    • 22. The HELL

    • 23. Example - Heaven and Dollarization

    • 24. Example - Hell

    • 25. Example - Summarizing Heaven and Hell

    • 26. RISKS Overview

    • 27. What Customer RISK is

    • 28. ASSOCIATE the Prospect with Others

    • 29. Make the Prospect feel SECURE

    • 30. OBJECTIONS Overview

    • 31. Handling OBJECTIONS

    • 32. WHY they Object

    • 33. Objection Handling PREPARATION

    • 34. Feel… Felt… Found FORMULA

    • 35. Price and Budget Objections

    • 36. Customer Care Objections

    • 37. Easy to Obtain Objections

    • 38. Need to Act Now Objections

    • 39. Competitors Objections

    • 40. Killer Verbal Techniques Overview

    • 41. PowerWords

    • 42. Future Pacing

    • 43. Negative into Positive

    • 44. Time Pressure

    • 45. Truth Pattern

    • 46. Assumptions and Presuppositions

    • 47. CLOSE Overview

    • 48. Fear of Closing

    • 49. How Closing a Sale FEELS like

    • 50. Truth Pattern leading to 1st After Sales step

    • 51. Example - Closing a Sale

    • 52. Alternative Closing Techniques

    • 53. If the Prospect says NO

    • 54. Retract, Negotiate, Hit back

    • 55. Call you Back Anchor

    • 56. Preparing, Practicing, Shadow-Selling

    • 57. Train your MIND

    • 58. Passion for the CUSTOMER

    • 59. Master of the GAME

    • 60. Tremendous Self-confidence

    • 61. Huge Goals and Plans

    • 62. Massive Action

    • 63. Commitment to the Goal

    • 64. Love your Risks

    • 65. Have Fun

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About This Class


I've been practicing Sales & Marketing, for over 28 years. 

I’m NOT here to give you useless sales theories, or marketing fads !

I’m here to share with you my hard-earned experience on how YOU can “SELL things to people", in a step-by-step way, that can produce RESULTS and safeguard your professional and financial autonomy.

With this course, you will discover how to unfold your Sales Scenario in a structured and effective manner, so that the sales process moves seamlessly from an initial “get to know him” stage, up to the final “get the deal” stage in a disciplined way. 

Meet Your Teacher

Teacher Profile Image

Dimitris Thanassas, Ph.D

We will either find a way, or make one


Here's my 28 years of WORK EXPERIENCE

A. Jul 2007 - Now  Intron Ltd, Athens, Greece  

Position: Chief Operating Officer (COO)  

Intron offers a set of advertising, promotion, and sales organisation services to SMEs in Greece, with a specialisation in the Hotel & Travel industry. We are also providing online international b2c tourism & hospitality activities and services. Last, we are operating as an Exports Broker for a number of boutique greek producers & exporters.  

I run the company on a day to day basis, including management of the following business units: Sales & Marketing, IT operations and Development, Billing and Collection, Customer Support


B. May 1999 – Jun 2007 &nbs... See full profile

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1. Can I become a Killer Salesman: most of the important things in the world have been accomplished by people who kept on chime when there seem to be no hope at all. That's what Dale Carnegie famously said. My name is Dimitris Paralysis. I have studied marketing and sales and have been practicing it for over 27 years, 20 of which is an entrepreneur both in the UK and in Greece. I have sold almost everything lung lying toe left me, mobile telephony, Internet services, software packages, website development services, solar powered systems, electricity providers, car insurance, health insurance, health cards, education programs, export services And currently, over the last three years, I'm hopefully involved in tourism and leisure services. I have personally employed every sales method there is, and that's where most of my experience comes from. Direct sales. Door to door sales, telemarketing resellers, networks, kiosks and promoters, leaflets, coupons, affiliate networks, Internet sales, lead generation advertising on TV radio Broch is Facebook. AdWords exhibitions joined market in deals the whole lot. It's been a hell of an experience in selling methods. If you want to become a killer face to face salesman than I urge you to study this ultimate step by step success methodology. Whatever I'm telling you here, I have relentlessly practiced it over and over again. 27 years. He's a hell of an experience. I've tried things over and over again. I have failed miserably, and I have triumphed gloriously. I know what works, and I know how to make it work. I am not here to sell you any sales theories or any clever marketing fats. No far from that I'm here to share with you my 27 years hard earned experience on how you can sell things to people in a systematic and effective way that can produce actual results . 2. The main Sales QUALITIES: a great salesman once told me, Units have two qualities in order to close sales deals. First, you've got to love your customer. You've got to understand his needs. You've got to understand he's psych, his way of thinking. You've got to understand where he derives value from with respect to your product, second perseverance and eagle. And that means that you have to be a selfish and clever enough in order to stick it up and persevere and sustain the whole sales process until your prospect closes the deal and buys your product. Now what is the sales process? Is it actually process? A lot of people asked me whether sales is a formal process but can be learned or its allies in any May talent. But either you have all you don't. Well, my answer is that, yes, sales ease a formal process that can be learned. It can be talked. It can be practiced. At the end of the day. The guy, the salesman who's doing most of the hard work, practicing and learning is always going to win the sales deal 3. The Killer Salesman's JOB: Sometimes people wonder what's a salesman's job. What does he actually do? Does he go out to sell a product regardless off weather? His prospect really needs a product. Is his job just to carry out nice sales presentations? That's our people. Enjoy. Is his job to go from meeting to meeting relentlessly until eventually someone says yes. No, that's not his job. A great salesman's job is first toe. Identify what his prospects riel needs are second to help his prospect and visage those needs and appreciate them and comprehend them. Third, help his prospect envisage a perfect match between his needs and the products, unique characteristics and unique features. And last, close the sales deal and grab the purchase Everything in an enjoyable and honest manner. His alot do not try to teach a pig how to sing. You're wasting your time and your annoying the pig. So if selling ain't fan for you, don't do it 4. Here's what HAPPENED on December 24th, 2010: He's a real story off what happened to me on December 24th 2010. At that time I was selling my own advertising packages at 100 euros per annum, going door to door, toe high street shops and companies. A friend told me. I bet you that you can't sell more than four of those packages within one day, arguing, I mean, I said, and I started planning my campaign geography. I was determined to heat one off. The largest commercial Athens district's with hundreds of shops had scattered all over the place. Time it was going to be December training, fourth Christmas Eve in 2010. The reason being that on that day on Christmas Eve, because people were doing the Christmas shopping, a lot off cash would be hitting the ground. I was determined to visit as many off those high street shops as I could. Now, on that day on December 24th at 7 a.m. I woke up with a very severe stomach pain. It was gastrointestinal infection with diarrhea. I would not be ableto either drink or eat anything throughout the day. Nevertheless, I set off. I was determined that this was not going to stop me. At 9 a.m. I was standing outside the first shop, the first prospect. It was actually hairdressing shop throughout the whole day. On Christmas Eve, I was going door to door from shop to shop. Sale in my package is making my presentations together with some other dodgy looking guys who were actually selling second hand shoes at 6 p.m. I had covered the entire district, and I had managed to sell for advertising packages, one less than my target. I was exhausted. I was starving. My morale was close to zero, and I was alone. Within two hours, the shops would be closed for Christmas, so I had to change the game. I had to move to another district, and that's what I did. I arrived there at this new district at 7 p.m. Within one hour, shops would be closing so effectively I had time for only one sale speech. I stormed into a large team and asked to see the owner within half an hour. I was working out of the gym contract in my pocket. I had actually closed the sales deal. Within that day, I had managed to earn 500 euros from my fight customers, plus another 100 euros from the bet I had succeeded throughout the day. 5. How to Change your game: I don't want to hear from you about how hard your day has been or how tough the market is Unless you've bean out there on a Christmas Eve selling door to door products. I don't want to hear that. It can't be done. I don't want to hear, but it's their fault. If you find yourself, I'm they're achieving on your sales targets or if you find yourself still in the shit, then you gotta change your game. You've got to do two things. First method you goto learn how to unfold your whole sale scenario in a structured, step by step manner which takes you gradually from the initial report up to the final close stage methodically and effectively. Second, practice your mirror is your friend right down the exact sales speech prior to the sales meeting word by word, and practice it relentlessly over and over again in front of your mirror until you memorize the whole thing until you will deliver it automatically until it becomes something like a second nature to you. And then you're gonna start closing sales deals 6. What a Sales SCENARIO is: Now what is a sale scenario? If sale scenario is a step by step, methodical process whereby you take your prospect from the initial get to know them stage up to the final close the deal stage in the methodical and structured manner we're by also , you're gradually bridging the gap between yourself as a salesman and your prospect as the potential customer by increasing the level off persuasion and trust GM. And that sounds difficult, you might think. No, it's not difficult. It's very easy. You need to learn how to do that and practice it over and over again until it becomes second nature. And then you're going to discover that you start closing sales deals. Let's see the five stages off the sale scenario. The five stages. You're gonna have to take your prospect through until you close the sales deal. Stage number one Report Stage number two Presentation Stage number three Risks Stage number four. Objections Stage number five Close all of them sprinkled with stories 7. What STORIES are: Now What are stories? Many years ago, a stranger appeared somewhere in the Middle East. He walked up to the top of the hill. A lot of people gathered around him and he started talking. Blessed are the humble. Blessed are the meek, blessed all the merciful, but blessed all the pure of heart. Make peace with your brother. Love your neighbor. Give to anyone who asks. You do not store up treasures on Earth. A lot of people listened, and then they simply turned away and went back to their homes. So he changed the way he spoke. He started telling stories, stories about a farmer, stories about a merchant, stories about a rich man, Stories about a king, stories about the oil lamp, stories about a person, stories about the seed. Then he himself became the stories that other people would tell the story off. Healing off the blind man. The story off the healing off the Bleeding woman. The story of the resurrection of Jaros is Daughter. The story off the healing off the 10 lepers, the story of the healing off the demon possessed Man, Transfiguration, crucifixion, resurrection, Ascension and the results are 2000 Christians. In those years, we have now reached two billion Christians through the power off stories 8. Add Magic to Sales: Therefore, if you want to find customers, stop selling in the old, dull and boring way as if you're still in the 19 eighties. Products features benefits prices. Forget about the thing. Add some magic into your sales process and start telling stories to people stories about yourself. Stories about your customers about your competitors. Stories about your friends now stories because they address the audio, visual kinesthetic and sentimental modalities, but our brain uses to perceive the world, it makes it easier for our listener toe. Identify himself with the hero of that story to empathize with the message you're trying to put forward. And if that happens to buy our product. A same story comprises three things. First, a hero. The guy who's doing all the main action it could be yourself could be another customer. It could be a competitors or a friend of yours. The heaven. How amazing things are with your product. The hell how bad things are without your product. Now who do you think are the best storytellers in the world? It's street beggars. Those guys are standing out in the cold and they're telling our stories off their wife, their kids, their friends, their relative who's actually in need of medical attention. If we buy that story, then we donate generously. Now do you as a salesman have the guts to go out there in the cold telling stories in order to persuade people to buy your product? I challenge you to do that. So here's the overall conclusion. Out sales meetings Follow the five stages off the sale scenario Wild telling stories at every stage In these sales course, you're going to learn in detail how to unfold every single stage off the sales scenario. I'm gonna be using the example over Salesman who's selling website development services. So pay attention, learn practice, and then you're gonna find yourself closing sales deals. 9. RAPPORT Overview: in their a poor stage of the sale scenario, you're gonna learn how to build your common ground between yourself and the prospect and build an easy going into personal relationship with him. You gonna learn how to identify his values that needs using questions and stories, and you're gonna learn how to present him with the reason why you're there, which makes sense and answers the So what question? 10. Building a Relationship: The first stage of the sale scenario is toe build rapport. Now what is the purpose of building report the street things you need to get out of this stage. The first thing is that you want to build an easy interpersonal relationship with the prospect, but identifies a common ground between yourself and the prospect. The second thing is that you have to help him identify and agree upon his values and needs . That sounds a bit strange. Not everybody knows his values and his needs, what he believes in and what he needs. You need to help him identify those things and agree on those things. And the third thing is that you have to answer the question why you're there. Why are we here today in a manner that is precise, concise and also passes the So what test? If you tell him we're here to make a presentation, he's gonna ask. So what? What's in it for me? So that's what he gonna have to answer as 1/3 point. Now, how do you start with building a relationship prior to the meeting? You must have done your homework in order for you to pinpoint one or two vital issues that you believe that the prospect feels strong about. For example, an issue that everybody's talking about these days is streamlining. And that's the need toe cut business costs because of intense competition you need to cut out find, and that every business has to have an answer on streamlining is have a way of doing it. So that's the whole issue. And if streamlining is hope in his business, he can talk about that. So you enter the room, you walk towards your prospect of a steady and firm pays. Not very aggressive, not very late back, but you gotta be stayed in for He got a cordial smile on your face and you're offering a warm handshake and throwing an open in line like Good morning, Mr Phillips. I'm Paul Roberts. Thank you for arranging this meeting. My purpose is to show you how are proposed solution can increase your own line revenues by 275% and at the same time save you $1800 every year. Now we have many customers operating in Jordan ish. They tell me that it's urgent to reduce unnecessary expenses, and I know that. That's a a tough match crack, isn't it? How do you manage with streamlining yourself so that when we start conversation, we have a short, casual chattel streamlining? We ask him a couple of questions, and we show empathy for his problems and his concerns. The street things about building a relationship, but you need to practice. The first thing is how you move. It's gonna have to be with steady and control hand movements. At Ping Point, facts don't throw your hands all over the place. When the hand moves it being points a fact. It stresses a point. It shows somewhere in a controlled manner. The second is how we talk. It has to be in a Kordell sincere, honest, but at the same time it has to be professional and precise showing. But we believe in what we're saying. We have to have a missionary attitude. We want to save this fellow. We want to save his business, and that's why we're out on a cause. Where, out on a mission to save his business the most. Why we believe we are totally believe in what we're saying, and the third is how we behave this is very important. We have to show empathy and understanding for his problems and concerns. We acknowledge him for what he is. For example, if he's a professional, we could use a line like a seasoned professional like yourself, presumably aims for high return on investment that starts working towards his needs stage. But the main thing is that we acknowledge him as a seasoned professional, and as such he must have this need so we can build on that. We always acknowledge his point of view, even if we don't agree with him. For example, if he told us that his medicines, when he was very, very rude, he didn't know his stuff. Hey was tried trying to lead him, someone he didn't like. We can say something like, I understand what you're saying, though such unprofessional behavior must have been a very painful experience for you. So we acknowledge that we do not deny that even if we might disagree on that point, we always give the impression that we put ourselves in his shoes 11. QUESTIONS for Values and Needs: after the initial short, casual conversation, where we have actually build common ground and a good relationship with the prospect we move on toe, identify his values and his needs. Now satisfying them is the reason why he is interested in our product. The reason why we're there why he arranged the meeting is that he wants to find out how our product can satisfy his business needs. Now you gotta be careful on this issue. In many cases, the prospect does not know the exact needs, but he has is not aware of them in the full death. So we have to skillfully, illicit both needs. We have to get them out of his system and put them out in the open and agree on them. How do we do that? There's two ways. First, by asking questions and second by telling stories. So let's check out the questions about the values. Values are the ideas, the things that we strongly believe in and the proof off this belief is how the prospect knows that the value manifests itself. So we have to identify those two things. What the balance our and how he knows that it violently satisfied here's a few are example questions. What is important for you in streamlining your operations? Is it only cutting costs, or do you also try to retain top human talent in your business? Would he also seek ways to simultaneously increase your revenues or increase your profits? What is your major K P I key performance indicator, which proves that you're doing a good job in streamlining the last one, is the proof it shows. But he's doing a good job in streamlining questions about needs needs a more specific that the business benefits that he requires and expects out of a product like ours. And the proof again is the way he knows that the need is being fulfilled. So here's some example. Questions about meat. What value do you expect that a new and properly structured website should add to your business? Do you want a website that can increase your revenues? Do you know that according Toa Independent Metrics, a website that is difficult to navigate, will actually prevent 80% of your customers from finding what they're looking for? Are you aware that a website that takes a long time to load can lead up to 95% of your visitors abandoning that specific page altogether. So we're putting those leading questions forward and see which one takes him off which one he agrees on. Now what types of questions do we have was to type of questions, positive questions and negative questions. Positive questions should tacitly lead the prospect to agree with what we're saying. They helped him identify the values or needs that he's moving towards the values or needs that he actually agrees with negative questions should tacitly lead the prospect to disagree with what we're saying. So we're putting a negative scenario in front of him, and he would disagree on that one, and they helped him identify the values or needs that he's running away from. So we got the positive values and needs and the negative values and needs 12. STORIES for Values and Needs: let's see what kind of stories we can use that highlight values and needs. We can tell stories of our existent cast members, and we're narrating what positive benefits they got out of our products and what negative repercussions they avoid it. Through those stories, the prospect identifies himself with the hero with our customer and empathizes with those positive benefits or negative repercussions. Now all those positive or negative issues shoot always be dollarized but means that they should be quantified in terms off dollar value, for example, how much money the customer saved, or buying how much that specific customer increased his revenues when he adopted our solution. Let's see an example of a need story, a story that highlights positive means, but he's moving towards and negative needs that he's running away from. You won't believe what the marketing manager of ex wives that linked it was telling me the other day. Now, after we launched their brand new website, they noticed that they were receiving a 250% increase in online orders for product line A. Now that's their best performer in terms of profit margins. Their customers told them that they could easily find the hard benefits that A was offering and also that the cultural action buttons were readily available for them to click on I also he told me that they were no longer wasting time for technical support, as they used to do with the previous developer, because our customer care is online and available 24 by seven. Now they're Finance Department calculated that the added profits from product Line A. We actually pay back for the cost off the new website within three months. That's amazing, isn't it? 13. CONSENT on Values and Needs: now, after having identified his values and his needs, it's important that we get his consent on those violence and needs at this stage. We want to wrap up the whole thing by getting his agreements on what values he believes in and what needs he wants to satisfy. We want the prospect to actually and openly say yes on those rallies and needs. Now here's a line that we can use. So why, Mr Phillips? From what you're telling me, you need a website that will do four things. Number one. Increase your revenues number to eliminate the costs off manually assessing your customer's needs. Number three offer its sleek, easy and professional navigation experience to your visit, and number four allow you to have peace of mind regarding technical support. Would you agree that these four points sum it all up? We pause and we wait for the prospects Reply. At which stage we've done a job, right? If we've actually hate the proper volleys and needs, he will say yes. 14. LAYOUT the Sales Presentation: after having identified the common ground with our prospect and having built a good relationship with him and after having identified and agreed upon his values and needs, we need to move on to the third stage, which is why we're there. We have to give a credible answer as to the purpose off meeting. So we outline the main stages off the sale presentation in a step by step manner, and we have to get his agreement again on that issue. That is a trick. We present him with a chain of events to follow. So there's a series of events, but we follow in the next. Few were our minutes, and we sell him on the first link off up chain. So we present the whole chain to him and we sell the first link. If that happens, if he buys that link, then he bought the whole chain. So here's an example of how we do it. Now, let me tell you the way I work first, I will present our proposal to you and explain what makes it unique. But the presentation and the unique selling propositions Second, I will show you in detail how your new website can bring in more customers and reduce your costs. These are the main benefits he's getting out of the proposal. Third, provided we have an agreement, I will then go on and show you the exact process for the technical website development and the 24 by seven support cycle. And we're also going to agree on the approximate time frame for the deliverables. Are we okay on this? We pause and wait for a reply. Bear in mind that in third point where we said provided we have an agreement, the reason why would did that is that we don't want the prospect to feel intimidated and lead towards our own conclusions. We want him to fail that he's in control, but at every stage were seeking his agreement and that his agreement is vital for us to move on forward. So we want him to feel that he's actually leading the conversation. He can actually provide the stopgap at any stage where he doesn't feel that he wants to move on to close the deal. It's his control, it's his business. It's his needs that we want to satisfy and he has to feel that at each stage he has to agree before we move onto the next one 15. PRESENTATION Overview: in the presentation stage of the sale scenario, you're going to learn how to unfold your primary sale story, which comprises the hero, the heaven and the hell. That sale story is going to comprise how your product's features in unique selling propositions and the benefits that those US peas and features and tail address the customers means you're gonna learn how to Dole arise that how to quantify that? How to put a door violent to it. You're also gonna learn how to help your prospect envisage the perfect match between his needs and values in your products benefits. You're also gonna learn how to help the prospect envisage the hell that he's going to experience. If he does not buy your product. All these through the use off your main sales story, so you're gonna have to learn to become a story teller. 16. Presentation PURPOSE: now, the purpose of the presentation is to help the prospect see vision off where he wants to be and also understand what is running away from essentially. What that means is that we're telling our prospect that where you are right now does not satisfy your values and your needs. You deserve a lot better than what you have right now. What you have right now is the bad news. The good news is that there is a place where you can go, which is what you actually deserve, and we have to help him see the vision off where he wants to go. Now, how do you actually demonstrate that you got to talk numbers. So what do you actually have to, uh, on campus? Within the presentation is a quantitative way off how your product with the weight functions with the unique selling proposition that it has actually satisfies the needs off your prospect. And it does that a lot better than the competitors products or a lot better than the current situation that the customer is in. You've got to mention specific numbers, how much you're going to improve your customers current situation or with respect to another competitive product. Now, the best way to encompass all this is through as sales story. So that means that you have to develop the ability to tell stories you have to become a storyteller. The story is the perfect vehicle for your customer to fully identify himself with the message you're trying to put forward and that way to increase your persuasive power and get him to buy the product. 17. The Sales STORY: the sale story comprises three things number one, the Hero number to the Heaven and number three. The hell the hero is the main participant in the sale story. The guy who's doing all the action possibly could be another customer or another competitor . It could be yourself. It could be a friend of yours. Heaven is where your hero found himself into after choosing to purchase your product. So as part of the sale story, you have to describe the heaven that your hero found himself into after buying your product . And you got to do that in a vivid and emotionally involved way. You go to invoke emotion in the way you're presenting the story in the same way he described the hell that your hero actually found himself into prior to purchasing your product. So he was in a very bad situation. All wrong things were happening to him before he decided to buy your product, and you have to lay that out for your prospect in a vivid in an emotionally involved way. In that manner, if he identifies himself with the hero is gonna go emotionally from the bad things that were happening to that hero to the good things that happened to him after he decided to buy the product. And that transition is, as a matter of fact, what you want him to go through. Once you were start unveiling your actual sales presentation in terms of figures, you want him to go from the hell that he's currently facing in. You outline that in front of him in a very vivid manner to the heaven he wants to find himself into after purchasing your perfect 18. The HEAVEN: Now let's see what the heaven is. That heaven is a bright picture off your prospects. Future with your product, and you have to reveal that bright picture in front of him in a very vivid manner, using the actions and the actual example off your hero. So within that story, within that very bright picture of the future with the product, you have to employ three major things first, how the product functions. Those are the features of the product. Out works, the technical staff. Second, the products benefits, and that means you have to identify the way. But your product is addressing the customer's needs in a unique way, which means that it does that better than the competition and better than the way he's actually currently doing his business. The customer wants to improve his revenues. He want to reduce his costs. He wants to improve the way he's doing business. So your product with the weight functions produces some benefits. But address your customer's needs off, improving his revenues, reducing his costs or improving the way he's doing business. How do you actually prove that are actually convince your customer? But what you're saying is actually the truth, you have to use what we call a dollarization method. What that means is essentially a quantitative analysis that proves with specific numbers, with specific figures, step by step. How your prospect, for example, is going to pay $5000 for your product. But over a period off, let's say, six months or one year he's gonna get $50,000 back in terms off quantitative benefits. That's why we buy a product. We pay $10 we get $100 in return. We pay $1000 when we get $5000. In return, we have to get MAWR in terms of actual quantitative benefits done. We paid for the product. That is the way you will convince your customer he's not going to buy the product if you tell him. But he's gonna pay, for example, $5000 and he's gonna get $5000 in terms off benefits. He's gonna have to get 10 times five times three times 20 times as much as he paid for the product. That is actually the main core off the dollarization method 19. DOLLARIZATION Method 1: Let's see Method number one for dull arising the products benefits, which we put in a hard dollar price on each one off the benefits but the customer receives after purchasing the products. This method applies in cases where benefits are not related to one another, so they're separate benefits. Essentially, what you have to do is you have to quantify the extra dollar value that your product as a whole not specific features of the product but as a whole produces for each benefit. And then you just add up all those separate extra dollar values in order to produce the cumulative dollar value for all the benefits. So you got a dollar value for the first benefit, a dollar value for the second benefit and the third benefit you add, the more app and you get the total dollar value that the product is actually producing for the customer, this cumulative extra dollar value. The addition of all the separate ones is then compared to your products costs. And so you can say that if the product costs $5000 the cumulative dollar value is, for example, $50,000 which is 10 times the initial products price. Let's see an example. Benefit number one. The improved search engine optimization off his new website will actually increase the number of the sales leads, but he's receiving by 40%. How do we have this figure? That's probably standard industry metrics. Or, for example, it's our own metrics which are produced from our past experience without the customers. So that could be another testimonial. Now let's say how we can quantify that. Assuming that he's currently receiving 10,000 visits per month, this 40% increase will yield 14,000 visits per month. If you assume a standard industry metric off, not 0.8% is a conversion rate, and that means how many of them are actually converting into pain customers. We get the conclusion. But the improved search engine optimization will increase his online customers from 80 in the previous situation, 212 per month. Those extra 32 customers. This is the extra benefit he's receiving from our product. Let's say $100 per month in terms of revenues will bring an extra $3200 per month benefit number to the improved design off his new website. This will actually reduce the time. Hey, salesmen are spending on product feature analysis toe the customers. Why? Because the customers have already received this information from the website. So the rial salesman, when he's talking to a sales lead, does not have to explain a hell of a lot in terms off his product's features and analyzing them. If we quantify that these improvement is gonna be by 20% again, we can prove that using our own previous customers experience testimonials and similar methods, we understand that the efficiency off the salesman will will increase by 20%. So let's try to quantify that if the salesman talks to 60 prospects per month and closes 25% of them, So he closes 15 sales if we improve it, but by 20% that means that he's going to talk to 72 prospects per month. His closing rate is still gonna be 25%. So that means he's gonna be closing 18 sales if he's got five salesman but means that we're moving from the initial situation off 75 customers per month to 90 customers per month. The extra 15 customers is the added benefit, but he's receiving because off the improved efficiency off his salesman. And if each one of those customers is actually producing $200 off monthly revenue, don't forget a direct sales yield. Higher revenue customers when you compare that to customers received over the phone or online. So that means that we're having an extra 15 times 200 equals $3000 per month revenue. Now the cumulative extra value is the extra value off benefit number 1 32 $100 per month, plus the extra value of benefit number 2 $3000 per month. That's $6200 per month. If you quantify that on an annual basis, that's almost $75,000 off extra revenue. This is what he is going to receive because over his new website, because of the website that we developed. If you compare that to the products cost $5000 it means that the customer within one year will be getting his money back 15 times over. So he's paying $5000 for the website, and he's getting $75,000 within a year off quantified heart benefit in terms off enhanced revenues 20. DOLLARIZATION Method 2: now let's see dollarization method to the supplies and situations were benefits are actually related to one another. So that means, for example, but improvements in benefit number one feed into benefit number two improvements into benefit number to feed into benefit number three and so on. So forth. She good to use a different method for this case. We create an actual cross relationship matrix between the features and the benefits. Now for each features usage we quantify based on our past experience, how the features usage improves each benefit over the customers current situation or over competitors offer that improvement, for example, is a certain X percent 5% 10% 8% whatever. Now, by multiplying all those individual improvements, we find the overall improvement effect. And that is a single figure. For example, 275% improvement over the current situation. And that means that our product is enhancing the overall customers way of doing business by 2.75 times. As you understand, we're being very specific because we're talking specific figures were not going to say approximately three times we're going to say to 30.75 times, but the improvement of effect. That's our product with the individual features. If you measure the improvement that each feature has on each benefit, the cumulative improvement is 2.75 times. So if he's Karen, online revenues, for example, in our case of a website are what's a $8000 per month? If he improved that by 2.75 times, you will get an extra $14,000 per month. If you quantify that over a year and then compare that figure to the original product costs off $5000. Or if you quantify that even better over six months and compare that to the $5000 over initial product caused the customer, he's getting his money back within six months, 17 times over. 21. DOLLARIZATION Method 3: Let's see Method number three for dollar rising, the added value but the customer is receiving. After purchasing our product, we can compare one or product of our products benefits with an alternative products benefits on the basis over one unit benefit. For example, If a benefit is customers acquired, what's the benefit of the customer? Are Prospect wants to receive? He wants to get more customers. So that's the benefit. So we can compare customer acquisition costs for one customer. For both of those cases, Case number one the cost of acquiring one customer either with an alternative product or with doing nothing. We confined that based on standard industry metrics, that cost is compared to the cost off. Acquiring one customer with our product based, for example, on expected customer reach plus expected conversion rate figures or based on the improvement effect that way derived from dollarization. Method number two. So in our example case using, for example, the improvement effect off 275% acquiring one customer when doing nothing coast, for example, $50. Based on standard industry metrics. Acquiring one customer with our product costs $50 divided by 2.75 thus 18.2 dollars. So he understands. But it's a lot cheaper toe acquire one customer with our product compared to doing nothing or compared to an alternative product. 22. The HELL: Let's see what the hell is Our job is to reveal a gloomy and dark picture off the customers future without the product using the example of our hero. Now, don't forget, our hero has already found himself in that hail situation. He's already had a very hard time, and we reveal that heart and gloomy picture off our hero situation to our customers so that he's understanding the situation he's gonna be facing without our product again, we're gonna have to quantify that. So let's say that our product cost $5000. There's two ways you can quantify the hell the gloomy picture, the bad situation in terms of real figures. The first thing is you can show how much our hero wasted in terms of heart money. And the second way is to quantify how much our hero lost in terms of hard dollars. So going into the first thing, how much money he wasted, we can show. For example, our hero wasted $8000 within six months by just carrying out his present inefficient way of doing business or by being forced to ride off his previous bad invested moving into the second way. How much money he lost. We can show him, for example, how the $5000 he didn't pay for our product, eventually costing the loss off $20,000 because he missed opportunities that he wasn't able to exploit, which he would have been able to exploit with our product. Or there was an actual loss of real business off Rheal customers to competitors, which cost him another $20,000 to gain back. Or there was an actual increase in real costs. So monetizing that means we have to describe how much money he wasted or how much money he lost, and then, in a vivid and emotionally involved way, describe the bad situation that the hero went through before purchasing our product. 23. Example - Heaven and Dollarization: now that's an example of a real story. How customer X Y said found himself in heaven. After purchasing our product, Mr. Phillips, let me share with your real story of our customer, X y Zed. Their website was developed three years ago, and it was a in real need off a major revamp. They knew that. So they asked for quotation from their existence of the time developer and from another two companies, our own included. Their remit was clear. They wanted to increase the online sales. That was their need. Our quotation was higher around the other two ones. Now their marketing manager got back to me on the phone and asked for a detailed justification off why our proposal would benefit his company the most. After we started the analytics off the current website very carefully and the message that they were trying to put forward it was very clear to us. But if we wanted to increase their own line revenues, way had to achieve two benefits. First, increase the time visitors stayed on the site and second increase the conversion rate. How many of those visitors converted into pain customers now, in order to do that we had to improve on all key features off website development. We had to improve the website design. In order to convey the new marketing message, we had to reduce the loading time we had to structure the website navigation so that it facilitated online sales and was consistent with her new marketing message and way head to enhance search engine optimization. They asked us to quantify the sales increase, so we presented them with the positive impact each feature would have on each one of those benefits as well as the cumulative impact. And the results were stunning. We would be able to achieve up to an amazing 275% increase in their online sales. With the new website, they would be getting their investment back 17 times over within six months. That was amazing. Now let me show you how this can work out for your organization to a this stage. We bring out the specific tables with the heart figures which present to him on the one column, the unique product speeches, the things within the product that we do in a very good way. The things that set us apart from the competitors. For example, website design, loading time, intuitive navigation, search engine optimization, Google analytics Pack up time off 99.99% and we compare that to the benefits from the website. We got three benefits. How many visit his website, so that's a traffic benefit. Number one Benefit number two How many stay on the website? So we need a low bounce rate and benefit number three How many purchase? So we need an enhanced conversion rate we quantify for each feature the positive effect the our job our technical know how are way off building the website which is unique to us the positive improvement that each feature can have on each one of those benefits. For example, the way we're going to design the website is going to increase his traffic by 6% is going to improve. The bounce rate by 8% is going to increase the conversion rate by 10% and so on So forth H feature is compared to each benefits, so we got a specific percentage improvement. Multiply all those figures one by another and you get the overall improvement off. 275.3% over the current situation, so the $8000 off monthly revenues shoots up to $22,000 revenues with a new website. 24. Example - Hell: Let's see an example of a rials story off how customer X Y said found himself in hell to cut a long story short. Although ex wives that liked our proposal, they chose the cheapest quote, the one from their existing developer. Not six months down the line, I received a phone call from the marketing manager. He was asking for a meeting. Now, he told me, and I quote, our website revamp has been a disaster. Our own line sales have dropped, Our existing customers are complaining and the new website is still unfinished and the developer is not responding to our calls. We have decided to flush $3500 down the drain. That's how much we paid the previous developer, and we have decided to assign the job to your company. When can we meet? Bear in mind that this amount is the amount off dollars that he wasted when he chose the previews developer, and that means he chose to move into the health situation we're describing. What's the wasted money? I replied. I'll be there in two hours to assess the kind of situation, carry out the requirements analysis ASAP and kick the project off immediately, so I'm providing the solution to his crisis, and I'm responding on the spot immediately. Three months down the line, the new website was up and running 100% according to X Y. Said Specs. Two months after that, the marketing manager gave me a call. We are reporting it 250% increase in online sales already. Wasn't that amazing, but proves that we actually delivered on our promises. And because we're quoting on a really customer, it gives extra credibility to our story. He's another way off finding customer X y said in hell and describing that in our story. No, Mr Phillips, let me tell you something you probably already know from independent metrics. A 1% reduction in the supplier's customer care effectiveness results in a 5% increase in the man hours that the customer is spending. Trying to sort things out with a supplier. We've got a 95% customer care effectiveness. What does that figure signify? That's how many of our trouble tickets are being resolved within 24 hours. We actually take real proud in that figure now, choosing a website developer with, let's say, 85% off customer care effectiveness. That's 10% less than ours. That will increase the hours that you spend with him over the phone by 50%. So let's say that your marketing the 90 people are spending an average of 20 hours per month relating to the website in terms of questions, training, resolving problems, new features and so on, so forth. Now this will shoot 2 30 hours per month, and that's extra 10 hours per month. If you cost it at $15 per hour, that yields $150 per month, which means $1800 per year off wasted dollars in pointless communications. That's how much you're gonna be losing if you find yourself in a hail situation, not to mention the revenues you will be losing because of the delays in launching new marketing campaigns due to delayed website enhancement. Don't forget, we're talking about the health situation off a developer who's not good at responding to his customer. Do you have $1800 every year set aside for the garbage being 25. Example - Summarizing Heaven and Hell: Felicity how we're going to summarize the whole story in terms off X wise. It's heaven hell and quantified benefits for our prospect. Let me assure you, Mr Phillips, 30% off our customers full in this exact category. They first chose a cheaper developer, Hey developed poorly on their needs and in the end they came to us after having had totally write off their losses. This is the hell now, based on our unique blend off technical and marketing expertise. This is our unique selling proposition. I showed you how you can improve your website features, tailor made design, loading time, effective navigation and search engine optimization. This is the features that he's getting in terms of the product that are improved over his Karen situation in order to increase the effectiveness of your website, high traffic, low bounce rate and high customer conversion reserve the benefit that he's getting from the website, which are going to lead on the major benefit off increasing his revenues and that actually satisfies his own need. Now this can result in an amazing increase in your own line, revenues for customer X Y said as explained before, that was a stunning 250% in two months. That means that in your case, you can also be getting your money back 17 times over within six months. Now on our side. We also take proud in our 92% customer retention rate. That means that our customers stay effectively withers for a lifetime. Why do they do that? Because of our exceptional customer care. That actually translates, as I explained before, in $1800 savings for you every year. Saying this situation, we have presented the summary off the main customer features, which are unique in the way we're developing his website, the way that those uniquely developed features can produce actual benefits, which address his riel needs off improving his business. We quantify that with those two figures, 250% revenue increases, getting his money back 17 times over the initial investment and also the second benefit off saving $1800 every year. Because of our exceptional customer care, how can we prove that we have a very good customer care because we got a 92% customer retention rate? And how can we prove that by presenting our customers testimonials? So that's how we summarize the whole case. We summarize the whole story heaven, the hell the quantified dollarized benefits that he's getting. 26. RISKS Overview: in the risk stage of the sales and barrio, You going to learn that it's risky for the customer to buy your product and trust you as a salesman? There's always this little voice of the back of his said, telling him not to take that risk. So you're gonna have to learn how to minimize that risk, either by associating your prospect with others or by helping your prospect field safe and secure. 27. What Customer RISK is: now during the presentation, the customer is going to feel a big risk regarding the purchase of our product. It doesn't matter how immaculate your presentation might be. This inner risk is going to be there, and the prospect is going to feel it. Where is this risk coming from? What is this little voice of the back of his head telling him about you and about your product? Do I need this product? Do I actually have the money for it? Should I trust this guy? Are there any hidden traps that I can't see right now? What if I'm not satisfied with the product? Is there any way back? Should I defer my decision for another time? Should I probably think it over now? Has anyone else actually bought this product before me? Your job as a salesman is to actually many Mayes that risk during the presentation, and there's two ways you can do that. The first is to associate the prospect with others, other customers or other people, and the second is to make the prospect feel secure about yourself and about the product. Let's see those two ways in detail 28. ASSOCIATE the Prospect with Others: First of all, let's see how we can associate the prospect with others. We have to understand that it's human nature. If somebody's about to take a route that hasn't taken before, he feels a certain danger from somewhere. He feels the risk. However, if he knows that somebody else has taken the same route before him, he feels safe. So that's what we want the prospect toe understand? But somebody else has been there before him. He has actually taken those steps before him. He's actually bought the product before him, and he's actually benefited from the product. So here's some really life examples off how we can actually present this risk minimization method off associating our prospect with others. Mr. Phillips, 25% off companies in your industry are already using the website development technology that I outlined. Now their results end increase revenues are truly remarkable. You cannot be left behind. What this is saying is that 25% off his competitors are already developing or have already developed websites using the technology that we have put forward. So people have been there before and they are already benefiting from this technology. I know for a fact that your finance director is going to be very happy with the potential 275% revenue increase, a payback 17 times over within six months and in $1800 savings per annum. What this point is saying is that his violence director, another guy in the company, is going to be very happy with him taking a decision to buy our product. So we're associating our prospect with a happy finance director. Our best advertisers are our customers technical directors. Now, when the experience or 24 by seven customer care policy and the fact that 75% of the trouble tickets are resolved within 30 minutes and 95% of them within 24 hours they use our technical support team again and again. No. Believe me, Mr Phillips, within the technical department, you will be their hero. What this point is doing is associating our prospect, Mr Phillips, with his technical director, with a happy technical director who is going to be using our customer care again and again , and he's gonna be very happy with it. As you can see, the way we present this risk minimization script, we are repeating the main benefits, but he has. But we're associating this benefits in real life terms with others with other companies in his industry, which is his competitors with his finance director is gonna be very happy with the revenue increase and with the cost cutting and with his technical directors who are gonna be very happy with a very effective customer care that we actually provide. 29. Make the Prospect feel SECURE: the second way off. Minimizing our prospects risk during our presentation is to make him feel secure. That's very important. We have to help him understand that if he buys our product and starts having a business relationship with our company, he's actually in save hands. We provide a safe horrible for him. We're gonna take care of him. We're gonna look after his needs. We're gonna be on his side. So let's see how we can spell that out. Mr. Phillips, if we launched a new website and you started witnessing the increased revenues, would you not praise yourself for a wise decision? Bear in mind that this is actually a specific persuasion technique where we're actually helping our prospect visualize that he has actually bought the product and he's very happy with it. His already experiencing the revenues going up and he's actually praising himself for a wise decision are 92% customer retention rate proves this is a part. Word proves that our customers stay with us for life. They're like family to us. We personally care for their needs. This says, but we're a safe, horrible for our customers. They have a business relationship with us and they stay for life. They don't want to leave. They feel safe. They feel secure. They feel that their needs are being addressed in the best way possible. Doing nothing and stained with your current Web site is the biggest risk of all. Now your market share might be at stake. I know for a fact that your competitors are already moving in. This is another way off, making the prospect feel secure by maximizing his insecurity in case he doesn't buy our product. So going elsewhere or doing nothing is very risky is a great source of insecurity. He has to come with us because outside our own horrible things are very risky. Our service level agreement guarantees was another power word, our response time frame. If that is not met due to our fault, you're entitled to compensation and that's written down in our service level agreement. Would we make such a commitment unless we had the capability to systematically deliver on our promises? This is another hard fact. We're not afraid to put our promise in writing pen and paper signed by us so that he knows that if things don't go the way that we promise he's entitled to compensation. That's a great way off, making him feel safe. If things don't work out the way we promise he's going to be compensated for it, he's going to get money out of it. Those ways and similar other ways that we can devise, help him feel safe and secure within a business relationship with our company. After purchasing our product, he's not going to regret. It is gonna be very safe, very secure and very well looked after within our business relationship. 30. OBJECTIONS Overview: in the objection stage of the sales and marry. You gonna learn that your prospect always has objections, which he may choose either to voice or not to voice either to bring them out in the open during the meeting or just keep them for the back of his head? And that's a natural thing. So you gonna learn to not fear objections, he can learn how to handle them. How? By building a common ground between yourself and the prospect for this objections handling phase by making a list off those objections. So helping your customer unveiled them, take them out in the open and comprehend them and accept them. And then by finding out what type of objections customers usually have and start addressing them and answer in them directly one by one, so that you can leave your prospect to the next stage of the sale scenario, which he's closing the sales deal 31. Handling OBJECTIONS: Now let's see how we handle objections after our sales presentation is over. Some salesman might think that objections are real nightmare. They've done a triple A presentation. They told the stories They've promoted the products, unique selling propositions. They've actually done an awesome job. Indal arising the customers value. They've minimizes risk during the presentation. And after all this brilliant work, the salesman gets a response like, Thank you, Mr Roberts. I'll start of your proposal and get back to you soon. Or thank you, Mr Roberts, But I'm still not sure about the whole thing When you get such a reply, do you feel like the sky has just collapsed on you? Well, don't. And definitely don't go away. The game has just begun. What you need to understand is a salesman is that you need the prospects. Objections? This might sound a bit awkward, but as a matter of fact, that means that the prospect is shown interest in the product. It's a natural thing to object on. A few things is gonna have to raise those objections, is gonna have to put them out in the open, discuss about them. So you need those objections. Even If you're selling the Eiffel Tower for $100 your prospect is still going to find grounds for second thoughts and objections. And that's human nature. We are suspicious creatures. We have second thoughts. We need to take some time to think about it. We're not convinced by the 1st 2nd or the third argument, and that's why we object now. As a salesman, you have two choices. Either you lead the prospect into raising his concerns and objections about the product in your face during the meeting, in which case you grab the opportunity and tackled them head on or you buying to his negative attitude. You accept the fact that he does not want to voice his objections on the sport. You end the meeting, you leave the room and let him sort out his concerns all by himself. And that's bad news. So handling the prospects objections is a blessing. It means you're still in the sales game. You're still in business. Your job is to find them all. Get them out of the way, answer them, annihilate them 32. WHY they Object: Now let's see the main reasons why our prospects might object. Don't forget, we're talking about a decision maker. The prospect is actually the authority to take decisions. So that means that he has to study both the bright and the gloomy scenario is gonna have to have a Plan B and possibly plan. See, that's his job is a decision maker. So raising objections is part off what he does like his. The main reasons why decision makers may raise objections. Jude in a sales meeting. Number one they don't like or they don't trust you. Number two. They don't actually know if they need your product. You have done a good job, possibly in promoting the products. US. Peace. Indal arising the benefits, but still, they're not very much convinced that they actually need the product, that it actually satisfies one of their needs. Possibly they don't really need your product, and that might be a fact of life. They might not need your product right now. It's a good product. They're probably considering the purchase of the product, but not right now, so the need is not imminent. They don't know if it's good value for money you've done your presentation, you've showed them how their $5000 is going to bring them $50,000 back in hard riel benefits. But still, they're not convinced on that one and last. They don't feel it's easy and risk free to obtain your product. So they feel that the product itself the purchase represents a major risk or a tough route to take on which there might be no return. So they feel that there's no way out if the decision to buy the product is the wrong decision. Those are the main reasons you're gonna have to study those reasons. You gonna have to, uh, think about them. You can have to have answers on those reasons and off course. You're gonna have to discuss those possible objections with your prospect and help him voice his objections out in the open 33. Objection Handling PREPARATION: the process of handling the prospects. Objections comes in two phases. Phase number one is the preparatory work where we actually have to work with the prospect toe, identify and acknowledge those objections. And the second phase is where we answer those objections. We tackle them head on. Let's talk about the first phase the preparation as soon as his raising some concerns, even if he's not saying anything specific or accurate. If it's something like we're gonna think about it and get back to you, you're gonna have to grab the chance and handle the objections had on. Here's what you do in the preparation phase. Number one. Acknowledge the objection handling stage. You might say something like, I understand you might have some concerns. Number two. You have to establish some common ground between yourself and the prospect. You do that by reasserting his main needs and getting him to agree on them with a chain off Consecutive yes, is this is your common ground. He has to satisfy certain needs. That's why you're there. You have to re ascertain that so that you can work on that. The way you do that is by getting the prospect to say a Siri's off yeses. Let's see an example. Let me ask you something so that I can clarify things in my mind. You want to develop a new and efficient website, right? Is going to say yes. You want your new website to increase your online sales, don't you? He's going to say yes now. You obviously want a solution that offers the best value for money is going to say yes. What is it that you're concerned about? Now the reason why we need those yes, is is that we want to put him in a positive frame of mind to say yes and yes and yes, over and over again. And subconsciously, he expects the next question from you, which presumably should receive a yes answer. So he moves into a positive frame off mind. Sometimes those questions might have obvious ES is, for example, the question you want a new website to increase your online sales. Don't you off course. You gonna answer? Yes. But nevertheless, if even if it's an obvious answer, you still use the question to elicit the yes out of the customers. Mouth number three, you establish his possible objections. This is very important. If he's not telling you what he doesn't like, you have to get it out of his system. So you ask questions like, Do you think that our prices may not be the best value for money with respect to the benefits you get, our prices not within your budget. Do you think that the benefits may not be big enough? Could it be that you're not sure about the quality of our customer care? Could it be that you're not sure how our product fares with respect to a competitors offer ? What else is there that bothers you? So we start asking questions about the prices, his budget, whether the benefits are clear in love, whether the quality of the customer care is good enough, the way he perceives it, whether he's not sure about how we fare with respect to competitors and what else does he actually have in his mind? So we want to get those objections out in the open, and that's why would start asking questions. We request that the prospect answers all our questions, and we make a list of those objections. We might even write them down on a piece of paper literally as we speak. Before we start handling an answer in those objections, we need a small prior commitment from him. Here's how we do it, Mr Phillips. It's not my intention to sell you anything that you don't already need. We use this line because we want him to ah, remove his mind from a defensive position. We want him to lower his guard. We want him to fail that were on his side. We don't necessarily want to sell something which doesn't need. So essentially, we shift the focus into finding out whether he needs something. And that's our job. Now, Mr Phillips, since your primary objective is to maximize revenues and minimize your payback period while staying within budget. And if all your concerns are addressed in a satisfactory manner, is there anything else that would prevent you from closing the deal today? Now, why is this important? First he lowers his guard, and second, what we're telling him is that we're moving into objection handling phase. We're gonna start answering those objections. But if we do that in a satisfactory manner, is there anything else that would prevent him from closing the deal? Because If the Rays, that's another objection. We need to get it out in the open if there's not and we're actually very convincing in the way we answer those objections. That means we move into closing the deal straightaway, and he has actually acknowledged that before we start answering those objections, he needs us to answer those objections. He wants to get the answers, but before we give him the answers, we get him to agree. But if the answers are satisfactory, then we move into close because everything has, Bean answered. 34. Feel… Felt… Found FORMULA: we now moving to answer in the prospects objections, the ones that we have actually written down on our paper, the one that he's actually voiced his actually put out in the open. We need to answer all his objections one by one. We shouldn't leave anything unanswered because if he's got any vague points, if he is not clear about something, he would do his thinking by himself. And as we said before, that's bad news. We don't want him to start thinking too much about the ins and outs and consequences off our product and whether the U. S Peas actually function the way we're telling him and probably trying to clarify things. No, we want everything to be answered during the meeting in order to be convincing. We have to be honest so we shouldn't tell any lies, anything which is unbelievable or extraordinary. We have to be credible in order to be credible. We have to use facts, metrics, numbers, testimonials. We have to be convincing but means that we empathize with the customer. But at the same time we feel very hot about what we're telling him, and if somebody is emotionally involved in the answer. Then he's convincing, and we've gotta be straightforward. So if he says, for example, that so unworried a bit about the price, we shouldn't beat around the bush and just brush it under the carpet and neglect to answer the specific concern. If he says price is a problem, we should say, Okay, let's talk about the price. We have to be straightforward in tackling the objection head on as a resume. We have to make him feel like we believe in what we're saying. It's not just a sales line. We don't do it because it's a another job. We don't do it because we have to. Don't forget throughout the whole meeting. Do you have a missionary attitude? You want to save his business. You want to save your prospect. You want to save his job. You want him to Ah, prosper. You want him to Our increases revenues. You're on his side. It's like a missionary missionary wants to save the world, so you want to save him, and that's how you are. Present yourself during the meeting. Now he's a very convincing and easy to memorize method and technique which will help you start answered in those objections, it's called the Feel Felt Found formula. He's outworks Mr Phillips. I understand how you feel. That's exactly how many of our customers felt until they found that within 23 months we were actually delivering the increase revenues that they were requesting based on our unique technical and marketing capabilities in design, structure, loading time and efficiency. Now, why is this technique wise? This formula fail felt found important. First, we acknowledge his concerns. We empathize with him. We understand how he feels. Second, we tie the customer up with other customers. We show him that he is not alone in feeling that way. There's other customers who fell the same way before, so he doesn't think that he's doing something strange, and we know that we've been there before, so that's reassuring for the customer. We increase our convincing power by telling him that others have bean there and we know that and we know how to handle that. And also when we use the word found, which is like telling a story and stories are convincing, we tell him that although they felt that way, they found out in the end. But what we were telling was the truth. The fact that we were presenting were actually the truth. They did actually increase the revenues. And also they did that based on our unique selling propositions, the things that we do as a company which is unique with respect to other competitors, technical stuff, more getting capabilities in design structure than ever, and everything we stress where we are unique with respect to competitors. 35. Price and Budget Objections: Here's how we answer his objection regarding our prices with respect to his budget. That's an example. Mr Phillips, you mentioned that our prices are $1000 over your budget, not take that amount and divide that over the next year. It deals $3 a day approximately. Now we have established that your primary concern is an increasing revenues. Do you believe that the extra $3 a day is not worth the dedicated development work on the website, which will be bringing 275% extra revenues? Four life? In any case, we would be happy to arrange an installments payments scheme in order to accommodate your cash flow. So let's see what this answer says. First, we quantify the problem. It's those $1000 over his badge it then we take that, and we break it down by dividing it equally over the next year will break it down into small daily amount. It's a small amount off money, $3 a day. We compare that to the huge advantage that he's going to have by exploiting the 275% increase in revenues, which is for life and Of course, if you put those things on a balance the 275% revenue increase on one side, compared to the $3 a day off course the answer in the comparison is obvious. He needs to put those $3 a day into perspective. $3 a day is a small, negligible amount compared to the huge benefits that he's going to be receiving anyway. We still acknowledge that his budget is his budget, so we want to give a head on straight forward. Answer. So what we're saying is that would be happy to, AH, arrange and installments payments scheme because we understand. But his budget is part of a cash flow situation. We want to accommodate that. We want to help him out by arranging an instalment scheme. We make it easy for him to pay the extra 1000 without getting too much out of use his budget. And during that time where he pays his instalments, he presumably should have already started witnessing the 275% increase in revenues 36. Customer Care Objections: Let's see how we tackle his objection regarding the customer care that he's going to be receiving throughout his relationship with us. Here's how we can present three. Answer. Mr Phillips. Take a look at these five customer testimonials on all of them. Stressed the fact. But their technical requests. We're satisfied from our customer care within 24 hours maximum, and that means two things. A. Our customers did not waste any time on phones trying to get the job done and be their request that our customers had because they were implemented in time actually safeguarded the timely execution off their marketing campaigns. Now, would you not agree that this means more revenues for you? Let's see what? How this answer actually handles that objection, first of all, because we've got testimonials, which means that we've done our homework before. We got them ready and we hand them out to the customer during the objection handling phase . Now, because we got really testimonials and not just one testimonials, there's five actual written testimonials that way we're convincing and we're credible. There's specific decision makers in those customers who are actually testifying that what we're saying is the truth What are those testimonials? Stressing first restaurants in the fact that those guys did not waste any money and any time trying to get their job done while liaising with our customer care. That means that they were actually saving Mommy. Don't forget that we promised this guy. We promised our prospect that he'd be saving $1800 every year. This is what the testimonial says those guys are. Previous customers did actually save that amount of money. The second thing that the testimonial says is that the customers were able to exploit opportunities because they request that they had the request that they put forward to our customer. Care had to do with implementing new marketing campaigns and because they were implemented on the website in time and within budget. They were actually in a position to exploit those opportunities and execute those campaigns brilliantly. And that means extra revenues for them. And that's why we're listed at the end. His agreement. Would you not agree that this means more revenues for you? Yeah, by handing over those testimonials to him were credible, and we make him believe. But this customers is other companies, possibly his competitors, who have been there before. They've tried our customer care before, and they have actually saved money and have actually increased the revenues. And they're very happy to testify that that's the way our customer care works. The way we presented that it works. We've got 95% of the requests being handled within 24 hours. 37. Easy to Obtain Objections: Let's see how we handle the objection that so I has to do with whether it's safe, risk free and easy to purchase and obtain our product. Here's how we presented now, Mr Phillips, because of the way we modeled your requirements and with project managed the development cycle in collaboration with your people, our customers discover that the transition from the old and inefficient website to the new website is extremely smooth, easy and risk free. We take care of old implementation issues and we are always ahead of every problem that might arise during the development stage. It's our job to be efficient. That's what we do for living. Now let's analyze his answer. The first part is actually telling a story other customers discovered, but because of the way we work, the way we model his requirements that way we managed the whole project. They found out that moving from the old website, which by the way was old and inefficient and lousy to the new website, was very smooth and easing risk free. It happened and there were no problems along the way, and that's what those guys discovered off course. We're telling him a bit about how we work once we closed the deal model in requirements, project managing in collaboration with our prospects people. So we don't just do it in our own ivory tower on our own. We work with our prospects, technicals people. We work together with them and we project manage the whole thing seamlessly and smoothly. The second thing that the center is telling us is that all the problems that might arise because we got expertise in that area, we know how to handle them. We've done it before. It's our job. This is our unique selling proposition. These is the way we work. That's what we do for a living. We stress that over and over again, we're very good at phasing out the development cycle off this product were very good in the project. Management were very good in modeling. His requirements were very good at working with him. We do that very well and that's our USB. That's what sets us apart from somebody else who is not doing that very efficiently. By stressing that we make him feel secure during the transition phase during the product acquisition phase, there's not gonna be any problems in relation to the way his business works. Whatever happens, we're gonna be there. We've tackled that before, and we're gonna work with him to smooth out any issues that might arise. 38. Need to Act Now Objections: Now let's see an example off how we tackle his objection on whether he needs the product. Now, Mr Phillips, achieving considerable revenue increases based on your new website is, unfortunately not something that can be deferred for the future. What is that? Let me share with you a confidential piece of ground info based on the intelligence that we have regarding what your competitors are already doing in this area. You need to act now. Believe me, Mr Phillips, this is not scary talk. Tomorrow is already too late. So what we're saying is that deciding on buying the product is not something that can be deferred for the future. He has to understand that he needs to act now. And why is that? Because his competitors are already moving into this new technologies and probably as we speak, grabbing some of his customers. And how do we prove that? Because we tell him a little secret. We got a confidential piece of ground info we don't need to reveal. Our sources were in this business for a long time. Possibly We told him that Oh, some of his competitors are our customers. So we know what we're talking about His competitors are already moving in, so he needs to act. Now. We need to alert him on the fact. But deferring this decision for the future is gonna be very bad news for his revenues. And when we say this is not scary talk, you might know that the brain cannot perceive the word no or not. So he deletes that. And what Mr Phillips here is is that G? This is scary. It'll that's what we want him to believe This he is actually scary talk. Although we deny that we want him to be scared, we want him to be terrified. We want him to understand. But if it doesn't act now, he's taking a hell of a risk. When were saying tomorrow is too late, we're saying we need to close the deal today, and that's applying huge time pressure on him. We know from our intelligence and the answer is credible. But his competitors are already moving in, so he needs to act now. Press him on the act now parameter 39. Competitors Objections: Let's see how we handle an objection about how we fare with respect to one of our competitors. Presumably, we're not the only company presenting. Our prospect with a proposal is receiving two or three or four different proposals from our competitors. So let's see how this creep works. I understand you have already received the cheaper over from one of our competitors, ABC. How do we know that? Because he's probably told us so during the initial phase of the objection handling, when we asked him whether he's received another over, Probably, he told us that ABC gave us an offer which is $1000 lower than yours. Now we need to acknowledge, but he should definitely receive other offers from competitors. That's good news. But the free market. We should not dismiss this competitors. ABC is a bad company because that means that our prospect Mr Phillips made about Joyce. But ABC should not be on his list, so wouldn't do not acknowledge him as a successful manager. So we shouldn't do that. We should say ABC, that's a lousy company. Why did you receive an offer from him that going through bankruptcy, you probably end up with a non functional website. No, we shouldn't do that. It's a credible choice, Very good company. Would you like to know where we differ? So we're saying that although they're good, we're different from them, and off course, we trigger his interest in realizing whether difference is, Well, as a matter of fact, it's in the number off credible testimonial from our customers. So what is the same? It seemed that we have a bigger number off credible testimonials compared to what ABC can produce. What are those testimonials saying? They're saying that whenever one of our customers chose a cheaper competitors trying to cheap $1000 off the price in the end, what they found themselves in is a really mess is a riel hell. As a result, they were receiving a website which was lousy, which was not as efficient as ours, and that dollarized yielded a loss off $50,000 every year in reduced revenues because the product was off reduced efficiency. So that means that they saved $1000 but they lost $50,000 over the first year. The even worse news is that the website was crippled. No, just for a year. But for life, so trying to say the $1000 actually crippled the website for life, and this $50,000 lost every year would probably perpetuate for a lifetime. Now is your business worth what Lifetime risk? Again we're comparing. He's savings supposed savings off $1000 if he chooses our competitors to the hell he's going to go through the amount of money he's going to lose the $50,000 because the website is going to be inefficient and his revenue sources are going to be crippled for life. That's a huge risk. Not only that, we've got testimonials to prove that companies that are actually seen that they try to save the $1000 they ended up losing $50,000 we got a lot of those testimonials. We have to have some handy before we enter the meeting, because we know he's going to compare us to one of his competitors. That's the way to annihilate our competitors without telling him. But they're not a good company. But it was not a wise decision on his behalf to ask for a quote from ABC. None of that were so much better than they are. And we've got the testimonials to prove that and those testimonials are quantified, and he's taking a hell of a lifetime risk if he chooses somebody else from us. 40. Killer Verbal Techniques Overview: the killer verbal techniques, which you Sprinkle your speech, we've are all those verbal techniques that you can use to instill a lot off sentiment in the conversation in the sales presentation and gradually tacitly lead your prospect in the direction that you want. So you have power words, future pacing, turning negative into positive time pressure, truth pattern and pretty suppositions and abuse assumptions. You gonna learn them all, learn what they are, and learn how to use them effectively to essentially lead your prospect in the way you want him to go. 41. PowerWords: power words are probably one of the most important ways off enhancing our verbal techniques in order to ah stimulate the prospects. Attention and his sentiment. And taking through the convincing stage into closing our words are isolated words that, as their name describes, have a lot off power in the sentiment that they instill upon the prospects. Pray I am still a lot of emotion and focus and power on the prospect in our effort to ah, stress are persuasive arguments bringing into old clothes. The name is probably the most important power word. For example, Mr Phillips, I understand your point. What's his name? We can use it abundantly throughout the presentation. Another power word is the word because, for example, because off this unfortunate experience with the other sales person, you should not settle for anything less than a credible justification. Off the products benefits another word, because is actually a power word, and the reason for that is that it demonstrates a cause and effect phenomenon. In our description. There is a cause, and there is in effect, there's a causal relationship between two things. Two ideas. The cause and effect relationship is very powerful. If something appears to be illogical. Then, if the assumption is correct, the conclusion is correct. Let's see some other power words safe, easy focus. Guaranteed free benefit. You deserve vital amazing profit. Instant, you please Thank you. Results New, proven powerful. We can use them generously throughout our talk. Throw her presentation at every stage off our sales scenario and we can watch the level of excitement and clarity literally skyrocket. 42. Future Pacing: future pacing is another killer verbal technique, which actually stirs our prospect in the direction that we want him to take. It also requires a lot of practice so that it sounds natural and we can use it at every stage over sales. Amariyah, now the aim of future pacing, is to let the prospect imagine that he has already acquired the service. His already bought the product, his past, the clothes stage. He's got the product and he's probably using it. These technique bridges the natural gap that exists between the salesman and the prospect. When you enter into the meeting for the first time, you got the prospect on the other side, and there's yourself on this side and there's a gap between you gotta bridge this gap. You go across the bridge and you gotta meet the prospect in his territory. Future pacing is a verbal technique which actually helps you bridge the gap. Why bridging the gap means that the prospect has already bought the product. So both of you are on the same side of the bridge with the product. If we help the prospect, imagine that he is actually both the product and we start talking about the consequences off his purchase. The good things that started happening to him, the way he's going to interact with our customer care, the way the revenues are going to increase, and so on, so forth. Then we can help him save the final Yes, during the close stage. For example, if you launched your new website and realize that your online orders started increasing, would you not use it massively compared to traditional telephone orders? So what this is saying is that Mr Prospect, imagine that you have actually bought the product. Your new website is up and running and is literally generating revenues for you. You're getting new orders. This visualization is actually what happens after the purchase stage. He's bought the product and new orders are coming in. So what you were telling him is that if that happened, would you know, use the product again and again use the new sales channel to generate new revenues instead of resorting to the traditional telephone orders? Would you not use the powerful new website again and again off course, you would use it. But if you want to visualize that, you have to go past the first stage off having actually acquired the product 43. Negative into Positive: 1/3 killer verbal technique is turning negative into positive, turning the count into camp now during the objection handling, The prospect will always try to find what's wrong with your proposal. Is gonna find as many flaws as he can possibly stayed in his disagreement in terms off his valleys or his needs. So he's going to say, for example, that your product does not actually address my needs. It contradicts my values, and he's going to demonstrate that you don't want to make him wrong. But you want to turn that around, turn the negative into positive in a manner which is convincing but has not offend the prospect. So let's see an example. The prospect is saying we're operating on a tight budget and cannot consider any solution that exceeds the allocated amount. So that's a need he's got. His need is to stay within the budget our product does not address but need, and he's telling us that interface. How do we turn that around is what we see. That's exactly why our proposal is the cheapest. The extra $1000 in price with respect to your budget will be a three months deferred payment remember. But we actually agreed to arrange an installments payments scheme so he can pay for the website in installments. So the X A 1000 is gonna be paid three months down the line, during which time you will have started accumulating the extra revenues from online sales. Now, from those extra revenues, you will be able to easily make the $1000 payment and use the rest to finance your business and get a head off competition. Not to mention the $150 per month savings that you will be accumulating from the man hours that you would have been wasting due to inefficient customer care. So what this says is that we're not making him wrong. We're not saying no, no, no. What do you mean $1000 is not a hell of an amount. Increase your budget. We're not saying that we're not making him wrong. We're not invalidating. His need were saying that contrary to what he believes, our product actually satisfies his need in his values. It is within budget. Why? Because we made a financial arrangement off differing these $1000 payment three months down the line and We're so confident that there's not gonna be in a problem with it that we're willing to make that installment worked as our confidence emanate from from the fact that his new website is going to be bringing increased revenues is gonna be cutting down on his coast. So he's gonna be making money. His cash flow is going to be radically enhanced, and he can make that payment these $1000 installment from that extra revenues from the savings he's gonna be making due to the efficient customer care. But this benefit is going to stay with him for a lifetime, and it's going to take in my head off competition, and he's gonna be making extra money for a lifetime. So he's gonna be able to finance his business. No, just pay the $1000. That's a small amount compared to the benefits is going to start accruing because of a website 44. Time Pressure: time pressure is another killer verbal technique, which essentially exerts a lot of pressure on the prospect in order for him to close the deal now rather than tomorrow. We want him to close the deal today during this meeting. At the end of the meeting, we want him to say yes, there is a natural tendency for people to defer tough decisions. We don't want that to happen. We value his time. We value our time. We want to make this meeting a conclusive event. We don't want to leave it open. That's why we have to push him. Salesmen sometimes hesitate to push the prospect into the closing stage. They don't feel comfortable with it. If the prospect feels intimidated, then the salesman's tendency would be to fall back and say, OK, OK, don't worry. We don't want to close the deal. Just think about it and I'll get back to you. That's wrong. The prospect has to be pressed and pushed tacitly at a certain stage so that he's encouraged to close the deal. We don't want to leave the meeting open ended. Here's how we can apply time pressure onto the prospect to close the deal now. Is there any reason why you should defer the 275% projected increasing your revenues for another day? It's not just a matter of months. It's a month off. Another day. Another day. Is revenues wasted from credible industry sources. We know for a fact that your competitors are already moving into your territory is not just a matter of doing something about it. It's a much of doing something now, so that's another time. Pressure. He's competitors now, as we speak, are moving into his territory, probably grabbing customers out of his business. His revenues are decreasing. He probably doesn't know that, but we know it. How do we know that from credible industry sources? We are one of those industries sources some of his competitors on our customers, and we know what they're doing, and we're sharing this knowledge with him, so he's gonna have to act now. If we close the deal today, I will offer you a 15% price discount plus a Beneficial installments payments scheme, but will suit your cash flow 100%. This is very important to understand. What we're saying is that we're offering him an enticement. Close the deal now, and he's a 15% price discount and abettors installments scheme. We don't just offer that without receiving anything in return. We wouldn't say. For example, Oh, gee, do you find our prices are too expensive? I can offer a 15% discount. How does that sound? He's gonna take that, thank us for it and move on to still say no to closing the deal. We want to exchange that price discount for a close for a purchase. We're offering this 15% price reduction plus instalment scheme in exchange for the prospect closing the deal today, and that's applying a hell of a lot off time pressure on him. You do not have to waste another day without experience in the top level of customer support, but we offer toe all our clients are satisfaction rate exceeds 95%. So what we're saying is that you don't want to waste another day going through the lousy customer care, but you probably have. Right now, we prove through those testimonials that our customer support satisfaction rate exceeds 95% . That's the figure we're going out with in the industry that's our flagship 95% customer care satisfaction rate. He does not want to waste another day by accepting his current lousy situation off bad customer care, even if it's 90% what he's receiving. Like right now, it's still 5% points less when what you could have had by close of the deal with us. 45. Truth Pattern: another killer verbal technique is called Truth pattern. Now, the aim of this technique is to take the prospect through a Siri's off. Consecutive Yes. Is yes. Yes, yes, yes. S a result off placing him in this positive frame of mind. He understands that he's also anticipated to answer yes to a final leading question. Let's see an example. You want to develop a new and more efficient website, right? Yes. You want your new website to increase your online sales, don't you? Yes. You obviously want a solution that offers the best value for money. Yes, and he is the leading question. Therefore, would you like to know how our customer ex wives that managed to increase his online revenues by 250% within two months off having launched his brand new website and he is expected to answer Yes. Now, this final leading question could also be a future pacing type of questions like the one we so before. For example, if you launch your new website and realize that your own line orders started increasing, would you not use it massively, again and again compared to traditional telephone orders? So he's probably going to say yes again. These technique is an excellent technique that can be used throughout the sale scenario at every stage. It's also very good technique to be used when we summarize all the quantified benefits and start closing the same or when we start handling his objections when we try to establish the common ground. So we get him to say yes to a number of basic needs and number of basic things to accept a number of basic premises which are actually enhancing our argument. And then we take the leading question, which starts addressing his concerns as part of its objection handling, which starts closing spot of the clothes or which starts the presentation itself as part of the presentation stage of the same scenario. We can use it throughout its an excellent technique because it cooks the prospect into positive frame of mind. And, he understands, anticipates the last leading question to which is also inclined to answer Yes, 46. Assumptions and Presuppositions: another killer verbal technique is what we call obvious assumptions or presuppositions. So here's the way we manipulate our speech in order to make it more convincing. Let's see obvious assumptions examples. As a season professional, you obviously agree with me that a website that does not contribute to online sales is a waste of time. If we say if you obviously agree with me, we press him to agree with us because it's obvious and if he agrees with us, then we got a common ground. We got our objection handled and answered, and so on so forth. We got an agreement with the prospect. I'm sure you already know that an efficient customer care can save you big on pointless phone calls. So that's another one. I'm sure you already know. People trust a cheap solution, and sooner or later they find out that it cost them two or three times more in the long run . So those expressions are the obvious assumptions. He obviously agree with me. I'm sure you already know sooner or later, let's see the presuppositions. You would obviously prefer to spend less time on the phone trying to find a solution to the problem, wouldn't you? Competition is very intense in your industry segment, isn't it? Apparently, you prefer a website that enhances the effectiveness of your sales department, don't you? Again, we're enticing the customer to agree with us with those phrases, wouldn't you? Isn't it? Don't you? All those verbal techniques on obvious assumptions and presuppositions, tacitly and ties the prospect to agree with us because it's all views because it's supposed to be so because it appears to be the truth. And if we start getting his agreement on those things, then we got his agreement on having handled an objection. His agreement on the violence he's getting from our product is agreement on the need that he's got throughout the sale scenario. So again use it abundantly in every stage of the same scenario. In order to get the customers agreement 47. CLOSE Overview: the clothes is the final stage of the sale scenario. It's a stage which most salesman dread and possibly even forget to carry out. You're gonna learn no, to fear that stage. You're gonna learn how to do it effectively. The main thing is that you have to understand the methods and techniques off how to bridge the gap between yourself and the prospect, cross the bridge and secure the sales deal. You're gonna learn a number of methods, how to do that and even methods where by the prospect, does not want to close. So you're gonna learn what to do in those situations where he does not want to close in that meeting there and there. 48. Fear of Closing: let's see a few things about closing the sale. Closing the sale means that we are going to have to persuade the prospect to make the purchase and buy our product on the spot at the end of the sales meeting. Now this stages were most off The salesman fail on a regular basis. I don't care if you're a novice or an experienced salesman. Most of you actually fail at delivering the stage. They tend to get so much absorbed into the intricacies of the actual saves process that they forget. But the purpose of the whole meeting is to grab the deal. It's not to make a great presentation. It's not to match the prospects needs with your product's features and benefits. It's Noto handle his objections. Its not to use all the tricks in the book, know the purpose of the whole meeting is at the end to get the customers consent and grab the deal. You don't need to fear closing. Some salesman, as a matter of fact, are afraid off taking this one final step and get in the prospect signature on the dotted line. They're afraid off the rejection. They dread the rejection. Some other salesman tried to make clothes in a very clumsy and awkward way, with the only result being that the prospect reply something like, Well, let's think about it and we'll get back to you if we're interested, that's a disaster. And as a matter of fact, it's a load off crap. Do not actually believe that the prospect is going to get back to you. He just wants to get rid of you. Prospects will never get back to you, even if they're interested in your product. They just put the whole presentation on the back burner, and they will soon forget all about the whole thing. However, on the other side, you need to be aware of one thing. Not all sales presentations will close in your favor. No matter how good you are, no matter how much you have actually discovered the prospects needs and match them with your products, benefits and everything, no matter how good a presentation you carried out with all the tricks in the book with all the sales lines, handle his objections, used all the bearable techniques. No matter what you did, some sales presentations will not close in your favor. The prospect will not buy your product, you have to accept it. Failure is part off life. On the other hand, learn how to close in a systematic and methodical way. Will exponential increase your own success rate? 49. How Closing a Sale FEELS like: I remember having read somewhere that's every sales presentation closes. Either you close and secure the sales deal or the prospect closes and there is no purchase . So there's definitely gonna be a close in this tug of war, either. The deal swings in your favor, and the prospect buys a product. All the deal swings in the prospects favor, and he doesn't make a purchase. Now. Which way will it swing? Well, that largely depends on you. So if you know the method, the process and the system of actually close on the sale step by step, then you can tremendously increase the probabilities off, grabbing the deal and closing the sale in your favor. That is very empowering, so we're gonna have to work on that. How does closing a sale feel like? Remember that we said that from the moment you step foot inside the meeting room, there's a gap between yourself as a salesman and the prospect as a potential buyer. You're here, he's there. You have to convince him, but your product matches his needs. You have a gap to bridge will. Bridging that gap is actually how a sales close feels like you throw a swing bridge towards your prospect. You cross the bridge rapidly and you secure the customers consent. That has to happen systematically and rapidly. But it has to happen. It's not going to happen by itself. Do not expect the prospect to say G, that's a great deal. Let me have it. It happens very rarely in most of the cases when you have actually started gradually covering that gap between yourself in the prospect the final small gap needs to be breached very rapidly, with the sails close, using the techniques we're going to see and feeling like throwing a swing bridge towards your prospect and grabbing his consent very rapidly. So let's see the techniques that we can use to maximize our success rate in closing the sale. 50. Truth Pattern leading to 1st After Sales step: problem. The most effective method off closing the sale is using two techniques, truth pattern and future paces. Using truth pattern, we establish a Siri's off. Yes, is essentially we summarize the whole presentation. So far, we get the prospects consent. But he actually has the needs that we identified. We get the prospects consent that those needs are actually met by our product. And that's a fact. We get the prospects consent on the quantified value that he gains from our proposal, the dollarization that we said in the previous video, and we get his consent. All the fact that he has concerns and his objections have Albena dressed in a totally satisfactory manner. So we get four yeses on those four things now, based on an assumption which we assume is valid. But ive all the above have occurred. Then there is no roadblock towards closing the sale. If all the things we mentioned before have actually been satisfied, then Liza Green doors are open and we can close the sale. That doesn't have to be any clothes per se. That's it. We're done. So since that is actually the case, we proceed immediately to execute the first step off the after sales process. That's the future pacing part, and that happens as if the prospect has already consented. So what do we do? We hand him the implementation plan. We explain what needs to be turned for the first step off the implementation plan, as if we have already secured his consent. And we're moving towards the deployment of the actual product purchase and we hand him the order document that needs to be fielding and signed by the customer. So this is the deal. This is how we do it systematically with established a series of yeses. But we've covered his needs. We have actually done that with our products. But the benefits is getting as we quantified them are adequate. And the fact that all his concerns and objections have been addressed since all those four things have happened, it means that the door is open. We just enter into the post purchase stage and we're discussing the post purchase plans, the implementation plan. And of course, we feel the order document, which is a typical thing to do. Oh, by the way, we just need to feel in order document so that we got a signature on a piece of paper securing the actual purchase of the product 51. Example - Closing a Sale: Let's see an actual example of how we close the deal. Mr Phillips, we have established, but you want your new website to increase your online sales and reduced your costs. So this is where we re assert his needs. This is what he wants. We have seen in detail how this can happen with our proposal, which means out increases your own line sales efficiency by 275% and reduce your costs by $1800 every year. So this is where we see that your needs are being met by the benefits off our product. And this is quantified. This is dollarized. These are the exact figures that you're going to be experienced. All your questions and concerns have been addressed is we were saying that allow the objections that you have have been handled properly and there's nothing else that bothers you because they've all been put out in the open and they have been answered satisfactorily . So we moved on into the future pacing. This is the actual killer stage off, throwing a swinging bridge from our side on to the customer side and cross Nick rapidly. What's here? We can now initiate the Project Development cycle. Take a look at this plan of action, which shows in detail what we need to do from day one until the project is completed. The first step is requirements analysis and involves one assessing the current website to riding down your exact functional requirements. Three. Identifying your unique selling proposition to the customer so that our creative people have a clear remit. You will be assigned a dedicated project manager who will be your single point of contact with our company. Now he would need to liaise with one of your i t guys. Oh, and by the way, here's the same sort of form that needs to be filled in and the contract which outlines our obligations towards you. Could I have your company details, please? Registered Name, address. So this whole thing, this future pacing spill the future pacing part of the closing assumes that since we know your needs and we have agreed of them, you agree that your needs are quantifiable e being met by our product and you agree that'll the questions and concerns have been addressed. We gotta close, and now we move on into the implementation phase. We cross the bridge very rapidly and moved into the project implementation the actual post purchase environment. So the prospect now has found himself in a situation where presumably he's actually bought the product and is now looking at the implementation plan off what he needs to do in order to deploy the product itself. 52. Alternative Closing Techniques: as we saw before in this future pacing technique where we put the prospect in a situation where he's actually made the purchase and we're talking about the post purchase environment . We used the young a step off the Project Development cycle. What needs to be done? What is the plan of action? Since he has actually made the purchase? What else can we use as another first step off the after sales process? We got the secondary question. Here's an example. The only question is how soon you want to start increasing your own line revenues. I suggest we start immediately. Here's another way off. Executing the first step of the after sales process, it's called the alternative choices about a feature. Will you be taking the Golden Customer Service agreement, or would you like to start with the standard pack? So that assumes again. But the prospect has actually made the purchase decision, and the only thing he need to decide is about what type of customer care agreement he's gonna have. Let's see some other choices that we might have for the first step off the after sales process. Assumption about a feature is the first example I presume that you would prefer a tailor made website design, which involved a detailed requirements, and Alice is that I will be carrying out with you. Can we being a date down for it? For example, how about early next week? Monday. Tuesday. So the assumption here is about the feature off the Taylor Mate website design. And as part of again this future pace and technique where we have assumed bought the product and we have assumed that he wants the tailor made design. We're moving into the implementation about deciding on the actual date we have to meet to ping down those detailed requirements. What's another example regarding the assumption about a feature? You will be assigned a dedicated project manager who is your single point of contact with our company? Can we be in a date down for him to meet with one of your I T. Guys, for example? How about early next week again, this is another feature. Another product feature the fact. But we have a dedicated project manager, a guy from our company who's gonna have to liaise with one of his I t guys and we need to pin down a date for those two guys to meet, and we're asking for potential dates early next week 53. If the Prospect says NO: I will summarize the main technique that we use for closing three stages. First, we used truth pattern to establish the prospects. Yes, is on the fact that we have correctly identified his needs. The fact that his needs are being met by our products benefits the fact that they are being met in a quantified way, and we have actually quantified the value that he's receiving from our product in his agreed on that and the fact that all his concerns in his objections have been addressed. The second phase is the tacit assumption. But if all the above have happened, then we got a close and we move on to the next stage, which is executing the first step off the after sales process. And we've seen a few ways off how we can actually execute that first step either using the project development cycle. And we explained to him what needs to be done in order to deploy the product or using the secondary question or an alternative choice about a feature or a few assumptions about a different kind of features. However, it might so happen that no matter how good a close, maybe the prospect does not. I want to close whatever shake off the trade we might be using. It just doesn't want to close. Don't panic. The game is not over yet. This simply means that he was not convinced by one off your arguments so far. He didn't say so. Although we got his concern using truth pattern, we got his consent at every stage of the sales process of every stage of the presentation, the objection handling, closing and everything. Nevertheless, he kept something for himself. He didn't tell us the whole truth. There is still something that bothers him. So we need to do four things first. Reconfirm our common ground as a salesman with him as a prospect once more, using truth pattern, we have to establish our common ground. This is very important. It's very important because when you bridge the gap, you have to get the prospect feel. But you're actually standing on common ground. You're not on his enemy territory. Second, you have to retract. Take a step back, find out what it still is that he objects to What is it? But wasn't handled properly. What objection does he have? What concern does he have that wasn't handled properly. That wasn't answered properly, although he didn't tell us about it. Third, we have to address it head on. So we're doing objection handling once more. How do we do that? These two methods. 1st 1 which is the main one. Retract, negotiate and hit back and second throw a cold back Angkor. That's when things are so bad and he doesn't want to close. Whatever happens, we throw an anchor and then fourth closed the sale again. 54. Retract, Negotiate, Hit back: when CIA riel life example off. How you retract, negotiate and heat back the prospects is Mr. Roberts, I would like to thank you for your excellent presentation. Now we still need to get approval from our CEO and CFO. So we will need to get back to you on our final decision. So he's saying, I don't want to close right now. This is how I reply. That's great news. Just to help me clarify things, we agree that your primary objective is to increase your revenues and reduced your costs. So this is where we establish our common ground. Is there something regarding your actual benefits where you need further clarification or where it wasn't clear enough? No, Everything was clear. A terrific. Did I answer all your concerns adequately or other? Any vague issues? Well, it's a matter of fact. We still have a concern about the payments process. What is your final offer in terms of the end price and the number of instalments? So we're back in business. We're back in the negotiating game. He's asking for a final offer. He didn't raise his concern when we were talking objections. He didn't say that It was still at the back of his mind and the thought was bothering him. But he didn't voice it properly when we were handling the objections. So when both of us thought that the objection handling was over, truth is that it wasn't. And now, instead of voicing his concern, is just saying, let me think about it. But we have managed by this retracting step to vote to make him voice his concern and put it out in the open. So this is how reply I would need to contact my CFO on this one on our end price and the instalments, which I will do straight away. Remember, we will close where we'll still in the meeting. We don't want to offer any food for thought of the latest stage. We don't want to leave any loose ends. We don't want to get out of the meeting room without having secured the deal. Now this is a negotiation part. This is how we do it. If our new proposal is satisfactory, is there anything else that would prevent us from signing an MOU today in order to secure the financial arrangements? Let's take some special notice of what we did here. We didn't just say okay, I'll get my final over and get back to you right away. We exchange that in order to secure his consent. But if what we offer is satisfactory, then we can close the deal on the sport. Right then in that meeting. So this is what he replies. I guess we could get our CFO to sign the MOU today. So he's actually consenting to bridge the gap and make the first step over. Final purchase. So is what I say. Great. Give me three minutes. I step outside the room, find a small corner and call my CFO. And I asked him for his drop dead offer and the installments plan and get back into the room. Mr. Phillips, here's our final offer beyond which we will not be able to proceed. Since we will not be able to safeguard that, you will be getting the value that all our customers enjoy from their website. What I'm saying here is this is my final drop dead offer. I will not backtrack from that offer by a single dollar. This is it. It's a take it or leave it. Either he takes it or he lives it. I'm not going to retract. I'm not going to take a step backward. That's it. And I have to be credible about that. So if he says if he asks for an improvement, my answer is gonna be no. Why? Because it's not in his interest. I don't want him to receive a product which is so cheap and so low price that he's not going to be receiving the value that he deserves, the value that all our customers enjoy from our product. So I hit him with the new take it or leave it over, and then I continue. I presume that this offer is 100% within your requirements. This is Theus Assumption off the obvious, and I want him to think, Yes, that's it. Here's a MOU you would need to sign today. This again is the closed part. We hand him over the MOU assuming, but since the offer is 100% within his requirements, assuming, But we gotta close, we got a deal and we move on to the after purchase face. The prospect inspects the knee offer and he says, OK, we have an agreement. Let me take the MoU to our CFO. I'll be right back, Bear in mind. But if the CFO tries to grab and last minute price reduction or last minute extra benefit, we're still going to say no unless it's a minor one. If it's a major one. If he says, for example, give me another 10% and we got the deal, we're going to move out of that meeting with no deal. Why? Because we wouldn't be credible when we said before. But this is my final. Take it or leave it offer. The CFO is still going to try and squeeze as much as you can out of the final price. That's his job. Negotiate until he drops. We have to draw the line and say, That's the final. Take it or leave it over and I'm not going to take a step back from the offer. If you don't like it, that's it. We don't have a deal very minded at this stage. It does not want to go through this whole sales process over and over again, negotiate over and over again or do that with another potential supplier. He likes a product. He understands that his good value for money he's trying to grab and last minute Goudie, last minute gift out of the whole deal. We don't offer that at this stage because we made it clear it's a take it or leave it. Chances are, if we're firm is going to say we got an agreement, we're moving forward. Let's buy the product. 55. Call you Back Anchor: is the second method off close on the sale when the prospect has some concerns and he didn't raise them properly when we were discussing his objections. And as a consequence, he doesn't want to close his example. We used they called you back and core the prospect, says Mr Roberts, I would like to thank you for your excellent presentation. We still need to get approval from our CEO and CFO. So we all need to get back to you on our final decision is what I say. That's great news just to help me clarify things, we agree that your primary objective is to increase your revenues and reduce your costs. So this is the common ground. Is there something regarding your actual benefits where you need further clarifications or where I wasn't clear? So we're just asking him for the specific objection that he had, which wasn't voice properly and wasn't addressed properly. He said no. Everything was clear, so he didn't actually have any lose ends. Everything was properly addressed. I go terrific. Did I answer all your concerns adequately or other? Any vague issues, No vague issues. We just need some more time to decide This is his final and ultimate barrier. He needs more time. He cannot decide on the spot. And that's understandable. Some companies have processes internal processes, especially for some large purchases and long term commitments with suppliers. They need some time to think it over. They might need to stage meeting the marketing manager, the I T manager, and assess the whole thing. They cannot decide on the spot, and that's part of life. So we go. No problem, Mr Phillips. He is what I'm going to do. I will hand you are detailed product proposal together with the exact financial over. But I won't be able to retain that offer form or than three working days. At what time can I call you back next Monday, which is after this three working days period is expiring in order to get your final decision with three PM Be okay with you. Sure, you can call me at 3 p.m. So what we're saying here is that we understand and we acknowledge the fact. But you cannot make a decision right now at the end of this meeting as we speak. Although is satisfied with the product we have established that prior to closing. Although all his concerns have been addressed, we have established that, too. He still needs some time. He still needs to follow his internal processes off. Taken this decision. We have to grant him the time he requests, but it's not an open ended time interval. We have to place limits three working days. We have to be specific. That's the anchor were saying, I'm gonna call you back within three days. If we do not do that, if we leave it open ended, probably he's gonna put the whole thing on the back burner and close with the next salesman who actually did throw that anchor. So we have to do that properly. It has to be specific within three working days, and it has to be clear that if he does not respond within the three working days, then he's gonna lose something. What's that? Our financial offer. The specific price that we safeguard the 15% discount plus the installments is not going to be in place after those three days, so he's gonna have to get back to us with a final decision within three days. We're not asking him to give us a call. This is the anchor were saying I'm going to give you a call after the three days period has expired since he agreed that he can actually make a decision within three days than everything is clear. If he doesn't have a decision, he's got something to lose. If he does have a decision, then we're gonna go along with that. So that's the anchor. We don't leave the room without making sure, but we got a call you back date. And but if he does not make his decision within three days, as he promised, is gonna have something to lose in terms of prize installments or the whole product off. 56. Preparing, Practicing, Shadow-Selling: so that's it. We have covered the whole of the sale scenario, the whole of the sales process. What's next? Practice, Practice, practice? Because practice makes perfect, you're gonna have to practice as a salesman all this techniques long enough until they become second nature to you until you deliver them intuitively without thinking straight away without knowing that you actually use those techniques intuitively. Naturally, during the course of the presentation during the course off your sales process before your next sales meeting, take some time alone and preparing advanced on all the things you need to see all the answers you need to have all the potential objections. He might raise all the dollarization you need to have in place all the benefits unit to extract from your product all the methods off. Cross referencing the products benefits with the product's features everything according to this killer salesman blueprint. But we are playing. Then stand in front of the mirror and do a lot of shadow selling verbally rehearse the whole process. The whole thing with all your arguments, with all the possible objections from the prospect with the potential closes, rehearsed the whole thing over and over again. Think it over. Rehearse it in your mind throughout the day, over and over again until you drop until it becomes intuitive to you until it's second nature and then going to that sales meeting and Kik some serious pass. 57. Train your MIND: success in sales is 50% based on learning and practice in the sale scenario and 50% based on acquiring a killer mentality and attitude that will help sustain your way of thinking. Now, to do that, you need to train your mind relentlessly following those eight no negotiable values that I'm going to outline now he's a secret. Do not think that first you have to become successful and then to start practicing those Vialli's. It's the other way around. First you decide right here and right now to start practicing those AIDS. No negotiable values and ways of thinking that I'm going to outline, and this decision is going to skyrocket your chances off becoming successful either in sales or in life. 58. Passion for the CUSTOMER: value Number one passion for your customer. Your job is to identify and satisfy your customers. Needs 110%. You have to help him understand what he's gonna gain from buying your product and what he's gonna lose. If he does not buy your product, you have to utterly love your customer. He's the main man in your life. You have to go to any lengths in order to satisfy his needs, either within your organization or outside. 59. Master of the GAME: violent number to Master of the Game Jill. The presentation. You choose the rules of the game and the issues that are on the table. You choose to act preemptively and proactively which is prior to any situation that might occur. No. Afterwards you decide that you are responsible for achieving what you want. Everything is up to you. Everything is in your hands and you choose to act primarily with them. The domain off your influence, not outside the domain of all your infants. That gives you great power to achieve your goals. Utilising whatever you have at your disposal right here and right now. 60. Tremendous Self-confidence: value number three tremendous self confidence you have after confidence in your own capabilities and the capabilities of your partners, your associates or your team. You will succeed because you say so. Did you listen to everybody who's got a credible opinion? But at the end of the day, you you decide based on your goals in your plans. In your commitments, you do not fear deadlocks or obstacles, and you do not fear admitting your own mistakes, all your own shortcomings. 61. Huge Goals and Plans: Valley. Number four. Huge goals and plans. Your goals are ambitious, well defined, and you love distinctions. You love breaking out of your box. You love conquering new and ambitious targets. Your plan has to be very well defined. Who does what when, in what priorities you assess your risks. What happens if the plan does not work out the way you expected? And you always have a Plan B. You mobilize your resources, all the people and all the resources that you need to commit to that plan in order to carried out, executed and accomplish your goal. Throughout the execution of your plan. You keep people committed to it, and you help them understand what they have to gain personally out of the success off the plan and the accomplishment off your goals. 62. Massive Action: Valley number five Massive action When time comes, but you have to act, you go all out. You act massively with tremendous speed and power and flexibility so that you can adapt to changing circumstances throughout your execution. You retain control off the whole thing and you keep everything coordinated people resources so that everything moves smoothly and flexibly towards the accomplishment Off the gold you keep everybody enthusiastic and positive when the time comes toe act. 63. Commitment to the Goal: violin number six commitment to the goal during the execution of the plan. You never lose sight of the goal, and you never, never, never give up. You annihilate all the obstacles that are in your way. You enjoy turning a no into a yes, an impossible inter feasible. And you resolve all the problems that mine arrives during the execution, no matter how many they are, how open their eyes and how hard they might be. So when you have a problem, what do you do? You identify first, what's between yourself and the accomplishment of the goal. That's the obstacle, but you need to bypass you determine a new sub goal or a new course of action. You might bypass the obstacle you might smash through it. You might find another way to achieve another circle. You do not blame anyone. You learn from the experience, and you execute the new sub plan towards the new goal relentlessly and without losing sight off where you want to go 64. Love your Risks: value number seven Love your risks. You love breaking new ground. You love discovering new oceans, New territories. You're not afraid to moving into unknown territories and known areas you love that you love discovering new areas, new places to go. When you find yourself in an unknown territory, you've got toe identify norms, which is things that happen regularly and points of reference within that new territory. If you can't find them either because you don't see them or because none exist, then your norms and your points of reference that makes sense in that new territory are only your plans and your goals throughout your course. In that new territory, you do not focus on the risk off failure. You focus on the thrill off success reaching the end off the course, covering the territory, reaching the accomplishment off the goal. 65. Have Fun: value Number eight. Have fun. Enjoy what you're doing utterly. Enjoy your adventures. Enjoy your magnificent obsession. You're obsessed with something. It could be a new plan. It could be a new territory to discover. It could be a new way to do things you're obsessed with that it could be a new sales deal. That's your magnificent obsession. Actorly. Enjoy that. Celebrate your successes and learn from your failures. Try to involve a lot off people in these whole execution and course of action. Enjoy things with them. Improve, grow, learn. Become a new and better person at the end off the whole journey.