Marketing tests have shown that people will do more to avoid pain than to achieve pleasure. Pain and fear of loss are powerful motivators, and they can be used to make the sale.
A top salesperson suggested trying a "road map" to close the sale by telling the customer what is going to happen at every stage and then lead them to the sale.
Many salespeople spend a lot of time working on getting the sale but spend very little practicing what to do when the customer says "No." The national closing rate in our industry is about one out of every three demonstrations. That means 66 out of 100 prospects are going to say "No" and mean it. Even the 33 percent who eventually say "Yes," actually say "No" the first four times they are asked for the order. This means that about 99 percent of the people you talk to are going to say "No," at least at first.
Listed are some techniques that will help you develop solid plans for turning "No" into a sale
Can optimism help you make an extra $10,000 to $20,000 a year? It can if professional optimism is practiced in all sales situations.
Many of us talk about how we make customers our number-one priority. But surprisingly, this area is sometimes cast aside, lacking the necessary effort or without solid direction.
We are one of the only industries I know of that spends so much time and effort talking about scare tactics, high pressure tactics and ethics. I, too, am concerned about using the truth about water, but I realized that truthful water concerns and excitement about products often get confused with scare tactics, and it costs many sales as well as the public an important information resource. Last week at a seminar, I ran into a water dealer who was concerned about scare tactics.
There are solutions that work when a customer says "no" such as justifying the value and showing the customer he’ll be dollars ahead. What follows is a list of questions for the customer and then various scenerios that will refer you back to them.
A few weeks ago, a client was interested in changing his company’s remuneration plan. We came up with a pay plan that could give a company important advantages.
If you want to get all the sales you can get, there is only one person who can decide if it should be a sales or a rental, and that person is the customer.
The first step in handling objections is to get used to them.Experience shows us that the average person says "Yes" after you have asked him five times to invest in water equipment. That means that if you are making a living by asking only once or twice, you could be making a lot more money. There are some steps to follow that make handling objections much easier