Sales Skills: The Sales Training Master Course for Entrepreneurship, Freelancers, and Creatives | Patrick Dang | Skillshare

Sales Skills: The Sales Training Master Course for Entrepreneurship, Freelancers, and Creatives

Patrick Dang, International Sales Trainer

Sales Skills: The Sales Training Master Course for Entrepreneurship, Freelancers, and Creatives

Patrick Dang, International Sales Trainer

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36 Lessons (3h 28m)
    • 1. Welcome to Sales Machine

      2:07
    • 2. Setting Your Goals

      5:00
    • 3. The Success Pyramid

      8:37
    • 4. Elements of Communication

      6:02
    • 5. Instant Rapport

      4:02
    • 6. Intro to Building Rapport

      5:45
    • 7. Mirroring and Matching

      6:15
    • 8. Intro to Building Rapport

      5:45
    • 9. Elements of Communication

      6:02
    • 10. Mirroring and Matching

      6:15
    • 11. Instant Rapport

      4:02
    • 12. Intro to Setting Expectations

      5:44
    • 13. Elements of Setting Expectations

      7:48
    • 14. DIQ and Transitioning

      4:29
    • 15. Intro to Uncovering Pain

      5:06
    • 16. How to Uncover Pain

      8:44
    • 17. Active Listening

      5:07
    • 18. Intro to Countering

      4:47
    • 19. Intro to Negative Countering

      12:40
    • 20. Softening Statements

      5:13
    • 21. Feeling Okay About Yourself

      4:21
    • 22. How to Make Others Feel Okay

      9:22
    • 23. Overcoming Fear of Money

      2:54
    • 24. Asking for the Budget

      16:48
    • 25. Land and Expand

      3:18
    • 26. Negotiating Price

      6:04
    • 27. Introduction to Decision Phase

      8:00
    • 28. Decision Qualifiers

      4:44
    • 29. Internal Champions

      4:41
    • 30. Organization Mapping

      2:25
    • 31. Solidifying the Agreement Before the Presentation FINAL

      3:27
    • 32. Preparing for the Presentation

      4:52
    • 33. Beginning, Middle, and End of Presentation & Closing the Deal

      10:35
    • 34. Locking In

      4:06
    • 35. Conclusion

      2:02
    • 36. Next Steps

      0:22
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About This Class

WHY LEARN SALES?

Whether you’re selling a product or service, pitching an idea, or even selling yourself—we’re all in sales now.

But there are a lot of challenges we have when it comes to selling like:

  • How do you get people to like you?
  • What should you say in a meeting?
  • How do you pitch your product, service, or idea?
  • How can you tell if they’re interested in what you have to offer?
  • How do you close the deal?
  • What if they say “NO!”?

INTRODUCING SALES MACHINE

Fortunately, there is a PROVEN system top sales professionals, entrepreneurs, and everyday people have been using to build their business relationships for years, and it’s called the Sales Machine Methodology.

Now, most sales people focus on short term tactics that trick people into buying something they don’t actually need (think used car salesman). And this typically leads to buyers’ regretting their decision and broken business relationships.

Here’s the good news: this failure is an OPPORTUNITY FOR YOU.

As long as you use our proven Sales Machine Methodology (which I’ll show you how to do step by step), you’re going to learn how to authentically build long term business relationships with ANYONE without sounding “sales-ey”.

Here are some of the many things I’ll cover for you in this course that trains on how to master the art of sales (and, close deals to grow your business):

  • We will show you how to instantly build rapport with ANYONE
  • How to develop the right mindset and be more confident in yourself and what you’re selling
  • Exactly how to successfully run a business meeting
  • How to become a stronger listener and identify customers’ main pain points
  • The best way to uncover how much a person is welling to spend (budget)
  • The best way to pitch your idea and convince people to believe in you
  • How to get your customers to buy emotionally
  • How to handle deal breaking objections and turn skeptics into buyers
  • How to close deals without using high pressure techniques

 

This course will teach you everything you need to know to successfully build business relationships and sell your product, service, or idea.

I’ve personally tested all these bullet proof sales strategies myself with small, medium, and Fortune 500 companies in all types of industries like retail, real estate, health care, etc. during my time as one of the TOP 1% of sales professionals at Oracle and at one of the fastest growing Y-Combinator backed startups in Silicon Valley.

I’ve also trained thousands of students around the world with my sales methodology and helped them not only use sales to improve their professional lives, but to also apply those skills to better their personal life as well.

I promise the Sales Machine Methodology will work for you whether you’re a sales person, consultant, employee, freelancer, or entrepreneur or your money back guarantee.

The Sales Machine Master Course is designed to teach anyone the essential selling skills you’ll need to sell your product, service, and even yourself to anyone. Everything is given to you. You’ll have all the tools you need.

If you do this program, take action and aren’t satisfied with your results then I will give you a full immediate refund. No questions asked.

So if you’re ready to take your sales skills to the next level and learn how you can sell ANYTHING, I’ll see you inside!

-Patrick

Meet Your Teacher

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Patrick Dang

International Sales Trainer

Teacher

Hey, it's Patrick here!

Now, I’m on a mission to help everyday people to generate more sales for their business using the most cutting-edge B2B sales strategies.

After a successful sales career in Silicon Valley, I packed two suitcases and booked a one-way ticket to Thailand and started my journey with the aspiration of creating world-class online B2B sales training all while living a digital nomadic lifestyle.

And since then, I’ve traveled to many countries while creating programs training over +30,000 students in over 150 countries.

And over time, it became clear that no matter what country you’re from, what your background is, or whether or not you think you have the talent to sell...I’ve found that sales is a skill anyone can learn... See full profile

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Transcripts

1. Welcome to Sales Machine: everybody. Welcome to sales received the ultimate sales training master course, where you're gonna learn the strategies and the tactics is top selling entrepreneurs and sales. People used to generate more sales and supercharge their businesses. Mining's Patrick Dating and I started my sales career at Oracle, one of the largest tech giants in the world, and within my first year became recognized as one of the top 1% of sales professionals in North America. And after that, I joined one of the fastest growing y Combinator back startups in Silicon Valley, selling to small businesses all the way up to Fortune 500 companies. And along the way, after in thousands of sales professionals on how they can achieve their dreams simply by learning to become a better seller Now you might have an amazing product or service or idea , or you might even be selling yourself. But you can't convince people to believe in you, and you can't get them to take an action. Your dreams may just die there. And trust me. Over the years since I started my career at Oracle, I've read all the sales books. I took all the training and tried all the strategies and tactics. Personally myself, I put together all this information to give you the sales machine methodology where I'm going to show you step by step, how you can literally sell anything anybody from the moment you meet them and shake their hands all the way to closing the deal and to accomplish is we're gonna show you how to build a instant human connection with anybody that you meet. And then we're gonna show you how to become a better listener so that you can get people to buy emotionally from you. And finally, we're gonna show you how to pitch your product or service or idea, and then go in for the close without sounding Sales e. And at the end of the course, you're gonna walk away with the tools and the confidence to sell anything. Anybody. This course was designed for B two B sales professionals, freelancers, consultants and entrepreneurs who have to do any type of selling either over the phone or in person before closing a deal. And whether you're already familiar with sales or if you're just getting started, I'm confident you're gonna get a lot of value out of this course. So if all this sounds good to you, I'm looking forward to seeing you inside 2. Setting Your Goals: one of the most important things you can do to be successful in sales is setting your goals . A lot of people out there, they don't want to set goals because they don't want to be held accountable for anything, and so they'll just go with the flow. But when you go with the flow when it comes to personal growth, making sales or trying to grow your business, ah, lot of times it just doesn't lead to the best results. So you have to define what you want and what you feel success. It looks like for you so that you could do something every day and work towards getting to that goal. So for this course, I'm a really big proponent of the idea of a smart girl. So for smart girls, here's the thing. You want to be very specific. You want to be very clear on what you want to accomplish, and for whatever that accomplishment is has be measurable meaning, How much do you want? How many of it of these things do you want and has to be really realistic and achievable because of its too unrealistic and you can actually never get to the gold. No matter how hard you work, there's really no point in setting an impossible go for yourself. Next, it's relevancy. So how relevant is this to you? You have to make sure that your goals actually matter so that you can be emotionally attached to it and it will drive you forward. And having your goals be time bound is very important because you want to set a specific day on when this will happen. Otherwise, you may just never get around to actually doing it. And the last part is, it's important to share your goals for people that you trust because they're the people that are gonna hold you accountable. They're gonna ask you about it, and sometimes you might be a little uncomfortable when you know you're not making progress or as much progress as you would like. But that's what sharing is all about, and it's going to move you forward so smart girls are very important because they have to be specific and all these other elements here. And of course, if you want, you can focus on financial incentives or financial goals. But the thing that I have mentioned in the mindset section is that you want to focus on your attitude and behavior because if you're doing the right things every day and you set those as your goals like I'm gonna work hard every day, I'm gonna wake up every day. I'm gonna do this every day, then the financial goals and all the details of how things will work out. Well, just naturally pan out because when you're doing the right things and your consistent and your patient typically, if you are actually patient, you're doing the right things. Things are gonna work your way. So remember financial goals are OK to put in there. But know that deep behaviors and your attitude is going to be more important. So let's go ahead and go into some examples of what my professional and personal goals were when I was at Oracle starting off my sales career. So when I first started Ah, this is what my smarts goal looked like My financial go, although it's not the most important. It was to hit 100 50% of my yearly quota for the year. But more importantly, I wanted my sales ability to be ranked at the top 1% at Oracle within the next year. So you know there's a financial go, but really, I just want to be the best sales person possible at the company. And to accomplish this I would read to sales books or communication books per month. Take three sales master courses throughout the entire year. And I would practice my sales skills with my customers. My friends, my peers are on my own, you know, practicing recording myself five days a week without fail again. That is behavior, something you can control. And these girls mattered to me because at the time I want to gain the sales skills today so that in the future I would be in the position to inspire other people and show them how to become better salespeople and better communicators to help improve their lives and by working on those behaviors. And I read all those books I took all the courses I had to practice a lot actually hit 420% of my yearly quota. And look where we are now. You know, I'm teaching a course about sales to, you know, thousands of people around the world. So by focusing on the behaviors. I was able to realistically get to my goal. Now when it comes to my personal, smart goals, this is what I wanted for myself. No matter how much effort I put into my career, I wanted to protect my weekends for fun activities and friends and family, because for me, work is very important. But having a well balanced life is also important for me. And no matter what people say about grinding and hustling, I'm going to focus on the things that are important. And I don't care what anybody says, you know, health is very important. So I would exercise four days a week, and I would visit my family in Los Angeles at least once every two months. So for me, having a balanced career, professional life, personal life and health were all ingredients to a happy life and long term success, your goals could be similar to miser. They could be completely different. It's completely up to you. You just have to make sure that they're measurable and they're focused on behaviors. And so in this course and it's gonna be the next section, there's gonna be a pdf that I created for you guys where you're gonna put your three month goals, your six month goals and then your yearly goals. And you, why you want to put this down is because you want to keep track of what you're aiming after so that you could do the right things today to actually get to those goals. So that's everything we got on setting your goals and go ahead and check out that Pdf, and I'll see you guys in that section. 3. The Success Pyramid: what is going on? Everybody, welcome to the mindset section of the course where refers gonna dive into the success pyramid. Now here's the thing. Most salespeople, they fail because they always focus on the tactics and the techniques meaning they focus on Oh, if my prospects says this, what should I say in return or if they do this, what should I do? The problem with this is that they focus so much on the low level technique side of it that they don't focus on the mindset side and becoming emotionally strong and having the right attitude. So in this section, we're going to show you the success pyramid, which is essentially going to be a framework to think about how to have the right attitude and behaviours so that your techniques are really good as well. So looking at the success pyramid, this is essentially what it's gonna look like. We're gonna go through each variable of the success pyramid in this lesson. So from a high level perspective at the top, you just got to know that the attitude is gonna be the most important and attitude will determine your behavior. And those are things that you do on a everyday basis and after behavior, then is going to be the tactics of things that you actually say when you're in a meeting with a customer. So going to in the 1st 1 attitude attitude is how you feel about yourself on the inside and the mindset you carry in everyday situations. So what about me? And by this? So essentially, there's two ways you can feel. You can either feel good about yourself or you get fuel bad about yourself. And so, no matter what happens, it's important to keep a positive and optimistic attitude and how you feel about yourself, but is not only about yourself. It's how you feel about your company, your product, the competition and the economy. So if you feel like nobody's buying and nobody likes what you have or your company's socks or you know the market's bad so no one's buying, then that's your attitude that you're gonna have in your selling situations and you're just not gonna perform that well. But if you have a stronger attitude and you feel like wow, no matter how bad things are, I'm gonna be able to sell this because of X Y Z, then. Those are the type of people who are going to be successful not because of their technical skills, but because the attitude that they carry in every day, situations and look attitude can change at any single time during the day. You know, good things may have been bad. Things may happen, but the support in tow have the emotional stability to be stable and continue your path, whether things are good or bad, because it's all about your perspective and that's something that you control. So let me give you example of what I mean by this one time when I was in San Francisco working at a y commoner back start up, our entire sales team went to a conference in New York. And so this is what the conference looked like. It was more of a very intimate setting in this New York Yale looking clubhouse, and essentially everyone there was, you know, in their forties or fifties and older, and it kind of came from older money, and you know where these young guys you know, it just wasn't the best fit. When we first walked into the room, I just keep it like that. So right off the bat, I remember my two of my sales team members. You know, they had this attitude like, Oh, you know, these guys don't get it They're not tech savvy, you know? They're not the right customer fit for what we have. And basically, because their attitude was so negative and pessimistic, they just gave up Basically all the business relationships that they may was useless because they didn't believe that people actually wanted what they had and me catching that rather than being so negative and pessimistic about it. I was like, Well, if I came all the way from San Francisco and I flew to New York, whether or not these guys will be a good fit for my product or service if they're not, I'm going to figure out why that is so. We don't make this mistake again, but there's a possibility that we were able to do business. So I just went out, met everybody and said, Hey, how's it going? My name's patching and blah blah, blah, blah, blah. And so I basically built a lot of business relationships, and it turns out it's a lot of people were actually a good fit for a product. So that just goes to show you that it's not about necessarily that technical skills of what to say. It's all about having the right mindset and the right attitude to go into the room of a positive, optimistic view and things and find the opportunities other people miss. So I can't stress this enough attitude, and how you feel about yourself and your emotional stability is by far one of the most important things when it comes to being successful in sales. And so with attitude, you know, it's all about looking inward. You can't blame external things like the market or your company. You have to have a positive attitude and look inward for the answers. You know, there's always something that you could do to make a situation better, and in sales you're gonna be failing a lot. You're gonna try a lot of different things. Not everything is gonna work, but it's your ability to continue to move forward and not quit. That's going to make you successful because over time you just become better and better at it. And so I'm not here to say that sales is the easy thing and that you're gonna learn some magic words, and suddenly you're gonna make a lot of money. You gotta be mentally and emotionally tough, and you gotta have the guts to keep going. And that's how you're gonna have the right attitude to be successful. Now, next up on the Pyramid of Success is your behavior and behaviors are the things that you do on the day to day basis for yourself or your company to grow it. And they're gonna be determined by your dreams, your wants, your needs, your goals and your desires, the things that you are working for And so the most important thing to think about behaviors is you can't be doing it for money. You can't be committed to making a certain dollar amount. The reason is because if you attach your behaviors to a financial go like that, you can't control how much money somebody takes out of their pocket and gives to you. You could only influence what you do on a day to day basis to increase the odds. So when you think about your behaviors, you want to think about things like you know, why are you doing this? Like, what are you committed to? Are you committed to your family Taking care of them, making sure they have something to eat? Are you committed to getting out of debt? You are committed to inspire others. You know, all these things are what's going to determine your behavior. And when it comes to behaviour, these are things like Are you waking up early? Are you working hard or when you go into a meeting? Are you well prepared? These are things that you have 100% control of. And when you focus on your behaviors and you do all the right things that lead to success, all the financial things are gonna come into play. You just got to make sure your behaviors are on point on a day to day basis and that you're committed to them. Most people who focus on the money, they're going to fail because their behaviors are just gonna get all messed up once they you know, when something bad happens and just they just emotionally just go down the drain. So focus on the things that you can control. An example of that is when I used to work at Oracle and when we're offer soaring out cold calling is what they made us do. And so a lot of people that was sitting next to in their little cubicles, which looked like essentially, this is my desk when I was at Oracle, when we're making cold calls, I remember people would make, like 5 to 10 calls and just give up. There would be like, Oh, you know, no one's picking up the phone. Oh, I got a bad call. So I'm done for the rest of the day. And the thing is, you gotta have the right behavior, you know, no matter what happens, good or bad. You know, if you set a goal and you say, Hey, I'm working for my family or Hey, I'm trying to have financial freedom. I'm going to make 40 to 50 cold calls every single day. No matter if they're good or bad, I'm gonna keep going. And so that's a That's the attitude that I had that led me to success at Oracle and becoming one of the top 1% of sales professionals there, and other people they weren't getting there because they weren't having the right attitude to succeed. And so when you think about your sales career or when you're trying to grow your business, you want to make sure that you're committed to your behaviors and you're doing the right things. That would get you through that financial success. And lastly, it's gonna be the tactics now. Attitude behavior are by far much more important than the tactics, and your attitude and behavior will determine the style and how you perform these tactics and tactics are basically all the skills and techniques that you used to execute on your behavior, and it's going to start from the moment you open your mouth when you're sitting in front of a customer. Those are the techniques and tactics, right? It's like, What do you say when the customer says this or what do you say when this happens? But the most important thing is how you feel about yourself in that attitude is going to determine the style and how you say your words. And again, it's not about what you say is how you say it. So don't focus too much on the actual techniques that we're gonna learn. Throughout this course, focus on the mindset, how you feel about yourself and you know the attitude you have when you're going into a sales meeting. That's everything we gotta cover on the success pyramid attitude, behavior and tactics. Just know that tactics alone aren't going to get you to where you need to be having the right attitude and feeling good about yourself in the right behaviors to perform. Really, all I'm trying to say is having the right attitude is by far the most important, because it's going to bleed into all the other elements of the success pyramid. And I promise, if you do have the right attitude and you're doing the right things every day, the financial results will come. So that's everything on these success Pyramid, and I'll see you guys in the next section. 4. Elements of Communication: what's going on, guys? So never gonna move into the elements of communication. Now there was a study done out of university where they want to figure out. Based on the first impression was the key elements you need to pay attention to, to get somebody to like you. And so what they found was that 55% of whether or not someone likes you based on the first impression comes from your body language. 38% comes from your tonality, and 7% actually comes from the words you say. So this is really important, because if you think about it, 93% of this pie chart comes from things that aren't actually the word you're saying. But how you're saying it. And so this is why I stress this over and over again. It's not what you say, but how you say it. And that's why I want to push you away from focusing on techniques and more focused on the mindset and the style, how you're able to be your character out of everyday basis. So let's go ahead and start with body language. The physiology. What exactly does that mean? So I'll give you an example of bad volume in which that makes people not attracted to you. So let's say you're making cold calls and you're hunched up and this is how a lot of people , Mayko, cause when I used to work at Orgel, this is literally the attitude that they had. They would hunch up and, like, you know, they would be in this little ball like very protective of themselves. And then they were just like, hold the phone. You know, they'll say something like, Hey, how's he going on? It's Patrick from or coal. I just want to see if it makes sense and then, boom, they just get hang up on right? So that's an example of bad language where you're you're physically not in a good space, and it's going to affect how you say things now on opposite Example of that is if you have good body language. So let's say you're sitting up straight, you know, shoulders back. Your spine is looking good, and like you're just feeling confident in yourself and you know you're looking good. Your dress get and everything, so you go on the phone and your ring ring ring. Hey, How's it going? This is Patch er from Oracle. I'm looking for the person who handles marketing. So with the, you know, comparing to two different examples, one example is very reserved and the very weak body language and not very confident themselves. The other side is very confident and, you know, literally by standing up or putting your shoulders back, or like making sure your back you straight. Those are the things I'm gonna affect the things you say and people can't feel your confidence and fuel your energy. And so that's why 55% of whether or not someone like you, based on the first impression, is based on how you look, how you dress, how you carry yourself, and these things actually do matter in a selling situation. Now, tone ality is the second thing we are going to look at, and tonality is broken out into three different elements. It's gonna be your pitch, your pace and your volume. Your pitch is how high or low your voice goes. So, for example, if you're talking like this, is this really acceptable? Probably not. If you talk very high, people are gonna wonder why is he talking so high. It's kind of strange. Or if you're talking too low, sometimes that may put people off. If it's a little too low, your pace is the speed at which you go. So I could be talking like this and everybody will know what I'm talking about. Involve above the law, right? And if I speak like that, a lot of you guys would be like, Wow, he's talking too quickly. I don't understand what he's saying. He's different from me. He's weird. I'm not comfortable. But, um, or if you're talking to slow like this, I just want to If I'm talking like that, people are gonna be like, Why is he talking so slow? He's wasting my time. So you have to find the right pace at which you want to speak. And finally, when it comes to volume, if you're talking too loud, people get turned off. But if you're talking too softly, people will think it's weird. So these are all things you have to look at pitched pace and volume when you're thinking about your tonality and you just want to make sure it fits. The person you're speaking with now going into the wards that you actually say again, there's not so much emphasis on the actual words, but here's what I'm going to share with you. There's three types of people in terms of how they receive communication. It's a visual person, an audio person in a kinesthetic person. A visual person is somebody that likes to take in information. Visually, this is where graphs and diagrams makes sense. But even from the words you say using words like, I see the vision or I see your vision or I see what you're saying, do you picture this? So they're gonna be a lot more receptive to vocabulary that because it fits their way of communication. The thing to know about visual people is they typically speak very fast because in their minds they see a lot of pictures, and the rewards are trying to match what they see. So when you're talking to a visual person, sometimes you want to speak faster and you want to use bigger demonstrations that visualize the next one is audio learners and audio learners know they speak more slowly because they're careful about the words that they're saying and using vocabulary like I hear you or , you know, that sounds like a good idea. There are a lot more open to receiving communication when you're resonating with them from a vocabulary perspective, and you're speaking more slowly and they could hear every single word. And lastly, it's going to be the can ecstatic type of person. And this is someone that speaks from the heart and they speak emotionally, and it's all about how they feel and how they make the other person feel. So using vocabulary like I feel you, I understand what you're saying. I empathize with that situation, so they're going to be a lot more receptive to vocabulary like that. So visual, audio, kinesthetic. Those are the three elements of communication that people like to receive in. And for the most part, everybody does, taking information in all the three different ways. Most people have one preferred method that they prefer over another. And so if you are able to spot that and able to capitalize on that, you're gonna be able to connect with someone a lot better and build that report. And so why are all of these elements important? And the reason is because you know it's not just important to understand them so you can control them. But what you want to do as a sales person or someone who is selling a product or service is figure out what the other person's preferences are and start to become more like them. And so in the next section, I'm gonna show you exactly what I mean. 5. Instant Rapport: Okay, people. So now we're gonna get into another powerful technique, which is instant report. Once you get comfortable with all the aspects of what it means to build report of, like getting down their tonality, getting down your body language, the words you say, mirroring and matching what you're gonna be able to do is built instant report. And what that means is your building a human connection with somebody. And you're getting this person toe like you within the moment you meet them. So basically the 1st 5 seconds, and so you might be wondering, how is it possible? Because if you're not really saying anything into them or you don't know what you guys have in common, how is it possible to make somebody like you the moment that you meet them? And so I'm gonna give you an example. When I was traveling so not too long ago, you know, I was traveling around the world and I spent about four months in living in Thailand. Now I'm not Thai, I'm Asian, but I have nothing. I'm not related to Thai culture at all, and I don't speak the language on the nor do I really look like a type person so culturally and there was a language barrier, and there's a cultural barrier for me being a foreigner from America, living in Thailand. But after the months went by and I start to pick up there, you know some of the words and their tonality of how they say things and how they say hi to each other. And you know how they put their hands together or like how they nod and say So Let the cop So which means high anti. So, you know, learning all these basically the tone alley and bawling language. This is what essentially happened by the end of my four months, you know, when I would go to something like 7 11 and try to buy something. A lot of people would actually talk to me in Thai like I was a type person, and even though I didn't dress like a type person the way I said hi to them and tie and the way I have my body language and that the way I nodded my head, similar to how Thai people, not their head people automatically assumed I was tied and they accepted me from a cultural standpoint, and this is really powerful because a lot of my friends who were foreigners as well they were having a little really difficult time assimilating in the culture. And they were always seen, as you know, foreigners, which sometimes has a bad reputation in Thailand. So by me being able to understand the tonality and bawling average of it, I was able to be accepted. And I was able to build report instantly with a lot of people who were tie who are not necessarily the most friendly to foreigners. And so when we carry that lesson into sales, what's really going on here is within the first moment when you're meeting someone, you have the opportunity to make a first impression, and the first impression is based on how you carry yourself in your tone ality. So when you are confident in yourself and you shake someone's hand and your mirror and you're matching them and you look them in the eye and you smile, these are all elements are put together, and it's able to build this incident report and your able to get this person to instantly right away like you. From the moment they meet you, even though they know nothing about you. And sometimes when people try to explain what that thing is, a certain energy or certain or a or a certain vibe that somebody gives off that it's a positive and Hersey right. By going through the building report section of this lesson, you've learned that it's really tone ality and body language. That's the majority of it, and thes air things that you can absolutely control. And with the Miriam matching technique, if you're able to mimic the way people move in the way they sound the moment you meet them , then you're being you're gonna be able to instantly build that report and build that business relationship and start the sales psycho from a positive perspective. So instant report. Guys, when you're meeting someone for the first time, I have that go in mind. Try to build that initial connection and move the deal forward. And so as we move onto the next lessons, remember that when it comes to building report, you're doing it throughout the entire so cycle. So it's not like you build reporting beginning, and you don't have to care about those things at all anymore. You're doing it each way, each step of the process. But just know that building report is the first step and you have to continue to do it. And with that, this concludes the end of the building report section, and we're gonna move on to the next part in the sales cycle. 6. Intro to Building Rapport: Hey, everybody, what is going on? So in this section, we're going to give you an introduction on what it means to build rapport with somebody like we learned about in the other section. Ah, lot of people make the common mistake of being too much of a technical cellar. You know, they focus on all the technical aspects of their product or service or their focus too much on the techniques of trying to get a sale that they don't really bond and make a connection a human connection with who they're talking to. And because they're not able to sell emotionally, they just come off as very unrelated ble. An example of that would be when you're at a used car dealership, right? So I used car dealerships. Typically, they're not necessarily trained in the emotional selling. And so what happens is they're focused on short term high pressure techniques to get you the bias quick as possible. So if you were walking to use car dealership, what happens is you go into the car dealership and you say what you're looking for, and basically what's gonna happen is the car dealer is just going to try to use every trick in the book to get you to buy a car. And the reason why sales sometimes has a bad rap is because salespeople like used car salesman's or sales people that come in contact with regular people on the day to day basis . They used these high pressure techniques that few very slimy and sleazy, and when someone is pressured to buying something, they don't necessarily feel good about it afterwards. And so that's exactly what we don't want to do. Instead, what we want to do is focus on building a human connection so that once you build that connection, the rial selling process can actually start. And with that, the thing you have to realize is people buy emotionally and justify their decisions logically. And so what do I mean by this? Well, if you could look at the iPhone every year, a new iPhone comes out, you know, from 1st 2nd 3rd 4th now 68 and now iPhone 10. And for the most part, the iPhone has been very similar throughout the years and has been very gradual with its improvements. However, there are a lot of people who have the money to purchase iPhone every single year. And that's because Apple, from a marketing and sales perspective, emotionally got them to want to buy a new iPhone and want to upgrade, even though they don't actually need it. And so when they actually make that purchase that someone ever asked him Oh, why did you buy the new iPhone? Your iPhone A or iPhone six is just fine. And they're going to say, Oh, well, it has his new future with the front facing camera or, you know, it has a really small vessels or whatever the case may be. So this is a really good example of people buying something emotionally, buying something they don't necessarily need right, And they justify their decisions logically. And so, for the way we're gonna sell is we're going to make a human connection and get people emotionally involved. And then afterwards, they're going to justify why they bought that logically, just like Apple does from a consumer level. So what exactly is report? And for US Report is gonna mean building a human connection with someone and making them feel comfortable. Very simple, because the more comfortable you make someone, the more willing they are to trust you and the more willing they are to buy from you. And so there's gonna be three universal rules for building report. So the first rule is you must feel comfortable with yourself and with other people, because if you're not comfortable with yourself, people are going to feel that, and they're not gonna be as trusting to want to buy something from you. Number two, they must feel comfortable with you. Not only do you have to be comfortable, they're gonna have to be comfortable as well. And finally, number three, because both sides are comfortable selling improves. And so there's this synergy between two sides. When two people they make that connection, they bond. There are a lot more likely to do business with each other. And the reason is because people like to do business with people have, like that's just plain truth. Even as a seller, you only want to do business with people you like as well, because you don't want to do with people who are, you know, pain in the butts. So building the report, it's super important because it's how you start a relationship with somebody and how that start begins, is going to affect the entire sale cycle with the process. If you're not able to build report with somebody, then it's highly unlikely you're actually going to get the sale and the thing when it comes to building report. It's all about reading their body language and reading their visual cues and atonality cues . And, you know, for the most part, when you're building report, it's not necessarily what you say. It's how you say it. I'll give you an example of this. Remember when you were younger and let's say your mom's in the kitchen? She's doing something. You're out in the living room just playing. And if she yells, Patrick, you already know that you're in trouble, right? Or it's like something negative. It's not like but if she said Patrick, it's a lot different, right? And so that's the same exact word. Just saying somebody's name. You could totally mean that Patrick, you're dead. You're in trouble. Or Patrick Hey, come over here. So you're tonality And how you say things in your body line, which really speaks a lot. Another example is the words. I love you, right? So if I were to say something like this. I love you. It doesn't seem authentic. It doesn't seem really seems like I'm lying when I'm saying I love you right? But if I said I love you, it's a lot different, right? Same exact words. It's just the differences in how you say them and how your body language looks that will determine whether or not someone is able to make a human connection with you. So remember that it's not about what you say. It's about how you say them. So now that we got a better understanding of what it means to build report, we're gonna move deep into all the elements of what it means the bill report so that you're aware of them and you can instantly build a human connection with anybody you meet. 7. Mirroring and Matching: So now we're gonna move into some of the more advanced techniques, and the 1st 1 I'm gonna introduce to you guys is mirroring and matching. So what this is all about is people feel comfortable with other people who act and look like themselves. So what do I mean by this? So in the last section, we learned about body language, tonality and the words that you actually say. And so what you want to do is you want if you want to increase your chance of being successful in sales is start matching. All these physiology is tonalities and the actual words. And by doing that, what it's gonna do is it's going to subconsciously make them feel comfortable because no matter how much people say, they love diversity and they love different things. The core sense of being a human is being comfortable or liking. Things are very similar to you, and that's just a natural thing. And so the more you're able to portray yourself in a way that is similar to them, the more they're going to trust you, and the more they're gonna like you and the better shot you have to actually making that sale. And of course, this all takes place in somebody's subconscious, so they're not going to be able to see it. These air, all invisible influences. But if you master now, I promise you it's gonna be incredibly powerful, because I have done this thousands of times and it definitely doesn't work. And so let's go ahead and go through an example if you OK, so let's say you go into it office and you know you're having a meeting a business meeting with somebody you mean them for the first time. You know the first moment when you see them, the natural thing to do is to shake their hand. And so, from a body language perspective, if your hand is very limp, they're kind of feel that, and they're going to think in their heads some consciously who that's a little bit of a weird handshake. Or on the flip side, if your handshake is a little too firm, then they're in the V a little off put and think in their heads. Why is this guy's handshake so firm? And so when you're like I'm using this as an example? But when you're shaking somebody's hand, What you want to do is you want to feel the pressure that they put onto it and match it, and they're gonna think subconsciously in their head this guy is like me. I trust him. Let's go ahead and just keep moving forward with this example so I can give you mawr demonstrations. So you know exactly what I'm talking about. So what people are naturally do when someone visits their offices, offer them something. So if a potential customer says, Hey, Patrick, would you like some coffee? The foolish thing to do. Which would be sure. I would love some coffee. I love it black. And you could put sugar in it and blah blah, blah, blah. That would be off putting because what if they don't have coffee? So there's like, a little bit of a disconnect. So when somebody asks you, would you like coffee or would you like water? The first thing you say back is Are you gonna have coffee? And by doing that, whether they say yes or no, you're gonna do exactly what they do. So if this person wants coffee to, you're gonna get coffee. But if they say no, I'm fine. Then you're gonna be say OK, I'm OK as well. So this is just some examples of mirroring matching your You're subconsciously building that report because it's not necessarily what you're saying. It's about being similar to them or making them feel comfortable in their environment. And so when they sit in their chair, if they slouch, you're gonna sit in your chair, you're gonna snatch a little bit, and they're talking with a slower pace. You want to slow your pace down, or if they're talking with a lower tone ality, you want to lower your tonality as well. So what you're doing is every step of the way. As you're noticing, you're copying their physiology, their tone ality, and then eventually the words that they're actually saying. And by doing this, you're building a connection with somebody, So a lot of sales people, they make the mistake of thinking that building report means, you know, you both have to like football or you're both have to like sports or basketball, or are, or whatever the case is. A lot of times, if you're actually a good salesperson, you actually don't need toe have anything in common with somebody. What you do need to do is mimic their body language, tonality and their words. And no matter who you talk to, you're gonna be able to connect with them even if they're culturally different or they come from a totally different world. These are things that you can control, and this is how you're gonna build that report and the whole time this is going on, basically, a person is thinking in their heads subconsciously, do I like this person? Do they make me feel comfortable? Is this person like me? And so that's the lesson that I'm trying to give to you guys is be like them and they're going to love you. So when it comes to marrying, matching, a lot of people have this fear that they're gonna be found out that ah person might realize that they're being copied. So in trust me, when I first started learning about nearing and matching and executing in my everyday life to the point I am at now, after maybe hundreds of thousands of times, nobody has ever called me out, and I don't think anybody has caught me doing it. And the reason is because it's just something that people aren't able to pick up unless they're traditionally trained in sales in this a very specific way. So when you're mirroring and matching in their heads there, just thinking, Oh, this guy's just like me and they're just gonna let that trust bridge grow and you're just gonna walk it And so do not worry about whether or not someone will catch you mirroring and matching them. They just never will. And the other concern that a lot of people have when they're learning this technique is if I'm mimicking someone's physiology, that tonality and the words am I being fake right? And that's a really big concern for a lot of people. The way I look at it, it's not necessary being fake. All you're really doing is a technique to build report. So if you were to look inside your heart and you look at what you want to do it, sometimes it's you get the sale so that you could do X y Z. And to get there, it's just another technique in your toolbox that you can use. So in my opinion, the way I look at it is sales is all about putting your best foot, Ford. You know, if you're totally authentically yourself, ah, 100% of the time, then don't expect to get sales because you're not doing the right things to make people feel comfortable. But if your profession is sales and it is a profession than these are things you have to do to put your best foot forward and get people to like you so that you can actually move forward in your career or your business. So that's everything we have to cover with mirroring and matching. And in the next lesson, we're gonna learn about how you can build instant report with anybody. 8. Intro to Building Rapport: Hey, everybody, what is going on? So in this section, we're going to give you an introduction on what it means to build rapport with somebody like we learned about in the other section. Ah, lot of people make the common mistake of being too much of a technical cellar. You know, they focus on all the technical aspects of their product or service or their focus too much on the techniques of trying to get a sale that they don't really bond and make a connection a human connection with who they're talking to. And because they're not able to sell emotionally, they just come off as very unrelated ble. An example of that would be when you're at a used car dealership, right? So I used car dealerships. Typically, they're not necessarily trained in the emotional selling. And so what happens is they're focused on short term high pressure techniques to get you the bias quick as possible. So if you were walking to use car dealership, what happens is you go into the car dealership and you say what you're looking for, and basically what's gonna happen is the car dealer is just going to try to use every trick in the book to get you to buy a car. And the reason why sales sometimes has a bad rap is because salespeople like used car salesman's or sales people that come in contact with regular people on the day to day basis . They used these high pressure techniques that few very slimy and sleazy, and when someone is pressured to buying something, they don't necessarily feel good about it afterwards. And so that's exactly what we don't want to do. Instead, what we want to do is focus on building a human connection so that once you build that connection, the rial selling process can actually start. And with that, the thing you have to realize is people buy emotionally and justify their decisions logically. And so what do I mean by this? Well, if you could look at the iPhone every year, a new iPhone comes out, you know, from 1st 2nd 3rd 4th now 68 and now iPhone 10. And for the most part, the iPhone has been very similar throughout the years and has been very gradual with its improvements. However, there are a lot of people who have the money to purchase iPhone every single year. And that's because Apple, from a marketing and sales perspective, emotionally got them to want to buy a new iPhone and want to upgrade, even though they don't actually need it. And so when they actually make that purchase that someone ever asked him Oh, why did you buy the new iPhone? Your iPhone A or iPhone six is just fine. And they're going to say, Oh, well, it has his new future with the front facing camera or, you know, it has a really small vessels or whatever the case may be. So this is a really good example of people buying something emotionally, buying something they don't necessarily need right, And they justify their decisions logically. And so, for the way we're gonna sell is we're going to make a human connection and get people emotionally involved. And then afterwards, they're going to justify why they bought that logically, just like Apple does from a consumer level. So what exactly is report? And for US Report is gonna mean building a human connection with someone and making them feel comfortable. Very simple, because the more comfortable you make someone, the more willing they are to trust you and the more willing they are to buy from you. And so there's gonna be three universal rules for building report. So the first rule is you must feel comfortable with yourself and with other people, because if you're not comfortable with yourself, people are going to feel that, and they're not gonna be as trusting to want to buy something from you. Number two, they must feel comfortable with you. Not only do you have to be comfortable, they're gonna have to be comfortable as well. And finally, number three, because both sides are comfortable selling improves. And so there's this synergy between two sides. When two people they make that connection, they bond. There are a lot more likely to do business with each other. And the reason is because people like to do business with people have, like that's just plain truth. Even as a seller, you only want to do business with people you like as well, because you don't want to do with people who are, you know, pain in the butts. So building the report, it's super important because it's how you start a relationship with somebody and how that start begins, is going to affect the entire sale cycle with the process. If you're not able to build report with somebody, then it's highly unlikely you're actually going to get the sale and the thing when it comes to building report. It's all about reading their body language and reading their visual cues and atonality cues . And, you know, for the most part, when you're building report, it's not necessarily what you say. It's how you say it. I'll give you an example of this. Remember when you were younger and let's say your mom's in the kitchen? She's doing something. You're out in the living room just playing. And if she yells, Patrick, you already know that you're in trouble, right? Or it's like something negative. It's not like but if she said Patrick, it's a lot different, right? And so that's the same exact word. Just saying somebody's name. You could totally mean that Patrick, you're dead. You're in trouble. Or Patrick Hey, come over here. So you're tonality And how you say things in your body line, which really speaks a lot. Another example is the words. I love you, right? So if I were to say something like this. I love you. It doesn't seem authentic. It doesn't seem really seems like I'm lying when I'm saying I love you right? But if I said I love you, it's a lot different, right? Same exact words. It's just the differences in how you say them and how your body language looks that will determine whether or not someone is able to make a human connection with you. So remember that it's not about what you say. It's about how you say them. So now that we got a better understanding of what it means to build report, we're gonna move deep into all the elements of what it means the bill report so that you're aware of them and you can instantly build a human connection with anybody you meet. 9. Elements of Communication: what's going on, guys? So never gonna move into the elements of communication. Now there was a study done out of university where they want to figure out. Based on the first impression was the key elements you need to pay attention to, to get somebody to like you. And so what they found was that 55% of whether or not someone likes you based on the first impression comes from your body language. 38% comes from your tonality, and 7% actually comes from the words you say. So this is really important, because if you think about it, 93% of this pie chart comes from things that aren't actually the word you're saying. But how you're saying it. And so this is why I stress this over and over again. It's not what you say, but how you say it. And that's why I want to push you away from focusing on techniques and more focused on the mindset and the style, how you're able to be your character out of everyday basis. So let's go ahead and start with body language. The physiology. What exactly does that mean? So I'll give you an example of bad volume in which that makes people not attracted to you. So let's say you're making cold calls and you're hunched up and this is how a lot of people , Mayko, cause when I used to work at Orgel, this is literally the attitude that they had. They would hunch up and, like, you know, they would be in this little ball like very protective of themselves. And then they were just like, hold the phone. You know, they'll say something like, Hey, how's he going on? It's Patrick from or coal. I just want to see if it makes sense and then, boom, they just get hang up on right? So that's an example of bad language where you're you're physically not in a good space, and it's going to affect how you say things now on opposite Example of that is if you have good body language. So let's say you're sitting up straight, you know, shoulders back. Your spine is looking good, and like you're just feeling confident in yourself and you know you're looking good. Your dress get and everything, so you go on the phone and your ring ring ring. Hey, How's it going? This is Patch er from Oracle. I'm looking for the person who handles marketing. So with the, you know, comparing to two different examples, one example is very reserved and the very weak body language and not very confident themselves. The other side is very confident and, you know, literally by standing up or putting your shoulders back, or like making sure your back you straight. Those are the things I'm gonna affect the things you say and people can't feel your confidence and fuel your energy. And so that's why 55% of whether or not someone like you, based on the first impression, is based on how you look, how you dress, how you carry yourself, and these things actually do matter in a selling situation. Now, tone ality is the second thing we are going to look at, and tonality is broken out into three different elements. It's gonna be your pitch, your pace and your volume. Your pitch is how high or low your voice goes. So, for example, if you're talking like this, is this really acceptable? Probably not. If you talk very high, people are gonna wonder why is he talking so high. It's kind of strange. Or if you're talking too low, sometimes that may put people off. If it's a little too low, your pace is the speed at which you go. So I could be talking like this and everybody will know what I'm talking about. Involve above the law, right? And if I speak like that, a lot of you guys would be like, Wow, he's talking too quickly. I don't understand what he's saying. He's different from me. He's weird. I'm not comfortable. But, um, or if you're talking to slow like this, I just want to If I'm talking like that, people are gonna be like, Why is he talking so slow? He's wasting my time. So you have to find the right pace at which you want to speak. And finally, when it comes to volume, if you're talking too loud, people get turned off. But if you're talking too softly, people will think it's weird. So these are all things you have to look at pitched pace and volume when you're thinking about your tonality and you just want to make sure it fits. The person you're speaking with now going into the wards that you actually say again, there's not so much emphasis on the actual words, but here's what I'm going to share with you. There's three types of people in terms of how they receive communication. It's a visual person, an audio person in a kinesthetic person. A visual person is somebody that likes to take in information. Visually, this is where graphs and diagrams makes sense. But even from the words you say using words like, I see the vision or I see your vision or I see what you're saying, do you picture this? So they're gonna be a lot more receptive to vocabulary that because it fits their way of communication. The thing to know about visual people is they typically speak very fast because in their minds they see a lot of pictures, and the rewards are trying to match what they see. So when you're talking to a visual person, sometimes you want to speak faster and you want to use bigger demonstrations that visualize the next one is audio learners and audio learners know they speak more slowly because they're careful about the words that they're saying and using vocabulary like I hear you or , you know, that sounds like a good idea. There are a lot more open to receiving communication when you're resonating with them from a vocabulary perspective, and you're speaking more slowly and they could hear every single word. And lastly, it's going to be the can ecstatic type of person. And this is someone that speaks from the heart and they speak emotionally, and it's all about how they feel and how they make the other person feel. So using vocabulary like I feel you, I understand what you're saying. I empathize with that situation, so they're going to be a lot more receptive to vocabulary like that. So visual, audio, kinesthetic. Those are the three elements of communication that people like to receive in. And for the most part, everybody does, taking information in all the three different ways. Most people have one preferred method that they prefer over another. And so if you are able to spot that and able to capitalize on that, you're gonna be able to connect with someone a lot better and build that report. And so why are all of these elements important? And the reason is because you know it's not just important to understand them so you can control them. But what you want to do as a sales person or someone who is selling a product or service is figure out what the other person's preferences are and start to become more like them. And so in the next section, I'm gonna show you exactly what I mean. 10. Mirroring and Matching: So now we're gonna move into some of the more advanced techniques, and the 1st 1 I'm gonna introduce to you guys is mirroring and matching. So what this is all about is people feel comfortable with other people who act and look like themselves. So what do I mean by this? So in the last section, we learned about body language, tonality and the words that you actually say. And so what you want to do is you want if you want to increase your chance of being successful in sales is start matching. All these physiology is tonalities and the actual words. And by doing that, what it's gonna do is it's going to subconsciously make them feel comfortable because no matter how much people say, they love diversity and they love different things. The core sense of being a human is being comfortable or liking. Things are very similar to you, and that's just a natural thing. And so the more you're able to portray yourself in a way that is similar to them, the more they're going to trust you, and the more they're gonna like you and the better shot you have to actually making that sale. And of course, this all takes place in somebody's subconscious, so they're not going to be able to see it. These air, all invisible influences. But if you master now, I promise you it's gonna be incredibly powerful, because I have done this thousands of times and it definitely doesn't work. And so let's go ahead and go through an example if you OK, so let's say you go into it office and you know you're having a meeting a business meeting with somebody you mean them for the first time. You know the first moment when you see them, the natural thing to do is to shake their hand. And so, from a body language perspective, if your hand is very limp, they're kind of feel that, and they're going to think in their heads some consciously who that's a little bit of a weird handshake. Or on the flip side, if your handshake is a little too firm, then they're in the V a little off put and think in their heads. Why is this guy's handshake so firm? And so when you're like I'm using this as an example? But when you're shaking somebody's hand, What you want to do is you want to feel the pressure that they put onto it and match it, and they're gonna think subconsciously in their head this guy is like me. I trust him. Let's go ahead and just keep moving forward with this example so I can give you mawr demonstrations. So you know exactly what I'm talking about. So what people are naturally do when someone visits their offices, offer them something. So if a potential customer says, Hey, Patrick, would you like some coffee? The foolish thing to do. Which would be sure. I would love some coffee. I love it black. And you could put sugar in it and blah blah, blah, blah. That would be off putting because what if they don't have coffee? So there's like, a little bit of a disconnect. So when somebody asks you, would you like coffee or would you like water? The first thing you say back is Are you gonna have coffee? And by doing that, whether they say yes or no, you're gonna do exactly what they do. So if this person wants coffee to, you're gonna get coffee. But if they say no, I'm fine. Then you're gonna be say OK, I'm OK as well. So this is just some examples of mirroring matching your You're subconsciously building that report because it's not necessarily what you're saying. It's about being similar to them or making them feel comfortable in their environment. And so when they sit in their chair, if they slouch, you're gonna sit in your chair, you're gonna snatch a little bit, and they're talking with a slower pace. You want to slow your pace down, or if they're talking with a lower tone ality, you want to lower your tonality as well. So what you're doing is every step of the way. As you're noticing, you're copying their physiology, their tone ality, and then eventually the words that they're actually saying. And by doing this, you're building a connection with somebody, So a lot of sales people, they make the mistake of thinking that building report means, you know, you both have to like football or you're both have to like sports or basketball, or are, or whatever the case is. A lot of times, if you're actually a good salesperson, you actually don't need toe have anything in common with somebody. What you do need to do is mimic their body language, tonality and their words. And no matter who you talk to, you're gonna be able to connect with them even if they're culturally different or they come from a totally different world. These are things that you can control, and this is how you're gonna build that report and the whole time this is going on, basically, a person is thinking in their heads subconsciously, do I like this person? Do they make me feel comfortable? Is this person like me? And so that's the lesson that I'm trying to give to you guys is be like them and they're going to love you. So when it comes to marrying, matching, a lot of people have this fear that they're gonna be found out that ah person might realize that they're being copied. So in trust me, when I first started learning about nearing and matching and executing in my everyday life to the point I am at now, after maybe hundreds of thousands of times, nobody has ever called me out, and I don't think anybody has caught me doing it. And the reason is because it's just something that people aren't able to pick up unless they're traditionally trained in sales in this a very specific way. So when you're mirroring and matching in their heads there, just thinking, Oh, this guy's just like me and they're just gonna let that trust bridge grow and you're just gonna walk it And so do not worry about whether or not someone will catch you mirroring and matching them. They just never will. And the other concern that a lot of people have when they're learning this technique is if I'm mimicking someone's physiology, that tonality and the words am I being fake right? And that's a really big concern for a lot of people. The way I look at it, it's not necessary being fake. All you're really doing is a technique to build report. So if you were to look inside your heart and you look at what you want to do it, sometimes it's you get the sale so that you could do X y Z. And to get there, it's just another technique in your toolbox that you can use. So in my opinion, the way I look at it is sales is all about putting your best foot, Ford. You know, if you're totally authentically yourself, ah, 100% of the time, then don't expect to get sales because you're not doing the right things to make people feel comfortable. But if your profession is sales and it is a profession than these are things you have to do to put your best foot forward and get people to like you so that you can actually move forward in your career or your business. So that's everything we have to cover with mirroring and matching. And in the next lesson, we're gonna learn about how you can build instant report with anybody. 11. Instant Rapport: Okay, people. So now we're gonna get into another powerful technique, which is instant report. Once you get comfortable with all the aspects of what it means to build report of, like getting down their tonality, getting down your body language, the words you say, mirroring and matching what you're gonna be able to do is built instant report. And what that means is your building a human connection with somebody. And you're getting this person toe like you within the moment you meet them. So basically the 1st 5 seconds, and so you might be wondering, how is it possible? Because if you're not really saying anything into them or you don't know what you guys have in common, how is it possible to make somebody like you the moment that you meet them? And so I'm gonna give you an example. When I was traveling so not too long ago, you know, I was traveling around the world and I spent about four months in living in Thailand. Now I'm not Thai, I'm Asian, but I have nothing. I'm not related to Thai culture at all, and I don't speak the language on the nor do I really look like a type person so culturally and there was a language barrier, and there's a cultural barrier for me being a foreigner from America, living in Thailand. But after the months went by and I start to pick up there, you know some of the words and their tonality of how they say things and how they say hi to each other. And you know how they put their hands together or like how they nod and say So Let the cop So which means high anti. So, you know, learning all these basically the tone alley and bawling language. This is what essentially happened by the end of my four months, you know, when I would go to something like 7 11 and try to buy something. A lot of people would actually talk to me in Thai like I was a type person, and even though I didn't dress like a type person the way I said hi to them and tie and the way I have my body language and that the way I nodded my head, similar to how Thai people, not their head people automatically assumed I was tied and they accepted me from a cultural standpoint, and this is really powerful because a lot of my friends who were foreigners as well they were having a little really difficult time assimilating in the culture. And they were always seen, as you know, foreigners, which sometimes has a bad reputation in Thailand. So by me being able to understand the tonality and bawling average of it, I was able to be accepted. And I was able to build report instantly with a lot of people who were tie who are not necessarily the most friendly to foreigners. And so when we carry that lesson into sales, what's really going on here is within the first moment when you're meeting someone, you have the opportunity to make a first impression, and the first impression is based on how you carry yourself in your tone ality. So when you are confident in yourself and you shake someone's hand and your mirror and you're matching them and you look them in the eye and you smile, these are all elements are put together, and it's able to build this incident report and your able to get this person to instantly right away like you. From the moment they meet you, even though they know nothing about you. And sometimes when people try to explain what that thing is, a certain energy or certain or a or a certain vibe that somebody gives off that it's a positive and Hersey right. By going through the building report section of this lesson, you've learned that it's really tone ality and body language. That's the majority of it, and thes air things that you can absolutely control. And with the Miriam matching technique, if you're able to mimic the way people move in the way they sound the moment you meet them , then you're being you're gonna be able to instantly build that report and build that business relationship and start the sales psycho from a positive perspective. So instant report. Guys, when you're meeting someone for the first time, I have that go in mind. Try to build that initial connection and move the deal forward. And so as we move onto the next lessons, remember that when it comes to building report, you're doing it throughout the entire so cycle. So it's not like you build reporting beginning, and you don't have to care about those things at all anymore. You're doing it each way, each step of the process. But just know that building report is the first step and you have to continue to do it. And with that, this concludes the end of the building report section, and we're gonna move on to the next part in the sales cycle. 12. Intro to Setting Expectations: What's going on, guys, We look into the section where we're gonna learn about how you can set the expectations for every single meeting that you have. So this section is extremely, extremely crucial because at the beginning of every single meeting or interaction you have with somebody, you want to set the right expectations so that everything else goes smoothly throughout the entire sales process. Let me give you an example of a sales person who doesn't set expectations and how that can lead to a slippery slope. So you ever get a random phone call an unsolicited one, and you pick up the phone and the person says, Hey, Patrick, my name's John and I'm calling from velocity solutions And I say, Are you trying to sell me something? And he'll say, Of course not. I just want tell you about our financial products and blah blah, blah, blah, blah, blah, blah. And this whole time I'm seeing there on the phone with this unsolicited collar, and he's held him about his financial solutions, and I don't know really what he's selling. I don't know when the call is going to end, and I'm thinking in my head Is it rude if I hang up? And the reason why this called fail right from the very beginning is because this person did not set the right expectations with me on what he wanted and why he was calling and what he wanted to get. FB end of the call. And so this is very important for a lot of sales people because we're not necessarily trained to do this. But once you do it, it's going to change everything. So what does it mean to set expectations? So setting expectations means making it clear what will happen during the meeting and making an agreement about what will happen next. Make sure the main points of interest are covered for both sides. So what that means when you're covering expectations, you want to make sure you know what you want. You know what the other person wants, and it's very clear to both people why you guys air sitting down toe, have a meeting. If it's not clear, people are gonna have these thoughts in their heads, like when is this meeting going to be over? Or why am I even here? And so by making it very clear you eliminate those thoughts come pleat Lee. So when one of the industry's I have mastered the idea of setting expectations is dentist. So let me give you an example of that. Okay, So before dentists were really terrible when it came to setting the right expectations, right, And this was in the past before there was sales, training and things like that. So when you go to the dentist, you would be afraid because you were like, Oh, I don't know if they're gonna hurt me or what's going on. So you sit down and they would put all these things in your mouth and not explain what's going on in the whole time you're freaking out, and then you got pain over here. Pain over there, and it's just unpleasant experience and you don't want to go back. You know, you just feel pain walking into the defense's office. But now that has got a lot smarter, and there's more sales training. It's been proven out. So this is what happens in modern dentists practice. You go inside, you sit on the chair and they say, Hey, I'm But I'm about to lean the chair back. Is that okay. And you say OK, they lean the chair back then they say, I'm about to put this gummy thing in your teeth and it's not gonna hurt. And he's like, Okay, sure, they put the gun meeting in your teeth and doesn't hurt. And then they say, Hey, you have a cavity. I'm gonna take it out. This is only gonna hurt for a second. You say? Sure, you know I'm prepared for it. And so they take it out. No big deal. So by explaining every step of the way what they're gonna do to you, whether it's going to be paying when there's not gonna be pain, you're more comfortable with it and it doesn't come as a surprise. And even at the end of going to a dentist office, what they do is say OK, well, you did your regular clean up this time. How about six months from now we set up another meeting so that you can come back. You get your teeth checked again, You say Okay, sounds good. And so basically they set all the expectations. Even they said the expectations of what will happen that for the next time that you come and they just nailed it down. And it's no surprise when they call you six months later and say, Hey, Patra, you signed up for a clean regular cleaning every six months. Are you going to come in? And so, by studying the expectations, you just earned the right to do all these things that other people don't get to do because they don't set the expectations. And so when it comes to selling, setting the right expectations is far more important than being the best presenter or sales person. And a lot of people get this confused because they think when you're doing sales, your you know, standing in front, doing a presentation and you're pretty much just doing a dog and pony show. But the best salespeople at performing at a high level who are closing really big deals. They're the masters at setting expectations, and, you know, when it comes to presenting, that's not as important. Believe it or not, it's all about being a front with what you're doing and being absolutely clear. These are the elements of actually becoming a successful sales person, and when you are setting these expectations, what you're really doing is you're taking control of the entire sales cycle and you're giving the illusion that your prospect or your customer has control because they're saying , Yeah, that sounds like a good idea. Sure, let's do that. And so and their head, they're thinking like, Oh, all these things make sense and it's going to get me to where I need to be But in reality you're pulling all the strings, all the invisible, subconscious strings to make these deals happened in the last element I want to emphasize and stress about setting expectations is you want to be absolutely clear on what you're trying to accomplish. And so you want, you know, when you're having a meeting with somebody, you either they're interested. They're not interested. But what you never want is a Maybe you never wanna have someone say, Oh, I'll think it over because that doesn't lead anywhere. So by setting the right expectations, you're gonna figure out if people are interested or not. If they are great, move forward with the deal. But if they're not interested, then just cut your losses there. Don't spending more time and move onto the next deal. And so, for the next section, we're going to dive into how exactly you can set the right expectations for your product or service and your industry and have that be universal. So that sounds good to see you in the next section. 13. Elements of Setting Expectations: All right, guys, welcome to the section where we're gonna show you all the elements that you need to pay attention to. When it comes to setting expectations. Now they're going to be five elements of setting expectations. And how you use these is every time you go into a meeting, whether it's in person or having a meeting over the phone, you wanna lay out exactly the expectations you have for that meeting. And so they're gonna be five steps and you're gonna go through each one step by step. And so the 1st 1 is gonna be the time and reason for the meeting. You want to make it clear on how much time everybody has allocated and why everyone is meeting in the first place. The second part is yet to understand and bring up the other person's expectations and what their agenda is. And this is to make sure that you understand the needs of your prospect. The third section is your expectations and agenda. You want to make it clear what you want, and you want to communicate that to the other person you're talking to. The force went for fun is going to be the result of the meeting. So at the end, you want to make sure that you have a clear and result that both sides are trying to accomplish. And finally, you want to bring up any obstacles that you may have for the business relationship, and you want to take care of them up front. So those are gonna be the five elements of setting expectations. And we're gonna go through each one and show you exactly how you can do this for yourself to make sure you're setting expectations correctly. So the 1st 1 is gonna be the time and reason for the meeting. So you want to set the appropriate amount of time to cover all the agenda items, meaning that you want to make sure that if you scheduled a 30 minute phone call, the other person is not gonna leave within 15 minutes. You want to make sure that they have enough time like it was agreed upon, and by agreeing upon it in the beginning, it makes it very difficult for someone to suddenly just leave if they're not interested. Number two is You wanna explain the reason for the meeting and what conditions are needed to continue the business relationship. So it's just explaining like why you guys are here and what needs to happen if it makes sense to move forward. And so an example of this and this is basically the first sentence you have when you're setting expectations with somebody is. Last time we talked, we both agreed that a 15 minute conversation was enough time to see if it made sense to work with each other. Does that still work for you? So when that sentence, I'm basically saying that we both agree that the time amounted for this meeting would be 15 minutes. And the purpose of the meeting is to see if it makes sense of work of each other. And then I'm asking the person, does that make sense for them? And so obviously they're going to say yes, and you're gonna move on to the next part of setting expectations. So number two, the other person's exhortations and agenda And so this is where you wanna be empathetic towards. You know what the other person wants and what their agenda is and what their expectation is for that meeting. You just want make sure that you make this as clear as possible. So an example of this would be, Of course, you're gonna have some questions for me and how our solutions might be able to help grow your business. And I'll do my best to answer those questions. And so their expectation is there in the meeting because they're wanting to learn what you have to offer and how it's going to help them. And so you're just making it clear what that is. Number three, your expectations. Energon does. So you want to get clear on what you want, and you want to explain to them exactly what these things are and what information you need to make this possible. And so an example of this is, and naturally I have some questions for you so I could get a better understanding of your business and how we can best help you. Does that sound fair to you? And so what I'm doing here is I'm basically saying that I'm gonna have some questions for this person to get a better understanding about their business so I can help them. That's my goal for the meeting, and I wanted to get clear that they understand that. And so after that, it's gonna be the results of the meeting. So you typically, at the end, the result of a meeting. Either you're gonna find that it's a fit and it might make sense, toe continue the business relationship and move forward. Or you might find that it's not if it which is totally fine. And so an example of this will be at the end of the meeting. Other one of two things will happen. The first is if we don't see a fit to work off each other here. I want you to be comfortable with telling me know, and I'll do the same for you. Now, if there is a fit, we can spend the last five minutes of the meeting to plan out with the specific next steps will be. Does that sound good to you? And so clearly what you're seeing here is I'm saying, I'm I'm making it completely okay for this person to say, Hey, it's actually not a fit. And so, by setting these expectations of allowing them to say yes or no, it makes it a lot easier to get a clear conclusion. Now, the final part of setting expectations is the obstacles. You want to bring up all your biggest fears and all the potential obstacles that you may face and just bring him up head on. The reason is because if you go through a sale cycle without bringing these up, you know, you could spend months and months on the deal and then find out it's not gonna work because of these obstacles. So by dealing with them up front, you're gonna get a yes or no immediately. And so you know, not to waste your time. And so an example of this is my biggest fear is we may not have enough time to cover everything. So if we do run out of time, is it okay if we schedule another meeting after this one? If it makes sense to discuss further And so for this example, time is my biggest issue. Maybe it's because, you know, hypothetically, it's because I don't have enough time to cover everything in the meeting so typically have tohave, you know, multiple calls before ending the sale. And so, by bringing up that obstacle in the beginning at the end, if that person runs out of time because I said this expectation I can say, Hey, like I mentioned in beginning, we may have run out of time. So now that we have run out of time, is it okay? We schedule that meeting like we talked about, and so they're gonna naturally say yes. So when we're bringing it all together, this is how it's gonna sound when you're setting an expectation. So I'm gonna go from top to bottom. So you go into the meeting and you, you know, you do your bonding report, and then it comes to getting down to business from top to bottom. This is how you're going to do the expectations. Last time we talked, we both agreed that a 15 minute conversation was enough time to see if it made sense of work of each other. Does that still work for you? Naturally, they're just going to say yes. Then you come back with, Of course, you're gonna have some questions for me and how our solutions might be able to help grow your business. And I'll do my best to answer those questions. And naturally, I'm gonna have some questions for you so I could get a better understanding of your business and how we can best help you. Does that sound fair? And they're gonna say, Yeah, that the sound fair. Okay, then you're gonna come back with. And at the end of the meeting, either one of two things will happen. The first is if we don't see a fit to work with each other here. I want you to be comfortable with telling me know, and I'll do the exact same for you. Now, if there is a fit, we could spend the last 15 minutes of the meeting to plan out what the specific next steps will be. Does that sound good to you? And they're going to say, Yeah, that sounds good. And lastly, you're gonna come back with your biggest fear, which is my biggest fear is we may not have enough time to cover everything. So if we do run out of time, is it okay if we schedule another meeting after this one? If it makes sense to discuss further and they're going to say yes. And so with that, that's gonna be how you're going to set expectations at the beginning of a phone call or a meeting and when it comes to setting expectations. Even if your sale cycle is multiple meetings and might take, you know, along soulcycle multiple months to close a deal, you want to make sure you're setting expectations every single time you're talking to your customer or your prospect. Because all you're really doing is making it absolutely clear why you guys are having the meeting and what the outcome of the meeting will be. And so that's everything you need to know on setting expectations, and I'm going to see you guys in the next one. 14. DIQ and Transitioning: So now that you have an understanding of how to set, the expectations were going to show you how to uncover the pain, to make it hurt for your prospect. And so the first step, when it comes to getting into the pain step is how do you transition the setting expectations phase into talking about somebody's pain? And so how we're going to do that is we're gonna use a formula called D. I. Q. And basically, it's a way of asking questions that allows you to transitions between different steps of a conversation and ask contextual questions. And so what does that mean exactly? Well, for a lot of sales people, they don't know how toe earn the right to ask a question. Ah, lot of times they ask questions and they make fee. They make the prospect for you very uncomfortable. For example, let's say if you are on a guy and you're trying to get a girl's number and you just go up to a girl and you say, Hey, can I get your number? And the girl's gonna look at your all weird and be like, Who are you? And why do you want my number, right? It's very strange. It's the exact same thing when it comes to you asking for budget, because money is something people are sensitive about. So if you're talking to a prospect and you want to see how much money that won't spend and you just say, Hey, what's your budget? They're gonna be like, Well, I don't share that with other people. And basically, that's when you know the relationship starts hurting. So instead, we're going to use the D a formula to make your questions a lot more contextual and give you the ability to earn the right to ask a question. So from a dating standpoint, or if you're trying to get a girl's number, you could say something like, Hey, I saw you over there. You seem like a really nice person. And, you know, I thought it made sense for us to exchange numbers, and if we're both feeling it, weaken, grab some coffee to sometime and get to know each other. And so that's a very different way of asking for a girl's number because it provides a lot of context. It gives you like why you want their number and what you want to happen. And so, from a business standpoint, another way to say asking for a budget is if you say Hey, typically, when we're working with clients who faced a similar challenge, they'll invest around 10-K to 20 K to solve their problem. Now, if you had a ballpark, how much you're willing to invest? What would that look like? And so, with this way of asking a question using the D. I Q. Formula, you're asking their budget. But you're making it extremely contextual, and you're earning the right to ask a question, and it builds trust with a prospect. So the D a formula if you were to break it down, it's based on data insight, and then the question. So the data is going to be some type of insight, statistic or observation that you have around the world. Your insight is your explanation or opinion. You have around that data, and then once you have your data and insight, you earned the right to ask a question based on those things. And so let's go ahead and use an example of how this would work and in this example where you would use it is after you set your expectations from the last section. You make it clear why you guys are having a meeting and what's gonna be the outcome of that meeting. And you want to transition into talking into your prospects pain after use of explanations . Here's what you say to make that transition and to give you context. This is a situation where I'm selling a INSTAGRAM marketing service to a restaurant, and I'm trying to get them as a client to do their social media marketing. Okay, here we go. I noticed a lot of cafes in the L. A area have been using Instagram to promote their business, and it seems like they're getting a lot of foot traffic in generating more revenue because of it. I was curious to know what were your strategies around instagram marketing. And so when we're breaking down the DEA formula, the data is I noticed a lot of cafes in the L A area are using instagram, right? That's data. My insight on that data is it seems like that's generating them a lot of foot traffic, and it's generating them a lot of revenue. Now that you have your data and insight, and it's very contextual. You earned the right to ask a question, which is I was curious to know what your strategies were around instagram marketing. And so they're gonna tell you whatever it is, and then that's how you're going to start the pain conversation, and it's gonna be very different if you just straight up, ask somebody. Hey, do you use Instagram for business? And they're going to say, yes, you're going to say no. They might be like, Well, why do you care? Right? But by making it more contextual, it makes it really easy for them to trust you and then want to tell you all about their business. So that's gonna be everything on the D. I Q formula and how you're gonna transition from setting expectations to diving into the pain step of the sales process. And now moving forward, we're going to show you how you can uncover your prospects. Pain 15. Intro to Uncovering Pain: okay, Now that he has know how to transition from getting to the setting expectations into getting into the pain, I'm gonna show you exactly what I mean by pain and how you can use this to your advantage in the sales process. The first thing we gotta layout is the difference between the traditional sales person and the sales machine methodology that I'm going to show you right now. In traditional sales, people are very pushy. They have the need to be in control. They gotta work really hard. And they think it's a numbers game where they just if they just keep talking to as many people as they can and they do their dog and pony show that eventually one person will buy something. And these kind of people, they always sell the futures and benefits and, you know, they use all these like slimy tactics, and they really hope that the prospect never notices that they're using sales techniques on them. And so that's what we want to stray away from because that's the old traditional way of doing things. And although at one point these things did work, maybe like 50 years ago, But like wolf of Wall Street days. But now it's a little different where those kind of sales people have a negative connotation. So the sales machine methodology is much different, where you're gonna be a lot more relaxed and patient. And it's all about being authentic and transparent and not using any of these slimy tactics , right? You want to make the buyer feel comfortable, and you want to make them feel like they're in control. The reality is you are pulling all the strings and things are always going the way you want them to. But you have to make it feel like the buyer is in absolute control of their destiny. And lastly, being a good sales person is all about listening. You know, it's not about who's the best talker who the best move talker is. It's about who is the best listener and understanding what other people's problems are in finding solutions to solve them. And that's what being a good sales person is all about. With the sales machine methodology. Now, what exactly is pain now that we're diving into it? Well, pain is basically the gap between what people have and what they want, and Essentially, the strongest pain someone can have is pain that they feel in the present moment the right now. So it's not gonna be pain that they don't have or in pain that they may experience in the future. It's all about the pain that they currently experience. And so your job is to figure out what they have and create a vision of what they want and fill the gap between how they can actually get there. And so what you're doing is you're identifying their problem, making it hurt as much as possible and convincing them that using your product or service you can help them move over to what they actually want. And so here's how we're gonna look at pain from a formula perspective, and for these steps, they're going to go in a linear order. And this is what true selling actually is. Before I get into this, there's something I need to explain to you. The difference between a sales person and your true selling versus clerking is that when you're a clerk, meaning you're just like processing paper. You know these air when you know, deals, air coming into you and these guys are gonna buy and use, got a process, the work and sell it to them. That's that's easy. True selling is when you find someone who doesn't even know they want something and you convince them to buy. So here's an example of that Step one. You basically find someone who doesn't mean what you have, right. You find someone who doesn't need what you have right, although it's easier to find people who you know have that need. True sailing and true sales is when you're able to convince someone that doesn't know they need what you got. Step two is you make them hurt as much as possible, and that's identifying the pains that they have in their lives and what the mindset of being able to solve them as you continue the conversation. So when people are hurting, you make them hurt enough to few sick. So a lot of hurts equal a sick. So when they're sick, they're like, Oh, man, like they're not feeling good. They're not in good condition, and you continue to make the few sick and more sick and more sick, and eventually you put them in a critical condition. And like metaphorically. It's like putting somebody in the hospital or an emergency room like they're hurting so much that they need to do something to save their lives. And the final step of the faint pain formula is to be their savior. So after making them hurt, making them feel sick and all the weights and making them feel critical and extremely in pain, you want to be that savior that comes into their lives to make their life better again. And the important thing to realize in this lesson is that in step one, you're finding someone who doesn't even know they have that pain. And what you're doing is you're identifying people that you're able to convince, have that pain, make them hurt, make him sick, and put him in critical condition, and then you want to be their savior, and that's the pain formula. So in the next section, I'm gonna show you exactly how you're gonna uses pain formula to make sure that people feel very hurt and sick, and they fuel all these pains so that you're gonna be able to solve their pains and get that sale 16. How to Uncover Pain: All right. What's up, guys? So now we're gonna show you how you can't uncover somebody's pain, step by step. And so to do that, what you want to conceptualize is the pain pyramid, right? And essentially, it's a reverse pyramid. Where? At the top. You know, when you're talking to someone, typically, you start out with the surface pain. Things are the very surface level. Easy to talk about things that people will share with you, even though they don't trust you as much. Already from the surface pain when you want do is dive into the business pain. So going deep into what problems that business has and diving into those and then eventually, once you get enough business paint, you transition that into a personal pain, which is how a problem directly hurts someone at the individual level. So your goal when you're selling is to move down the pyramid as fast as possible, right? So if you're starting from surface pain, what do you need to say to get to that personal pain as quickly as you can? And essentially what you're doing is you're switching the conversation to from what? So why, right? People are gonna describe you what their pain is. But as you learn how to ask really good questions, you're gonna learn how to understand why it's so painful and how you're gonna make it hurt and again people by emotionally and justify logically. And so the reason why you want to go after pain as an emotion and make them hurt is because they're gonna emotionally fuel pain in their heart in their body, and they're gonna want to do something to change it. And then when they take out their checkbook or however they're gonna be paying, they're going to justify it because it solves their pain. So summary of the pain pyramid is you start from the surface, go into the business, then you go into the personal pain and you try to get to the personal pain as fast as possible. So the best way to uncover pain is to ask questions. And this is where a lot of sales people have it all confused. A lot of sales. People think that if they just keep doing the dog and pony show and they just play the numbers game that eventually somebody will buy on. That's a little old school, I would say, And it takes a lot of hard work. And what we're gonna do instead is we're gonna learn to become better listeners so we can't uncover what a prospect pain is. And we're gonna do this by asking them very targeted and strategic questions, right? It's all about being a better listener, not about being a dog and pony show. So let's start with the paying pyramid questions and starting from the top, we're gonna have surface pains. So this is typically how you're going to start a conversation. So, do you remember the example I had for you in the last lesson where it was a instagram example? And I was selling instagram consulting or marketing services and the D ick question I asked This person was a lot of people who invest in instagram they're getting a lot of foot traffic of the generating revenue, and I was curious to know what you're doing in terms of your instagram strategy and naturally they're going to respond with Oh, well, you know, we're on instagram and it's going okay, so from a surface pain problem where you want to do if it's just going okay? You don't want to start selling right there. You want to understand? What does it mean when they say it's going? Okay, Right. And so you say when you say OK, what exactly do you mean, like, is a working or is that not working? And then they're gonna be like, Oh, well, it's It's kind of working. We're getting likes and stuff, but I don't know if it's really, like doing anything. Evan, you just keep prying. You just keep diving in. And so you know, if they say something like that, you could be like, Well, what do you expect from Instagram and what are you trying to accomplish with it? And then they're going to say, Well, I'm trying to get more people in the door trying to get generate more sales. And then you ask questions like, Oh, how long has I've been a challenger? How long have you been on instagram? And how long have you been trying to get traffic That way, you know, Have you tried anything to anything else to try to get traffic besides using instagram? So these are all safe surface level questions. I get people talking right and they get people to talk about their pains. So once you once they start sharing their pains that are saying and to remind you again, I'm selling it Instagram consulting service where I handle their INSTAGRAM account and do their marketing on social media. And so once I get understanding of their surface love problems, I'm gonna dive into their business pains, right? So then I get a little more personal, I say, like, Well, seems like you've been trying instagram for it the last year. Now it doesn't seem to be generating much results. Um, what do you think? It's not working. And when you ask question like that, they're gonna be like, Well, it's not working because, Bubba, Bubba, But let's just start spilling their guts. And then you say things like, Well, it's not working, and you spend a lot of time on it. How much do you think it's costing you? Because you can't be doing two things at once, and then they're going to say something like, You're totally right, like I am wasting so much time like I wish like I was better at this. But I'm not tech savvy, right? And so now you're getting into the pains of like they're not winning because they're not tech savvy and you want a pry deeper and say things like, Has anyone at the company tried hoping you or you know how committed you are to actually doing this? Are you willing to invest time and money into it over? It's just not important. And then you really get into the business pain of it, right? And you're prying and prying and trying to get to the bottom of why they are not being successful at whatever challenge it is. And again, the reason why you're trying to make it hurt as much as possible is because at the end you're gonna Your goal was trying to become their savior, and then so questions like you know what happens if you do nothing or like you know, that's a fear of loss. And so, after you dive into the business pains of like what's going on and how much is costing and what people have tried to solve the problem, but it seems to not be working. They're gonna keep talking, and again, at this point, you're not selling anything. You're not sharing your product or service or her background or anything like that. All you're doing is asking them strategic questions to continue to get them talking into can't continue, get them down that pyramid of pain and tell you as much information as possible because you want to collect that information and then use it to. So after you get through the business pains, we're gonna get into the personal pains, which is how it personally affects them on the emotional level. And one of my favorite things to ask somebody is, How does that make you feel? And when you ask this the people and their in your pain pyramid and there at the bottom of it from the personal perspective, when you ask someone how they feel just that they're going to tell you all these emotions, they're gonna tell you that they're frustrated that they're angry and they feel like they're wasting their time. And they're going to tell you all these things because now they're down that slippery slope and now they're just trusting of you. And they're willing to open up and share with you all their pains. So other questions are like, Does this direct? How does this directly affect you. Are you going to give up? How? How do you think I can help you? When you ask questions like that, they might say something like, you know, it would really be amazing if someone can come in and handle all my social media. They're almost selling themselves out at that point. And so the point of the pain pyramid is to get them to that emotional level of just feeling , making them her and putting them in that critical condition as much as you can. And then eventually, what they're gonna do is they're gonna sell themselves, you know, they're going to close the sale cycle themselves and and by whatever you have. Because once you make them realize that they have all these pains, they're going to do whatever it takes to solve that problem. And so when you're having a conversation the moment you start talking to somebody, you want to get them down into the personal pain section of the pain Pyramid funnel. And so they're a couple rules when it comes to the pain pyramid. Right? And it typically takes about three or more questions before you actually get into the personal pain. So obviously of a surface level pain, then the business pain at then These things are starting to get interesting and people will get into the personal side of things. And when you get that hint of that personal pain, that's when you want to go deep. You want to go deep into what's really bothering them from an emotional perspective and sell according to whatever you are sensing. And, of course, you do not want to solve their pain too quickly. This is the part where you all you're doing is you're listening in your collecting information about the buyer before you're selling your product or service right? So again you want to. It will be a great listener. Dive into the pain. Asked these questions that get people to open up. The more they feel like you're willing to listen to their problems, the more they're naturally going to build a report and trust you. And of course, people like to do business with other people that they like. And when you're getting them to share all of these deep pains and you're actively listening , you are going to get them to close themselves 17. Active Listening: you know what's going on, guys. So now that you guys understand all the concepts of the pain pyramid and how to uncover somebody's pain, the next step in getting them to really share with you their pains and trust you is learning how to be an active listener. So what is active listening? Well, you know, let's give you an example. Let's say you're talking to someone, and they just stare at you off a blank face and they just don't say anything and they don't make eye contact with you at that point. If that's really happening to you, you probably feel like this person is not listening to you at all. And you don't want to share anything with them because one do you feel like they're not listening to You don't share anything too personal because you don't trust someone that doesn't listen to you. And so what active listening is all about is you're making the person feel comfortable and you're making them feel like you are listening to everything that they're saying and learning how to be an active listener is gonna help you build trust and get closer to a person's emotional pain. and another characteristic of what a good active listener has is being empathetic. You know, being empathetic and understanding what it means to walk in another person's shoes. And this is really important because a lot of people out there aren't good listeners, and especially from a sales perspective, even from a human perspective. If someone is willing to listen to your problems, that's actually very rare because nobody actually cares about other people's problems. But as a sales person, you're basically acting in the reverse way of what human nature is all about, and you're actually listening to what people have to say, and they're going to trust you purely because of that concept. So therefore, techniques when it comes to active listening, and the 1st 1 is the I understand technique, which is the most effective, you know, it's saying keywords that signal that you understand where this person is coming from. That's like, for example, saying I understand what you're saying or that makes sense or that's not unusual. I actually see that a lot. So by showing them verbally that you understand where they're coming from, there are a lot more likely to continue to keep telling you and giving you information that you need to get them to draw out the pain. Okay, so the second technique that you can use is called parenting, which essentially means you are repeating their words exactly. If they say I really hate doing manual work, then you say I really hate manual work. That's why I love technology. Baba Baba blah. So by parroting the words that they're saying subconsciously you're becoming more like them and they become more trusting of you that their technique that we're gonna use is rephrasing so basically, whatever they say, whatever pains that they share with you, what you can do is rephrase them and basically send it right back to them. That basically will give the person a feeling that you feel the same way they do. And there's that bond that takes place and there are more willing to trust you on. And this is all about active listening. And the four form that we're gonna look at is feeding feedback. And this is when you capture the prospects emotion in your mind as you listen and you feed their emotions back to them at a later point. So if you understand if you're talking to a customer and they're showing a lot of frustration towards some kind of problem, take a mental note of that frustration stored in your mind, Evan Later in the conversation, feed that emotion of frustration back to them to show that you're listening and that you feel for them and you understand what their problems are, and they're going to feel like you're just a great listener. And they want to tell you all these things because in life, in reality, most people who aren't going to take the time to listen to your problems and by using these four different techniques, you're gonna be able to make it appear like you care about this person. And of course you do, and you're gonna really allow them to drop their pain. The other things that you can do is verbal signals and body language. So when someone speaking a lot of times, what I'll do is I'll nod my head as they're saying things. Or I'll say, Uh oh, interesting, Yeah, so having those verbal signals like that throughout the conversation, you know, at first it might be unusual, or it might sound weird for you to do that. But trust me when you are doing it in the active listening mode, people don't notice it at all. But they feel like you're you're just in the zone and you they feel like they could just tell you anything. So by having an open body language head nodding, you know, opening your arms a little bit more and receiving information and saying your uh oh, I understand what you're saying that then there people are just gonna be a lot more likely to share all their problems with you and again when it comes to sales, it's all about building that trust and building that report and allowing them the opportunity to share their pains. The way I look at it is everybody's got a story to tell. Not everybody is willing to listen. So as a professional sales person, it's your job to listen and to understand where people are coming from 18. Intro to Countering: Hey, everybody, what is going on in the section? We're going to show you one of the most powerful techniques we have in the entire sales machine system, and that's gonna be the counter and the negative counter. Now, to start things off, we're gonna dive into what exactly countering is to get you started. So countering essentially is when you answer a question with another question, and why this is so powerful is because it's human instinct to immediately Ansari question whenever somebody asked you one. So let's go ahead and dive into an example of what that looks like. So in a sale situation, when a customer let's say you're having a business meeting with somebody and you potentially you may sell them on something, and the customer asked, How much is it? And then you naturally want to immediately reply. Oh, it's only $5000 per month than the customer comes back with. Oh, sorry. But that's totally out of my budget by and then you basically get into that desperate sales person mode and you say, I don't know no way we can lower the price and blah blah, blah, blah. But at that point In many instances, it's already over because they became a new tracked ID to the price. So why countering is very important is because rather and this is this is where you really have to change your human behavior. Because when somebody asked you a question, you know, we're trained from the moment they're born all the way to the point we are now, too. Answer a question when when somebody asks us a question and so what we're doing is we're going to change things up. And so when somebody asks you a question rather than immediately responding to it, we're gonna ask a question back to them and why This is important. Because when you're asking A when you're answering somebody's question with another question, you're collecting as much information as possible so you can discover what the prospects pain is. It also allows you to understand the intent behind the question because, you know, you don't know exactly what they're thinking in their mind, and we're not mind readers here. So rather than answering their question with an answer, we're gonna ask him a question back to get toothy exact intent of why they even ask in the first place. And you know some of the common rose, as if you are not sure why somebody is asking you a question. Asked them why they asked and get to the bottom of it. And countering allows salespeople to be in control rather than being on the whim of a customer who constantly bombards you with questions. You want to counter them back and reverses so that you are getting them to answer your question so you can collect as much information as possible. And typically it takes about three or more counters before you get into the Rio issue of why somebody asked a question. And that's getting to the intent of why they asked in the first place. So here some example counters that you can use when somebody asks you a question. So for the 1st 1 let's say somebody says, Do you accept refunds rather than saying yes or no right off the bat, which may turn them off? You could say, Well, how important is that to you? You know, why is it that you want a refund? It was their instance in the past where you know you can get a refund on buying something that wasn't good, right? And so, by asking a question like, Oh, how important is that to you? You get to the bottom of why they even ask the question in the first place. So, you know, trying to understand another one is Is that a big concern? Right? Let's say if they ask, does your product work in a international scope and then rather then saying yes or no? You could say Oh, is that a big concern? And then they were like, Oh, well, you know, we have offices in different countries and so we want to make sure that this product is international. And so you're asking a question when somebody asks you a question, another and I'm kind of go through the list here. So another one is if we could help you out what would be the next step? Or it seems like this is really important to you. Can you explain why Onda really interesting one? Is that and what would you like me to do? So let's go ahead and get into the last one in the last one. Let's say you have a customer who is not satisfied with the service they bought from you. So if they say, you know, I'm really unhappy with the service you've been providing, then you come back with Well, when you say you're not satisfied before service, what exactly do you mean by that? So rather than saying or trying to defend yourself right off the bat, which puts you in a weaker position, get to the bottom of the intent of why people ask the question. And when you uncover more information, you're gonna be able to use that information to better the sales process. 19. Intro to Negative Countering: So in the last session we learned about countering and softening statements, and now we're going to move on to one of the most. And this is probably the most powerful technique that you're gonna learn in the entire sales machine system. And it's gonna be called negative. Countering now negative, countering the first thing before we dive into exactly what negative countering is. They're a couple things that we have to know about the sales world as it is right now. Now, most novice sales people, they try too close too soon, right? And there's that concept of ABC always be closing, and I want to let you know that that's absolutely dead. I'm gonna use I like relationship Romantic example. Let's say you're a guy and you meet a girl and she says she likes you. If you tell this person that you want to get married right away and have kids with them, you're gonna totally freak them out. So in the sale, psycho on a sales process is the exact same thing. If somebody says they're interested in your product, and then you just jump at them and say, All right, sounds good. Looks like you're interested. Let's sign a five year contract for blah, blah, blah, blah, blah, and that's totally going to kill the deal. So instead to stand out from the crowd and to do what other people don't expect. You got to do the opposite of what people expect. And this is the concept of when others zig you zag when everyone's going one way, you want to go the other way and I'm gonna show you had exactly to do this with negative countering. Okay, so the concept and definition of what negative countering is it's behaving opposite to what people expect. It doesn't actually have to be a question per se could be a question or a statement or just a behavior. And it just has to be of what people don't expect to see from you as a sales person or entrepreneur who is trying to close a deal. Okay, so there's this negative counter pendulum, and so from a metaphoric standpoint, this is how we're going to learn it on the left side is going to be you want to think of it like a clock. The left side is going to be 90 clock, which is the negative zone in the middle. It's going to be six, which is neutral, and on the right, it's gonna be 30 clock, which is positive. So you want to think of it like a pendulum swinging from 9 to 6 to three than to 3 to 6 to nine. So it goes back and forth, back and forth. And there's a law by Newton where if something is in motion, it's going to stay in motion. I'm going to repeat that again. When something is in motion, it's going to stay in motion, and this is gonna be very crucial for understanding how this pendulum works. So when you think of it from a prospect standpoint, in a sale standpoint, when somebody is at 30 clock, which is they're very positive. This is when your prospect is excited about your product. They like you and they want to get started. These are the people that they fall in love instantly and say, Oh, yeah, I'm ready to buy. So that's gonna be 30 clock, very positive six o'clock. Our prospects who are going to be neutral where they may buy it. They may not buy it they're pretty indifferent. And so they're just like, Yeah, it sounds like a decent product. So those had those kind of prospects. And number nine, when prospects that that negative zone and nine they are negative towards your product. They're negative towards you. They might say something like, Why would I buy a product from you when your competitors are way cheaper or I don't like your attitude? Why would I ever buy from somebody like you? So those are people who are gonna have a negative energy toward you. And so we're gonna figure out how you're going to be able to deal with prospects who are from the 36 and nine zones and exactly what to do, how to do it so that you can get the sale. Let's go first, handling a prospect who is on the positive side, right? And these are the people who are going to be closer to 30 clock. So how it works is when a pendulum is at a 30 clock On the right side, the law of gravity will force it to be pushed down to a six all the way to nine. On the equal standpoint meaning what is in motion will stay in motion. So if somebody is at a three, what you want to do is go negative. You want to push them the other way. So if they want to buy right now, you want to be negative and say, Are you sure about that? Do you really want to buy right now? And let's go ahead and go into an example of when you encounter someone who is a positive prospect? Let's say the prospect says, I'll buy it right now. How fast can you get this to me? Your response using the sales machine methodology is to say, Hey, I'm not sure if we will be able to deliver this so quickly. What's your time frame? So, in that example, rather than saying Yeah, let's let's get it done. Let's do as fast we can. You basically do a negative counter and you say the opposite of what this X person expects , so they expect you to say, Yeah, let's get it done right now. But instead you're delaying the deal on purpose, and you're saying, Hey, I'm not sure we'll be able to deliver this so quickly. What's your time frame. So the rule is the more you push them away when their positive, the more they are going toe want it again. The more you push them away, the more they're going to want it. So when there are acting positive, you want act negative. Another example of this is I've been looking for something like this for a long time. It looks amazing, and you're gonna come back with I'm honestly a bit surprised. I didn't think we were there yet. How did you get to that conclusion? And so when you say something like that to someone who is a positive prospect, they're gonna come back with you and they're going to sell themselves. They're going to tell you why your product is so great and why they should buy it. And so the reason why you want to go negative is because rather than you having to close them by pushing them away, they're gonna close themselves, and they're gonna convince themselves how great your product is. The more you push them away again when others zig you, Zach, and you gotta push them negative when they are positive. Let's handle a prospect. Who is in the neutral zone where they're indifferent, of whether they want to buy your product or may not want to buy. So when they are neutral, what you want to do is also go negative, just like when they were positive. You're going to go negative when they're neutral. You're gonna push him to the negative side, because when you're pushing them to closer to a nine or closer to a seven or eight, the pendulum is going to swing the other way. And then they might get to a four, even a three, and you want to get them there on their own, right? So you're pushing them away, and they're gonna come back and get to a positive state. So an example of this would be prospects. You know, you do your dog and pony show and you know the prospect knows what you got to offer, and then they come back with you and they say, Let me think about this, right? So it's like in between. It's neutral. It's of six. Your response, which is going to be slightly negative, is sounds like we might have missed something. You're basically saying they're not interested anymore. And the second example I'm gonna gil give you is I'm not sure if this is what we're looking for, right? Very neutral. A little bit. Negative response, and you're gonna come back with. Seems like we're both wasting our time here, huh? This is totally opposite of what normal sales people will do because the normal sales person, if somebody tells them to their face, I'm not sure if this is what we're looking for. They're going to say, Why not? I showed you this and that. This does this and that. This is so good for you, right? That's what a typical amateur sales person would do. But if you're using the sales machine methodology, you're going to go negative. And you're going to say, Seems like we're both wasting our time, huh? So you're pushing them away? You're saying we're both wasting our time? Why are we even talking? And so, by doing that, people will naturally become positive. The mawr, your negative people will naturally become positive. So whenever I say something like this like, seems like we're both wasting our time here, huh? People will typically tell me. Well, we're not really wasting our time. We know we're learning about the product and see if it's a good fit for us, and they start talking about why your product may might be a good fit. So pushed, Um, negative and people's natural reaction is to go positive. The more you say you're wasting time, it's not for you. The more they're going to be like, Well, we're not wasting time. Well, maybe it is for us. You don't know that for sure. When they are neutral, you want to push them to the negative side. Let's go ahead and handle prospects who are in the negative zone. These are people who are saying your product sucks. You suck and we don't. We're not even interested in what you have. So when somebody is negative to you during your sale cycle, what you want to do is go negative. You want to go more negative than they are now. This might sound a little crazy. You might have to have a lot of courage to do this, but the more you go negative, the more they go positive because what is in motion stays in motion. When you push that pendulum all the way to the 10 or 11 it's going to swing back the other way to a 32 or one. And don't be afraid when you get a prospect who is negative towards you. And the reason is because that is an opportunity. The more negative somebody is, the more likely they are to close themselves. So let's say they say something to you like we already have a distributor, something negative, meaning we don't want your business. And we don't wanna waste time with you. Your response using the sales machine methodology is to say, I'm sure they do what great job, and you probably would never consider another distributor, huh? So if you say something like that, people's natural reaction would say, Well, I wouldn't say never. We're always looking for something cheaper or always looking for something, a waste to improve our business. Right, so you're going negative, more negative than they are. So if they say we've had a terrible experience with you and your company, meaning they hate your guts, you want to go more negative than they are, and you say, Looks like there's nothing we can do to get you to love us again. Yes, we're both wasting our time here. People's natural reaction to something like that is to say, Well, I want to say we're wasting our time. We're just saying that you can improve your experience a little bit more. You could prove your product a little more. When they go negative, you go even more negative, and they're going to swing the other way on the pendulum, and then they're gonna become positive again. So what is the rule here? Always go negative. You let the prospect close themselves, and you're gonna know exactly when this happened. So let me let me dissect us down a little bit more. If a prospect is positive, neutral or negative, you basically always want to go negative and that the reason is because when you go negative, the pendulum will naturally swing the other way, and they have no choice but to be positive in the sale cycle. And so when they become positive, what will happen is that the prospect will actually close themselves because they're going to sell you on why your product or service is so good and a good fit for them because you pushed them in the negative zone and they naturally want to go positive. And how will you know? Exactly When a prospect closes themselves, they will tell you up. Right? And this is where the sales machine met. The ethology differentiates itself from all the other methodologies. Other methodologies teach you to close. Close, close. Always ask for the clothes. As for the deal and run away as fast as you can and cash in at the bank for us. With the sales machine methodology, we're gonna do the exact opposite, and we're gonna push the prospect away, making them go negative, and they're gonna close the deal themselves. And how you're gonna know when the deal is closed is they are going to tell you. Trust me, I've done this enough. And once you start practicing this, you will understand that the prospect will close themselves. If you know how to push them into that negative zone, they'll tell you what the next steps will be. They'll tell you when they want to sign the contract. They're going to tell you when they want your product or service delivered. Just know that the more you push them away, the more you get your prospect to close themselves. So Rather than being like a traditional sleazy sales person who's always trying to close a deal, you're going to pull all the strings, give the illusion that the prospect has control Negative, countered them, and they will close themselves. 20. Softening Statements: Alright, guys. So now that you gotta understanding of what counters are, we're gonna combine them with something called a softening statement. Now, a softening statement is essentially just a statement that you're going to say before you make a counter to make the counter a little less harsh and more acceptable to the prospect . So some examples of some softening statements include Oh, that's a good point. That makes sense. I'm glad you asked that. I appreciate your question. I understand. I hear a lot of people say about actually. So when you combine these softening statements with the counters that I showed you earlier or some examples of counters, essentially, this is what it's gonna look like. And again, the goal of a softening statement is to make the counter a little less harsh so that when you ask the question back to somebody, it seems totally normal. So if somebody asks you a business question about your product or service and you could go come back without that's a good question, can you explain why this is important to you? Another one would be Ah, that makes sense. And why is this important to you? I'm glad you asked that. Let's say we can deliver this to you in two weeks. What would be the next step from here? I appreciate your question. Now, If you were me, what would you do? I understand. And if we could do that for you, what would be the next step? And so essentially, you know when any time somebody asks you a question and you don't want to immediately respond, sometimes you do want to respond directly to the question. If you know exactly their intent, a lot of times you do not know what their intent is. So you come back with a softening statement, and then you combine it with a counter, which essentially is a question. And then you get to the bottom of why they ask the question in the first place. So let's go ahead and go through some examples, some realistic examples of what you might face in the field when somebody asks you a question, how you can use a softening statement and a counter to get more information. So let's say somebody says your too expensive. Can you do better, right? I'm sure everybody faces this issue. And then, as a sales person or entrepreneur you're gonna come back with? Well, I'm not sure. Let's say I can. What happens next? So in that example, if somebody says your too expensive and you just straight, you soften the statement by saying, Well, I'm not sure. Let's say I can't. And then you come back with the question counter, which is what happens next. You soften the statement and then you're saying that I can't go lower on price now what do we do? And by putting yourself in the position where you're OK with being strong and firm in your price, it's gonna lead the conversation down to a route of maybe that prices actually okay for what they want. But maybe they're just trying to lowball you, right? Ah, the next example would be. Prospect comes back and they say, I really like you and what you have to offer, but we really need to get this done fast. So in the example of the prospect, they're saying they like you and they like the product. But they're saying they need it to be done fast. So you don't know in this example and what their timeline is or what exactly fast means so you can come back with the softening statement. I hear you and then you come back with a counter, which is I hear you. Let's say we can meet your deadline. What would the next steps be? So rather than saying something like, Oh, you know, we're super fast And we could do this than that for you. You just come back with a question say, Well, yeah, You know, I hear what you're saying. Let's say we can meet the deadline that you're asking for what were the next steps be? And so you want to get them talking as much as possible so you can collect as much information as possible. The next example is, does your product do X y Z? And so you say, Oh, it does wait A quick question. How are you handling that right now? And so that example? I answered the question immediately what it does, But I come back with quick question. How are you handling that right now? Which is advanced technique of how you want to counter, and then the not last one is going to be. I'm really dissatisfied with your service, right? So This is a customer who is not happy anymore with what you got. Then you come back. Wolf. I appreciate you telling me that now. When you say unhappy, what exactly do you mean? So again, rather than answering their question and saying how good your product or service is, you want to acknowledge that you are hearing them out with a softening statement, and then you want to ask a question back to get exactly why they are dissatisfied with your service so that you can correct it. So the main point that we're trying to drive here is in traditional sales. Most salespeople will answer a question the moment somebody asks it to them because they think it's an opportunity for them to sell their features and benefits but with the cells machine methodology, rather than answering their question when it's asked. So use a softening statement and then use a counter to collect more information on why they asked the question. So you're more equipped to answer it. And remember, it's not about who is the best talker or who is the best smooth talker it's about who can ask the best questions and who can be the best listener in If you can get those down than your sales, success will be inevitable. 21. Feeling Okay About Yourself: Hey, what's going on, guy? So in this section, we're gonna learn a new concept called Okay, Not okay. So for this concept, you're gonna be using it through the entire sale cycle because it's not necessarily a technique, but it's more of a mindset. And how you think about yourself how you think about your prospects and by mastering the okay, Not okay concept you on stomach a lot more challenges and be able to push through as a sales person. This So the main point about this is all about feeling good about yourself. Now, this may seem like a very simple concept from a surface level, but actually it's very complex and difficult to master. And if you do master it, it's going to take your game to the next level. Okay, so there are two ways you congenitally feel the first is okay, which is feeling good about yourself. And the second is feeling not okay. Meaning you don't feel good about yourself. So it's black or white. Either you feel OK or not. OK, so let's go into some examples of what exactly this means. Okay, let's give an example of feeling Okay, so let's say you're doing a deal with a company. A really big deal. They just signed the contract. They give it back to you, You go back to your office, You high five. Your manager, You high five. Everybody in the office, money going down. You're making it rain. You're feeling great. You're feeling okay about yourself and your selling situation. But what if in another example, you're expecting another company to sign a contract and you're going to the office and then the next thing you know, they don't let you in the office, They don't want to talk to you again. It was a super big deal. You had a lot relying on it, but it didn't pan out. Now you're feeling not okay, So the difference is one you're winning and one you're losing. But when you're not feeling okay, that could shut you down for the rest of the day. You may not have the emotional energy to push through to make another call to take another meeting to keep going. And if you do not feel OK about yourself, people are gonna see a and they're gonna feel it, and they're not gonna want to do business with you. So what you want to do, No matter whether things are going really well or things are not going, the best they can be is to feel OK about yourself all the time. Now it's very difficult to always feel this way all the time, but you want to get into the habit of doing it and how you want to think about it. Is this all about perspective? Because when something happens to you, you know most people think of it as good or bad. But how you want to think about it is something that just happens, right, And this is very ingrained in stork philosophy. You don't see things as good or bad things or things that just happen, and how you want to perceive them is totally up to you. An example of that is when it rains. For most people, when it rains, that's typically a bath thing because it can't go outside. It's cold, they're going to get wet. But from another person's perspective, maybe they love the rain, right? And so this person always feeling okay no matter what the weather is like. And that leads to another example when does it when it's sunny and it's great outside. People feel good because the weather is nice, but someone it's gray and rainy or snowy and gloomy. Or there's a thunderstorm. Ah, lot of people have this attitude where you know they don't feel good because the weather is not good. But the way you want to look at it, if you want to have emotional stability, is that no matter what happens, you have to feel OK about yourself, and it's totally up to you to see things in a positive life. So if someone doesn't sign the contract or they may never want to talk to you again, you could look at it like an opportunity toe learning you think about. Why doesn't this person want to talk to me again? So for the next person, I make sure not to make the same mistake. You can see at what most people find as a challenge, and you turn it into an opportunity for growth. And so that's how you're always gonna feel OK about yourself. You want a pause, reflect and think about the situation, and declassify and not say it's bad or good. But think of it as something that just happens, use it as a positive lesson and to become the better seller and move onto the next opportunity. So now that you have an idea of how to feel OK yourself all the time now, the next step is to make other people feel OK as well. 22. How to Make Others Feel Okay: All right. So now you know how to make yourself You okay? So the next logical step is how do you make other people feel OK turning their sale cycle? Okay, so I have a little story for you guys. I have had some friends who had an APP agency where they essentially make APS for clients. And when that someone has idea, they'll make it for them. And so there's obviously a sale process to convince this person to want to work with them. And the common mistake that I constantly saw when they were trying to do sales is that they would use a lot of jargon and buzzwords like sass, a P I and all these technical terminology is that people who might have been potential clients, we're just completely turned off because they felt inadequate. Or they felt dumb when they were hanging around with my friends who kept using the's buzzwords over and over. And so when I asked my friends, Why do you keep using these buzz words that nobody really understands? They replied to me, Well, if they don't understand it, it's their fault. In there, not technology savvy, it's their fall and So what? That attitude Obviously they weren't going to get many sales because a majority of the people don't know the same jargon. They don't know the same language. And if you don't make someone feel comfortable, especially in the selling environment, they're not gonna want to buy from you. And so to prevent that mistake with you guys, I'm gonna show you how you can make other people feel OK during the sales process in the first World, that is, to never use jargon, zor buzz words or any words that you think people may not understand. You want to explain things in plain English that anybody, no matter what technical experience they have, can't understand, because when you don't, you're gonna make the person feel stupid. And that's the last thing you want to do in a selling environment. And so when it comes to making other people feel okay, the way you make people feel OK about themselves is to find someone else who is more not okay than they are. Let me repeat that for you. The way you make people feel OK about themselves is to find someone else who is mawr not okay than they are. So how exactly does that mean? Well, you ever go to those family gatherings where everybody gets together, and then they start talking trash about that one person in the family who's just not doing that much with their lives and pretty much that what they do, it's just picked this person apart like, oh, they don't go to a good college. They don't have a good job. Oh, good thing I'm not like this guy. Good thing I don't, you know, have a job like this guy and basically everybody bandwagons toe, you know, talk trash about this guy so that they could all feel better about themselves. So the core from the mental of how you make other people feel OK is if you find somebody else who is not more okay than they are, and suddenly they're going to feel good about themselves. What you want to do as a sales person is you want to be that person you want to be that person that is not okay so that you can make the prospect fuel like they feel okay. And so, by doing that, you're creating an illusion where the prospect feels OK but the prospect also feels like they are in total control of the situation. But in reality, in a way, you're acting a little bit and you're struggling a little bit on purpose so that you could make the prospect fuel a lot more comfortable around you. So let me give you an example of how this works in the real world. One time when I was traveling in Japan, everything's in Japanese. I don't know any Japanese at all. And I'm looking for directions and I want to figure out how to get on the right subway. And so I go up to this person and the first thing I say this person is I need a little help . Can you show me where this place is? So again, you could hear it in my voice. I need a little help here, You know, I've done it so many times where I can get that tonality where it feels like I really need help. I really need directions. And when you put yourself in a position where you're struggling and you need help, people are gonna naturally want to help you out just because they feel good about themselves. is this hero it complex that, you know, they want to help other people in need. So, in a sales environment, you know, when I used to cold call at or coal and I wouldn't co call people who had no idea who I was , I would, you know, pick up the phone, call the number ring, ring, ring. And the first thing I would say is, Hey, I've been little lost. I'm looking for the person who handles marketing. Do you think you can help me out? So by pretending creating the illusion that I'm lost and that I need help people are a lot more likely to help me out. This is very different from other people who have a style of Hey, put me on the phone with Mike, the VP of marketing. When you say something like that, nobody's gonna put you to the VP of marketing. But if you say something like, hey, I'm a little lost, I'm looking for the person who handles marketing. Do you think you can help me out? So that's a totally different way of doing it. You could say the exact same thing, but the tonality and how you say it and how you show go and how you ask for help. It's going to make the other person on the line feel okay, and they feel in power and entitlement, and they want to help you out. Another example is, you know, if you're not cold calling, but you're in the middle of the sales process. If you want to get more information out of a prospect rather than trying to come off us, this expert that knows everything instead, what you want to do is struggle a little bit and asked for help. Ask them to explain things more easier in simple terms. So if someone's explaining how their business works, you could, you know, sit there, actively. Listen so you could say something. I got a little lost when you mentioned that part about X y Z, and I was trying to get a better understanding of your business. So do you think you can't help me out and explain that again? By doing that, I'm putting myself in a position where I'm learning. I want to know more about this person's business. I'm not the expert here. He's the expert. I'm just trying to understand everything I can and by putting yourself in that position in May on a surface level, look like you're at a disadvantage. But in reality you are in control of the entire conversation. You're getting the person to tell you everything you need to know, so that you can come back with more selling points. Another way to say it more casual is help me understand that. Do you think could help me understand exactly what you mean by that? So by doing things like that, asking those type of questions, putting yourself in a place of struggle, people are naturally gonna want to help you out its tried and true in everyday life situations as well as in the selling. And so by doing this, you're making the person feel like they're in control. Remember, on the other end of the example I gave you. If you use buzzwords and jargon and things like that, you make the person feel uncomfortable because you they feel stupid. But when you reverse the situation and you look like the person who's struggling, they're going to fuel a lot more confident about themselves. They're going to feel like they're in more control But in reality you're just getting all the information that you need and again, it's not. It's a little bit of acting, but the way I like to look at it is you're not being a manipulative. You're putting your best foot forward. You're trying to give the customer the best selling experience as possible, and at the end of the day, it's all about building that relationship and getting the sale. And again, you're not being fake. You're just struggling a little bit so you can make somebody feel more comfortable in the last way. You want to make people feel comfortable is by asking them questions at the end of every statement or when you tell them what's going on. So if you say something like you know, you're setting the expectations for meeting your I'm just gonna jump into it and and I might say something like, Hey, you know, at the end of the conversation either that we might see a fit and that's totally great will move on to whatever's next, or we may not see if it and that's totally fine. Does that sound fair to you? And they're going to say yeah, that sounds fair. So by asking a question like Is that Does that sound fair to you? Is that okay? Does that sound good? People are going to nationally agree with you, and then they feel okay because they feel like they're in control because they made that decision. I'll give you another example. If you're trying to schedule a meeting with somebody at the end of call and you're saying like, Hey, John, looks like we talked a lot about how my service might be able to help your company if it makes sense. You know, I would like to schedule another call with you so we could dive a little deeper into what your issues are. And you want to make sure that we can actually help you out here. Does that sound good to you? If you ask you like that and you add at the end, does that sound good to you? They're naturally going to say yes and logically in their head, agree with you. And then you move to the next stage of the sale cycle. So how you want to make people feel OK? Struggle, right. Make them feel like they're in control. Make them feel confident about themselves. And you want to ask these questions, like is affair? Is that okay? Does that sound good to you At the end of every step of the way, when you're trying to move forward in the sale cycle and by combining those techniques and putting it all together, people are naturally going toe like you. They're going to feel like they're in control there, feel like they're doing everything on their own. But in reality, your pulling the strings and you're making them feel comfortable. That's everything we have to cover on feeling okay and not okay. Learn these techniques. Master them, practice them, and you're gonna find that they're gonna work out for you. 23. Overcoming Fear of Money: Hey, what's going on, guys? So welcome to the section where we're gonna talk about budget now. Budgets gonna come or right after the section where you talk about the person's pain, you get them to tell you everything about their business. So once you get all the pains down, then you earned the right to talk about budget. But before we go into what exactly budget is all about, there's something I want to talk to you about. And that is in a lot of cultures, no matter where you are around the world, people have this fear of talking about money. And for a lot of us out there, the reason why we feel like they're certain negative stigmas towards talking about money is that we were trained by her parents that it's rude to talk about money in general so we don't do it. And, you know, when you talk to somebody about money, a lot of times what happens is either somebody has too much where they're rich or they have too little where they're poor, and there doesn't ever seem to the ah, middle ground between where you have just enough money, and so that's why making conversations about money? It can be very challenging sometimes. Overall, there's this idea that you know money is bad or you shouldn't be talking about money. It's only for corrupt business people. But in reality, when you're doing business with anybody, you have to figure out whether or not they're serious and whether or not they actually have a budget. Otherwise, you might just be wasting your time. So that's why, no matter what negative signals you have towards money, no matter what fears you have about bringing up money or talking about it or being afraid that by bringing it up too early, it might kill the deal. You have to have the courage to figure out if the other person has a budget to purchase whatever you're trying to sell, because if they cannot buy it, you're just completely wasting your time. So it's better to get the budget up front and again. You have to think of sales and money as a very stoic, un emotional aspect of the business. Of course, you want to be empathetic toward the other side where you have to make them feel comfortable enough to want to reveal what their budget is or how much you're willing to spend the same time you have to have the courage to fight your fears and talk about money and talk about the difficult things, even when it's not easy. So now when it comes to actually transitioning from the pain step where you're learning about the customer into the budget step, what you want to do is you want to summarize around 3 to 5 different pains that you talked about and make sure they're going to be the crucial pains. And then once you summarize that, then you can transition into money. And the reason why you want to do it like that is because by bringing up the pains first and then coming up with Hey, maybe there is a solution that's possible. How much are you willing to invest in it? That's when you open up the conversation, a pound money, and you make people feel a lot more comfortable about it because it makes sense in the prospects mind. So now that you have an idea of how to make that transition, I'm gonna show you exactly what to do when you want to ask for somebody's budget in the next section. 24. Asking for the Budget: Hey, what's going on? Everybody. So now that you've got an idea of how to make that transition from the pain step into the budget step, I'm gonna show you exactly what to say and how to say it when you are asking a potential prospect for their budget. Now, to give you a reminder of what that transition was all about. After you talk about the pain step, what you want to do is you summarize all of the pain and make sure you got everything. And if you haven't got everything yet, go ahead and continue that ping process until you got it all figured out. Then you want to get you want to make sure that you have at least 3 to 5 different critical pains, and then when you have all of that, you go in for the transition so you can talk about money. And again, money is something that a lot of people fear, but not you, because you are going to learn how to overcome your fears of talking about money and getting to the budget. Now the first thing you want to think about is you want to make sure that the prospect has money available, right? So not necessarily how much, quite yet. You just want to make sure that they have some sort of budget set aside for whatever you're selling. So a couple techniques you can use is using a subtle questions which will get into. Or you can use third parties stories. And you want to make sure you make these very contextual meaning that you want to make sure that the questions you ask in the stories you tell ah uses a lot of the information you're gathering during the pain steps so that they have a lot more context. And when it comes to how much someone is spending on their pain, it doesn't have to necessarily be money. It could be turnover or time, meaning, like if somebody is wasting a lot of time on something that's an expense that your solution can solve four. And so by nailing the pain down and it's super important that you really understand their pain emotionally because then what you're gonna do is you're gonna help the prospect put a price on how much they are willing to pay to make their pain go away and again, this is the pain that you brought toe life. This is a pain that maybe they didn't realize they had before. And now you're making it hurt. And when you're transitioning into the budget stuff, you're making them. I want to make the pain go away and you're letting them know that whatever you got gives them that ability to do so. OK, so when you want to discover a prospects pain, here are a couple subtle question examples that you can use. So the 1st 1 is John. Have you thought about how much you need to invest to bring this project back to life? So in that situation, you basically summarize all the pains at then you come in with the transition. You say, John, have you thought about how much you'll need to invest to bring this project back to life? And so it's a very subtle question because it's not saying, like, how much money do you want to invest or how much money do you have to make this happen? And you're just asking, Hey, have you even thought about it and how much it would cost to make it happen? And it's a very subtle way of asking the question. Second example is, Sally, I'm guessing you haven't put aside a budget for this, have you? So in this example, I'm asking a question, and I am strategically making the assumption that they have not put a budget for it where they may or may not, And I'm not exactly sure. So if they do have a budget, Sally will probably say, Oh, well, we actually do have a budget. And it's blah, blah, blah, blah, blah. And if it they don't have a budget, they'll say, Well, yeah, we haven't put together a budget and then I could follow up with Owo. It seems like this is a really big problem. Why haven't you guys set a budget for this yet? So you know, that gives you a little more flexibility with the yes or no. It's very Assumpta, but it works. And 1/3 settle question I'm going to give to you is Jim. Any idea how much resource is? You'll need to figure this out. So in this example, the key phrasing is I'm not using the word money or budget I'm using. The word resource is, and typically when Jim is going to think about that money is probably gonna be the first thing that he thinks about it could be human Resource is or whatever the case is. But it's another subtle way you can ask for somebody's budget. Now let's go into third parties stories and how you can use them to subtly figure out if somebody has budget available. So there are stories. Let's go, John. Usually when I work for companies like yours, they'll usually have a monthly budget set aside for digital marketing. I was curious to know if this was something you already thought about two. So in this example, I'm not asking them directly. Hate what? Your budget, man. I'm just saying, Hey, I you know, I work with a lot of people in the past and they usually have a budget, and that's a really normal. And I was curious to know, if you like them, you have a monthly budget as well. And so by framing it in that way, if John does have a budget, he wants to fit into that category like all the other companies and people like to fit in. And so, by framing your question this way, it's going to allow you to make people a lot more comfortable, and they're gonna be more willing to tell you whether or not they set a budget aside for whatever thing you are selling. So now that we have an understanding of how you can discover if somebody has a budget for you now, let's get into how much budget they actually have. So to discover how much money a prospect has available, we have a couple of different strategies you can use. So whichever one works best with your style and your product in your industry, go ahead and try that out. So and we're going to go through each one so you know exactly how to use them. So there's going to be six different ones ranging third party stories, a combination of ranging and third party stories, historical or future expectation, metaphor and the direct method. So let's go ahead and dive into the 1st 1 Here's I'm going to do it. I'm just gonna go ahead and dive into the example questions, and then I'm gonna analyze what exactly is going on and how you can use it for yourself. So the 1st 1 ranging Hey, Wilson, if you were to behalf heart what you were looking to invest to solve this problem, what would that look like? The other one is, Hebel said. Usually, when we work on a project like this, the total investment is somewhere between 10,000 to 20,000. Do you think you'll be able to invest that amount? So in the first example, I'm giving them a vague range of how much they are willing to invest into the problem. So by saying, Hey, if we were the ballpark, it, you know it allows them to be a little more flexible, so they might say something like 10,000 or 15,000 right? It's a vague estimate, and the thing is, when you're this early in the sale cycle, you don't necessarily know the exact dollar amount they have set aside. You just need to know the range and idea of how much money that they have, so you can make sure that whatever you're selling fits into that price range the 2nd 1 on being a little more specific by saying Typically when we work on projects like this, the ranges between 10,000 or 20,000 do you think you'll be able to invest that amount? So basically, if they say yes, you know they have a budget from 10 to 20,000. If no, you ask why and you figure out what their budget is and when you dive into ranging a little more deeper if they say yeah, we have the budget and then you can ask a follow up question and say, Do you think it's gonna be closer to 20,000 or 10,000? So that's how you can be a little more sneaky when you're trying to get a little more specific on how much budget that they have. Okay, so we're gonna go into third parties stories. Let's go, Sarah. I was working with a client a couple weeks ago who was experiencing the exact same challenges you were, and they were committed to taking care of this problem. They invested close to $10,000 to have us take care of that challenge. Would you invest as much as $10,000 if you felt confident we could help you here. So in this example, I'm using 1/3 party story, a past client who I charge close to $10,000 for And I'm asking the prospect that if they are similar to this other person, would they be able to invest $10,000? Either you're going to get a yes or no? If Yes, great. You got a budget of $10,000. If no, you want to ask why, and then you'll get to the bottom of where their budget actually sits. So again, third party stories is another subtle way to find out someone's budget. So now we're gonna show you a combination between using the first technique ranging and combined you with the second technique third party stories. And I'm gonna show you how to effectively put them together to come up with a powerful way to figure out somebody's budget. Let's dive in. Hey, Jimmy, I appreciate you telling me you can't review your budget for obvious reasons, but maybe you can help me out so we don't waste each other's time here. Typically, when we work on projects like this, the clients investment usually falls around 10,000 to 20,000. Which end of the range would we focus on or is this over before it even started? So let's dissect this a little bit. What I'm doing is the third party story where I mentioning that my past client falls around 30,000 right? By mentioning the past client and then giving the range of 10,000 to 20,000 I'm effectively using third party stories and ranging at the same time. So by using the question, which end of that range should be focused on, either this person is going to say the $20,000 range or the $10,000 range, and in which case you have, ah, vague idea of what their budget is. But the last question I put in or is it over before even started. So I'm basically negative countering this person. I'm doing the opposite of what people expect again refer to the counter and negative counter section of this course, and basically, I'm saying, or is it over right? And as a sales person or entrepreneur, by having the guts to say that, or is it over before even started, you negative counter them, too. Push him negative and they're going to come back positive and they might say something like , Oh, no, it's not over. We definitely can fall into the $20,000 range. And if when you get that number boom, you moving on to the next section of the sales process. So again, this is how you effectively use ranging and third party stories in a combination strategy with a negative counter at the end. Again, it's getting a lot more complex. But once you learn all the fundamentals, you're gonna be able to put these together easily. So let's go ahead and move onto the next one. So this one, we're going to use a historical or future expectations. So let's see what that looks like. Hatim. Last time you overhauled your entire system, what size of investment were you looking at? Do you expect to spend more or less this time around? So in this example, by collecting information in the pain process, I knew that Tim overhauled his entire system in the past, so that means he had to had some type of budget to make that happen before. So when I say historical future expectation, I'm using a pass reference to determine what the future spend might look like. And so, by mentioning the past and then asking him what size investment are you looking at now on? Do you expect to spend more or less basically framing the question so that he either says more or less? And then he gives me how much he spent last time and so I can price my product around whatever he priced around, more or less, depending on what he tells me. So you're collecting a lot of information with this question. And if you do it correctly, is going to be a gold mine because you can price your product basically on whatever your prospect tells you, and you make your product fit into that. Now we're gonna go into a metaphor example. Here we go. And Jonathan, when you're thinking about a budget for this project, are you thinking of literally college level or the major leagues? And then the following question is, what do you consider a Little League amount if they were to choose little league? Okay, so let's dissect this by using a metaphor like Little League, college level or Major league. It basically means small, medium or large, and by doing this in a metaphoric way, it makes it. If someone's not willing to review their budget and you kind of put it in this perspective , they might just openly say, Oh, no, we are a literally we're not. We're looking to spend that much, right. So that's the first step. You get an idea of how much you're looking to spend. Then once they say little League, the follow up question is, Well, what do you consider a Little League amount? So basically, by getting them out of the person to use the word literally, you earn the right to ask a question on defining what little league is again. You didn't define what the's leagues are. You basically just framed the question in that way, they're forced to give you a number of what Little League is. And then you're gonna get your budget. Okay, nice one. Now, this is gonna be the last one. This is when you're a little more direct and maybe and I'm gonna give you an example where the prospect it doesn't like you, and it's not interested in what you have. And this is how you're gonna directly ask them for the budget to make sure you're not wasting your time. Hates on. I get a feeling that you've been burned in the past by revealing your budget to a sales person before. Is that accurate? So if they say yes, then you say, I appreciate you telling me that. Is there something I said that made you feel the same thing? So before we go into next one, let's dissect that. So I'm basically if this person's very hesitant to give budget. Obviously in the past, there's something that happened that made him very skeptic. Go of anyone who's trying to sell in something. So what you want to do is if you feel that you want to call it out, that's gonna be a golden rule. If you feel something weird in the room or weird in a meeting, call it out, have the courage to call it out and address it head on. So by saying the 1st 1 I get the feeling that you've been burned in the past four system in the yes or no situation. So if he says yes, you want a first soften the statement by saying, and again, this is referring to the past techniques that we learned and passed softening statement, which is I appreciate you telling me that right acknowledge that you are listening, then you want to come back with a question, and this is actually a negative counter question because it is the opposite of what people expect so by, Instead of blaming something in the past or looking externally, what you want to do is put the blame on yourself and make sure that you are not the problem in this sales process. So I'm saying, Is there something I said that made you feel the same thing, right? That's a very courageous thing. Do because the person might say, Yes, you are being a sales person and you're being sneaky and I hate you. They you know, depending on what you're doing, they might say something negative towards you. And so, as a professional seller, you have to be able to stomach that, analyze it and improved, because by them giving you that honest feedback, it's an opportunity for you to grow. So what happens when they say no? So s so. If it's a know what you want to do is you want to negative counter them. You want to put the blame on yourself, mean you want to take responsibility even though it's not your fault. Even asked questions. Here's how it's gonna look. I must have said something that made you feel like you can't trust me or I would take advantage of that information. If that's how you feel, Tom, maybe we should stop here. It might be too difficult to do business with someone you don't trust. What should we do now? So again, I'm negative countering this person. What typical sales people do is they will just try to sell their product and, like, you know, do some sleazy sales techniques and said, What we're gonna do is we're gonna take responsibility and make kind of make the assumption that maybe it's something that we did. Because in reality, as the sales person, you always have the power to make a better sale situation. So you could always put the responsibility on yourself inauthentic way. And so once you do that, you know, you just want to say, Hey, maybe we maybe we should stop here again. Negative counter, because it might be too difficult to be do business with some you don't trust, right? So by saying, Hey, you're not giving me your budget, you obviously don't trust me, So maybe we shouldn't even do business together. Right? So you negative counter them, you push them on the negative side, they're gonna come back positive because their laws of physics states that what is in motion stays in motion by pushing them negative. It's going to swing back the other way on the pendulum to hit the positive side. And so they're going to say, Hey, it's not like I don't trust you. It's just that blah, blah, blah, blah, blah, blah, blah. Then you get the truth, the truth of why they're not telling you the budget, and then you have a better shot of actually getting it. And by asking that question of what should we do now, rather than making an assumption or forcing it to go in any certain direction? When you ask somebody what they should do now it forces them to think of a solution because a lot of times you may not have the answers for everything, and it might be a situation you just don't don't know how to deal with, And so by asking them what they want to do, basically, they're going to solve that problem for you. And so that's how you're gonna handle somebody in the direct away where maybe they're not willing to give you their budget right off the bat. And so those are gonna be all of the examples on how you can first discover someone's budget and then how you can figure out exactly what that budget looks like. And again, depending on your sale style, your product or industry, you know, you want to use different strategies that fit best for you. And again, you don't have to use every single one. Find the one that works best try it out, see if it works. If it doesn't try another one. And again, you know, these aren't magic formulas. You know, you have to practice, practice, practice and once you practice a lot, you're going to get an idea of what works best for you, and then you're on your way. 25. Land and Expand: So Hey, what's going on, guys? Some of this section we're gonna learn about the land and expand strategy. So when you're asking for somebody's budget, it's not always difficult to sell everything that you have in one go. Sometimes they don't necessarily have the budget to buy everything that you have, even though they may want it. And so now you to figure out what kind of deal you can work out to start small and then slowly grow your accounts right? And so this is the concept of landing and expanding, meaning that you get your foot in the door and you land somewhere, whether it's a small deal or, you know, maybe if you're selling a consulting service that could be a one day consulting. Maybe if you're selling a product or service, it's a free trial. So you land, and then you have a strategy to expand, meaning that used constantly up sell this person. So sometimes the most difficult thing is getting them to buy that first thing, their product or service. And then once you have them as a customer and you provide value and then they love you, it's gonna be a lot easier for you to expand, meaning you're selling more things. And I'll share a few my experiences with the land and expand strategy during my time at Oracle. So at Oracle we had I was selling HR software. Human Human resource is software to enterprise size hospitals, and the thing is, not every hospital wants to buy. Our full suite of human resource is software, which can range from thousands and hundreds of even millions of dollars when he gets to the high level. The challenge that we're faced with is obviously as sales people. We want to sell as much as possible because you get the biggest commission checks, but the same time, not even though customer wants to buy everything. Sometimes you want to test things out. So what we did was instead of focusing on selling the entire big picture, we focused on one thing, and that was a recruiting software. So we said, Hey, how about we get you set up with our recruiting software so that you can get people to apply to different jobs online and makes a lot easier streamlines entire process, and if that works out in the future, we will help you get set up with all our other software, like Pero, and benefits and success management, All these different Softwares that will fall into the HR category, but maybe later down in the future. So when you're thinking about your land expand strategy, what you want to do is you want to focus on that little piece that is most critical for your customers, the one that the challenges are most painful. Find your product or solution that can solve that pain the best. And once you do a good job on the 1st 1 is gonna open up the opportunity for you to expand and do bigger deals with your customers. So another example that say your your your marketing consultant and what you do is you Do you handle other companies paid advertising, right? So if you ask for their entire budget for all media across all different channels like Facebook, instagram, Pinterest, Google ads and all these things that people aren't gonna tell you and they're not gonna give you all their business when they first meet you, so what you want to do in that example, you want to start small, you say, Hey, I'm I do Facebook ads right now is is really hot. The prices are really low. I can help you do your Facebook marketing. And if we get a positive, are oi, we could talk about what it would look like to handle your other businesses, like Google ads and all these other platforms. So you want to start small, do a good job and then expand. So that's everything we have to cover on landing and expanding. 26. Negotiating Price: all right, What's up, guys? So this is one of the most interesting topics when it comes to budget, and it's also going to be where a lot of people are going to need some help. And it's going to be all about negotiating. Price. The subject of negotiating itself can be an entire course. But for the sake of this course, I'm gonna focus on the gems. The things that you could apply immediately is gonna get you the price that you want. And it's gonna make sure that you aren't going to get ripped off when you are doing your deals. Here's the thing about Price. Nobody wants to feel like they got ripped off and everybody wants to fuel like they got a good deal. So, for example, when's the last time you bought, like, a consumer product and then you got a really good deal on it? And if he was really good to tell all your friends about how much money you saved, But if the opposite situation, if you overpaid for something and somebody brings it up, it hurts a lot. So the money itself. This is something you should really pay attention to the dollar amount that you actually pay is not very relevant. It's more about the perception of how much money you're saving or how much money or how great of a deal you aren't getting again. It's not the dollar amount. It's the feeling, the emotional feeling of getting a deal when it comes to negotiations. Here's how you want to play things out. You want to make the other person always feel like they're getting you a deal, and you want to make it look like you are not getting the best deal. The more illusion of a bad deal, you're getting the better deal they're getting. So let's go ahead and dive into a real example of what this would look like. So let's say you are selling a consulting service and for you personally, you want $15,000 for that month. Okay, $15,000. And so when you are talking to a potential customer, you figure out what their budget is, and they say something like 10 to $20,000 right? So what you want to do is you want to start at the higher bracket again. You don't want to start at the price that you are asking for because people always, always, always will try to bring your price down. So you have to plan ahead of time. So if you want $15,000 what you want to do is you want to ask for $20,000 or $25,000 right ? Because you know, for fact, people are gonna ask you for a good price. If you want $15,000 you want to anchor them at $25,000 Right? Anchoring is just setting where your conversation takes place. So you say, Hey, John on. So for typically when I'm working with clients who have this similar problem my price that I you that the price of the usually invest for my services is $25,000. So initially, there the deals not over, because they falls with kind of within the price range that they gave you. But then it's a little higher, right? And they're gonna come back with how well 25,000 is way out of my budget. I was looking for something a little cheaper. Then you say, Well, what exactly were you looking for? And then they're going to say something like, I wanted $10,000 right? So they're gonna lowball you. They always do that. But what you want to do now is you want to struggle, right? And so you want to make it seem very difficult for you to lower your price. And if you do lower your price rather than always giving up money and like you know, they go high, you go low, they go high, you go low until you find something in the middle. What you want to try first is try to give them something that's not money in return for a higher price. So if you say if you say $25,000 they say they want $10,000 when you're at the 25 you say, Well, I don't know if I can do $10,000. You know, that's way different from what I was thinking. But, you know, something I've worked out in the past is if you know, especially since I'm doing consulting service. If we do a contract where it's a yearly contract, I can push this down all the way to $22,000 per month. Ah, but then we have to go about the yearly basis. Does that work for you? So by doing that, rather than doing a one time deal of a consulting fee, you could lower your price and in return, offer them a contingency where they have to do a yearly agreement, Right? So that's like saying, Hey, you want a lower price? I want a high price. I'll give you a lower price if we do a longer term contract. So again, you want to give them things that aren't necessarily dollars initially. So you're basically trading. You're you're lowering your price, but then you're getting your yearly contracts. On the end, you win a lot more bigger. Other things you can do is you can add on other products or services for free, to try to keep that price as high as you can. But in the event that they don't want any of your free things, they don't care about your offers. They're just focused on price than then it's OK to go lower and they're gonna go hires until you meet in the middle, right? So you say OK, I don't know about 10,000 but I could do 22,000. They say I don't know if I can do that. I'll do 12,000 and then you go. 20,000 they go 14 and then you go 17 they go. 15 you go. 16 they go 16. So, you know, when you guys are nearing down the price that fits in between what two people want, you're gonna get to, let's say, $16,000 which is 1000 more dollars in that 15,000 that you initially wanted. So they're gonna walk away thinking, Wow, this guy charged me $25,000. Initially, I got him $9000 cheaper. I got such a great deal. In reality, you ready planned that this person was going to do that anyway. So by angling them high, letting them push you down low, you're going to get to the point where you're probably gonna feel that the price is fair for the work that you're gonna be giving them. So in the illusion that you're creating is your you want to give this person the feeling that they are getting a good price, and you have to have a courage to anger them high so that when they push you lower than you know. You're gonna get the price that you actually want. You're gonna walk away happy. So to re summarize everything you want to anger them high. And if you lower your price, try to get something in return, like a yearly contract or if you can keep your price high. But give them something else, like free consulting services or free products that keep her price high. And if in the cases they don't care about those things, keep lowering your price and they keep increasing their price until you meet in the middle . But know that because you angered them high, you're going to get the price that you want. So that's everything we got to cover on negotiations and let's move on to the next section . 27. Introduction to Decision Phase: everybody, what is going on? So now that we understand the budget, we are going into the decision phase, and in this section, we're going to give you an introduction to what exactly the decision phase is and before we dive in. One thing that I will clarify is that the decision phase is all about identifying who the decision makers are as well at the stakeholders, which essentially are the same thing and what steps need to happen for a decision to make place. Now, here's why. The decision face is super important. So when you're talking to a potential customer, a prospect, there gonna be a lot of situations where the prospect will tell you that they need to think it over. And all times this May stall deals. And as we know, time kills all deals because when people don't know how to make a decision, no decision will be made. And a lot of times the prospect. They may just be kicking your tires and you might be talking to the wrong person the entire time. So even if you even if they wanted to buy something, there may be so many approval processes and so many people to go through that they can't even by what you have, even if they wanted to. So we're gonna look at how to look at a company to figure out who the decision makers are, what the decision making process is. And you know, there's gonna be no guessing, no mind reading. We're going to get to exactly identifying these elements within a company and find the truth as quickly as possible. And before you know that you can enter the decision making process here, a couple things that you have to keep in mind in the beginning of the conversations, you want to make sure that you set the right expectations. So one of the things that we taught you to do is to say, you know, at the end of the meeting, either we're gonna find a yes or no decision. If it makes sense to move forward, we're gonna spend the last five minutes deciding what the next steps are. And so it could be within these next five minutes that this is the decision making phase or even earlier than that. So you want to make sure that you got the expectations up front in the beginning that you can make a decision by the end of the meeting. Now, the second thing is, you want to make sure you have really pain. You know, you wanna have 3 to 5 different pains that the company or person has, and you want to make sure your product or service actually solves for that pain after the pain is, you want to know that the person actually has a budget, So meaning they have to have money to buy whatever is you have tow offer. So if you set the right expectations, they got real pain and you have a budget from them. When you want to do is you summarize the pain and the budget, and then you transition into what the decision making process looks like. So an example. If that is like, if we can do all these things, what would the next step look like for you? Here's how you're gonna figure out what the decision making process is. And the first thing you have to realize is that you should never believe the prospect based on their first answer. The reason is because although prospects don't mean to do it prospects always lie. So the first thing they say typically isn't the truth it can be. But for from my experience and all for a lot of sales people out there, people always do like because they may say they have the decision to by right now. But in truth, they might have to talk to their wife, to their kids, to their boss, to their president, whoever it may be. So a lot of people have to get improve. Allfirst's in someone, even though it's not necessarily on paper. They have to talk to somebody. And so when somebody says they can make the decision, you want to clarify if that's actually true. And if not, what processes needs to take place for that to happen. But the technique you can use to figure out what the decision making process is is. You know, after you talked about the pain and the budget, you want transition into the decision phase, and this is what you can say. Let's say we go through with this. What's that going to look like? Well, I mainly be talking to you. Is it just you who's going to give me feedback? So basically these questions. What they're doing is saying, once you do the deal in the future, will they be the person you will be mainly communicating wolf, Or is there another person involved? If someone else is going to be giving feedback? So that's a very subtle way of asking Who else is involved in the decision making process? Because if this person says, Oh, I'm gonna give you feedback. But my president, my boss, is also going to be giving you feedback. If that's the case, then the next question you would follow up Wolf is you know, why isn't he in this meeting? Right? So this is a very subtle way of asking Who else is involved in the decision making process ? So a couple other transitions that you can use is, Who else do you think we should involve here, right? And so by just lightly saying that they might mention like, Oh, this person is involved, this division involved. And then you kind of see, you know what decision making power they had in that process. Another question is, do you think this will affect anyone else at the company? So it's a very subtle way of doing it. You're not saying you know who exactly is going to say yes or no? Who's gonna be the decision makers? But it said You're saying, Who else is it going to effect? And who else should care about this? And whoever this person brings up, you want to make sure what say Do they have in the decision making step? The last one's gonna be using 1/3 party story, which is typically when I work with clients like you. There's an approval process that blah, blah, blah, blah. I was curious to know if your company has one as well. So using a metaphor of, you know, companies like you usually have approval process and then, you know, asking them, you know, cures to know what your approval process looked like. And then when? By doing that, they're a lot more willing to tell you exactly what their approval processes. Who needs to check the boxes? Who needs to say yes and you write them all down and then you make sure everyone says yes on the decision there. Those are a couple questions you can use to figure out who that decision maker is or what the approval process looks like, and you want to make sure you know every single individual involved in that decision and exactly who needs approved for it to happen and again, one of the best ways to do that is to keep asking the person what happens next. What happens next? If we could do this, what will happen next? And the person is gonna tell you exactly what steps need to take place to get a deal done at their company, now that you have the tools to figure out who the decision makers are and how to figure out what processes a company has within the company to figure out what decision making steps need that happen? Here's a mindset thing you need to realize you never wanna walk out of a meeting with a maybe or I'll think it over. You either want a yes or no, but you never want to take a maybe. And the reason is because maybe it's a plight way for people to say no. Maybe they are interested. Maybe they aren't, but you don't know exactly why. And so when this happens, people hard. Basically they don't make any decision because there's no urgency. And when When people give you a yes. Or maybe you basically have to keep following up, over and over and over again and you have no idea what the next steps are. And you can just be completely wasting your time so you won't have the courage to get the prospect to either give you a yes or no. And if they say no, totally fine. Asked him Why? And maybe it's not really a good fit toe work for each other. But if it's a yes, then that's great. Now, in the case, if it's a longer sale cycle at the beginning and end of every meeting, you want to make sure you set the right expectations to make sure everything is on track. So at the end of the meeting, in a long sales cycle, maybe it takes like five different meetings before you can actually close a deal. At the end of the meeting, you want to make sure that everybody is okay. Everybody is still yes, and everything is still on track. And if it's a no, you want to figure out how to get it back on track or if you just killed the deal there. And one thing you want to keep in mind is that you never want to leave anything to chance. You would never want to think Oh, maybe this guy will buy something from me. You rather want yes or no. And to do that, you have to have the courage to actually ask him these hard questions. And you want to make sure that you stand your ground when you are doing it right, because if they say no, you have to be strong in understanding why they're saying no so that you can improve your sales either to get that deal back on track or to improve the next sales that you have in the future. And it's always better to get a no in the beginning because the earlier you do it, the less time you waste. 28. Decision Qualifiers: Hey, what's up, guys? So now that you have an idea of how to make that transition into talking about the decision steps now we're gonna look at exactly what elements you need to look at when you're uncovering who exactly the decision makers are and what this process looks like. And so we're gonna use these qualifiers to make sure that your deal is legitimate and you can actually make a sale into that company. And one thing I'll mention is that when it comes to decision qualifiers or going into the decision phase, it's all about learning how to get a deal done at another company. It's basically understanding how they internally work and pulling all the right levers so that they can make the buying decision for whatever is you have to sell. And so this tragedy is gonna work when you're selling to individuals as well as selling into more larger and complex companies. The fundamentals are pretty much the same thing, so go ahead and use them for basically all types of situations. All right, so when we're breaking out, the decision qualifies. You want to break down two different questions, and first question, you want to ask yourself is who? Who makes the decision what their roles are? Are they a direct or indirect influence on the purchasing decision and who else is involved besides the buyer? Because it could be different types of people in different departments that the purchasing decision may effect. So you want to figure out the Who who exactly is involved in thes selling situation? The next step you want to figure out is what? What is involved in each decision making steps. So exactly what needs to happen? Is there an approval process that somebody have to fill out a form so it figure out what happens in that decision process? Next question is when you wanna have a some type of timeline on when a decision will be made. The reason why you want a timeline is because if it's indefinite or people are very big on when they will make a decision, you're gonna have to keep following up. You're gonna keep having toe have different meetings, and by putting a timeline on things, it builds urgency internally within the company of when things have to be done. Ah, technique you can use is when you want someone to play with your timeline. You want to create some type of artificial timeline that they have to make a decision by a certain day or else they lose something. For example, you might give them a special discount. And if they make the purchasing decision after that day, then that discount is no longer valid. So create some type of urgency of when. So the next one is where? What level will the decision be made? So will the decision be made at the men Drew level Director level VP President, Board of directors. So you want to know exactly not only who is involved, but at what level? Because if you're selling something that is small and nobody really cares about it, that's really good information. But if you're selling something that is going to affect the chain all the way up to the top of the corporation, then you need to know at what level will that decision made? The next one is how How will that decision team made? Will it come to a vote? Do people have to come out with different justifications? How can you help them, you know, sell your case and how do you help them convince everybody at the company? So knowing how a decision is made is super important, and you don't want to leave it to the other company to figure everything out themselves. Because for the most part, it's very difficult for large companies and even individuals to say, organizing to make decisions. So as a sales person, your job is to figure out how to get a deal done externally at their company. The next one is why? Why are decisions made this way? So, for example, if somebody let's say a company is going to purchase a software from you and expensive software, who is involved in that decision making and why are those people involved? So you want to know exactly why decisions are made in a certain way, because if it's not favorable for your condition, you may have to change that. Why, so that it is favorable and that you could actually get the deal done. And, of course, before you make any type of presentation, you want to make an agreement with the prospect that they will make a yes or no decision at the end of the presentation, so The reason I bring this up is because once you get the pain, you get the budget and then you get the decision steps. The next logical step is going to be the presentation. And so when you get this all down, you want to make sure that everyone there in the decision making process will make a yes or no decision at the end of the presentation. And never, never, never a maybe. So at this point, you want to make sure you know everybody who's involved in the decision making process, what that decision making process looks like a timeline on when they will make the decision , what what level The decision is going to be made, how it's going to be made and why it's going to be made this way. And once you've got all these informations down, then it makes sense to talk about the presentation step 29. Internal Champions: Alright, guys, let's talk about internal champions now before you even get into that. One thing I want to clarify is that when you are figuring out who all the decision makers are, you want to make sure when you're doing your presentation or when you're doing your cause. You're talking to everybody and you have everybody in the room. And the reason is because you can sell your product or service the best. And you do not want other people to sell your product for you because they may not do a good job. You're always gonna want to be in the same room as all the decision makers, either at the same time or at different times during the sales cycle. But in some situations, you just can't get all the decision makers in the same room. Or maybe there are certain gatekeepers or certain people blocking you from actually doing that. And so first you want to try toe, get everybody in the same room. But if you can not, here's what you can do to leverage internal champions to sell for you when you need them to . So this is how a lot of companies work especially in larger organisations. You know you have a big company, you know, when you get the higher levels of the company, people just don't have time to be taking a meeting with someone trying to sell them something so they may need it. So what they do is they send a lower level person to go out and meet. You collect as much information as possible, and then they're going to get that information, take it back to their team and then they're gonna make a decision. So when you are giving this person that they're sending out the information, you're you're giving that person the presentation. What you want to do is at the end of the presentation, you wanna ask this person specifically, you know, based on the presentation, would they buy your product or service? And by doing that, you're going to get an answer, yes or no. And of course, you do not want a Maybe if they say maybe you want to dig deeper and push them into a yes or no. If they say no, it's fine. If they say yes, it's great. But so here's the thing. If they say no, then you know that no matter what, they're gonna tell the people their superiors the answer is still gonna be No. So if it's a no after the presentation, it's probably not a good fit. Assuming you did your job correctly, they say, yes. What's gonna happen is what you did is you created this social pressure. You got them emotionally involved. So when you're telling somebody hey, based on the presentation, would you by my service or product, they say, of course it sounds great. Everybody will love it. So now when they go talk to their superiors, they already told you, Yes. So they're going to do whatever it takes to get everybody to say yes so that they don't go back on their word based on what you had in that conversation. So again, you want to get them to a yes or no decision, and you want to get them emotionally involved now, when it comes to what that person will actually say to their superiors or everyone internal at their team, especially because you're not gonna be there. This is how you train your internal champion to learn how to sell your product for you. Okay, So here's how you gonna empower them. You want to go over all the hypothetical situations that this person that will probably encounter and then you want to give them all the answers to thes situation and how you arrive to what those potential situation is simply, you just ask your internal champion. So let's say you're at the end of the presentation. You ask their internal champions say, Hey, based on what you learn in the presentation, do you think you would buy this service? And then they say Yes and say, OK, great. Well, you know, if you feel really strongly about this and you take this to the rest of your team, what? Some of the questions you think they're going to ask you before making a decision? And so the internal champion will probably say, Oh, well, they're going to say this. They're going to say that they can say this, so whatever things that he or she comes up with, you want to provide this person your internal champion in answer for that. Let's say your internal champion's name is Bob and you say Bob, look, if we do this deal, what do you do? If you know, if you take this back to your team, what do you think some of the questions will be that they're gonna have for you? So I can best help you answer those questions now so that when you go to them, you actually have an answer. And then Bob would say, OK, great. Well, you know, John, over there, who's the head of international sales will say what this product worked in all our international branches. And then you say, Okay, great. We'll actually does. This is what you're gonna tell him. So basically, draw out as many questions as you can from your prospect and your internal champion and get all the things that may kill the deal and then answer those questions for this person so that when he goes back to his internal team, he already is equipped with all the answers that you guys brainstorm together again. Now, you're totally empowering this person to do the selling for you. So no. In every type of situation and every type of question that this person your internal chapping, will face internally, they will have an answer. And so that's how you're gonna equip your internal champion and empower them to sell just as well as you can 30. Organization Mapping: Alright, guys. So in the next lesson, we're gonna learn all about organizational mapping. So organizational mapping essentially is mapping out the entire company that you're trying to sell into. So as a seller, it's your responsibility to figure out what all the departments are, who's in charge of everything and basically exactly how a deal is going to happen. Because if you don't do this exercise, you're not gonna understand what's going on internally in the company, and then you're just guessing on what is happening. By mapping things out, you're gonna know exactly who is simple to do what and what exactly to the next steps are to get a deal done at another company. So here's how you gonna do organizational mapping. First thing you want to do is you want to draw either on paper on your computer, the entire organization at a company. So you want to know the marketing department sales Department of Finance procurement? All these things just draw them all out, and then once you draw all the departments out, put a check mark on all the different departments that will be affected by the decision to buy other your product or service. And so you want to make sure that you first you map out the entire company, Then check Mark. All the ones are actually relevant to what you're selling and who are actually gonna care in the decision making process or within the departments where you're putting the check marks there. You want to put down who is in charge of each department. It is important because you want to know who the decision makers are because of effects department who is in charge. So now that you met that the organization you know of the departments that are important for your decision and you know exactly who's in charge at each department the next time you want to do is you want to find the person you have the best relationship with. You want to find that person. Typically, it's gonna be your internal champion, and you want to write down every single thing you know about this person from his social life is business life, how technical he is with your product or service or in general. And so basically, you want to know everything about this person because they're going to be the person that helps you sell within that company. So again, by mapping on the organization, you get a full picture of what's going on, how it works. You know all the departments who's in charge, and you know that person who is going to be your main helper in selling into that company. So once you get your organizational map down and you complete that exercise, it's gonna help you sell a lot better when you map things out versus guessing and having things be very vague. So that's everything on organization mapping, and I will see you guys in the next section. 31. Solidifying the Agreement Before the Presentation FINAL: Alright, guys. So now we're gonna move into the next section, which is going to be the presentation phase. And the first step of the presentation phase is to solidify the agreement before the presentation. So let me explain to you what I mean by that. The first thing I want to think about is the only goal of a presentation is to get the order and confirm the clothes. And this is where a lot of people have it confused because, ah, lot of amateur sales people. They believe that they have to do this crazy dog and pony show and they have to show the prospect just how great their product or service is before they can actually get the clothes. But this is actually totally backwards. So with the sales machine methodology, we're gonna work in a reverse way, and it's gonna make you stand out from all the other sales people out there. So again, the only goal of a presentation is to get the order and confirmed the clothes. Once you get into the presentation step, you're not closing any more. For the most part, you already got the sale. You just need to confirm it wolf that presentation, right? So you're only confirming what you already know. So what do I mean by this setting? The expectations is the close. So remember when I talk to you about setting expectations at the beginning of this course where you want to make sure that the prospect knows what you want, you know what they want at the end of the conversation. Either there's gonna be yes or no, but never a maybe. Remember that concept? So when you doing a presentation, here's the things that you've done before you even get to the presentation phase. You have qualified this prospect to even get to that phase. And if they got to that phase, then there's a high, high possibility that they're actually going to make the purchase. And by qualifying them, you already know that they're going to be a good fit for your product or service, and you just seem to confirm it and show them the presentation so that they can actually make sail again. So before even get to the presentation, here's what you have already done. When it comes to setting the expectations, you go over the pain, you go over the budget with the money step and you go over the decision making process. Right? So there are three elements, you know, they have a problem, you know, they have money, and you know how they are going to make a decision. And so when you're before you make the presentation, you know when you found out the budget and the pain and the decision, it might have been on another day or another call. It may not be a one day close, so in that case, it is a multiple day clothes or make your sale cycle is multiple months. Then you want to make sure that nothing has changed before you make the presentation. And again just because you show up to make a presentation for somebody it doesn't absolutely mean you have to actually give the presentation because of something else changed. You have to go back to the pain process, budget step or decision step and make sure everything makes sense before you move on to the presentation. So again, you only go into the presentation when you get all these elements down. And so, before beginning the presentation, you want to get a commitment from the prospect or prospects that after the presentation they're either going to give you a yes or no decision, and they don't can't think it over that, you know, it's it's either they're in or their outs, and you want to make it absolutely clear that you're never going to take a maybe. And so by getting them to agree to this commitment up front, it's going to speed up the sale cycle, and you're going to know right away if it's going to be a fit or if it's not going to be a fit and again the presence. When you get to the presentation phase, you already know you're going to get the sale. You just need to confirm it. And so that's why you want to make sure you set the right expectations before you get into your presentation. 32. Preparing for the Presentation: So when it comes to preparing for your presentation, there are a couple rule thumbs that you should follow so that you can make sure your presentation as as best as it can be. And now, when it comes to actually doing a presentation, depending on your product or service or what industry and it's always going to vary, some people like to do PowerPoint style. Some people have to do a live demonstration, so every situation is going to be different, so you have to be mindful of which one works best for you. But here are some simple rules that you can use to make sure that that presentation is as good as it can be from a strategic standpoint. So the first anyone think about is when you are presenting, you only want to present items that relates to solving the pain that use discussed in the pain process. This is not the time to introduce any new problems. It's not the time to use new techniques or anything like that. You just want to be as clear as possible. And that means remembering what the pains were when you had that conversation about uncovering the customers pain and then your present presenting a solution to solve those problems. So whatever you're presenting or whatever you're doing, make sure everything has the purpose of solving the problem that the customer has. And you and again, you do not want to introduce new pains because that's going to totally throw off the presentation. You only want to bring up pains that you have already discussed in the past, And if you think there are more pains that your customer prospect should be more aware of, then you shouldn't be in the presentations that quite yet you should go back to the pain step, make sure they understand what the pain is and make sure that they want a solution before you present them a solution. So again, Onley present the things that are relevant to the prospects pain that was discussed. And if you have a physical product or even a digital product, what you want to do is you want to make sure that the prospect has time to feel and touch and use the product. The more someone uses a product, and the more they touch it, the more likely they are to see see themselves in the future, actually using that product, so let them touch it as much as possible. Let them use it. And whenever the prospects interrupting, make sure you address it right away. Don't tell them that you handle those questions at the end of the presentation. Just stop pause. Let them ask your question, analyse it and then address their question accordingly. So you always want to let the prospect interrupt when they have a question, because it makes if you like your listening. And, of course, when you're presenting, it's not about doing a dog and pony show. Don't worry about if they ruin your flow. It's all about presenting things that they actually interested in. That's why you want to focus on their pains. And if they have any questions during your presentation, that's why you want to address them right there and look it when it comes to, you know, doing your entire presentation. It's totally okay to not finish your presentation, because if your prospect wants to buy it right there on the spot during the middle of the presentation and they say, Look, man, we don't need to see anymore. I really know this is what we want. Let's go ahead and move forward to the next steps in buying decision. So it's totally okay to end a presentation early if the prospect wants it to end early. And you know they're gonna be a lot of instances where the prospects gonna have questions. Like, can your product or service do this, or can you do that? And so what you want to do in those situations again, work off what your prospect is saying and say, Well, yeah, I can. But I'm just curious to know why exactly do you ask that question, or is this really important to you? So again, you want to understand the intense behind every question when they asking you it, even during your presentation, similar to how you're doing it in the pain process during the beginning of the sale cycle. And when it comes to presenting is gonna be visual audio kinesthetic. During the process, where you're learning as much as you can about your customer, you want to take note of what their preferred style of learning is, whether they want to see a power point or whether you don't. They just want to have a conversation and you're presenting it, Do verbal or if they want to feel something. So you want to get the read on that before you actually do your presentation so that you can prepare your presentation and make it great in that way. And, of course, don't be afraid to abort their head of the so many instances where you're doing a presentation and things are just not going well. And that happens to the best of us. No matter how good you are, sometimes you just fall into those situations. So in those cases, it's totally okay to end the presentation early and abort the mission and come back another time. Because if you know you're not gonna get the sale and it's not going anywhere, there's no sense in continuing to dig her grave. So if you need to abort, know that it's totally okay to abort. And if that deal fails, know that there's more future opportunities. And if it doesn't completely fail, know that there's opportunities for you to go back in. So that's everything on how to prepare your presentation from a strategic standpoint, and now we're going to show you in the next section how you can structure your presentations to be the most effective, as you can 33. Beginning, Middle, and End of Presentation & Closing the Deal: Alright, guys. So now that you set the expectations before the presentation and then you prepared for your presentation thoroughly, the next step is to actually give the presentation. And in this section, we're going to show you how to structure it from the beginning, the middle and the end. And we're going to show you how to finally close that deal at the end of that presentation . Okay, so for the presentation, if it's team selling, you want to make sure you know what everyone is saying, and the reason is because you don't want any curve balls to come out at this part, you want to be crystal clear on exactly what you're gonna do and what everyone else is going to do. Also, you wanted eggs in eight, a team captain and at Oracle. We did this a lot where one person would lead the charge during a sales meeting. And the reason is because if you have multiple people trying to take control of everything , things get really confusing, and it's hard to figure out what's going on. But by assigning one person who's the team captain, it's going to make things a lot more simpler Now, in the beginning of presentation, you want to open up by addressing all the pains that you discussed during the pain process . And again, you don't go into a presentation unless you have 3 to 5 different pains that you are going to software your prospect. The next thing you want to address right there is the specific dollar amount you will charge for solving their pains and a lot of sales. People make the mistake of delaying the dollar amount until the very, very, very end of the sale. Psycho after the presentation, after they've done everything and in a lot of times, what happens is it gives sticker shock. It surprises the prospect if it's too high and the CEO can die right there. But by setting the right expectations and then designating a specific dollar amount at the beginning of the presentation, there are no problems with Price because you already did a good job in getting their budget . Now, if there is a problem of price right there, you want to address it, and it's not even worth going into a presentation if you know they're not comfortable with paying the price that you are offering, so again go overpricing ahead of time. Now, the last thing you want to cover at the beginning of a presentation is an agreement for the prospect to either say yes or no at the end of the presentation. Not a maybe. Right you do not want. I think it over. You don't want any maybes. You want them to give you a straight answer? Yes or no? If it's yes, great, you can move on to the next process and closing the deal. If no, you can figure out what you need to do to get it to a yes. Now, in the middle of the presentation, after you set your agreement and you transition. So you want to transition with a compelling opening. So that would be a story. A personal example. A personal observation. A really love. A relevant statistic. Basically, anything you find would be interesting for the prospect you here. That's what you're gonna want to talk about in the middle of your presentation. Right? So once you have them hook, they're engaged. Then you can actually go into the pains of what they feel. And, you know, I'm not going to go exactly into, like, how to write a good story or use a personal example because those air essentially different . That's more of a pitching class or storytelling class. And this section we're just gonna give you the framework you need to use to structure presentations and how you want to use your story or relevant examples. It's totally up to you based on your product or service or personal experience. Now, in the middle of the presentation, you're gonna basically just be talking about their pains, right. All you're doing is addressing the pains that you already discussed before and the four method I like to use, and I found it very, very effective. Is this I S B formula issue, solution and benefit. So when you bring up a pain, all you want to do is bring up the pain or the problem with a challenge and make it her as much as possible. Then you want to come in with a solution, and it's typically how your product or service solves for that pain. But it's not enough. Just explain to your prospect how it solves that pain. You got to give them the benefit and the significance on why your solution is great and why it's important to the prospect. Because if they don't understand the why and they don't understand it emotionally, they're not gonna make the connection logically. So again, you bring up the issue, then you come in with the solution and then you explain why that solution is a perfect fit for them. So if they have 3 to 5 pains, all you want to do is go one by one. First pain, second pain, third pain for pain. Fifth pain you have you know, So you first pain. You give the problem to give the solution to give the benefit of why your products Good. Then you move on to the second pain. You rinse and repeat, and you continue that cycle. An example of the I S P formula in action is when I used to sell HR software at Oracle and so a lot of times the hospitals I was selling into if I'm selling HR start for the hospital there manually processing a lot of their resumes. So when someone applies for a job under a website, they have to send it Teoh. You know, info at hospital email dot com, and they needed a system to do this. And that's a really big problem, because it takes hours and hours for them to manually process that information. So the solution was or core recruiting software that automates that entire process, right? So I came with the issue that I came up with a solution. Now you want to explain why that solution is important, and the reason for this specific example is my solution At or co saved them so much time from doing manual work that their employees didn't have to do any of that grinding work that doesn't take any brains to do. And now they could focus more on strategic things and help the company grow. So rather than focusing rather than paying someone who's doing low skilled labor, you can just replace that low skilled labor with technology and reallocate your talent to do things arm or challenging and more strategic to your business. And so, using that formula issue solution and then the benefit the explanation on why your product is good, that's going to get the ball rolling Now you continue to do that over and over. You solve all their pains and Then when you're about 2/3 through the presentation, what you want to do is you want to take the prospects temperature, and this is called the temperature close. So this is when you're not even done with your presentation yet. You're 2/3 of the way, and you basically ask your prospect in your own style and you say, Hey, on a scale of 1 to 10 how close are you to saying yes with yes, being a 10? And so what you're doing is you're gauging you're getting a few of how interested they are in your solution. And again, if you did a great job during the pain section of the sale cycle and you understand what they actually want in how your product or service fits into that, they should be on board. Now here's is what's gonna happen from a numbers standpoint. If the person says less than five, which is typically a negative response, and they say, you know, you ask them, Hey, on a scale of 1 to 10 how close were you to saying Yes, and they say three. You know, that may come to a surprise to you, and you might say, Well, OK, I get the feeling you have no interest. Is that fair to say? And then after that, you want and they say, Yeah, I'm not interested. Then you want to ask, What can I do to make that number higher for you? So whatever they say, you wanna work at that to see if you can get that, you know, three or two or four up to 10 right? And in some cases, you know, maybe you didn't do a great job in understanding their pains and they're not interested in the presentation. And so, in the beginning of rumor, when I said the presentation only confirms the close meaning you should have ready get the clothes before the presentation. I am. What I meant was that because you did a such a great job understanding the prospects pain, you already know that they're qualified to make the buying decision. But if it's less than five, then it's possible you may have not have done the best job in the case where it's gonna be a 5 to 7. Well, you want to do is you just want to continue the presentation and then you want to take their temperature again. Typically, when it's a five or seven, what happens is they just you just haven't solved enough of their pain yet. You might be on your third pain throughout the presentation when there's five. So once you go through the rest of all the pains and you show how you can solve those problems, then you take the temperature again and see if it's any higher. Now, if you're 2/3 in and your prospects says eight or above so eight or nine what you need to do in that situation and say, Well, what do you need to see to get to a 10? So if there eight or nine asked him, What do you need to see to get to a 10 and they're gonna tell you exactly what they want to see? And then you show them that, and then they are going to get to 8 10 But if you do the temperature close 2/3 of the way during your presentation and they tell you they are at a 10 what you want to ask him is, you want to stop and then you just want to ask them what would you like to do now, right? In that case, the prospect will close themselves. And that's when you get out the way again. The prospect will close themselves. I think a lot of the sales training out there will teach you to always be closing. Always be closing. Always ask for the clothes, always ask for the deal. But in the sales machine methodology, what we're gonna do is we're going to get the prospect to close themselves, using the temperature closed. Conceptually, all you're doing is you're getting a read of where they stand from 1 to 10. Then whatever they say, your job is to get that number, whether it's 567 or eight and you want to push it all the way to a 10 and how you do that is you just keep asking them questions on what do I need to do to get you to a 10? Then when they tell you, you show them exactly what they wanted to see and then they will be at a 10 once they reach 10. All you have to do is ask them what they want to do now, because if they're a 10 out of 10 in the buying decision frame there are ready to buy again . The presentation is only confirmation that you already got the clothes. So once they get to attend, just ask him What? What would you like to do? Now they're gonna say, OK, now we're going to sign the contract and Bob blah, blah, blah, blah. And so that is how you get the prospect to close themselves. This is extremely, extremely powerful because you're getting the other person to close the deal rather than you having to force your way into pressuring them to do something when somebody closes themselves is so much stronger because they bought into whatever you have emotionally and they're justifying it logically, and then they're not going to back out. Now, if you pressure them and you try to close the deal, they may back out because they felt like they were pressured to just say yes. But if you get them to close themselves, you're so much more likely to finish out the deal. So that is how you structure your presentation from your beginning to your middle to your end. And that's how you're going to get the prospect to close themselves using the temperature clothes 34. Locking In: Hey, what's going on, guys? So in this section, you're gonna learn how you can lock in the deal. In the last section, we showed you how you can get the prospect to close themselves during the presentation phase. And now that they are ready to sign the order and the deal is going to close, I'm gonna show you how you can lock in that deal so that they don't have buyer's remorse and they don't back out. So the typical sales person wants to get an order or any type of signed agreement. What they typically do is they take the contract in the run to the bank and, you know, cash it in, right? And so that's exactly what a amateur sales person does because they just like, Wow, I can't believe somebody actually bought something from me. But for the sales machine, mythology were actually going to do the opposite strategy. How many times have you got a purchase order from somebody and everything's going gray and you know you're about to close the deal and then all of a sudden, at the very end, they just back out of the deal for whatever reason and that happens to the best of us. So to prevent this, we're gonna show you how to lock in your prospect to make sure they become one of your customers. Okay, so what you do is during the presentation phase, you close the deal like you normally would you get the purchase order and then you get the deal every day. And you know when you're going to implement the product or service or whatever it is, then afterwards you other think or congratulate the prospect for making that purchasing decision and then after that, rather than leaving and cashing in that the bank, What you're gonna do instead is you're gonna bring up any compromises that were made during the sales process. And this is these are any things that you may feel that the prospect has hesitations about . Or maybe they agreed to something that maybe they don't feel comfortable with anymore. So whatever it is, any type of hesitation or anything that can kill the deal at the last stages, this is where you want to bring them up. And the reason is because if there is a reason for why somebody would want to back out It's better to know up front than them canceling behind your back and killing the entire deal. You're giving the prospect an opportunity to back out in a lot of times. The reason why a lot of customers back out away from deals is because they never were given the opportunity to do so. So by giving them that opportunity, allowing them to address any fears that they have any hesitations they have and addressing them head on and solving them before you close out the deal that's going to prevent so many people from backing away from your deals, and you're gonna be able to cash in at the bank once everybody feels comfortable with the agreement. So again, if there are any possible reasons for why somebody would want to back out of a deal, this is where you bring them up. Don't just take the check and run away. Bring up all the hesitations because this is going to lead to a better selling experience Overall, An example of that is, once you get the signed contract, you could say something like, Hey, you know, before we close this out, I was, I just want to make sure that you're totally OK with all the agreements that we worked on, The reason I ask because that one time you stressed that you really needed X y Z, and that's something we can give to you. But we may have certain compromise, and I just want to make sure that you're still OK with that. Is that the case? And then they will think about it for a second and say, Well, I was a hesitation at first, but I think I'm okay with it now. So you want to bring up those kind of hesitations right there? Right, Then solve, Um, and you want to make sure you want to say things like, Hey, I just want to make sure that we're taking care of all the problems, all the issues and all the hesitations, because I don't want us to go back and forth, and I don't want the deal to die just because of a small visitation that we could talk about now. So if we do this, I just want to make sure with you that everything is good. Do I have your award? So by pushing Maurel, that was a little more aggressive but you put more pressure on them to make them. I know that. It's very clear that they know what they're agreeing to, and they're not going to back out emotionally. They just won't back out because they were given the opportunity to do so. You address all of their concerns now. There's absolutely no reason for why somebody would back out of a deal. So that is going to be everything you need to know about locking in. Just make sure you don't run away with the money to the bank, bring up all the hesitations, address them head on and you're gonna be just fine. 35. Conclusion: Hey, what's going on, Everybody? I wanted to personally congratulate each and every one of you for finishing the sales machine methodology course. Now you know, to summarize everything that we learned in the beginning, we learned all about mindset and how to build a human, a connection with somebody The middle. We learned how to become a better listener to draw out people's pains and sell to them emotionally. And towards the end, we learned how you can pitch your product service or idea and then get your prospect to close the deal. And finally we learned how to lock in the deal. So you make sure that the prospect doesn't back out at the very last second and one of the main lessons that I want to emphasize for everybody that is not about the techniques or you know what exactly to say. It's all about the mindset you have in a selling situation. You know, it's all about having that emotional intelligence and being strong and who you are and what you want, and all the tactics and all those things will come into play. And so when you're practicing, these strategies and techniques know that you're gonna fail a lot because you know, when you first start, you know you don't get it on the first try. And that's why you have to practice practice, practice. I promise you, guys, if you do to put in the work you practice, you come back, review the material, you go out again and you practice practice practice. You're gonna get a lot better at it over time. So you have to give it time. You have to be patient, and you have to work hard. But if you do all those things, success will come your way. And, of course, if you have any questions throughout your selling experience, go ahead and send me a message and I'll try to help you as best that I can. And one of the most important things for us instructors are the reviews. Now, if you feel like you got a lot of value out of this course and you got some tips and tricks that you can use in the real world, I want to encourage you to go ahead and leave a positive review for this horse so that other students can check it out and you know it gets a little bit more exposure and it really does help. And I promise you your voice matters and every review does count. So if you do leave a review, I really appreciate that. And so with that, and so with that, that's going to be everything about the sales machine sales training master course, and I'm going to see you guys in the next one. 36. Next Steps: Now, if you're getting any value out of these courses, make sure to leave a positive review. Sharing your experiences. I read every single review, and I really do appreciate your feedback. And if you want to see more videos like this, make sure to follow me on skill share so you could be notified on when I release my latest courses.