| You may recall times when the customer is about | | | | 3. Dramatize the conversation |
| to make a purchase but keeps contending about | | | | For some reasons, things that come to us easily |
| the price or a condition that was not met. It | | | | aren't valued much. Therefore dramatize the |
| seemed like a dead end. The ask-the-manager | | | | conversation with your manager in such a way |
| close can help you turn such situations around to | | | | that additional 5% comes after a great struggle. |
| bring in the sale. | | | | This requires a little practice. |
| This is a technique where showmanship is of | | | | As you do this, you may want to stand close |
| utmost importance. When done properly, your | | | | enough to your prospect so he can hear your |
| prospect is forced to either make the purchase | | | | conversation yet far enough so he can't |
| or dissolve the facade of price objection to | | | | intervene. |
| confess his real objection. | | | | After walking your prospect through these three |
| There are three steps involved to prepare the | | | | steps, they'll come out of this experience with 3 |
| stage so you can experience this technique's | | | | affirmations: |
| maximum benefit: | | | | 1. He feels you are on his side, putting in an effort |
| 1. Confirm the objection | | | | to fight the authority for them. |
| Have your prospect affirm that the price (or | | | | 2. He feels great to have you arm-twisted into a |
| some other objection) is indeed the only concern | | | | good deal. |
| holding him back. Then you do a trial close by | | | | 3. He feels the pressure to make the purchase |
| saying, "...suppose this concern is out of the way, | | | | because you have made him commit to it earlier. |
| will you then put this art piece at your study?" | | | | This technique is so powerful some salesmen |
| If he assures you this is the only concern standing | | | | purposely setup such "dead ends" just so they |
| between your product and him, progress him to | | | | can put this technique to use. If you're thinking of |
| the next step. Otherwise get him to tell you | | | | using this as a primary means of closing your |
| what's the one thing holding him back from the | | | | prospects, you have to make adequate |
| purchase. | | | | provisions. |
| 2. Emphasize the difficulty | | | | For example, if your prospect shoots a price |
| Tell your prospect how difficult it is to meet his | | | | objection at you, an additional discount is available... |
| requirement. Throw all sorts of objections at him, | | | | If he moans about the lead-time, an express |
| then tell him this is the best you can do for him. | | | | delivery can be arranged... In case he bothers you |
| At this point, drop him a hint that there may be a | | | | about the color, an alternative can be |
| glimmer of hope if you were to speak to your | | | | manufactured... |
| manager. | | | | With adequate preparation, your prospect tries to |
| Then do another trial close, saying "....we really | | | | steal a bargain from you only to find himself |
| don't do such things here, yet I'll persuade my | | | | entangled into a web of commitment. |
| manager to make a provision. Before I go in to | | | | But as with all other powerful sales techniques, |
| see him, can I be 100% sure that in the event | | | | you must use this with good showmanship and |
| my manager agrees to another 5% discount, | | | | with integrity. Otherwise your prospect may feel |
| you'll be doing the paperwork today?" | | | | cheated and never buy from you again. |