| > | | | | it go. |
| | | | 5. How Do You Get To Ask Questions? |
| Using a proven selling process make selling easy | | | | Make it a condition before you do any |
| and financially rewarding. Here is the selling process | | | | presentations. i.e. I know you’re |
| that has generated hundreds of millions of dollars | | | | expectingme to tell you about our stuff, but |
| for all sorts of industries all over the world. | | | | before I do, can I ask you a few questions |
| Start with the end in mind as Steven | | | | aboutyour wants and expectations so I |
| Covey of 7 Habits of Highly Effective | | | | don’t bore you with information that is of |
| Peoplesays. So let’s start with booking | | | | nointerest to you. |
| the order and work towards where the | | | | a. Ask questions when alone |
| sellingprocess starts. | | | | with her/him. People reveal more one-on- |
| 1. How to Get the Order? | | | | one. Remember you have to appeal |
| Get all the powerful people — especially the | | | | to this person to win his/her vote. It’s |
| most powerful person to commit toyour | | | | not about the company or the other |
| offering. This is the person with the ability to | | | | people. |
| say yes and it happens. Don’tbe fooled | | | | b. If you give the |
| by those who can say no. Anyone can get you | | | | presentation before the interview, you lose. |
| eliminated. | | | | They get to |
| a. If it is a business sale, there may | | | | know all about you and you learn |
| be lots of people involved. The ultimate | | | | little. Rescue strategy, when you can’t |
| decision-maker is usually in the | | | | resist the urge to present, is to ask |
| executive suite, and listens to associates | | | | each person the magic, feeling question. |
| and subordinates. | | | | See 3 above |
| b. If it is a consumer sale (car, house, | | | | 6. Who Are The People To Be Questioning? |
| personal item), determine who has the | | | | All the people who touch or who are impacted by |
| power — husband, wife? | | | | your product, especially those inhigh places are |
| Children can be significant influencers. Emotional | | | | the people you should interview. Win each of |
| buys happen, but will be returned | | | | these people’s vote. |
| unless the power and influences are | | | | Ask to meet their boss so you can ask questions |
| synchronized. | | | | and win his/her vote. Thepowerful will make the |
| 2. How To Get Powerful People To Commit? | | | | final decision. Don’t argue. It is what it |
| Ask for the commitment. i.e. Since | | | | is. Besides, whatwould happen if your |
| you’re feeling good about what | | | | competition gets to the bosses. |
| we’ve justdiscussed, can I have your | | | | 7. When Do You Start Going After All These |
| commitment that you will support me/my | | | | Administrators, Decision People And |
| company. | | | | Senior Execs? This is a lot of work. |
| a. If s/he says yes, | | | | After you qualify that this is a good company and |
| you’ve won a vote - not the sale — | | | | a good opportunity for you topursue. Anything |
| unless it’s the person | | | | with life is not good for you. Use history to |
| with the power to say yes and it | | | | determine the typesof companies/opportunities |
| happens. | | | | that have gone well for you and those that |
| b. If s/he says no, ask | | | | haven’t. |
| How come? i.e. Seems like you have | | | | Seek only those that fit this profile. These are |
| some | | | | the plumbs and should close at a |
| concerns. Please explain | | | | 70% rate if you do 1 through 6 above. Leave |
| 3. How Do You Know What S/He Is Feeling? | | | | the rhubarbs for your competitors. |
| Ask the magic question — How do you | | | | They will die slowly while you use the time to find |
| feel about what I’ve just presented? | | | | more plumbs. |
| a. If s/he feels good — that | | | | 8.How Do You Find Enough Prospects To Be |
| great — go for commitment. See 2 | | | | Choosey? |
| above. | | | | Have a systematic prospecting program. |
| b. If s/he doesn’t feel good | | | | Fortunately there are many levels andtypes of |
| or shows signs of hesitation/objections, ask | | | | prospecting. Your easiest prospects are those |
| What’s the issue. See | | | | who you currently dobusiness with. Develop high |
| 2b above. | | | | level relationships, (How? Read my book — |
| 4. How Do You Know What To Present To Make | | | | TAKE ME |
| Her/Him Feel Good? | | | | TO YOUR LEADER$), and you will get 100% of |
| Ask questions about what s/he wants/expects. | | | | the business from 100% of yourclients. Your |
| What would the perfect solutionlook like to | | | | toughest prospects are new account, cold call, |
| you? What will it take to get your | | | | greenfield prospects. |
| vote? Stop talking and listen. Thenbase your | | | | a. Prospect for those that fit your |
| presentation on what s/he has said. | | | | profile. |
| a. Be sure the answer comes from | | | | b. The more organized your |
| this person. The biggest mistake is to | | | | approach, the better you changes of finding |
| ask others what someone else wants | | | | quality leads that are interested in |
| expects. | | | | doing something. Then do 7 through 1 |
| b. If s/he doesn’t say the | | | | above in that order only. |
| things you think s/he should be concerned about, | | | | c. If you don’t prospect |
| expose and entice, i.e. Are you | | | | enough, you won’t have enough plumbs |
| aware
Others have used
and | | | | and you will |
| found | | | | gravitate to the rhubarbs. |
| that
Don’t push. | | | | See selling is very systematic and can be easy. |
| Sense if there is any interest only. Otherwise let | | | | |