Do Business Well

‘Most of our future lies ahead.’

We have all seen it: colleagues holding the phone at arm’s length and making winding motions with their other arm. The person at the other end is just not going to hang up.

Being caught on the phone is a sign that you have lost control of the conversation. Ending your call efficiently is as important as starting it correctly.

It is unlikely that you will ever get a long goodbye from Aspirers (the, entrepreneurial type) because they are in such a hurry to hang up. If you do want to say goodbye first, put the reason for ending the call firmly back into the other person’s zone.

Say, ‘Thank you for your time. I won’t keep you any longer because I know you’re busy’

Bring a conversation with Enquirers (accountant types) to a suitable conclusion by promising to send them a fax or letter to confirm your conversation.

They are happy when they know the substance will be available in black and white. They can put it in the file and cover themselves against any possible problems.

Admirers (human-resources types) hate to be cut short. They see it as a form of rejection. Don’t sound as though it is goodbye forever. Say, ‘It has been nice talking to you. Speak to you again soon.’

Inspirers (visionaries) are far less sensitive to hasty goodbyes. Because they become bored so easily, they always want to rush off to something new. By using a response such as ‘I must dash’, you will be talking their language.

When dealing with a relative stranger, be polite. Use the person’s name in your final sentence, but be hesitant to use the first name unless you have been invited to do so. It is better to be thought of as very polite than too pushy and overly-friendly.

Say, ‘Thank you, Ms Jones, I will send you a fax’ or ‘Thank you, Mr Smith, I will be in touch.’

If there is some information you particularly want the person to remember, repeat it immediately before saying goodbye. We often remember what people said at the beginning and at the end of a conversation, but we may not recall what they said in the middle.

Do not be diverted into a difficult discussion. If someone wants information you cannot give at that moment, such as more precise costs or details, say something like, ‘I don’t have that information at hand at present but I shall find it and get back to you.’

Why are you making the call?

Always keep in mind the purpose of your call. Remember that your first phone call to an organisation is not to sell; you are only setting up an appointment. The first rule of cold-calling is: neversell over the phone.

People will of course say, ‘Why should I see you?’ Instead of selling to them, use your single-minded proposition. If you worked for Minolta, for instance, you could use the statement so clearly expressed on the billboard on the way into Johannesburg. You could simply say, ‘Because we understand the office.’

The listener’s brain is going to do one of two things: he is either going to think that his office is perfect and he does not need you or he is going to think his office could do with some help, and that an appointment might be a very good idea. You are not selling on the first phone call — you are simply letting him decide whether he does or does not want to meet with you.

You have to build a relationship and identify needs before you can sell, so all you are seeking is an appointment to meet. That’s all you want at this stage; just the opportunity to meet and identify the other person’s needs. If you find you can help after a considerable period of time discussing the issues and what it is that you have to offer, then you can start selling.

If the answer is ‘No’ to a request for an appointment, thank the prospect and remind him that you will be calling back within three months. (Remember that ‘No’ means ‘No, not now’, not ‘No, forever.’)

Recently I received a ‘No’ and was advised that the company had just taken on another consultant, whose name I was then given. I accepted it at the time; then, knowing that the other consultant and I were complementary rather than similar in what we did, I rang back and repitched. I secured the appointment and the business.

Later, when I was introduced to the team that I was to train, the managing director stated that I was a living example of my philosophy that ‘No’ means ‘No, not now’, not ‘No, forever.’ So, be grateful for the ‘No’ answers.

Why? Because you couldn’t handle appointments with all of your 200 or so prospects at the same time; anyway, you would die of exhaustion! When they say ‘Yes’ it will be because they d_o really want to see you.

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