The Ultimate Sales Script for Startups and Business Development | Patrick Dang | Skillshare

The Ultimate Sales Script for Startups and Business Development

Patrick Dang, International Sales Trainer

The Ultimate Sales Script for Startups and Business Development

Patrick Dang, International Sales Trainer

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14 Lessons (2h 8m)
    • 1. The Ultimate Sales Script for Startups and Business Development final

      1:23
    • 2. Introduction to the Sales Map

      3:41
    • 3. Building Rapport

      21:44
    • 4. Agenda

      9:36
    • 5. Pain

      19:50
    • 6. Budge

      11:14
    • 7. Decision Making

      10:06
    • 8. Closing Out: Close Deal

      14:50
    • 9. Closing Out: Schedule Next Meeting

      6:47
    • 10. Presentations

      10:42
    • 11. Objection Handling

      6:50
    • 12. How to Build Your Own Sales Map

      4:33
    • 13. Making Improvements to Your Sales Map

      6:03
    • 14. Next Steps

      0:22
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About This Class

In this course, you'll be learning how to craft you own sales script you can use for your business.

We're going to cover all the essentials from what to say the moment you meet someone all the way to how to close a deal.

In the end, you'll be creating your own sales script for your specific business.

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. The Ultimate Sales Script for Startups and Business Development final: everybody. What's going on? It's Patrick Ding here. Now, in this course, what we're gonna do is we're gonna go over the ultimate sales script for business development and sales. So in this course, where you're gonna learn is all the different elements that it takes to craft the ultimate seal script for your business. You're gonna learn everything from what to say in a meeting, finding out who the decision makers are getting their budget, uncovering pain, all these steps, even negotiating a deal all the way to closing it out. And so, by the end of the course, what you're gonna be able to do is craft your own sale script based on the information that you learn for your specific business. Why this is going to be extremely important for you as a business owner or entrepreneur or start up is that you have to be able to do repeatable sales. You can't just wing it every time and try to sell someone on the fly. You have to have a structured process that you can use on a daily basis and that you can teach to other people when you're starting toe higher. So that is why it's important tohave sales structure in your business. And so for a class project, what I want you to do is I want you to share your sales script with the rest of the students so that you can get feedback critique and you can make improvements on it. So at the end of the course again, you're gonna be ableto create your own seal script for your specific business. So with that said that everything we have to cover when it comes to this introduction for this course, and I'm looking forward to seeing you inside. 2. Introduction to the Sales Map: everybody. Welcome to the section where we're going to give you an introduction to the sales fire map and how you want to think about the sales fired map. It's almost like a sale script. However. It's gonna be a lot more module, and it's going to be a lot more flexible and specific towards your business. And it's going to show you exactly what to do, what to say during any time during a sales meeting or a sales call. And I'll show you step by step exactly what to say the moment you meet somebody all the way to finding out who the decision makers are, how much budget they have and even how to close the deal. So this salesman is going to be downloadable for you as either a key. No, if you're using Mac or as a power point if you're using a PC and again, this is a sales map that you can use, and you can fully customize it for your specific market, your product and service. And so with that said, let's go ahead and dive into the sales map itself, so you get a better understanding and feel of how to use it. Alright, guys. So as you can see here, this is going to be the sales map and it's going to be downloadable for you as either a keynote or PowerPoint, depending if you're using a Mac or PC. So the first page is just gonna be the cover page. And in the second page, what you're going to get is the sales fire map overview. So you already learned the foundations, right? And what's gonna happen is as you have your business meetings, other if they're over the phone or in person, pretty much every meeting is going to be structured in this way. Where the first step is, you build report what somebody set the agenda, identify their pains and then talk about the budget, how much money they have to spend on your product or service, and then the decision making step in the sales process. And then after that, you're gonna be able to close the deal. Either you're gonna be able to close it on the first call right there, or if you're sale cycle, it's gonna be a little bit longer where you have multiple meetings, and this is more common when you're dealing with Fortune 500 companies. You're gonna close out the meeting, scheduled the next meeting, schedule another meeting, and then finally do a presentation and close the deal. And at the end, we're gonna have a little section where you are able to learn about how to a handle objections. As you can see throughout this entire sales map, if you look here, it's gonna be the outline, right? And it's going to be in chronological order where you're gonna go from start to finish, Ansley. As you can see, Building report. This is the exact line by line talk track that you're gonna use when you're building report . And, of course, all these documents here are you going to be available for you to download and edit? So as you go through this process, just know that every sale is different. Everybody has different products and services in different markets, so you can adjust it and fine tune it for your specific needs. So again building report appear, then it's gonna go to agenda than the pain. And then I got a lot of steps on how to identify and pain because it is going to be very important during the sales process. Then we're gonna go into budget and again on the top is going to be some sales tips to remember. And then from there it's going to give you line by line of what to say and pretty much an example. Talk trek that you can base your sales map op of and then going down. Decision making. Closing out the deal Part one, part two, part three, part four or scheduling and next meeting Part one Part two, part three at the nappy. And we have objection handling. So again, as we go through this entire section, I'm gonna teach you page by page exactly how to use the sales map. So you're not only going to learn the sales skills required to do each individual module, but you're also gonna know line by line, what to say. And so pretty much during any type of sales meeting, you're gonna take somebody through your funnel from building report, getting them to like you all the way to closing the deal. And then after you learn all these different modules, what's gonna happen as at the end, I'm gonna show you exactly how you could tailor it for your specific product or service. Then you will have your own refined sales map. So that sounds good to you. So far, let's go ahead and move on to the next lesson. 3. Building Rapport: everybody. What's going on? Welcome to the section where we're gonna talk about building report. Now, Why? This section is going to be very critical for you in becoming a great sales person is because building report is all about getting the other person to like you and trust you because if somebody likes you and they trust you, it's gonna be so much more easier to communicate with them and get them to buy into your product or service. So with that said, let's go ahead and dive in How you're gonna learn how to master the skills in building report now taking a high level overview of the sales map. As you can see here, the first part is going to be sales fire foundations, and those are going to be all the things we talked about in the lack section. Where is the foundations, the mindset, that attitude that you come in when you're trying to sell somebody. But now we're gonna move into building report, right? Like I said, it's going to be the first step and first part of the sale cycle. And that is the moment you meet somebody. What do you do? What do you say? How do you get this person toe like you and trust you before you even get into any type of selling? And so that is exactly what we're gonna cover in this section. Okay, Like I said before, the first step in running a sales meeting is to get the prospect meaning the person you are trying to sell to, to trust you and the best way to gain trust is actually by building report. And so the standard definition of what building report means is basically a close and harmonious relationship in which the other people or groups concerned understand each other's feelings or ideas and communicate well. And to put it a little bit more simply, building report is just getting someone toe like you, right, Because when you get someone to like you, selling to them or getting them to buy whatever it is your product is or your services is going to be a lot easier. But if someone doesn't like you and they don't trust you, you got to think, what are the chances that had they're going to spend money on your product or service? Okay, So diving into building report your goal is to make the other person subconsciously think and feel I like this person. I feel comfortable, this person gets me right and we're really boiling and distilling it down. And so if you get the other person too few thes emotions as they are meeting you, you are essentially building report, and you got to understand that these are all things that happen in the human subconscious. So people aren't literally thinking this in their heads. They're just subconsciously processing it. And so in this section, we're going to show you how to tap into someone's subconscious and make them feel these emotions so that they can build report. And so a common theme I see, especially with new sales people, is that they make the mistake of focusing too much on the sales tactics. And so what happens is they're gonna fall into thes common sales pitfalls, right? And that is there too focused on the technical details of what do I say? They're not building a human connection first, and they're thinking in a logical mindset versus an emotional mindset, and a lot of times this can come off as fake or unauthentic. So an example of this is when you're going to a use car dealership. Now, all around the United States, there's his reputation for cues car dealerships, where they're very pushy and sales e the moment you meet them to kind of few a little slimy , like they're trying to pressure you into buying a car. And it's just overall, not a great experience. And from a lot of people, they just want to avoid these type of sales people at all costs. Now, at the other end of the spectrum, you look at something like the iPhone, where every year Apple comes out with a new version, the iPhone. Whether it's a different color, maybe they'll add new camera features or add faster processor or whatever it is. And the reality is that even though you don't necessarily need a new iPhone every single year, there are millions of people all around the world that will constantly upgrade their iPhones every time you knew. When comes out and it's not necessary. Logical, because then iPhone That's one year olds perfectly fine. It could do everything you want to do, but people want to buy the new iPhone, and so this is just an example of Apple selling their iPhones emotionally. And they do such a good job in getting people to invest in their product emotionally that the sales people that work at the Apple store it actually don't get any commission when they sell the iPhone because they know they're at the point where iPhones just sell themselves. And this is a lesson that we're going to see throughout the entire course. And that is, people buy emotionally and they justified their decisions logically. So when you go back to the iPhone, people will say, Oh, I need the new iPhone because it has a new camera as a faster processor has this it has that. But in reality they don't actually need any of these new features. It's just that they're buying emotionally, which Apple does a fantastic job in, and they're justifying their decisions logically and say, Oh, I need a new iPhone because X y Z, even though they actually do not need it if we want to learn from what Apple is doing and what all great sellers actually do, and that is we want to sell to people emotionally or get them to emotionally invest in our product or service and then get them to later justify that decision logically. And so here, going to be some general rules for a building report and how you're going to get people to buy emotionally and justify that decision logically. And the 1st 3 things is that first, you gotta feel comfortable with yourself. Because if you don't feel good about yourself, other people are not gonna few good around you. And so the second point of make others feel comfortable. And lastly, if both people feel comfortable, meaning you're comfortable and the other person is comfortable, your ability to persuade improves right. So building report the first step in getting people to buy emotionally. It's just feeling good about yourself emotionally, making the other person feel good about themselves emotionally. And when that happens, communication is just gonna be so much more effective and efficient, and your ability to persuade is going to be so much more greater. And so once you focus on the's emotions and getting everybody to feel comfortable in the room, the tactics of what to say and all those things are going to come naturally. But if you don't have that natural energy. You don't have that natural ability to make people feel comfortable. The tactics aren't really gonna work because people already have their guard up and they just feel very uncomfortable. And just to give you an illustration of that, let's just go back and think of the sleazy used car dealership salesman, right? Once, you kind of just get a vibe of that slick oil salesman kind of talk. Then you're just not gonna want to do with them because you think that they're going to rip you off. But if you get people do trust you emotionally, then that is just not gonna happen. And so here is going to be a sales fire tip when it comes to building report, instead of putting all of your energy in trying to close the deal and make a sale instead, what you want to do is you want to focus on getting the other person to just simply like you as a person. And once you like you as a person, then you can see if it makes sense to work together or not. So the sales fire methodology it's not about trying to sell people. It's just about building report getting people to trust you. Once you get someone to trust you, you're not even trying to sell them. Then what you're just doing is you're just trying to help them. You're trying to see what their problems are, and and you're trying to see whether or not it makes sense for you to to work together. And if it doesn't make sense to work together and whatever your product or service is, and they just absolutely don't need it than the sales fire methodology says, do not sell them that thing because they don't need it. So you just trying to see if it's a good fit toe work together or not? If it is great, if it's not, that's totally fine. But you just have to get them to trust you to even get to that point in the conversation to see if it's a good fit. With all of this said right, we got all the strategy down. You want to get people to like you as a person. Okay, great. But what's the secret to actually get people to like you? Well, this is where the elements of communication come in. And like I mentioned before. Most people make the mistake of focusing on the persuasion tactics and what they want to be fed thes lines of what to say and the head is not what you want to do. But in reality, it's not what you say. It's how you say it and let me show you what I mean. Now there was a study done at U. C L. A. Way they were trying to figure out what were the main elements of communication of getting someone to like you when you first meet them, especially within the 1st 5 seconds of meeting someone. And they found that 55% of whether or not someone will like you within the 1st 5 seconds actually comes from your body language from your your eye contact how you're sitting, your posture and things like that. 38% is going to be the tonality, how you are seeing your words. And finally, it's only going to be 7% the words that you actually say If you really take a step back and look at the statistics over here, 93% of whether or not someone likes you don't even come from the words that you're saying, right? So this is why I say the words you say actually aren't that important? The lines that people feed you aren't going to be the solution to becoming a better seller , getting someone to like you and building report. It's all about having the right body language and having the right tone ality. When you get those two pieces down, it's gonna be very easy and effective to get anyone to like you before you even say any words. So let's go ahead and just dive into each of these categories. So you know exactly what I'm talking about when it comes to Buddy nine, which finale words. And then we're gonna show you how to use these things to get someone to like you and build report with them. So the first element of communication is body language. So some examples of port bottomland, which would be slouching, shifting your eyes looking left and right, right and looking down as you speak. But some examples of good body language includes sitting up straight your shoulders back, and you're just looking over all confident and so if you just look good and your body gestures are good, then people are just naturally going toe like you more. And it's just a scientific prove. In fact, when you break down tonality, it's going to be broken down into three different variables, and that's going to be pitch, pace and volume. So pitches essentially how high or how low you're speaking. So if you're speaking like this, that's going to be a low pitch. And if you're speaking like this, that's going to be a very high pitch. So obviously having the right pitch and having it not too different from the other person that you're speaking with is going to be crucial, because if it's too low, people are going to think it's kind of weird. But if it's too high, that's also going to be strange as well. Your paces, how slow or fast you're speaking Now, if you're talking like this, it's gonna be too slow, and people are gonna get really annoyed. But if you're talking like this, I need to visit. Nobody knows, understand what you're saying is right. If you're talking too quickly, people don't really get what you're saying, and so you have to make sure you have the right pitch and volume. Obviously, if you're talking too soft or if you're talking too loud, you have to have the right volume that fits the tone of that meeting. So elements, commune of tonality, pitch pace and volume. And finally, the words that you're saying right? Just some examples of this is, let's say, used the word problem. Which problems usually have a negative connotation, but that you swap out the word problem for challenge. Suddenly that, ah problem turns into something that you can overcome. So you can say, you know, we have a really big problem here. That sounds really negative. But if you say you know, we have a challenge here that I believe we can overcome, that sounds totally different. So know that the words are important in swapping out words and making sure you say things the right way, it so that people don't get offended. However, when it comes to getting someone to like you and building report within the 1st 5 seconds, you first want to focus on the tonality and the body language, and then the words will come afterwards. It's a word that will be important after you establish report. Someone trust you Having the right words will have a crucial role during the entire sales cycles from start to finish. But when you're building report focused on the body language on tonally first and then the words later on, let's go ahead and give you some examples of building report. And here I'm gonna really focus on tonality where I'm gonna show you some examples of good tonality versus bad atonality, and you're gonna see the difference. The first example is gonna be bad. Tonelli. Hey, how's it going? And then the process might say it's going pretty good, right? And so that's an example of bad tonality, low energy. It just doesn't sound that great. But if I say hey, how's it going? And the process says, Oh, pretty good. See, there's a complete difference over there where the 1st 1 was. Hey, how's it going? In the second time around, I said, Hey, how's it going? The second time around, I'm smiled and got energy, and I got body language in my guy low anthem. I speak and it really makes a difference in how people respond. So I give you another example. If I say Hey, John, it's really it's really great talking to you here. How are you doing? It's great to meet you, too, right? It's really low energy. It's just how you building trust that weight. But if I switch it up and I say, Hey, John, it's really great to talk to you today. How are you doing? It's great to meet you too. So you can see here just from my tone ality and how your how I'm saying the words. You can see complete difference in how someone can respond. You're really talking low energy and you just don't sound confident. People are going to respond to you that way. But if you have high energy, you're confident yourself. And you're really enthusiastic people who also respond to you in that way as well. So tonality does make a difference. And so let's say you're in a sales meeting and you just want to build report with someone. This is the 1st 5 seconds of meeting them, right? And you're just what do you say when you first start off a meeting? So the moment you meet them, I could say something like, Hey, Sally, great talking to you. here. How are you doing today? Sally says I'm doing great. How are you? And I'll respond. I'm doing well. Thanks for asking. Now, if you're ready, Weaken, Dive right into the call if you want. Sally says sure sounds good. And this is gonna be great for people who don't really know what to say the first moment they meet someone or when they start a meeting. As you can see here in this example, I'm just starting a sales meeting. And I'm meeting this person, Sally. And if it's a good fit to work together and so I'm not talking about sports, I'm not talking about the weather. I'm just literally say, Hey, Sally, great talking to you here. How you doing today? And based on that, my tone ality and how I'm saying it, I'm just instantly building report with Sally because I got that good energy and to start the meeting again. I'm not talking about sports. I'm not talking about the weather and to start the meeting. I'm just saying, Hey, if you're ready, we could dive right into the call if you want, and Sally will say Sure sounds good. And then you could start the meeting right there. So that's just an example of how I would bill report and start any type of sales meeting. So contrary to popular belief, having small talk is not necessary to get someone like you. And like that past example, you literally do not have to have anything in common. Although that helps one easy way to build reporters. Someone is just the have the right tonality and body language and have that good energy that people want to deal with. Now, once you build a report with someone just based off your body language, tonality, when you want to do is you want to transition into the start of a sales meeting. So how you do that is you know, once you say hi, does somebody great to meet you blah, blah, blah. All you got to say is something like, if you're ready, we can dive into the call if you want. And that is if you're doing a meeting over the phone or you could see something like, Do you mind if we go ahead and get started? They'll say, Sure, why not? Another example is I want to be mindful of your time. So how about we go ahead and get started and they're gonna say, Okay, sounds good. And so that's just a transition phrase that you can use to go ahead and get started in your sales meeting again. Building report is all you know. It's not about the words. It doesn't really matter how you say it is just your energy and how you say it. And people would just say, OK, sure sounds good and your transition into the next stage of the cop and light, and I'm going to remind you over here, it's not what you say is just how you say it now we're gonna dive a little bit more deeper into building report, and one special technique that you can use when you want to build a connection with someone is just mirroring. Right. People are wire from a psychological level, too few more comfortable around other people who are just like them. To give you an example of this, let's say you're you're gonna go to a business meeting. Everyone there's wearing business suits and talking about money, blah, blah, blah. And then let's say you come in in a hypothetical situation in a clown costume and you just go. Hey, guys, let's talk business and they're gonna look at you like, What are you doing? Get out of here, Right, Because they're not going to take you seriously because you're so different from them wearing this clown costume. Obviously, this is an extreme example. No matter what you have in your head, whether you have the best ideas, business ideas and it could make everybody you have fortune. If you're coming in with a clown costume, no one is going to take you seriously. So if you were a suit like everybody else in this business meeting room, then they're going to take you seriously, and it's gonna be so much easier to sell whatever product or service that you have. So before you even start selling right, this really plays to the road bonding report. You got to get people to, like, trust and emotionally connect with you. And one of the fastest way to do it is actually to mirror somebody. And so what nearing essentially is is your mimicking a person's body language, tonality and worth? And remember, those are the three key elements that people use to determine whether or not they like and trust you within the 1st 5 seconds of meeting you. So, for example, how they sit, how faster talking in the words that they say, Because people are subconsciously thinking. Do I like this person? Do I feel comfortable? Is this person similar to me? So let's say I'm going in and I'm trying to sell my product or service to a prospect. And his name is John, right? So the first moment when I meet him, what's gonna happen is we're gonna both shake hands. And so when you're shaking hands, we're gonna keep in mind that body language is super important. So if he has a firm handshake and I have a limp handshake, he's gonna think, Why's this guy's hands so limpy? But if he has a weaker handshake and minds a super strong, he's gonna think, Why is this guy so aggressive? So what do you do in this scenario? Well, what you want to do is when you shake this person's hand, you want to match the pressure that they have when they're shaking your hand. So if he comes in with a firm handshake, I'm going to come in with a firm handshake. If he comes in with a little bit of a weaker handshake, I'm gonna come weaker as well. And that is because you just want to mirror whatever the other person is doing because people like to buy from other people who are just like them. And so let's say we continue on with the sales meeting and we go into John's office and John says, Hey, Patrick, would you like a cup of coffee? Now? Most people, they might say, Yes, I would love coffee. I'm dying for coffee or they might say No, they Oh, no, I don't want with been a scenario where John has coffee and you say No, it's kind of weird because he got one and you didn't in the case where if he asked you for one, you said yes and he said, No, now you got coffee and he doesn't and that's kind of weird as well. So the best thing to do in this situation is just to ask a question back and reverse. The situation says, Are you having one? So whatever John says, if he's gonna get coffee, you're gonna get coffee. If he's not going to get coffee. You're not going to get coffee either. So whatever he's doing, you got to do as well. So when he's sitting, when John is sitting down and he crosses his leg, you want across your leg? If he's talking fast, you want talk fast. If he's talking slow, you're gonna wanna talk slow. So essentially all you are doing is you are mimicking his body language, tonality and the words that he's saying and again. People are going to like people who are just like them, and this is not being fake. It's simply just mirroring subtle body language and hitting certain cues so that people subconsciously think, Wow, this guy's just like me. I like him. I trust him. I want to buy whatever it is that he has. And so once you build reporters somebody that is actually when the rial game of sales starts because once you get someone to like you, then you could run them through your entire sales map. And trust me, guys, I have used this bonding report and nearing all these tragedies tactics. I just showed you all around the world in my travels and even works in situations where countries where they don't even speak English and I'm just matching their body language tonality, Then people will just naturally gravitate to me because I am matching them. And people, even though I come from a different culture I come from Yeah, I don't even speak the same line, which, if you can match these things and you can understand people psychologically and hit these points, they are going to gravitate towards you and know that throughout the entire sales cycles you are constantly building reports. So as you take someone through your entire sales map, I know that you are constantly building report throughout the entire time. It just doesn't stop. You know, within the first high second, you constantly have to do it. Because if you break that cycle a building report and you're not matching them, you're not hearing and matching the other person. Suddenly, they may not like you do in the middle of the sale cycle, just so just know that you gotta build report throughout the entire sale cycle. So now that you understand the concepts of building report, let's go ahead and dive into the sales map. So, you know, how to use the strategies and tactics that we just showed you to use A for your own product or service. So, like I said before building reports, going to be the first part of the sale which will, once you build report, you build that trust and everything else in the sales map is going to flow. So once we going to page number three over here building report. So we got some sales fire tips that you can use. It just basically summarizes all the things that we learned throughout this section. And so the talk track that you wanna have the first high seconds when you're meeting someone, as you can see here the example that I have it, let's say I'm meeting this person. His name is Tim because I hate him. It's really great to talk to you hear how you doing today? And Tim's gonna say I'm doing good. Thanks for asking. And then you talk about this. That doesn't really matter. And then once you pass that part, what you want to do is you want to transition, right? So here the goal is once you build report with someone which is just basically the small talk. In the beginning, you want a transition into the agenda, and that's when you cover all the things that you will cover throughout the sales meeting. But don't worry, we're covering that in the next video. So to transition and get down to business and actually talk about business, you want to say something like, All right, So if you're ready, how about we go ahead and get started and then the prospect will say, Okay, sounds great, even transition into the agenda. So just know that building report it's just that simple. You just have to match their body language, tonality, and then the words that they say and just get this person to psychologically like you as a person from their all the other steps of the sales process, going to be so much more easier, because once people trust you, you could make mistakes here and there. But they trust you. You know, they're gonna buy whatever it is that you have and know that you literally do not have to have anything in common. You don't have to talk about the weather if you don't want to. You don't have to talk about sports, you could literally just say, Hey, how's it going? They're going to say great things and then just Hey, if you're ready, let's go ahead and get started and that's it. Whatever your style is of communication, you know, for me, I like to say, Hey, how's it going or Hey, how you doing? How are you doing today? You know, that's just my style. But if you have your own style of your own introduction that works for you. Go ahead and just replace that out. And then from there, Once you replace these for your product or service, you could go ahead and just start using that in your sales map. So that said, that is everything that we have to cover when it comes to building report, which is going to be important the 1st 5 seconds when you're meeting someone and in the next section we are then going to cover agenda. So if everything sounds good to you, So for I'm going to see you guys in the next section 4. Agenda: everybody. What's going on? So welcome to the section where we're gonna talk about the agenda. What the agenda is all about is sending the right expectations for every sales meeting that you have. Because once you set the expectations, you actually gain control of the flow of the entire meeting. And once you gain that flow and you get that control running, the entire sales meeting is going to be much easier. And to illustrate why setting an agenda is going to be critically and porch in. I have a little story for you guys. So back in the day, I remember I went to a dentist for a regular routine cleaning and my dentist at the time, you just kind of was operating on my teeth and really, he just did not say a word. And the whole time I was sitting there with him, putting these start things in my teeth, I didn't know what they were. I'm just thinking in my head Is this going to hurt? Is my mouth supposed to feel like this like Wait, is that a drill? And this dentist didn't say anything in the whole time. In my head, I was in that panic mode. Now, here's the interesting about fear. Now, fear stems from the unknown, right? And so in the dentist example, I didn't know what was gonna happen, and so I was afraid. Now, the key to this is that when you clear up any unknowns ahead of time, people have nothing to be afraid of and they will feel like they could trust you more. So again, fear stems from the unknown. But if you make the unknown known, it's going to be a lot easier to build trust now, going back to a dentist. I actually went to another dentist after this experience because even though the last experience was a regular check up, it was just not a good experience for me. So I went to this other dentists, and this time it was a sheep. And instead of just operating in my teeth before she did anything, she would ask me questions. Or she would tell me what was gonna happen ahead of time. So she would say, This is gonna hurt for a second. But don't worry. It's going to feel a little slimy in your gums, but that's normal. It should only last for 30 seconds. Don't worry, I'm not going to drill your teeth were just gonna do a deep cleaning for your teeth issued at her. But if it does, let me know. So this dentist was a lot better in that? She said the right expectations for me, and I had no reason to be afraid of this regular check up because she told me everything that was gonna happen ahead of time. So by setting expectations were not only making another person's fear go away. You're also taking control of the conversation while making the other person feel like they're in control. And this is called perceived control, right? You want to make the other person feel like they're in control, but your reality, you're the one that is controlling the entire dialogue of the meeting. So when every sales meeting and I know I gave you a dentist example as a metaphor, but in sales, there's always an opportunity to set the agenda at the beginning of the conversation. So let's go ahead and break it down and show you exactly what it means to set the agenda in a sales example and the purpose of a sales meeting again is to see if it makes sense to work together or not. So in sales you're not trying too hard. So anybody you're not trying to force them or tricked them into buying your product or service. You're simply having an open dialogue and open conversation where you can honestly see if it makes sense toe work with each other if it makes sense and they should buy whatever it is that you're selling great. But if not, that's totally fine, and you're just gonna move on. And so here is a sales fire tip in your sales meeting, especially when you're sending the agenda. You want to make it clear that your you could take a yes or no, but you never want a maybe, And maybe it's going to be the death of all sales because any type of sales meeting at the end of the meeting you want to make sure that you know this person is interested or not interested because you don't wanna waste anybody's time. But I'll dive in a little bit more into this later. In this lesson, you're the guidelines when it comes to setting your agenda right and it's going to go from top to bottom, and it's going to be in this order. The first is the time and purpose of the meeting. Then you want to talk about the other person's expectations on their agenda. Then you want to talk about your expectations and your agenda. After that, it's going to be the outcome of the conversation again. That's gonna be the yes or no, but never, maybe. And in the last thing this is optional. You could talk about any challenger obstacles that you might want to bring up ahead of time . So this is a high level overview, and we're gonna dive into each one of them. We're gonna piece it all together and show you how you can use this structure for your product or service. The first thing you got to do when you're setting agenda is you want to make it clear how long the conversation is going to take place, and you want to Also explained the purpose of why you're even having the conversation. So an example of time and purpose is I wanted to take 20 minutes to see if it would make sense toe work together. That's a very simple statement. You're saying it's going to take 20 minutes the purpose of this meeting, it's just to see if it makes sense to work together. Then the next part is going to go into the other person's expectations and their agenda Here. You want to make sure that you have empathy towards the other person situation, and you want to address their main points of interest, right? Meaning you want to Just make sure that in this conversation you're going to cover everything that they want to hear. So an example of that is you're gonna have some questions for me and how our services might be able to help grow your business. I'll do my best to answer any questions you have. Very simple. It could be one or two sentences that hits the main points of what people want here and why they're taking your meeting. Then you want to make sure that you make it clear what your purpose is for that meeting. So an example is, and naturally I'll have some questions for you so you can get a better understanding of how I can best help you. In this example, I'm just making it all about them. So after your and their expectations have been covered, you want to make sure that you make it clear what the outcome of the conversation will be. So an example is at the end of our call, either one of two things will happen. They've refined. It doesn't make sense, toe work together. That's totally fine. But if there's a fit, we can work out what the next steps will be towards the end of the call. Does that sound good to you? And the other person is going to say, OK, sure, that sounds good. So I'm doing two things here. I'm saying I'm gonna take a Yes, I'm taking No, but I'm never gonna take it. May be. And if you get that, yes, will work out what's gonna happen at the end of the call, right? Setting up that next step and then the last part is the challenges and obstacles, and this is optional, and this is for situations where you always run into an objection or a challenge that happens in every single meeting. So bringing it up head on, you remove the surprises throughout the entire conversation. So an example would be. Now a lot of people tell me that they're interested. But after the first meeting, they'll start replying to my emails and disappear from the face of the year. So if you're not interested in my services, I want you to know you could tell me no, at any time. Does that sound fair? And they're going to say Sure, So now if, for whatever reason, people just are not interested in instead of telling you to your face. So just stop replying to you which waste everybody's time, you're just making sure that it's okay for them to say no. If they say no, then you can handle their objections right there instead of trying to follow up on email. So that's just an example of challenges and obstacles. But for every different cell, with no matter what your product or service is, you're gonna have different challenges and obstacles. But I just want to give you an example of one that it's very easy to understand. So now what we're gonna do is we're gonna bring it all together using the sales, Matt. Okay, guys, diving into the sales fire map over here. So we already talked about building report, which is building a human connection with somebody getting them to trust you. Right now, what happened is you're transitioning into the agenda. So how you going to get to the agenda? Which is? All the things that we just talked about is you're gonna have a transition sentence like this, so you'll say. All right, so if you're ready, how about we go ahead and get started? They're going to say Okay, sounds great. Then you just dive into theater NDA. So as you can see here, I have some sales fire tips of the top. But let's just go ahead and dive and put it all together. So after your transition sentence, you're gonna dive into the time and purpose, and then you're gonna go through this entire thing step by step, and then they're gonna agree to It s so let's go ahead and get started. So you start with a time and purpose and you say I wanted to take 20 minutes to see if it would make sense to work together. Of course, you're gonna have some questions for me and how our services might be able to help you grow your business and I'll do my best to answer any questions that you have. And naturally, I'll have some questions for you so I can get a better understanding of how I can best help you at the end of our call. Either one of two things will happen if we find it doesn't make sense to work together. That's totally fine. But if there is a fit, we can work out what the next steps will be towards the end of the call. Does that sound good to you? And they're going to say, OK, sure. Then you go challenges and obstacles again. This is optional. Now, a lot of people tell me they're interested. But after the first meeting, they'll start replying to my email and disappear from the face of the earth. So if you're not interested in my services, I just want to let you know you can tell me no, at any time. Does that sound fair? And they're gonna say, Yeah, that sounds fair. And so from there you set the agenda, right? You just want to say it all straight. The shorter it is, the better. But you want to make sure you cover all the main points, which is time and purpose, their agenda, your agenda, what's gonna happen at the end of the call or meeting, And then any obstacle or challenge is you want to bring up right away. If you don't have any, then that's totally fine. This really can take, like, 30 seconds of a call of right. You just want to set the expectations. And again, you do not want to skip this step. Because if you do not set the agenda for the other person the entire time, they're gonna wonder in their heads. How long is this gonna take? Why am I here? What's the point of this conversation? Is this guy trying hard sell me? Just think of the metaphor that I gave you with the dentist. I didn't set the expectations. So in a sales example, it's pretty much the exact same thing. But by setting these expectations, you're removing the fear someone has when they're dealing with you, and once you remove the fear, then it's just gonna be a lot easier to get the person to trust you and get them to buy your product or service. So from there Once you set the agenda for the meeting, everybody knows what's going on. Then you're going to transition into the pain process. And so now that you understand, building report an agenda, we're gonna now move on to the next phase. So that sounds good to you. Let's go ahead and move on to the next section. 5. Pain: everybody, what is going on? So welcome to the section that we're going to talk about pain. And this is where you're gonna learn exactly what motivates people to buy into your product or service. And from an emotional perspective, pain is going to be one of the strongest emotions that you can leverage. So, like we've been talking throughout the entire course, people by emotionally and though justify that decision logically. So. Our job is to get people to buy emotionally, and the strongest emotion to make someone take inaction is pain, pain, pain, pain, pain, pain, not happiness, not joy, not pleasure is going to be pain. And just so he has no, it has been scientifically proven throughout many different studies out there. That pain is the strongest motivating factor. Let's say, for example, you broke your leg. Obviously, you're going to do something about it because it hurts. But if it doesn't hurt that much, you may not never go to the doctor. You may never go to the hospital, but if it's broken sideways, then obviously you will go immediately because everybody wants to avoid payments on capacity, whether it's for their physical health, whether it's in their business, no matter what it is. Pain is the strongest motivator that you can use to leverage when you're trying to get some of that buy into your product or service. So some people already know what their pains are and that is going to be called a realized pain. And as you're going to see in this course, there gonna be a multiple number of different type of pains. So 1st 1 again realize pains. They know what their problems are. Some people don't even know that they have a problem, and that's going to be called a latent pain, right? Thes air, just problems that don't exist in the prospects head because it was never brought to light . So typically, the first step when you're trying to make a sale is to get someone to realize that they actually have a problem, because if they don't have any problems and there isn't gonna be any pain, and if there is no pain, there's not gonna be a sale. So here's what you got to do. First, you want to take a latent pain, a problem that someone does not realise quite yet. And then you want to turn it into a realized pain, a pain that's so obvious that they're gonna want to make you go away. And so from the realize pain do you don't want to stop there. You want to go even further and you want to make that realize pain into an extreme pain. And so what you're doing is you're turning that pain that they just realize they have, and then you're gonna make it hurt as much as possible. And I don't mean literally You're making the person cry, but you want to just make them feel anguish, and you want to make them feel like they have to taken action to make the pain go away to make their lives better. And so what you want to do is, once you make, they relate in pain into an extreme pain. You want to position yourself somewhat like a doctor, someone that's gonna come in and make the pain go away. And so it just so happens that once you position yourself that way, your product or service is going to beat the solution to make their pain go away. And so you're not necessarily hard selling somebody. They're gonna want to buy whatever it is that you have because you can solve their problems . So now that we understand the different concepts of late and pain realized pain and extreme pain, we're going to go into why people buy. So essentially you have these two versions of who people are like we talked about who they are and who they want to be. And so what the greatest salespeople do is that they widen the gap between who someone is and who they want to be, whether it their small business, not making that much money and you widen the gap in. They want to become this super large business, making a ton of profit right, and so you widen the gap as much possible. And so when you widen the gap, then you want to fill that gap with a lot of challenges and obstacles, because the main problems that people have from who they are into becoming who they want to be is that they have no idea how to get there. They want to get there faster or they want a blueprint or some advice from an expert. And that can be you in the form of service or a product as a sales person or someone who is trying to get some of the by. You want to widen the gap as far as possible and make it hurt as much as possible. And so what I mean by this is that by Whiting the gap you're making it seem almost impossible for them to get to who they are, toe who they want to be on their own. So you want to make it seem like for in order for them to become the highest level versions of themselves to make their business as best as possible, they're going to need your help to get there, and they cannot do it any other way. And so, by positioning yourself as a solution to their pain, they're gonna want to buy whatever it is that you have any cost, as long as it's reasonable to make that pain go away so that they can become the better version of themselves. Now that you understand this concept, you might be asking Okay, so how do I start in getting people to feel that pain? Well, the best salespeople again are not the ones who are the smoothest talkers or have the loudest voices. The most effective sales people are going to be the best listeners and the ones that have the highest level of empathy. So let me explain what I mean. So the best way to uncover pain is actually to ask questions. It's not to drill an idea into someone's head or talk them to death. It's literally toe. Ask them smart questions and get them talking about their problems. And so how we're going to do this is we're gonna use something I like to call the Pain pyramid. And so what this pyramid represents is it's going to be a way to ask questions to your prospect. And the top of the pyramid is going to be surface level questions. They're gonna be a lot more easier. Questions like that talk about the what They're easier, and they're much more logical. Then it goes into the business or family questions, which is a little bit more personal in getting into someone's business, which is good because now they're getting to trust you and tell they're telling you more about their business or their family or whatever it is. And then at the end. You want to start asking emotional questions, thes air questions. Are there going to be a lot more difficult that talk about the why they're harder and they're a lot more emotional because people buy emotionally and though justify logically so by starting at the top, you know, starting with easier questions, working your way down all the way to emotional personal questions. Once you get at that level, you're getting people to tell you all their problems from an emotional perspective, and you're almost like a therapist where you're just listening to all their problems. And then from there, what you're gonna do is you're going to position yourself as a solution to their problem. And before we get to that, let's break down these type of questions so you know exactly what I'm talking about. So before we dive into the variables, you want to know that when you're using the pain pyramid, it typically typically takes at least three questions before you get into someone's personal pains. Throughout entire sales conversation, you're essentially spending, I would say, at a minimum, you're talking 20% of the time and letting the prospect talk. 80% of the time and why you're talking so little. It's because you're just asking good questions and letting the other person talk and you're gonna be listening. And so once you feel a pulse of that pain, then you want to go deeper and deeper and deeper and make it hurt as much as possible, like we've been talking about. So let's go ahead and dive in the different variables of the pain pyramid. So, like, we just saw the first level of the pain Pyramid are the surface level pains, and so we're starting the conversation. They could be questions like, Can you be a little more specific? So what exactly do you mean by that? Can you give me an example? How long has up in the challenge? Have you tried anything to fix us? Obviously, these are very easy, logical questions that you can ask at the beginning of a conversation. So if somebody says we want to generate more revenue because our advertising doesn't work and then you could respond Well, what do you mean by that? Exactly. And they're going to tell you. Oh, blah, blah, blah. We tried this. We tried that. And can you give me an example. And so, as you can see here, you're kind of driving them down this pyramid and you're asking more and more questions just to get them talking about their business, getting them to trust you more and more. From there, you're gonna talk about their business pain or their family paying, depending on the product or service that you are selling a lot of times. For most people, it's going to be their business pains. What are the business pains that they are facing in their business? So you can ask, Why do you think that didn't work? Has anyone tried to do something about this? If you were to take a guess, how much this is costing you? Are you committed to fixing this? If you do nothing, what happens so that you can see here? These questions are a little bit more personal, where they're asking direct questions on if nothing happens. If you don't fix the problem, what's gonna happen? Then the prospect might respond with something like, Well, if we do nothing, we're gonna lose $10,000 every single month. And then, as you can see here, the more if you get into the business pain right from the first surface level to the business. It gets a little more personal and it gets more emotional because it's directly how it's affecting the health of the business. And then from there you want to dive into the personal pain questions, my favorite ones who uses How does that make you feel? But other ones include. How does this directly affect you? Are you ready to give up? How do you think I might be able to help? Sounds like a major issue. Why hasn't anyone taking care of this? So once you get to the personal pain questions, this is typically where people start really spilling their guts and telling you exactly how they feel. So let's say someone's completely failing in paid advertising for their business, and you ask them, Well, how does that make you feel? And they might say, Oh my God, I hate it. I think I'm about to lose my job. We're losing so much money, blah, blah, blah, blah, blah. And so this is where you want to take somebody because now they're getting emotionally involved in their problems, and at this point again, you haven't even mentioned what your product or service is. You're not trying to make a pitch. You just trying to build empathy. Get this person that trust you and tell them all of their problems. And you just want to be the best listening that you can possibly be. Because once you understand these things, then you can position yourself as a solution to their problem. So summarizing the pain pyramid again, surface business or family pains and then goes into personal start with the surface, you know, ask more questions. They'll tell you a little something. Then you ask more questions. They'll tell you more and more and more when you finally get to the personal pain questions you asked some things like, How does that make you feel? Does it directly affect you? And you want to look for the things where it says like Oh, my God, like, how am I gonna pay for my kid's college or things like that? Because once it gets that emotional pains, that's when they're gonna really want taken action and make the pain go away and using the sales fire methodology, and we're going to jump into the sales map in a bit. But before we do, how it's gonna work is you're gonna use this pain period, right? He set of questions from surface business and personal, and we're going to inject them into the sales fire pain steps. So as your guiding someone through this pain period funnel, what you're actually doing is the structure is taking them from 1 to 3 or four. So you first you're gonna talk about why, exactly there, here, right? That's how you're gonna start the pain process and don't wear out. I'm gonna show you in a minute. So you talk about why they're here, Then you go into their present situation what their current situation is like. Then you're gonna uncover their deep pains. What's making them hurt? And then then the fourth part of the sales fire pain step is to understand what is their desire? Situation? Meaning after you talked about all their pains, you know a lot about their business. Ideally, where do they want to be in their business? Where do they want to be? Personally, And that's how you're gonna understand exactly what pain someone is in and what their eyes deal situation is in the future and how you can position yourself as the solution or vehicle to get them to their desired situation. So with that said, let's go ahead and dive into the sales map so I can show you step by step on how to apply this in the sales meeting. Alright, guys. So we are in the sales map now. As you can see here, we talked about building report agenda and now we're going to dive into the pain. And the pain is actually going to be a really big part of a sales meeting because if you don't get this part right, you're not going to make the sale. And that's just true, because if you don't understand someone's pain, you cannot be the solution to the problem. So you want to spend most of the time actually in this section, where your understanding and building empathy for someone's pain when get into the pain. Over here I have a little chart with the pain overview. So some sales fire tips and then from here I got diagrams of understanding that what you want to do is you want to just understand who they are and who they want to be widened the gap as much as possible over here and and just make it really impossibly hard for them to get to who they want to be without your help. And again, I have another chart here with the surface pain business. Final opinion, personal pain, basically what we just covered earlier. So pains Step one, right? And so first, when you dive into the pain section, you want to talk about why they are here. Essentially, where this is going to take place is you just talked about building report, blah, blah, blah. And then you talked about the agenda, right? So in the last thing you said is at the end, the call, either one of two things will happen. Or if we find it doesn't make sense to work together, that's totally fine. But if there is a fit, we can work out what the next steps will be towards the end of the call. This a song gets you, and then they're going to say Okay, Yeah, that sounds good. And then what you do is you basically say a transition sentence, right? And so how you do that? You talk about why are they here? So basically the next thing you say Yes, Hatim. So I'm curious to know what got you interested in taking this call today or taking this meeting today, right? And then they might tell you exactly what their problems are right away. But if not, that's totally fine. They might just say if you're wars and say, Hey, you know, I just got interested in the email you sent me, and I just want to see what you're about. And then from there it's OK. You can just dig deeper. So in this scenario, a lot of times the prospect will say something like, Well, you know, you emailed me. Let's say you send them a cold email and then that's how the meeting happened. And then they might say, Hey, you send me a cold email about how you can help me with my instagram Marketing sounded interesting, so I just wanted to talk to you and just see what you're about and see how you can help my business. And you could say, OK, cool Sounds good to him. So if they talked about, let's say Instagram marquee and paid advertising could start off by saying something like Hatim. So I was curious to know What kind of advertising are you doing right now? And they're gonna say, Oh, we tried Facebook advertising Instagram advertising Baba Baba, blah. And then you could say something like, Well, can you be a little bit more specific? When you said you tried instagram marketing, How deep did you guys go? And they're going to say, Oh, you know, we tried a little bit about blah, blah, blah. Well, can you give me an example of in a campaign that you tried And, you know, what was the budget for that campaign? I was just curious. And then they're gonna start talking. Seo, our budget was five k for this cramp. Pain, blah, blah, blah. It didn't work and blah blah, blah. And so, as you can see here, just asking these surface level questions the understand, like, why, exactly they are here and why, exactly? They're taking the meeting with you. And so from there you want to move on to pain Step number two. And that's gonna be the present situation. And so what you're doing is you're trying to understand the foundations of their business, right? understanding exactly what they're selling, what they're doing, because if you don't understand these elements, then it's gonna be difficult for you to understand how you can help them so you can say things like, So what exactly are you selling? Who's your target demographic? What price points do you offer your product or service at? Why do you think people buy your product or service? So these are all questions are again. They're actually surface level questions that are meant to just understand someone's present situation. Why that's important is because you want to understand who they are and everything that's happening over here. So then, later on, you can understand who they want to be, and you can widen this gap. But if you're missing this point in the sales pain process, then it's difficult to make that gap if you don't even understand their current situation. So asking these questions understand that present situations right and again, you don't have to ask all these questions, but these are just some examples that you can use in your conversation, and you want a tailor, your sales map towards your product or service, and then go ahead and just ask the questions. And then from there, what you want to do is you want to move into step number three, which is uncovering deep pain. And that is when you're gonna use the business pain questions in the pain pyramid or even dive into the personal pain questions. So this is where you actually uncover all of the emotional pains that someone is going through. So before you understood their current situation, understand where they are, their current situation. And now we're gonna dive into emotions. So you say things like, Why do you think I didn't work? Has anyone tried to do something about this? If you were to take Yes, How much is costing you so again, these can be very emotional where they might say, like, Oh, man, it didn't work because we just don't know how to do it. I tried to google it, but I can't figure out on my own blah, blah bubba, right? And then from there, once they start talking about their business pains, then you go into the personal pains and you say, How does that make you feel? How does this directly affect you? And they might say something like, Oh my God, I absolutely hate it. It's so confusing. I don't know how to hire the right person to do this for me, like I am just totally lost. And so that's great for you, because the more someone feels is anguish and pain than the easier it is for you to position yourself as a solution to their problem. So so far we understand who they are. We understand their surface pain. We understand their business pain. We understand their personal pain. Now, the next step is to understand who they want to be, what is their desired situation? And so with that, we're going to go into the pain step number four, the desired situation. And now what we're doing is we're understanding their desire situation, and then we're gonna widen the gap between who they are and who they want to be as far as possible and really make sure that they understand the only way they're going to get to their goals is if they pay us for our products or services. So how you do that is, you basically just ask questions once again. So after you understand their emotionally how these pains of personally affect them. Then you're gonna move into desired situation. Questions like, What is your ideal situation? Look like? And they might say something like, Well, ideally, we would want to spend $10,000 on ads, and we want them to generate our ally of blah, blah, blah, blah and blah, blah, blah, blah, blah. And then you Okay, well, one year from now, if that would work, where do you see yourself? And they might say, Well, one year from now, we want to really scale our business and blah, blah, blah, blah. We want to make it big and blocked. And this and that. Okay. And then you would say, What's your motivation to achieve this goal like, Why, exactly why do you want it so bad? Why don't you just stay where you are? And they'll say something like, Well, we don't want to stay where we're are because we're all about growth. We're trying to make $100 million this year of Allah, okay, and then a really powerful one is. Once you start asking these questions and you move into the four foreigners, how would your life for business be different if you reach that goal and they might say, Wow, man, if we really got to $100 million in revenue, then that would completely changed my life and this and that and that. So, as you can see here, we're basically saying, If we gave you a magic wand and you can make anything happen, what would your ideal situation be like? And they're gonna exactly tell you what they want their life to be like. So now, with that said, you understand who they are, you understand who they want to be, and throughout the entire process, you're asking all these pain questions and with the purpose of that is your also at the same time, you're widening that gap because you understand everything on this side, right? Who they are, all their problems and all those things. Now, you just understand that from the desire situation, you understand where they want to be. But they also know that who they are and who they want to be is going to be extremely difficult because of all the pains that they talked about. And so from here they are primes because now you're primed them for your offer. which you will make later on during the sales call? Not quite yet. What? Both sides clearly understand who they are and who they want to be, and they understand that there's this huge gap to get there. They have all these problems, all these difficulty, all these challenges. They don't know how to get there by themselves. They want to get there faster. And they just kind of want a blueprint or an expert or advice from an expert, which can be you. So towards the end of the desire situation questions one powerful question that you can actually ask is What's stopping you from getting there now, right? Basically, now that you understand who they are and who they want to be, this is really one way to really clarify in their minds that what all their problems are because if you ask somebody what's stopping you from getting there now they're going to say , Oh, I can't get there on my own because I just don't have the skills. I don't have the expertise. I don't have this. I don't have that excuses, excuses, excuses, which is great because you want to make sure that they're making all these excuses and they're telling you all their problems, which they they have been telling you through the entire part of the pain process so that now it's very clear in their heads that they cannot get there on their own. And so that's the goal for you. The whole point of the pain process is to really widen this gap and make sure that you can position yourself as a solution to get them to who they want to be. And they had to remind you how we're going to get there is We're gonna use these questions from surface business and personal. Now that you got this person talking about their pains, you understand what their ideal situation is. Now it's time to see how committed they are to actually making this happen. And so how we're going to do that is the next phase of the pain process. We're going to go into the budget and decision making process of the sales map, and this is gonna be important because if they don't have money to buy your product or service, or if you're not talking to the right decision maker, then basically don't even have the ability to buy your product or service, even if they wanted to. So after you understand their pains and and you're getting ready to position yourself as a solution to their problem, then you're gonna understand whether or not they can actually buy whatever it is that you have. So with that said, if you're looking for to see how begin to solve the next phase of the sales fire map, I'm going to see you guys in the next section. 6. Budge: everybody, What is going on? So in this section, we are going to talk about budget and this election is going to be particulary lee important because you got to figure out how much money someone has to spend on your product or service because if they don't have any money than it's literally going to be impossible for them to pay you for whatever it is that you got before we dive into the technicalities of budget, I'm going to show you where this stands on the salesman. Okay, So when we're looking at the sales map, you can see here that budget is going to come after the pain step. Now, a lot of times after the pains have, you might either going into the budget or you might go into the decision making process. But I won't let you know right now that it doesn't necessarily matter which, when you go into first, as long as you cover one and then you covered the other before you close up the call or sales meeting. So so far, you know, when you start from the building report agenda pain, you for sure want to do these in order like 123 and then from here, you rather go into the budget or the decision making process. And personally for me, I like to talk about the budget first, and then I like to talk about the decision making process than our transition into the closing out Part of the sales met. So now that you understand where the budget stands on the sales fire map, let's go ahead and get back into learning about budget. Alright, So back into the budget and the first thing that I want so out Wolf is that people don't have money. How can they pay you? And so that is why we need to really figure out someone's budget before we even try to sell them, because there's no point in selling something to somebody if they can buy it. And now, when it comes to the budget, they think is most people starting out or most people in general, they have this fear of talking about money because, you know, throughout our lives, for a lot of cultures are parents tell us that it's rude to talk about money. This is negative connotation, that money is evil. But the thing is, if the prospect doesn't have a budget, then it's not a good fit and doesn't make sense to sell them anything. So we have to overcome our fears of talking our money and breaking these stigmas of the idea that talking about money is a negative thing because it read in reality, it's really not. And it's absolute must if you want to be successful in business. So here is how you are going to transition into the budgets. So you just covered all these pain questions, and what you're gonna do is you're gonna wrap it all up and summarize all of these pain points. And what you're doing is you're basically widening the gap of who they are and who they want to be as far as possible. And you want to remember that when you're summarizing the pain points, you would just want to narrow it down to their top 3 to 5 pain points. And then you're gonna ask a question which will allow you to transition into the budget. Here's a thought process. When it comes to asking for someone's budget, the first thing you want to think about is you want to discover if the prospect even has any money. So the first step is discovered if they have money, and then you want to know how much money they got, so to discover whether or not a prospect even has money to begin with is you have something called settle questions and third party stories. So let's go ahead and show you how it works. So subtle questions work like this. An example is John, Have you thought about how much you'll need to invest to bring this project back to life? So it's a very subtle question that just nudges the prospect to ask them how much it's gonna cost for them to, you know, make this project come back to life. Another example is Sally. I'm guessing you haven't put aside a budget for this, have you? Inside he might say something like, Well, we actually did put a small budget for this and blah, blah, blah, blah, and then you can continue the conversation from there. So again, you're not directly asking how much money they have your suddenly asking them and they're gonna tell you a little bit, and you're gonna dive a little deeper when once they respond to you. Another example of a subtle question is Jim any idea on how much resource is? You'll need to figure this out. And Jim might say something like, Well, it might be $10,000 a month to figure this out and then boom, boom! There you go. You got your budget. Now The next strategy really used to figure out if someone has a budget is third party stories. So an example would be John. Usually when I work with companies like yours, though usually have a monthly budget set aside for digital marketing. I was curious to know if this was something you already thought about two, and they, John, might say, Yeah, you know, I thought about a little bit, and I did set aside a budget of X y Z, And so basically, it just gets this person talking by using 1/3 party story. Now they understand whether or not your process has budget. You want to dive a little bit more deeper to see how much money they actually have. And some strategies include ranging third party stories, a combination of ranging and third party stories, historical or future expectations, or using a metaphor, and last one is just asking them directly. And so let's go ahead and go through each of these Once you have a wide variety of strategies that you can use to ask someone's budget now, ranging is going to go like this. Hey, Wilson, if we were in a ballpark what you're looking to invest in solving this problem, what would that look like? Hey, Wilson. 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? And basically, what ranging is is your providing a range in which someone's budget might be in in the 1st 1? When I'm saying ballpark, they might just say yeah, in the ballpark of 10 to $20,000 something like that, right? And so you Now you have a range, or you could be a little more specific and put some tangible numbers like $30,000. And they might say, Oh, you know, about $15,000 sound about right and boom, you got your budget right there. Next, we're gonna go into third party stories and example is 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 the problem. They invested close to $10,000 to have us take care of the challenge. Would you invest as much as $10,000 if you felt confident we could help you here and savor might say something like, Yeah, you know, if you can really solve this problem $10,000 it would be fair. And boom, There you go. You got another budget moving on to another question using combination of ranging and their party's stories. 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 have to waste each other's time. Typically, when we work on projects like this, the clients investment usually falls around 10,000 to $20,000. Which end of the range should we focus on or is it over before it's even started? So here what I'm doing is I'm providing 1/3 party story where I'm given example of a situation of what happened with the past clients, and then I throw in a range of 10 to $20,000. And at the end I did something interesting where I said something like, or is it over before it's even started? And by saying that if if they don't follow within this range, then maybe they're not a good fit for me or they might say something like, Oh, no, it's not over yet. We're definitely in the 10 to $20,000 range, and from there you just kind of move a little deeper and you got your budget. Now we're gonna go into another example and is going to be the historical future expectation. And it goes like this hates him. Last time you overhaul your entire system, what size of investment were you looking at? Do you expect to spend more or less this time around? And they might say, If it's something like changing out their HR software or something like that, they do it every 10 years. They might say, Oh yeah, we expect to spend more about $10,000 And that's just another way to ask for the budget. And another one is metaphor. So Let's go ahead and dive into this example. Jonathan, when you're thinking about a budget for this project, are you thinking literally college level or the major leagues? And then they might see something like, uh, probably the Little League. Then you would say, OK, cool. What do you consider a Little League amount? And they might say, Well, little league to me is about $5000. So, as you can see here, I use the metaphors of, you know, different type of leagues. They picked one of that dive a little deeper, and then they could give me. But But also we're gonna do is a direct example. So it goes like this, Tom, I get the feeling that you've been burned in the past by revealing your budget to sales people before is accurate. That if they say yes, you can say, I appreciate you telling me that. Is there something I said to make you feel the same thing and then you continue the conversation from there. But if they say no, you could say I must have said something that made you feel like you can trust me or what 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? And they might say they might say something like, Well, I'm not saying I don't trust you, but I just don't want to ruin my budget because blah, blah, blah, blah, blah. You figure out why that revealing their budget, then you keep diving deeper until you actually get it. Essentially, in the direct example, What I'm doing is I'm just giving a scenario where Tom basically just doesn't want to give me the budget. And then I would just give any using an injection. I just want to give you some ways around these objections to get this person talking Maura , until they actually give you their budget. So now that you understand a plethora of different ways, you can ask for someone's budget. Let's go ahead and implement that into the sales fire. Matt. Alright, guys, going into the sales friar map over here, like I said before, what happens is talk about the budget. You want to make sure that you covered the building reports that you got the agenda down. You covered the person's pain, the transition into the budget. And so what we're gonna do next is what you want to do is you want to summarize the 3 to 5 critical pain points. So here is how we're gonna do it. You're going to say something like Okay, so like you mentioned some of the main challenges you're facing our paying one pain to pain three is that everything? And then the process will say, Yeah, I think that's everything. So if the answer no, What you want to do is you want to go back into the pain step and make sure you understand their pains. If they say yes, then you could go ahead and move on to the budget phase. Then you want to say something like Okay. Usually, when I work with 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 were doing to. They might say that makes sense. I have an idea, but I haven't set a concrete budget quite yet, So you're diving a little deeper, you know, they have a budget, but you don't know how much you dive deeper, so I'm gonna say, OK, that's totally fine. Now, if you were the ballpark, how much you were thinking of spending per month on digital marketing? What would that look like? They might say, Honestly, I'm not sure. Then you dive deeper. Okay? No worries. Let's see if I can help you here. Are you thinking of 6000? Or were you thinking of 5000 to $10,000 per month? And the prospect might say, OK, well, most likely between 5 to $10,000. And then from there you have a range of a budget that you can work with, and depending on the price of your product or service, you can kind of price it around the budget that they have. So you can see here. I'm in this example. I made a little more difficult so I can show you all the different ways you can ask for someone's budget. And the first thing is you want to make sure they have a budget first. So you start lighter and you say something like typically, I work with people and they might set a monthly budget and then the process. You have a monthly budget, then you want to make sure you know what that monthly budget is. So understand if they have a budget that you want to understand tangibly what that budget looks like if they're not giving it to you directly, just use the ranging strategy to figure out what's the range of the budget you're working with. And then from there, What you want to do is you want to transition from the budget phase into the decision making process. So to summarize, everything we learned so far we've showed you how to transition from the pain, step into the budget step. Then we showed you how to ask for the prospects budget, and we showed you many different ways on how you can do this. Even if they give you objections, just dive deeper and deeper until you give, they give you some type of number that you can actually work with. Then we're going to show you how you can transition into the decision making phase of the process. So if you're ready to learn about the decision making process, I'm gonna see you guys in the next lesson. 7. Decision Making: everybody. What's going on? Welcome to the section where we're gonna talk about the decision making process during your sale cycle. Now, the first thing I want you guys to understand is that you gotta understand how other companies work internally and this is going to be especially important when you are trying to sell into larger organizations. And I'm talking about Fortune 500 companies or even Fortune 1000 companies because with a larger the company is there MAWR approval process You're gonna have to jump through to before they actually make a buying decision. Now for people who are selling into, let's say, small medium businesses where there may not be as many approval processes. And sometimes people may even buy on the spot the strategies that we're gonna learn in this lesson, you're gonna be able to apply for both small and medium businesses all the way up to large companies when it comes to decision making. First thing I want to start off with are some of the common pitfalls that people fall into when they're starting out their sales journey. And a lot of times people who are trying to sell when they're just getting started. They don't know who the decision maker is at the company. So a lot of times on amateur sales person might just be spending his time talking to the wrong person. Or he or she thinks that they can make a sale without understanding. The approval process is that the other company has to go through in order to approve for the purchase of your product or service. Another pitfall that people commonly fall into is that they don't know the prospects time and don't know when the prospect will actually make the purchasing decision. And so they're just left waiting and lastly, a lot of times prospects that you may be talking to. A lot of times they're actually just lying to you, and they're not really being truthful with their decision making process, and they're only telling you what you want to hear. So the purpose of this lesson is too soft for all of these problems. Really understand what the decision making processes like at another company, you're trying to sell into what their timeline is going to be like and how to get the prospects to tell you the truth so that both sides can work together to actually close the deal. Now the whole goal of the decision making process is this. You don't want to fall into situations where the prospect has to think it over again. You could take a Yes, you could take a No, but you could never take a maybe. And what we're going to show you is how to get to the truth. Secondly, when you're selling to any organization, especially larger ones, you want to make sure that you are communicating to all the decision makers. You don't want to talk to a low level guy who can't pull the trigger on buying your product or service. You got to make sure everybody is in the room. Third, you gotta figure out the decision making process for the individual or company, whether they need some kind of approval. Maybe there's a lot of legal work that needs to happen. Whatever it is, you need to know exactly what it takes for the other company to buy your product or service . And finally, the last go of the decision making processes that we want to remove. Any type of guessing sales should not be a sense of gamboling where you're not sure whether it's a yes or no. You got to go all the way deep and really get to the truth on whether or not someone can actually make a decision to buy your product or service. No guessing, no maybes. It's either a yes or no. Either one is okay as long as you get to the truth. I don't want to give you another reminder that when you are entering the decision making process during the sales call, you need to be mindful that people usually lie on their first answer. So when you're asking them, how exactly do we get this deal done? Typically, people will not tell you exactly how it works. On the first answer they give you, you have to pry deeper and deeper, and the best salespeople are mindful at this because they're going to be have the ability to ask the questions to get to the truth. And so that is your job as a sales person. Before you even get into the decision making process of the sale cycle, you need to make sure that you transition into it. Samoud Lee, how you're going to do that is you are first going to summarize all the pain that you talked about throughout the call or the meeting. Then you're going to summarize the budget, making sure that they actually have money to buy your product or service. And then you're going to get into the decision question. An example of that is so it seems like you have X Y Z challenges, and that's summarizing the pain and have a budget to software these challenges and my accurate here. And then they're going to say, Yeah, you're accurate. Then you'll say. So let's say we can help you. What's that gonna look like? A them that is a natural son transition that you can use to get into the decision making phase. Naturally, what happens is that people will say something like, Okay, so next What I would need to do is I would need to talk to my boss and get approval from there and blah blah blah. So, as you can see, using this question in this transition opens up the dialogue for the other person to tell you exactly what needs to happen in order for them to close the deal and you don't want to make assumptions on what people need to do. You need to ask them and figure out exactly how their company works, because every company is different. Every company has different approval processes. You don't want to assume how they make their decisions. You just need to ask and get them to tell you. So some other examples of decision transition questions and these air just questions that you can use to transition into the decision making phase of the conversation. You could say something like, Will I mainly be talking to you? Is it just you who is going to give me feedback or is there somebody else that week should involve in this conversation? Who else do you think we should involve here? Do you think this will affect anyone else at the company? Typically, when I work with clients like you, there's an approval process. I was curious to know if your company had one as well. So as you can see here, these are all questions that you can use to transition into the decision making phase of the conversation. But also you can use these questions one after another to dive deeper and deeper to understand exactly what the decision making process is like and so moving forward. Once you start talking about the decision making process at the other company, you want to dive deeper and deeper, so you know exactly how they make decisions at their company. And this is going to be critical if you are selling into enterprise or larger companies. Here's some of the elements that you need to know in the decision making process. The 1st 1 is you got to make sure you know who who makes the decision, what their roles are. And do they have a direct or indirect influence on whether or not they purchased your product or service. Next is what what's involved in each decision making stepped. Is there an approval process? Do you have to write something and send it up? Do you people have the vote on it? You know what exactly needs to happen when the timeline is going to be really critical when it comes to sales, so you always need to know when the decision will be made and when they can actually pull the trigger and buy your product or service. Next is going to be where at what level with decision be made? Is it going to be the director level VP level? Or do you have to get approval from the CEO? And how how will the decision be made? Is it going to be by vote? Does one power one person have so power to make the decision? Etcetera, etcetera? And why? Why are decisions made this way? Why is it that you have to get all these approvals? Why is it that whatever the case that you hear from your prospect, you need to understand why they make decisions this way, so that when you run into any kind of challenges or obstacles, you can work around them because you understand exactly why they make the decisions in this way. So you can see here. These are all the elements that you need to figure out during the decision making process. And I would say the most important ones are who meaning who is involved in making that decision and when. When can that decision be made? All the other ones are nice toe have and is important, especially if you're selling into larger companies. However, for sure, you need to know who and when. That's an absolute must in order for you to get the sale. So with that said, let's go ahead and dive into thesis Ailes map So you so I can show you how it this is gonna work. OK, so looking at the high level overview of the sales map, the decision making phase typically comes after the budget or the pain set, whichever when you get into first. But if you go the route that I recommended, which is paying budget at the decision making, then you can summarize the pain, summarize the budget. Evan, dive into the transition questions to talk about the decision making process. And, as you can see here, we're in the decision making slide. And, as like I said before, summarize the critical pains and transition into decision making process. And this is the same transition that we already talked about. And then the prospect may either say no or yes, so So let's go ahead and dive into it. So, Tim, So it seems like you have X Y Z challenges and have a budget to software these challenges and my accurate here. They're going to say yes. So let's say we can help you. Is is there anyone else you feel we should involve here? The prospect might say No, I'm the decision maker here. They might say yes, We need to get my boss on the line or on the call. Whatever it is, right? So regardless of how the prospect answers, ask more questions to fully understand how the decision making process works at their company. So there's so yeah, you know, I'm the decision making here, and you could say something like, Okay, that's fine. Is there an ideal time of when you want to take care of this Meaning Wester timeline. When you want to pull the trigger and then they're going to give you an answer, then you're gonna ask you more questions. Like who, What, when, where, why and how and basically understand all these different elements of how they make the decisions at their company. And of course, if they're you know, just a one person shop, then you really only need to know when they're going to make the decision. And if it's only them who is the sole person who can pull the trigger. But if you are trying to sell into large companies. You definitely need to know all these elements because if you don't and deals get stuck, you're not going to know exactly why they're stuck and how to unstuck them. And so understanding how these decision making process works with all these questions going to be critical for you to make the sale. So no matter what your product or service or industry is, you want to be mindful on exactly what questions are going to be most important for you. Like I said, who and when are going to be the most important and everything else, depending on how large of a company you're selling into and then just want a tailor this to your style, to your product, to your service, to your industry. And then you have your talk track to dive into the decision making step of your sales process. So with that said, that is everything that we have to cover on decision making, and I'm going to see you guys in the next section 8. Closing Out: Close Deal: everybody. What is going on? So I wanted to welcome you to the section where we're going to show you how to close the deal. Now, before we dive into closing the deal, I'm gonna show you some different routes that you can take during a sales meeting because not every deal is going to be closed on the first call. I'm gonna show you how to do that. But for other deals, it's going to be a little bit different. So what? That said, Let's dive right in. Now we're moving towards the end of a sales meeting, and basically what you want to do is you want to tie everything together, Evan, move onto the next step and you want to make sure that the next step there is going to be a definite purpose or whatever it is. So I like to call this closing out, Meaning you're closing out the meeting. The two possible routes that you can have is on the left side. You're gonna just close the deal right there. You're gonna convince the person to buy your product or service and then get that person to give you their credit card number or whatever preferred method of payment, and you're going to close the deal right there on the first call for a lot of sales situations, it doesn't always make sense to close the prospect on the first call. For example, if you're dealing with Fortune 500 companies who have a number of different approval processes, it's literally just going to be impossible for them to even buy your product or service on the first call, even if they wanted to. So that is why they need to do whatever they need to do to get the approvals to talk to the right people. And what you need to do from there is scheduled the next meeting, so that in that next meeting, you do the next steps that it takes to close the deal at that company. So again, if you can close a deal where usually if you're doing something that's really transaction when straightforward, you can close it on the first call. However, if you're doing something more strategic or selling to a larger company with approval processes and multiple decision makers, then you're going to need to schedule another meeting and so we're going to show you two different ways on how you can close out a sales meeting or a sales call, starting with closing the deal on the first call. Now, like I was saying before, when you're closing the deal in the first call, you're going to get the credit card information. You're gonna process the payment, and then it's going to be great for transaction. Oh, and straightforward sales. Now, when you're scheduling a next meeting, some potential things that you will do on that next meeting is you will either do a deep discovery, meaning it could be a call about learning Maura about that company's problems and having all their technical people on the call. It might be a presentation end of the presentation. Then you can actually close the deal. It might just be to speak of other decision makers, whether it's the VP or CEO, or it could be like implementation. Call where you're talking more technical on how exactly you're going to implement your product or service, and this is very common if you are selling software so again, two different routes that you can take when you're closing out of meeting and that's closing a deal or scheduling the next meeting. So in this particular lesson, we're gonna show you how you can close the deal in the first call. And the first thing you need to know how to do is you need to learn how to pitch your product or service. So regardless of your closing the deal on the first call or your scheduling the next meeting, you have to know how to pitch your product or service cold. And first you want to start off with a high level pitch of what you do. So you get people get a better understanding of exactly what value you bring, and then you're going to dive deeper, and I'm going to show you how to do this. So the high level pitch is made up of three out different elements X, y and Z, and essentially, that's going to be a your market, your outcome in your offer. And this is something that we talked about already throughout this course. So how you want structure, it is. You want to say. I help acts achieve why, by doing Z, this is a very simple formula that you can use no matter what industry you're in. no matter what product or service you are selling, so your market is who your audience is, your demographic and who that potential prospect is, So outcome is going to be the desired results. What are what kind of results are you promising to your and your offer is exactly how you are going to help that person. What are you going to do to help him get that result? So this essentially, is the high level pitch that you can use for your product or service and an example of this is you can say something like I help fast growing startups with funding generate more leads for their business and convert those leads into paying customers by helping them do Facebook advertising. So that's just an example of using the market offer outcome. Or it could be something like, I help people who are overweight and unfit lose £50 within one month by helping them with their nutrition and exercising five days a week. So whatever it is that you are selling, you can basically structure it into this one sentence and why I like the sentences because it really makes clear who your market is, what desired results you're gonna achieve for somebody and how you're going to do it. And you could say this all in one sentence. It literally only takes, like, 5 to 10 seconds. And the reason why you wanted to spend less time talking is because you just want to clearly explain what you do very quickly, but get the other side to ask questions. So now that you understand the high level pitch formula, we're going to go into the deep pitch formula, meaning you're gonna dive deeper into exactly how you're going to bring value to your prospect. And how I like to think of it is the deep pitch is going to be your challenge times solution. And your why. How that works is essentially is you start off with a challenge in this formula is it's almost like you're telling a story where you're starting out with a problem. The challenges someone has. Then you're going to come up with a solution to that problem, and then you're going to explain to them why it's important. So the challenges someone has is they want to scale their business and they don't know where to begin. And they're afraid to do it on their own, and they don't know how to do it on their own by themselves. The solution I have for them, for example, is I will run your Facebook ads. I'll generate revenue off a positive are oi and just blow up in scale your business. Why this is important is because you don't have to do it on your own. I'm an expert that would give you a blueprint in manual. And I literally do this for you and you're gonna grow your business fast, but in a healthy way. So using a deep pitch formula, you can structure how you present your product or service. In this way, start off with the challenge. What problems do people have? Then you go into your solution, what you're gonna do to solve their problems and then go a little bit more deeper and explain why it's so important for them to buy your product or service and how their future is going to be so much brighter by purchasing your product or service. And again, what's great about the deep pitch formula is that throughout the entire sales conversation , you just listen to all of their problems. So it's gonna be extremely easy for you to get the challenge part down because all you're doing is just restating the 3 to 5 million critical challenge that that person is facing. Then when I say position yourself as a solution, you just want to make it sound like your product or service is going to be the solution to all of the challenges that they are going to face. And then once you understand that it's gonna be easy for you to just come up with for why on the fly to explain why they should buy your product or service and how it's gonna make their lives so much better. So now that you understand the deep pitch formula and the high level pitch, we're gonna dive into the sales map to show you guys how you're going to write this on your sales map. Alright, guys. So now we are back into thes sales math. We cover the pain budget decision making process, and now we're going to close out going first into closing the deal now. So we're gonna show you exactly how to close the deal step by step for your product or service. So let's go ahead and dive in going into closing out the deal. Part one. OK, so got some sales fire tips over here. You read that on your own. And basically, the talk track that you're gonna use is you want first summarized everything that you talked about so far in this sales meeting and get the prospect to admit that they're having problems in their own words. So an example of that is alright him. So you're currently making about $20,000 per month and you believe you can get to $50,000 a month if you leverage paid advertising on social. I was curious to know what's stopping you from just doing this on your own. Basically, this is the part where they're going to just make excuses to why they can't get to that $50,000 or whatever their goal is. And they're just going to come up with all their pains, which you already know. But you just want them to say it in their own words. So usually what you're looking for is that they don't know how to get there on their own. They want to get there faster or they want a blueprint and guidance from someone who successfully done this. And this is really good associate. You're selling services. But if you're selling, let's say a software, then obviously you're gonna change this out, and it might be something like our software is really outdated, and I'm not really sure where to begin in replacing it or whatever it is you just want to use. What I'm saying here is a rule of thumb, but you definitely want to tailor it for your product or service. So now that you got the prospect to admit that they have a problem and have all these excuses toe, why they can't solve it. And this is where you position yourself as a solution. So now we're gonna go into closing out closing the deal. Part two. You want to push the prospect away and out. What you're doing is it's like this push and pull thing right. You want to push the prospect a way to get them to sell themselves, So an example of that would be well, making $2000 for a month doesn't sound too bad. Why not just stay comfortably where you are and I'm pushing the prospect away, saying, Why do you need to get the 50 K? Why don't you just stay at 20 and they're gonna come back and say Sure, it's a decent amount, but Baba, blah, blah, blah. I need $50,000 to buy to take care of my mortgage and whatever it is, right? It's like it's pushing. Pull, push him away! Then Now you say, OK, that makes sense. And could you remind me again when you wanted to take care of this, right? You already know the timeline during the decision making phase, but you want to get them to say it in their own words once again. And it might say something like, Well, the problem is so bad that I guess now is a good time to take care of it. And so now you're going to say All right now we both know what the challenges and I get that you want to take care of this now. But I gotta know how committed are you to fixing this? You want to listen to their pain problems and you want to get ready to position yourself as thieves solution. So they're going to say something like, Oh, I'm very committed because I need to get to $50,000 because X y Z blah blah, blah, blah, blah. So now you have timeline. You got that commitment from them. You know, the decision making process. They're basically just going down your fund, and now it's getting easier and easier to sell to them. Now we're gonna get to step number three. So now you want to do is you want to get permission to pitch your product or service and keep your pitch less than three minutes. I would advise maybe two or even less, because it's all about understanding problems and solving it. Those shorter time you can do it the better. So an example of that would be OK, Tim, I might be able to help you with that. Are you interested in hearing what I do? And Tim says, Please tell me so so far, you got to know that Tim, in this example, has been talking the entire time. It's been just spilling his guts, telling him all telling you all these pains, and you really haven't said anything about your product or service. Now you're basically turning the tables and asking him if you want to hear about your product or service and instead of you being a salesperson selling him something, he's in the position where he needs to know if you have a solution or not. So you start with the high level pitch like we talked about and you say Great. Now what I do is I help ex accomplish Why, by doing Z again excess market wise outcomes e is offer. So let's go ahead and use an example. Great. Now what we do is we have high growth startups with product market fit. Reach new audiences all around the world using Facebook advertising. Right then you had a high level pitch, then you want to go a little bit more deeper, and then you go into a challenge solution and why? And if you could include some statistics, some numbers may be throwing a case study or two on how you made other people successful. That's gonna also help your pitch as well. So you could say something like a lot of companies I work with, like Evan name drop the struggle with advertising. They don't know how to get in there. They're really old school, and they just they want toe. Increase your revenues, but they just don't know how. Our solution does. Bob about blood. And here's why. It's important global a lot. So again, Just customize your pitch to whatever you think is best for your product and service and for your target demographic. And what's gonna happen is after you pitch your product or service, the prospect is gonna have a lot more questions for you. So again, you're talking for like, 2 to 3 minutes telling them about your product service, and then if they're interested, they're just going to say, Okay, well, how does that work, Patrick? So how do we do this? What's that? What's that? And you want to answer all their questions directly without without going into any technical details? Because people don't care about technical details. You gotta get him to buy emotionally and will justify logically. And after you answer all the prospects questions, the conversation will naturally go into pricing. And so that's when we go into closing out, closing the deal part for, And so if your pitch is convincing enough, the prospect will ask about pricing. But If they don't, you can nudge them by asking them a transition question like this one. With that said, what would you like to do now They're gonna basically say something like, So how do I work with you, Patrick? And then you want to say something like this, and this is how you close out the deal. You want to use something called incentive based pricing to close the prospect, you'll say, Well, typically, we charged $12,750 but we found that clients who can make decisions quickly are usually the best ones, the work wolf and achieve the best results. So because of that, we have something called incentive based pricing. Where will give you a special promotion, lowering the price by $5000 offer our services to you for only $7750 If you can make the decision today on this call, and from there, what you want to do is you just want to pause and wait for the prospect to respond. A lot of times they might just go for and they'll say, Wow, you know, you're basically saving me so much money if I make the decision now and they say, Okay, sounds fair. How do we get started? And then you say Great. If you like, we can go ahead and get started now and they'll say Sure, but how do we do that exactly? And then you say, If it's OK with you, weaken due credit card over the phone. So is that going to be Visa or MasterCard? And Boom, you got the sale right there. Now in situations where after you pause, the prospect might say something like, Well, I gotta check it over with my wife or, you know, I need a little more time to decide. Basically, that's going to be an objection. And how you can handle that is you can basically say something like, Well, what exactly do you need to talk to your wife about? And then you get to the bottom it Or you might say, Well, how much time do you need to decide? Is there anything that we left out? Do you have? You have all the information you need, but don't worry. We'll have a whole section on ejections later on in this course. But for now, that's essentially how you are going to close the deal on the first call, and basically the main driver of it is that you're gonna price your product at a high price and then give them this. Basically, it's inflated price, but you're basically going to lower your price, given them incentive discounting. And basically because they're saving so much money, If they make the decision today on the call that there, it will actually take it now for people that don't take it. And they say they might need a day or 24 hours. You could also say something like Okay, well, this price is only gonna be good for 24 hours, and then after that, it's gonna be the normal price and then leave it at that. So if they could buy it within the next week for hours, given the special pricing. But if not, then just don't give it to them because there are plenty of fish in the sea. So that said, That is how you are going to close your prospect on the first call, and that's everything we're going to cover in this lesson. So in the next one, we're gonna show you what you can do for you to schedule the next meeting so that you can close them later 9. Closing Out: Schedule Next Meeting: everybody. What's going on? Some of this section we're gonna talk about how to close out a meeting and schedule another meeting. So, like we've been talking before, we already learned how to close the deal and get someone's credit card on that call. Now, we're gonna show you what happens when including the deal on the first call. Doesn't make sense. And you're gonna go into potential next meetings from having a deep discovery or presentation, talking to decision makers or any type of call that you would have to move the deal forward . So now let's go ahead and move into thes sales map so I can show you exactly how to do this . All right. Moving into the sales map over here. Closing out. We're going to schedule the next meeting, which may lead to a presentation, or you can actually just close deal. So let's go ahead and dive right in. Okay, so this part is closing out Schedule next meeting, part one. So you got some sales fire tips over here. So you want to do is you want to schedule the next meeting to continue the sale cycle typically more common in more complex sales at larger organizations. And you want to make sure that both sides have a clear purpose of why scheduling another meeting makes sense. So don't just schedule a meeting for the sake of scheduling another meeting. Every meeting has toe have a clear defined purpose that is understood on both sides. So what you're gonna do now is you want to first summarize everything you talked about so far and get the prospect to admit that they're having problems in their own words. So it's similar to how you would close the deal in the first Call, but the ending is gonna be a little different. So the example is, Alright, Julie. So let me make sure I got everything and feel free to correct me if I got anything wrong. Right now, your team is receiving over 1000 job applications per month. But you're still reviewing and organizing each application manually. And your director is looking to solve this challenge by the end of the quarter and has even allocated a budget of $10,000 per month for this. Is that everything in this example? Just to give you some contacts, I would say I'm selling HR software to an enterprise company with thousands of employees. The prospect says, Yeah, I think that's everything. And then you say Okay, great. Now a lot of companies I work with who have similar challenges like yours sometimes say they want to fix it, but it can easily end up at the bottom with their priority list. Of course, I don't want to waste your time or mine. So I need to know how committed you are to fixing this. The prospect might say, OK, yeah. You know, I'm very committed to fixing this problem. We got the budget. You already know what it is. And then you say, Okay, cool. Let's go ahead and move on to part two. Now, impart to you what you're gonna do is you're gonna get permission to pitch your product or service and keep your pitch less than three minutes. So here is how it's gonna work. OK, Julie, I might be able to help you out with that. Are you interested in hearing what I do? And the prospect says, Please tell me then you start with the high level pitch. Great. Now what we do is X Y z so an example is great. Now what we do is we put in the example that we use before. But if you were to be contextual for this, it could be something like So, Julie, what we do is we help companies like yours implement an advance HR system that's going to save you hours of time. So you don't have to manually process every single application every single month and blah , blah, blah, blah, right? And then from there, going to your pitch that go into your deep pitched challenge solution why, right, really covered this. And then what's going to be different from closing the on the first call is that you're gonna close out by getting the next meeting. So once you pitch your product, they're gonna ask about pricing. But in complex deals, here's what you got to know Next. For short term deals for 34 deals, they're gonna ask for pricing naturally. But for complex deals, sometimes it may be a low through early to get pricing because you may not know exactly how to charge. And I know personally from personal experience and enterprise deals that there's a lot of different pricing structures that you can do. Whether it's how many employees are gonna use the product or service or how many employees they have or what their revenue is, you're going to take a percentage. So there's many different types of pricing for complex deal, so you just got to know how to price your specific product or service. So how I would do this is actually avoid talking about pricing right now, because you can do that on the next call and you would say something like Before we dive deeper enterprising. I think it makes sense to see if there's a fit to work together first. Once we know that, for sure, I'm sure we can work something out that makes sense for both of us. Does that sound fair? And they're gonna say, OK, sounds fair. Then you say, Now from here, what's the next step to move forward? And then they're going to say, Well, I need to talk to my boss to see what he thinks. Then maybe we can get on a call. Then you could say, OK, that makes sense Now. Do you mind if I make a recommendation and this is gonna be the key thing, right? So I said, Let me repeat it. So whatever they're going to say, then you're gonna make your recommendation and you say, OK, that makes sense. Now, do you mind if I make a recommendation? When you ask it like that? There's no way they're going to say no. So they're going to say, Sure, I'll take your recommendation. Then you're gonna say what you need to say to schedule the next call So you could say, Well, typically what the next that would be is that we'll schedule a discovery call where I'll get a technical specialist online and will go through exactly how your HR system works so that we can show you how we can integrate with Baba Baba block. So that's just one example. Some other examples include We would get everyone involved in deciding if this is a fit or not, and talk about whatever you need to do to decide whether or not it's a fit. Another one is we would get everyone on the conference call where I'll do a presentation on exactly how our product or service works based on what you told me so far. So in this one you're basically setting up another meeting for another presentation. Another out you can go is well, typically. What the next that would be is that once you send over the additional information I asked for, I'll prepare a price and guy for you, and we can discuss all the terms and details on her next call. So, as you can see here by just asking, do you mind if I make make a recommendation? You can just steer the conversation any way you want to take it. So whether that's a presentation getting doing a discovery call doing another call where everybody is on the line, you know, whatever it is that's going to be best for your sale, that's what you want to implement in here. Prospects going to say, OK, sure, that sounds good to me. Then you say, Okay, great. When's the best time to schedule our meeting? Then they're going to give you a time like next week. Monday, 10 AM PST. Then you say, OK, great. I'll send over a calendar invite to you and everyone on your team and boom, you got the next meeting scheduled. So it's really simple as that. The only difference between closing the deal in the first call and just scheduling The next meeting is the ending, which is you're just asking for the next meeting, literally. Just asking if you could make a recommendation, give him your recommendation on what they should do next. They're gonna naturally agree with it. You get the time and you scheduled the meeting on their calendar. And so that's pretty much all you need to do to schedule the next meeting. And then from there, what's gonna happen is that you could do a presentation and then you would just close the deal or whatever your sale cycle requires, whether it's a discovery, call a technical call or getting off the decision makers in the room or whatever the prospect needs to happen, you would just do it there. But I just want to give you the framework on what you need to do in order to schedule that next meeting and then for your sale for your product or service, you just want to tailor it for your specific thing. So with that said, that is everything that you need to know when it comes to scheduling the next meeting, and I'm going to see you guys in the next section 10. Presentations: everybody. What's going on? Welcome to the section where we're gonna talk about presentations now for your sale cycle. If you're gonna have multiple meetings and one of them is going to be a presentation, I'm gonna show you exactly how you can structure the material in your presentation, no matter what product or service that you have so that you'll be able to present whatever it is that you're selling in the best possible life. Now you got to understand that the only goal of a presentation is actually just to confirm what you already know and then close the deal to kind of dissect that a little bit more further. If you did a good job in understanding the prospects pain before the presentation, you actually already got the sale meaning during the first call psych call. What? However, many cause you did before the presentation. You really have that empathy and you understand the prospects pain, and you understand how you can be the solution to that pain, whether it's your product or service. So the presentation is actually just to demonstrate all the things that you already know and then confirm it. Now, the second part of this is that if you don't feel comfortable during this phase the presentation phase, that just means that you just didn't do a good job during the discovery phase of the sale cycle. And you don't really understand the prospects pain. Because once you get to the presentation phase, if you really did a good job and you built that empathy, you know what their problem is and you know how you're going to solve their problem, and you know that you're the best solution for them out there. Then you should be very confident during your presentation, however, if you find yourself not confident and that just means you didn't do a good job during the discovery phase. But that's okay, because even if you didn't do a good job, you can still do a presentation. But it's just gonna be a little bit more difficult to get the sale now. With that said, here's some guidelines that you can use for your presentation, and the first thing you have to do is set the agenda for the presentation. So during the presentation, in the very beginning, whether it's over the phone or in person, you want to first go over the pain, their budget, the decision making process to make sure nothing has changed since the last time you talked to them. Because it's something changed. You got to go back and understand what that changes. Then you got to make sure that both sides understand. By the end of the presentation, either you're going to get a yes or no and never a. Maybe this is very important because a presentation your only goes to confirm what you already know. And if it's not a fit, then find if it is a fit great. But you never want to take a maybe because you need to uncover all the unknowns. By the end of the presentation now, here is gonna be some more guidelines. During the presentation, You want to make sure that you only talk about the critical points, the critical pain points that you discovered during your conversation with the prospect, and you don't want to talk about anything more, meaning you don't want to bring anything new. You don't want to surprise them with anything. Just solve the problems that are known to both sides, and if you have some type of physical product. You want to make sure that the prospect gets to physically touch it as much as possible because that the more they put their hands on it, the more they're going to be more attached to it now during the presentation. If the prospect interrupts you anyway, anyhow, that's totally fine. What you want to do is you want a pause and answer their questions no matter what it is, and then continue on with the presentation and know that you do not have to finish your entire presentation. If the prospect is ready to buy in the middle of the presentation or they just say something like, Hey, you know, I don't need to see anymore. Let's just go ahead and buy it, then just stop and close. The deal right there and also at the presentation is just not going the way you want it to go. It's okay just to completely abort the presentation and just come back another time, because someone things are going well. You gotta cut it off and and before you lose anymore. And so here is how you going to structure your presentation, and it's going to be divided into three different stages. Essentially, it's the beginning. The middle and end very, very simple. And in the beginning of the presentation, what you want to do is you want to start the presentation addressing all of the critical pains. Remember, before you even dive into this, you want to summarize the pain, the budget decision making stats make sure everyone's on the same page, and then you dive into your presentation and dress all the critical pains that you're going to solve. Then you're also going to talk about the dollar amount needed to solve those problems again . You're talking about the budget of front cause you really got all this information and then from there, you're going to get the prospect to agree. Whatever you just said and they're going to say, Yeah, I understand those of the problems. I understand that this is the money involved to actually solve it. And then throughout the entire presentation, we're going to show them exactly how you will solve their problem given their budget. Now, if the prospect does not agree with anything that you're saying in this point that you got to go back to discovery phase of the sale cycle, meaning you can't get into the presentation unless all of these points are down. If they're not down, go back and then make sure everything is understood and made clear on both sides. Now, in the middle of the presentation, now that everything's all warmed up after you get their agreement, you go in with a compelling story. Whether it's a personal story. Customer success story is some type of statistic that is meant to give an emotional impact to your prospects. And after you tell this story, go into the critical pain points that you are going to solve and just a rule of thumb. When you're talking about pain, make sure you talk about the most important one first and essentially what you're gonna do issues you're just gonna go one by one, come up with the pain, have been solved. The problem. Talk about the pain and solve the problem, and you just do it over and over and over until you solve all the prospects pain. How you're going to do that is you're going to use something that I coined called the CSW method, and that is challenge solution and why you already seen this in the sales map. But during your presentation, you're also going to use it to tell your story and to make sure that your prospect has an emotional connection with how you're solving their problem and they understand that you are their savior. So whenever you're talking about pains, whether using a power point or if you're choosing not to use any power point at all, and you're straight talking, all you want to do is you want to start out with the challenge, meaning it's the problem paying challenge, right? And you could say, like, you know the problem with all these businesses that they don't know how to use social media marketing and they're not tech savvy enough to blah blah, blah blah. So solution to the problem is basically how your product or service soft for that problem. So let's say you're selling a social media agency service and then you say, for a lot of the companies that we work through, if they were really old school before, they didn't know how to use Facebook and Instagram. And so what we did is we took him to the Web version 2.0, blah, blah, blah and we just completely blew their sales out the water, that other that okay solution. And then you go into the why. It's because it's not enough just to soft ones. Problem. You have to make it clear on why it's important that you saw that way versus any other way , and this is your moment to make whatever it is that you're selling seem unique and significant for your specific prospect. So let's go ahead and give you an example. And let's say I'm selling H R software, which I used to do at Oracle, to a large hospital that has thousands of employees. So the challenge I might start off with is, I might say, Look, a lot of hospitals out there. They get thousands of job applications every single month. I remember this other hospital blah, blah, blah, blah, blah and in solution. And then I would say, or cold recruiting software. But it will actually do for you. It's going to automate your entire recruiting process, meaning you do not have to even spend a minute going through any manual work because everything is 100% automated from the moment someone puts in their resume all the way to when they finally get hired. Why this is so important for you is because you're gonna save so much time by automating all this manual work, meaning you're gonna have so much more time for your team to focus on the strategic aspects of your business rather than doing manual work. And it also gives you more time for your recruiters to develop new skills and grow, learn new things and feel satisfied and happy with their everyday work rather than sitting down in the deaths doing the same thing over and over. Processing thes resumes manually. So as you can see here, I'm not only solving their problem, but I'm explaining why it's important and how this time can be a real oh, allocated to different parts of their business. Now again, if you're selling something different, whether it's service or maybe you're selling sneakers or whatever it is, you have to make sure that you understand the why. Why is it important that somebody buys your product versus anybody else's product and then you just want him hammer that idea? And now that we're about 2/3 through the presentation, we're getting closer to the end, and what we want to do is we want to make sure the prospect is interested in whatever we're saying. So 2/3 during the presentation, you could just straight up ask your prospects. Hey, everybody. So we talked about this. This this and I just want to ask on a scale of 1 to 10. How close are we to saying yes with yes being out of 10 and then the prospect might have a number of different answers From there, they might say, If it's less than five, let's say they say, Oh, you know, it's like a three or fourth and you want to say something like, I get the feeling you're not really interested in this product. Is that fair to say they're like, Yeah, that's fair. Then you want to say, OK, that's totally fine. What can I do to make that number higher? So if somebody gives you a note low number, especially if it's under five, you just want to figure out exactly why it's not a good fit right there. Because maybe there's something that you didn't uncover yet, and then that's your opportunity to solve it. Now if it's a 57 What you want to do is you want to just continue the presentation and then ask for their 1 to 10 rating again later towards the end of the presentation. If it's 8 to 9, what you want to say is, What do you need to see to get us to a 10? And they're going to tell you exactly what's preventing them to be a perfect 10? And then as you continue your presentation, you want to make sure you cover that point. Now, if it's a 10 then you just straight ask them. What would you like to do now? And a lot of times the prospect will say, Well, we can actually just buy it right now and then Boom, you got the sale. So if it's attend right there, then the prospect basically will tell you exactly what will happen. And they're just going to close themselves. And so that's pretty much how you use using this 1 to 10 method. It's fairly simple. Anyone can do it. It's just asking them on scale. 1 to 10. How interested are they in and buying? And when you first do this, I know it's a little unusual because it's a little different technique to get someone to close themselves. However it does work, and if people don't give you a number, that's a 10. Then you could figure out exactly what you need to do to get them attend, and it's just gonna be a lot more clear on both sides on how you can actually close the deal. So with that said, you can use this framework whether you're doing a power point, whether you're doing just straight talking. Or maybe you have physical product that's sitting on their deaths and you're talking face to face, no matter what style of presentation you prefer, this structure is going toe work exactly the same way, and I just want to give you the main basic framework so you could implement it in your cell , however you want to. So with that said that everything that we have to cover when it comes to giving an excellent presentation and I'm gonna see you guys in the next section 11. Objection Handling: everybody, What's going on? Moving forward, We're gonna talk about objection handling. Why this lesson is going to be incredibly critical for you is because no matter what you're selling, whether it's a product or service or SAS or software, everybody is going to have objections. Nobody is just going to say yes, I want your thing right now without having some type of rejection. So we're going to show you how you can handle these situations and even craft your own objections and putting them on your sales map. Now you like it was saying before, No matter what you're selling, people will always have objections. And what you want to know is that instead of viewing objections as something bad, which most people do think it is, think of it like a blessing because this is where your prospects will tell you what's preventing them from buying. So when people haven't objections, that means they're interested in whatever it is that you have. But there are some things that just need to be cleared up to make sure that they buy, and it's your job to help them make the right decision. So a sales person job isn't to shove product down someone's throat. It's to clear the road, understand what a person needs and what their problems are and how you can solve it and then make all these objections, which are any roadblocks go away because people love to buy, but they don't like to be sold, so you don't need to tell someone to buy your thing. You just gotta open the field and get them to ask questions, get them to say their objections and then answer their objections. And then they are going to buy, because you want to create a situation where it's so clear that your product solves the problem for your prospect that there's just nothing that stands in their way from actually buying. And that's what the best salespeople do. So if all these things said, let's go ahead and go into thes sales map to show you some sample objections and how you could use your own and put them in there. Alright, guys. So we are in the final session with sales map, and this is gonna be objection handling. So some of the sales fire tips again, don't think of objections as something negative. It's an opportunity to understand what's preventing the process from buying. Also, don't force it. You don't need to force anything down a prospect. So just get the prospect to sell themselves by making sure you clear all the objections. So I got some common objections here to give you some examples. But of course, no matter what your product or service, you're actually gonna have different objections. So you just want to put the most common ones in here. Have your answer for them all planned out so that when the future customers ask the same objections, you already know what to say. But here's some sample objections that a lot of people can relate to, and we'll go ahead and go through them. So the 1st 1 is we don't have the budget, right? We don't have money. So it's something that I would say is OK, I understand where you're coming from. That's just building empathy. Now, if everything we talked about so far, are you sure this is something you actually want to do because of its not that's totally fine. And the prospect will say, Yeah, you know it is. I just don't have the money right now and then, I would say. All right, so what do we need to do to make this happen? So as you can see here, when they're saying they don't have the budget, I'm not calling them dumb. I'm not saying you should have told me before it right? I'm basically empathizing with their situation. Money is not always easy to come by. And then at the end, I'm saying something like, All right, So what do you need to make this happen? So I'm actually getting the prospect to solve their own problem because I don't know why they don't have the budget, but they're interested, right? So the best thing to do is to ask questions and get the other person to solve their own problems. So objection number two. Let's say they don't have the budget Another way. I would say it is. Okay, that's fair. I've talked to a lot of clients similar to you where there just isn't any budget right now , and that's fine. But if it's okay with you, I just wanted to give you a better sense of how we might be able to help you so that in the future we can make time to talk again. Does that sound fair to you? So in this second objection, a lot of enterprise deals happen where they may be interested in your product or service, but they just don't have a budget right now. So you just want to continue the call, tell them as much information as you can about how you solve their problems. And then in the future they'll call you back, and then you could move forward with the deal. So again, not every deal is going to be closed right away. Sometimes you just gotta have the initial call, and then I'll close six months later or even a year later. And that's very common in enterprise sales. So that's how you handle situations where people think they're not interested at all. And you could reverse the situation and say, Hey, you should learn about my product because you might need it down the line. Then they will continue the conversation. So going through some more objections, someone might say, I need more time before I could make a decision like this. And this is very common. If you're trying to close on the first call and so you could say something to counter like OK, that makes sense. How much time do you need? And then there was tell you exactly what needs to happen for them to close the deal. And then another thing you could say is, is there anything in particular you need to understand before making a decision? It's just another version of saying what I just said before. But essentially, when someone tells you that they need more time to make a decision, don't force anything on to them. Don't tell them what they should do. Ask them what needs to happen in order for the deal to close. They're gonna tell you exactly what and then you just move in that direction. The last one we're gonna go over is they might say something like I needed to talk to my wife for, So I need to talk to the CEO or whatever it is, right? And then you come in and you might say All right, that makes sense. When do you think you'll be talking to your wife about this? And then they're going to give you a time. Then you're gonna say Okay, so what exactly are you going to discuss? Then he's gonna tell you and then basically, just carve out all the conditions needed for you to actually close the deal. And then you continue with the conversation, and then after they tell you whatever they tell you, then you get, say something like OK, great. I just added you on linked in or Facebook. Whatever your preferred method of social is so you can reach out to me directly there. And if you have that conversation and make a decision with the next 24 hours, I promise I'll hold our special pricing for you again. That's just an example of trying to close on the first call or you're trying to close within the 1st 24 hours. You basically just say Okay, so what do you need to do? And they'll tell you? And then you say, Okay, you got 24 hours. Add me on Facebook. I mean, link didn't let me know. If you don't make the decision 24 hours, I'm going to give you the regular pricing. And so pretty much, no matter what your product or service is, you're gonna again. You're gonna have different objections, right? and some of them might be similar to this one. Some of them might be really specialized for your product or service or industry. So using the sales map, all you want to do is edit it and just write all your objections that you think people will ask or the ones that you face. Once you get into the few, write your answers and then try amount and see if they work. Now, if your objection handling does not work and you try a couple times, then you just want to go back and just change it up and then try again. Because how you improve on this salesman is just trial and error process. Collect data from, you know, actually experimenting and talking to customers and then improving this map as you go on. So with that said, that's everything that we have to cover on objection handling. And again, you got to fill this out with whatever objections that you think you'll come across. And that's everything we're gonna talk about in this section, and I will see you guys in the next 12. How to Build Your Own Sales Map: I had everybody. What's going on? It's Patrick here now, in this section. What we're gonna do is we're gonna help you build your own sales map, and I want to just give you an understanding of how you can use the sales map for your own product or service in your industry, using the template that I gave you. Now again, you want to customize it for your your specific market and product and service. So don't think that you could just use the one I gave you and just say it off and use that exact script. You have to customize it for your specific situation. And a sales map is actually something that's always a work in progress that's constantly evolving, meaning after you do it once it may work for a couple months or even a couple of years. But in the future, when the industry changes, when technology changes and you just might have to sell in a different way, you have to update your sales met. But that's totally okay, because the map was designed to be something that is a work in progress. And then you have version one version to version three event. It's just constantly going to get better as you become a better sales person and you know exactly what to say in selling situations. So let's go ahead. Go and dive into the salesman and give you an idea of how you can edit this yourself. OK, guys, So going into the sales map template, essentially, I made everything here downloadable and edit herbal. So when you're going to hear, you can just kind of type in whatever you want to type in, whether your company name, sales map or your personal name salesmen, whatever it ISS, type it in there. And then, as you can see here, you got the overview of your sales map. Right? So the foundations building report agenda pain, budget decision, closing out closing deal, blah, blah, blah. So what you want to think about is, for the most part, I would say the beginning is going to be the same. How you wanna structure, whether you do budget or decision making. First that's up to you. And then when you close out, what you can actually do is you can add more boxes here like, you know, it's pretty easy to use this and again I'm using keynote so you can download it as Aquino if using Mac. But it will also be available for a power point if using power point. So it's very simple. You can just edit the boxes if you want. So if you after you close out your schedule next meeting to a discovery call than implementation call than presentation, you could just add more boxes right there. So use it however you want, you can move everything around. So going to the next part building report. So in this part, I put like Hatim, it's really great talking to you here. How you doing today? So if you have a different style of how you like to do introductions, just go ahead and replace a here and just put a feeler of what you think of prospect respond with doesn't always have to be perfect. But as long as you have a general understanding of what you're doing in every single phase of the sale cycle, then going to the agenda. Obviously you want to change this part out. These parts basically like the gray that I put in for you guys because you're sale may be different. It may be similar, but go ahead and change that out. And this is just a diagram that basically gives you a high level or view of the pain because it's gonna be so important. So there's nothing really the change here. It's just images, but in the next part. But in the next part, for sure, you're gonna change the's transition questions, and you could use these specifics surface pain questions if you want. But if you want to use different ones and you find more success with that, go ahead and just like, double click on it and you could edit everything here paints up to same thing, paints up three again. All you're doing just editing the type of pain questions that you prefer to use during your sales conversations and then moving down paints the four same thing. Just swap out whatever you want to swap out in the transitions. Then when you get into the budgets up again, sometimes if a prospect has similar pains, you can kind of pre right what those pains are here and then change everything else. So you know the flow of the conversation decision making, same thing, closing out. So I mean, you get the gist of it where you're just editing the parts that you think that needs to be changed for your specific market, your product or service, and some things might be the same. Some things might be different, but it's up to you to really decide what that is. And again, I just want to give you a framework on how you can use it. And so I just use some examples in here. And finally, the thing I think you're gonna change the most is most likely the last part, which is the objection handling, because you definitely will have different objections from the ones that you're seeing here , depending on your product or service. So again, it's very simple. You just double click, and then you could just edit everything on the sales Matt be contracting around and because it's literally on keynote and Power Point. And so what? That said. That's pretty much everything that you need to know when it comes to customizing your own sales map template. And again, make sure you make it specific for your product or service and your industry and your market, because if you don't. All these things will not matter if it's not targeted for a specific group. So with that said, that's everything that we have to cover when it comes to customizing your own sales map and I'm gonna see you guys in the next section. 13. Making Improvements to Your Sales Map: everybody, What's going on? So in this section, we're going to show you exactly what you need to do to make improvements to your sales map . So really went over the entire sales map, how to use it in all the different elements of it. We also showed you how you can edit the templates so that you can customize it for yourself . And now I'm gonna show you a methodology that you can use to make sure that you constantly iterating on your sales map to make sure that it's sharp and performs well in the market. Now, if you're a startup or if you're just starting out, you may have to change a lot of the fundamentals of your business before you even alter your sales map. And again, the seals map is actually just a technicality of what you're going to do and say during a meeting. But before you even get into the sales map first you need to understand that they're the sales fire formula. You have to get this right and again. Sales fire formula is about your market offer an outcome. So you want to make sure that all of these three different variables are incredibly dialed in meaning. You know exactly the type of people that you're targeting. You know what you're gonna offer them and what you're they're gonna buy. And then you know exactly the desire results that your market is dying to pay you for. And the thing is, if you don't get these three right, there's no point in changing the fine details of your sales map. If the fundamentals of your product or service doesn't even solve a specific problem. So again, before you alter your sales map, make sure that you got great product market fit. You got a good offer, and you got a desired outcome that people actually want are willing to pay you money for. And then you can change your sales map. So again, if you're a startup, usually that's what you have to do to make sure that you're not wasting your time. But once you get everything down and you want to dial it in even further, be more killer at sales. Or if you're working at a larger company and they already figured all these things out already or did it for you, then you can go ahead and tailor your sales map right off the bat. So again, once you know about the fundamentals, go into your sales map and make those changes. And the two most important things when it comes to editing your sales map is volume and speed. And so what I mean by volume is that you want you go through as many sales meeting as possible so that you can get a large amount of volume because it gives you a lot more data points. And not only that, but you need to go through a lot of sales calls and a lot of sales meetings. And you want to do this in the fast amount of time because the more sales meetings that you have at a faster pace, the more your sales to map will become more tailored and more fine tuned to B'more killer for your desired market. It's almost like an algorithm where you're feeding at data, making those changes going into the market, trying it again, feeding a data, making improvements with every single meeting. And the more you go through this process, the better your sales map will be, and the more you will improve as a sales person, and you want to know that using the scientific method, you want to only change one variable at a time to exceed how it's affecting your sales meeting. Because if you're changing multiple variables and you're going out to check those things, it's really hard to tell which of arable is making the biggest difference in terms of becoming a better seller. So again, when you're altering your sales map, try to change only one variable at a time. And let's go ahead and go into the salesman itself so I can give you an idea of how to do this. Okay, so going into the cells map here, as you can see when I say one variable at a time, it's things like the building or poor agenda pain. So you're making these alterations. Try the only change one phase at a time, and typically, how you wanna think about going through this is that you want to think of the map almost like a funnel, where there are always going to go down this funnel here, right? So if you're doing the building report really well, you're doing the agenda really well, but you find that in the pain step. For some reason, it never gets further than that. Then you know that in your funnel, the pain part needs to be fixed. So you go through the pain, you fix it up, then you come back. Make those changes and you try it again. And then if it works, you get to the next step. Maybe the budget works and maybe decision make. It works, and then you get stuck in the closing out where you can't close the deal on the first call . Then you might say, Okay, let's make some changes here and there's try it again. So basically, if you want to think from top down, you want to make sure that every single piece works all the way to the end. And if you get to the end, then that means you closed the deal. So alter one variable at a time. And the beauty of doing this is that the more you do it, and the more time passes and more value we have, you're actually going to gain the benefits of compound interest, meaning in the beginning, things might start off a little slow, yet better and better and better. But then, as you go on, you're just gonna be a killer and sales. So in the beginning, maybe two out of 10 calls might be good. But then, as you continue, that process may be a at a tent is gonna be good, and you're just completely dominating the game. So that's the power that the sales map has because it's going to pinpoint exactly how to become an effective seller, exactly what to say and how to say it, and even the mindset that we covered throughout the entire course. And then eventually you're gonna get to this point where you're just gaining exponential gains at every time you use your sales map because you're just becoming a deadlier sales person. And once you get your sales map down, you can actually use it to train other people to follow your sales map. And then even if they don't even have sales experience, if they literally just go through your sales map, they know exactly what to say and how to say it. And then when they get stuck, you can kind of just look at the map and say, OK, which area are you getting stuck you can train them and help them overcome that step, and then you you put him back into the field and they do it again, and then they're just going to improve. So again the map is going to be very critical because it provides you data on where you can improve your sales process. And if you have any problems, you can pinpoint exactly what those problems are. Fix it and then move people further along your sales map. Like I just said, a sales map is also is very effective when you're coaching sales. Rest because you can easily understand exactly where they need help and you can correct their mistakes right there. So you never want to underestimate the power of a salesman. And once you get better at it, you don't even have to look at your map during your call. But you always want to refer back to it to see what areas you can always improve. So what? That said that's the mindset and methodology that you need tohave to improve your sales map , and if you do it, you put in the time and you do those calls for sure you are going to be an incredibly effective sales person, and you're just gonna be closing deals left and right. So with that said, that's everything we have to cover when it comes to improving your sales map. 14. Next Steps: Now, if you're getting any value out of these courses, make sure to leave a positive review. Sharing your experiences. 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