Do Business Well

If you do a splendid job with the first four sales principles, you’ll still lose a large percentage of your potential sales . . . if you fail to close.

Why do otherwise talented salespeople find it difficult to close? First, there is the fear of rejection. After all, every one of us likes to feel that others will respond positively to what we propose. It’s the rare individual who will not have an ego attack of some type when told, “No, not today.”

The second area of concern is the fear of being seen as pushy. Most of us have been on the customer side of the table in auto dealerships, appliance stores, or in our own homes with a water- softener salesman. We know that we don’t appreciate the high- pressure close. Therefore, we’re concerned about leaving our customers with that image.

Another golden nugget for your immediate profit … reliableapproaches to bring about the low-pressure close:

“Would you like the red one or the blue one?”

“Will that be cash or charge?”

“Can you wait while we alter it, or do you wish to pick it up later?”

“Will there be anything else?”

“Now, with your new VCR, I’d recommend a service contract!” “Would you like us to begin the work Monday or Wednesday?” “I think you’re going to love your new computer!”

Look over the above list. Think about saying each of them at the end of your presentation. Do they seem pushy to you? Haven’t you heard salesclerks in all types of nonpressure selling situations use these same phrases and not felt offended?

Now read through them a second time. Notice how not one of them can be answered with a “no.” In order for the customer to answer in a way that slows down or stops the sale, he must take a bold stance against the purchase. It’s very hard for most people to be bold.

Indeed, it’s this very lack of boldness that creates the need for a close. That, and a feeling among many that if a person wants something from another, there is a certain civility in asking for it. This is why you may find it interesting to watch some sales presentations in action at your local retail store. The higher the ticket, the more interesting it is to see what happens as the time for the decision is coming nigh.

It is all too common to see the salesperson run out of thingsto say. At that point he either correctly proceeds to a trial close (more about that in a minute) or close, or he’ll stand there waiting for the customer to say something.

The customer, who has also run out of things to say, is inclined to make the purchase, but is the type who doesn’t really like to make decisions. So he stands looking at the product or the wall and mulls over what to do next. He just isn’t very likely to say, “I’ll take it,” until the clerk asks, “Would you like it?”

The clerk, who hasn’t read this on closing, thinks that the only way to complete this deal is to ask, “Would you like it?” But sometimes when he says that, the customer says, ‘No. I think I’ll shop around some more.” The clerk just can’t stand the idea of more rejection today, so he says nothing.

As you stand and watch this development, think to yourself how many of the above standard closes would inoffensively and quickly seal the deal. This is what closing is all about.

In cases where the sale would amount to hundreds or thousands of dollars, you may wish to try a “trial close” before the close. The more money involved in the transaction, the more likely it is that your customer may become bold enough to say no . . . even in the face of one of the above closes. The idea of a trial close is to test the water and see if you think the customer is leaning toward buying.

Possibly related posts: (automatically generated)
Sales Principle #5-The Close: an Absolute Necessarily

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