| If you want an answer, ask a question. Questions | | | | that is a daydream, and while some dreams |
| invite answers; questions demand answers. Only a | | | | come true, many won't. Your customer is not |
| completely rude person ignores a question - and | | | | going to close himself; that's your job. It's why |
| often not even then, because rude people like to | | | | you're called a salesperson and are paid a |
| prove they're right! Questions are the only thing | | | | commission. |
| that can be answered. You can't answer a | | | | Another point about the Assumptive Close is |
| statement. You can reply to it, or ignore it, or | | | | you're just supposed to begin by writing the order |
| argue with it, but you can't answer it. | | | | and hope the customer doesn't stop you. Because |
| Example: I just made a statement in the last | | | | if he doesn't, then we assume he's bought. But |
| paragraph. What's the answer? There isn't one. | | | | one has to wonder how this takes place. Where's |
| You can't answer a statement. And along those | | | | the transition between presentation and close? I |
| lines: | | | | don't see any. What I do see is scared time, big |
| You Can't Answer An Objection! | | | | time. I see the prospect thinking, "Uh oh, is that a |
| It breaks my heart to hear someone giving sales | | | | contract?" Decision time! Pain time! Fight or flight! |
| training who tells his students to "answer an | | | | Remember we agreed earlier asking the prospect |
| objection." You can't. An objection is not a | | | | to part with his money is going to be scary. It's |
| question. It's a statement. That's why everything | | | | true a weak prospect will sometimes go along |
| you have been taught about overcoming | | | | with it. He'll sign the contract and might even give |
| objections - that is, answering them - is wrong. | | | | you a deposit. But just wait until tomorrow when |
| The only thing that can be answered is a question. | | | | you're not around to intimidate him with your |
| Think about that. | | | | assumptions. |
| Earlier we agreed your job is to sell - which | | | | Buyer's remorse kicks in, and he calls to cancel |
| means to close, which means to get a favorable | | | | the deal. The sale you thought you'd closed wasn't |
| buying decision, which means to get a "yes" | | | | closed after all. It's easy to understand why: He |
| answer. I told you that was a clue. We're clued in | | | | never made a commitment; he never said yes. |
| now that to get a "yes" answer out of our | | | | And the reason is because you never gave him |
| customer we're going to have to ask him a | | | | the chance to say yes. |
| closing question - because he can only answer a | | | | As I said, the Assumptive Close works |
| question! Since he cannot answer a statement, | | | | sometimes. Dumb luck does work sometimes. But |
| you cannot close with a statement! | | | | sales professionals don't depend on luck. They |
| This means anything you have been taught as a | | | | replace luck with smart selling skills. Let's look at a |
| close that is not a question is not a close. Not a | | | | couple of other popular closes and see why |
| very good one, anyway. The first rule of | | | | they're keeping you from making sales. One is the |
| questions is questions demand answers; so if you | | | | Minor Point Close. At least this one is on the right |
| want an answer, ask a question. Thus, the second | | | | track, because it involves a question. |
| rule of questions is: | | | | When you use the Minor Point Close, you are |
| Questions Set The Topic Of Discussion | | | | supposed to ask some trivial question - for |
| They are the focus point of the discussion, which | | | | example, "Ms. Customer, which color do you |
| means they can determine the direction a | | | | prefer?" And if the customer selects a color you |
| conversation will take. And a sales presentation is | | | | have, you may have a sale. So far, so good. The |
| a conversation, after all. You already know asking | | | | bad news is maybe she won't select a color you |
| questions is one way customers gain control of | | | | have. And, worst of all, the Minor Point Close |
| the presentation. Asking questions is the only way | | | | involves an informational question, to which the |
| you'll get it back, and that leads us to the third | | | | easy answer from a customer who senses |
| rule: | | | | decision time is, "Well, I'm not sure. Let me think |
| He Who Asks The Questions Will Control The | | | | about it." |
| Presentation | | | | Again, the Minor Point Close works sometimes, |
| Now relate this rule back to the rule of closing | | | | but only if you're lucky. It's not a professional |
| that said: | | | | sales tool. Using an informational question to close |
| He Who Controls The Presentation Shall Be The | | | | is asking for trouble. Sometimes the Minor Point |
| Seller | | | | Close is actually tweaked into a yes-or-no |
| So if you ask the questions, you're in control. And | | | | typequestion - another step in the right direction. |
| when you're in control, you're the seller. If you | | | | The bad news is, it can't be phrased in such a |
| want to be the seller, you need to ask the | | | | way as to eliminate the possibility of a no answer. |
| questions. | | | | So at best you've got a fifty-fifty chance. Once |
| Here's the fourth rule of questions: | | | | again, luck is the deciding factor. Here's another |
| Answers To Questions Must Be Appropriate | | | | example of how the Minor Point Close fails, even |
| You'll understand this better as we proceed | | | | when phrased as a yes-or-no question. Picture an |
| through some more examples. There are many | | | | insurance salesman trying a yes-or-no minor point |
| types of questions, but for our purposes we can | | | | question. "Mr. Customer, don't you agree the |
| effectively whittle them down to just two: | | | | investment qualities of this policy are generous?" |
| informational questions and yes-or-no questions. | | | | And the prospect answers, "Well, not really. I've |
| An informational question seeks information as | | | | seen better." Or "Well, I'm not sure. Let me think |
| the answer and gets information as the answer. | | | | about it." |
| If you ask someone his name, he won't say, | | | | Now... if you're paying attention, you just realized |
| "Yes," he'll give you his name. If you ask the lady | | | | something. The salesman asked a yes-or-no |
| next to you on the plane what time it is, she'll | | | | question but got an informational response. |
| give you information. | | | | Doesn't that violate our rule that says answers to |
| Informational questions are good for one thing | | | | questions must be appropriate? Not really - |
| (surprise): extracting or gathering information. But | | | | because there's actually a third type of question |
| they are DEATH to use when closing! You'll see | | | | called the opinionated question. It's really an |
| why. Another thing you need to know about | | | | informational question disguised as a yes-or-no |
| informational questions is, despite the above | | | | question. |
| examples, the answers are seldom predictable. In | | | | When the salesman asked the prospect if the |
| contrast, a yes-or-no question only gets one of | | | | investment qualities of the policy were generous, |
| two answers. If I ask a person if his name is | | | | he wasn't asking a yes-or-no question, he was |
| George Washington, I'll almost certainly get "no" | | | | asking for an opinion - an informational question. |
| as a response. | | | | Fortunately we don't ask too many opinionated |
| Yes-or-no questions are excellent for closing | | | | questions. But if you're ever in doubt as to the |
| because they get either a yes or a no response, | | | | true nature of a yes-or-no question, try this test. |
| and we're looking for a "yes" answer, remember? | | | | A true yes-or-no question can only get "yes" or |
| Right now you're thinking, Well great, if I close | | | | "no" as the appropriate answer. If it can get an |
| with a yes-or-no question, I stand a good chance | | | | answer such as "I don't know" or even "maybe," |
| of getting a "no." And you're right. But I haven't | | | | then it is not a yes-or-no question; it's an |
| finished telling you the good news about yes-or-no | | | | opinionated question. As I said, it doesn't happen |
| questions: A yes-or-no question can be phrased in | | | | too often so don't worry about it. |
| such a way that you can virtually eliminate the | | | | Furthermore, it doesn't affect the MILLION |
| answer you don't want! | | | | DOLLAR CLOSETM, which is a true yes-or-no |
| And if you can eliminate the possibility of getting a | | | | question - phrased, of course, to eliminate the |
| "no" to your closing question, then you've got a | | | | possibility of a no answer. |
| MILLION DOLLAR CLOSE TM! Let me tell you a | | | | So, while you can improve on the Minor Point |
| story that illustrates this point. You'll like it. Once | | | | Close by turning it into a yes-or-no question, you |
| upon a time a young monk arrived at the | | | | can't eliminate the possibility of a no answer. "Mr. |
| monastery. He asked the abbot if it was okay for | | | | Customer, do you like the generous investment |
| him to smoke his pipe during the evening prayers | | | | qualities of this policy?" Mr. Customer: "NO!" Bad |
| in the garden. The abbot replied, "No, you can't | | | | luck strikes again. Let's take a quick look at |
| smoke while you pray." | | | | another popular close, sometimes called the Ben |
| The new monk got settled in his room, and soon | | | | Franklin Close. It's more accurately known as the |
| it was time for evening prayers. As he was | | | | Weighing Close or the Balance Sheet Close, |
| walking through the garden with the other monks, | | | | because Mr. Franklin didn't call it a close. He was |
| silently saying his prayers, he saw an older monk | | | | wise enough to know it's not a question and |
| walking towards him puffing away on a pipe. The | | | | therefore can't get an answer. He simply used it |
| young monk stopped the older one and said, | | | | as a logical process to weigh the pros and cons of |
| "Brother, I see you're smoking your pipe. But | | | | certain choices. |
| when I asked the abbot if I could smoke while I | | | | And logic, as we know, has very little to do with |
| prayed, he said no." | | | | buying. This close works like this: You take a |
| The older monk smiled and said, "Ah, you see, | | | | sheet of paper and draw a vertical line down the |
| my son, it is all in how you phrase the question. | | | | center, giving you two columns. Above the first |
| You asked if you could smoke while you prayed. I | | | | column you write REASONS FOR, and above the |
| asked if I could pray while I smoked." That older | | | | second, REASONS AGAINST. Then you begin |
| monk was a sales professional! He phrased his | | | | summarizing the benefits of your product, the |
| question in such a way that the possibility of a | | | | REASONS FOR, in the first column, perhaps listing |
| "no" answer was eliminated. You'll learn how, too. | | | | a dozen or even more. |
| So... informational questions get unpredictable | | | | Finally you ask your customer to fill in REASONS |
| information as the answer; yes-or-no questions | | | | AGAINST in the other column. Presumably he |
| get only "yes" or "no" as an answer. | | | | only comes up with a couple and immediately |
| This is vital, because if you close with a yes-or-no | | | | shouts, "Wow! I gotta have this product! Write |
| question, you know you'll only get one of two | | | | the order!" Only it rarely works like that. The truth |
| answers. An informational question is guaranteed | | | | is, logic doesn't sell. Emotion sells. You'd be amazed |
| to get you information as an answer, and that | | | | at how many customers look at the two |
| information is likely to be "let me think about it." | | | | columns, with 20 REASONS FOR and two |
| Well, I promised you the MILLION DOLLAR | | | | REASONS AGAINST, and say, "Well, this is |
| CLOSE TM cannot get that kind of answer, and | | | | interesting. Let me think about it." |
| now you know why. | | | | While there is nothing wrong with using this |
| The MILLION DOLLAR CLOSE TM is a yes-or-no | | | | technique to weigh factors when you're making a |
| question, so it can't get information as the | | | | decision, there are two problems with using it as a |
| answer. And since it is phrased to eliminate the | | | | close. One, it relies on logic. Two, it doesn't employ |
| possibility of a no answer, that leaves only one | | | | any questions, let alone a yes-or-no question. It |
| possible response: "Yes!" Now that we have a | | | | really still depends on luck, and on the prospect |
| few more rules as building blocks, let's apply them | | | | closing himself, which he is unlikely to do. |
| in the closing situation. The best way to illustrate | | | | Now, some salespeople augment this technique |
| them in action is by using examples of other | | | | with a question: "Mr. Customer, the facts are |
| closes - closes that have been killing your sales. | | | | self-evident, aren't they?" Unfortunately, that's an |
| Please don't get upset if some of what follows | | | | opinionated question, to which the answer can be, |
| sounds disturbingly familiar. Many of these old | | | | "Well, maybe. Let me think about it." Still, adding a |
| techniques were ones I used myself for years | | | | question is a step in the right direction. |
| before wondering if there was a better way. It | | | | Now let's look at the Alternative Choice Close. |
| was annoying to be told by the dozens of sales | | | | This close is about a hundred years old. It's so old |
| professionals I interviewed just how bad these | | | | that prospects see it coming a mile away. No |
| so-called closes really were. And when I got | | | | doubt in its day it was effective and a good early |
| annoyed, I got mad and tried to fight back by | | | | step on the way to professional salesmanship, but |
| defending these techniques. | | | | today's customers are more sophisticated. Not |
| The professionals just laughed and pounced all | | | | only will they see this close coming, they'll quite |
| over them. Finally I surrendered and opened my | | | | likely think you're insulting their intelligence if you |
| mind to new ideas. Now I'm not mad, I'm glad. I | | | | try it on them. |
| had a closing problem, and the pros showed me | | | | And that will make them mad. Oops. I'm sure you |
| the solution to my problem. So if I happen to | | | | know this close, but let's review it to see why it |
| come down hard on your favorite close, please | | | | not only doesn't work, but probably kills four out |
| don't get mad - at least not at me. If you want | | | | of five opportunities to make the sale. What you |
| to get mad, get mad at the 417 professionals | | | | do is offer the customer his choice between two |
| who contributed their expertise to this book - | | | | alternatives - either one he selects is fine with |
| none of whom makes less than $150,000 per | | | | you. An example: |
| year in commissions. But you'll find, as I did, it's | | | | "Mr. Customer, would you prefer the red truck or |
| hard to argue with success. | | | | the blue one?" |
| Let's be brutally honest--any close you've learned | | | | Obviously, either choice indicates that he has |
| that is not a question is NOT A CLOSE! Perhaps | | | | bought. Or: "Mr. Customer, would you prefer |
| the most popular close in this category is the | | | | delivery on Monday or Tuesday?" |
| Assumptive Close. I was the world's biggest | | | | Again, either day is fine with you. Sale completed. |
| assumptive closer until 417 pros proved to me it | | | | This close at least uses a question, so it's on the |
| was basically worthless. Some said the | | | | right track, but it falls down helplessly after that. |
| Assumptive Close is the biggest hoax ever | | | | It uses the unpredictable informational question to |
| perpetrated on salespeople. Others said it was | | | | which information - often bad information for you |
| invented by prospects so they couldn't be closed! | | | | - is the appropriate answer. You cannot get a yes |
| Some said it was a daydream, and some just | | | | or no answer to this type of question. In fact, the |
| said it was wishful thinking. | | | | Alternative Choice Close uses a pair of |
| Just in case you're not familiar with the | | | | informational questions. Bad news. |
| Assumptive Close, here's how it's supposed to | | | | I'm sure you've already deduced what's wrong |
| work: | | | | with this close, but let me explain anyway. The |
| The salesperson adopts a positive attitude. Fine. | | | | prospect is NOT limited to selection of one or the |
| Everything he says or does assumes the | | | | other of the alternatives you've suggested. He |
| customer will buy. Fine again. The salesperson | | | | can answer,"Well, neither one, actually." Or, of |
| goes through the actions of writing an order or | | | | course, the infamous: "I'm not sure. Let me think |
| contract and simply waits to see if the customer | | | | about it." |
| stops him. If he's not stopped, it's assumed a sale | | | | Let me tell you a little story about the Alternative |
| has been made. | | | | Choice Close, one you might find amusing. Imagine |
| The theory is great, but it doesn't work too well | | | | a guy in a singles bar who asks the woman next |
| in reality. There's obviously nothing wrong with a | | | | to him "Your place or mine?" Her answer? You |
| positive attitude, and I agree you should assume | | | | guessed it: "Neither one, creep. Buzz off." As you |
| your customer will buy. And sometimes the | | | | can see, most traditional closes really rely on luck, |
| Assumptive Close works. But most of the time it | | | | and luck happens just often enough to keep |
| doesn't. | | | | these dinosaurs around. |
| What I (and the pros) disagree with is the | | | | But I assume you're not a dinosaur, since you're |
| assumption the prospect will close himself. You | | | | reading this. Time to move to the future, and the |
| just cross your fingers, adopt a positive attitude | | | | MILLION DOLLAR CLOSE TM - a simple question |
| and hope that the prospect will say, "Hey, is that | | | | to which there is only one answer: "Yes!" |
| a sales contract? Great! Where do I sign?" Well, | | | | AND YOU CAN TAKE THAT TO THE BANK! |