Copyright

Copyright©1989byJamesW.PickensCopyright©2003byWarnerBooksAllrights reserved.Exceptaspermittedunder theU.S.CopyrightActof1976,nopart of this publication may be reproduced, distributed, or transmitted in anyformorbyanymeans,or stored inadatabaseor retrieval system,without thepriorwrittenpermissionofthepublisher.

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FirsteBookEdition:October2009

ISBN:978-0-446-56784-8

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Iwouldliketosincerelysaluteallof thetruemasterclosersthroughouttheworld.

Iwouldalsoliketothanktheverywonderfulpeoplewhoseloveandwhosebeliefinmemadethisbookpossible:

Dr.Jim&EvelynPickens

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LindseyJanellPickens

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DavidRiveraDonna,Kim,Cameron,andDenise

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AUTHOR’SNOTE

All of the information contained in this book is based on closing facts andstrategiesthatproducesuperiorsalesperformanceswhenutilized.

All thoughts and situations included in this book are basedon the author’sownexperiences.

Thisbookwaswrittentohelpthereaderbecomeamastercloser—somethingeverysalesmanshouldstrivetobe.

Itisthesincerehopeoftheauthorthatthelessonslearnedherearebeneficial,notonlyinthereader’sbusinessfuture,butalsoinhisorherpersonallife.

MyBestWishesandBlessings;

JamesW.Pickens

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Contents

COPYRIGHT

AUTHOR’SNOTE

PREFACE

INTRODUCTION

THEARTOFCLOSINGANYDEAL:OverviewofSalesClosers

TypesofSalesmenTypesofClosersTechniquesUsedbyClosersCharacteristicsofClosersSellingTipsforClosersWhyTheyAreClosers

CLOSERS’ATTITUDES:HowaCloserThinks

Do’sandDon’tsforClosersTheCloser’sTidbitChecklistCloserPressureTheCloser’sPersonalPressureCloser’sGoals

THECUSTOMER:TheOpponent

CategoriesandTypesofCustomers

THECUSTOMERS’ATTITUDES:BothSeriousandFoolish

Customers’PersonalandSecretThoughtsAboutThemselvesandClosersHowCustomersSchemeAgainsttheCloser

“HotTips”toRememberAboutCustomersPSYCHOLOGICALMANIPULATION: MindGameWarfare

Closing By Psychological Manipulation: The Basic Foundation for AllSalesClosings

HowtheCloserManipulatestheCustomertoThinkasHeWants Customers’DifferentListeningLevels WhyaCustomerWon’tBuy TheMasterCloserandHisRules TheWeaponCalledReversePsychology CustomersandMoney 35 Tactics for Psychological Manipulation: The Master Closer’s Mind

GameListCLOSERVS.CUSTOMER: TheFirstMeeting

TheMasterCloser’sStrategy TheAttackPlan GamePlanNotesandIdeas TheCloser’sInitialApproachtotheCustomer TwentyTipsandTacticsThatWorkTHESALESPRESENTATION: Explaining,ShowingandDemonstratingtheProduct

ThePre-DemonstrationPitch FiveStepstoProgrammingtheCustomer

Pre-DemonstrationPitchNotes Show-and-TellTimea>

Pressures,TricksandTrapsCLOSINGTHECUSTOMER TheWord“Close” THEWORD“CLOSE”ILLUSTRATED RegroupingtheCustomerAftertheProductPresentation TheCloser’sandCustomer’sAttitude NotestoRememberConcerningtheCustomer’sAttitude NotestoRememberConcerningtheCloser’sAttitudeCLOSINGTHECUSTOMER: AdvancedTechniques

TheCloser’sPre-ClosingQuestions,StatementsAndActions:SettingtheCustomerUpfor“TheClose”

TipsandNotesonPre-ClosingQuestions “CLOSING”!TheFineArtofGettingtheCustomertoSay”yes” GoingInfortheKill How the Closer Handles and Completely Conquers the Customer’s

Objections TheMasterCloser’sDeadlyRulesofClosing Important“ClosingNotes”toRememberTHETWENTY-FOURGRFATEST“CLOSES”ONEARTHFIFTEENCUSTOMEROBJECTIONSANDFORTY-FIVEFORTY-FIVECLOSERRESPONSESTHEARTOFCLOSINGANYDEAL Conclusion

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PREFACE

Thisbookhasthreemainpurposes.First, it isacomprehensivereferencebookon closing saSPO&les. Second, it’s a professional sales closer’s guide to newclosesintoday’scompetitivemarket.Third,andmostimportant,itintroducesaclosing formula (Sam’s secret)whose proven success record exceeds all othersalesstrategiesandtechniquesbeingusedanywhereintheworld.

Thisbookisnotabeginner’sself-helpmanual;itisa“mastercloser’s”Bible.Ithasnotbeenwrittenfortheaverage,run-of-the-millsalesmanoranyonewhosimplywantstogainalittleknowledgeaboutsellingtips.

ThisbookhasbeendesignedtohelpMasterSalesCloserslearn,brushupandstudythebestprovensellingprocedureseverdevised.

There are no frills or superficial information here. Just bottom-line closingfacts toget thereader’sclosingaverageupat least forty tofiftypercentabovewhatheorsheiscurrentlyproducing.That’swhyIwrotethisbook.

It isnot the intentionof theauthor toembarrassorupsetanyone in thesellingprofession,althoughinplacesthebookwilltakeacloseandverycandidlookatsalesmen just like you. Hard-hitting, gut-penetrating, sales books—if they’reworthanythingatall—have to steponsomeone’s toes,and thisprogram isnoexception.But this is a selling guide that actually tells youwhat all the othersalesbookshavenotand/orwillnot.Inthepast,authorsofbusinessbookshavemaintainedacertainlevelofrespectandcircumspectiontowardcustomersthatsalespeoplegenerallyagreewithandaccept.However,inthisbooknoholdsarebarred. The customer is taken apart and completely dismantled, analyzed and

thoroughlyexaminedbytheMasterSalesCloser.Afterthisdissection,thereadercanunderstandanycustomer’sposition.Thenthesalescloser,afterdevelopingasoundstrategy,goesinforthekill(thesale).

Thisbookisastraightforward,honestdiscussionofproventechniques,tricksandtrapsthatdoproducesales.So,ifyouarereallyseriousaboutyoursellingprofession,nomatterwhat fieldof salesyouare in, thendon’t talk toanothercustomeruntilyouhavereadthisbook.Virtuallyeverycustomerobjectionthatyouwilleverencounteriscovered.Itgivesyounotonlytheanswersbutalltheammunitionyouwilleverneedtogetthesaleandkeepitsold.

This book is in a leagueby itself and I can guarantee that youwill not bedisappointed inanyway.The information is foryoupersonallyandshouldnotbe shared indiscriminately. It’s a powerful aid to get the job done (the job ofclosingsales),anditdoesjustthat.

TheArtofClosingAnyDealwillturnyouintoamastercloserineverythingyoudo—theminuteyousay“Hello”toyourcustomer.Youwillsellmorethanyoueverhavewhilelearninghundredsofvaluabletipsthatcanalsobeappliedtoyourpersonallife.

Thisistheonlybookyouwilleverneedtomasterfullycloseyourcustomeroneonone.So,let’sgetstarted.

Youdon’thavetomissanymoresales,beginningrightnow!eight="0em"width="27">

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INTRODUCTION

THEARTOFCLOSINGANYDEAL

Myname is JimPickens and I’mabout to relate a remarkable experience thathappenedtomethispastDecember.I’veneverwrittenabookbefore,butfactsandcircumstancesforcedmetotry.OnDecember21st,somethinghappenedtome thatwas so fantastic that I felt it had to be shared. The onlyway I couldexplainittoyouwastotaketimeofffrommybusinessandwriteitalldowninmyownwords.Idecidedtojustdothat.

Before I start to tell you everything that happened, you should knowsomethingaboutmesoyouwillrealizethatIamquiteseriousaboutthisbook.

First of all, I’m a familymanwith awonderfulwife, four lovely children,and,with the help ofmany people, a very successful real estate developmentcompany.ThereasonI’mtellingyouthisisnottobrag,buttoletyouknowthatan experience profound enough to make me drop nearly everything and taketimeofftowriteabook,hadtobeofextraordinaryimportance.Andbelieveme,Ifeelitwasjustthat.I’vebeenthroughalotinmylife,butnothingcomparestowhatyouareabouttoreadinthisbook.

ThebestwayforyoutounderstandthewholestoryisifIstartrightfromthebeginning—aJunemorningseventeenyearsagoinmyhometownofPittsburgh,Pennsylvania.ThatparticularsummerIwaslookingforajob,somethingtodosoIcouldearnalittlespendingmoneytoseemethroughthesummer,andformysophomoreyearatcollege.

Ijustwantedtodategood-lookinggirlsandworkoutdoors,forgettingschoolandmyfuturecareer.Ohyes,mydad—andthisisjustlikehim—hadagreatjoblinedupformeinagiantsteelmillwhereheworked.

Now it’s true therewas goodmoney to bemade there, but Iwanted to dosomething different, something uncomplicated; you know, just do somethingsimple. But at the same time I had to find a job that would meet my newsophomorestatusattheuniversity,notjustafreshman’sjob.

Asithappened,IwaslookingthroughthewantadsoneSundaywhenIsawa

job description that looked pretty interesting: “Outdoor recreational companylookingforyoung,energeticpeopleforsummeremploymentinpublicrelationswork.Goodsalaryandmanycompanybenefits.”

Now thathit the spot.The jobwasoutdoors,withgoodpay, and I like thewaythatclassypublicrelationsstuffsounded.Inaddition,itwasonlyfourteenmiles away from my family’s house. This way, I could work and feelindependentwhilestillhavingmygoodoldroomathome.Idecidedthatwastheanswer,thatwasthejobIwanted.

So on Monday morning I got all spruced up and in my three-year-oldVolkswagen I setout toconquermyemploymentobjective—toget thatpublicrelationsjob.

Drivingouttothelocationgiveninthepaper,Ifeltgreat.Theweatherwasbeautiful,andthefoliagewasinfullbloom.Ittookmeaboutfortyminutestogettomy destination, andwhat a surprise! Iwas looking at a huge building thatmust have been amagnificent old hotel at one time.All around this buildingbustled carpenters, plumbers, painters, people with filing cabinets, peoplemovingdesks—just about everyonewas trying toget this statelybuilding intoshape.ItlookedasifithadbeenabandonedforabouttwentyIlabouttyears,butattherateeveryonewasworking,thisoldhotelwouldseebetterdaysverysoon.

I parkedmy car andwent insidewithmynewspaper clipping in hand, notknowingwheretogoorwhomtoseeaboutajob.Inoticedanimportantlookingmansittinginthemiddleofthisgreathotellobby;hewasreadinganewspaper.With all the movement and activity going on around him he just sat thereundisturbed.IwentoverandaskedhimwhereIshouldgotoapplyforsummeremployment.Helookedup,thencalmlystood.Hewasdressedinagolfingoutfitandlookedverydistinguished.Hestaredatmewithapuzzlinglookandfinallyaskedwhat kind of job Iwanted.Not having prepared a good, solid answer Ireplied,“Oh,justanything.”Thenheaskedmeaboutmyfamily,mystudies,myambitions,andsaid,“Canyoustartworkingrightnow?”Isaid,“Yes!”andfortherestofthatdayandthenextweekIwasrelegatedtohelpcleanuparoundtheoldbuilding,runningerrands,sweeping,moving,andbeinganall-purpose“go-fer,”astheysay.ItturnedoutthatthemanIhadaskedaboutthejobapplicationwas thevicepresidentof thecompany.Hewas inchargeofall the renovationanddevelopingworkbeingdone.HisnamewasRandellBilling,buteveryonecalled him “Big Bill.” My new job under “Big Bill” was working for anorganization called the Duron Corporation. This was a land and recreationaldevelopmentfirmwithheadquartersinNewYorkCity.TheDuronCorporationhad six developments in the Midwest and was starting a new one here inPennsylvania. The name of this new project under development was “Green

VistaEstates,”comprising15,000acresoffirstclassPennsylvaniahillside.IsoonlearnedthattheDuronCorporationwasasolidandwellrespectedreal

estatefirmthatwasmorethantwentyyearsold.So,allinall,Ihadluckedout.Mynewjobamountedtodoinganythingandeverythingthatwouldhelpoutthetotal plan. That plan was simply this: The Duron Corporation was going todevelopGreenVistaEstatesintoatotalrecreationalandretirementcommunity.Facilitieswere to include private golf courses, tennis courts, lakes, swimmingpools, towncenters,andcondominiums.Thecorporationwasgoingtosellrealestate (lots) and houses, along with building roads, country clubs, eventuallydevelopingaprivate,well-planned resort community.Toaccomplish this, theyneeded contractors, builders and the sales personnel to find the potentialcustomers.

This iswhereyouwill see thestorystart to takeshape,and this iswhere Ireally begin to fit in. Iwasn’t a salesman yet, but, as part of theGreenVistateam,IdidwhatIcouldtohelpmeetthetargetopeningdateinJuly.

After being there a few weeks, armed with my positive attitude andaggressiveness,IfeltIwasreadytoadvancetoanewandbetterjobposition.SoIwent to “BigBill” and asked him for some of the public relationswork thenewspaper ad promised. After a long talk with “Big Bill” I got my new jobassignment;parkingcarsforthedurationofthesummer.Ohwell,atleastitwasoutdoors,andtherewassome“publicrelations”workinvolved.

Openingtheresortontimewasatoppriority.ThroughoutthehoteleveryonehustledtomeettheJuly1stdeadlineforthegrandopening.Iwasn’ttoobusyinmycarparkingjob,sinceinthebeginningthereweren’ttoomanycarstopark(nocustomersyet).

Thingswere looking up and gettingmore businesslike every day. The oldhotellookedfantastic,afterfourhardweeksofsolidrecouofsolstoration.Eventhehugeparkinglotbehindthehotel—myterritory—wasnearlyfinished.

Atthefarendoftheparkingareathecompanyhadconstructedaguardgateandaguardhouse.Itlookedgoodbecauseitwasdesignedinthesamemodeastheoldhotel.Thepurposeoftheguardhouseandgatewasobvious:itaddedtothe atmosphere of privacy at Green Vista Estates. This was going to be anexclusive resort, so the guard house would add to this overall concept. For ashort time, I thought theywantedme tobeasecurityguard,butnosuch luck.Theywantedanolderpersonforthejob.

It was about one week before the grand opening, when I first met SamJohnson, our new daytime security man. When we were introduced I wassomewhatsurprisedbecauseMr.Johnsonwasafairlyoldman.Infact,hewasold enough to be my grandfather. But he seemed like a very pleasant old

gentleman.Thatfirstdaywedidn’ttalkmuchbecausehewasbusylearninghisnew job and duties down at the guard house; I was doing my usual runningaround,conqueringalltheerrandsnooneelsewantedtodo.

At this point, I want you to keep in mind that Sam Johnson and I had acommonbondfromthebeginning.Yousee,weweretheonlypeopleworkinginoraroundtheparkinglotarea.Everyoneelsewaseitherinsidetheoldhotel,(thenew sales office) or scattered throughout the development working onconstructionprojects.

OnhisseconddayofworkSamandIgottotalking.Hetoldmealittleabouthimself, and, in turn, I toldhimsome things aboutme.We reallyhadnothingbetter to do than sit around in his guard house and get to know each otherthroughsmalltalk.(Everyoneelsewasgearingupforsellingandpromotion,orworkingwiththebuildersandcontractorswhoweredevelopingroadsandotherneededamenities.)So thereIwas,sittingand talking tomynewacquaintance,oldSamJohnsonthesecurityguard,justwaitingforopeningdaywhenIcouldfinallydomyjob—parkcars.Well,itwasn’treallysobad;parkingcarscouldbea typeofpublicrelationswork,sortof,andIwasstarting togetaprettygoodtan.Sothingswerelookingup.

As I got to knowSambetter, I realized that hewas a peculiar and uniqueperson.Overthenextfewdays,workingandtalkingtogether,webecameprettyclosefriends.Forexample,ifIwaseverlateforwork—andIusuallywas—Samwouldcoverforme.Withthiskindofrelationship,theparkinglotwasaprettygoodplacetowork.We’dtelljokesandtalkaboutanythingandeverythingthathappenedduringourworkinghours.Sotimepassedquicklyforbothofus.

About two days before the big opening, Sam told me something quitecurious. He toldme that he used to be amaster sales closer and that he hadworked all around the country selling real estate formany years. He toldmeabout thecompanythatweworkedfornow(itsgoodpointsand itsbadones),andallaboutitshistory.Hetalkedabouthisoldsellingdays,theproductiveonesandnot-so-productiveones.Aboutgettinginandoutofallkindsofsituations.ThestrangepartwasthatitseemedthemoreIlistenedtoSam,themoreintense,sincere,andserioushebecameaboutthisspecialsubjectofhis—thesubjectofselling.

Wewouldtalkforhoursaboutsellingwhenweweren’tdoingotherthings.Ifoundmyselfbecomingmoreinterestedinthisoldmanandhisexperiences.Oneday—andI’llneverforgetit—Samtoldmethatifhewantedto,hecouldout-sellanysalesmanhatanysalGreenVistaEstatescouldeverhire.GreenVistaEstateswashiring the top realestate salespeople in thecountry,and tohearSamsaysomethinglikethat(andIsensedhereallyseemedtobelieveit)waskindofout

in left field. Ididn’t sayaword; I just sat thereand listened.Thenext thing Iknew,Samshowedmearing,asimplegoldonethathewaswearing.Theringwas old and quite worn. It looked like an old crest ring, nothing more. Itcertainlywasn’texpensive.Samtoldmethattheringhadasecretinscriptionontheinsidethatwouldhelpmakeanypersonintoagreatmastersalescloser.Theonlythingapersonhadtodowasreadandunderstandtheinscriptionandthenpracticewhatitsaid.Samtoldmethatthisgoldringhadmadehimamillionairemanytimesover,andwhenhepracticedthering’sadviceheneverfailedtogetasale.

NowIaskyou,whatwouldyoudoifsomeoldman(andhecertainlydidn’tlooklikeamillionaire)justgotthroughtellingyouastorylikethis?Well,whatIthendidwashuman.IaskedhimifIcouldreadthering’sinscription.ButSamreplied, “I’ll make a deal with you. We’re going to be working together allsummerlong,justthetwoofus,andwe’regoingtoseealotofcustomersandsalesmencomeandgo.I’malittletiredandIdon’twanttosellanymore.Butifyoulistentome,I’llpointoutthingsaboutsalesandclosingthatwillmakeyouthebestsalescloseranywhere.I’llmakeyouintoamastercloser.Notonlythat,ifyoupracticewhatItellyou,youwillbecomeacompleteandtotalsuccessinanykindofsalesfieldthatexists.”

SamsaidthatIcouldlearnallthisinaveryshorttime.AllIwouldhavetodo is listen and understand what he was telling me. Then, at the end of thesummer,ifhethoughtthatIhadbeenagoodstudent,he’dletmereadthering’sinscription.Hesaid,atthispoint,I’dknowthesecretthateverytopsalesmaninthe world could use to become even better. The secret that shows how to beamongthegreatestsalesclosersalive.

ThatwasSam’sanswertome.SowhatcouldIsay?IthoughtforamomentanddecidedthatsinceIwasgoingtobeherefortherestofthesummeranyway—andsinceSamjustmightknowwhathewastalkingabout—whynot?Imightreallylearnsomething.Icouldn’tlose,andbesides,Iwantedtoknowwhatthatinscriptionsaid.ItoldSamIwouldlistentohimandtrytolearnwhathewouldteachme.IknewifIplayedmycardsrightIwouldget toreadtheinscriptioneventually, and if itwasa joke, a fake,or a real selling secret, I’d soonknowwhat it said. If Icouldbeasuccess inselling likeSamsaidhehadbeen, thenwho really wanted to be a lawyer anyway? Certainly not me. Not with thepotentialofbecomingatopMasterSalesCloserdangledinfrontofmynose.

Thisishowitallstarted,seventeenyearsago.Eachday,Samwouldtalktomeandexplainsalesfromtoptobottom,andhedidn’tmissathing.

The extra benefit was that we were in the middle of one of the largestdevelopmentsintheEast,withallthetopsalesmeninthecountryaroundus.We

couldstudyeverything rightbeforeoureyes: thecustomers, thesalesmen,andthepowerfulnewtechniquesforclosinganydeal.

TheDuronCorporationhadhiredthebestrealestateclosersinthecountry.So,tomywayofthinking,ifourcompanyhadthebestclosersaround(andSamtoldmethathewasbetterthanallofthem),thenIhadtolearnsomethingaboutsales,nomatterwhat.

Well, I learned, ImeanI really learned!In thefollowingchaptersyoutoowillseeandunderstand“TheArtofClosingAnyDeal.”YouwillalsodiscovertheinscriptiononSam’s ringwhichchangedme somuch.Becauseofwhat Iwastaughtthatsummerbyoneoldman,Idecidednottostudylaw.Instead,Iwenton to become president of the Duron Corporation, one of the top real estatedevelopers.Iwasamulti-millionaireattheageof37.

This is just the beginning of an interesting story that canmake your salesperformanceandclosingpercentagefarbetterthananysalesmanyouhaveeverknown.This book is aboutwhat I learned fromSam.Not onlywhat he knewconcerningclosing,butwhatSamknewabouthumannature.Itisalltrue,anditallreallyworks.Readonandyou’llfindoutforyourself.

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THEARTOFCLOSINGANYDEAL:

OverviewofSalesClosers

•A.TypesofSalesmen•B.TypesofClosers•C.TechniquesUsedbyClosers•D.CharacteristicsofClosers•E.WhyTheyAreClosers

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CHAPTERONE

THEARTOFCLOSINGANYDEAL:

OverviewofSalesClosersSamgavememyfirstlessoninsales—orrather,closing—thesamedayour

agreementbegan.Itdidn’ttakemelongtoseeoldSamdidn’tpullanypuncheswhenhespoke

aboutsalesandclosers.Hesaidexactlywhathethoughtandalwayshadclosingasaleasthebottomline.Samgotsoexcitedwhenhetalkedaboutclosingandsalesthatitwascontagious.

The salesmen had already begun arriving at Green Vista Estates—aboutninety-fiveinall.Samsaidthesalesmen,someofwhomwere“closers,”wouldbemyfirstsubjectofstudy.Hetoldmethatbyusingclosersasastartingpoint,Icouldlearnthebasicsandgorightonfromthere.

ThebestwayformetodescribewhatIlearnedistosimplyputitalldownasifSamhimselfweredoingthetalking.Inthischapter,youwillseeexactlywhatIlearnedaboutclosers.ButkeepinmindthatforSam,closingwasavery,veryseriousbusiness.phei="1em"

TYPESOFSALESMEN

Beforewegetintoclosersspecifically,Iwanttoexplainthedifferencebetweensalesmen and closers. But we have to understand salesmen before we canappreciate the skill of a master closer. This will bring everything into properperspective.

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OrderTakersorTourGuides

This person knows all about the product; he knows all about the company. Infact, he has all the right answers, and he appears to be tailored for the job ofselling. (Note:Tosimplify thingsI refer to“he”or“him” throughout—but theexamplesareallequallyapplicabletowomen.)Butthereisonethingabouthimthat’swrong:Hecannotsell.Everwonderwhy?

Well,thereareathousandreasons,butI’mnotgoingtogetintothemnow—youwillunderstandonceweanalyze true salesclosers.Order takers shouldn’tevencallthemselvessalesmen.Thereasonistheydon’thavethatonelittlethingcalled“magic.”Butdon’tworry;youwillsoonfindouthowtoacquirethatveryspecialcharacteristic,ifyoudon’thaveitalready.

Anordertakerislikeabookwithalotofknowledgejustsittingonashelf,waiting for someone to open up the pages and read. In comparison, amastercloserislikeasmashBroadwayplay;itjumpsrightoutatyouandhitsyourightbetween theeyes. Itdoesn’twait foranything; it’sa full-scaleproductionwithallthetrimmings.

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TheSalesman

Heisbetterthantheordertaker,atleasthecandosomethingsonhisown.Hehassomepush,somedrive,somedetermination.Hemakesaprettygoodliving,butthatiswhereitends.Herequireshelpontoomanydeals.Hedoesn’tstudyhis profession to any great extent. The typical salesman has his limited clientbase,issatisfiedwiththisminoraccomplishment,andthat’stheextentofit.

Everyonecallshimasalesman,butIguaranteethatwhenheisalone,lookinginthemirror,heknowshecouldbebetter.Buthejustdoesn’tgothatextrastep;hedoesn’twantitbadlyenough.So,hesettlesforhisownmediocrity.Helacksthatextragut feelingofwanting tobe thebest.Hedoesnotwant toupsethisroutine.Hewouldratherbeagood,averagesalesmanthanamastercloserwithtrueclass.

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TheCloser

Now here is a man who can really deliver. He can sell, charm, and hold thecustomerinadeal.Hecandoallthethingsthatarenecessarytobeatop-notchproducer,andhe is just that—always in frontof therestof thesales force.Hethinksheissogoodhewillnotstudyorlistentoanybody.Hebelieveshecanliveonhispastrecordandallofhisoldwarstoriesaboutthosebigpastsales.Heusesthesameoldpitchesandclosesandneverchangesexceptthathegetsolder.

Yes,he’sacloser,andagoodone,butnotgreat,notasuper-salesman,notaleader—justgood.He thinkshe isat the top,but inrealityhe isn’t.Hesimplyforgot to keepgoing forward and learning; that little oversightmadehim stopgrowing,anditshows.

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The“MasterCloser”:TheKingofSelling

He’sthepersonthateveryoneelebeveryosecallsforhelponadeal.Whyishethe one called and not you? Because he is the best, and everyone knows it.Something setshimapart fromother salesmen.Henotonly acts like amastercloser but thinks like one; he listens, he learns, understands, and uses a lot ofcharm andwit to solve problems simply and directly.He uses logic, and it isusuallydeadly.

Twothingssetamastercloserapartfromothersalesmen;self-confidenceandshowmanship. A master closer knows he is good, and he shows it. He hasmanners, poise, and a super-positive attitude about himself.Peoplewant tobeassociated with and emulate him. He is good for everyone; he is a creativecatalyst.

A master closer is special in many other ways. For example, he knowsexactlyhow to actwhenheenters a room,a football stadium,or just aphonebooth.Heisalwaysincontrol,anditshows.Asyouwillsoonlearn,anyonecanbethatgoodifheknowshowtoactanddirecthimself—likeacloserinsteadofasalesman. You can be a closer simply by understanding the power thataccompaniesthisdistinctionandlearningtheimportanceofharnessingthisveryrealpower.

A closer (fromhere on Iwill use the term “closer” but I’ll be referring tomasterclosers)canchewupandspitoutasalesmananytimehewants.I’veseenithappenoverandoveragain.Thereasonisthatthesalesmanorcustomercan’tout-think or out-maneuver the closer. The closer can out-mind-manipulate acustomerevery time.Youwillsoonbecomeawareofhowthiscanactuallybelearned.

A closer can think faster and better on his feet than the customer and canchangehisapproachtosuitanyenvironmentheisin,anytime.Hesimplyblendsintothesurroundingsasifhebelongedthere.Hemakeshimselfsocomfortablethatthecustomerhasnochoicebuttoalsofeelcomfortable.

Ifwewanttotalkaboutshowmanship,acloserusesalloftheresourcesathisdisposaltosellhisproductthewayanactorusesprops.Thecloserdoesn’tmissatrick.Heisentertainingtothecustomersandmakesthemfeelappreciated.Thecustomer feels confident about the closer and thus feels confident about theproduct.

The closer is forever selling, convincing, driving, and always winning—because he is sold not only on his product but is also ultra-confident abouthimself.Thisdoesn’tmeanthatacloser isegotistical,buthedoes likehimselfandwhatheaccomplishes.Helikespeople,andhewantsthemtolikehim.Thecloserispersonal,personable,andinmanyways,lovable.Heissomewhatofadesperado andhe candrawupon that toughquality as quickly as is necessary(desperado in the sense that he thinks for himself, is aggressive and is totallyself-reliant).He is an independent self-motivator.He is alsohard to control tosomedegree,andthat’sgoodbecauseanyknowledgeablesalesmanagerwouldnot expect his best people to be totally controllable and obedient. The reasonsomesalespeoplerisetothetopandbecomethebestisusuallybecausetheycanthinkforthemselveswhilehavingthefreedomtomaneuver“theirway.”

So you see, the master closer is many things, but all the elements in hischaracterareaggressive,charming,andpositive.Heistheonewhocancarrytheballanytimeandmakethetouchdown.He’llalwayswin.Heknowsit,theothersalesmenknowit,andthecustomersoonlearnsit.Themastercloseristhekingofsales.

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TYPESOFCLOSERS

Therearemanydifferenttypesofcloserswiththeirownstylesandmannerisms,theirownwaysofdoingthings.Butallclosershaveacommontrait: theysell.Don’tevermakethemistakeoftryingtobeacertainkindofcloserifitdoesn’tfityou.Keepreading—yoursalesstylewillshowitselfbelow.

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TheJackRabbitCloser

He’s the one who talks a mile a minute; his enthusiasm is complete. Hisexcitement is never-ending, and he is always happy. All this rubs off on thecustomersandgetsthemfeelinghappytoo.

Thiskindofcloser,likeallclosers,knowsexactlywhatmakeshimselftick,andheuses it tohisfulladvantage.Thiscloser isamover ineveryway;heisalwaysonthegoandalwayswindingupinthesameposition:Withalotofsalesunderhisbelt.

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TheTurtleCloser

The “good old boy” attitude: Slow and down-home. He presents an air ofhonesty,integrity,andkindness.Hehasabelievablemannerandactslikeanoldfriend of the customer’s. He moves in slow, deliberate motions and lulls thecustomerintoarelaxed,uninhibitedstate—andsmoothlycloseshissale.

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ThePositiveCloser

Hethinksandactsasifeverythingisgreat.Heiscrispandsharp,alwaysseeingthegoodinpeopleandanypredicamentthatdevelops.Hethinksanyproblemisnoproblematall.Hesimplyovercomesthemall.Hebuildsthecustomersupinsuch a positive way, they feel that they can’t lose if they buy from him—nomatterwhat.Thiscloserradiatesgoodthoughtsandattitudes;hemakeseveryonefeelalotbetter,nomatterhowtheyfeltbeforemeetinghim.

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TheNegativeCloser

He’s thesleeper type.Hehasan“Idon’tcare”manneras thoughhehasotherthingsonhismind,oristiredorlazy.Hedoesalotoflisteningtocustomersandpresentsthemwithatake-it-or-leave-itapproach.Hegetsthecustomerinsuchaposition that the customer wants the product (or service) because the closerseems to be holding back on some secret about the deal. The customer ismanipulated into feeling thedeal is sogood that if hedoesn’t get it, someoneelsewill.Thecloserdiscreetlyencouragesthecustomertoplaymindgamesonhimself.Thiscloserisacountryfoxineveryway.Heissogoodhecan’tlose.

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TheJolly-GollyCloser

Heistheclownoftheclosingbunch;healwayshasjokeshandyandahappy-go-lucky air. He always gets laughs and is often playing games on the otherclosers.He foolsaroundwith thecustomersandgets themso relaxedandoff-guardthattheyneverknowwhenheisgoinginfortheclose.Allhiscustomerslovehim.Theydon’trealizethatheissellingthemallalong.Whenthecustomerfinally does realize what is happening, that good old Mr. Jolly wasn’t justplayinggamesandjokingallthetimetheywerewithhim,itistoolate—thesalehasalreadybeenmade.

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TheMagicManCloserlinClose

Thisisthecloserwhoalwayskeepsthecustomeroffbalance,alwayskeepshimguessingandwonderingwhatthecloserisupto.Withthiscloser,thecustomernever knows exactly what to expect next; he is always saying somethinginteresting and amazing. He uses super-showmanship, keeping the customerentertainedwith his intelligence, product knowledge and antics. He keeps thecustomer spellboundand fascinatedwithhis personality and friendliness.He’salwayspullingsayingsorsolutionsoutofhishat.Hecreatesamagic,happyairabouthimselfandhisproduct(orservice)thatkeepsthosesalescomingallthetime.

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TheRazzle-DazzleCloser

Heisnotlikethemagicmancloser,sodon’tgetthenamesconfused.Thiscloserisreallydifferentfromtherest;heistheonewhoalwayshasthespecialdeals,the secret ones no one else knows about or canmatch.He can put together apackagedealfasterthananyone.Heisalwaystrying(andusuallysucceeding)tooutwit the other salesmen; at least that is what he makes his own customersbelieve. He is always going and showing and telling and confusing andswitchingaroundideaswitheveryone,untilnooneisreallysureexactlywherethiscloserstandsonasubject.He’salwaysjumblinguptheissuesandcreatingpositive confusion, only to eventually come out thewinner. The razzle-dazzlecloserisamasterofwords,thewholedouble-talkvocabularyispartofhisbagoftricks.Heisgood,intellectual,andproficientathischosenclosingtechnique.

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ThePsychological/MethodicalCloser

He is the thinker, the solverofproblems.Heuses logicashis selling tool.Heknows the customer’s thoughtprocess, backward and forward, andcandissectthecustomer’spersonalityinminutes.Heknowshowtoplaymindgamesonthecustomer’s objections, and knows how to overrule any negative, non-buyingthinkingthecustomermaycomeupwith.Heanalyzesthewholesituation,thenmakeshismove.He isversatile, smart, and serious.Hecloses the toughestofcustomersandgainstheirrespectatthesametime.

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TheHigh-RollerCloser

This closer showshis customers all he has donewith his life andhowhehasmadeittothetop.Hesaysifhecandoit—anyonecan.Heflasheshisdiamondrings and drops hints about his cars, boats, and vacations. He is a master ofintimidation and makes the customers feel slightly inferior because he haspitchedhimselfsosuccessfully.Thiscloserknowshisbusiness,andheuseshispropswell.Thehigh-rollercloserhasapurpose.Hesmoothlydoeshisjob,andpeopledoendupbuyingfromhimbecauseafterputtinghisraponthecustomershethenturnsaroundandmakesthemfeelequaltohimastheyareformingtheirbuying decision. The customers usually end up buying because the act is sosuccessfulthattheywanthimtofeeltheyareindeedhisequal.

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TheCollegeJoeCloser

Herecomesthestudent(hecouldbeyourlostsonorgrandson);atleastthatishowheacts.Hedresses, looks,and talks thepart,butdon’tyoubelieve it.Hecanclose.Heuseshonesty,innocence,andsinceritytosell.Hedoesasuperjob.Helookslikehewouldn’ttrytosellsomethingunlessitwasatrulygreatdeal.He seems too clean shaven and inexperienced to be insincere. He is well-mannered, polite, e="ed, poland he has all the ingredients needed to put thecostumeratease—that’swhenhedoeshisnumberandclosesthedeals,onebyone,dayafterday,andalwayswithacourteous,innocentanddeadlysmile.

•••

EverycloserIhavejustdescribedcanout-sellanysalesmaninanyfield.Theyare all different in their own ways, and they all use their own specialcharacteristics to the best advantage possible. Whether you call them fronts,disguises, or just their natural style, all these closers have that ever-presentcommonfactorbetweenthem—theycanallsell,anything,anywhere,anytime.

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TECHNIQUESUSEDBYCLOSERS

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TheBigTicketCloser

He seems towant to sell only the high-priced items like real estate, boats, orcars. Hewon’t sell something that is not top of the line with a big price tagattachedtoit.Hefeelsthatthisishisspecialty,andinmanywaysitis.Heisaprofessionalatdealingwiththeclassofcustomersthatcanaffordhisproduct(orservice).Heplaysthegamewell,smoothlypretendinghecanalsoappreciatethehigh ticket itemhe is pitching, even though he could never spend the kind ofmoneyhiscustomerhas.

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TheSmallTicketCloser

He’s the bread-and-butter closer. He can sell more than anyone because hisclients have a greater “affordability radius.” He has a much larger field ofcustomers than thebig ticketcloser.Hissalesvolumemightnotbeas largeasthe big ticket closerwhen the year is over, but his closing percentagewill berightuptherewiththewinners.Acloserwhocansellthelowerpricedproductscanandwillsellthehigherpriceditems—buthistechniquetogethiscustomersto write the larger checks is special. He realizes that you can always pull acustomer up from a small ticket to a larger one if the client can handle thefinances.But try tobringacustomerdown fromahighpriced itemhecannotafford to something that would fit into his budget, and it’s tough. The smallticket is a sure way to get more deals and keep from trapping yourself bybuilding up customer expectations that cannot be fulfilled because there isn’tenoughmoneytodothedeal.Theresultisyourcustomergetstoodisappointedorembarrassed,and leaves.So justbea small-timecloserandworkyourwayup.Ifthecustomerwantsmorehewillletyouknow.

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TheOlderCloser

Thiscloserusuallyhassomeyearsonthecustomer,heisnospringchicken.Hecan comeacross in somanyways it’s uncanny.This closer canbe a father orgrandfather figure. He can give advice, offer solid suggestions, and plenty offood for thought. He has an aura of truth and wisdom about him and uses itconstantlytohisadvantage.Heisverygoodwithyoungercustomerswhoneedguidance on his product (or service). Remember, all closers (and I’ll say it ahundredtimesover)areactors.Theyhavetobeversatileandcunningwhiletheyareatit.

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ClosersWhoLimp,Stutter,orHaveForeignAccents

Nowwearegettingtoatoolthatclosersuseallthetime.Ifacloserhasanythingabouthimselfthatcanbeusedtodbybeusedrawattentiontohimself,heshoulduseit;ithelps.Infact,alimpwithagoodstorybehinditgetssympathyfromthecustomer.Acloserwhostuttersgetsinterestandinvolvementfromthecustomer.ThecloserwhospeakswithaTexasdrawl,aSpanishaccent,aFrenchaccent,aBrooklyn accent or anything else not only gets attention, but often becomes asubliminalandalmosthypnoticfascinationfortheclient.Iknewonecloserwhotook candies and toldhis customers theywereheart pills.He couldn’t get tooupset,orhewouldhaveaheartattack.Well,thecustomerswereallafraidtosaynotohim;theydidn’twanthimtogetupset.Youmustuseeverythingyouhaveinyourbagoftricks(withinreason)togaintheupperhand.You’retheactor.

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ThePressureClosers

All closers are pressure salesmen, some more so than others. There is highpressureandlowpressure—hardsellandsoftsell.Itisallinthepresentationtothecustomer:Howyougiveit,andhowthecustomertakesit.High-pressureorhard-sell closers are trappers and they do not give the customers any place toturnorsaveface.Soinmanyinstancesthecloserandthecustomerbattleeachother,andnosaleismade.Highpressureisgoodifitisusedproperly,butyouhavetocontrolhigh-pressuresalesjustasyoucontrolapressurecooker.Ifyoudon’t,itwillexplode.Youmustknowexactlyhowtohandlethatsafetyvalve.

Lowpressure,orratherlowkey,softsellclosersaremoretactfulandsubtle.They play mind games using traps that leave the client an out but keep himthinking about buying.He can save face and still buywithout feeling hewasforcedintoanything.Lowpressureisgood,solid,steadyselling,neverlettingupbuteversoeasily,minutebyminutemakingthedecisiontobuyforthecustomerplainerandplaineruntil,allatonce, fromnowhereadecisionhas tobemade.Thiskindofpressureisverygoodforsneakinguponacustomerandhavingthatweightfinallybuildsothatabuyingdecisionbecomesinevitable.

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CHARACTERISTICSOFCLOSERS

1.Thecloserknowshowtogiveglamourtohisproduct;hecanmakeeventhedullest items lookand soundgreat.Headdsall thepolish that isneeded for asale.

2.Thecloseriscunningandcrafty;heknowsthegoodandthebadpointsabouthisproduct,andhebalancesandarrangesthemtoprojecttheproductinitsmostpositivelight.

3.Heisanentrepreneur,adoerwhowantstodothingshisownway.Helikestothinkofnewwaystosellandthensetshispersonaluniqueplanofaction.Heishisownman,madeupofallhehaslearnedinthepastandhecontinuestolearninthepresent.

4.Hegives good service to his customers and stayswith them, stroking themandtakingcareoftheirfutureneeds.

5.Agoodcloser isgreedy;hehasambitionandmoremotivation toobtainhisgoalsthanacustomerhasobjections.

6. He has a great fascination with people; he learns from everyone and likescustomers because he wants to know what makes them tick. A closer reallycares.

7.He’saself-starter.Hecangethimselfpumpedupforasaleallonhisowninitiative.Hedoesnotneedasalesmeetingtodoitforhim.Heisaggressive,heispositive,andheisawinner.

8.Thecloser is, inmanyrespects,a loner.Hewillalwaysassistasalesmanoranothercloserwhenaskedbecausehelovesthechase.Itishislife.Everytimehe is asked to help close a deal, it is just onemore feather in his hat.As forreligion,IhaveneverknownacloserwhodidnotbelieveinGod.Perhapsthatiswhatmakes himwant to help others and that is why he also likes people somuch.

9.Hecanmakeastranger(customer)likehimintenminutesorless,byvirtueofhis powerful and smooth personality. But a true closer knows no strangers.Everyoneisapotentialfriendorcustomer.

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WhatMasterClosersAreMadeOf

Thebasicbreakdownofacloser’smake-upare:1.Enthusiasm...................................51%2.Empathyandunderstanding.........25%3.Mannersandcharm......................10%4.Fun..................................................7%5.Productknowledge.........................7%Youwillseethattheleastimportantingredientisproductknowledgeandthe

most important is a positive, enthusiastic attitude. You can always learn factsaboutaproductfromsalesclosers,books,manuals,movies,etc.,butyoucannotmanufactureenthusiasmunlessyoureallyfeelitinyourheart.

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SELLINGTIPSFORCLOSERS

Whetheryoubelievethemornot,thesesellingtipsareallprovenwinners,andtheyarequitevaluablewhenitcomestomaximizingyourclosingpercentages:

1. In closing a customer, a blackman can sell better towhites than he can toblacks.Ablackmanwillbuymuchfasterfromawhitemanthanhewill fromanotherblackman.Thereasonisthatmostblacksfeelawhitecloserhasmoreknowledgeabouthisproductbecausehehashadsomeadvantagesthatablackcloserhasn’t.The reasoningon thismightnot alwaysbe true,butbelieveme,thisishowitisintherealworldofselling.

2. There are two types of sales closers that focus on human feelings whileselling:

(a)TheIntellectualType—Heisthecloserwhoisaimingatthemind,logic,andgoodcommonsenseofhiscustomers.(b)TheEmotionalType—heistheonewhoaimsattheheartofhiscustomers;heworksonallemotions,bothgoodandbad.Thistypeofcloserisawinner,aboveallothers.Hehastherightstuff.

3.Thecloserswhocarrytoomuchsalesmaterialortoobigapitchbookaroundwith themalways scare their customers.They lookmore like IRS taxauditorsthanclosers.Whenacloserisloadeddownwithsalesmaterialsheisweighteddown physically as well as mentally. It’s as though he were a racing boatdraggingananchor.Sobelight,calmandrelaxed.Allyouneedisyourmind.Ifyouhavetogiveanin-homedemonstration,youcanalwaysgetyourgearlater,afteryouhavesaidhellotoyourcustomers.

4.Ifyouareaconservativecloser,thenforgettheword“closer”becauseyouarenotone:you’reasalesman.Thereisnotacloseraroundwhoisconservative.Acloser is a doer, a positive minded achiever, an aggressor; there is nothingconservativeabouthim.Insalesthereisnosuchthingasaconservativecloser.

5.Acloserisacompulsivelydrivenpersonwithadesiretowin,tosucceed,tosell,tobecomethebest—andnothingless.That’swhyheisachampion,andnotjust awinner.A champion knows there are going to be ups and downs in thegameofsalessohekeepspluggingaway.Heisalwaysstrivingforthesale.Thewinnerisfinewhenheisaheadbutwhenhe’snot,heisdownandcan’tgetbackupbyhimself.Thewinnerjustcannotplaytheseriousgamelikethechampioncan—andwithhisattitude,heneverwill.

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WHYTHEYARECLOSERS

Acloserisamanwhocanandwilldomorethananysalesmenevendreamaboutdoing.Why?Becauseheknowshowtowarmuptopeopleandheknowshowtoget the customers feeling good about themselves. Customers like the closerbecauseheshowsinterestinthem.Closershaveawayofbuildingtheirclientsupsomuchthattheycannotpossiblysayno.

A closer is far more than a super-salesman; he is multitalented in sales,psychology,management, humor, and in the art of strategic thinking.He’s theonewhocanstepintoanothersalesman’stroubleddealandsolvetheprobleminminutes.

Don’tthinksomeoneisacloserjustbecausehesaysheis.Therearesomanyphonies running around it is hazardous to the selling industry.Some salesmenwhocallthemselvesclosersarealltalkandnoaction.Aclosersellsvolumeandthatisenoughtotaketheplaceofanyself-promoting,wishfulthinking.

A closer is a special kind of salesman that people like, people get excitedwith, people believe in, and people feel special around. A closer is true andconvincing—heissincere.Hewins.

Acloserlooksjustlikeyouontheoutside,butalwaysactsandthinkslikeacloser—andsocanyouwithalittlepractice.

ThisishowIwasintroducedtothesubjectofsalesclosersbySam.Andthisendedmyfirstexcitinglesson.

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CLOSERS’ATTITUDES:

HowaCloserThinks

&"27e#8226;A.TheDo’sandDon’tsConcerningAttitude•B.TheCloser’sTidbitChecklist•C.TheCloser’sPersonalThoughtsandPressures

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CHAPTERTWO

CLOSERS’ATTITUDES:HowaCloserThinks

My first lesson was completed, and I could now see the difference in thesalesclosers’styles.Iunderstoodtheirmake-upandtheiractions.Samexplainedthat from this point on we would now study the closers’ attitudes, how theclosersthink,andexactlyhowtheymaintaintheiroptimism.Samtoldmethatacloser’sattitudeishismostpreciousordestructiveweapon.Everythinginsalesclosing depends on how the individual closer uses this very powerful force:attitude.

In my second lesson, I would also learn what really makes a sales closeroperate,whatmakeshimtick,andhowheispsychologicallymotivatedtowardshimselfandothers.SamstatedthatwiththisinformationinhandIcouldactuallystart toactand think likeamastercloser.So, listeningclosely,mynext lessonbegan.

The most important thing about a closer’s attitude is his ever-present,overwhelmingenthusiasm.Samputitthisway:Enthusiasmistheoneingredientthatmakesusspecial;it iswhatinsureswearenevermediocreandlikeall theothersalespeople,anditdevelopsapowerinusthatisindestructible.Samsaidenthusiasm radiates and lights up our faces nomatter what the circumstancesmay be. It is the catalyst thatmakes us sing and dance andmakes people allaroundsingwithus.Hesaidenthusiasmisthemakeroffriendsandtheproducerofsmiles fromall strangers. It is thebuilderofconfidenceandexplains to theworld, “I’ve got what it takes to win and accomplish.” Enthusiasm tells andshowspeopleeverywherethatyoulikeyourjob,thecompanyyouworkfor,andallthefolksyouworkwith.Enthusiasmistheinspirationthatmakesyouwanttowakeupeverymorningandbealive. It’s thefeeling thatputsaspring inyourstep,awarmthandunderstanding inyourheart,andapositive twinkle inyoureyes. Sam said enthusiasm can turn a depressed salesman into a top closer, apessimistintoanoptimist,andaloaferintoahustler—injustaheart-beat.

Enthusiasm is all these things and more; without it, you will never comeclosetobeingacloser.Youhavetohaveagreatemotionalattitudetobeacloser.

TodemonstrateexactlywhatImean,Iamincludingado’sanddon’tschecklistcompiledbymasterclosers.Thesearethethingsacloserknowsandisawareofallthetime.Thesearetheunderstandingsandtechniquesthatbuildanddevelopclosers andkeep themon top in the selling field.Without fully understandingthis check list of facts, a closerwould be just another salesman in aworld ofthousands—andtherearethousandsofmediocresalespeopleoutthere.

Before studying the list, a note should be made at this . Iade at point.Everyone is a salesman to some degree but most people don’t realize it. Asalesmanknowsabouttheitemsonthislist,buthehasonlygonesofarinthepursuitofexcellence,andthenhasfallenshort.Thecloserhasperfectedtheartofsellingandunderstandsthepowerofenthusiasmwhichisabasicingredientneeded to win. The closer effectively utilizes enthusiasm as his secret powerbase.

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DO’SANDDON’TSFORCLOSERS

1.Don’tsellifyou’renotsold.

Donot sell anythingyou arenot already soldonpersonally. If youwouldnotbuytheproductyourself,thengetawayfromit.Findaproductyoucanbesoldon—somethingyoucanbelievein.I’veheardoldtimerssayifyoubuywhatyouareselling,youaredeadinthatparticularsalesfield.Thatstatementisincorrect.Thecustomerscansensethroughacloser’smotions,reactionsandintentions,ifheissincereabouthisproductorservice.Sodon’tfoolyourselfandsellanitemjustbecauseitisthegoingthingatthetime—unlessyou’regenuinelysoldonit.Ifyoudoselljusttosell,you’llbethelosernomatterhowhottheitemis.You’llbesellingphony,andnocloseralivecanbethebestifhisheartisn’tinit;sellingphonydoesn’tdoanythingpositivefortheheart.It’lljustburnyouout.

2.Don’tselljustforcommission.

Ihaveseenmany,manyclosers float fromoneproductandservice toanother,justfora largercommission.Forexample,fromlandsales toaluminumsidingjustbecausethecommissionisbiggerandthereismoremoneytobemade.Allgood, sound reasons tomove around, right?Wrong. If a closer switches fromsellingoneproductorservicetoanother,heshouldchangebecauseheissoldonthatparticularproduct,notbecausehecanmakeeasiercommissions.

Ifacloser transfers for thecommissiononly,hewillnotbeaseffective,assharp,orasgoodashethoughthewas.Hewillnotbethesameleadingclosereveryone had heard about because the “commission-only” attitude will showthrough to customers, just like the “product-only” attitude used to. The closerwillnotbeasproductive,hewillnotbeclosingthesamepercentagesasinthepast,andhe’llwindup thinking tohimself,“With thisgreatcommission tobemadeandmypastperformance record, Icouldget richselling thisproductnomatterwhatitis.IfonlyIcouldsellthesenewitemslikeIusedtoselltheotherones.IwonderwhymysalesareoffandI’mnotsellingasIdidinthepast?”

Thisquestionwillansweritselfinthelongrunbecausethecloserisslowlykilling himself trying to get rich through “commission-only” and not throughbasicenthusiasmandproductbelief.Ifyoubelieveinyourproductyoushineintheeyesofyourcustomer,ifyoubelieveinyourcommissionsyoucan’tfakeitanditshows.

Afootballcoachoncetoldhisteam,“Takeprideinyourwork,proveyourselfon everyplay, havededication, andhave a good time, and the scorewill takecare of itself.” I have found this also applies in sales; the commissions willalwaysbethereifyouhonestlydoyourjob.

3.Smalltalkisout.

Don’t listen to a lot of small talk around theoffice.For example, don’twastetime listening to old sales stories (unless you feel you can learn somethingpositive),avoidnegative talkabout theothersalesmen, thecompetition, thingsthatneedtobedoneorundone,etc.All thisnastychatterbuildsuptoonebignegativeatmosphere.Thebestwaytoprotectyourselfisbysometimesbeingaloner.

Beforeyouget into contactwithyour customer, alwaysget away from theinfluenceoftheothersalesmen—goanywherebyyourself(thebathroom,closet,outside) and think toyourselfonlygood, solid, positive thoughts.Believeyouaregoingtogooutthereandmasterfullysellthatcustomer,andnothinginthisworld can stop you—except you. Then, when you have yourself in the rightframeofmind,withapositive,sinceresmileonyourfaceandyourappearancelookingneat,itistimetodealwithyourcustomer.He’syoursalone;it’sonlythetwoofyouinvolved,sobepositive,alertandpresentyourselfinthebestmannerpossible.

Don’tgetclosetoanysalesmanwhoisfeelingdownorisfeelingnegative.Stayfaraway;heispoison.Whatcanthatkindofalosersalesmandoforyouanyway?Hecandonothingexcepttrytomakeyoufeelasdownashefeels.Hewill destroy you as you listen to himor remain in his presence. So become alonerbeforeyoumeetwithyourcustomers—andthengoinandclose’em.

4.Don’tpre-qualify.

Of the many negative attitudes that can destroy you, this is a giant. Pre-qualifyingmayoccurwhenyoumeetyourcustomerand findouthe is fromastate,town,orareawhereyourproductorservicehasnothadmuchsuccess.Or,yourcustomerlookspoorlydressed;or,hehasadepressingairabouthimself;or,hishouselookslikeitisabouttocollapsefromneglectandoldage.

Please, for the sake of all sales closers everywhere, don’t say to yourself,“I’mbeat,”or“I’mgoingtolose,therearetoomanystrikesagainstmealready.”Thatistheverybestwaytodefeatyourselfbeforeyouevenstart.Remember,it’soneonone,andeverycustomerisdifferent.Customerswillalwayshavesimilarobjectionsandquestionsconcerning theproductbeingsold.But thecustomersthemselvesaredifferentandseparateindividuals.

So, don’t pre-qualify or pre-guess them.When you come upon a situationthatyouthinklookstoughordepressing,getbyyourself,regroupyourthoughts,andthengoforward—knowingandbelievinginyourheartthatyouwillwinandmakethesale.

Thereisasecrettothisregroupingaction.Itworkslikethis:chancesarethatthecustomerwasalreadypre-qualifiedbyothersalesmenand ignoredbecauseof his appearance. So, now here you are, treating the customer like amilliondollars,showinghimyourbestside,andputtinghimfirst;youareactinglikeheisgoingtobuyandcanaffordit.Somethinghappensatthispoint.Thecustomersees all this and feels the different approach he’s receiving from you. Heappreciates it, alongwith your showmanship—so he buys.He buys from youbecause you, the closer, made him feel special, made him feel wanted, andtreatedhimlikeamillionairenomatterwhathewasdrivingorwearingorwherehewasliving.You,themasterfulcloser,havewonagain.

5.Don’tgetdownonyourself.divheight="0em">

If you miss a few sales or are in a slump due to personal problems, outsidepressuresorall the thingshappeningaround thesalesoffice,don’t letyourselfgetdown.The first thing todo is to lookatyour sales slumpand try to seeareasonforit.Hereyouhavetobehonestwithyourself.

Now,beforewegetintothesubjectofyouandself-criticism,letmetellyousomething about the sales that aremissed. There is a good rule to know andremember:Insalesthereareusuallyonlytworeasonswhyacustomerwillnotbuy.Numberoneisanobjection,andnumbertwoisacondition.

WhyCustomersMayNotBuy

Objection—CloserscanovercomeCondition—Canpreventasale

An objection from a customer can and should be overcome by the closer.There should be no excuse for not overcoming a legitimate, honest objectionfromthecustomer.Thisisthecloser’sjob:toprovideanswers,getanagreement,andconquer(close).

But there is another reason people don’t buy—this is based on thecircumstance known as a condition. This is a different animal altogether. A

condition from a customer or a condition about a customer sometimes justcannot be overcome. For example: It is clear that the customer cannot affordyourproduct.Obviously,theclosercannotproducemoneyforthecustomer.Thisis a genuine reason for the customer not to buy. There are many differentconditions that will stand in the way of a sale—conditions the closer has nocontroloverandthatcannotbeavoided.Ifaclosermissesafewcustomers,heshouldlookbackonhissalespresentationsandtrytoseewhatthereasonswereformissing.Ifhefeelsthatitwasduetoconditionsinvolved,thenforgetaboutthosecustomersandgoafterthenewones.Therewasnothingelseyoupossiblycouldhavedone.

But if a closer is missing because of customers’ objections, then thecustomers are selling the closer, and they are doing the winning—at yourexpense.Thisiswhenthecloserhadbettertakeagood,seriouslookathissalespitch—ahardcorrectivelook.Heshouldexaminethetotalpresentationtoseeifitneedsanyalterationoradjustment.Ifitdoes,thenheshouldpolishitup.Theclosershouldstartlisteningtoothercloserswhoareselling;heshouldseewhattheyaredoingthatheisnot,andthensimplycopythemuntilheisbackonhissellingfeet.

Remember,you,asacloser,are inanumbersgame,andyoucanmake thenumbersworkforyouifyouhiteverycustomerwithahundredpercenteffort—thetotaldirectedshot.Butifyouhavemissedsomesalesandarefeelingsorryfor yourself, if you are down and depressed, then youwill probably stay thatway; the numbers, the customers, and thewhole closing businesswill get thebetterofyouandyouwillremainmediocre—orworse.Andifyou’rethatweak,you deserve to stay where you are and you don’t belong in the business ofselling.Youshouldgooutandgetadull,salaried,9to5jobanddon’t“daretobegreat”throughacareerinsales.

A closer knows the way the game is played and always keeps on trying,hittingharderwithmoreenthusiasm,andgreatwinnings.So,analyzyou.So,aetheproblem;seeifitisyouorthecustomerorboth,anddosomethingaboutit.Then,whenyougettoyournextcustomeryoucangivehimorheryourrevisedbest.Beaprofessionalcloseratalltimesanddon’tgetdownonyourself.It’snotworthit.

6.Youcangetangry.

I just toldyounot togetdownonyourself.That statement iscorrect.Butyoucanandshouldgetangryorannoyedwithyourselfifyoumissasaleandknowthatitwasyourfault.That’sgoodforyou;takesomepressureoff—getoutinafieldandyellatthetopofyourvoice—anythingyouwant.I’veseentop-notch

closers throw chairs, hit walls and doors, yell at the trees, and be so mad atthemselvesfortheirstupidmistakesthatthesecretariesallrunforacorner.I’msurethesemencancontroltheirfitsofangerif theywantto,butthat’snotmypoint. The point is this: a closer who knows he has lost a sale through hismistake and consequently gets mad at himself is better than a salesman whomisses a deal and says, “It’s the customer’s fault; you can’t win ’em all.” Ifyou’re going to be a closer, act like one, take some blame and do somethingaboutitforthenexttime.

If you lose a sale through your own fault, then admit it to yourself; don’tallowittohappenagain.Don’tputupexcusesoralibisorpushyourlossoffonthe customer. Remember, the sales percentages tell all in the long run. Thecompanyyou’reworking fordidn’thire thecustomer towin thesellinggame,theyhiredyou.Ifyoumessupandgetangryatyourself,thatisyourright.Butmakesureyoufocusthatangeronself-improvementforthosenextsales.

Don’tdwellonthecustomersthatyoumiss,justlearnfromthem.Rememberyourmistakessoyoudon’tmakethesameonesagain.Gofromthere.Theruleis:Don’tlookbackwardforverylong;thatisnotthewaytoprogress.

7.Youcan’tlearnenough.

I’m talking here about learning for closing reasons and that wanting-salesattitude.Youwill alwayshavenew things to learn about closing andyourself.You learn about new ways to work, how to improve your closing habits,distinguishyour style, andpolishyourmanners.You learneveryday, andyoulearn fromeverybody, nomatterwho they are orwhere you are.Every singlecustomeryoudealwith,whetheryouwinorlose,makesyouthatmuchstronger.Youlearnwitheveryobjection,problem,situation,ormaneuveryouencounter;thesemake you amuchbettermaster closer.Always keep your eyes and earsopen. You cannot learn a thing with them closed and your mouth open.Acknowledge all that goes on around you. Be aware and alert. Watch andobservewhatthetopclosersaredoing,andfollowtheirpatterns.

Toimproveyourclosingpercentagesyoumustbecomeanawakecloser.Youhave to study and learn a little bit about everything so that you will knowsomethingaboutmostsubjects—currentevents,vacationareas,oranythingyourcustomer might bring up. The new knowledge that you pick up will openadditional horizons for you with your customers. If you have a little extraknowledgeyouwillmakethemfeelathomeandrelaxedwithyou.Thiscommonground is your springboard for more successfully selling that customer—thecommon bond you have established because you learned and studied aboutsomethingyouboth could talk about. It’s easy.Themoreyouknow, the taller

yougrow;and,amasterclosergrowsprettyt>8.You’rethegiant.

I’mnottalkingaboutphysicalsizeinpeople.Differentheights,weights,looks,longhairorshort,thinorfat,oldoryoung—inclosersitdoesnotmatter.Allyouneedtobeamastercloserisyourmind.Youdonothavetobea6’7”footballstar tobeagoodcloser;youdon’thave to look like amovie star to sell.Youdon’tevenhave tobeauniversitygraduate tobea topcloser.Allyouneed isyourmind—andthatwonderfulthingcalledheart.

I’llputitthisway:Youneedloveforpeopleandafightingspirit.Withthesetwoassets,pluswanting tobe thebest,you’vegot itmade.That’sall it reallytakes,plusalittleknow-how.

For example, I’ve seen closers sell who couldn’t even talk because oflaryngitis. I’ve seenmen sellwho couldn’twalk,write or understandEnglish,and sell more than ten so-called salesmen put together. They believed inthemselves,andtheywantedthatsalebadlyenoughtogoandgetit.Ifyouwanttobeamastercloser,ifyougiveityourbestshotandbelievethatyouwillwin,thenyouwillwin.Nomatterwhatsizeyouareorwhatyoulooklike,it’sallthatisinsideyouthatcounts.Basicdesireandspiritisyourkey.

9.Feelcomfortable.

Keep your mind and thoughts geared and cleared so you never feeluncomfortablearoundyourcustomers.Youareinchargeandincontrol.Atleastyoushouldbe.Ifyoufeelawkwardoroutofplacearoundclients,theywillfeelthis. Before you know it, the situation will be out of hand, creating anatmosphere that is not conducive to any kind of sales,much less closing. Byfeelingoutofplace,youcreateanotherobstaclethatdoesnothavetobethere.Ifyoufeelathomearoundyourcustomers,they,inturn,feelcomfortablearoundyou.

Yourcustomersmightbecompletelyoppositefromyouracially,financially,and geographically. You may be in their home, and it could be a shack or amansion.Justanalyzethesituationandcomprehendit;relax,becourteous,andbecome chameleon-like—blend in.Belong.Thisway, youwill actually be thecalming factor that the situation demands. Use charm, manners, and class asyourkeystoclosingthesale.

10.You’rehot;staythatway.

Howmanytimeshaveyouhearditsaid,“Youarewhatyouthinkyouare”?Itistrue. The saying, “When you’re hot, you’re hot, andwhen you’re not, you’re

not,”iswrong.Sodon’tbelieveit.Ifyouareacloser,thesayinggoeslikethis:“Whenyou’rehot,you’rehot,andwhenyou’renothot,yougethot.”

Asacloseryouhavetoknowdeepdownthatyou’retopdrawermaterial.Apowerinsideyoudrivesyoutobethebest.Ifyouknowyou’rehot,thenwhointhis world is going to say you are not? Do you think any other salesman ormanager is going to try to get in yourwaywhen they see that you believe inyourself?When you really do, and you’re out there talking to customers andtrying,youalwaysknowthatyouhavewhatittakes.Younevergiveup,whichisacloser’smostimportantattribute.

Thereisnotacloomeisnotserintheworldwhowouldn’trespect,appreciateandrelate to thatkindofeffort.Thatkindofcommitmentand tenacitycreatessales. One cannot help but close deals. See for yourself who is out-sellingeveryonearound.Itwillbethosewhohavefaithinthemselves—allbecausetheybelievedinsomethingprettyspecial;theirownabilitytodothejob.Theymakethemselveshotandtheykeepthemselvesthatway.

11.Beconfident.

Thisisasuper-must.Youhavetoshowconfidenceinyourself.It’slikebelievinginyourself,buttoamoreintensedegree.

Thisishowconfidencewillworktoyourbenefit:

1.Ifyoushowconfidenceinyourselfwhenyouwalkintoaroom,yourcustomerbeginstofeelconfidenceinyou.

2. This makes the customer feel secure in believing the things you say andsecureinthefeelinghecansafelygivehismoneytoyou.

3.Throughconfidence,youbuilduptrustandcredibilityinyourself—somethingtheclienthastohavebeforeyoucansellhimanything.

Confidence is always positive; it is power. Confidence is the leadershipqualitythatacloserneedstohave.Toacquireconfidenceoneshould:dresswell,smile, stand tall, be polite, be courteous to everyone, and show your bestmannerswhenclosing.Ifyoudothesethingsconfidencewillradiatefromyou.Youwillnotbeabletoholditback.

Another thing you should know about confidence and how tomaintain it:Don’tgetfrustratedoruptightwhenthingsdon’thappenasyouexpectthemto.Stay calm and tackle one problem at a time. All this time your customer is

watchingyouandsayingnothing;heisthinkingandforminghisopinionaboutyou.Sobesuretoshowthatconfidenceinyourself,andthecustomerwillbeonyour side.He reallywants a strong leader selling him, not a salesmanwho isunsure of himself or shows weakness. This is showmanship at its best.Confidence can make or break a sale, so be aware of it at all times. Theconfidenceinyouwillshowthroughifyouletit.

12.Youcanbereplaced.

Nomatterhowgoodyouare,orthinkyouare,thereissomeoneelseoutthereinthisworldwhoisstandingbyto takeyourplaceonthesales line.Thatpersonprobably has more energy, enthusiasm and go than you do. You had betterrememberthis,becauseifyouletup,slide,orcoastonyourpastsaleshistory,itisbackontheinterstateforyou.Ifyoukeepthisfactinfrontofyou,you’llbemotivatedtostayaheadofthegame.

Agoodlessonforcloserswhothinkthey’reindispensableisthis:Goandputyourfingerinabowlofwater,thenquicklypullitout.Watchhowlongtheholelasts.Getthepoint?Insalesyouhavetokeepontopofeverythingtobethebestandtostaythere.Otherwiseyoubecomeexpendable.

13.Burnyourbridges.

Ilikethiswayofthinking—Goforit;don’tforgoit.Inotherwords,togetasale,goalloutandgiveiteverythingyou’vegot.Burnyouryot.Burnbridgesbehindyouifthat’swhatittakes,soevenifyoufeellikebackingoutofsomethingorretreating,youcan’tdoit.Youhavetogoforwardandwin.

Thecustomer isyourchallenge.Your job is tosell.Howcanyousellyourbestgoingintoapresentationifyoualwaysknowyoucanbackoutofacornerifyouhaveto?I’lltellyouexactlywhathappens.Ifyourpitchishalf-hearted,justfiftypercent—thensowillbeyourclosingaverage.Burnyourbridgesandforceyourselftochargetowardthesale.Don’tworry;you’llgetit.Again,apositive,aggressiveattitudewins.

14.Leaveyourwork.

Agoodruletoremember:Don’ttakeyourworkhomewithyou.Whenthedayisoverandallhasbeendone,relax,hangitupuntilthenextday;takeabreak.Getyourmindoffthehookforawhile.Thiswilldoaveryimportantthingforyouand that is it will keep your head and your entire personality sharper. Giveyourself a break and you’ll be more productive when you start work again.That’soneofthereasonsallsportshavehalftimesandbreaks.

Thesameholdstrueintheclosingfield.Youhavetolearntorelax,regroup,

andcalmdownsoyoucanbeatmaximumstrength the followingday.You’rerecharging. It’s normal and makes closing a lot easier and more fun. Whenclosingandsalesbecomeworkforyou,andyouarestartingtofightit,thenyoursales will go right down the drain—faster than the blink of an eye. So keepthingsinperspective;youworkhardatclosing,soplayhardwithyourfreetime.

Togoalongwiththisphilosophy,planyourdaysoff.Whenyou’reworking,concentrateanddevotetotalenergytoclosing;whenyouhaveadayoff,enjoyit.Forget closing, customers and the office.Get themall out of your system.Byplanning your days off and knowingwhen they are, you give full attention toyour closings and to your selling time.You should have nothing else on yourmind while closing.Work is work, and days off are just that. You’ve got tounderstandthedifference;andmakethedifferenceworkeffectivelyforyou.Youareaprofessional,sotreatyourselflikeone.

•••

Wehavebeentalkingaboutthedo’sanddon’tsofattitudesforclosers.Nowweare going to touch on some tactful things to know—all of the little notes andphrases that keep the closer alive. Everything you see and learn concerningattitudesisaculminationoftidbitsthatfit together;theybondtoformasoundworkingpatternforthecloser.Tohaveanattitudethatispositive,youhavetobeawareofeverythingthatmakesyouthinkbetterandclearer.So,followingisacloser’s“tidbitchecklist”showingthelittlethingsyoujusthavetoknow.

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THECLOSER’STIDBITCHECKLIST

1.Treatthemwithrespect.

Everymanorwoman,nomatterwhathisorhercharacterorbehavioralpattern,wants tobeawinnerandwants tobeacceptedandappreciatedbyothers.Usethisapproachwithyourcustomerstobuildthemupforfavorablesalesdecisions.Thisbuild-upmanifestsitselfthroughyourattitudetowardyourcustomers,howyou treat themand thinkof them.You’vegot to sincerely conto incerelvey tocustomersyouareinterestedinthem—andmakethembelieveit.

2.Competewithyourselffirst.

The less you concern yourself about out-selling the other salesmen the betteryourclosingpercentagewillbe.Youshouldbecompetitivebutyouwillnotsellanythingbywatchingtheothercloserssellwhileyou’restandingthereinawe.Remember, it is you and your customer that make the sale, not the othersalesmenwhoare lookingon. Ifyouwant tocompete in sales,becompetitivewithyourself first.Then, at the endofyour selling season,youwon’thave toworryabout theothersalesmenbecauseyou’llbe thewinner.Theywillbe theonesworriedaboutyou.

3.Thecloser,thentheproduct.

The main thing in sales is not really the product but the closer himself. Herepresentstheitembeingsold,andheisthecompany’spersonalrepresentative.Thecloser is theonewhoknows theproduct’spositivepointsandplaysdownthenegativeones, and is familiarwitheverythingelse thatgoeswith the finalsale.Itallhastobefilteredandshownthroughthecloser,nooneelse.Heistheflagandfrontdoorforthewholecompany,andthecloseristhefirstimpressionpresentedtothecustomer.

4.Yourimpressiononthecustomer.

Thecustomerwilldevelopandformanimpressionofyouwhenyoufirstmeet;whetherthatimpressionisgoodorbaddependsonlyonyou.Yourattitudeandappearancearetheinitialkeys.Itiseasiertosellwhenthatveryfirstimpression,evenwithoutawordbeingsaid,ispositive.

So, act like you want a sale, and give that image. It will show in your

mannersandactions.Youhavetoactpositiveandbeintotalcontrolwhenyoumeetyourcustomer.

5.Customersarepeople.

If you forget that the customer is a warm human being, with feelings and afamily,withemotionsandneeds just likeyours, ifyou lookathimasadollarsign,awaytogetyourcommission,thenyouhadbetterhangitup.You’renotacloserbutawimp.YouwillshowaboutasmuchclassandprofessionalismasagenuineloserorasalesmanwhothinksheisawinnerandisreallyonlyasclosetobeingacloserasahoboistobecomingpresidentofaFortune500company.Keepyourcustomersfirst;treatthemwithloveandunderstanding,thenthesalewilldevelop—producingyourhard-earnedcommission.

6.Buildupthecustomer.

Getthecustomersoldonhimself;sethimonashiningpedestal.Alwaysletthecustomerseehimself in thebest lightpossible;makehimwant tobewithyouforthesincererespectandadmirationyoushowhim.Makeyourcustomerfeelspecial,acutaboveotherprospectivebuyers.Whenyouhavehimfeelinghighon himself, hewill glowwith the added self-confidence you have instilled inhim.Then,whenyouaskforthesale,you’llbemorelikelytogetitbecausethecustomerhasbuilthimselfupsomuchthathewouldbealittleintimidatedandembarrassedtosayno.

7.Beorganized.height="0em">

Keepyourselfandyourbusinessorganized.Keeprecordsofallyoursales;keepnames, addresses, phone numbers—everything—not only for tax purposes butalsoforreferralsandfuturebusiness.Knowyourowngoodandbadpoints;andyourownhabits.Workonyourworstonessoyoucangetcontroloffuturesalessituationsyouareinvolvedin.

Bykeepingyourselfandyourbusinessrecordsorganized,yourmindwillbefreetoconcentrateonsalesandclosing.Thiseliminatesallthenit-pickingitemsthatagoodclosershouldnotbebotheredwithinthefirstplace.Yourpersonalorganizationisthefoundationofyourprofessionalism.

8.Contributetoteamwork.

Toworkinasalesofficewithothers,youmusthaveteamwork—ifthecompanyyouare selling for is toprosperandhaveaneffective salesatmosphere for itsclosers to close in. If the company you work for doesn’t prosper—you don’t

prosper.Beconstructive.Helpothercloserswhenasked,andbehappyforthemwhentheysell;you’llhaveyourturnmany,manytimesover.

Ifthingsgetpettyaroundthesalesoffice,suchaslittledifferencesofopinion,tackygossip,andjealousy,putyourselfaboveandbeyondit.Justgooutandsellyour customers; theyarenot involved inyourofficepolitics.Remember,yourcustomers are theonesyoumakeyour living from—not those involved in theofficewars.Inasalesoffice,whetherithasanatmosphereofteamworkortheaforementioned problems, always keep things in the right perspective—salesfirst.

9.Don’tprocrastinate.

Don’tdelayacustomerwhocallsyouafter thesalehasbeenmade.Call themrightback. It couldbegoodnews, aproductpay-offor anew referral.Or thecustomermightwanthishandheld;hemightneedreassurancefromthecloserthateverythingisfine.Ifyourcustomerhasbadnews,atleastyoucandealwiththe problem immediately—nip it in the bud. Whatever you do, don’tprocrastinate;theprobleminvolvedonlygetsbigger.

If youhave anewcustomerwhen anold customer calls,wait until you’vesoldtheoneyou’rewithbeforeyoucallback.Ifyoudon’t,andtheoldcustomergivesyoubadnews—forexample,acancellationor,worseyet,alawsuit—yournegative thoughts and bad feelings could ruin the deal with your presentcustomer.Youcouldenduplosingtwocustomersinsteadofone.Useyourhead.Keepyourprioritiesstraight.

Anotherthingconcerningcallsandrecentcustomers;whenyoudocallthembackandyousolvethesituation,don’tjustsolveittemporarily.Getitoverwithso the same problem doesn’t keep coming back to mess up your mind,distractingyoufrommoreproductiveusesofyourtime.

10.Afewwaystokickthesalesslump.

Therearethreegoodwaystogetyourselfoutofasalesslump.First,insteadofgiving your presentation in your usual way, reverse it and give your pitchbackward, from last points to first points.This gives youback the enthusiasmandmomentumyouusuallysavefortheendofyoursalestalk,thatispossiblynowlacking.Whenyoupitchbackwards,thatisexplainyourproductinreverse,youdonnre,youdtreallyknowwhatyouaregoingtosaynexttothecustomer.Youareextraalertandonyour toes tokeep thepresentationandyour thoughtprocess organized. This automatically creates a spark in you, the missingenthusiasm,andthatwilltranslateintosales.Aftersellingthiscustomer,gobacktoyouroriginalsalespresentationformat;ifyoukeepusingthereversepitchit

willloseitsuniquequalityandpurpose.Remember,theobjectiveistogetyououtofyourslump.

Thesecondwaytore-groupandstartsellingagainissimple.Insteadoftryingharder to sell, go completely negative.When you arewith your customer, actlikeyoudon’tcare ifyousellornot.Tellhimyou’vealreadybeenquitebusytoday,andyou’re tired.Tellhimtheproduct isbetter thanyoucaneven try toexplainrightnow,andif thecustomerreallywantsagooddeal thenheshouldbuy the product while they are still available. Assume a take-it-or-leave-itattitude, and watch some customers turn around. The customer is capable ofbuildinguphisownpresentationfortheproduct, thinkingit’stoogoodtopassup.Becauseofyourattitudehepsycheshimselfupandbuys.Tryit—itworks.

Thethirdmethodisafunwaytogetoutofasalesslump.Justgooutandbuysomething—asportscoat,ashirt,anewpen,abook,anything.But,youhavetospendsomemoneyonyourselfandnooneelse.Thengoback to theofficeorprojectandgetyournextcustomer.You’llbeinanimprovedmoodtosellhim.Thispresenttoyourselfgetstheexcitementbackinyouthatyoumayhavelostfrombeinginyoursalesslump.

•••

When thinking about attitudes keep in mind that enthusiasm is always yourpowerbase.Tothinklikeacloseryoumustbeawareofallthefactorsthataffectthecloser’stotaloutlook.Youhavetounderstandhowacloserviewseachnewsituationandsolvesit.Allthepointersinthischapteraredesignedtoproduceapositive attitude. Every statement and tidbit contributes and you shouldn’tunderestimateanyofthem.

•••

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TheCloser’sPersonalThoughtsandPressures

We are now going to look at some short “closer’s anecdotes” that add to thedevelopmentofacloser’swinningattitude.

1.Thereisonlyoneyou,andyouareunique.Nooneelsecandowhatyoucaninthesamewayyoudoit.Alwaysshowyourpersonalstyle,anddon’ttrytobeanyoneelse.Exhibityourownbrave,successful,generousspirit.

2. “If you gotmoney, you’re a honey; if you’re broke, you’re a joke.” Soundsilly?Thinkaboutit.

3.Insellingacustomer,somerulesofthumb:Yourheartequalshisheart.Yourmindequalshismind.Yourunderstandingequalshisunderstanding.Yourreasonsequalhisreasons.Yoursalespresentationequalshisacceptance.

4. Some salesmen say, “Good morning, Lord.” Some say, “Good Lord, it’smorning!”Guesswhichonesaretheproducers.

5.Whenyouhaveusedall thementaltricksyouknowtogetpsychedupforasalespresentationandyou’restillnotreadytofacethecustomer, tellhimyourproblem, and start a polite conversation.Your customerwill usually help youout,believeitornot—andthenthey’llbuy.

6.Everypersonyoutalktoisapotentialcustomer—apersonwhomakesyourlivingforyou.Alwaystreatpeopleinthatmanner.

7.Withthecombinedingredientsofenthusiasm,controlandproductknowledge,youcansellanybody.

8.Tobeatopqualitycloseryouhavetohaveself-confidence,self-control,andself-respect;theseproduceself-satisfaction.

9.Agoodpointtoremember:“Amanisstagnantifhisdreamsequalhispresentexistence.”

10. Talk about having a good attitude, once a closer went broke on his ownbusiness venture and some salesman asked him, “How are you doing, ‘HasBeen’?” The closer was calm. He smiled and answered back, “Pretty good,‘Never Was.’” Closers must always have a strong, believe-in-themselvesattitude.

11.Thereisnotacustomeranywherewhowantstodobusinesswithasemi-prowhen they could be doing business with a professional. Act like what you’resupposedtobe—aprofessionalmastercloser.

12. Ifyoudon’t sell thecustomer thensomebodyelsedown the linewill.Askyourself:Aretheothersalesmenbetterthanyou?

13.Somesalesmen think it isabig jokewhen theysellacustomersomethingthathedoesn’tneedoriftheysellthecustomermoreofthesameproduct.Well,itisajokeallright,butonlyonthesalesman.Itallcomesbacktohaunthimanddisrupt future sales. That’s the way a salesman creates future problems forhimself.

14.Asalesmanwhoisforevertellingoldsalesstories(wartales)abouthimselfand elaborating on all he’s sold is bragging only to build up his own ego.Chancesarehehasaninferioritycomplexandhasneverdoneverymuchintheworldofclosing;heprobablyneverwill.

15.Knowhowtoexpoundonaparticularsubject;knowhowtousethecorrectwordsandphrasestoexpressyourself.

16.Agoodthingtokeepinmind:Whenmostofacloser’sbaddreamsandfearsdisappearitisasignhissubconsciousmindisfinallyclearing.

17.Beaclosertoyourcustomer,notjustagoodconversationalist;anyonecantalkorbeaniceguy.

18.Ifyoutaketheletter“C”outofthewordcloser,youhavetheword“loser.”The“C”standsforconfidence,control,compidtontrol,assion,andcourage.

In studying the sales closer’s attitudes, we must first look at his personalthoughts and pressures to fully understand the main dimension of hiscomplicatedworld.

Foracloseritisagreatfeelingtoknowthatheisthebestinhissellingfieldbecausenotonlyheknowsit,butalltheothersalesmenaroundhimknowitaswell.Themaingoalisstayingawinner,toalwaysbethemastercloseryouwanttobe.Buteverycloser,nomatterwhathemaysay,hasahiddenfearofbeingknown as a loser; it’s a feeling any kind of world-class competitor hasoccasionally. It’s built-in, and it is normal. It is all part of being a closer.Thefears stem from the pressures. Being a closer involves coping with manypersonalpressures,astheillustrationonthefollowingpagedemonstrates.Thisiswhythecloser’sattitudeissoimportant.Aclosercannotdohis job,hecannotfunction,ifheisnot100%preparedmentally.

Acloseralsohastothinkabouthisgoalsinlife(seeillustrationonpage43).Acloserknowsabouttheupsanddownsoflifeandhealsoknowsyouhavetostayonawell-definedgame-plan—inordertosucceed.Ifyoudon’thavealong-rangegoal,youcouldbeinrealtrouble.You’lldriftandnevergainanythinginlife.Onedayyouwilllookbackandsay,“Whathappened?Wherediditallgo?”Thenitwillbetoolate.

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CloserPressure

To have a closer’s attitude, you have to be bold enough, gutsy enough,humble enough, classy enough, andmost of all, human enough to go out andwork hard to become number one at the art of selling. It all happenswith anunderstanding and love for people and that ever-present enthusiasm that willenableyoutobecome,anytimeyoudecide,amastercloser.

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THECLOSER’SPERSONALPRESSURE

Closershavethesameproblemseveryoneelsehasexceptforonething:Aclosercan’taffordtobedown.Ifhedoes,hisclosingpercentageisshot.Thisiswhyapositiveattitudeissoimportant.Beingacloseristheonlyprofessioninwhichyoumustbementallyupallthetime.

The customer can be down, feel bad, and act depressed, but it’s the closerwhohastobeupmentallysohecangetthecustomerfeelinggood,andmakethesale.Inadditiontobeingupmentallyforthecustomer,thecloserhastobeabigbrother,afather,aminister,afriend,anadvisor,ababysitter,andagoodlistener—justtogetawordin.

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CLOSER’SGOALS

Every closer has to consider the future at one point or another and see whatdirectionheisgoing.Ifhedoesn’t,anygoalhehadhopedforwillvanish.It’slike driving a car: If you take your eyes off the road, you’ll run into a ditch.You’llbeoffthetrackforgoodandmissyouroriginalobjective.Justthinkforasecondhowmanyclosersyouhaveseenthathaveallthetalentintheworldbutarestilldownandbroke.Thediagrambelowillustratesthispoint.Itdidn’thavetobethatway.KeepyoureysiKeepyoesonyourgoal,andgoforit.

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Agoodnoteforyourself:

Writedownonapieceofpaperyourultimategoalinlife.Thenlookatiteveryday—this isasimpleway toconstantlycheckandremindyourself.See ifyouaremaintainingyouroriginalcoursetowardyourobjective.Aboveall,behonestwithyourselfbecauseyouarethepersonwhoiseithergoingtomakeitorfail.

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THECUSTOMER:

TheOpponentThis chapter describes the characteristics of customers and shows how the

MasterCloserhandleseachoneinpreparationfortheclose.

•CategoriesandTypesofCustomers

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CHAPTERTHREE

THECUSTOMER:TheOpponent

July the first had finally arrived at Green Vista Estates, and our grandopening was in full swing. The customers were arriving from all across thecountrythankstoourcompany’soutstandingmarketingdepartment.Everywheretherewasactivityandexcitement.Asforme,Iwasparkingcarsliketherewasnotomorrow—andenjoyingeveryminuteofit.

Sam wasn’t just sitting around, either, he was at the guard gate givingdirectionsandinformationtoeveryone.Infact,Samwassobusyhelookedlikeaswamped-undertravelagent.Wheneverwegot,ortook,aworkbreak,we’dsitdown together and continue our discussions about sales and closers. Sam hadexplainedsalesclosers tomeover thepastweeks inawayIcouldunderstandandIcametoappreciatethejobtheyactuallydo.

But the timehad come to start studying, observing, and learning about thecloser’snumberoneopponent:thecustomerhimself.Samtoldmethatnomatterwhatlabelyouputonacustomer—anup,anout,aunit,abimbo,apeep,adog,a shlepper—the customer is the fascinating element of saleswork.Beforewestart, twofactshave tobestated.First, thecustomer is thenameof thesellinggame,and thecloserhas toknoweverythinghecanabouthiscustomer. If thecloserwants tomake a sale, hemust knowhis customer aswell as a surgeonknowshispatient.IfyouthinkpeopleinvolvedinasalessituationaredifferentinBostonthantheyareinKansasCityorLosAngeles,you’rekiddingyourself.Peoplearecustomers,andcustomersarejustthat—customers.Period.

Peoplemay have different accents andmannerisms and they act and reactdifferentlybecauseof theirenvironments.Butwhen itcomesdowntobottom-lineassales—theclose—allcustomersarebasicallythesame.Theywillhavethesame basic thought patterns, the same objections and questions, and the samehesitations.It’sasthoughtheyallreadthesamecuecardsandscripts.

It is important not to confuse sales presentations with closing. True,customers are individuals. They have to be treated and approached in manydifferentways inaprogressivesalespresentation,butwearenot talkingabout

thatnow.Wearetalkingaboutclosingasaleonaproductorservice,whateveritmaybe.Thecustomersarethesameinthattheyaretheopponents—withalltheaforementionedcommonbasics.Theyareeithergoing to tell thecloseryesorno.Asstatedpreviously,thecustomeristhenameofthesellinggame.Withthisunderstandingwecanstarttostudythemanyfascinatingtypesofcustomers.

Acloserknows that the first thing to learnabout a customer is thekindofcustomerheisdealingwith.Thenthecloserusesthatinformationtodevelopasalespresentationsuitedforthatparticularcustomer.

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CATEGORIESANDTYPESOFCUSTOMERS

(Using a one-to-ten scale for measuring the customer’s degree of closingdifficulty,withtenasthemosttroublesomecustomer.)

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TheYesMan

(Description)This is the customerwhowill agreewith you on everything; hewill nod his head in the affirmative and say, “yes” to every statement that ismade.Theclosercouldgiveanykindofridiculoussalespresentation,and thiscustomerwouldstillagree.

(InReality)Thecustomerhasalreadymadeuphismindthatnomatterwhatthe closer says he isn’t going to buy today (if ever). This customer keepsagreeingjusttogetthesalespresentationover.Hethinkstheaffirmativenodofthehead,oranoccasional“yes”willpacifythecloserintolettinguponthesalespitch.Thiscustomer isbasicallyscared that ifhedoes lethisguarddown, thecloserwillindeedsellhim.Thiscustomerisprettyeasytoclose,andonascaleofone-to-ten(withtenbeingthemostdifficult)theyesmanisratedasolidfour.

(Solution)Tosnapthiscustomeroutoftheannoying“yes”habit,theclosershould turn to the customer and ask directly, “Why aren’t you going to buytoday?”Thiskindof shockquestionwillcatch thecustomeroffguard,andhewillmostlikelygiveyoualegitimateanswer,nothavinganythingelseplannedtosay.Withthis,theclosercanthenworktowardreallysellingthecustomerandthefinalclose.

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TheKnow-It-All

(Description) The title speaks for itself. This customer already has all theanswersandthinksheknowsmoreabout theproduct thanyoudo.Hewill tellyouthathepersonallyknowsthepresidentofyourcompanyorthatatonetimeortheotherhewasinyourparticularbusiness.Thiscustomerwillsayjustaboutanythingtomakeyoufeeloffbalanceoruncomfortable.Hecontinuallyactsasasmart-aleck, and tries to take control of the sales presentation. His favoritestatementsare,“Iknow,”or“Iunderstand.”

(In Reality) This customer does not want to be out-classed, out-shown orintimidatedbythecloseatbyther,especiallyifheistryingtoimpressthepersonhe’swith.Heknows that he isweak around a good closer, so he puts up thatstrong“Iknow”guardtoprotecthimself.Hefeelshehastoshow-offinfrontofeveryonearoundwhenheiswithaclosersothesalescloserwillnotmakehimlook like the uneducated idiot he truly is, while discussing the product. Thiscustomerisfuntoworkwithbecauseyoucanprogramhimeasily.Onascaleofonetoten,thiscustomerratesafour.

(Solution)Letthecustomertraphimself;goalongwithhimandallowhimtoexplaintheproducttohimselforthepeoplehe’swith.Allyou,thecloser,haveto do is be polite and agreewith him, acting like you are learning somethingyourself. This customer will keep talking and eventually talk himself into acorner.Thisiswhenyouaskhim,“Well,sinceyouknowalltheadvantagesofthisproduct,howmanydoyouwant?”Thenyoutakehisanswerandrunwithit.Thecustomerwillfeelallthepressurebecauseheexplainedtheproducthimselfandnowhastoanswerthecloserinfrontofotherpeople.Hewon’tknowwhattosayandwillmostlikelystartbackingdown.Thatiswhentheclosermovesinsmoothlyforthesale.

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TheHighRoller

(Description)Thiscustomerhastotellyouallabouthowmuchheisworth,howmuchheowns,andallthethingshehasbeenintoandaccomplished.Hewilltellyouaboutalltheimportantpeopleheassociateswith,andhe’llexplainthatifhelikesyourproductenoughhewill tellallofhis friends tocomebackanddealwithyouandhemayevenbuyadozenorso—moneyisnoproblem.He’llflashthediamonds,thegoldwatches,thegoldchains,andmakesureyouknowheisamanofmeans.And, ifyou’relucky,youmaybeabletoevenvisithiscountryclubsometimeashispersonalguest.

(InReality)This high-rolling customer ismost likely up to his eyeballs indebt.Helivesaprettygoodlife,orsoitwouldseem,butnothingisreallypaidfor.Heprobablyspendsmorenightsawakeworryingaboutbillstobepaidthanaboutwherehewillinvesthismoney.Thecustomerseeshimselfassomethingheisnotandtriestogetthatfacadeacrosstothecloser.Thisclientispoliteandshowsmanners,butheishurtingforcashandhewillnotadmitittothecloser.Hejustpracticeshisactandplayshislittlegame(inhisownworld)infrontofthecloser.Onascaleofonetoten,heratesaboutafour.

(Solution)Goalongwiththecustomer,beimpressedwithhimandallhehasacquired.Showadmiration,andaskhimforhissecretsofsuccess.Becomehisfriendbyidolizinghimtoadegree.Then,whenitcomestimetoclose,askhimhowmuchtimehewouldneedtotransfersomeofhisinvestmentmoniessohecanpurchaseyourproduct.Thisgiveshimtimetoaccumulatesomemoneyandsavefaceandembarrassmentbynotbeingaskedifhehasmoneynow.Donotconfronthimbytellinghimyouknowthathemaynothavethereadycash;justactasifhesoonwillanddon’tletonthatyouknowdifferently.Thiscustomerwill trap himself almost every time, so the closer should just give him someroom.Thispompousasswillhighrollhimselfintohisownsale.Needlesstosay,it’sadvisabletocashthisguy’scheckimmediately.

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TheThinker;theQuietOne

(Description)Thisisthecustomerwhojustsitsbackanddoesn’tsayaword.Hecouldbesmokinghispipeorlookingoutofthewindow,buthesimplywillReasimplynottalk.He’lllookatyouwithskepticisminhiseyesandactbored.Hewillhaveafirmhandshakeandbequitecourteouswhenhemeetsyou,butthat’swhen it all stops. He makes you feel like an actor on a stage, and he’s theaudience just waiting for the performance to begin. This customer instills thefeelingofpressureonthecloserbecauseofhisunnervingsilence.

(InReality)Thesilentcustomerisreallyathinker;hewantstolistentowhatyou have to say, and he wants to see if you’re honest and sincere. He isanalyzingyouandsizingyouup.Thiscustomerismostlikelyprettyintelligentandprobablysomewhatknowledgeableaboutyourproductandyourcompany.Heismorelikeacountryfoxthanacitytiger.Heiscautious,slowmovingandprotectiveofhisstatementsandanswers.He’slikeaslicklawyer.Onascaleofonetoten,thiscustomerisaneight.

(Solution) First of all, be on your toes and keep alert to everything thiscustomerhastosay.Pickuponanylittlehintorsliphemightmakesothatyoucanfigureoutthisclient’sthinking.Becourteous,sincere,andgiveasomewhatnegativepitch;gosoftsellandlowkey.Don’tgetover-excited.Instead,presentbasic logic about your product and company. Also, explain something aboutyourself,yourfamily,andyourjob.Youjustdothetalkingandrelax.Thiswilllet thecustomerget toknowyoubetter first;he, in turn, then relaxeshisownguardandcautiously letsyouknowsomethingabouthimself.Thisopensupaconversationsotheclosercanaccumulatesomeextraammunitiontouseforthesale.Treatthistypeofcustomerasanequal.Youmustconveywithconfidencethatyouareaprofessionalandknowyourproductcompletely.Note:Thisisthekindofcustomerthatwillsendyoumorebusinessthananyother!

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TheScared-to-DeathCustomer

(Description) If you should sneakup behind this customer andyell, hewouldhave a heart attack.This customer is so nervous it sometimes even scares thecloser.Thispersonisalwayslookingaroundandneverstayinginoneplace; itseemsheisfidgetingwithapencilorsomethingonthesalesdeskcontinuously.This customer is afraid of the closer, and it shows.He iswound up tight andtalkssharplytohisfamilyandfriends,eveninthepresenceofthecloser.

(InReality)Heisscaredbecausehethinkshewillbeputinanembarrassingpositionandhavetoanswerpersonalquestionsormakeabuyingdecisionthathedoesn’tknowhowtosaynoto.Forexample:Theclosermayasksomethingaboutwhich the customer is ashamed.Thecustomerdoesn’twant anoutsider,thecloser,tofindoutsomethingthathewouldrathernothaveknown.Hefeelsout of place and totally uncomfortable around sales closers because he alsoknows he can be persuaded to buy anything. He knows his weaknesses anddoesn’twantthemtoshow,butheknowstheydo.Onascaleofonetoten,thiscustomerisathree.

(Solution) Treat this customer with kid gloves. Be slow, low-keyed, andcomplimenthimonsomethingpositive thatyouhaveobservedabouthim; thiswill allow you to build up his confidence. Make him relax by talking aboutyourselfandnotabouthim.Touchonhisjoblightlyinconversation,anddon’tdigdeeplyintohispersonallife.Makeafriendoutofhim.Findasimilarityinyourlifeandhisown.Thiswillhelpeasethetension.Putthisnervousbuyeruponapedestal,andshowhimrespectandconveythatyouthinkhe’sspecial.Thiswillbeanexperiencethatthiscustomerhasneverhadbefore.Hsiadbefoewillnowbecomeeasytocontrolandclose.AllheneedsisconfidenceinhimselfandtheleadershipandfriendshipofaMasterSalesCloser.

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TheI-Don’t-CareCustomer

(Description)Hefits thename.Heacts like it isnobigdeal ifhebuysornot.Thiscustomerhasatake-it-or-leave-itattitudewiththecloser.Heseemsasifhecouldn’tcarelessiftheproductisgreatorifitwilljustbarelydothejob.Thisclientisnonchalantandactslikethecloserisboringhim.Hecouldberudeanddiscourteouswithhismannersandhardtogettoknow.

(InReality)Thisclientdoesnotwanttobepressuredorsoldbyacloser.Hewants to examine the product for himself and not be bothered with a salespresentation.Thiscustomercouldbe thesilent typeor theboisterouskind.Hewantstodothingsonhisownandinhisowntime.Butdon’tlethimtrickyou.Thiscustomeractsasthoughhedoesn’tcare,butheiswideawakeandalert.Heis taking inall the informationhecanfind,andhe is thinkingaboutall that isbeingsaid.Onascaleofonetoten,thiscustomerisaseven.

(Solution)Don’t try to sell himwith the usual presentation or youwill befightingalosingbattle.Thiscustomerhastobeturnedaroundandinjectedwithexcitement about the product. The closer has to be sophisticated and create asudden interest in the product for the customer and spark his curiosity. Thiscuriositywillcausethecustomertoshowmoreinterestandgetmoreinvolvedinthe closer’s presentation. This will then develop into a more normal closer-customer relationshipand theclosercanovercome the initialnegative feelingsandprogresstowardthefinalclose.

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The“WeDon’tBuyToday”Customeror“TheLooker”

(Description)Thiscustomersaystotheclosertheminutehemeetshim,“I’mnotgoing tobuyanything today, it’smypolicy.”Or,“I’mjust looking; Iwouldn’tbuy todaynomatterwhat thedeal.”Thiscustomerwillnot let thecloserevensayoneworduntilthatfactisoutintheopen.Thisisthecustomerwhosoundslikehememorizedhisquestionsandanswersbeforeheenteredthesalesoffice.Hebelievesheisreadyforthecloser.Hethinksheisfullyprepared.

(InReality)This customer is easy to sell—probably one of the easiest.Heputsupanegativefrontbecauseheknowswhenthatisdestroyed,heisfinished.Hewillbuyanything.Thisclientislikableonceyoupenetratethefacadeandgettoknowhim,andhissalesresistanceisveryweak.Allthiscustomercandoisgivethecloser thatonebig“no”at thefrontendof thesalespresentation,andfromthenonit’seasysailingforthecloser.Onascaleofonetoten,thisclientisathree.

(Solution)Don’tlistentohisfirststatement;letitgoinoneearandouttheother,becausehedoesn’tmeanitanyway.Givehimyourregularsalespitchwithalotofenthusiasmandkindness.Thengivehimaspecialsalespricethat’sgoodfor this particular customer only—and you have a sale. This customer cannotresist a good deal. In essence, that’swhat he is saying to youwhen you firstmeet.He is tellingyou thathe is apushover and topleasenotpresent agooddealonaproductorhewillbeforcedtobuy.Thesecustomersarefun.

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TheCuriousCustomer

(Description) He really doesn’t have any buying questions, he just wants toknowwhatisgoingon.Thiscustomerwantsinformationtotakehomesohecanreadabouttheproduct.Heiswillingtolistentoacompletesalespresentationiftimeallows,andheisnearlyalwayspoliteandcourteous.Thiscustomercangetinvolvedinyoursalespitcheasilyandstarttoparticipatebyaskingquestions—and somegood, positivequestions at that.This customer is abright spoton aslowday.

(InReality)Thiscustomerisabuyeralltheway.Hefirsthastolikewhatheseesandthendevelopadesirefortheproduct.Thispersonisashopperbutalsoanimpulsebuyerwhocanmakeadecisionatanytimeifheismotivated.Hehasagoodpersonalitytogoalongwithhiscuriosityandisagoodpersontogettoknow.Thiscustomerwantstobuy—andwill,ifhefeelsgoodaboutthecloser,thesalesoffice,theenvironment,andtheproductitself.Onascaleofonetoten,thiscustomerisasolidthree.

(Solution)Giveadynamicsalespresentationwithalotofshowmanship;getthecustomerexcitedand involved.Gethim thinkingabouthowhewould feelowningthisproduct.Workonhisegoandhispride.Tellthecustomerthatthereisanoverstocksituationinvolvedandthecustomercanreallytakeadvantageoftheprice.Thiscustomerjustneedstofeelthathehasstumbledontosomethinggreatandspecial.Withthatplantedinhismind,hewillbuyalmostanythingyoushowhim.

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TheGood-NaturedCustomer

(Description)This customer is polite, courteous, and shows class.He is open-mindedandrespectfultothecloser.Hewillsometimeseventellyou(inalightmanner) thatheishardtosell.Thisclient isapleasure,andthankheavensforhim.

(InReality)Tobeshortandsweet,thiscustomerisgenuineandforreal.Hedoeshaveanopenmindandiswillingtolistentowhatthecloserhastosay.Heusuallyhasthemoneytobuybutwillturnawayfromahigh-pressuresalesman.Hewantstobetreatedthesamewayhetreatsotherpeople.Thiscustomerisabreathof fresh air to any closer.Hemakes the sales business thatmuchmoreenjoyable.Onascaleofonetoten,hewouldberatedfour.

(Solution) Treat him very courteously, with a lot of charm. Show yourprofessionalismwith gentlemanlymanners.Give this customer a solid, logicalsalespresentationwithoutgoingoverboardinanyonearea.Assumeheisgoingtobuyfromthebeginning;thentreatthecloseassomethingquitenatural.Thiskind of customer is especially good for your referral business. Do not highpressureorpushthiscustomer.Itwon’twork.

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TheRude,SkepticalCustomer

(Description) This customer comes into the sales office with a chip on hisshoulder.Heisfarfrombeingthenicestcustomerthatyoueverhad.Heactsasifyouarethecauseofallhisproblems,anditwouldbeeasyforatensesituationtodevelopbetweenyouandthiscustomer.Hedoesn’tbelieveanythingyousayandhasgreatdoubtsabouttheproduct.Inactuality,thiscustomerisaproblem,notonlytothecloserbuttoanyoneinthegeneralarea.

(InReality) This customer has personal problems; it could be in his homelife, job, finances,oranything.Hewill try tighewillo take itoutonsomeoneelse—anditcouldverywellbethecloser.Remember,thiscustomerisnotinhisusual frame ofmind.But if he is always like that, he could verywell have aserious problem.He is just looking for any excuse to start an argument.On ascaleofonetoten,heratesaboutaseven.

(Solution) Destroy him with kindness. Do not get into an argument. Stayaway from any pressure subjects that might irritate him. Play your salespresentationdown,below-key.Bepolite,andshowconcernforhispredicament.Askhimifthereisanythingyoucandoforhim.Becomehisfriend,andhewillcalmdownbecausehedoesn’thaveanyonetosparwith.Hewillstarttotalktoyou, and then you can present your product in a calm and orderlymanner. Itwould be easy to forget this customer and let him gowithoutmaking a salespitch. To stay with him—to turn him around—is the difference between aprofessional closer and a salesman. Be nice to this customer, he needs thatfriendshipfirst—thesalewillfollowrightinline.

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THECUSTOMERS’ATTITUDES:

BothSeriousandFoolish

•A.Customers’PersonalandSecretThoughtsAboutThemselvesandClosers•B.HowCustomersSchemeAgainsttheCloser•C.“HotTips”toRememberAboutCustomers

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CHAPTERFOUR

THECUSTOMERS’ATTITUDES:

BothSeriousandFoolishAfterdescribingthecustomers’characteristicsSamsaiditwastimetolearn

exactlyhowcustomersthinkandreason.Hesaidnoonecanreallyknowwhatacustomer is thinkingeverymoment,butamastercloserwouldknowabout95percentofthetimeandtheother5percentofthetimehecouldguesscorrectly.

Withthisstatementasmyguide,Sambegantoexplaincustomers’attitudes.The key fact is that a customer is human, with normal human needs—food,shelterandclothing.Security,love,understandingandrecognitionarealsoneedsweallhave.

In addition,most customers are frightened, awkward, skeptical individuals.Theygenerallyknowverylittleabouttheproductbeingpresentedandareafraidofbeing intimidated,embarrassedandpressured intobuying.They’veallbeentakenadvantageofatonetimeoranother.

Theyareequallyafraidofmissinganopportunityoroverlookingabargain.Thiscreatesacustomerwhohasalove-haterelationshipwithamastercloser.Amaster closer has to understand the customer’s thoughts and motives anddevelopthemintoactive,>

Information about your customer’s attitudes is vitally important, becausewithout understanding the customer’s reasoning and logic the closer cannotunderstandtheproblemsandobjectionsthatariseduringhissalespresentation.The customer’s attitudes make up the customer’s personality and if thoseattitudesareunderstood,halfthebattleofclosingthesaleiswon.

To understand customer attitudeswewill take a look at how the customerviewshimselfandthecloser.

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CUSTOMERS’PERSONALANDSECRETTHOUGHTSABOUTTHEMSELVES

ANDCLOSERS

1.ScaredandUncomfortable.Thecustomerisbasicallynervousandfeelsoutofplacewhenheentersthebuyingandsellingsituation,especiallywhenheisinthecloser’ssalesoffice.Thisappliesnotonlytothecustomerwhoisfinanciallywelloffbutalsotothecustomeronalimitedbudget.Thereasonissimple:thecustomerdoesn’tknowtheclosersothereisnoinitialbasisfortrust.

Furthermore, the customer is in the closer’s territory—his sales office—whichmakesthecustomerfeelevenmoreoutofplaceandawkward.Thisputsthe customer in a guest position, with limited privileges and many doubts,rangingfrom:wherethebathroomislocatedandwhetherornothecansmoke—to:isthiscompanyreputableandcanIbelievethis“closer.”Thecustomerisn’ttotallyhimselfbecauseheisn’t infamiliarsurroundingswherehefeelsrelaxedandmoreincontrol.

Just thinkbackforaminuteandrememberall thecustomerswhosaidtheyhadtogohomefirstbeforemakingabuyingdecision.Thisdoesnotincludethecustomerwhojustplainwasn’tsold,butthecustomerwhosincerelyfeelshecanmake a better buying decision in his own home surrounded by a familiarenvironment. The master closer must acknowledge this basic fact and doeverythinginhispowertomakethecustomerfeel totallycomfortablewhileinhissalesoffice.

This can be accomplished through charm, personality, understanding and asincereinterestinthecustomer’sneeds.Iftheclosercanrelaxthecustomerandmake him feel comfortable this objection about going home first will nevermaterialize.

2.Theunknownpresentation(pitch).Thecustomerisalwaysunpreparedforthecloser’ssalespresentation.Althoughthecustomerknowshe’sgoingtohearasalespitchhedoesn’tknowhowthecloserisgoingtopresentit.Thisunknownelementmakes the customermore suspicious andguardedaboutwhathedoesand says. It’s a great advantage for the closer to know and recognize thisuneasinessandtodoeverythingpossibletomakethecustomercomfortableand

atease.Ifthecloserdoesnotunderstandthisfacthewillthinkthecustomerisstandoffish,ormakesomeothermisjudgment.Theclosercanaccomplishagreatdealifhewillonlyseehimselfthroughthecustomer’seyes,understandingtheirviewpointduringthesalespresentation.

3.The lead shield. The closermust keep inmind that the customer does notwant to ever feel like he was pressured or tricked into buying a product (orservice).

ThecustomerwantstobeliCwandintoevethatheisincontrolofthebuyingdecision,ifthereistobeone,andalsowantstohavethelastword,keepinghisself-respectandintegrityintact.Theclosermustrememberthatthecustomerhasbeentellinghimselfandhisfamilyhewillnotmakeabuyingdecisionthesameday the product (or service) is presented to him. This attitude makes thecustomerfeelhehascontrolandwon’tbetrappedintobuying.Tomaintainthisattitude the customer builds up a lead shield around himself to resist all salestemptations presented by the closer. The customer has been telling his familyandhimselfallthewaytothesalesofficethemanyreasonsadecisionshouldnotbemadethatday.AndIassureyouthecustomerhaseveryintentionofkeepingthatcommitment.Thecustomerandhisfamilycancomeupwithsomefantasticstories and excuses for not buying, and I mean some real academy awardmaterial.

Themastercloserwhounderstands that leadshieldcandestroyany excusewithlogicandcharm,sprinkledwithalittleenthusiasm.

4.Thewhitehat.Thecustomerseeshimselfasthegoodguyalltheway.Heistheonewho isgoing tomakeadecision tobuyornot tobuy, andhe has themoney to execute that decision.He is the one who can make the closer hiscommission—ordenyittohim.Thistypeofcustomerthinksheisincompletecontrol,wearinghiswhitehatandpullingall thestrings. (He’sstillscaredanduncomfortable,butwearenot talkingaboutrealityyet.)This typeofcustomerthinks he knowswhere he stands against the badguy (closer) and expects theclosertopullsomesneakysalestrickorhidethetruth.

He is playing up his good guy role, determined, ready and waiting. Thecustomer feels if he himself stretches the truth ormisleads the closer in someway it’sall fineand fair.Thecustomer’s reasoning is“Let thebuyerbeware.”Thecustomerwears thewhitehatand thecloserwears theblackhat,as farasthisbuyerisconcerned.

Thisissomethingeverysalescloserintheworldshouldknowandaccept.Ifa closer doesn’t realize that some customers see themselves in thismanner he

will never have a chance to “break the ice” with buyers of this mentality,eventuallyconvincingthemthatcloserscansometimeswearthewhitehat.Thisisaccomplishedthroughacloser’spersonality,understandingandcharm.

5.Hiscreedisgreed—thecustomerisgreedy.By“greedy”Idon’tmeanthecustomer is rudeordishonest,but thathewants tousehisbuyingpower to itsfullestadvantageinanysalessituation.Hewantsthebestdealpossibleandwilluse every trick he knows to reach that objective. The customer will try tooutmaneuveracloserthroughahardluckstoryoralinelike“Icangetabetterdealatsomeotherplace.WhyshouldIspendmorewithyourcompany?”

That iswonderful for themaster closer—themoregreed in a customer theharderhewillbite.Acustomerwilltraphimselfeverytimeifgreedishiscreed.Amasterclosercanalwayscomeupwithaconvincingbottomlineclosewhenfacedwiththisattitude.Allhehastodoisplayaroundwithhisnumbers.

Now we’re going to examine how customers scheme and connive againsttheirperceivedopponents—theclosers.This is a truism if there everwasone.Customershavethatbasicfeelingof“I’mgoingtobetaken,”sotheyprepareforitandsetagameplan.ThereareevenshoppingclCnsersseethassesthatteachcustomershownottobeintimidatedortrappedbysalesclosers.

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HOWCUSTOMERSSCHEMEAGAINSTTHECLOSER

1.Thecustomergameplan.Thecustomers—husbandandwifewithfamily—will all have their speeches and parts downpat beforemeeting a closer.Theyoftenwillhavealltheirexcusesoutlinedandperfectedwellbeforeanyobjectionis needed in the sales presentation. (The closer must realize this and relaxshoppers’ defensive feelings so they will be attentive and open-minded.Otherwisetheywillneverpaycloseattentiontoyoursalespresentation.)

Thecustomerswillsay,“Wedon’thavethatmuchmoney”or“Ourkidshavetolookatitbeforewedecide,”battingitbackandforthbetweeneachother,justlike the good guy, bad guy approach many sales people use in selling. Thehusbandandwifewill playoff eachotheruntil the closer finallyhearsoneofthemsay,“Wemightbuy ifyouwoulddo thisor that,”making thecustomersfeel that they will get a better deal by working on the closer together andwearinghimdown.

Theclosershouldgoalongwiththisslick,customergameplanbecauseanysale is usually better than no sale at all, and the master closer can easilyrecognizethisstrategyandrespondappropriately.Letthemhaveasmallbreakinpricesotheybelievetheirlittlegameworkedandtheywillbeeatingoutofyourhand.

2.Customerswon’ttell.Thecustomerwillnevertellthecloserthetruthabouthowmuchmoneyhehasordoesn’thave.Hewillnotvolunteeranyinformationtothecloserthatwillmakethesaleeasier,andthecustomerwilllietothecloserinasecondifhefeelsthecloserisabouttosetupatraporintimidatehimintobuying.Thecustomerwillalso lieaboutmostother things they tellyou,sobecareful. Remember, the customer has a game plan and is suspicious of hisenemy, the closer.This suspicionwill continue until youmanage to break theice.

3.Customer and friends (customers feel saferwith friends). The customerwillarriveatthesalesofficewithafriendoranothercoupleandtrytousethisthirdpartyasthe“badguy”whowon’tlethimmakeabuyingdecisionthatday.

The customer will rely on this third party to speak negatively and give thecustomerhiswayout.Thecustomermayalsousethetelephonetocallhisfather,brotherorlawyer,orwhoever,asatypical,transparent,thirdpartyexcuse.

Butdon’tworry, it’sallbeenplannedandaswewillsee later it’s reallynobigproblem.Thecustomer,withallduerespect,isjusttryingtoasserthimself,andthemastercloserknowsthis.

4.Comparisoncustomers.Thecustomerwillbesimplyshoppingaround,butwon’ttellthecloserhejustwantstoseewhatthecloser’sproduct(orservice)isandcompareitwithasimilarproducthehasprettymuchmadehisminduptobuy. This type of customer usually wants the full sales presentation from thecloserandnothinglesswilldo.Sotakeadeepbreathandgivehimyourrap.

5. Discount customer. The customer will tell you he wants a discount forpayingcashornodeal.ThecustomerknowsyouhavespentvaluabletimewithhimandtogetasaleyoujustmightgofCst ieaboutmora take-it-or-leave-itcashdeal. Sowhat; let the customer playhis game, the closer is the onewhowinsintheendbygettingthesale.

Inlookingatsomeoftheschemescustomersuseit’sanindisputablefactthatthey usually have a made-up story arranged to protect themselves and theirmoney.Thecloserhastobeawareofthisbecauseeverycustomerhastheirownindividualapproachtothistypeofchiselingnegotiation.

Atthispointwearegoingtoexaminethecustomer’sattitudesabouthimself,whichheunknowingly communicates to the closer.Wewill seehowamasterclosercandetectattitudegive-awaysbysimplyobservingthecustomerandhisenvironment.Thisisnottobemisunderstoodasprequalifyingthecustomer,butismerely a study of the customer through “telltale” signs that he himself letsslip.

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“HOTTIPS”TOREMEMBERABOUTCUSTOMERS

1.Thecustomerwill generallynotbuy a product (or service) if his legs aretightlycrossedorifhe’ssittingandfidgetingnervouslyinachairorisinsomeother uncomfortable or unrelaxed position. The customer usually has to havebothfeetonthefloorwhensittinginthecloser’soffice,andhastohaveanalertposturetomakeabuyingdecision.Bodylanguagetellsalotaboutattitude,andaclosermustbeawareofthiskindofnonverbalcommunication.

2.Aclosercanusuallytellifacustomerislyingfromsomeofthefollowingtell-talesigns:

(a)Drynessofthemouth.(b)Suddenperspirationonthebrow,sweatinghands.(c)Nervousmovements,shufflingofthefeet,twitchingofaneye.(d)Theinabilitytolookthecloserstraightintheeyeforverylong,looking

downwhentalking,lookingashamedanduncomfortable.(e) The customer will stumble on his words and use too many “uhs” or

“urns,”becausehe’snotsureofhimself.(f)Thecustomerwillstartlickinghislipsmoreoften.(g)Thecustomer’svoicewillchangetoamoredeliberateandpracticedsoft

tone.(h)Thecustomer’svoicewillembarrassinglycrackinthemiddleofwords.

3.Acustomerwantstobeproudofhispurchase,hewantstofeelgoodaboutitsohecanbragtofriendsandfeelcomfortablewithit.

4.Allcustomershavebeenburnedonproductsbeforeandtheyexpecttobeburnedagainsotheirguardisalwaysupatthefirstmeeting.

5.Customerswanttobetreatedasifthey’respecial. It’supto thecloser tomakethemfeelasiftheyarebeingtreatedwithspecialrespectsotheycanrelaxandgetinthemoodtobuy.

6.Thecustomerhasaweaknesssomewhereandheknowsit,soCkn

7.Theclosershouldobserveacustomerandallhisactionsandthentrytobeafriendtothebuyerbeforeclosinghim.Ifyouconvinceyourcustomeryoureallylikehim,you’rehalfwaythere.

8.Takementalnotesand listen to everything the customer says.Don’t pre-qualify,butdoanalyze.

9. Ifacustomercandevelopapositiveattitude toward thecloser, it reallydoesn’tmatterwhat product is being sold; the customerwill usually buywithenthusiasm.

10.Thecustomer’sactionscanbeinfluencedbythecloser’sactions,butthecustomer’sattitudecanonlybeeffectivelyshapedbythecloser’spersuasivenessandlikability.

Thiscompletedmylessononcustomerattitudes.Whilesmiling,Samtoldmetoalwayskeepinmindthatwhenaclosergoestobuysomething,hebecomesthecustomer.Thatgavemesomethingtothinkabout.

Sam then said, “A closer should always remember: Customers are peoplewith their families’ interestsatheart.Theclosershouldacceptandrespect thisfact.While the customermaybe the closer’s opponent, he is also the closer’swayoflife.”

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PSYCHOLOGICALMANIPULATION:

MindGameWarfare

•Closing byPsychologicalManipulation:TheBasicFoundationForAllSalesClosing•A.HowtheCloserManipulatestheCustomertoThinkAsHeWants•B.Customers’DifferentListeningLevels•C.WhyaCustomerWon’tBuy•D.TheMasterCloserandHisRules•E.TheWeaponCalledReversePsychology•F.CustomersandMoney•G.Thirty-FiveTactics forPsychologicalManipulation (TheMasterCloser’sMindGameList)

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CHAPTERFIVE

PSYCHOLOGICALMANIPULFyexpv>

MindGameWarfareBythelaterpartofJulysalesatGreenVistaEstatesweregoingoutof this

world. Every single goal the Duron Corporation had set for the start of thesellingseasonwasbeingsurpassedbythemasterclosers.

GreenVistaEstateswas developing into one of themost exclusive privateresortsinthecountry,andIwasmorethanproudtobeasmallpartofit.

Everyonceinawhile“BigBill”wouldcomeouttotheparkingareaandaskme what I thought about the real estate development and selling industry. IwouldalwaystellhimthatIthoughtitwasunbelievableandIlikedeverythingaboutit.Thatseemedtomake“BigBill”happybecausehewouldtellmethatIwouldn’tbeparkingcarsforeverandthatIcouldgoalongwayinthecompany.This made me feel pretty good, especially coming from “Big Bill.” (He wasneverknownforhiscompliments.)

Anyway,allIreallywantedtodowasgetbackwithSamJohnsonandlearnmoreaboutsalesclosingandmasterclosers.Samwasstillat theguardhouse,directingtrafficandgivingoutcustomerinformation.

BythistimeSamandIhadbecomeverygoodfriends,andheknewthatnow,morethanever,Iwantedtoseewhattheinscriptionontheinsideofhisringsaid.Samhadaskedmemany times inourconversations if Icouldguesswhatwaswritteninsidethegoldring,butdespitealltheinformationIhadlearnedsofaraboutclosingIreallydidn’thaveanyidea.HesaidIwouldjusthavetowaitalittlewhilelonger,untilmysalesclosinglessonswereoverbeforehewouldletmereadthering’smessage—thesecretinscriptionthatwouldmakeanyonewhopracticeditatopmastercloser.

Sam said my next lesson would be on the psychological warfare used inactualclosingsituationstogetthesale.

So farwe had studied the closer and the customer separately. Now it wastimetogetthetwoopponentstogetherandanalyzetypicalsalesscenarios.Samsaid“closingpsychology”wasthemostimportantweaponamastercloserhadinhis sales arsenal.He said that to understand the “mind game phenomena” the

closerhadtoknowcertainclosingrulesandalsomustknowhowtomanipulatethecustomer.Samstressedthatfromthispointon,wewouldbegettingintothemoreadvancedtechniquesofthefineartofclosingthesale.

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CLOSINGBYPSYCHOLOGICALMANIPULATION:

THEBASICFOUNDATIONFORALLSALESCLOSINGS

Herewewill be getting into the hardcore subject of “mindgamewarfare,” or“psychologicalmanipulation,” andhow it isusedby themaster closer.This isthefoundationforallsalesclosingsandinvolvesthetechniquesthecloserusestosellhiscustomeroneonone,eyeballtoeyeball.

Themastercloserhas toknoweverything thatgoesonaroundhimandhiscustomerthatcouldinterferewithorhelpasale.Theclosershouldbeawareofandavoidanydistractingfactorsthatmightcatchtheattentionofthecustomer:anothersalespresentationgoingoninthesamearea,loudnoisessuchastraffic,music, or other customers talking.The closer and his customer should be theonlyimportantinteractionthattakesplaceintheclosingarea!ThecustomerhastoconKer ivheight=centrateon thecloser’svoiceandactions,and theclosermustpaystrictattentiontoeverywordthecustomersays.Onemissedwordorsentence could lose a sale. (The closer has to have maximum control of thecustomerineverysituation.)

Psychologicalmanipulationissimplyaheadgamethecloserplayswithhiscustomer.Butthecloserhastohavecontrolbeforethisprocessiseffective.Byusingpsychologicalmanipulationtheclosercanexamineandanalyzeacustomerand determine exactlywhat tactics are necessary to get a sale.The closer canalso guide the customer’s thinking so he will be more open-minded andreceptivetoanysalespresentation.

Inshort,themasterclosercanactuallyleadthecustomertothinkashewants.This can be accomplished by mastering the following techniques. These willassist insettingup thecustomersohe isattentivewhileobserving thecloser’ssalespresentation.

Beforewestart there isone ruleacloser shouldkeep inmind:Acustomercan’t be properly conditioned unless hewants to be and the onlyway hewillwanttobeisifhefirstbelievesinthemastercloser.

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HOWTHECLOSERMANIPULATESTHECUSTOMERTOTHINKASHEWANTS

1.Tellaboutyou.Tellthecustomeraboutyourself.Explaintohimthatyouarea family man, or just engaged, etc., where you are from originally, andsomethingaboutyour life.Thismakes thecustomermore relaxed,andhewillfeelsomeobligationtotellyouabouthimself.

Thecustomerwon’t listen toyou ifhe thinksyou’reamysterymanor justanother salesman with a commission in mind. A customer wants to beappreciatedandliked.Hewantstofeellikeheispartofaninnercircleofyourfriends. The customer has to trust you from the start, and that can beaccomplishedbysharingalittleofyourlifestorywithhim.Butdon’tborehimwithdetails.Thecustomerwill feel this sharing is something special, and thatyouthinkenoughofhimtorevealyourpersonalside.

2. Ask the customer about himself. The closer should ask the customerquestions:whattypeofbusinesshe’sin,abouthisfamily,abouthishome—ifhehas any pets, everything. (Note: The closer should do this sincerely, withoutsounding nosey.) The closer will get all the answers he wants if he showsgenuine concern, understanding, and appreciation for the customer. But if thecloser shows the slightest hint of an “I don’t really care” attitude, all of theconversationwillbewasted.Thecustomercanspotinsincerityinlessthanone-thousandthofasecond,andthisissomethingtheclosershouldneverforget.

Whenthecloserisaskingthecustomerquestions,hehadbetter involvethewhole family. Don’t leave anyone in the customer’s party out, because thepersonwhowasleftoutoftheconversationwillbetheonewhotriestokillthesale,everytime.

3.Commonbondsubject.When the closer firstmeets a customer, he shouldfind some kind of common bond, such as kids, business news, educational orreligiousbackground,sports,anillnessinthefamily,etc.Justaboutanysubjectwill do. But the closer has to set this common bond early in the salespresentation.Itnotonlyrelaxesthecustomer,butputstheproduct(orservice)bKoreteingsoldinalessprominentposition.Thisallowsthecustomertolower

his guard somewhat because he isn’t as defensive talking about a subject thatdoesn’t relate to making a buying decision. This common bond will be aspringboardforthecloserlaterinthesalespresentation,andagoodice-breakingtechniquebetween the customer and the closer sincebothparties can relate tothesubjectincommon.Theclosershouldalwaysusethistechniquetothefullestextent.

4.Don’t ignorethewife. In talking toacustomer team(husbandandwife) ifyousayfivethousandwordstothehusband,you’dbettersayfivethousandandonewordstothewife.Thewifeisthemostimportantpartofahusbandandwifeteam.Whatmanwouldn’tbuysomethingifhiswifeseriouslywantedit?

Theclosercanevengoasfarastalkingonlytothewife,notsayingawordtothehusband.Thissoundsridiculous,but it’s true.Nomanwouldletastrangertalk to his wife and not listen closely to every word being said. Even if thehusbandlooksuninterested,believeme,he’slisteningtothecloser—closely.Sowhen the closer talks to a husband andwife team, let the conversation go 49percenttothehusbandand51percenttothewife.

5.The secret rules. Here are four fundamental ruleswhich, if used properly,willusuallyneverfailtogetasale:

Like,Listen,Believe,andBuy.

(RuleA.)For thecustomerto likethecloser theclosermustfirst like thecustomer.(RuleB.)Ifthecustomerlikesthecloser,hewilllistentowhatthecloserhastosay.(RuleC.)Ifthecustomerlistenstothecloser,hewillgenerallybelievethecloser.(RuleD.)Ifthecustomerbelievesthecloser,hewillbuy.

Toillustratehowtheruleswork,Ihaveprovidedthefollowingexamples:

(RuleA.)Like:Thecloserhastolookhardanddeepintothecustomerandfindsomethinghe really likesabouthim. It couldbehis childrenor something thecustomerhasaccomplished—whatever.But ithas tobe sincereon thecloser’spart.Ifitisfakedthecustomerwillfeelitandallwillbelost.Theclosercanandwillfindsomethingtolikeaboutthecustomer;itmighttakeafewsecondsoritmighttakethirtyminutes.Butthecustomerdoespossesssomelikablequalities

and the closer must find them. When this is accomplished the closer shouldcomment to thecustomeronsomeof thosequalities.Thismakes thecustomerfeel great because he believes the closer sincerely means the compliments.(Note:Thecustomerknowswhathis likablequalitiesareandhewasproudofthembeforeheevermetthemastercloser,sothecustomercantellifthecloseris being sincere or not.) This does one basic thing: It makes the customerimmediatelylikethecloser.Ifyouarebelievable,thereisnowaythisapproachcanhurtyou.

Let’s say you know someonewho is a trulymiserable human being. He’srottenthroughandthrough.Allright,let’ssaythisbadguycomesuptoyouandtells you he really admires you and your accomplishments, andmeans it. Nomatter what everyone else says about how bad he was, there is no way you,personally, could thoroughly dislike him. Think back, and see if you’ve everdislikedanyonewhogenuinelylikedyou.Youjustcan’tdoit.Thecustomerwillautomaticallylikethecloseriftheclosersincerelylikesthecustomerfirst.

(RuleB.)Listen:Thisstepiseasybecausethecustomernowlikesthecloser,sohewill listenmoreattentivelytothecloserandbeopen-mindedaboutwhathehears.

(RuleC.)Believe:Thisiswherethecustomerstartstobelievethecloser,simplybecause the customer is listening and because of the closer’s enthusiasticpresentation.

(Rule D.) Buy: This is the final phase, when the customer buys because hebelievesinthecloserandwhatheissaying.

Thewholesecrettosellingisencompassedinthesefourwords,Like,Listen,Believe,andBuy.Thisruleissotrueitcan’tbestatedenough.Ifitisfollowedcorrectlyitwon’tfail.

6.Killthe“Ihavetothinkaboutit,”linebeforeitissaid.Thisisasurewayofneverhavingacustomersayattheendofasalespresentation,“Ihavetothinkabout it.”The following statementwill put thecustomerat easeandeliminatenearlyall thedefenses thecustomerhasdevelopedbefore thebeginningof thesalesconversation.Thisopeningstatementwillworkeverytime,ifitisexecutedproperly.Thebestwaytoillustratethisopeningremarkistoshowitasifitwerebeinggivenbyacloser:

“Mr. andMrs. Smith,my name is Sam Johnson.May I call you Bob andMary? Just callmeSam, themister scaresme.Youknow I’ma salesmanandI’mgoingtotrytosellyousomething,right?Well,I’lltellyouwhatI’mgoingtodo.I’mgoingtomakeanagreementwithyou,andIthinkyou’regoingtolikeit.I’mnotgoingtotrytosellyouathing.Ipromise.AllI’mgoingtodoistellyouwhyotherpeoplebought. If itmakessense toyouandyou like it,oryouthink it’s advantageous to yourselves and your family, and it fits into yourbudget, thentryit,buyit,getyourfoot inthedoor.Butifyoudon’t likeit,oryou don’t think it’s a good product for your family, or it doesn’t fit into yourbudgetatthistime,thendon’tbuyit.Nowisthatfairenough?”

The customer will answer this question with a “Yes, that’s fair enough,”everytime.Butthecustomerisreallysayingthathewillgiveyoueitherayesoranoat theendofyoursalespresentation.Thisopeningstatementalso relaxesthecustomer,becausethenheisn’tbeingsoldsomething,heismerelylisteningtothereasonsotherpeoplehavebought.Tothecustomer’swayofthinkingthisletshimoffthehook,soherelaxeshisdefenses.

Whenyousay,“Thentryit,buyit,getyourfootinthedoor.Butifyoudon’tlike it etc….”youshouldemphasize thewordbut, andkeepon talking.Don’tpauseatthiscriticalpointorthecustomerwillputawordinandthatruinsthewholestatement.Don’tallowthistrainofthoughttobebroken.

Thiskindoffront-endpitchisagreatwaytoleadthecustomerandgethimoffguard.Thecustomerneverexpectsastatementlike,“I’mgoingtotrytosellyousomething,right?”Thisknocksthecustomeroffbalanceeverytime.

7.DegreesofFriendship.Therearedifferentdegreesoffriendshipandacloserhastoestablishafriendlyrelationshipwiththecustomerinalimitedtimeperiod.

Tounderstandthis timeelementbetter,we’ll lookat threedifferentdegreesof friendship, and see how each one can help the closer get a sale. The firstdegreeoffriendshipisalightone,butitworks.Thehigherwegoindegreesthemoresolidtherelationshipmustbe.

Firstdegreefriendship:Thisfriendshipcanbedevelopedearly.Peoplelovetotalk about themselves, so talk about them and the many accomplishmentsthey’vemade; flatter their egos,but alwayswithasmuchgenuine sincerity asyoucanmuster.(Thisisashallowwaytogetsomeonetolikeyou,butitworks.)

Second degree friendship: This type of friendship can be cultivated if the

customerhasknownthecloserforaperiodoftime,andbothpartieshavebeenthrough a variety of experiences together. This kind of friendship is based onmutualtrustandrespect,andithastohavetimetodevelop.

Third degree friendship: This degree of friendship exists when two partieshaveknowneachotherforaverylongtimeorall their lives.Thisrelationshipsharesacommonground,inthatbothpartiesknoweachothercompletely,allthegoodandbadhabits.Andstill thepartiesremainclosefriends.Thisfriendshipwill endure many, many hardships because it is based on a past history offriendship. This degree of friendship is of the highest quality and is themostlasting.

Thecloserneedstimetoestablishafriendshipwiththecustomer,andtimeisnotusuallyonthecloser’sside.

Togetascloseaspossibletothecustomerinalimitedtimeperiod,theclosercan do something rather simple: He can identify with the customer, share acommonexperienceandrelatetoacommonbelief,suchasreligionorpolitics.This will develop into a friendship that is deeper than the “First DegreeFriendshipLevel”andwillexpandintothe“SecondDegreeFriendshipLevel”inashortperiodoftime.

8.Themirrortechnique.Thisisawayforcloserstocontrolandmanipulatethecustomer. It’s a difficult process, because it takes total concentration on thecloser’spart.Ifthecloserusesthismethodwitheverycustomerhetalksto(let’ssay he sees three or four customers a day), the closer will be completelyexhaustedbytheendoftheday.Thismirrortechniqueusuallyworkseverytime,butitisn’teasytoperfect.

This is how it is used: When a closer looks into a mirror he sees hisreflection; if the closer smiles so does the mirror reflection. This kind ofreflection can also work with customers. The closer should imagine thecustomer’s face as a mirror, reflecting the closer’s face. If the customer issmiling, it’s because the closer is smiling or saying something funny; if thecustomerissadorunhappy,it’sbecausethecloserisreflectingthatsameimage.Theclosercan look thecusKloy; tomerstraight in theeyeand leadhimintoproducing any expression he wants. This really works, but it takes a lot ofconcentration on the closer’s part. This method is a completely manipulativemind game and it works. It requires great intensity and total control of thepresentationandconversation.Thecloserleadsthecustomerandinfluenceshimthroughthiscomplexandintensemindgame.Ofcourse,thismethodhastobepracticedmanytimeswithdifferentcustomers,experimentingwithoneemotion

atatime,butwhenthecloserfeelscomfortablewiththetechnique,itbecomesapowerfulclosingweapon.

9.Paceyoursalespresentation.Whenacloser talks toacustomer,hehas topace his pitch at a sharp, clear, crisp level. If a closer talks lethargically anddrawshiswordsandsentencesout,thecustomerhastoslowdownhislisteningpacetothespeakingrateofthecloser.Soifthesalespresentationismellowandrelaxed, the customer is going to be listening in a slow and relaxed manner.Then,whenthecloserasksthecustomerforabuyingdecision,thecustomerwillautomaticallysay,“Ihavetothinkaboutit.”Thishappensbecausethecloserhasgeared thecustomer fora slowand relaxeddecision. It isall thecloser’s faultandhewindsupwondering,“Whathappened?WheredidIgowrong?”(Note:with older customers, a slow, deliberate presentation is needed.Butwe’re nottalking about that now,we’re talking about the average young tomiddle-agedcustomer.)

Thecustomerhastobeattentive,orhewon’tunderstandwhat’sbeingsaid.So,justlikethe“mirrortechnique,”theclosermustcontrolthecustomerthroughhis voice and speech patterns. If the closer uses a sharp, crisp, snappypresentation,thecustomerhastobeattentivesohewon’tgetlostorleftbehindintheconversation.Don’tuseafastandfurioussalespresentationeither;useapacethatmovesrightalonginanunderstandablefashion,withenthusiasmandfreshness.Theclosercankeepacustomeralert,awakeandexcitedwiththistypeofspeechcontrol.

Aclosercanlullacustomerintoindifferenceorjustplainboredomifheusesaslow,drawn-outpitch.Thecloserhastobeawareofthefactthatheispacingthecustomer’smindthroughhisownspeechandvoicepatterns.Ifacloserwantsan attentive, alert and listening customer, then he’d better have the sameattentiveandalertattitudehimself.Thiswaythecustomerwillbemorelikelytomake a buying decision when the closer asks for one, because he was pacedproperlyfromthebeginningofthesalespresentation.

10.Buildonemotion.Tokeepcontrolofacustomer from thestartofa salespitchuntilitisclosed,theclosercandependononepowerfulword,emotion.Ifacloserusesthiscorrectlyandbuildsonit,hewillalwayshaveacaptiveaudienceinthecustomer.Emotionwillproducesometypeofactioninacustomereverytime. Emotion will make a buying decision, emotion will cause a reaction towhatisbeingsaid;emotioncanproducefriendlyorhostileresults.

Theclosercanrelatetoacustomer’sproblemsanddeveloparapportwiththecustomerbyusingemotion.To illustrate theeffectof emotion:Thecloser can

showsademotionsbythinkingofsomethingunfortunateordishearteningfromhisownpast.Then,workingontheseemotionalimpulses,theclosercantellthecustomer his story and instantly he will have a believing, captive audience.Customers love to think they know the real salesperson, and a sad emotionalstorywilloftendothetrick.WhenacustomerhearsanintenseKsa

Theclosercanalsoevokeemotionsfromthecustomer’schildren,hisloveforhis family, andconcern for their future.Everycustomerwants thebest forhisfamilyandagoodclosershoulddrawuponthatgreatsourceofemotionstogetactionoutofthecustomer.Believemeitwill.

Many sales books stay away from theuseof emotions as leverage.This isbecause emotions are themost powerfulmotivators ofman and consequently,closersmustbecarefulwhenusing this toolonacustomer.But theclosercanand should use emotions intelligently. The closer should always keep inmindthatacustomerwon’tbuyifheishurtorupsetbyemotions,buthewillbuyifheseesasoundreason,shownthroughemotion.(Note:emotioncanbeshownbythe closer through his voice control: soft and deliberate, or excited; his eyecontact: with tears for sadness or happiness; and his facial expressions thatreflect the emotional feelings needed at a particular time, whether happiness,sadnessorconcern.)

Onemorethingtheclosershouldrememberaboutemotions:Love,fearandself-pity are the most powerful factors that make up a customer’s emotionalforcefield.

Samsaidthatsincewehaveseendifferentwaystocontrolcustomersinsalessituations through mind manipulation, we were ready to study how thecustomerslistentosalespresentations.

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CUSTOMERS’DIFFERENTLISTENINGLEVELS

Theclosermustfullyunderstandthethreedifferentlevelsofcustomerlistening.Thisunderstandingisbasicanditcan’tbestressedenough.

The three distinct levels of understanding and thinking that customerswillexhibitduringasalespresentationare:

1. First Level: The customer hears only bits and pieces of the closer’spresentation.Thereasonisbecausethecustomerisnotconcentratingtoohardontheconversation—hesimplyletsthewordsgoinoneearandoutoftheother.

2.SecondLevel:Thecustomerhearsthecloser’swordsandsentencesandwillunderstandwhatisbeingsaid,butthat’sit.Theconversationwiththecloserjustdoesnotregisterinanymeaningfulwaywiththecustomer.

3.ThirdLevel:Thecustomerhearswhatthecloserissaying,understandswhatisbeingsaidandthen—mostimportantly—thinksaboutwhatisbeingsaid.Thisis the level of listening a closer must inspire in his customer because if thecustomer isonanyother level, therewon’tbea sale. If a sale ismiraculouslymade with the customer on the first or second level, it will most likely becancelledwhenthecustomergetshome,becauseheboughttheproductwithoutfullyunderstandingit.

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WHYACUSTOMERWON’TBUY

(A)Hedoesn’tliketheproduct.(B)Hedoesn’tbelievethecloser.

>(C)Hehassomeunseenpersonalreasonorproblem.

(D)Hecan’taffordtheproduct.

Objection:(A)Notlikingtheproduct.Aclosershouldsolvethisproblemwithshowmanship, persuasion, ownership advantage and/or some reversepsychology.Thesharpclosercanovercomethisobjection.Ifasaleisnotmadebecauseofthisobjection,it’sthecloser’sfault.

Objection:(B)Notbelievingthecloser.Theclosercanovercomethisproblemby using printedmaterial, customer testimonials, consumer reports and actualtestresultsfortheproduct.Thecloserhastobesincere,haveaninterestinthecustomer’sneeds,andgenuinelybelieve inhisproduct. If thesale isnotmadebecauseofthisobjection,it’salsothecloser’sfault.

Objection:(C)Apersonalreasonorproblemwiththecloser.Theclosercanconquerthisobjectionbyuncoveringthecustomer’sproblemthroughfriendship,interest, understanding and empathy. The closer should help overcome theproblemandfindasolutionforthecustomer.Theclosershouldreadbetweenthelinestounderstandwhatthecustomerisreallysaying.Whentheproblemisoutin theopenandasolution is found, thesalecanbemade,andnotbefore. Ifasaleisnotmadebecauseofthisobjection,it’sagainthecloser’sfault.

Objection:(D)Notbeingabletoaffordtheproduct.Theclosershoulddoonethingwhenhefeelshehasexhaustedallavenuestocloseacustomer.Theclosershouldjustacknowledgethatthecustomercannotaffordtheproduct.Theclosermust accept this as a fact and believe he has done his very best. The closershould never get angry at the customer for this condition. Instead, the closershouldwish the customerwell and tell him thatwhenhe is inbetter financialshapetopleasecomebackandseehim.Thiswillmakethecustomerfeelmorecomfortableandallowtheclosertodemonstratealittlecompassion.Thecloser

can’tmake the customer’smoney for him, so if a sale is lost because of thisobjectionitisnotthecloser’sfault.

Concerning the four customer objections, only one—the last objection—isbeyond a closer’s power to overcome. The other three objections could havebeen overcomeby the closer. So amaster closer should be able to resolve 75percentoftheobjectionsraised.

Now,thatishowblackandwhiteitis.Themasterclosercanout-sellanyone,anywhere, anytime through head games, psychological manipulation, andknowledge.Hejusthastothink.

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THEMASTERCLOSERANDHISRULES

Sam taught me an ironclad rule associated with psychological warfare andcustomercontrol.Fewclosersthinkaboutitoracknowledgeit,butitisofvitalimportance:The master closer should know beforehand all the questions thecustomerisgoingtoaskabouttheproductandhavealltheanswers.Themasterclosershouldalsoknowmoreabouttheproduct’sgoodandbadpointsthanthecustomercaneverimagine.

Thecustomer is onunfamiliar groundwith the closer, becausehedoesnotknow the closer’s methods of presentation. The closer knows the rules Kwsiliandrunsthewholeaffair;thecustomerisatagreatdisadvantage.

At thispoint thecontestbeginsbetween thecloserand thecustomer. If thecustomerwinsandthereisnosale,itmeansthecloserlostcontrol.

Withalltheadvantagesthecloserhasoverthecustomer,shouldn’tthecloserwin?Ofcourseheshould.Thecloserhastheupperhandfromthebeginning;itonlystandstoreasonthattheclosershouldprevail.

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THEWEAPONCALLEDREVERSEPSYCHOLOGY

Whenwetalkaboutpsychologicalmanipulation,warfaretacticsandheadgamesinselling,thereisaverypowerfulapproachtheclosercanandshoulduse.Thismethod of selling is a phenomenon in itself—one of the strongest closingweaponsthemastercloserpossesses;reversepsychology.

Theclosercansellsignificantlymorebyusingreversepsychology.But thecloserhastoknowhowitworksandhowtopreparethecustomerbeforeusingit. To use reverse psychology the closer has to know every other method ofclosingbackwardsandforwards.Theaveragesalespersoncannotusethereversepsychologymethod correctly if he doesn’t have a solid background in overallclosingtechniques.(Note:Aclosercouldusereversepsychologyonceinawhileandgetawaywithit.Butthatsameclosercouldn’tusethismethoddayinandday out because he would start missing too many sales by becoming toonegative.)

Reversepsychologyworksinthismanner:Customersareawarethat inanysalessituation,thecloserwillgiveapositive,aggressivesalespresentation.Thecustomerisalertandgearedforthis.Bydoingtheexactopposite,theclosercancompletelydisarmanddestroythecustomer’sfinelytunedresistance.

Forexample:Thecloser shouldmeet thecustomerwithapositivegreetingand assume a nonchalant attitude from that point on. The closer shouldn’t berudeortakean“Idon’tcare”attitude,butshouldactasifit’snobigdealifthecustomer buys or not. The closer should let the customer know that sales aregoinggreat,andshouldactasifhehashadaverygooddayinsales.Theclosershould explain his product in a simple, relaxed fashion, with an air ofsatisfaction and contentment. This impression has to be conveyed to thecustomer,or thereversepsychologymethodwon’twork.(Thecustomerhastobelievethecloserandthinkheisnotreallyworriedaboutgettingasale.)

Theclosershouldanswerthecustomer’squestionscalmly,andnotseemtooeager.Theclosershouldsimplybepolite,coolandreserved.

What this does to the customer is unbelievable. The customer can’tunderstandthisapproachandwilllethisguarddowneverytime,becauseheisnotpreparedforsuchanindifferentattitudefromthecloser.Thecustomercan’t

sparwithanopponentbecausethecloserisnotactinglikeanopponent.He’snottryingtopushhisproduct,he’sjustcool,calm,andcontenttoloseasale.

So the customer is completely off balance. Thismakes the customer evenmorealertandattentivetothepresentationbecauseheistryingtofindoutwhatisreallygoingoninthecloser’smind.Thebuyerwillbefarmoreattentivethanifthecloserhadusedanyotherkindofsalesapproach.nairofeight="0em">

Thecustomerwillstarttothinkthattheproductisfarmorespecialthanthecloser is letting on, and hewill start sellinghimselfthe product.The customerwilllethisimaginationgotoworkandthat’soneofthebestsellingtoolsever.

Allthisgoesbacktothecustomer’sgreedandego.Customersdon’twanttomiss somethinggood,or something secret thatwillbenefit them.Sowhen thecloser acts like it’s not the end of the world if the customer doesn’t buy, thecustomer will then become more inquisitive, attentive and aggressive in hisattitude.

Thereasonacloserwhodoesnothaveathoroughsalesclosingbackgroundcan’tusereversepsychologyeverydayisthis:Acloserwillseemanydifferenttypes of customers, and if he acts negatively toward everyone, trying to usereversepsychologyallthetime,hewillbecomenegativehimself,andgenuinelyturnoffcustomers’interestratherthanexcitethemabouthisproduct(orservice).Hewillshortcutthecustomer(notgivingthecompletesalespresentation)oractsoreversedinhispitchthatthecustomerthinkstheclosertrulydoesn’tcareandthattheproductisreallynothingspecial,andwillleave.

Tousereversepsychologythemastercloserhastoknowwhentobepositiveandaggressivewiththecustomertogetasale.Ifacloserdoesn’thaveawell-rounded closing background hewon’t knowwhen to stop going in reverse orwhentoaccelerate intoaclose.Reversepsychologyisagreatweapon,but thecloserhastohaveasolidknowledgeofthebasicsbeforehecanusethisspecialsalesclosingmethod.

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CUSTOMERSANDMONEY

Sammadeanobservationaboutmoneyandcustomerstome,whichexplainedawayofthinkingthatmadesense.Samsaidtheonlyreasonforacustomernottobuyaproductfromacloser,ifheiscompletelysoldonit,wouldbetheobjectionofmoney. In otherwords,whether the customerwants to spendhismoneyornot.

To illustrate this let’s saywe are giving away old usedVolkswagens on astreet corner, and the only thing people have to do is tow the cars away. Nostringsattached,nomoneyneeded,justtakethecarandreceivethetitlefree.Idon’t care howmany Volkswagens we had on that street corner, in one hourtherewouldn’tbeasinglecarleft.Everyonewouldbegone,evenifpeoplehadtopushthemaway.Ifsomethingisgivenaway,itwillalwaysbetaken.

That is trueofsales too,withonlyonedifference—money.Ifaclosergavehisproductaway,hewouldn’thaveaproduct left at theendof theday.Sincemoneyistheonlyobstacle,theclosermustconvincinglyjustifythecostoftheproduct (or service) to make his sale. Sales closing is that simple when youanalyze the true reasons behind people’s behavior. But to get to the point ofclosing the sale, the master closer must effectively use his knowledge andtechniquesofpsychologicalmanipulation.

Inthissection,we’regoingtolookatsomenotesandremindersyoumustusewhenyouarewithacustomer.Thesenotesareclosingtacticsthatkeepyouincontrol.The following information should be viewed as a closer’smindgamelist:

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35TACTICSFORPSYCHOLOGICAL<KSYCensebr/>MANIPULATION:THEMASTER

CLOSER’SMINDGAMELIST

1.Touchpeople.Useyourhandstotouchtheirhandsorarmsorsomeotherpartoftheirbody.Thispersonalcontactmakespeoplemoreattentiveanddrawsthemclosertoyou.Useyourhandsandfingersforexplainingandpointing;thishasahypnoticeffectonthecustomer.(Usethisapproachwithdiscretionandinshortdoses.) Touching is the most basic form of communication—talking is theseconddegreeofcommunication. Ifdoneproperly, this isan ice-breakereverytime.

2. Don’t ever use a red pen or pencil to sell a customer. This makes thecustomersubconsciouslythink,stop!(Redisusuallyassociatedwithdangerandcanbringbackbadschooldaymemories.)Don’twearanyredclothingorhaveredmarkingsonyoursalesmaterial.Always,whenpossible,useblues,greensandtans—theyaremorerelaxingforbothyouandthecustomer.

3. Remember: “If you confuse them, you lose them.” The closer shouldalwayskeephissalespresentationsimple.

4. Don’t ever complain about your customers—nomatter howmany timesyou’vebeenburnedbythem,orelseyou’llbedefeatedbeforeyoustart.Alwaysthinkpositivelyaboutcustomersandgoinknowingyouwillgetthatsale.

5.Youmight have amillion problems, but nothingmakes you feel betterthanasale!Acloser cancurehimselfof all his ailmentsbygettingone littlesale;thatonesalecreatestheadditionalenthusiasmyouneedtogetothersanditgoesonfromthere.

6.Whenyouaregivinga salespresentation, alwaysnodyourhead in theaffirmative.Giveapositive“yesattitude”toyourcustomer.Thecustomerwillreact subconsciouslyby alsonoddingyes.This is like themirror technique. It

workstothecloser’sadvantageeverytime.(Note:besubtlewhenyouusethispositivenoddingmovementwiththecustomer;don’tover-act.Ifthecustomerisawareofwhatyouaredoingorevenifhe’snot,hewillthinkyouareanut.)

7. If it’s raining, snowing or if it’s just a drearyday, youwill usually sellmore.Mostpeople thinkyouhave tohavebeautifulweather,blueskies,birdssinging,etc. togetacustomer inagood frameofmind.Butonabadday thecustomerwillmostlikelyhavenothingelsetodo,soheiswillingtospendmoretimewiththecloser.Thecustomerwillnothaveasmanydistractionsonacold,rainydayashewouldonasunnyday,sohe’llbemoreattentive.Thisgivesyoumorecontrolandtimewiththecustomer,makingthesalealittleeasier.

8.Ifyoucreateormakethecustomerfeelnervoustensionduringorafterthesalespresentation,asalewillbelosteverytime.

9.Youhavetogettothesamelevelthecustomerison.Youshouldattempttodo or say something the customer can relate to. For example, if the customerdrivesatrucksodoesyourfather;ifthecustomerisawelder,soisyourfather,etc. The customer needs some common ground to feel comfortable with you.(Note:donotmakethingsupasyouwillsoundlikeacrookifyougetcaughtinalie.Someoneyouknoworarerelatedtohassomethingincommonwithyourcustomer!JustthinkhardandcomeKharidtupwithsomething!)

10.You should always tell the customer a secret, some information that hebelieves is special.Customers love to think they know something that no oneelseknows,soyououghttoletthecustomerinonsomethingspecial,whateveritmaybe.Tell thecustomer thesecret isnot tobemadepublic.Believeme, thecustomerwillappreciateyourconfidenceinhim.

11. No customer, nomatter how little money he has or does not have, ispoor.Everycustomeryoutalktoisrichinsomeway.Itcouldbethecustomer’schildren, his health, his past or his dreams, but every customerhas somethingworthmorethanmoney,andyoushouldappreciateandbeawareofthisfact.Trytoconnectwiththecustomeranddiscoverhisprideandjoy.

12.Youshouldbealerttothemoodsofthecustomer.Youshouldbeabletoread between the lines and know if the customer is under-reacting or over-reactingtoanormalsituation.(Thecustomermayhavehadafightwithhiswifeor tough words with his kids just prior to his meeting with you.) You must

decipherthecustomer’smoodsandmakeanappropriateadjustmentinyoursalespresentation. This adjustment will encourage your customer to become morecomfortableand,therefore,morereceptivetoyoursalespresentation.

13.Youshouldneverletthecustomerteam(husbandandwife)getmadateach other. You must make them feel the buying decision is a fifty-fiftyagreementbetweenbothofthem.Youshouldalwaysbearefereeandkeepbothpartieshappyandinvolvedinthesale.Ifyoulosecontrolofoneofthepartiesthesalewillbelost,inmostcases.

14.Youaresellingtoacustomerteam(husbandandwife);it’syouagainstbothofthem,oneagainsttwo.Butduringthesalespresentation,whenyoustarttowinoveroneofthecustomers,itcreatesadditionalbuyingpressureontheoneremaining customer, and the sale is that much closer to being consummated.(Note: Ifyouhavemore thanonecouple todealwith, it isobviouslygoing tomakeitmoredifficultforyoutocontrolthesituation.Youshouldusetheverysameprocedureasyoudowiththehusbandandwife.Allyouhavetodoiswinoveronecustomeratatime,untiltheoddsareinyourfavor.)

15.Customersareverysuspiciouspeople.Iftheydon’tunderstandsomething,thereisagoodchancetheywon’tmentionittoyou.Thecustomerwillspendalotoftimethinkingaboutwhat’snotclearandhewillbuilduponthisinhismindcreatingnegativefeelingsaboutyourproduct(orservice).Thesenegativeideaswillstaylockedinhismindandbecomeanunseenobstacleforyou.Manysalesare lost because of the unasked and unanswered questions. The solution is toanswereverythingyoufeelmightbeaquestioninthecustomer’smind,upfrontandvoluntarily.Forexample:explainwhyyouhaveoutofstatelicenseplates,ifyou’resellingawayfromhome;orwhyyouaregivingsuchalargediscountonaproduct(orservice),eveniftheydon’task.Youshouldexplainyourpositioninyour company, and anything else thatmightbecomeahiddenobjection in thecustomer’sgenerallysuspiciousmind.

16.Thisisagoodthoughtforeveryclosertoremember:Thecustomerwhoishardtoclose—Imeanreallydifficult—hadtohavebeensoldbysomeone,sometime.Thecustomerhasclothes,ahouseandacar.SothereKcarentationissomeoneouttherewhocanclosehim.Isthatsomeonebetteratsalesthanyou?Youshouldthinkaboutthisanytimeyoucomeupagainstarealtoughcookie.Itwillgiveyouaddedstrengthtokeeponselling.

17. You should never wear dark sunglasses, either inside a building oroutside,whentalkingtoacustomer.Thecustomerhastoseeyoureyestogaugeyoursincerity.Ifthecustomercan’tconstantlyseeyourtruefacialexpressions,hewill think you are hiding something or there is something shady about theproduct.The same is true for the customer.Youmust see the customer’s eyesalso. If the customer is wearing sunglasses, you can get them off by simplysaying,“Ihaveapairofglassesjustlikeyours,mayIseethem?”or“Ireallylikeyourglasses,mayIseethem?”Then,whenyougetholdoftheglasses,lookatthemandgivesomekindofacompliment,andsetthemdown.Don’tgivethemright back to the customer. (This can be done courteously and subtlywithoutanyonebecomingoffended.)

18. You should never say, “I’m sorry” about anything. Instead say, “Iapologize”or“Excuseme.”Whenyousay,“I’msorry,”yoursubconsciousmindwillbeinfluencedbythatexpressionanditwillaffectyourperformance.It’sanegativethought.Youshouldrememberyouareacloserandnotasorryperson!

19. It’sagood idea to tellyourcustomerhe is themost importantpartofyour company, and that your company would be nothing without him. Youshould say aloud that the customer comes first andwill always be first in theeyes of your company. The statement, “We are only as successful as ourcustomers allow us to be” will work wonders on the customer. You shouldalwaysworkonupliftingthecustomer’sego.

20.Youhavetobuildadreamforthecustomer,adreamthatfitsintohisownpersonalgoals.Whenyouhaveestablishedthisvisionforhim,youcanproceedto close, using emotion to relate your product (or service) to the customer’sfutureandhisfamily’swelfare.

21.When you are giving a sales presentation, and the customer answerswith“Ummmmmmm”(meaningyes)orasilentnodofthehead,stoprightthereandtakeaction.Thecustomerisnotreallylisteningtoyou.Youhavetomake the customer say the word “Yes” or “No” aloud. You have to get thecustomer to participatewith you in the close. The customer can then actuallyhearhimselfrespondandhissubconsciousmindwillbemoreawareandalerttowhatisgoingoninthesalespitch.Thiscanbeaccomplishedbypolitelysaying,“Ididn’thearyou,”or,“Pardonme,whatdidyousay?”

22.It’sallrighttotellthecustomeryouareoneofthebestMasterClosers

around.Youmust convey an authoritative air and use charmwhenyoumakethis statement.Don’t say itwith a snobby attitude. If thismessage is handledcorrectly, the customer will be impressed. Remember, potential buyers wouldmuchratherbewithoneofthebestclosersaroundthansomeonewhoisaloser.

23.Don’teverarguewiththecustomer.Youmightberight,butitwon’thelpgetasale. Instead,usea tactfulapproachand let thecustomercorrecthimself.Youmightwinanargumentbutyou’lllosethesaleinthelongrun.Besides,ifyou lose an argument and get the salewith its commission,who really is thewinner?

24.Recognize that in the course of thewhole sales presentation, from thefront enduntil closing, the customerwill openup to youmore andmore,tellingeverythingabouthimself.Inotherwords,ifyoulistenyouwillgetmoreammunition to use against the customer. All you have to do is be polite,understanding, and—most importantly—remember what they say. Sooner orlaterthecustomerwilllethisweaknessbeknown.

25.Youshouldallowthecustomertothinkheis incontrol tosomedegree.Let the customer believe he is in the driver’s seat some of the time. If thecustomer sees you as having complete control, hewill feel resentful andmayresistbuying,iffornootherreasonthantogetbacksomeofhisself-esteem.

26.Shouldsomethingbadhappenwhileyouarewithacustomer(example:someonesayssomethingrudetosomeoneelseandyouandyourcustomeroverhearit)donotignoreit.Commenttothecustomeraboutit,andapologizeforthatrudeness.Thisactionwillbringthecustomerclosertoyou,makingyouandthecustomerfeelatightercommonbond.

27. If potential customers ask you, “How are things going?” or, “How’sbusiness?”tellthemeverythingisgreat.Bepositive.Thisattitudewillruboffonothersandwillproduceabetteratmosphereforsales.Itdoesn’tmatterifyouare sick as a dog, or if you haven’t sold anything forweeks, you should stillproject thatwinning attitude.Believe it or not, the good feelings you spark inotherswillruboffonyouandthenyouwillstartfeelingbettertoo.(Note:Youhave to work harder at being positive than being negative. To illustrate thispoint:anegativesignonlytakesonemarktomake(-),butapositivesigntakestwomarks(+).Beingpositivewillalwaystakemoreeffortthanbeingnegative,

buttheeffortwillbewellworthit.Somethingtoremember.)

28. You should be aware of the weapon of intimidation, in every salespresentation.For example, a customergoes into a clothing store looking for adressshirt.Thecustomerfindsoneandaskshowmuchitwillcost.Theclosertellsthecustomerit’saveryexpensiveshirt,andthelessexpensiveonesareonthe other counter. Well, the customer gets mad because he thinks the closerbelieveshecan’taffordthenicershirt.Justtoshowupthecloser,thecustomerbuys five expensive shirts, instead of one. This is a good demonstration ofselling the customer by intimidation. There are many, many ways to useintimidationinsalesclosing,andtheywillbestudiedlaterinthisbook.

29.Youshouldusethirdpartystorieswithacustomer.This isanexcellentwaytoputtough-to-resistpressureonthecustomerindirectly.

To get your customer to relate to the third party story, use a fictional orfactualcustomerwhoissimilartoyourcustomer.Also,thethirdpartycustomerhastohavehadacommonproblemorobjection.Thenshowhowthisperson’sproblemwas solved, throughyour story.This approach is awonderful closingtool, if handledproperly.Butyoumust showsincerity and true emotionwhentelling the story. The third party story can have either a good or bad ending,dependingonwhatisneeded.(Thismethodofclosingdoeswork,butthestoryhadbettersoundconvincingoritwillsoundlikeabigjoke.)

30.YoushouldmanKouv>when talking to a customer, especiallywhen closing.One technique is for

you to be above the customer, looking down at him.This can be arranged byusingchairsofdifferentheights,orbysittingontheedgeofyourdeskwhilethecustomerissittinginachair.Themainfactorisforyoureyestobehigherthanthecustomer’s eyes.Thismakes the customer lookup toyou.Subconsciouslythecustomerwillfeellessdefensive,morebelieving,andmoreattentivetoyourwords. In movie theatres, the screen is elevated above the audience and thepatrons sit in quiet concentration, watching themovie. You can use a relatedapproachandinspiregreaterconcentrationfromyourcustomers.

31. You should realize that you can sometimes over-sell. You can be tooenthusiastic,tooexcited,toopushy,andtootalkative.Youcanactuallyscarethecustomeroff.Youshouldusereasonandcontrol,notonlywiththecustomer,butwithyourselfwhilepreparingtheclose.

Youcanalsoloseasalebyover-sellingtheproduct.Youcanshowtoomany

facts,relatetoomanytestimonialsanddemonstratetheproducttoomanytimes.Allthismakesthecustomerthinkyoumaybetryingtocoversomethinguporover-compensateforaflawintheproduct.Abuyerobjectioncanoftendevelopbecause of your over-presentation and the sale is lost. You should know theproduct and yourself well enough to deliver a sales presentation that is well-balanced,comfortable,controlled,andeasilyunderstandable.

32.Ifyouareshorter,taller,thinner,orfatterthanyourcustomer,mentionit with humor. For example: If you are short and the customer is tall, say,“Wheredidyouplaypro-ball?”oranythingelsethatwillflatterthecustomer’sego.

You should build the customer up a few steps abovewhere he actually is,makinghimfeelspecialandproudofhimself.Youshouldmakefunofyourselfa little to get the customer to the comfort level you want. When this isaccomplished, you cango ahead andgiveyour sales pitch.Now the customerwill be open-minded and attentive, because he will actually feel that he issomewhat superior to you.Hewill feel the least he cando is showyou somecourtesyandlistentowhatyouhavetosay.(Thecustomerwon’trealizeitwasyour intention to make him feel that way in the first place.) This is whereeverything falls into place and the fun begins.When you ask the customer tobuy,hecan’tsay“No”withoutgettingdownoff thatpedestalyouputhimon.Hewon’twanttolowerhimselfbecausehe’sbeenactinglikeabigshotinfrontofyouandifhetakesasteportwodownhe’llbeonyourlevelwhereheknowsyoucouldtearhimapart.Sothecustomerwillstayonhiscomfortablehighlevelandusuallybuytheproduct.Thecustomerletshimselfget trappedbyhisownego.Itoftenworks.

33.Ifyoudon’tunderstandtheproduct,howcanyourcustomer?Thisisalittlereminderyouhadbetteraddress.Ifyoudon’tbelieveinyourproduct,howcanyourcustomer?Ifyouarenothappyorexcitedaboutyourproduct,thenhowintheworldisyourcustomergoingtobe?

34.Youcan’t sell anyoneanything, if youdon’tunderstand thecustomer.Youhavetotakethetimetothinkaboutwhatmakescustomerstick.Youhavetoexaminethemanddevelopasoundapproachforeachone.Whatthisallbreaksdowntoisthefollowing:“Youcan’tcloseifyoucan’topen.”YouhaveK.itchtoopenupthemindofthecustomerandknowhisthinking,beforeyoucangetasaleclosed.

35.Thecustomerdoesnotdependonyou;youdependonthecustomer.Truerwordswereneverwritten.Ifsalesprofessionalsdon’tpleasethecustomerstheywon’tclosethedeals.Alwayspleaseyourcustomer.Always.

Samsaid that thisendedmylessononpsychologicalmanipulation.He toldmetheheadgamewarwasactuallymuchmorecomplex,butInowhadenoughbasicinformationaboutittobeabletocontinuemystudiesonmasterclosers. Sam summed up all the material I had learned in this lesson, with onestatement that stuck inmymind: “Amaster closer is the personwho finds apositive solution for a customer’s problems through sophisticated and wellplannedmindmanipulation.”

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CLOSERVS.CUSTOMER:

TheFirstMeeting

•A.TheMasterCloser’sStrategy:TheAttackPlan• B. The Closer’s Initial Approach to the Customer: Five EssentialSteps•C.TwentyTipsandTacticsThatWork:Candid Information toUseandRemember

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CHAPTERSIX

CLOSERVS.CUSTOMER:

TheFirstMeetingAugust the second started out poorly. Onmyway towork at GreenVista

Estatesmycartirewentflat.Thedelaymademelate,and“BigBill”didnotliketohaveanyofhispeoplerunningbehindschedule.

When I finally got to my job, Sam was waiting for me. He seemedparticularlyhappyandexcited—quitetheoppositeofhowIfelt.“BigBill”hadjustgivenmehislate-to-worklectureanditdidn’tdomuchformymorale.

Samcalledmeoverandtoldmethattodaywasgoingtobespecial.Notonlywouldwebe starting an important sales lesson, but for the first timeweweregoing to study the master closer’s initial approach to customers and thetechniquesthatareused.Samsaiditwasfinallytimetoputthetwoopponentstogether, closer and customer. Now I would see how the closer actuallymanipulates and controls his customer, from the first eye contact to thebeginningof thebasicsalespresentation, to thefinalclose.Thiswas thepointwhereallofmyearliersaleslessonsstartedtofittogetherandreallymakesense.

ThiswasthehardcoresalestrainingIhadbeenwaitingfor:HowtheclosermusthandlethefirstmeetingwiththeNsoundontscustomer,one-on-one.

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THEMASTERCLOSER’SSTRATEGY:THEATTACKPLAN

Sam toldme the first thing a sales closermust do—even before hemeets hiscustomer—isestablishagameplan.Theclosermusthavesomekindofstrategyoutlinedinhismindifhewantstogetasale.Ifacloserdoesnothaveagameplan,hemightaswellgivehiscustomertosomerookiesalesmanandhopeforthebest.

Gameplanstrategysimplymeansthatthecloserhaspre-developedanattackplanforsellinghiscustomer.Theclosernotonlyknowshowhewillapproachhiscustomer,butalsoknowshisinventory,hisproduct,andhimself,backwardsand forwards, one hundred percent. The closermust knowwhere he is goingwith his customer, and how to get there with confidence. In fact, the mastercloserhasalreadyenvisionedaclosedsale.

Thefollowingpointerswillprovideafoundationfromwhichtobuildagameplan and demonstrate the techniques a closer uses to prepare himself for acustomer,bothphysicallyandmentally.

Note:There isnocertain timeorsetplace in thesalespresentation toactuallyclose the customer. Themaster closer is continually (from the first second hesays“Hello” tohis customer,until the sale ismade)goingafter that salewithevery question and statement he can think of. The master closer knows thateverysingle“Yes”orpositiveresponsehegetsfromhiscustomerbringshimastepclosertogettingthesaleconsummated.

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THEATTACKPLAN

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Fiftypercentpositive

Whenthecloseriswithhiscustomer,it’sone-on-one.Nooneelseisinvolved.Thecloserrepresentsfiftypercentofasellingsituation,andthecustomeristheother fifty percent.With this in mind the closer should go somewhere in theofficetobealone,beforehemeetshiscustomer.

The reason for this is simple: By being alone and thinking nothing butaggressivethoughts,thecloserwillcreateapositivesellingattitudeforhimselfthatwillspillovertothecustomer,pushinghimalittleclosertowardfollowingyouradvice.Whenthecloserfeelspositive,strong,andcomfortableenough,heis ready tomeet the customer for the first time. This is amental attitude theclosershouldattempttoinduceifhewantstowinagreaterpercentageofsales.

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ProductKnowledge

The closer must know his inventory, his price list, his product, the monthlypayments,thepayschedulesandcompanyfactsbeforeheevermeetsacustomer.Whenacloserhasallthisinformationdownpat,hewillfeelmoreconfidentandrelaxed.Thisself-confidencewillshowwhenheencountershiscustomerforthefirsttime.Aclosercannotbecompletelyconfidentinhimselfandfeelpreparedandpoisedifhedoesnotknowpreciselywhatheistalkingabout.Thecustomercanspotthisweaknessinacloserinnotime,andthesalewillusuallybelost.

Withoutdetailedknowledgeofhisproduct, thecloserwillbevulnerable toanykindofdetailquestionortrickquestiStrem"width=onthecustomermightcomeupwith,andthistoocaneasilykillasale.Customersliketoplaythegameofstumpingthesalesmanbyaskingpetty,difficultquestionstoseeifthesellercananswer them.Thecloser shouldneverallowhimself toget intoapositionwherehecanbecaughtoffguard.

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LookintheMirror

Theclosershould take the timetostandforafewseconds infrontofamirrorbefore he meets his customer. The closer should check his clothes, shoes,fingernails, hair and overall appearance; he shouldmake sure he doesn’t havebadbreath,dandrufforbodyodor.Thecloserhastolookneat,wellgroomedandsharpifhewantstomakeasale.Customersdonotwanttodealwithunkempt,malodorous, sloppy salespersons. Your appearance will subconsciously affecttheirimpressionsofyourproduct(orservice).

Something else that is important about looking in the mirror: The closershouldlookathimselfandtellhimselfthathe’sthebestcloseraroundandthathe isgoing toget that sale,nomatterwhat.Soundsilly? It isn’t.Aclosercanactuallypsychehimselfupandbuildhisconfidencebylookinginthemirrorforafewminutesandgivinghimselfapeptalk.(It’saformofself-hypnosisanditworks.)Thereisonlyoneyou,soyou’dbettermakeitthebestyoupossible.Nooneelseisgoingtohelpyousucceed.

Theclosershouldrememberheisanactorgettingreadytogoonstageforhiscustomer,soheshouldgivethebestperformancehecan.

Theclosershouldloosenupbeforemeetinghiscustomerbyshakinghisarmsfor aminute at his sides. Thiswillmake the closermore relaxed and get hisbloodflowing.

Thecloser shouldpresenthimself to thecustomerwithagoodappearance,andanairofconfidence.Themirrorcanhelpyoupumpyourselfup,ifitisusedproperly.

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Self-MadeEnthusiasm

Thecloserhastohaveenthusiasmbeforehemeetsanycustomer.Herearetwowaystobuildenthusiasmandexcitement:Theclosercansimplystarttappingapencil or pen on a table, slowly, then faster and faster until he feels himselfchangingmoods.Thesameresultscanbeachievedifthecloserclapshishandstogether, slowly at first, but building the tempo.All thismovement and noisebuilds excitement in the closer and excitement is enthusiasm’s first cousin. (Ifyouhaveaccesstomusicthatinspiresyou,playitbeforeyourimportantmeetingandthiswillalsocreateenthusiasm.)

Thecloserhastobealertandexpectingtowinbeforemeetinghiscustomerfor the first time. To achieve that frame of mind, he has to use enthusiasm,excitement and positive thinking. These qualities are always available to thecloserandarealwaysonhisside.Butit’suptohimtostrategicallyunleashthemduringhissalespresentations!

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Pre-GameStrategy

Toestablishanytypeofeffectivepre-gamestrategy,theclosermustfirstknowhisproductinsideout.Whenhefeelsconfidentofthatknowledge,hecanmoveontodevelophisattackplan.

Pre-game strategy is illustrated in this example: The closer already knowswhereheSows.Themirrwantshiscustomertosit,orwhatroomhewantstousefor his sales presentation. The sophisticated closer will determine in advancewhat product,model, piece of real estate, insurance policy,etc. he is going toshowthecustomer.Healsoknowswhatpricerangehewantstoworkwith.Theclosermusthaveallthisinformationpreparedandpre-plannedsohewillknowexactly what he is going to do when putting his closing moves on theunsuspecting customer. He has total control and confidence in himself, and itshows. With a solidly prepared game plan the closer will have a strongfoundationtoworkfromandbuildupon.Theclosercanthengivethecustomeranorganizedandunderstandablesalespresentation,leadingthecustomerinanydirectionhewants.Hecanshowamoreexpensiveproduct,orasmallerproduct,a different model or other real estate locations. It doesn’t matter because thecloser’s strong foundation strategywill always act as his focal point, allowinghimtoappearknowledgeableinfrontofthebuyeratalltimes.

Another benefit to having a strategically prepared game plan is that thecustomer toowill have a basic starting point (which you have determined) tocomparewithothermodelsandpricesthatyoushowhim.Thiswaythecustomercan listen to theentire salespresentation in theproperperspective (whichyouhavedetermined).Agameplankeepsthecustomerfromgettingconfused,andgiveshimabasicknowledgeoftheproduct.

Thecloser’sgameplanorpre-gamestrategy is really thecloser’sability todevelop a controlled sales situation before he meets the customer. The closerknows what steps he is going to take with his customer and he has enoughproductknowledge tohaveback-upplansready, ifneeded.Heunderstands theneedforasolidsalespresentationwithapre-developedfoundationthatcanbebuiltonandexpandedinanydirectionnecessarytoclosethesale.

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GAMEPLANNOTESANDIDEAS

1.Theclosershouldrememberthatheistheleader.Heisthepersonwhomusttakecontrolandleadhiscustomertowardthesale.Thecloserhastogethimselfinto this frame of mind and demonstrate these qualities when he meets thecustomer. The closer should not cross over the line and become pushy orarrogantwhileattemptingtoconveythesequalities.

2.Theclosershould thinkofnothingbutvictorywhenhemeetshiscustomer.Heshouldgo into the firstmeetingknowinghewill like thecustomer, andhewillgetthesale.(Youcaninspireyourselftolikealmostallofyourcustomersifyoupsycheyourselfproperlybeforemeetingthem.)3.Thecloserhas toknowwhatdirectionheisgoingwithhiscustomer,andhowtomaintaincontrol.Theclosershouldn’tallowhimselftobedistractedwithirrelevantconversationsandpettyquestions,allowingthecustomertoknockhimoffbalance.

4.Theclosershouldneverhaveacannedsalespitch.Itsoundsphonyandstupid.His basic sales presentation should have a good foundation, it must bespontaneous,andthecloserhastobeflexible.

5.When psyching up for a customer the closer should tell himself, “You aregoingtouseeverythingyou’vegot tomakethissaleandnothing less;nothingless.”

Sam summed it all up by telling me that the closer is programming andcontrollinghiscustomerfromtheveryfirstcontactuntilthesaleismade.Heisliterally closing the customer throughout the entire sales presentation, not justduringtheclosingpartofhispitch.

ThismadealotofsensetomeandIneverforgotit.

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THECLOSER’SINITIALAPPROACHTOTHECUSTOMER:FIVEESSENTIALSTEPS

1.ApproachandHandshake.

When a closer first sees his customer he should walk directly to him in acontrolled, poised and confidentmanner. (Note:Never carry anything in handwhenfirstapproachingacustomer,suchasapen,brochure,oranyothertypeofsales material. This will only put the customer on the defensive.) When theclosersayshisfirstgreeting,heshouldgiveaquicklookateverypersoninthecustomer’sparty,outofcourtesyandrespect.

Theclosershouldshakehandsfirmlyandpleasantlywiththecustomer,andlook him straight in the eye.Do not use any old handshake tricks.When onesalesman friend of mine shakes hands he gives a slight pull toward himself,throwing the customer a little off balance. He feels this maneuver gives himsomeedgeofcontroloverthecustomerfromthebeginning.It’sacutetrickthatworkssometimes,butinmostcaseshiscustomersareoffendedandsuspectthatheistrickyandnottobefullytrusted.

After the handshake the most important thing to do is get the customerrelaxedsohecanfeelcomfortableandateasearoundthecloser.Thishastobeaccomplished if the closerwants the customer to be attentive during his salespresentation.

2.GettingImmediateControloftheCustomer.

Thereisavitallyimportantmomentafterthefirsthandshakewhentheclosercantake direct and instant control of the customer, without the customer evenrealizingwhat ishappening.Thatmoment iscrucially important to thesuccessofthesale.

Rightafterthefirsthandshakeandgeneralexchangeofgreetings,theclosermustmovehiscustomertoanotherlocation—adifferentclosingroom,orevenanotherdesk.Ifacloserwalksuptoacustomer,shakeshandsandproceedstogivehisinitialsalespitch,hewilllosecontrolofthesalessituationalmosteverytime because the customer has picked his own battleground; he has decidedwheretostandorsit,eitherinhisownhomeorinasalesofficeoronasaleslot.Thecustomerhasestablishedhisposition,andisreadyandwaitingforthecloser

(atleasthethinksheis).If this sounds silly then you haven’t soldmuch, because this is theway a

customeractuallyfeels.Thecustomer is instrange territorywhendealingwiththe closer in the closer’s office, store or lot. Once a conversation starts thecustomerbeginstofeelheisincontrol.Whentheclosermovesthecustomertoanewlocation,thecustomer’sgameplanisthrownoffbalance.(Hesimplydoesnotexpectanyonetoaskhimtomoveafterhebeginstalkinginaperfectlygoodspot.) This relocation will confuse and disorient the customer for a minute—enoughtimefortheclosertotakecharge.

Thismovingtrickhastobedonepolitely,smoothlyandcourteouslytowork.Theclosercanrelocatehiscustomerbysaying,“Let’sfindabetterplacetotalkthan this, it’s too noisy in here,” or “This office is not private enough.” Anyexcusethatshowsconcernforthecustomerwillwork.

Oncethemoveismadetheclosershouldmakethecustomerfeelcomfortableandrelaxedagain,orhewillberightbackwherehestarted,withadefensiveanduncontrolledcustomer.Manyclosershaveoverlookedthiscontrollingtacticandfor that reasonmany saleshavebeen lost.Theclosermustgaincontrolof thecustomerfromthebeginning,andthismaneuverwilldoit.

DiagramA

3.SeatingtheCustomerinaSalesOfficeEnvironment.

Thecloser shouldkeep this rule inmindwhenseatinghiscustomer:Sitclose.Thegreaterthedistancebetweencustomerandcloserthelesscontrolthecloserwillhave.

(Note:I’mnottalkingaboutadeskwheretheseatingarrangementisobvious,butaclosingtablewheretheseatingisflexible.Itshouldbepointedoutthatalldesksarebarriersbetweenthecloserandthecustomer.Theclosershouldtrytoeliminatethatbarrierbysittingat thesideof thedeskduringpartsof thesales

presentation. This way the closer can get nearer to the customer, and makeeveryonefeelmorecomfortable.)

Therearetwowaysofseatingcustomersandeachwayhasitsgoodandbadpoints.Thesetwoseatingoptionsareexplainedbelow:

SEATINGILLUSTRATIONA

I. In this seating plan the closer has a big advantage: The closer has placedhimself in a central position where he automatically becomes a part of thecustomer’s party—he has joined their family. This seating arrangement alsobreaksupthebondbetweencustomers(thatfeelingofstrengthfromcloseness)andweakensanypre-plannedsalesdefensethecustomersmayhaveprepared.

DiagramB

II.Anotheradvantageisthattheclosercanequallysharehissalespresentation,bothverballyandonpaper,withbothcustomersatthesametime.Thecustomerscan read and examine sales materials from their positions and the closer canhave physical contact with each customer for emphasis without lookingawkward. (For example: Touching the arm or hand of the customers, to keepthemattentiveandalertduringtheentiresalespresentation.)

III.With this seating arrangement the closer can prevent the customers fromcommunicatingthroughdiscreetcontactwithoneanother(whispering,nudging).Without such gestures or signals between the customers, the closer will havemuch more control over the sales presentation, and will be able to keep thecustomers off balance (because now the customers’ prearranged signals areuseless).TheseadvantageswillworkbestforthecloserifhesitsinthemiddleoftheopponentSth="3">s’camp.

SEATINGILLUSTRATIONB

I.Themainadvantageofthisseatingarrangementisthattheclosercanmaintaineyecontactwitheveryonein thecustomer’sparty,at justabout thesametime.Thisistheonlylegitimateexcuseforsittinginthismanner.

II. There are several disadvantages to this seating arrangement. For example:Thecustomerscanseewhatisgoingonbehindthecloserandthatactivitycouldhurtasaleandthecloserwouldneverknowwhy.TheunseendistractioncouldnotinterferewithagroupseatedinIllustrationAbecausethecloserwillalwayshavecontrolledeyecontact,andcanseeeverythingthecustomerssee.

III. In this seatingplan the customers cannudge eachother andmakeunseencontact,exchangingpre-plannedsignals that theclosermaybe totallyunawareof.

IV.InArrangementBthecloserisnotapartofthecustomer’sfamilyasheisinArrangementA. In addition, the closing tablebecomes abarrier, puttingmoredistance between the closer and the customers and creating a two-against-oneenvironment.Inotherwords,thecloserisononesideofthetabletalkingtothecustomers, not in between the customers talking with them. There is a bigdifference,andthecloserhadbetterrealizeit.

The sharp closer plans his seating arrangement to allow him to havemaximum visual and physical contact with the customers. The key rule is:“Distanceisabarrier.”

4.Three-Stepintroduction.

This is a great approach every closer should know. The technique will makecustomers feel like old friends justminutes after the first greeting. Notmanyclosers use this approach because it is not well known, but believe me, it’sfantasticandreallydoeswork.Thisishowitisdone:

Step1.Whenyou(thecloser)meetyourcustomers,afterthehandshakegreetingandrelocationmaneuver,tellthemyouhavetogocheckonsomething(aphonecall, your inventory, etc.) and ask them to relax and help themselves to somecoffee.Thenleavethemforafewminutes.

(Note:Letthecustomersgettheirowncoffee,trytoavoidgettingthecoffeeforthemunlesstheyareelderly.Ifyougetcoffeeforthemyoumaystrikesomesuspicious typesasa“smoothey” trying toget theirguarddown,making them

even more difficult to close. You are also putting yourself in a subservientpositionandthecustomersmaybegintofeeltheyareincompletecontrol.)

Step 2. After you have been away from the customers for a fewminutes, gobacktothemandsitdownforaminute.Askthebuyersacoupleofeasy,relaxedquestionssuchas:“Whereareyoufrom?”“Whatkindofbusinessareyouin?”“Is this your whole family?” Listen to the answers with interest and excuseyourself again for some believable reason (you’re going to get yourself somecoffee,etc.)andleave.Thisendsyoursecondmeetingwiththecustomer.

Step3.Afteryouhavebeenawayaminuteortwo(orevenlonger,ifyouthinkthe Syouknow. The customers need more time to relax or more time to getaccustomed to the environment) goback to your customers and start the salespresentation.Thiswillbeyour thirdmeetingwith thecustomersand theywillactuallyfeelasthoughtheyknowyoubythistime.Thisendsyourthirdmeetingwiththecustomer.

NowI’llexplainwhattookplaceduringthethree-stepintroduction.Initiallycustomers are on guard and have built a defense shield around themselves toskepticallyviewallsalespresentations(especiallythosefromstrangers).Whenthecloserfirstexcuseshimself,lettingthecustomersgetsomecoffeeandrelaxalittle,thatdefensiveshieldstartstoweakenbecausetheexpectedsalespressureisnotpresent.

In Step 2, the closer comes back to the customers and asks some generalquestions,and then leavesagain.Thecustomers’defensive shield isweakenedeven more because the customers get to know the closer from these briefconversationsandhavesomebreathingroominbetween.

ByStep3,whenthecloserapproachesforthethirdtimethecustomershavehadtimetoobservethecloser,nearbyandfromadistancesotheyfeeltheynowknow himmuch better. (That protective defensive shield really starts to comedownatthispoint.)Thecustomershavealsohadtimetobegintolikethecloser,feelingthatheistheirrepresentative,responsibleandcaringforthem.

Nowtheclosercanmakehissalespresentationinarelaxedandcomfortablemanner, with an atmosphere that is pleasant both for himself, and for thecustomers.

The three-step introductionworks if it is used properly. I have seenmanyclosers start right in on their sales presentationswithout giving the customersany kind of breathing room. This loses sales. The closer has to defuse the

customersandgetthatprotectiveshieldloweredifhewantsmoresales.Ihave tosay itonemore time:The three-step introductionwilldo the job,

everytime.(Note:Whenthecloserisawayfromthecustomershewillhavemoretime to analyze and observe them.) The three-step introductionworks for thecloserinthesamemanneritworksforthecustomers.

5.FirstMeetingClosingTraps(TrapQuestions).

There are some easy and funways to get a customer committed to buy, rightfromtheverybeginningoftheconversation.TheseTrapQuestionsarepowerfulweaponsthatcanmakeasalebefore thecloserevenexplains theproduct.Thebestwaytodescribethemistogiveexamples:

A.“Mr.andMrs.Customer,ifIcouldshowyouhowyoucouldsaveXnumberofdollarsadayorXnumberofdollarsamonthforsomanymonths,andattheend of that period of time I gave you back all yourmoney, plus some extra,wouldyoube interested?Now, remember,nostringsattached. If Icouldshowyou theway it worked,would you be interested?” (Note: The customerswillgiveananswer,butfirsttheywilltrytoaskquestionsaboutanystringsattachedandwhattheyhavetodo,etc.Theclosershouldignorethesequestionsandkeepsaying,“Don’tthinkaboutthatnow,butifIcouldshowyouthewayitworks,wouldyoudoit?Couldyousavethatmuchamonthtodoit?”)

The customers will nearly always say “Yes.” Now the closer has receivedShaswanacommitmentandcanusethisaffirmativeanswerlateragainstthemifhehasto.Thecustomerswilltrapthemselvesalmosteverytime,ifthisquestionispresentedproperlyandwithsincerity.

B. “Mr. andMrs.Customer, letmeaskyouaquestion. If I could showyouawaytoinsureyourfamily’sfutureandgiveyoutotalpeaceofmindconcerningyour children’s future education, would you be willing to save X number ofdollars?IfIcouldcompletelyconvinceyou,wouldyoubealittleinterested?”

C.“Mr.andMrs.Customer,wouldyouliketohavetheverybestproductfortheleastamountofmoneypossible?Andtoknowinyourheartthatyou’regettingthebestservicewiththatproduct,wouldyoubeinterested?Justtellmethetruth—ifitwasthatclear-cutandsimple,wouldyou?”

ThesethreeexamplesofinitialTrapQuestionsillustrateafewoftheavenuesa closer canuse toget the initial affirmative commitment from the customers.

They do work. But they have to be delivered lightly, in a soft, sincere andrelaxedmanner so they don’t scare the customers off. The affirmative answertrickedoutofthecustomerwillbelightandeasygoingalso,butitcanbeturnedinto an unexpected commitment later on by the closer. The customers are notaware of the impending trap and will stay attentive during the sales pitchbecausetheywillbecuriousaboutthecloser’sprovocativeandtrickyquestion.

Thecloser’snextmove,afterhehasreceivedanaffirmativeansweristodropthesubjectofhisTrapQuestionandcontinuewithhisregularsalespresentation.

Agoodway for thecloser toget from theTrapQuestionback tohisbasicsalespitchisillustratedbythisexample:

“Mr.andMrs.Customer,allright,let’sforgetaboutwhatIjustsaidfornowandletmeexplaintoyouhowitreallyworks…”

Thesetrapsaregreattoolstogettheattention,curiosityandinvolvementofthe customers from the beginning. The closer can devise any kind of TrapQuestionhethinkswillworkbuthehastoaskitgentlyandsincerely.Thetrapwon’tbeeffectiveifthecustomersthinkitisajoke.

Beforewegoon toour next topic concerning the firstmeeting,we shouldtakealookatasummarychartthatputstheinitialapproachtothecustomerintoproperperspective.

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TheInitialApproachtotheCustomer

1. THEFIRSTAPPROACHANDHANDSHAKE2. GETTING IMMEDIATE CONTROL OF THE CUSTOMER BY

RELOCATION3. SEATINGTHECUSTOMER4. THETHREE-STEPINTRODUCTION5. THEFIRSTCLOSINGTRAPS(TRAPQUESTIONS)

These five steps are essential if a closerwants to be completely organizedandhavecontroloverthecustomerfromthebeginning.Therearealotofsalesshort-cutsaclosercanuse,butifhepracticesthesestepshe’llsellmorethanheeverhasbefore.

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TWENTYTIPSANDTACTICSTHATWORK:CANDIDINFORMATIONTOUSEAND

REMEMBERABOUTTHEFIRSTMEETINGSETIph

1.BasicRule—Talktothecustomeralone,thenstepawayforafewminutestothinkabouthimandwhathesaid.Analyzehimaswellasyoucanandusethatinformationtodetermineyourclosingstrategy.

2.Thecustomerlovestohearhisownaccomplishmentsadmiredandhisnamementionedoverandoveragain.It’sallmusictohisears.

3.Everycustomerhasaweaknessor“hotbutton”somewhere inhismake-up.The customer is well aware of it, so he will be over protective in this area(especiallyinthefirstmeeting).Sometimestheclosermustfindthisweaknesstogetanyactionoutof thecustomer.Asudden increase inobjectionsorexcusesfrom the customer is an indication that the closer is about to touch on thecustomer’s spot. The customer is really only fighting what he knows is hisemotional“hotbutton”;whenhefeelsthecloserisgettingtooclosetothesalehewillputuphisgreatestresistancecreatingthefinal,lastditchobstacles.

4.Tomakethecustomerfeelmorecomfortable,theclosershouldspeakclearlyandpronounce thebuyer’snamedistinctly—spell it ifneedbe.Thisdraws thecustomernearertothecloser.Theclosershouldrememberthecustomers’namesandusethemafewtimeswhileinitiallygettingtoknowthem.Thiswilldevelopacamaraderiewithyourcustomers.Ifthecloserdidn’thearacustomer’snameheshouldbepoliteandaskhimtopleaserepeatit.Ifthecloserforgetsanamehecanusethetrickofaskingthecustomerhowtospelltheirname.Thiswaythecloser doesn’t disclose he has forgotten their name, as he goes through themotionsofwritingitdown.Thismayallseemverybasic,butithastobedonecorrectlytoimproveyourchancesofgettingasale.

(Note:Thereisaschoolofthoughtthatsaysafirst-namebasisistoofriendly;ifthecloseristoofriendlyhemightletthecustomeroffeasilyandloseasale.Thisthinkingdoeshavesomemerit,butifthecloserhasbuiltupagoodrapport

withthecustomer,firstnamesshouldalwaysbeused.Alotmorepressurecanbeappliedtothecustomerbyacloserwhogetsfamiliarandusesfirstnamesthanbyacloserwhoisformalandusesonlylastnames.)

5. The customer who talks all the time will eventually tell everything abouthimself, his family, his home life, business, etc. The closer should get theconversationgoing,thensitbackandtakementalnotes.Theywillbeusefulasfutureammunition.

6.Theclosershouldtreateverysinglecustomerasthoughhewerethelastonehewill ever get.The successful closermust always give onehundred and tenpercenttohisownfuture,andthatfutureliesinsatisfyinghiscustomers.

7.Whentheinitialconversationisgoingonbetweenthecloserandthecustomer,the closer shouldnever let the customer’s small talkgooff in thedirectionofsomefarandunknownhorizon,orthecloserwilllosecontrol.Theclosershouldencouragesmall talkbutheshouldn’t let thecustomertalktoolong—thesalespresentationwillendupvanishinginthebackgroundsomewhere.

8.Whenthecloserfirstmeetsthecustomerheshouldbealerttoanylittlethingthecustomermightsay,thatboththecustomerSthhougandclosercouldrelateto.Example:“Mr.Customer,Iunderstandyou’refromupstateNewYork.That’swhereIusedtogofishingwithmyfather;it’sbeautifulcountryyouarefrom,Ienvyyou.”Thiskindofstatementcanworkmagiconopeningupthecustomer.

9.Theclosershouldneversay,“I’mgoingtobeyourrepresentative,”or“I’llbeyour salesman,” to a customer. The customer already knows this and a stupidstatementwillonlyscarehimmore thanhealready is.Theclosershouldmeetthecustomerasanequalandthengotowork.Boththecloserandthecustomerwill feel more comfortable. It’s a good idea not to broadcast, “I’m a mastercloser”tothecustomer,butrathertoprojectyourselfasaregularguyandmoreasafriend.

10. It takesonly twoindividuals tomakeasale,andbothpartieshave tohavetrust, respect,understanding,andsomefriendshipbetween themifany typeofcontractisgoingtobesignedandhonored.

11. If thecustomer isareferralfromanothercustomer, theclosershoulduseasoft-sellapproach,andgo lightlyuntilheunderstands thesituation thoroughly.It’seasyforaclosertotraphimselfifheproceedstogiveasalespresentationto

a referral without finding out some facts first. Don’t assume that the referralcustomerisautomaticallyaneasyselljustbecausesomeonelikedyouenoughtoreferhim.

12. If the closer has a team customer and only one member of the party ispresent (thehusbandorwife is absent; this is sometimes called a “one-leggedunit”)theclosershouldjustgiveabriefandinformativesalespitch.Theclosershouldusealotofpersonalityandenthusiasm,touchingonthehighlightsoftheproduct, always keeping it simple. This information should spark enoughenthusiasminthecustomertomakehimpassalongthesalespitchtotheabsentparty.After giving thebrief presentation, the closer should simply re-schedulethecustomerforanothertime,whenbothpartiescanbepresentforthefullsalespresentation.

(Note:Thisisveryimportantforaclosertorememberregardingahusbandandwifeteamwhenbothpartiesarenotpresentforafullsalespresentation.Theclosermightbeabletoselloneoftheparties,butthechancesforacancellationaretremendous.Thereasonforthisisbasic:Whenthebuyingpartygetshomeand tries to explain the new purchase to the other party, tempers and frictionusually materialize because the party at home didn’t have a chance to getinvolved. So the buying party will try to cancel, just to have some peace athome.Basically theparty leftoutof thebuyingdecisionwanted togive someopinion,orknewthefamily’sfinancialsituationbetterordidn’t likethewholeidea in the first place—all these negative reasons cause unrest and unwantedpressureuntilthebuyingpartendsupcallingtheclosertocancelhispurchaseorcontract.)

13. If the closer has a customerwhohas beendrinking heavily or a customerwhoisinabigrushtogosomewhereelse,theclosershouldbepoliteandtrytore-schedule a new meeting time. The closer should not waste his time whenthesenegativefactorsarepresent.

14.Ifaclosereverasksacustomertobuyhisproductwithoutfirstprogramminghim,orgivingenoughproductinformation—theanswerwillalways,andImeanalways be “No.” The closer must ca Slos orrefully shepherd the customerthrough the whole sales presentation, feeding him organized, understandableproduct (or service) information, to achieve a positive buying answer.All thelittle questions and tricks the closer uses will lead up to a great and well-deliveredpresentation.It’sjustlikeastaircase:togetwhereyouwanttogoyoucan’tmissonesinglestep.

15.Ifthecustomerlooksscaredoroverlynervoustheclosercan“breaktheice,”withonemaneuver:Theclosershouldwalkrightuptothecustomer,lookveryserious, and say, “Which one do you want to buy?” or “How many do youwant?”or“Didyoucallme?”Thisapproachwillthrowthecustomeroffbalanceforasecond.Theclosershould immediatelysmilesincerelyandsay,“I’mjustkidding,myname is John,may I helpyou?”or something to that effect.Thisapproach works and will help break down that invisible defensive customershield.

16.Ifacloserfeelsuncomfortablewithhiscustomer,foranyreason,heshouldpolitelyexcusehimself,gosomewherealoneforafewminutesandrethinkhisapproach.Theclosershouldtrytofigureouttheproblemthatexists,thenreturntothecustomerwithanewandbetterattitude.

Itiseasytogetupsetifacustomerhasachiponhisshoulderorisrude,butthecloserhastocontrolhisfeelingsandshowprofessionalismatalltimesifhewants to close a dealwith this type of neurotic buyer. (Note: Being amastercloserisn’talwayseasy.)

17. Another way for a closer to deal with a customer who makes himuncomfortable is this: The closer can frankly tell the customer that he feelssomewhatawkward.Theclosershouldaskthecustomerforhishelpintryingtoresolvethatfeeling.Forexample:Theclosercansayinanice,friendlymanner,“YouknowI’veneverbeenaroundSouthTexaspeoplebefore,andI’mnotsurehowtodealwithyou,”or“ThisisthefirsttimeI’veeverbeeninacoalminingcommunityanditsureisdifferentfromwhereI’mfrom.”Statementslikethesethatfitthecloser’ssituationwillworkwondersonthecustomerifdeliveredwitha tone that reflects,“Ineedyourhelp.”Thecustomerwillusuallycometo theaid of the closer every time. The customer will give local information, tellstories,andgenerallyopenup.(Peoplelovetohelpotherpeoplewhosincerelyaskforit.)Thecloseroughttousethisapproachwheneverhecan;it’sawinner.

18.Theclosershouldneverbeafraidofthecustomer.Remember,thecustomerneedstheanswersthecloserhas.Besides,thecustomerisjustanotherordinaryman.Theclosershouldapproachthecustomerwithself-confidenceandbeliefinhimself.Theclosershouldwalkrightuptothecustomerwithpride—pridenotonly in his product but in himself. Then the closer should look the customerstraight in the eye and say to himself, “I’m going to get a sale, I’m going towin.”

19.Here isagreatway todisarmthecustomeron thefirstmeeting that is funandeasy.Theclosershouldapproachandgreetthecustomerinajoking,slightlyconfused,disorientedmanner.Thisapproachwillcatchthecustomeroffbalancebecause the customer expects amore serious and professional closer. All this“bitacting”onthecloser’spartwillmakethecustomerfeelheisnotthreatened,andhewillsmileandlethisguarddown.(It’sthegoodold“countryfox”trick,butitworks.)

mmunheight="1em" width="0em">20. When a closer first meets thecustomer he not only has to take the lead, but he has to give and understandmorethanthecustomer,hehastoappreciatemore,hehastothinkmoreandhehastolovemore.

Note:There isnocertain timeorsetplace in thesalespresentation toactuallyclose the customer. Themaster closer is continually (from the first second hesays “Hello” to his customer, until the sale ismade) going after the salewithevery question and statement he can think of. The master closer knows thateverysingle“Yes”orpositiveresponsehegetsfromhiscustomerisastepthatmuchclosertogettingthesaleconsummated.

This concludedmy lesson covering the firstmeeting of the closer and hiscustomer. Sam said I had just started to learn about sales closing in its actualformandthislessonwasonlythefirststeptowardsperfectingthefinalclose.

Well,Iknewonething:IhadlearnedsomuchuptonowthatIwasexcitedabout studying the additional tidbits Samwas going to teachme. I thinkSamknewhowIfelt.

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THESALESPRESENTATION:

Explaining,ShowingandDemonstratingtheProduct

• A. The Pre-Demonstration Pitch: Programming the Customer andCreatingInterest•B.PresentingtheProduct:Show-and-TellTime•C.In-HomeSalesPresentation:TheDo’sandDon’ts•D.Pressures,TricksandTraps:SpecialNotestoRemember

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CHAPTERSEVEN

THESALESPRESENTATION:

Explaining,ShowingandDemonstratingtheProductOnemorningSamaskedmeifIwasreadyforanothersaleslesson.Sincewe

hadjuststudied“thefirstmeeting”betweenthecloserandthecustomer,hesaidwe were now ready to go over the next important step, the actual salespresentation.

I toldSamthatanytimehewanted to teachIwasmore thanready to listenand learn. Sam smiled and began to tellme some amazing stories about salespitchesandhedidn’tmissatrick.

Samsaidthefirstthingacloserhastorememberabouthissalespresentationorhisproductdemonstration is thateverything isbrandnewandunfamiliar tohiscustomer.Acustomermayhavehearda thousandsalespitchesbefore,andmayhavepurchasedhundredsofdifferenVsomeC.In-tproducts,butitwillbethe very first time he has ever heard this closer’s presentation. Therefore, theclosermustkeephissalespitchsimple,understandableandwellorganized.

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THEPRE-DEMONSTRATIONPITCH:PROGRAMMINGTHECUSTOMERAND

CREATINGINTEREST

Beforethecloserjumpsrightintohisbasicshow-and-tellpresentation,hehastogive a pre-demonstration pitch (also called a warm-up pitch, point pitch, orqualifyingpitch.)Thisgivestheclosersometimetoprogramhiscustomer,gethimmorerelaxedandlessdefensive. (Note:Thecustomer isnotawareof thisprogrammingprocess.It isaccomplishedthroughcasualconversation,withthecloserincompletecontrol.)

Programmingdevelopsthecustomer’s thinkinginawaythat theclosercanmanipulate and direct toward the final close. In other words, programmingintroduces the customer to the basic product information so the customer cankeep this information inmind during the rest of the sales presentation. For acustomertorememberanysalesinformation,ithastoberepeatedseveraltimesduring the sales presentation, and the pre-demonstration pitch does just that.(Importantnote:Whenspeakingtoagroupofcustomers,theclosermustinvolveevery member of the party in the conversation. The closer cannot forget onesingle member in the party, or that member will be the pin for the closer’sbubble.Ithappenseverytime.Noonelikestobeleftoutandanymemberofthecustomer’spartywhofeelsthatwaywilltrytokillasale.)

To illustrate exactly how customer programming works, Sam outlined thefollowingsteps.Thesestepsare flexibleenough toadjust todifferentproductsand situations, but the basic pre-demonstration function is the same. (Note: Idon’tcarewhatyousellorhowyousellit,thecustomermustbeprogrammedtobuy.)

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FIVESTEPSTOPROGRAMMINGTHECUSTOMER

1.TheCloserIsSpecial

The closer should not let the customer think that he is just another averagecloser,oroneofmanyinthesalesoffice,becauseacustomerdoesn’twanttodobusinesswithsomeonewhoismediocreorlowonthecompanytotempole.Tomakeanykindofspecialdeal(andallcustomerswantspecialdeals)theaveragecloserwillhave togo tosomeoneelsewhoishigher in thesalesorganization.Also thecustomerknows thathewon’t reallybe talking to the“topman”andwillfeelheisn’tgettingtheattentionorthebestdealhedeserves.

The first thing a closer should do is tell the customer that he is inmanagement, or that he is the top closer. (Note: Don’t be arrogant, act in ahumbleandpersonablemanner.Thecustomersloveit.)Iamnotsuggestingtheclosershouldlie tohiscustomer,buthe’dbetterbemore than“justoneof thesalesboys”whenhe’spitching.Alotofclosersdon’trealizehowmuchthisonesmall detail canhurt a sale. If the closer presents himself as someone special,peoplehedealswithwillfeelspecialtoo.It’ssimple,andit’strue.Thecustomerwill feelhe isgetting that littleextraattentionothercustomersmiss.With thiskind of thinking on the customer’s part, the closer can successfully sell thecustomer.

(Note:[e=">2.TheCloser’sStory.

Theclosershouldtellthecustomersomethingabouthimselfandhisfamily.Thisbriefbackground informationshouldexplainwhy thecloser isworking forhiscompany and his future plans. Thismust be told as an interesting and uniquestory to keep the customer’s attention and interest. The closer can make it ahappy tale or a tragic one, whatever suits the situation. But it had better bebelievableandtoldwithsincerity.

The main purpose of the story is to show the customer how positive thecloserisabouthisowncompanyorproduct.Ifacustomerdoesnotbelievethecloserwouldbuytheproducthimself,hewon’tbuyeither.Icanguaranteethat.Thecloserhastoshowemotionandtrytodiscusscommonproblemsheandhis

customermighthave.Thiswilladdagreatdealtothecloser-customercommonbond,andhelpthecustomerfeelmoreathomewiththecloser.

3.TheTrapSet-Up

Thefollowingexampleisagoodpre-demonstrationtrappitchortrapset-upforthecustomer.

“Mr.Customer, before I really start talking, before I try to give you a bigsales pitch, letme say something. Itmight sound funny, I guess, but did youknow thatwith our product,wewould be able to sell every single personwetalkedto,Imeaneverysingleone,ifitweren’tforthreereasons.Somepeopledon’t understand what we’re doing; some people don’t believe what we’redoing; and, some people just can’t afford it. And that’s it—we would selleverybody,ifitweren’tforthosethreereasons.”(Note:Don’tstopatthispoint.Theclosercan’tbreakthetrainofthoughthehasjustcreatedorthetrapwon’twork.)

“WhatI’mgoing todo,Mr.Customer, is this: I’msimplygoing to tellyouwhatwe’vegot,giveyoutheverybasics—notabigsalespitch,oranything.I’mgoingtoshowyouthebestdealinthehouseandI’mgoingtogetitforyouatthe best price I can, better than anyone else.What do you think, is that fairenough?”

Thisdown to earthpre-demonstrationpitchwill do severalgood things forthecloser.Thecloserhas told thecustomer ifhedoesn’tbuyhe is stupidandcan’tunderstand,orhethinksthecloserisaliar,orhejustplaincan’taffordit.Whatkindofanswerdoyouthinkthecustomerisgoingtogivetothecloser’squestion, “Is that fair enough?” The customer will (through programming)alwayssay“Yes,”andthatiswhatthecloserreallywants.

Something else happens that is also good for the closer: The customerunderstandshewon’tget somefancy,elaboratesalespresentation,but ratheraman-to-man, bottom-line, take-it-or-leave-it pitch. The closer has put thecustomerinapositionofhavingtosay“Yes”or“No,”andhasavoidedthetrapof “I’ll think about it.” This [t i it—we pre-pitchworks if properly delivered,withsincerityandbelievability.

4.ThoughtQuestions

The closer should inject occasional “thought questions” as hemoves closer totalkingabouttheproduct.Thesequestionshavetobedirectedtowardeveryonein the customer’s party, if there is more than one, so the feeling of equalparticipationexists.Theclosercangettoknowthecustomer’sthoughtprocessesthrough the answers he receives, especially if he listens to the customer’s

children. Kids are a great way of getting information the adults want hidden.Twothoughtquestionsareillustratedhere,sotheclosercanseehowtheywork,andgetageneralideaofhowtheyaffectthecustomer’sthinking.

“Mr.Customer, Iwant you andyour family to think about something.Didyouknowthatonethousandofyourneighborshavealreadyboughtthisproduct?Nowtherehastobesomethinggoodaboutit,right?Noonehasathousandidiotneighbors,dothey?”(Note:Thecustomerwilllaugh,thinkingthatstatementisfunny. At least he is thinking, and he knows he isn’t the first “guinea pig”customer.)

“Mr.Customer,youknowwe’vebuiltthisofficeandthishugecomplex,allthe roads, the country clubs, the golf courses, swimming pools, houses,everything,withoutonepennyfromyou.Doyouknowwhywegotyouhereifwe’vealreadydoneallofthis?Well,I’lltellyou.Weknowwecanbuildroads,putup street lights,build lakes, swimmingpools, clubs, thewholeworks.Butwe’vetriedandtriedandtriedandwecan’tyetbuildoneofyou,aperson,andthis is what our company is all about—people. It takes people to make ourproductwork,and thebetter thepeople, thebetter itworks.That’swhywe’veaskedyoutocome,becauseweneedyouandyourfamily.Weareonlyasgoodasourpeople.”

(Note:Thecloserhasjustplantedanegoseedinthecustomer’smind,plushehaseffectivelyinvolvedthecustomer’swholeparty.)

There are hundreds of thought questions the closer can use to plantinformationandtoactivatethecustomer’smind.Themainthingtorememberistouselogicwithawarm,personablepresentation—andlistenfor thecompleteanswer.Don’tevertrytosecond-guessacustomer.

5.TheCompanyandProduct

Theclosermustpresenthiscompanyandhisproducttothecustomerinthebestpossiblelight.Theclosershouldtellthecustomerhowmanyyearsthecompanyhas been in business, about its credit rating, financial standing and all thehighlightsthatdemonstratethecompany’sdependability.Theclosershouldbuildhis company and its product up in themind of the customer, using controlledenthusiasmandpride.

Allthisinformationwillprovidethecustomerwiththebasicfactsnecessarytomakeabuyingdecision.(Note:Toomanyfactsandcompanybrochureswillonlyborethecustomer.Thepointthecloserwantstomakeisthatheworkswithaproven,dedicatedcompany.)

There is another goal—a personal one—the closer can achieve byaggressively pitching his company: self-respect. (Note: In an earlier chapter I

mentioned that thecloser is the company, in the customer’smind.)The closermightbedown,o[htwidth=rdepressed;hemightbebroke,ormaybehe’sjustgonethroughadivorce—oranythingelsethat’snegative.Thecompanyproductpitchcandowonderstohelptheclosergethimselfoutofanegativeattituderut.All the closer has to do is promote his companywith enthusiasm. The closermust convey the feeling that his company is successful and positive—it’sgrowing andon thewayup.Since the closer is a part of that company, he is,therefore,alsosuccessful.He’sonhiswayuptoo.Thecloseristhecompanyandhisstrengthshouldspringfromthatfact.(Plushehashimself,theLord,andtheproducthe’spitching.)

Thereisnoreasonfortheclosertoevershowsignsofdepressioninfrontofhis customers, especially when his company is successful because thatcompany’s success also makes him successful. Nomatter how you are reallyfeeling,ifyoucombineyourcompany’ssuccesswithyourownself-confidence,and self-respect, itwillmake a favorable impression on your customers everytime.

Sam said there is no time limit on the pre-demonstration pitch. He saidsometimesacloserwillaskoneortwoinsignificantquestionsandthengorightintothefull-scalesalespresentation.Thenthereareothertimeswhenthe“pre-pitch” can last for an hour or more. It’s all up to the closer, Sam said, todetermine when his customer is attentive and interested, and then to take theappropriateaction.

The following is a brief summary of the five steps in a pre-demonstrationpitchSamtaughtme.(Note:Thepre-demonstrationpitchbeginswhenthecloserandthecustomerareseatedandcomfortable.)

Step 1. The Closer Is Special. The closer should tell the customer he issomeonespecial;thismakesthecustomerfeelspecialalso,andhelpsthecloserachievemorecontrolandauthority.

Step 2. The Closer’s Story. The closer should let the customer have somepersonalinsightintohimself,notonlytoestablishtrustandacommonbond,buttofindouthelpfulpersonalinformationaboutthecustomer,tobetterclosehim.

Step3.TheTrapSet-Up.Thecloserneedstodropthistypeoftimebombearlyin the “pre-pitch” to get an affirmative answer from the customer. This “pre-pitchtrap”willworkforthecloserifheusesitproperly.

Step4.ThoughtQuestions.Thecloserusestheselittlequestionsalongtheway

tofindoutinformation,plantideas,andmaintaincustomerparticipation.Theselittle thought questions will eventually build up to a big affirmative buyinganswer.

Step5.TheCompanyandProduct.Thecloserneedstointroducethecustomertothecompanyandtheproductforthefirsttimehere.Thisorientsthecustomerandprovidesafoundationforhimsohecanunderstandthesalespresentationasitcontinues.

Sam showedme some notes on the pre-demonstration pitch.He said thesereminders are important to the closer if he intends to successfully use a pre-demonstrationpitch.

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PRE-DEMONSTRATIONPITCHNOTES

1.Theclosershouldbeabletopre-qualify(makeajudgmentaboutthe[enttionscustomer’s financial capabilities, personality makeup, and degree of productinterest) the customer to some extent after he has briefly talked to him. (Thelengthoftimeisuptothecloser.)Theclosershouldthinkabouttherightpricerangeforthecustomerandsetuphisdemonstrationtoreflectthat“pricearea.”The closer should always direct the customer to the lower-priced product firstandlet thecustomergoupthepricescale ifhewants to.Theclosershouldbeable to adjust and re-figure his price range quickly if necessary. (Note: Thecloser stillhashisbasicgameplan,butat the same timehehas tobe flexibleenough to incorporate any new information the customer himself mightcontribute.)

2. If a woman or girl in the customer’s party is attractive, the closer shouldmentionit.Thereisnoneedforembarrassment,orshynessonthecloser’spart.Forexample,“Mr.Customer,Ihopeyouwon’tgetangrywithme,butwithallrespects,yourwife(ordaughter)isoneoftheprettiestladiesI’veeverseen.Mywifewouldkillmeifsheheardmesaythat,butIreallymeanit.You’reaverylucky man.” This kind of statement, if said sincerely and with the properdelivery,willgetthecloserasale.

3.Ifthecloserdoesn’tknowtheanswertoaquestion—orsometimesifhereallydoes—heshouldtellthecustomer,“Mr.Customer,that’sagoodquestion.You’rethefirstpersonwhoeveraskedaboutthat.I’dliketoknowtheanswermyself.Excusemeandletmegofindout.”

Thiswillshowthecustomerhedoesn’thaveaknow-it-allcloser.Itwillalsobuildtrustandrespectbetweenthecustomerandcloser.Thecustomerwillfeelthatthecloserishonestbyadmittinghedidn’tknowsomething,sothecustomerwill tend to put more trust in the closer’s future statements during the salespresentation.

4. Always build self-confidence in the customer throughout the pre-demonstration pitch and the sales presentation. Work on his ego, hisachievements, his family’s future dreams—anything that builds positive

thoughts.The customerwill need this self confidence and fortitude tomake abuyingdecisionwhen the timecomesand it’sup to the closer todevelop thatmoodinhim.Theclosershouldrememberthatallthelittlepositiveegoboostsalong the way will help this process. But they have to be delivered anddevelopedbythecloserwithsincerity.

5. If thecloser feelsphysically illorhasahangover from thenightbefore,heshouldsimplytellhiscustomerthetruth.Forexample:“Mr.Customer,lastnightwehadacompanypartyandIamnotatmybesttoday,sopleaseforgiveme.”Hewillautomaticallythinkhecaughtthecloseroffguardandwill, inturn, lethisownguarddown.

Thisistheperfectplacetousereversepsychology.Theclosershouldgiveanegativepitchandaskforthecustomer’shelp(nowandthen),duringthesalespresentation. For example: “Here, Mr. Customer, would you please hold thismaterial forme? I amnot feeling thatwell.”Or “Mr.Customer, did they justpageme,didsomeonecallme?”or“Mr.Customer,Iapologize,butwhatdidyousay?”

Thecustomerwilljoinrightinandbecomemoreinvolvedthanhemeanttoin the first place. Before anyone knows it the customer will be saying, “Youknow,thisdoesn’tlooklikeabaddealafterall.”Thismaneuverisagreatwaytoget the [ay If the clo customer interested, and then sold—not through a greatsalespresentation, but because the closer let the customer feel likepart of theteam.Thisalsoworksbecausegreedycustomersmaythinktheycangetabetterdealoutofyouinyourweakenedstate.

6.Theclosershouldshowthestrengthofhiscompanytothecustomerthroughfacts,salesplaques,awards,salesmaterial,etc.Therearetimesthecloserhastouseallofthesalesinformationhehastocloseacustomer;othertimeshedoesn’thave to use any.The important thing for the closer to know and remember ishowtousethesefactsanddetailswhenhehasto.

7. The closer should tell his customer he is going to get some “insideinformation”othercustomerswon’thave.

ThecustomermustknowhegetsthisinsideinformationandV.I.P.treatmentbecause the closer is in some way “special” (a staff member, a top closer, amanager,etc.).Thisdrawsthecustomerclosertothesalessituationandmakeshimmuchmoreinterestedinwhatisgoingon.It’sjustonemorestepclosertothesale,complimentsofthecloser.

Note:There isnocertain timeorsetplace in thesalespresentation toactuallyclose the customer. Themaster closer is continually (from the first second hesays“Hello” tohis customer,until the sale ismade)goingafter that salewitheveryquestionandstatementhecanmuster.Themastercloserknowsthateverysingle“Yes”orpositiveresponsehegetsfromhiscustomerisastepthatmuchclosertogettingthesaleconsummated.

8.Theclosercangetveryclosetosomecustomersandguaranteehimselfasalealmost every time if he uses a version of the following “special approachstatement”:

“Mr.Customer, thereason I’m going to explain theproduct toyouandnotoneoftheothersalespeopleisbecausetheregularsalespeopledidn’treallywanttospendany timewithyou.They thinkmaybeyoucan’tafford theproductorsomething.Idon’tknowaboutyourfinancesandIdon’tcare.AllIknowisthatIwouldlovetoshowyouwhatwe’redoingandhelpyouinanywayIpossiblycan.Sojustforgetaboutthem,becausenowyouarewithme.”

This kind of “special approach statement” should be used on less affluentcustomersandthosewhoseemdepressedorunhappy.Thisapproachwillusuallygetthecustomerangry—notwiththehelpingcloser,butwiththeothersalesmen.However,itwillgenerateasale,ifthereisanywaythecustomercanaffordtheproduct.Thisapproachhastobedeliveredwithtact,alotofunderstandingandsincerity.

9.Samtoldmeheonceknewacloserwhousedtosay,“Look’emstraightintheeyeandlieyourassoff.”That’sverycuteandmacho-sounding,butthemastercloserhastolearnthattruthisamilliontimesstrongerthanalie.Thetruthcanexertasmuchpressureonthecustomerasthecloserneeds.Theclosercanpushacustomeraround,poundonhimandbeathimsenselesswith the truth; if thecustomerknowsit’sthetruth,hewillusuallytakethepunishment.Thetruthistheonlypure,onehundredpercentguaranteedclosingweaponthemastercloserpossessesandhe’dbetterbuildon it,use itandhonor it, ifhewants tobe thebest.Andthat’sthetruth.10.Theclosershouldalwayschangeplaceswiththecustomer,inhisownmind,during the pre-demonstration pitch. By attempting to share the customer’sviewpoint the closer will be able to better build a bond of commonunderstanding.

11. The closermust become people-oriented. The closer should be aware and

alerttoalloftheneedssurroundinghiscustomer.Thecustomerwillsaythingsand do things that tell his whole story, if you let him. The closer just has towatch,listenandthink.

12. When the closer is giving his “pre-demonstration pitch” or salespresentation,hecan’tletanythingelsedistracthim.Theclosermustbeawareofhis customer’s actions and reactions all the time.Thecloser shouldbe able totune in or tune out any exterior elements, such as ringing telephones,interruptions, delivery boys—let someone else deal with these things—thecloser’smainconcernshouldonlybehiscustomerandasale,nothingelse.

13.Thecloserhastoacknowledgehewillalwayshaveobjectionsandexcusesfromeachandeverycustomer.Therewillalwaysbemore“No’s”than“Yes’s”butit’sallpartofthegame.Theselittlehurdlesmakehimamastercloserinsteadofacommonsalesman.Ifthecloserdidn’thavetoovercometoughobjections,anyonecouldcallhimselfacloser—evenameresalesman.

14.Ifthecustomergetsaheadofthecloserwithaquestionunrelatedtowhatisbeingdiscussedatthatmoment,theclosercanputtheconversationbackontherighttrackbysaying,“Now,Mr.Customer,youjustjumpedtopagesevenandI’monlyonpagethree.Pleaseslowdownandgivemeachancetocatchup—you’regoingtoofast.”

This will not anger or offend the customer—in fact, it will flatter his egomaking him feel as if he must be smarter than the average people you areaccustomedtodealingwith.Atactfulwaytomaintaincontrol.

15.Allthroughthepre-demonstrationpitchandthesalespresentationthecloserhastoconstantlybuildvalueforandinhisproduct.Thisistheonlytruewaytheclosercan justify theproduct’sprice tag.Thecloserhas toestablish thisvaluethroughaslowanddeliberatepresentation,explainingthemeritsandpotentialoftheproduct. If youplay it correctly,when the customer finallyhearswhat thepriceis,hewon’thaveaheartattack.

16.Theclosershouldneverdepersonalizehis“pre-demonstrationpitch”orsalespresentation.The customer is not a number andneverwill be.He is a humanbeingwith feelings and any closerwho forgets this, isn’t going to stay in thesalesfieldfortoolong.

17. The complexmatter of the sales presentation can be summarized in three

simplesteps:First,buildvalueintheproduct;second,comparetheproductwithothersinthesamefield;andthird,selltheproduct.

18.Theclosercanmakesomevaluablepersonalobservationsabouthiscustomerifhestudiesthecustomer’shandwriting.Samtaughtmeafewbasicpointersonthissubject:

A.Ifthecustomer’shandwritingisneatandmeticulous,heprobablyrelate[obathecswelltothesetraitsinothers.Ifyourprivateofficeisdisorderlyandlookslike a disaster area, you are better off closing this customer in the conferenceroom,someoneelse’soffice,orinaquietpartoftheshowroom.

B. If the handwriting is sloppy and inconsistent, there is a good chance thisbuyerwon’tmindalittledisorderinyourofficeandmayevenbeabletorelatetoyoumorebecauseitmightremindhimofhisownoffice.Ifyourofficeisneat,thisbuyerwon’tmindandmayevenrespectyoua littlemorebecauseyouarenotasmessyasheis.

19.Thecloserhastherighttoknowifhissalespresentationisbeingtapedbyacustomer. If the closer notices he is being recorded he should politely ask thecustomer why. It is generally unwise to proceed under these circumstancesbecause this customer has a high likelihood of turning into a nightmareexperience further down the road.You should send these types to competitorsthatyoudon’tlikeandletthemsuffer.

Themastercloser isaprofessionalwithhisown techniquesandformat;hehasarighttoprotectthosesecretsfromanyone,especiallyacustomercarryingataperecorder.

20.Ifthecloserhasdeliveredthepre-demonstrationpitchcorrectly,heshouldbeabletotellwherehestandswithhiscustomer.Theclosershouldbeawarehowthecustomerrelatestotheproductandalsotohim.Thecloserwillalsohaveagood idea of how far to proceed with the sales presentation before he startsclosinginonthecustomerforthesale.Allofthisinformationbecomesavailabletothecloserifhejustgivesagood,comprehensible“pre-demonstrationpitch.”

Samtoldmetorememberthatthepre-demonstrationpitchisthebeginningofthe total sales presentation; it directs and channels the customer toward theactualpresentation.SamsaidthatsinceIhadbeenintroducedtothe“pre-pitch,”and I knew how the closer utilized it, I was now ready to study the product

presentationitself.

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PRESENTINGTHEPRODUCT:SHOW-AND-TELLTIME

Sam always told me the purpose of the sales presentation is to describe,demonstrate,explainandshowtheproductorservice in themostpositivewaypossible,sothecustomerwillwanttobuyit.

Thetotalsalespresentationhasthreebasicparts,hesaid.

Thefirstpartisthepre-demonstrationpitch.Thesecondpartiswhentheactualproductisbeingpresented.Thethirdpartiswhenthecloserasksthecustomertobuytheproduct.

Ihadjustcompletedstudyingthepre-demonstrationpitch(PartI),andSamsaiditwouldbeagoodideanottotakeabreakatthispointbuttocontinuerightintotheactualproductpresentationitself.

Toexplainthesalespresentationproperly,Samchoseanundevelopedsquareacreoflandasanexample,presentingandshowingitin“progressivesteps.”Allthe presentation maneuvers, techniques and tricks that will be illustrated andexplainedherecaneasilybeadaptedtoothersalesfields.Allthecloserhastodoisunderstandthestepsandpro[stetself.

Samsaidthemosteffectivewaytodemonstratetheproductpresentationistoshowhow the stepswork, individually, and then how they fit into the overallsales presentation. Each of the twelve steps is outlined in a progressive orderleadingtothefinalclosingquestion.

BeforestudyingthestepstoapresentationSamsaidtherearetwoverybasicrules(FundamentalFacts)aclosermustunderstand.

The first is the “RollsRoyceRule” (primarily for the closer’s benefit); thesecond is the “Seeing is Believing Rule” (mostly for the customer’s benefit).Withoutknowingthesetworules,aclosercannotexpecttogiveacompleteandsuccessfulsalespresentation,muchlessgetthesale.

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TheRollsRoyceRule

This rulestates that salesaremadebyclosers,notbyacompany’sadvertisingdepartment.

Supposeayoungadexecutivecomesupwitha“different” ideaforselling.Insteadofhiringcloserstogetthejobdone,hehiresanumberofsweet-talking,attractivewomen,dressestheminbeautifullycoordinatedoutfitsandgiveseachone aRollsRoyce.Then the eagerbeaver executive assembles somepotentialcustomersandsends themondemonstration tourswith these lovelywomenasguides.Afterthetouriscomplete,thebeautifulguidesbringthecustomersbacktothecompany’ssalesofficewheretheymeetsalesmenwhothentrytopersuadethemtobuythecompany’sproduct.

This typeof sellingmight soundgoodonpaper,but incold,hard reality itwon’twork because the good-looking guides are notclosers. True, the guidesgive the customers someproduct information during their canned presentationpitch.Butthistypeofsalespresentationfallsapartbecausetheguidesnevergetto know or understand the customers. They are not expected to learn thecustomers’ feelings, know their characters or listen to their dreams andambitions. The beautiful guides don’t have the opportunity to stay with thecustomersduringthewholesalespresentation,makingitimpossibletoestablishthe important salesperson to customer rapport. To the tour guides, theircustomerstendtoturnintonumbersandnotrealpeople.

Sellinginthismannercannevermatchthebasicone-on-onerelationshipthatexists when the only parties involved are the closer and his customer. Everycustomer needs personal attentiveness, individual treatment, plus genuineinterest.The closer addresses theseneeds.The closer knowshow tomake thecustomer feel appreciated and downright special. Without these personalelements the customer is nothingmore than a percentage point on a piece ofpaper,someone’ssalesquota,ordatainacomputer.

Asmartcompanymusthireclosersinsteadoftourguidesorplainsalesmento sell its products or services. The closer maintains his customer’s interestduringtheentiresalespresentation;heknowshiscustomerinsideandout.Thecloserunderstandsthecustomer’sneedsandmaximizeshisbuyingcapabilities.Hedevelopsawell-foundedandtrustingfriendshipwithhiscustomer.

Allthesefeelings,thoughtsandemotionsthecloserestablisheswillaffectthe

customerwhenthefinalbuyingquestionis[quheirasked.TheRollsRoyce,thebeautiful women and all the advertising gimmicks can’t compete with adeterminedandconfidentcloser,onewhostayswithhiscustomerfromthestartofthepresentationuntilthesaleisfinallymade.

(Note:Thenextstatementisnotacontradictionoftheexampleabove.Thatillustration was given to make a strong point concerning the “one-on-one”closer-customerrelationship.)

A“tourguide-closer”typeofpresentationcanworkifitisexecutedproperlyand in a professional manner. This type of “team-work” selling can be veryeffectiveifthetourguideandcloserarewellorganized.Theteamhastoeducatethecustomerabouteachmember’srespectiveroleinthetotalsalespresentation.Forexample:Oneteammembertellsthecustomerthathewilldemonstratetheproduct and the other teammemberwill explain the financing and paperworkinvolved. Each closer or team member specializes in a particular area of theoverallsalespresentation.Thissimpleexplanationwillkeepthecustomerfromgetting confused during the presentation, and give him someunderstanding oftheteam’sworkingarrangement.

This type of selling is not only fun but very powerful when used on acustomer.Both teammembersget to support eachother’s statementsandeachmember gives the other strength. The team can bounce the sales presentationbackandforthbetweeneachother,withthecustomeralwaysinthemiddleandoffbalance.This teamactionkeepseveryone(especially thecustomer)excitedandinterestedintheproductorservice.Themainthingtorememberaboutteamselling is: Each team member must know exactly what the other member issaying or going to say to the customer. If the teammembers don’t have theirgameplandownpatandwellorganized,onemembermightsaysomethingtothecustomerthatwouldoverlaporcontradictwhattheothermemberhassaid.Thisscenario only leads to confusion and distrust on the customer’s part, andultimatelyalostsale.Coordinationisthekeyhere.

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SeeingIsBelievingRule

The closermust remember that the pre-demonstration pitchwas the very firsttimethecustomerwasexposedtothecloser’scompanyandtoitsproduct.Inthepresentationpitchtheclosergaveasimpleoverallpicturetohiscustomerofhisproduct.Thecloseralsosetupastartingpointorfoundationonwhichtobuildtherestofhissalespresentation. (Note:Thecloser,and itcannotbeexpressedenough,hasgottokeephissalespresentationdirectandsimple,sothecustomercan follow it, understand it, and then take positive action in the form of adecisiontobuytheproduct.)

With the pre-demonstration pitch completed, the closer is now ready to godirectly into thephysical presentationof theproduct itself. In otherwords thecloser lets the customer actually see, feel, smell and touch the product. Thecloser shows the product in its physical form and presence, involving thecustomerina“seeingisbelieving”situation.Allthe“salestabletalk”isfinallybeingbackedup throughavisual andphysicalproductpresentation.Example:“Mr.Johnson,I’vebeentellingyouinthesalesofficehowbeautifultheviewofthevalleyisfromthisparticularpieceofproperty.Nowyoucanseeforyourself—isn’tthatviewmagnificent?”

Thesetwobasicrulesmakeupthefoundationofthetotalsalespresentation.With those undermy belt, Sam said I was ready to study the “Twe [dy SamsailveProductionPresentationSteps,”thatleadtothepre-closingquestionsandthecloseinthenextchapter.

(Note: Remember that one acre of undeveloped land will be used as theexampleproductforthe“TwelveSteps.”)

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Step1:SettingtheStage:GettingtheCustomerPhysicallyInvolved.

Theclosershouldtellhiscustomerinterestingstoriesabouttheareasurroundingthe acre of undeveloped land. He should build narratives around speciallandmarks—lakes, streams, cliffs, caves, old houses, barns, or just beautifulviews—anything the closer feels will spark the customer’s imagination andbuyinginterest.

Theclosermustpresentacomfortableandintriguingpictureforthecustomersohecanbegintoestablishapersonalattachmenttotheland(theproduct).Theclosermustcarefullysetthestage;thecustomerhimselfwillinjecttheproductinto his dreams and future plans. If you prepare the customer properly, hissubconscious mind becomes actively involved and begins to consider theproduct (an acreof land) as his ownproperty, beforehehas even consciouslydecidedtobuy.

This type of showmanship on the closer’s part will also help build theproduct’svalueintheeyesofthecustomer.

The closer should always try tomake his stories thought-provoking, activeand to the point. He should show his productwith controlled enthusiasm andexcitement because the mental and physical involvement he inspires willproducepositivereactionsinthecustomer’sbehavior.Thecloser’senthusiasticactions will keep the customer alert, attentive, and get his imagination andadrenalinflowing.Theclosershouldtrytosomehowgetthecustomerphysicallyinvolved in theproductpresentation (walking the land,driving ademonstratorcar,workingapieceofmachinery)sohebecomesapartofthepresentation.Thismakestheseller’sfinalclosingquestioneasierforthecustomertoanswer.

I am going to repeat this following reminder so you don’t forget it, a fewtimesthroughoutthislesson:

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step2:LearnFromtheCustomer.

Oneofthebestwaysfortheclosertoestablishapersonalrelationshipwithhiscustomerduring theproductpresentation is to learn,orat leastact likehehaslearned, something important fromhiscustomer.The informationdoesn’thavetoberelatedtotheproductalthoughitwouldbemoreeffectiveifitwererelated.The customer must believe the closer has genuinely gained some newknowledgefromhimandthattheinformationissincerelyappreciated.

Thiskindof“appreciatetheinformation”maneuveronthecloser’spartwillbuildupthecustomer’sconfidencebyflatteringhisegoandlettinghimknowhisthoughts have merit and are respected by the closer. For example: “Mr.Customer, I didn’t realize that, thank you for enlightening me,” or “Mr.Customer,I’vebeentryingtofindthatanswerforalongtime[raMr.andyou’rethefirstpersonwhohasknownit—thankyou.”

Thecustomerwill thenbecomeevenmoreattentive to thecloser’sproductpresentation,becausehewillfeelhis“new”informationhasputhimonthesamelevel as the closer. The customer won’t feel as though he is just receivinginformation from the closer (a one-sided scenario) but that he is actuallyassisting and contributing as well. The customer will feel he is a part of thecloser’spersonalinnercircleandnotjustanyregular,ordinarycustomer.Thisisespecially successful when dealing with investments. Customers love to givebrokerstheirviewofthemarket,economy,internationalpolitics,etc.

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step3:FindOutWhoHandlestheMoney:Who’stheLeaderorWhoWearsthePants.

The closer should determine who is the leader, the decision-maker and themoneycontrollerinthecustomer’sparty(thehusbandandwifeteam).Itcouldbe the husband, the wife or both equally. But no matter who (or whatcombination)itis,it’sthecloser’sjobtofindoutsohecandirecthismainsalesattack(productpresentation)towardthatindividual.

Thesame thing is trueof largecustomergroupsaswell.Forexample: Inapartyoffourcouplestherewillnearlyalwaysbealeader.Thecloserhastoknowand recognize the central figure if hewants toget a sale, period. If the closercan’trecognizetheleaderthenhewillpitchthewrongmembersoftheteam,andappear foolish—the customers know who their leader is, and they will loserespect for a closerwhomisjudges them so badly.The closermust always bealerttoavoidthisfatalmistake.

Thereareseveralwaystheclosercanspotaleader.Thefollowingruleswillbeabasicguidelinetohelpdeterminewhohandlesthemoney.

RuleA.Thepersoninthecustomer’spartywhoasksthemostquestions, talksthemostandseemstohavethemostinterestintheproductwillmostlikelybetheleader.Theclosershouldkeepinmindthatthisisnotalwaysandabsolutelytrue.Forexample:Insomegroups,suchasfamilies,theoldestsonwilloftentrytodemonstratehis intelligencebyaskingafloodofproductquestions to try toimpressthecloserandhisdad.Intruthitwillbetheson’sfather,thefellowwhoisjustsittingbackandlistening,whoactuallycontrolsthefamily’smoney.He’stheonewhomakesthefinalbuyingdecisionsandnothisaction-packedson.Inlarge customer groups, one member of the customer’s party may do all thetalking and appear to be the leader when in reality he may just be trying toimpresshisfriends.Inmanycasesthetalkingandactivecustomerturnsouttobebroke,andthesilent,reservedcustomeristheonewiththefinancialcapabilitytopurchasetheproduct.

Whenthecloserisconfrontedwiththistypeofsalessituation,heshouldaskhimself,“Whoisthemostsincereorreservedorinterestedpersoninthewholegroup?”Whenyoufigureouttheanswertothisquestionyouwillalmostalwaysdiscover the party’s real leader. The closer knows he has to constantly read

between the lines, defining and an [fin be aalyzing everything being said anddoneornotsaidanddone.

Rule B. The closer can determine the customers’ leader by observing theindividual’s physical actions. The closer should notice whichmembers of thepartyarenervous,whichonesarealwayslookingaroundthesalesoffice,whichmembersarewhisperingtoothers.Theselittlephysicalactionswill tellagreatdeal about the members of the party. By observation the closer can prettyaccuratelyidentifytheleader.

The leader is usually the one all the other members look at most. Themembers consciously and subconsciously look to him for guidance, directionandapproval.Whetherheisasilenttypeoravisibleandverballeader,theclosercanidentifyhimifhejustobservesandthinks.

RuleC.Theclosercanforcehiscustomers to identify their leader throughthefollowingtwomaneuvers:

(1) The closer should direct all important questions to one member of thecustomer’sparty.Ifthatpersonturnsouttobetheleader,theneverythingisfine.Butifheisn’tthenthepersonthecloserisaddressingwilllooktotheleaderforhelp sooner or later. The closer’s questions will make that customeruncomfortablebecauseheknows,inhisownmind,hedoesn’tmakedecisions,andwillseekoutthestrongermemberforsupport.Fromthatpointonthecloserwillknowexactlywhomtotalkto.

(2)Theclosercan jokinglyask thewholegroup,“All right, Igiveup—whichone of you is the leader?” This questionmight sound silly, but it works. Thecloserisn’treallylookingforasincereanswer;butheiswatchingtoseewhichmemberblushes,putshisheaddown,orgetsembarrassed.Also,whenthatsillylittle question is asked,most of thememberswill look at him, just to see hisreaction.Thecloserhastowatcheveryone’seyesandpaysharpattentionorhemightmisstheclue.

Byusingthesesillyquestionstherealleadercanbediscovered.Thenit’suptotheclosertofollowhisplannedsalespresentation,anddirectittowardtherealdecision-maker.

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against his

customerwhengoinginfortheclose(theKill).

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Step4:TelltheCustomerYou(theCloser)OwntheSameProduct,orWouldLikeTo.

A goodway for the closer tomake customers feelmore confident and secureabouttheproductbeingsoldisfortheclosertotellcustomersthatheownstheproductorservice,orwouldliketosoonbuyithimself.

For example: “Mr. Customer, this property is the best and most beautifulpieceoflandI’veseeninovertwoyears.I’dbuyitmyselfbutIhavemymoneytiedupinanotherpieceofland.Ieventriedtocallmybrothersohecouldbuyit,buthewasoutoftownandIcouldn’treachhim.Ifyoureallylikethepropertyandyou’resincere,I’llletyouhaveitforthesamepriceIwasgoingtoquotemybrother, andon the same terms. Inotherwords, I’ll letyoubuy it at the samepriceIcouldhavegotten it formyself.Pleasedon’t letanyoneknowabout t [knerhis,asitwillnotmakeourcompanylookgoodifpeoplefindoutwehavereducedourpricethismuch.

By telling the customer the closer couldn’t afford the land, he shows thecustomer he is human too and has financial limitations. This pitch alsodemonstratesthattheproductisgoodenoughfortheclosertobuy,thusmakingthecustomerfeelmoreconfidentaboutmakingabuyingdecision.

Thisspeechmustbedeliveredwithtotalsincerityandsmoothshowmanshiponthecloser’spartorthecustomerwillseerightthroughitandbecometurned-offassoonasthecloseropenshismouth.Thisstatementwillworkwondersifthecustomerbelievesit,andit’suptotheclosertomakehimbelieveit’strue.

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step5:DemonstratingtheProduct.

When the closer actually touches and handles his product, he must have agenuine sense of respect and reverence for it. This doesn’t mean the closershouldgooverboardand treatacommonrockasaperfectlycutdiamondorapieceofsteelasifitwerearareporcelainsculpture.Buttheclosershouldgivehiscustomertheverybestshowhecanmuster.

The closer should prepare himself for the act of physically presenting hisproduct to the customer.Thispresentationmust convey that hisproduct is thebest,thefinest,andthegreatestinthewholeworld.Theclosercannotaffordtoshow his customer anything less than the best. The customer must feel thisspecialness, this respectfulness that the closer inspires for his product becausethatfeelingwillexcitehim,keephisattentionandmakehimrealizeheisseeingthebest.

Eveniftheproductisabucketofmud,theclosershouldpresentitinavelvetcloth, saying, “It’s the finest, richest and rarestmud in the entireworld.”Thecloserhastoconvincethecustomerthathisproductisthefinestamongallofthecompetitioninthisparticularcategory,period.

Here are some special pointers the closer has to remember whendemonstratingaproduct:(a)Whenaclosershowsacar,orapieceofmachinery,etc.,heshouldtouchitor hold it gently, and avoidpointing at the product or slamming a handon it.(Note: There are times when the closer has to handle the product roughly todemonstrateapoint,butwearenottalkingaboutthatnow.)Theproductshouldbehandledgentlyandshownrespect;thecustomerwillthenbemoreinclinedtobelievethattheproductisworthyofrespect.(b)Theclosermustdemonstratehisproductinasimpleandeasy-to-understandmanner.Thepresentationshouldhaveasmoothtemposothecustomercankeeppacewiththecloser.Theclosershouldnottalkorexplainhispresentationsofastthathelosesorboresthecustomer.Thiswillonlyconfusethebuyerandforcethecloser torepeathimself, leading tomoreconfusionandfrustrationforboththecloserandcustomer.(c)Whenthecloserturn[eceransadialonavacuumsweeperorwalksapieceofrealestateordemonstratesanewcar,heshoulddoitslowlyanddeliberately,takingenoughtimetolettheproductsoakintothecustomer’ssubconscious.

(d)Theclosershouldpointoutthemostimpressiveandsurprisingnewfeaturesof the product last as a kind of “icing on the cake” for his customer. In otherwords, the customer has heard and seen all of the basic and familiar strongpointsabouttheproduct.Butthen,asafinaltouch,thecustomerlearnsaboutallthegoodies,thedeluxeextras,thespecialsthatmakethisproductthetopoftheline.Thecloser,byshowingtheextraslast,hasbroughthisproductpresentationuptoanevenhigherlevelofinterest—alevelthatsignalsthehighpointoftheproductpresentationandthebeginningoftheclosingquestions.

Note:Iwouldliketoagainremindyouthatthereisnocertaintimeorsetplacein the sales presentation to actually close the customer. The master closer iscontinually(fromthefirstsecondhesays“Hello”tohiscustomer,untilthesaleismade)goingafterthesalewitheveryquestionandstatementhecanthinkof.Themaster closer knows that every single “Yes” or positive response he getsfromhiscustomerbringshimastepclosertogettingthatsaleconsummated.

When demonstrating his product the closermust show genuine pride. Thisprideandself-assurancethecloserprojectswillbenoticedandrespectedbythecustomer,andwillswaythecustomerinapositiveway.Throughshowmanship,enthusiasmandpridetheclosercanmakebothhimselfandhisproductappeartobethebestintheworld;thecustomerwillrelatetothisattitudeinasecond,andappreciateit.

Forexample:“Mr.Customer,it’sjustlikeItoldyou,backinthesalesoffice,youwillneverseeamorebeautifulview,moremajestictrees,oramorepeacefulsettingthanthispieceofpropertyhastooffer.Idon’tcareifyoulookallaroundthecountry,thispropertyisthefinestandIthinkyoucanseethat.Furthermore,thepricewill fit intoyourbudget.NowyoucanseewhyIwassoexcitedandenthusedaboutshowingyouthisacreofland.”

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step6:

(A)TheCloserShouldGetPhysicallyInvolvedWithHisProduct;(B)HowtoMaketheCustomerFeelMoreObligated.

(a)Theclosercancreateinterestinhisproductandmoreofanobligationtobuyifhebecomesphysically involvedwith theproductand“getshishandsdirty.”Whenaclosershowshiscustomeraproductheshouldtouch,pickup,patandhold it. Ifheprojectsa standoffishattitudeconcerning theproduct, sowillhiscustomer.Thecustomerwillthinktohimself,“Ifhedoesn’twanttohandleanddemonstrate his own product, thenwhy should I?” If this feeling exists therewon’tbeanysale,period.Thecloserhastoleadandinspirethecustomertogethiminvolved.Hecan’td[>Henlateroitbysittingonthesidelinesprayingforthesaletooccur.(b) ‘The extra mile trick” will get a customer more involved in the productpresentation and create a feeling of “obligation to buy.” When the closer isinvolvedwithhisproductpresentationphysically,heshouldtearhisshirtsleeveor step in somemudor “bump”his heador get somegreaseonhis clothes—anything toget the sympathetic attentionof the customer.Hewill see that thecloserhurthimselforhadsomemisfortunewhenhewaspresentinghisproductto him and will feel the closer went that extra personal mile for his (thecustomer’s)benefit.

This product presentation trick is so simple it works every-time. Mostcustomerswill immediately feel sorry for thecloserbecauseof themisfortuneand become more deeply involved with the closer personally because of hiseffortsandconcern.Thiswillbringthecloserandthecustomerclosertogether,creatingthetotalcustomer-closerrelationshipthecloserneedstofinalizeasale.

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step7:PlantingSeedsofImaginationintheCustomer’sMind.

Duringtheproductpresentationtheclosershouldtellthecustomerwhereactualimprovements(watermains,roads,streetlights,etc.)aregoingtobebuiltontheacreoflandweareusingasanexample.Thecloserhastotaketheleadatthispointanddrawanattractivepictureoftheraw,undevelopedacreoflandbeingsold. The closer always has to plant “positive ideas” and “possibility seeds”throughout the product presentation for customers to feed on. (For example:“Mr. Customer, wouldn’t the front of the property look beautiful when it’slandscaped just theway you and your family have always dreamed?” or “Mr.Customer,wouldn’titbenicetobuildasundeckovertheretotakeadvantageofthatmagnificentview?”)

The customer will enhance this picture and paint it with his own multi-colored visions and dreams. If the closer properlymotivates his customer thebuyershouldbecomemoreinvolvedinthepresentationeachminute.

Thecloserhastoconstantlyplantpositivesuggestionsandstoriesabouttheproductbeforethecustomer’simaginationistrulyactivated.

A customer can imagine the thrill of owning a new car or swimming poolmore vividly than the closer can convey. But the closer has to steer thecustomer’s thoughts toward the product being sold and then show how theproductwould benefit the customer and his family.Then the closer should sitback for a moment and watch how the customer will start closing himselfthrough his own special and private dreams. It’s an amazing yet commonreaction on the customer’s part, and itworks.But the closermust always usecalculated showmanship with enthusiasm when he is planting the “positivesuggestionseeds.”

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoing[eruldn’infortheclose(theKill).

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Step8:PuttheCustomerinthe“Driver’sSeat,”GetHimInvolvedBothPhysicallyandPsychologically.

Throughoutthetotalproductpresentationtheclosermuststimulatethecustomerintovisualizinghimselfastheowneroftheproductbeingsold.Thecloserhastodescribetheproduct’susesandadvantages(butnotintoomuchdetail,becausethiswill onlybore thebuyer) sohis customerwill “daydream”about how theproductwill fit intohis life.Thecloser can spark this “customer imagination”through theuseof themostbasicsalesprocedures.Forexample: Ifacloser isselling cars, he should put his customer in the driver’s seat and let him drivearound, flattering the customer (working on that old ego) by telling him howsharpandnaturalhelooksbehindthewheelofthatparticularcar.Ifacloserissellingavacuumcleanerhehastouseaconvincingdemonstrationtoshowhiscustomer the advantages of his product, allowing the customer to actually usethevacuumhimself.Ifacloserissellingstocksandbonds,heneedstopointoutthereturnoninvestmenttobemadeandallthefuturepotentialappreciation.

No matter what a closer may be selling, he must always show the bestpossible advantages of his product, plus all the benefits his customer can andshouldcometoexpect.

The closer has to build an understandable and positive picture for thecustomertosee;andhehastoconstantlyworkonthecustomer’sneverendingegoandfuture-ownershippride.Allthesecharacteristicsarebasicandproven—saleswouldn’tbemadewithoutthem.Anyrookiesalesmanknowsthem—theyareritualsthathavetobeperformedtogetasale.Thesesalesproceduresarethegroundworkforanyproductpresentation,butthisbookwillnotdwellonthesefundamentals.Thatinformationcanbefoundinanyordinarysalesbookonthemarket.

This bookgoesbeyond those fundamentals, just as a closer goesbeyond aregular salesman when giving a product presentation. You will learn how tocreate a magical happening, a closer’s phenomenon called “customerimagination” and understand precisely how it works. The closermust get thecustomer involved, both psychologically and physically, during the productpresentation. That is a fact. But the closer will do something extra special,somethingsalesmendon’tknowhowtodoorjustdon’tdo,andthatisthis:The

smart closerwill not only put his customer in the driver’s seat and encouragehimtovisualizehimselfthere,buthewillactuallymakethecustomerbelievehebelongsthere,andhedeservestobethere.Thecloserwillnotonlybuildadreamforhiscustomer,buthewillmakehiscustomerbelievethatdreamwithallhisheart.Thecloserleadsthecustomerintobelieving,deepdowninhisgut,thathenotonlywouldusetheproductbeingsold,butthathereallyneedsit.Thecloserestablishes this customer feeling in one simple way. He makes the customerbelieve in himself, feel confident about himself and like himself. The closeraccomplishesthisthroughcompliments,courtesy,respectandarealandgenuineinterestinthecustomer.

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step9:PlayingTheOlder[ngreseCustomerAgainstthe

YoungerCustomerorPeopleAgainstPeople.

Whenthecloserisdemonstratingorshowinghisproducttoanoldercustomer,heshouldcasuallymention,“Mr.Customer,youknowIshowthisproducttoalotofpeopleandindoingsoI’velearnedsomethingveryimportant:theyoungercustomers—thefolkswhohaven’tbeenaroundmuchorhaven’tgonethroughallthehardtimesyouhave—don’treallyappreciateorunderstandmyproductanditsadvantages.IguesswhatImeanis,theyoungerbuyersjusthaven’tgrownupenough to really knowwhat is good for them, or what’s really beneficial forthem.Mr.OlderCustomer,youknowwhatImean,don’tyou?”Atthispointthecloser shouldshutupandwait for theoldercustomer toanswer (andhewill).Theoldercustomerwill,inmostcases,automaticallysay“Yes,Isuredoknowwhat you are talking about.” (Note: This spontaneous response comes from anatural feeling that exists in nearly all older people. Older customers tend tothinkmost younger people don’t have the same respect and understanding forthingsthattheyhave.)

Byagreeingwith the closer, theolder customerhas actually stated that theyounger generation doesn’t know all the things he does and they aren’t smartenoughtoseeagooddealwhenpresentedwithonelikehedoes,so…(Bang,Presto):Theoldercustomer,withoutevenknowing it,has just trappedhimselfwith his own answer—an answer thatwas set up anddevelopedby the closerfromthebeginningwithhisslyuseof“TheStatementandQuestionTrick.”Theolder customer has given a positive answer to the closerwhich the closer canturnaroundanduseagainsthimwhentheclosingprocessbegins.(Forexample:“Mr. Older Customer, do you remember what you said earlier, about howyounger customers don’t appreciate this offer or product because they haven’tbeen through the hard times?And do you remember all the situations you’vebeen through, the problems you’ve overcome that the younger people haven’tever had to face yet? Do you realize all the advantages you have over them,becauseyouhavealreadyexperiencedsomuchandhavemuchmoreknowledgethan theydo?Well, letmeaskyouthis,withyourbackgroundandknow-how,surelyyouknowthebenefitsofmyproduct.Iknowthatyoucan’tsitthereand

tellme “no” you’re not interested,whenyou actually know, deepdown,whatthisproductcandoforyou,amIright?”)

Thesecrettothis“StatementandQuestionTrick”isfortheclosertocontinue(withoutmissing abeat)withhis product presentation as soon ashehears theoldercustomer’sanswer. Inotherwords, theclosershouldneverstoporpauseafter theoldercustomergiveshisanswer,because this statement isonlybeingused as a trap (a seed thought) for the older customer. In fact, after the oldercustomergiveshispositive“Yes”answer,hemaythinktohimself,“WhatintheworldhaveIjustsaid?WhathaveIjustgottenmyselfinto?”Butitwillbetoolate,thecloserhassprungthetrapandthepointhasbeenmade.

This “Statement and Question Trick” will work exactly the same way onyounger customers. The “statement” made by the closer simply has to bereversed, turned around.The closer should tell the younger customer how theoldercustomersdon’tappreciateorknowwhatisgoingonintoday’sworld,andthattheyoungercustomershavetheforesightandopportunitytotakeadvantageofnewoffersorproductsthatoldercustomersjustdon’tunderstand.Theclosershouldplantthe“egoseed”thesamewayfortheyoungercustomerashedidfortheoldercustomer.This“StatementandQuestionTrick”wil[Trandknlworkoneithercustomer,olderoryounger,theonlythingtheclosermustrememberistocontinueonwithhisproductpresentationandletthecustomer’sanswersoakin andwork on the customer’smind, all by itself. (Note: The “Statement andQuestionTrick”canbeusedtoattackorcomparepeoplefromdifferentpartsofthecountry,differentculturalbackgrounds,etc.)

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step10:The“PlainJane”vs.the“TopofTheLine.”

(Note: This is one of many example steps that can be used throughout theproduct presentation to explain themany benefits of the closer’s product andmake the product’s future potential and value easy for the customer tounderstandandrelateto.Thisexamplecanbeeasilyadaptedtoanyproductorservice.)

Theclosershouldtellthecustomerheisgettinginonthegroundfloor(thebestplaceandtimetobuy)regardingtheundevelopedacreofland.Theclosershould point out the advantages of purchasing the property before anyimprovementsareputonit,sothecustomerwillnotonlysavemoneybutmakeadditionalmoneyafterthepropertyhasbeendevelopedandhas“valueadded.”

The closer can illustrate this point to the customer by using the followingexample.“Mr.Customer,thisundevelopedacreoflandthatwe’relookingatisexactly like a ‘Plain Jane’ car—itdoesn’t haveany special equipmenton it oranyextrasatall.That’swhyyoucangodowntoyourlocalcardealershipandbuy this typeofautomobileat the lowestpossibleprice. Isn’t thatcorrect?Allrightlet’ssayyoutakethis‘PlainJane’andyouputsteelbeltedtiresonit.Thenyou put leather upholstery in it; you put a sun roof on it, a tape deck, powersteeringandpowerbrakes—theworks.Now,allofasudden,youdon’thaveastripped-downmodel anymore, do you?Nowyou’ve got an expensive top-of-the-linemodelthatcostsawholelotmorethanthe‘PlainJane’westartedwith,and it’s still sitting on the very same ‘Plain Jane’ frame. Mr. Customer, thisundevelopedacreoflandisexactlythesameasthe‘PlainJane’car.Allyouhaveto do is use your imagination a little and I think you can visualize what thispropertywilllooklikewhenit’simproved,andatthesametime,Mr.Customer,whattheappreciatedvalueofthislandwillbe.It’sjustthatsimple.”

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step11:Tell“Other-PeopleStories”and“Third-PartyStories.”

Theclosercanpressurethecustomer,makeapointtothecustomer,orexplaina“gooddeal”or“therightopportunity”to thecustomerbyusingpeoplestories.For example: (This is an “other-people story” used to explain a “good deal.”)“Mr.Customer,thereasonthispropertyisforsaleatthisunusuallylowpriceisbecausethepeoplewhoboughtitafewmonthsagohadtomakeasuddenmoveto another pa [to you putrt of the country due to a job transfer. The propertyhasn’tbeen re-pricedorappraisedyet, soyoucanbuy it at the sameprice theotherfamilydidbecausetheyjustwanttogettheiroriginalmoneyout.Inotherwords,youcanpurchasethepropertyfortheoriginalprice.”Or,“Mr.Customer,anotherfamilywasgoingtobuythispropertytwomonthsago,buttheydecidedthattheywantedmoreacreage.Inalltheconfusionthelandhasn’tbeenputbackonthemarketyetandbecauseofthismix-upitistheonlyplotinthisareastillavailable.”

The closer can also use “third-party stories” to put added pressure on hiscustomer.Forexample:Mr.Customer,Ihadanothercustomerjustlikeyou—infact,you remindmeofhim.Aboutoneyear agohe said thathewanted somepropertyforhisfamilysohecouldtakethemoutinthecountrytogocampingandbuildavacationhomesomeday.Youknow,hewantedaplacetojustgetthefamilytogether.Butfirsthesaidhehadtolookaroundandthinkthingsoverandthenhewouldletmeknowabouttheproperty.Well,Ifoundoutthreeweeksagoheneverdidbuyanyvacationorinvestmentproperty—hediedofaheartattackathisyoungage.Heneverdidhaveanopportunitytogetclosetohisfamilylikehewas tellingme he wanted to, and I want you to know I feel that if I hadencouraged him a little harder or used more persuasive salesmanship I couldhavemaybehelpedhimmakehisdreamcometrue.ButIdidn’tandnowit’stoolate.Mr.Customer,I’msorrytobringupsuchasadexamplebutthesethingsdohappenandweseealotofthesetypesofstories.

Thecustomergenerallydoesnotfeelverypressuredby“third-partystories”or “other-people stories” told by the closer. That is the beauty of using thesetypes of stories. But in reality the customer will see the parallel and startthinkingaboutbuying.Theclosercanusethissimpletacticalldaylongandget

positiveresults.But,thirdpartystorieshavetobetoldwithcompletesincerityandeffective

showmanship on the closer’s part. The closer can’t make the story seemridiculousorsilly.Theclosercanexplainawayobjections,problems, incidents—justabouteverything,byusing“third-party”and“other-people”stories—buthehastomakedoublysurethattheydirectlyrelatetohiscustomerandthesalessituationheisconfrontedwith.

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

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Step12:TellCustomerTheyAretheBest.

Important: The closer should, at some point in the latter half of the productpresentation, tell his customer that he is one of the finest people he has evertalked to. (Note:Thecloser shouldnotmake this statementduring theclosingpartofthesalespresentationbecauseitwillbetoolatetogiveoutcomplimentsatthatpoint.Anycomplimentarystatementatthattimewouldonlysoundphonytothecustomer.)Theclosershouldmakeastatementsomethinglikethis:“Mr.Customer, what I’m about to say might sound like a sales pitch, and pleaseforgive me for making it sound that way, but, in all sincerity, you and yourfamily, whether you buy my product or not, are some of the best and mostlikablepeopleI’veeverknown.I reallymeanit. It’s trulyapleasure to talk tofolkslikeyou.Itmakesmyjobawholelotmorepleasant[morionla.”

After the closermakes this statement he should act a little embarrassed, toinsurethecustomerbelieveshewashonestlyspeakingfromtheheart.Thentheclosershouldcontinuewiththerestofhisproductpresentation,notwaitingforanykindofresponse.Theclosershouldn’tdwellonthesubjectbutsimplyletitlinger and soak into the customer’smind. Thenwhen it finally comes for theclosing questions you can be sure the customer will think about this genuinecomplimentandreactinapositiveandreceptivemanner.(Note:Remember,noone can dislike someone who they believe really likes them.) Thiscomplimentarystatementtheclosermadewillbringthesalesthatmuchcloser.Customers tendtomelt in thecloser’shandsif thisstatement isdeliveredwithtactfulsincerityandifthecustomerhonestlybelievesit.

Note: The closer must observe, listen to and learn from his customercontinually throughout the total sales presentation to gather customerinformation. He will need that information later as ammunition against hiscustomerwhengoinginfortheclose(theKill).

Note:Iwouldliketoagainremindyouthatthereisnocertaintimeorsetplacein the sales presentation to actually close the customer. The master closer iscontinually(fromthefirstsecondhesays“Hello”tohiscustomer,untilthesaleismade)goingafterthatsalewitheveryquestionandstatementhecanmuster.Themaster closer knows that every single “Yes” or positive response he gets

fromhiscustomerbringshimastepclosertogettingthesaleconsummated.

Samsaidthisended“thetwelveproductpresentationsteps,”but therewerethreeimportantnotesIshouldrememberconcerningthese“twelvepresentationsteps.”

Note1.TakingtheCustomer’sTemperature.Theclosershouldknowexactlywhere he stands with his customer at any given time during the productpresentation.Heshouldalsoknowhowclosehiscustomeristomakingabuyingdecision at anypoint during thepresentationor demonstration.The closer canalways find this typeof informationoutby taking thecustomer’s temperature.(Seeing how “hot” or close to the sale the customer actually is.) This isaccomplishedthroughquestionsdirectedstraightatthecustomer.(Note:It’suptothecloser’sowndiscretiontodeterminewhattimeduringthepresentationhewants to take this temperature reading.)For example: “Mr.Customer, howdoyou like thefantasticviewfromthebackof thisproperty?”or“Mr.Customer,whatkindofdrivewaywouldyoubuild fromthemain road?”or“Howwouldyou landscape theproperty to take advantageof that hugeoldoak tree?”Anykindofquestionfromthecloserthatrequiresapositiveandinvolvedansweronthe customer’spartwillwork.The customerwill eithergive an interested andthoughtfulansweroran indifferentandunconcernedanswer.The thing for thecloser to remember is that the answer the customer gives will tell, to somedegree, how he feels about the product, and it will show how close he is tobuying. (Note:The closerhas to listen intently andbe alert to any answer thecustomergives.Thecloserhastoreadbetweenthelinesandpaystrictattentionnottomissathingthecustomersaysorthesalecouldbelostatthatpoint.Theclosercantellagreatdeal,notonlybywhatthecustomersaysbuthowhesaysit.)

Theclosercan,ifhefeelsthecustomer’sanswerispositiveenoughandthecustomer is ready, go right into a clos [t iong>.Ting question, to get the salethen.Butbythesametoken,theclosercankeeprightonpitchingifhefeelsthecustomer’sanswerwasn’tthatpositiveorifthecustomerwasn’tquitereadyforaclosingquestion.

Taking the customer’s temperature is an easy way to get the customerinvolvedintheproductandtofindoutwherethingsstandatthesametime.Thecloserhastousetactandsinceritywhenhethrowsouthistemperaturequestions,buttheanswershereceiveswillgivehimthecoordinatesheneedstosteerintherightdirectiontoget thesale.Toput itanotherway, thecloserhas tohavehis

fingeronthecustomer’spulseallthetime.

Note 2. (a)CustomersWantWhatTheyCan’tHave. The closer should beaware of a basic purchasing phenomenon that is true of every customer: Allcustomerswantwhat they can’t have or get. If a closer shows the customer acommonoraverageacreoflandandthecustomerseesanotherpieceofpropertythatisbeautiful,buthasalreadybeensoldorisunattainableforsomereason,thecustomerwilldwellonthesoldpropertyandsaythingslike,“Now,Iwouldbuythatpropertyifitwereforsale,”or“ThatpropertyisjustwhatIwaslookingfor,it’stoobadthatit’salreadybeensold.”(Note:Remember,peoplearepeopleandtheywantwhat they can’t have.Example:Whydoes a lovelywomandate anunattractiveman?Forgettingaboutmoneyasafactor,theotherreasonisusuallybecause the man played hard to get and most women love to be challengedsocially.)

Note2. (b)HowtoTrapCustomersbyUsingThisHumanWeakness.Theclosershouldsetuptrapsforhiscustomerbyusingthisbuyingphenomenon.Toillustratethistrap-settingmaneuver,let’ssayacloserhasacustomerandhefirstshows the customer an average acre of land that looks all right but is nothingspecial. Then the closer shows the same customer another piece of property(because it’s in the samevicinityor for someotherbelievable reason)but thislandisbeautiful,withagreatpanoramicviewfortheexactsameprice.Nowthecloser tells or suggests to the customer that the beautiful view property hasalreadybeensold(intruthithasn’t,it’sstillforsale)andthatthefirstpropertytheylookedatisthenextbestthingtobuy.Thisiswhentheaveragecustomerwillstartmakingallofhispositiveandseriousdeclarationsandstatementsaboutwhathewouldhavedone,sayingthattheviewpropertyistheonlyonehereallywantsandifitwasforsalehewouldbuyitimmediately.Thiskindofstatementiswhatthecloserwantedtohearinthefirstplace.Now,allthecloserhastodoisgiveamediocrepresentationconcerningthefirstproperty(theaverageone),whilestillreferringtotheviewpropertyinanoff-the-cuffmanner,suchas“Mr.Customer,youknow,thatviewisfantastic,nowonderithasalreadybeensold.Ijustwishwecouldhavebeenheresoonersoyoucouldhaveownedit.”

From this point on the customer will think that he’s off the closer’s hookbecause the property he really likes is gone. So the customerwill continue torave about the view property, its potential, its character, and all of itspossibilities,notknowingheisonlygettinghimselfboxedinandtrappeddeeperbytheminute.Afterthepresentationisovertheclosershouldexcusehimselffora few minutes and go look at his property listings (or inventory). Then with

excitement and enthusiasm the closer should tell the customer that uponchecking, he foundout that the viewpropertywas indeed sold, but the ownerhadjusttradedhisequityintoapieceoflakeproperty(orsomeotherbelievablereason).Sonowthec[Sonityustomercanbuythepropertyhewantedsobadlyattheexactsamepricequotedforthemediocreacre.Theclosershouldthenstartwritingup theorder,withoutwaiting for anycustomer responseorobjections.Theclosershouldassumethesale ismadeand inmostcases itwillbeasolidsale.

Note 3. Customers Talk to Customers. Some customers will always try tomingle with another closer’s customer so that they can compare notes andinformation(whetherit’sintherest-roomofasalesoffice,ontheparkinglotorat the refreshment center). Even if the customers don’t know each other, theywill try to talk to each other. The customer wants to know if the productpresentationheishearingfromhiscloseris thesameasthepresentationbeinggiven by another closer. Customers are basically skeptical and they need thistype of reassurance and enjoy checking up on their closer. The closer shouldrecognize this and attempt to keep his customer away from the other closer’scustomers,withouthiscustomerbeingawareofwhatheisdoing.Thereasonforthis separation of customers on the closer’s part is this: Customers will talk,exaggerate,andmakeupstoriesregardingtheircloserandtheproducttomakethemselveslooksharpandknowledgeableaboutthewholesalessituationintheeyes of the other customers. Customers want and need to project an air ofconfidenceandstrengthtoothercustomers(new-foundfriends).Thisisbecausetheycan’tshowthistypeofattitudearoundtheirowncloser,asheisinchargeand in control. So the customer lets the pressure off by talking (gossipingshamelessly) toothercustomersandindoingsolets theothercustomersknowlittle “thises and thats.” The little “thises and thats” comments betweencustomerscankillasaleforacloserfasterthananythingelse,andthecloserwillneverknowwhathappened.

Remember:Anykindofstatement(orgossip)fromatalkative,gossipingcustomerthatcontradictssomethinginyourpresentationcouldblowawayonesaleormore.

Theclosershouldkeephiscustomertohimselfandprotecthisownproductpresentation from outsiders. The closer must have total control; any negativeconversation or question from another customer could destroy the closer’scontrol.

Thecustomerseparationcanbeachievedtactfullybythecloserifhetellshiscustomerheisnotnormallyinthesalesdepartment,butisinmanagementoronthe staff, etc…., and that he (the customer) will be given special productpresentationfactsandpricesothercustomerswon’thaveanddon’thavetoknowabout.Theclosershouldthenexplainthatforthisreasonthebestthingtodoisfor the customer to stay right with him and keep all the special prices andproductinformationtohimself.

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PRESSURES,TRICKSANDTRAPS:SPECIALNOTESTOREMEMBER

1.Thecloserhastoadjusthistotalsalespresentationsoithasatempothatwillbe acceptable and understandable to his customer. The closer should keep thepresentation sharp and crisp, but it has to be delivered with the customer inmind. (For example: Older customer—slower and more deliberate; youngercustomer—excited with more enthusiasm; hard-of-hearing customer—a littlelouderandslower.)

2. Important—Sell the things the product (or service)will accomplish anddo,morethansellingtheproductitself.It’se[elfong>.asiertoselladreamthanitisto sell aphysicalobject.Thecloser shouldnotonly sell theproduct,butmustsellbeyondtheproductitself—sellingthefuturebenefitstheproductcanoffer.(Note: The customerwill domost of the dreaming once the closer plants the“imaginationseeds.”)

3. When something special and exciting happens during the presentation,comment on it and put it into the sales presentation. If while driving somecustomerstoshowthemrealestate,adeerrunsoutfromthewoods,theclosershould point it out and build a story around it that will assist the salespresentation; or if a closer is selling boats and he’s out on a lake with hiscustomer when a school of fish swim by, the closer should get excited andspontaneouslyworkthisintothepresentation.

4.Duringthesalespresentation,ifthecloserhitsalull,goesblank,orhasadryperiod(silence),heshouldaskthecustomeraquestionandlethimdothetalkingfor awhile so the closer can regroup, think and rest. The closer should ask afriendlyquestionthatheknowswilltakethecustomersometimetoanswer.Thisnotonlygivesthecloserabreather,itkeepsthecustomeractiveandinvolved.

5. The closer can put another couple (who he personally knows) with hiscustomerandactasifbothpartiesarenewcustomers.Then,whenthecloserisgivinghis salespresentation, the “customers”heknowspersonally can ask allthe right questions and act as though they are buying the product. The real

customerwillmostofthetimefollowsuitandpurchasealso,neverknowingthatthe whole presentation was staged. This practice is not recommended, but asSam taught me everything he knew about closing, I am going to tell youeverything I knowwithout editingormaking anymoral judgments.Yourownethicalfeelingswillhavetodictatehowfaryouwillgotoclosethatsale.

6.During the sales presentation the closer shoulddrophints about inflation, anew price list coming out next week, the limited supply of the product, oranything that makes the customer aware that he can’t wait forever to buy,withoutsufferingsomedownside.

7.Ifacustomerdoesn’thavetimetohearacloser’scompletesalespresentation(alegitimateexcuse),thentheclosershouldsimplyrescheduletheappointmentandmakeanotherdate.Thecloser’stimeismoneyandheshouldn’twasteitonacustomerwhocan’ttakethetimetohearthewholemaster-presentation.

8. When a closer is with his customer he should be friendly and polite toeveryonehemeets,evenifhedoesn’tknowthepeopleheisbeingfriendlyandpoliteto.Thiswillatleastcreatetheimpressiontothecustomerthatheiswell-knownandwell-liked.

9.Theclosershouldbesurethathissalespresentationisnotboring;heshouldtell interesting stories that help illustrate points hewants tomake or describe,andstoriespeoplecanrelateto.

10.Whenacloserhasanewcustomerwithhimandheseesoneofhissatisfiedcustomersfrompastdealings,heshouldstopandsayhellotohimandseehowheisdoingwhilehisnewcustomerispresent.Thiswillmakethenewcustomer(the one who hasn’t bought yet) feel more comfortable and at ease with thecloser, because hewill think about himself a [outhe newfter he buys and feelbetterknowingthatafterthesalethecloserdoesn’tjustforgethim.

11.When the closer is giving his sales presentation, hemust pay attention tobothmembers(husbandandwife)ofthecustomer’sparty.Thecloserhastobeaperfect“balancer”when throwingoutquestions.That is,he (thecloser)has toask both husband and wife an equal number of questions and get an equalnumber of responses, so each customer will feel equally involved in thepresentation.Ifonepersonisfeelingleftoutthenthepresentationcouldbedead.

12.Thecloserhastonearlyalwaysleadthecustomertowardtheproducthe(the

closer)wants tosell.Forexample:“Mr.Customer, I thinkyoureallyneed thislargermodel to accommodate your entire family. Then everyone can bemorecomfortable.”Thecloserhastousesometactwhenheisleadingsothecustomerwinds up thinking it was his idea in the first place to choose that particularmodel. If thecustomer feelspushed intosomething thesalecouldbe lostveryeasily.

13.Whenthecloserisgivinghissalespresentation,heshouldaskthecustomer’skidsquestionsandgettheminvolvedintheproductalso.Kidsaregreatalliesforthecloserbecausetheyalwaysslipupandtellsecretsabouttheirparents.Theseslipsaddtothecloser’sinformationpoolabouthiscustomer,sowhenitbecomestimetoclosethecloserhasadditionalammunitionhemayneedtogetthesale.

14. The closer should never monopolize the sales presentation. It has to bedivided with some conversation from the closer and some opportunity forfeedbackfromthecustomer,butnotnecessarilyevenly.Thiswillmakethesalespresentationmoreofateameffortandnotonepartytalkingattheotherparty.

15. The closer should always express positive thoughts when talking to thecustomer. For example: “Mr. Customer, now that color would look good onyou,” or “Mr. Customer, can you imagine what this product will do for yourbusiness?Why, you’ll not only be the biggest supplier in the state, but mostlikelyinthecountry.”

16.The closer should alwaysuse theword“when” in talking tohis customer,andnottheword“if”oranyothernegativeword.Forexample:“Mr.Customer,when you and your family build your vacation home on this acre of land, Ipromise you, that will be one of the proudest days of each member of yourfamily’slives.”

17. If the closer evenonce thinks abouthis sales commissionduring the salespresentation,heisdead.Thatgreedandmoneysignwillshowrightthroughtothecustomer,andthecustomerwillreaditlikeabookeverytime.(Fact.)

18. During the sales presentation the closer shouldn’t down-grade hiscompetition.Thecustomerwillnotthinkmuchofthiskindofsalesapproachasitdoesn’tshowmuchclassonthecloser’spart.Thebestthingfortheclosertodo is to talk up his product and just put himself above the competition. Thecloser can even tell his customer that he respects his competition but their

product isn’t even in the same league. Customers will prefer the more self-assuredapproachoverthenegative,mudslingingapproach.

19.Wh[

20.To lighten thingsupabityoucanbreak the iceby saying something like,“Mr.Customer,myproduct isabsolutelyfree,butyouhadbetterpayattentionbecausemysalespresentationcoststenthousanddollars.”

21.Remember,customerswillalwayshavechampagnetastewithbeerbudgets;thecloserhastoshowthecustomerhowhecanobtainthechampagneandstillstaywithinhisbudget.

22. The closer has to take action first if hewants his customer to follow. Forexample,ifacloserhasacustomerinhiscarandwantsthatcustomertogetoutandwalkacrossapieceofrealestate,butthecustomerdoesn’treallywanttogetout of the car, the closer can get the customer out by simply saying, “Mr.Customer, let’sgetoutandstretchour legs.”Theclosershouldn’tmention thepropertyatthistime,butjust“let’sstretchourlegs,it’sbeenalongdrive.”Thecustomerwillfollowalmosteverytime,andoncethecloserhashimoutofthecarhecanthenshowhimtheproperty.

23.Remember—Ifthecloserhassoldthewoman,in98%ofthecasesthesaleismade.Themanwillbuyifhiswifewantstheproductbadlyenough.Thecloser’schallengeistoestablishthatwant.

24.Throughoutthesalespresentation,theclosershouldaskthecustomer,“Mr.Customer,canyouseethepotentialofmyproduct(orservice)?”Thecloserhastobeconstantlyplantingimaginationseeds.

25. The closer should always remember he is an actor and everything aroundhimshouldsupporthissalespresentation.Allthetoolsheusesarethepropssohecanputonhisperformanceinaprofessionalmanner.Thatistheonlywaytoimproveyouroddsofmakingasale.

26.Ifacustomersayshedoesn’thavetimeforafulldemonstration,theclosershould tell his customer hewouldn’t be doing him or his family justice if hedidn’tgive thecompletesalespresentation,“Youdeserve thebestandIwouldliketogiveyouthebest.”

Samsaidthisendedmylessononthesalespresentation,andIwasnowreadytostudyclosing—theartofgettingthesale.SamsaidthatbeforeIcontinued,Ishould remember this one thing about sales presentations:When the closer isgivinghisproductpresentationheshouldalwaysbeconstantinhisdelivery.Inother words, the closer should arrange and organize his presentation so itcontinually moves towards the closing question and the sale. The closershouldn’t“zig-zag”(sporadicallyjumpfromonesubjecttoanother)orconfusethecustomerwithunrelatedmaterialandinformation.Theclosershouldsticktohisproduct(orservice)presentationgameplan,anddivertonlywhenhehastomakeaspecialpointconcerningtheproduct(orservice).

Theproduct [">T theclosepresentationhas tomake sense to thecustomerbecausethecustomernotonlyhastofollowwhatisbeingsaid,butalsohastofully understand it. If this basic “presentation reasoning” is not used by thecloser,thenhewon’tsell,period.

Theproductpresentationis thefactualproof(product information)giventothe customer so he will have enough useful knowledge to make a buyingdecision.Itisessentialthattheproductpresentationbewellorganizedandhavecontinuity,becauseall theproduct information isbeingmolded,channeledandaimedatonefinalgoal:aclosingquestionthatwillgetanaffirmativeanswer.

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CLOSINGTHECUSTOMER

•A.TheWord“Close”:WhatItMeans•B.RegroupingtheCustomerAftertheProductPresentation•C.Closer’sandCustomer’sAttitudes:WhatEachOneIsThinking

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CHAPTEREIGHT

CLOSINGTHECUSTOMER

It was the latter part of August and this particularmorning was beautiful.EveryoneatGreenVistaEstateswasinagreatmoodexceptforSam.Heseemedtobeextraquietandseriousforsomereason.Iaskedifeverythingwasallright.Hejustsmiledandsaideverythingwasfine.SoIwentondoingmydutiesandpaidnomoreattention.Laterthatafternoon,Samcameoverandtoldmehehadsomething very serious hewanted to talk about afterwork. Thiswas unusualbecauseSamandIusuallytalkedaboutsalesandselling,aswellasotherthings,duringtheworkingday,neverafterthejob.WhenIgotoffwork,wesatdowntogetherontheoldhotel’sbackporchstepsthatoverlookedabeautifulvalley.

Sam askedme if I had understood all the lessons on sales closing he hadtaughtmeuptothispoint,andIsaid,“Yes,Ithinkso,”wonderingtomyselfifhewasgoingtostarttalkingaboutthelessononproductpresentationsagain.Buthedidn’t.Instead,Sampointedouttothevalleyandproceededtotellmesomedown-to-earth, old closer’s philosophy. He told me that everything in thiswonderfulworldhadaspecialmeaning.Therewasabeginningandanending,andatruereasonforbeing.

Samlookedatmewithtearsinhiseyes,andsaidthathewasabout to takemethroughthemost importantandserioussales lessonIwouldeverhave.HesaidmynextlessonwouldbetheculminationofeverythingIhadlearnedsofar.Sam said he would explain this lesson only once, so I had better pay closeattention and notmiss a single thing. He also toldme that this was going tocover theessenceof selling thatmostclosersdonotcompletelyunderstandortakethetimetostudyatall.Hesaidthislessonwouldbetheveryheartandsoulofallsales^missiomppresentations,regardlessoftheproduct(orservice).SamtoldmehethoughtIwasnowreadyforthisveryspeciallessoninsales.

So I sat there, as the sun was setting over that very peaceful valley, andlistenedtomyolderfriendexplainthelessonthatcontrolsliterallyeverythinginsales:thelessonwasabout“closing.”

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THEWORD“CLOSE”:WHATITMEANS

Samsaidtheveryfirstthingtolearnaboutclosing,beforeactuallygoingintothestudyofclosingcustomers,wastoknowandunderstandexactlywhattheword“close” means as it relates to sales. The best way to know exactly what itdenotes,hesaid,wastoseeitthroughanillustrationthatnotonlydemonstrateshowtheword“close”works,butalsoshowsalltheingredientsthatgointothewordtomakeitfunction.

NOTE:When illustrated, themeaningof theword“close” looks likeaboxwitheachsidemadeupofall the ingredients thatgo into itsconstruction.Thecloserbuildsthisspecial“trapbox”completelyaroundhiscustomerduringhissalespresentation,justwaitingfortherighttimeto“close”thefinaldoortothetrap.Each sidecouldbeusedas theclosingorboxing-indoor,but it takes allsides joined together tightly and united at exactly the same time tomake the“trap box” work. In other words, getting the boxed-in customer to say “Yes”whenaskedtobuy.

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THEWORD“CLOSE”ILLUSTRATED

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“TheTrapBox”

Samsaid theword“close” simplymeans the final actof a closer, through theefforts of charm, persuasion, product knowledge and enthusiasm—to convincehis customer to buy his product, right then and there. (Note: The closer—“closes”whenhiscustomersays“Yes,I’llbuy,”makingthattoughaffirmativedecision.)

The “trap box” is exactly what the name implies. It represents all theingredientsthecloserneedsandusestogethiscustomerintosuchapositionthatwhenheisfinallyaskedtobuytheproduct,he(thecustomer)hastosay“Yes.”Theillustrationshowingthe“trapbox”makesiteasierforaclosertounderstandhow (by using all of his skills and knowledge) he can surround the customerwith invincible and invisiblewalls, andwhen the time is right, close the finaldoor to the “trap.”At this point the closer’s customer is sealed in, locked in,boxedin,andsold.

Thecloserhastorememberthatallofthesteps—fromthefirstmeeting,thesalespresentation,thepre-closingquestions,everything—mustbeusedtobuildthe“trapbox”aroundthecustomer.Ifanypartisleftout,the“trapbox”won’tbecomplete.Insteadtherewouldbeanopening,anessentialsideofthe“trap”missingforthecustomertoescapethrough.Thecloserhastothinkandplanhistotal sales presentation with precision and professionalism in order tosuccessfullyconstructthe“trapbox.”Thisisabasicrulethatcannotbestressedenough.

Everythinginthesalespresentationshouldpointtoandleadtothefinal“Yes,I’ c to ll buy” answer from the customer. The sales presentation has to bedirected toward that final goal and nothing else. The closer, by rememberinghow the “trap box” works and how it is constructed, can direct all salespresentations so they develop to the point where the sale is made (the pointwherethecustomeris“closed”).

(Note:Samtoldmenot toconfuse themeaningof thewords“closing”and“close.”Hesaid“closing”wasgettingyourpointacross toanotherpersonandgettingthatpersontoagreewithyou.Therewasnotimelimitor timeelementinvolvedin“closing”—itcouldtaketwominutesorallday.Butto“close”wastheact, theconclusion, theonepointwhere thecustomer isputon thespot togive a positive response to the closer, a “Yes” answerwhen asked to buy the

product.)

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REGROUPINGTHECUSTOMERAFTERTHEPRODUCTPRESENTATION

Samsaidweshouldtakealookathowthecloserregroupshiscustomeraftertheproductpresentationiscompleted.

A. Regrouping the Customer—When the closer has finished his productpresentation (the actual act of showing his product) and/or demonstration heshouldregroup,directingandleadinghiscustomertoacomfortable,morequietlocation.(Note:Whileorchestratingthisregroupingtheclosershouldtrytogetas physically close as is comfortable to the customers, enhancing feelings ofconcern,trust,andcaring.)Thereasonforthismovementistogetthecustomerawayfromtheproductandbacktotheclosingtablesotheclosercansitdownwithhiscustomerandgettothebusinessofclosingthesale.Thismaneuvercaneasilybeaccomplishedbytellingthecustomeryoustillhavesomethingtoshowhimbackinthesalesofficeorbytellinghimsomerealisticstorysothathewillfollow. For example, “Mr. Customer, now let’s go back to the office and I’llshowyouwhateverythinglookslikeonpaper,”or“Mr.Customer,let’sgoinsideforaminuteand letmeshowyousomethingabout theproduct thatyouwon’tbelieve,” or “Mr. Customer, I have to check in with my sales manager for aminute, socomeon inandhavesomecoffee,”orwhateverappropriateexcuseyoucancomeupwith.

Theclosermustgethiscustomersittingdownandbackintoaframeofmindgearedforfinancesandpaperwork,ratherthanbeingpsychologicallygearedfortheactualproduct.This“productpresentationtotheclosingtable”transitionhastobeacalmandnonchalantmovementsothecustomerwon’tpanicorstart tofeel trapped. If the customer feels he is about to be “boxed in,” his defensiveshieldgoesupinasecond.Theclosinglocationcouldbeasalestableordeskintheoffice, or thekitchen table in a customer’s home, or even the closer’s car,parked under a shade tree—anyplace that will be conducive for the closer tocontinue with the rest of his sales presentation. Then, without moving thecustomer again (the less confusion the better), go right into the pre-closingquestions,andultimatelytheclose.

Itshouldberememberedthataclosercouldalso“close”thecustomerrightin

themiddleofhisproductpresentation,forexample,whenheisoutinthemiddleofafieldshowingrealestate,ordrivingaroundwithhiscustomerinanewcar,orshowingthecustomerhowtooperateapieceofmachinery.Thecustomercanbe “closed” any place and any time the closer feels he is ready to buy theproduct. But we’re not talking this type of easy ctypanysales situation here.Whatwearetalkingaboutisamorecomplicatedsalessituationwherethecloser,after finishing physically showing his product, takes his reluctant andunimpressed customer to a closing table, seats him, gets him coffee orrefreshmentsandthengoesonwithhissalespresentation,headingconsistentlyandsmoothlytowardthe“close.”(Note:Whenthecloserisseatingthecustomerback in the sales office after his product presentation, he has to use the verysameseatingarrangementsandcontroltechniquesheusedwhenhefirstmethiscustomer,asfullyexplainedinChapter6.)

B. After the closer has seated his customers, he should ask them if theywouldlikeanythingtodrinkandthengettherefreshmentshimself,leavingthecustomersalonesothattheyhavesometimetothemselves,andcangettheirthoughtstogether.(Note:Thereisaschoolofthoughtthatsaystheclosershouldneverleavehiscustomersaloneaftershowingthemtheproduct,becauseitgivesthemtimetotalkinprivateandfigureouthowtheyaregoingtogetoutofthesalesofficewithoutbuying,orhowtheycancomeupwithagoodexcusefornotbuyingtoday,etc.Thistheoryhassomemerit,butit’snotcompletelyaccurate.)The closer should get up and leave the customers by themselves for a fewminutes so they are able to ask each other questions and exchange ideas theywouldn’tshare infrontof thecloser.Theywill like theclosera littlemoreforshowingthiscourtesyandrespect.Thecustomerswilldiscusseverythingfromtheirpersonalfinancestowhethertheybelievethecloser’sproductpresentationstory. It reallydoesn’tmatterwhat thecustomers talkaboutbecause theclosershouldnotonlybeincontrol,butbythistimeheshouldhavemadefriendswiththecustomersandestablishedacloserelationshipwiththem.Thecloserhastokeepinmindthathe’salreadyabouttwo-thirdsofthewaythroughthetotalsalespresentation and that’s a little late inmany cases to pull a friendship or closerelationship“feeling”outofthehat.

C.Whenthecloser isaway fromtheclosing tablegettingcoffee,checkingtheinventory,orwhatever,heshouldobservehiscustomer’sactions,toseeiftheyarehavingaseriousdiscussionoriftheyarejustlaughingandhavingagoodtimeasthougheverythingabouttheproductpresentationwasajoke.Thecloserhadbetterknowwherehestandswithhiscustomerswhenhecomesback

to the closing table, because that’s the time to get down to the bottom line ofgettingthecustomerssold.

(Note:Theclosercantellalotabouthiscustomersfromjustwatchingthemas they talk together and remembering the degrees of interest they showedduring the product presentation, alongwith all the things that were said. Thecloser shoulddecide at this pointwhatmaneuver, approachor techniquehe isgoing to use to “close” his customers. He’s had sufficient time to study thecustomers and analyze them during the pre-presentation pitch and the productpresentation.Theclosershouldhavenoproblemdeterminingtheiroverallmake-upandwhatweakpointsarevulnerabletohisclosingattack.)

D.Whenthecloserreturnswiththerefreshmentstotheclosingtable(wherehiscustomersareseatedcomfortably)heshouldprojectalookofconfidenceandself-assurance, thinking tohimself, thesecustomersare reallygoing tobuy theproduct,period.

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THECLOSER’SANDCUSTOMER’SATTITUDE:

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Whateachopponentissecretlythinking

Sam said at this point the stage is set (back in the sales officewith everyoneseated)andthetwoopponentsarenowreadytogointothefinal,deadlyround(Step III) of the overall sales presentation. It’s a good idea to look at eachopponent’s attitude separately, Sam told me, to see exactly what each one isthinkingprivatelytohimself.ThisishowSamexplainedit:

1.TheCustomer’sAttitude.Whatthecustomeristhinkingaboutandhowhefeels as he sits at the closing tablewaiting for the closer to continuewith hissalespresentation.

Thecustomershouldhaveasoundoverallpictureofthecloser’sproduct(orservice),plusheshouldunderstandtheproduct’sadvantagesandbenefitsduetothe closer’s pre-demonstration pitch and product presentation. The customer’sgeneralattitudeatthispointcouldbeoneofthefollowingoramixtureofall:

A.Thecustomerissoldontheproductandwantstobuyitimmediately,buthedoesn’tknowthepriceyet.Heisanxiouslywaitingfortheclosertotellhim.

B. The customerwants to buy and he knows the price of the product, but hecan’taffordtopaycashatthistime,orthinkshejustplaincan’taffordit.Soheisanxiouslywaitingfortheclosertotellhimaboutthefinancialtermsandwaysofpurchasingthatwillorwillnotfitintohisbudget.

C.Thecustomer isundecided.Hedoesn’tknowifhewants tobuyornot;hismind isn’tmade up yet—in otherwords, he’s not completely sold. So he sitstherewaitingfortheclosertoexplainmoreabouttheproductorhejustsitstherewaiting for thecloser tomakehisnextmove. (Note: In thiscase thecustomercouldaffordtheproductifhewanteditbadlyenough.)

D.Thiscustomerisnotsoldontheproduct.Hedoesn’tlikeitanddoesn’twantit.He’ssimplywaitingfortheclosertohurryupandfinishhispresentationsohecanleaveandgohome.

The closer has to acknowledge and understand one very important factconcerningcustomersand theirattitudes:Whensittingat theclosing tableandwaitingfortheclosertocontinuehissalespresentation,allcustomers,nomatterwho they are, will have a combination of the very same basic thoughts andfeelings.Theyarefear,anxiety,confusionandexcitement.Thesefourelementsarepresentandbottledupinsideeverycustomerthatcloserswillevertalktoattheclosingtable.Someofthefeelingswillbestrongerthanothers,butit’safactthateverycustomer,whetherrichorpoor,willhavethesefeelingswhenit’s“sitdowntime”and“dealingtime”withthecloser.

Sam said the reason these common elements are found in all customers iseasytoexplain;atthispointinthesalespresentationtheseatedcustomerreallydoesn’tknowwhattoexpectnext.Hedoesn’tknowwhatthecloserisgoingtosay,orhoworwhenhewillaskhimtobuy.Thecustomerdoesn’tknowifthecloserisgoingtousesome“closer’strick”orifheisgoingtobringinanothercloser—likethesalesmanager—tohelpgetthesale.Thecustomerissomewhattensewithanumberofpossiblynegativethoughtsrunningthroughhismind.le.eight="0em">

Ifthecloserhasdonehisjobproperlyduringthepre-demonstrationpitchandtheproductpresentation,thecustomershouldbethinkingseriouslyaboutbuyingthe product andwill possibly have somemeaningful questions concerning theproduct.But if thecloserdidn’tdohis jobandfailed tocreateenough interestand desire in the customer to own the product, the customer will only bethinking of ways to say “no” and get out of the sales office. The customer’sattitudeandwayofthinkingdependsonhowthecloserhasdonehisjob.It’salsovery important to remember that the customer, if not completely sold on theproductwillautomaticallybelookingforreasonsnottobuyratherthanreasonstobuy.It’seasiertosay“No”andbeuncommittedandunconcernedthanitistosay“Yes,I’llbuy,”andthenhavetotakeonanewobligationorresponsibility.Thecustomer, inmostcaseswhenbuyingdecisionsare left tohimalone,willwanttotaketheeasywayout,andthatusuallymeansa“No”answer.

Thecustomerwillbelookingforandtryingtocomeupwithwhathethinksarelegitimatereasonsnottobuy,reasonsfornothavingtospendhishard-earnedmoney. The customer will want to be able to justify his “No” answer to thecloserbecausehe likeshimanddoesn’twant tosoundungratefulor rude.Thecustomerwillalsobetryingtorationalizehis“No”answerinhisowneyes,sohewillfeelthatbynotbuyinghedidn’treallymissoutonanything.

Thecustomer’sattitudeaftertheproductpresentationisvery,veryimportant.Not only because it shows the closer how close he is to getting the sale, butbecauseitgivestheclosercustomerinformationheneedstoknowsohecanplan

and direct his “closing” attack.This information is obtained by observing andlistening to the customer’s actions and statements,whichare all reflectionsonhisgeneralattitude.

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NOTESTOREMEMBERCONCERNINGTHECUSTOMER’SATTITUDE

A. No matter how much a customer believes or likes the closer, he willsomewhereinthebackofhismindbeskepticalandleerybecausethecustomerhassometimeinhisownpastputhistrustinanothersalescloserandgottenhurt.

B.Thecustomeriswonderingtohimselfwhatexactlythecloserisgoingtodonext.Soheautomaticallystarts tobuilduphis leadshieldorguardagain.Thecloser has to re-relax the customer at the closing table, so he is calm and notdefensive.

C.Ifthecustomeristimidorunusuallyquietcomparedtohowheactedduringtheproductpresentation,itcouldbebecausehehasaquestiontoaskabouttheproductandistooembarrassedtoaskit,thinkingitsoundssillyorthatheactedtooexcitedduring theproductpresentation.Thecustomermayfeelheshowedtoomuchemotionandnowherealizesit’s timetogetdowntothebusinessofbuying and negotiating so he is reestablishing his defenses. To put it anotherway,thecustomermayhavegottencarriedawaywithenthusiasmwhenhewasinspectingtheproductandrevealedtoomuchofhishandtothecloser,andnowhehastoactreservedandself-controlledsohewon’tlooklikeaneasymark.

The closer can take care of both of these problems by merely getting thecustomer relaxed again, getting him talking (asking the right questions),becoming his cbecgain. Thefriend again and making him feel at ease at theclosingtable.Hemustletthecustomerknowthatnothinghaschangedfromthefirsttimetheymetandthatnooneisgoingtoforcehimtospendhismoneyifhedecidesnottobuy.

D.When thecustomer issittingat theclosing table,heought toknowenoughaboutthecloser’sproducttobeabletopayattentionandknowwhatthecloseristalking about. If the customer doesn’t understand everything or missedsomethingduring the pre-demonstration pitch or the product presentation, thatmissinginformationcouldveryeasilykillthesale,justbecausethecustomerandcloserdidn’t fullyunderstandeachother.Therewas a lackof communication.(Note:It’sthecloser’sresponsibilitytomakesurethisdoesn’thappen.)

E.Thecustomerswillbethinkingandtalkingbetweenthemselves(husbandandwifeteam)abouthowtheycanaffordtheproduct.Thisdiscussioncouldcauseaproblemifonepartyissoldandtheotherpartyisnot.Onepartywon’twanttospend theirmoneyand theotheronewill.Thecloserhas towatchout for thishusband and wife “money fight” and stop it, or the whole sale will be lostbecausethecustomersandthetotalsalessituationgotoutofthecloser’scontrol.

F.Thecustomerwill tell justabouteverythingabouthimself throughhiseyes.He doesn’t have to say aword to the closer. For example: If the customer islooking around the sales office in sharp, short and jerky movements, thecustomerisscaredtodeathandnervouslywaitingforthecloser’snextstep;or,ifthe customer is looking out of thewindowor across the roomwith a kind offarawaylookinhiseyes,thereisagoodchanceheisthinkingaboutfinances,orthe product’s advantages. He is probably daydreaming about everything thecloser has shown him and said. The customer’s eyes and facial expressionsprettymuchtellthecloserthestoryonhowclosethecustomeristobuying,afterhehasreceivedandgonethroughtheproductpresentation.

G. If the customer is sitting back in his chair and has pushed away from theclosingtablewithhisarmsfolded,ifheisnottalking,orisnonchalantlychattingtoothercustomer teammembers, thecloser shouldknow thiscustomer is stillnotsold.(Note:Customershavetohavebothfeetsquarelyonthefloorandarmsonthetable,showinginterestinwhatthecloserissayingordoing,ifasaleistobemade.) The customerwho has an attitude of “Okay, I’ve seen the product,whatnow?”isnotyetsold.Thecloserhashisworkcutoutforhimbutthat’sallright.Ifthecloserdoestherestofhisjobcorrectlythecustomerwillusuallybuy.

H.Afterthepresentation,thecustomerwillbetryingtoregrouptogetbacktohisoriginalgameplanof“I’mnotgoingtobuytoday.”Thecustomerwilltrytogethisthinkingbackontrack,thewayitwasbeforehemetthecloserandwasintroduced to the product. But now it’s more difficult because the customerprobably likes the closer and knows more about the product. He also nowrealizesthattheproductpresentationwasn’tasbadorroughashehadthoughtitwasgoingtobe.Sothecustomer isnowsomewhatoffbalanceinhis thinking(off guard) and a little confused. The closer has tactfully broken through thecustomer’s defenses and the customer’s original “no buy” policy is starting tofallapart.(Note:Thisisexactlywhatthecustomer’sattitudeshouldbeafterthecloser’sproductpresentation,ifthecustomerhasn’tboughttheproductalready.)cucter

2.TheCloser’sAttitude.What the closer is thinking to himself and how hefeelsjustafterhehasgiventheproductpresentationandjustbeforehegoesbacktotheclosingtabletositdownwithhiscustomer.

The closer has to know that his customer is sitting on pins and needleswaiting forhis return.Hemust calm thecustomerdownbeforegoing into thepre-closingphaseofthesalespresentation.

Once the closer knows the customer’s attitude he can plan the next step,properlyadjustinghisownattitude.

Theclosershouldbethinkingthathehasthesale(ifhegaveagoodproductpresentation).Hehastoassumethecustomerisgoingtobuy.Thereasonforthisisbecausetheairofconfidencetheclosershowswillunconsciouslyruboffonthe customer when they sit down together. The customer will feel this self-assurednessandautomaticallybecomemoresecureandmorepositiveinhisownmind.Thecustomerwantstodobusinesswithawinner,achampion,someonewho shows that he is a professional and has a product that is the best, not arunny-nosedlittlesalesmanwhoisafraidofthecustomer,embarrassedabouttheproduct, and afraid to ask for the sale. (Note: Some customerswill resent thecloser’s assured attitude and will put up their defensive shield to protectthemselves.Theclosershouldbeabletospotthisnervousreactionfromthestartand through simple, comfortable conversation and friendly charm convey themessagethathisconfidentattitudeisnotthreateningandisbaseduponasincerebelief in his product.After the customer sees the closer’s attitude is based onenthusiasmand sincerity and realizeshe is aniceguy, thedefenseswill comedown.)

The closer also has towatch his customers’ actions and noticewho in thecustomers’groupistalkingoractinglikeheisnotinterestedintheproduct.Thispersoncouldbecomeafutureproblemforthecloser,becausehemaytrytotalkeveryoneelseoutofbuying.Thecloserhastobealertandobservethesethingssohecanplanexactlyhowtoapproachtheseatedcustomers.

Theclosershouldhave theattitude thathehas justshownhiscustomer thebestproductintheworld.Hecouldn’tgooutandbuyabetterproductanywhere.Theclosershouldtakeprideinthefactthatherepresentsthisproductandthatheisgivinghiscustomertheopportunitytobuyit.Toreallybeeffectivethecloserhas to not only show this pride butbelieve it. (Note: This does notmean thecloser shouldbe arrogantor snobbish, but ratherhe shoulddisplay an attitudethat radiates the feelingsofbeingonawinning team,ora“Mr.Customer,myproductisinaleaguebyitself,it’sthetopoftheline.”Thisisthetypeofattitudethatturnscustomerson.)

This kind of thinking on the closer’s partwillmaximize sales. Itwill also

makethecustomerfeelmorecomfortableknowingthatheiswithaprofessionalthatreallyknowswhatheisdoing.Justaspeopledon’twanttobewithadentistordoctorwhoisabeginner,theydon’twanttodealwithasalesbeginnereither.

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NOTESTOREMEMBERCONCERNINGTHECLOSER’SATTITUDE

A. The closer should have an irrepressible, thick-skinned, always positiveattitude.Thecloserhastorealizecas>

Thecloserhas to remember thathe is theonewhohas toget thecustomeroverhisfear-of-buyingfeeling.Theclosercan’taccomplishthisifheshowsthefear of asking his customer to buy. Two fears surely do not contribute to abuyingdecision.

B.Thecloserhastogethimselfpsychologicallypreparedtogoinandsitdownwiththecustomer,leavingonlyafterthesalehasbeenmade.Todothis,thefirstthingthecloserhastodoisclearhismindofeverythingexcepthiscustomerandhisproduct.Hecan’tbe thinkingabouthiswife, thecommissionhe’sabout tomake,thepartyhe’sgoingtolater,oranythingelse.Thecloserhastobetotallydedicatedandcommittedtogettingthesale.Ifheletshismindwanderwhenhesitsdownwiththecustomer, itwillshowandthecustomerwillfeel that if thecloserdoesn’tcareenoughtoshowcompleteinterestthenwhyshouldhebuy?Alackofcompleteinterestandfocuswillkillasale.

C. The closer must realize that to get the sale he has to use the power ofemotionsonhiscustomer.Togethimselfreadyforthis“finalact”intheoverallsalespresentation,theclosershouldgosomeplacealoneandpsychehimselfupfor this closing process. (Note: He should use the earlier mentioned mirrortechniqueandgetseriouswithhimself.)Theclosershouldknowbythistimetheweak points in the customer’smake-up and plan an emotional attack for thatsensitive area. For example, the customer’s weaknesses or vulnerable pointscouldbehisfuturedreamsforhischildrenorhisdesiretoattractmembersoftheopposite sex.Anything that gets the customer activated, excited, and thinkingshouldbeusedinconjunctionwiththeseller’sfinalclosingquestion.

D. The closer has to psyche himself up into believing that this is his finalapproach,hislastshottodealwiththecustomerandgetthesale.Thecloserhasto be mentally ready for a long and drawn-out battle with the customer, ifnecessary.Heshouldfightforthesalerightnowandnotallowthecustomerto

getaway.Hemustassumethatiftheywalkoutthedoorwithoutbuyinghewillneverseethemagain.

E. A closer must really understand this one special aspect of “closing” acustomer:The act of getting a customer to buy the product, of getting him tomakeadecisionthatisgoodandrightforhim,isn’talwaysniceandpretty.Theclosersometimeshastoapplyintenseandcontinuouspressureonthecustomer.Thekindofpressurethatmayoccasionallyproducetearsandotheremotions,togetthesales.Therearemanysalesbooksandschoolsofthoughtthatlookdownonrough,hard,aggressivesalespressure.That’stheirprivilege.Samagrees;hesaidthiskindofclosingpracticeshouldn’teverbethenormalprocedureacloseruses. But he did tellme that it is a very necessary tactic for the closer to beawareofandutilizewhenhemust.

Pressureclosingexists,it’saliveandwellanditwillalwaysexist.Anycloserwho is not using a little pressure when it’s necessary is missingmany,manysales. In wrapping up this attitude lesson, Sam told me I should alwaysremember these standard customer attitudes and closer attitudes, and I wouldimprovemyclosingaverage.Hesaidtheywouldhelpinantichestcipatingandovercomingobjectionsandproblemsthatotherwisewouldbelikelytosabotagethesale.

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CLOSINGTHECUSTOMER:

AdvancedTechniques

• A. The Closer’s Pre-Closing Questions, Statements and Actions:SettingUptheCustomerForthe“Close”•B.Closing:TheActualActofGettingtheCustomertoSay“Yes”1.GoingInfortheKill2.TheCloserHandlesandCompletelyConquerstheCustomer’sObjections•C.TheMasterCloser’s“DeadlyRulesofClosing”•D.Important“ClosingNotes”toRemember

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CHAPTERNINE

CLOSINGTHECUSTOMER:

AdvancedTechniquesSam felt I was ready to study the next most important thing to actually

“closing” the customerwhichwas how to “set up” the customer, getting himprepared through product education and programming, for the final closingquestionwherethecloserasksthecustomertobuyhisproduct.

To understand the pre-closing procedure, Sam said that first I had toremember one very important fact: The customer has just finished the actualinspection of the product (the product presentation) and therefore, a lot of theinformation that he heard in the pre-presentation pitch has probably beenforgotten.

So when the closer sits down at the closing table with the customer aftercompleting the product presentation, he has to reeducate, re-orient, re-outlineand re-program him. (Note: The closer shouldn’t bore the customer with acomplete detailed recap of everything; instead summarize, touching on onlyimportant product facts thatwill help persuade the customer to buy.) In otherwords, the closer has to put all of the parts of the puzzle (the overall salespresentation) back together again, in perspective for the customer. Then thecustomerwillbeabletomakeaneasyandunconfusingdecisionwhenaskedtobuytheproduct.Remembertherule,“Ifyouconfuse’em,youlose’em.”

Sam said the best way to explain and show this process of customer re-orientation and programmingwas to give examples in three carefully plannedand progressive steps. These three steps begin with the first words a closerspeaksandcontinueuntfwhoiogiveexailitistime(intheeyesofthecloser)forthecustomertobeaskedtobuytheproduct.

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THECLOSER’SPRE-CLOSINGQUESTIONS,STATEMENTSANDACTIONS:SETTINGTHE

CUSTOMERUPFOR“THECLOSE”

Step1.GettheCustomerRelaxed.Thecustomerisnervouslywaitingforthecloser to drop the hammer (ask him to buy) so the customer is defensive andtense, trying tobepreparedforanything thatmighthappen.Thebest thing theclosercandotoeasethesenegativefeelingsistofirstaskaquestionormakeastatement that doesn’t relate at all to the product. This will get the customertalkingaboutanothersubjectmakinghimfeelmoreateaseandlessdefensive.Theclosingtable,thesalesoffice,andtheotherclosersinthegeneralarea,tendtoscarecustomers.Thisisbecausewhenthecustomerfirstmetthecloserinthesales office therewas noobligation on the customer’s part and hewas a free,independent“looker”orwindowshopper.Thenwhen thecustomerwasoutofthesalesofficeactuallyinspectingtheproduct(forexample:anautomobile)hewasstillfeelingfreebecausehewasoutofdoorsandcouldeasilywalkawayifhe wished. It was just himself and the closer on equal ground (at least thecustomerthoughtso).Butoncebackinsidethesalesofficesurroundedbyothersalesmenandstacksofsellingmaterial,thecustomerstartstofeeltheobligationandpressurebuildbecausehe,thecloser,isspendingalotoftimewithhim.Thecloser, throughhisproductpresentation,has indeed investedprecious timeandenergy in the customer and the customer quite naturally feels an obligation toeither stop wasting the salesperson’s time or to buy something. Here is anexample of how to get the customer talking, thus leading to a more relaxedatmosphere: “Mr. Customer, you said earlier that you were in the homeconstructionbusiness.Haveyoueverbuiltlargecommercialbuildingsbefore?”or “Mr.Customer, your kids said they like to ride horses.Do you have somehorsesbackhomeoristhereaspecialplacethefamilygoestoride?”

Planned,unrelatedquestions like thesewillget thecustomer’smindoff theproductforafewsecondsandhewillstarttocalmdown.It’simportantforthecustomertobeateasebecauseifheisn’t,thenhewon’thearawordtheclosersays.(Fact.)

Step2.Re-educatethecustomerabouttheproduct.(Summarizetheproduct

presentationwith“trialcloses.”)Thecloserhastogetandkeepeveryoneinthecustomer’s party involved in this conversation.Remember, it canbe fatal to asaleifevenonememberfeelsleftout.

This is the step in thepre-closingprocess that lets thecustomeragainhearsome of the product information the closer had related earlier in the pre-presentation pitch and during the product presentation. This is the “refresheroutline” that enables the customer to comprehend the total product and itsbenefits, so he has enough product knowledge to base his buying decision onwhenthetimecomes.

Hereisanexampleofsummarizingforthecustomer,usinganacreoflandasthemodelproduct.“Mr.Customer, letmeshowyou,for justaminute,exactlywherewe’vebeenandwherethepropertythatIshowedyouwas.(Thecloserispointingtoamapatthistime.)Mr.Customer,Itoldyouthepropertywasonlyone-quartermile from the ski slopes.Remember I said that our companywasgoing tobuildanewcountryclub righton theother sideof thatmountainwewerektai.Rstandingon.Well,(pointingtothemap)that’sthelocationwheretheclub will be built, and we were standing right about here—pretty close andconvenient,isn’tit?”etc.,etc.

This kind of showing and telling maneuver, the backing up of facts andstatements with maps, sales material, and verbal summaries, reassures andreinforcesthecustomer’sbelief inthecredibilityofthecloserandthevalueofhisproduct.

Another example of summarizing: “Mr.Customer, now that you have seenthepropertyandeverything thatmycompany isdoing to improve it,wouldn’tyouagreeithaspotential?Ifyoubuythepropertyandwaittwoyearsforalltheimprovementswearemaking in thisarea, canyou imaginewhat the landwillsoon beworth?Youknow, every little thing thatwe do, every amenity, everystreet light, every addition that’s put in, makes that property worth more.Remember that you and your family could come here and use the club, theswimmingpool,thelake—useallofthefacilitiesforpracticallynothingandatthesametimeownproperty.WeareintheprocessofdoingeverythingI’vetoldyouweweregoingtodo,muchofwhichyousawforyourselfduringourtour.Youwereright therewithme.Mr.Customer,whenwefirstgot together I toldyouIwasgoing toproveeverythingIwould tellyouaboutmyproduct,and Ihave. I think you’ll agree that when we say it’s going to be done or thatsomething is going to happen, you can count on it.Wouldn’t you say so?Myproductisgreatbutit’snothingwithoutpeoplelikeyouandyourfamilybecausethebetterthepropertyownersare,thebetterourwholesurroundingareais,andthat’s a fact.Mr.Customer, you can see thepotential here andyouknow it is

real,right?Nowtellmethetruth,I’vebeenhonestwithyou.”Or say something like, “Mr. Customer, let me put everything together for

you.Rememberwhenwefirstmet,Itoldyouthatmycompanyknowswhatit’sdoing,and thatwehave thebestproductanywhere.Wellnow,I thinkyoucanseeandunderstandwhatIwastalkingabout.Notonlyhaveyoulookedatallthebenefitsofmyproductonpaper,butyou’veactuallyseenthemwithyourowneyesduringthedemonstration.Wouldn’tyouagreethatmyproducthasalotoffantasticpotential?”

Or say, “Mr. Customer, I told you that my company was putting inundergroundcablestotheproperty,didn’tI?Anddidn’tIsayyoucouldseethelakefromthatproperty?Well,youcould,couldn’tyou?”etc.,etc.

Thecloserhastokeepinmindthathe’scontinuallybringingthecustomerupto a point, a peak, where the customer is excited and enthused enough to beaskedtobuytheproduct.(Note:Thetimingandprecisepointofaskingfortheorderdependsonthejudgmentofthecloser.Thereisnosetrule.)

Inthistypeofconversation,thecloserisactuallyformingandprogrammingthecustomer’sthinking,sothatitisdiscreetlydirectedtowardapositivebuyingdecision.

With a team customer the closer has to keep everyone in the buying partyinvolvedintheseoutliningandsummarizingquestionsandcomments.

Step 3. Summarizing up to a point. The closer has to know when to stopreeducating the customer about the product and knowwhen to get aggressiveandaskhimtobuy.Thereasonissimple.Ifacloserdoesn’tknowexactlywhento ask for the order and keeps right o kkeehe best pn summarizingwhile hiscustomerisreadytobuytheproductthenandthere,theclosercouldlosethesalebecausehewalkedrightpast the“magicalbuyingpoint”where thecustomer’sattitude, emotions and feelings were exactly right and ready to buy. This“magicalbuyingpoint”issodifficulttodetectthatittakessuperconcentrationonthecloser’spart.Butthat“magicalbuyingpoint”grows,itgetsstrongerandbiggerthemorethecustomerissold,thusmakingitalittleeasierfortheclosertosee.Finally,that“magicalbuyingpoint”issohugeit’srightsmackinfrontofthecloser’sface.Ifhestilldoesn’trecognizeitandcontinuessummarizing,the“magical buying point” will become less visible and weaker until it finallyvanishes,andthecloserwillbeleftwonderinghowhemissedthesale.Youcanthinkyouhaveasuresaleontheway,butifyouaretooprofessionalactingandtoodetailed inyourpre-closingandclosing statementsandquestions,youcanlosethesaleandneverrealizewhy.

Thecloserhastounderstandthatthereisalwaysapointinthepresentation

wherehewillreachtheveryfinalapproachtogettingasale.Theonlythingleftto do after realizing you have gotten the customer reprogrammed and to thispointisaskhimtobuytheproduct,andthen,ifhehasobjections,thecloserhastoovercomethemandagainaskthecustomertobuy.Andagain,andagain,andagain.

When thecloser is summarizinghemust remember inwhatdirectionhe isheadingand theobjectiveof thewholepresentation. It is alldesigned topointthecustomertowardapositivebuyinganswerandnothingmore.

The closer’s pre-demonstration pitch, his product presentation, the pre-closingconversation—thewholepackage—hasonecommongoal,andthatisto“close”thecustomer.

Sam said the main factors to remember about the closer’s pre-closingquestions were to first relax the customer, second, to get him reoriented, andprogrammed, and third, pay attention so you don’t go right past a “closing”opportunity.

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TIPSANDNOTESONPRE-CLOSINGQUESTIONS

1.Always try to get the customer to agreewith you.Use only positive ideas,illustrations or examples when giving your final summation of the productpresentation.

2. Set the customer up (get him ready) for the “close” with deliberate andsharply directed questions throughout the pre-closing question and statementprocess. For example: “Do you see the potential?”, “Wouldn’t this be nice toown?”,“Canyouimaginehowproudyouwillbe?”,“Won’tyourkidsloveit?”

3.Rememberthateverycustomerhasabitoflarcenyinhim.Theclosershouldplant “greed seeds” and “self-indulgence seeds” throughout the pre-closingprocess, if necessary. It all depends on the customer. But if you sense thecustomer is the typewho’ll act on these seeds then the closer shouldbait thatcustomer,withouthesitation.

4.Whenthecloserisreiteratingthemainpositivepointsoftheproducthehastobeawareofthecustomer’sinterestlevel.Ifthecustomerisnotmaintainingthesameenthusiasmhehadduringtheproductpresentation,orifthecustomerstartslookingaroukloukloundandnotpayingasmuchattentiontothecloserasheshould, the closer has to bring the customer back into the pre-closing processwith“shockquestions.”Forinstance,“Mr.Customer,whatdidyousay?Oh,Idoapologize, I thoughtyou said something.”Or, you can change the loudnessortone of your voice. The closer has got to regain the customer’s attention andkeepit,togetasale.(Note:Youmustdothistactfully;ifyoushockthecustomerormakehimtooangry,thesalewillbelost.)

5.The closer canbuildhispre-closing statementon either fear, greedor love.Anyoneofthethreewillgetthejobdone.

6. If the customer doesn’t believe the closer it’s usually because the closerdoesn’tbelievehimself.(Fact.)

7.Theclosercanleadahorsetowaterbuthecan’tmakehimdrink.Leading

himtowateristhepre-closingquestionsandstatements;makinghimdrinkisthe“close.”Samespeciallylikedtoremindmeofthisone.

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“CLOSING!”THEFINEARTOFGETTINGTHECUSTOMERTOSAY“YES”

Samsaidthetimehadfinallycometostudyandlearnaboutthedelicateartofgetting thecustomer to say“yes”which is “RealClosing.”He toldme that inthisveryspecializedlessonIwouldn’tjustbehearingallofthesameoldclosingtheoriesorproceduresthatmanyso-calledsalesbookstalkaboutandcontinuallyrepeat. Sam said I would now learn the exact and detailed maneuvers,manipulations,tricksandtrapsthatgointo“RealClosing.”Thetypeofclosingpracticethatleavesacustomernotonlyenthusedabouttheproduct,butwithasignedcontractthatstatesheownsthatproduct,period.

Beforewewentanyfurtherwiththislessonaboutthefineartofclosing,Samexplained therewere four closing statements I had to know.These statementswould help me understand the basic foundation of closing, and they wouldclarifywhatgoesintoclosingtomakeitworkcorrectly.

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ClosingStatement(A):TheCustomer’sEmotionFactor

Themainelementandmostimportantthingtorememberthroughoutthislessonwas the secret key: “CUSTOMEREMOTIONS.” Sam toldme “CUSTOMEREMOTIONS” were the heart and soul of “closing,” dictating the outcome inevery closing situation. He said, logic, comprehension, finances and productbenefitsallhavetheirmeritsandcontributionsto“closing,”buttheycouldneverequal the “CUSTOMEREMOTION” factorwhen it becomes time tomake abuyingdecision.

Agoodthoughtforaclosertoalwayskeepinmindwhensellingisthis:Theemotions of a customer will buy more products or turn down more buyingopportunitiesthananythingelse.

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ClosingStatement(B):TheClosingAttack

Iwastoldoneofthefirstthingstodobeforestudying“closing”wastomentallypictureacloser’s“closingattack”onhiscustomer.Samexplainedthereasonforthis was so I could refer to thatmental imagewhenever I needed, and betterunderstandwhatwasactuallytakingplaceduringmyfuture“closing”activities.The best way to show kt wede you that mental picture is to put it into anillustration.

This drawing demonstrates how a closer has to use many “closes” orapproaches to finally penetrate the customer’s protective and defensive shield.When the closer accomplishes his closing attack and successfully spears thecustomer (hits his emotional “buy” button) the customer will react almostimmediately and become not only more attentive, but more aggressive in histhinkingandactions.It’stotallyuptotheclosertocontrolthisreactionandsteerittowarda“close.”

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ClosingStatement(C):Timing,WhentoAsktheCustomertoBuy

Sam said “closing”had everything todowith timing.He said therenever hasbeenandneverwillbeasetlawortime-honoredrulethatstatestheexactpointortimeinacloser’stotalsalespresentationforhimtoaskthecustomertobuytheproduct.Buthedidsayaclosercouldfollowcertainguidelinesconcerningthebesttimeto“close,”andberightonthemoney,nearlyeverytime.

Hetoldmetorememberthroughoutthetotalsalespresentationthattheword“timing” was important because it represented the closer’s tempo—how hegearedhispresentationsoitransmoothlyandcoherentlyforthecustomer.

Butwhentalkingabout“closing”theword“timing”meansagreatdealmore.Itmeanstheverypointwherethecloserasksthecustomertobuytheproduct.Tofind this point, this exact “time” in the sales presentation, Sam said to followtheseguidelines:

Thebestwayforaclosertoknowexactlywhentoaskfortheorderistofirstrecognize inhisownheart that thecustomeractuallyknowsenoughabout theproducttomakeavalidbuyingdecision.If thecustomerhasjustbeenpolitelyagreeingwith thecloser,withoutcompletelyunderstandingeverything thathasbeen said, thenheusuallywill not buy, he’s not ready. (Note: If the customerbuystheproductwithouttotallyunderstandingit,thereisagoodchancehewillgohomeandcancellater.)

When the closer knows for sure that the customer understands the wholeproductpresentation,it’stimefortheclosertostartlookingforagoodopening(anopportunity)toaskhimtobuy.Thisopeningcanbediscoveredorrevealedbywatchingthecustomer’sactionsandfacialexpressions.

Herearesomecustomergiveawaysignsandsignalsthatwillalwayslet thecloserknowwhentostrike(askfortheorder).

(a)YouKnowtheCustomerIsReady…Whentheclosergetsthroughexplainingtothecustomeradetailconcerning

theproductorhowfinancialarrangementsarehandledandhelooksupandseesthecustomerlookingseriousandthinkingdeeplyaboutwhathasjustbeensaid.Next, the closer should, in apositive, soft, pleasantvoice say, “Mr.Customer,why don’t you give my product a try?” Then of course the closer should be

quiet,andwaitforthecustomer’sanswer.Ifit’sanobjectionthenthecloserhastoovercomethathurdleandagainaskthecustomerto“giveitatry.”

<thecusto>(b)YouKnowtheCustomerIsReady…Afterthecloserhasexplainedsomefactabouttheproductandthecustomer

looksathisteammember(husbandorwife)silentlyandraiseshiseyebrowsorhas a “What do you think about it?” look on his face.The closer should thenwaittoheartheothercustomer’sanswer,andproceedfromthereto“close.”Thecloser should ask them to “Give the product a try?” If the wife says “Well,honey, it’s up to you, I’ll dowhatever you say, the closer had better interrupt(jump right in) and bring the wife back into the conversation, by sayingsomething like, “Now, Mrs. Customer, remember when you got marriedeverythingwasfifty-fifty.It’suptoyou,too.”Thisstatementonthecloser’spartwillgetasmalllaughfrombothmembers,butitwillgetthewifeinterestedandback into the decision-making conversation. (Note:Keep inmind that no oneshouldfeelleftout,orthesalecouldbelost.)

(c)YouKnowtheCustomerIsReady…When the customer leans back for a few seconds in his chair, looks at his

wife,shuffleshisfeetandhasthat“Well,whatshouldwedo?”lookabouthim.Thecloser should lean forward,gettingnearer to thecustomerandaskhim to“Giveitatry.”

(Note: Remember, the distance between the closer and the customer is asellingchallenge.Thecloserhastogetascloseaspossibletothecustomersohemaintainsthat“intimateandcaring”effect.Thiswaythecustomerdoesn’tfeelaloneinhisdecision-making,he’sgothisgoodfriendthecloserrighttherewithhim.)

(d)YouKnowtheCustomerIsReady…Whenthecloserisfinishedshowingorexplainingsomethingconcerningthe

product and the customer puts his hands on the table and starts tapping hisfingers,heisthinkingaboutbuying.Thecloserhadbetteraskhimtobuyrightthen.“Mr.Customer,thisproductwouldbeperfectforsomeonelikeyou,sowhydon’tyougiveitatry?”

(e)YouKnowtheCustomerIsReady…If after the closermakesa statement, everything is completely silent in the

room,andthecustomergivesaslightsighandlooksdownattheclosingtable,theclosershouldrightthenask,“Whydon’tyougiveitatry?”

(f)YouKnowtheCustomerIsReady…Whenthecustomeractsnervous(forexample,wettinghislips,wringinghis

hands, squirming in his chair, playingwith his hair or a cigarette, continuallyclearinghisthroat,pullingonhisearlobe,etc.)heisactuallythinkingaboutthe

answerorobjectionheisgoingtogivethecloserwhenaskedtobuy.(Note:Thecustomer knows the closer is going to ask him to buy any time now.) So thecloserhadbetterdowhatthisnervouscustomerexpectshimtodo,andthatisgoaheadandaskhimto“Giveitatry.”Ifyoudon’taskatthispoint,thecustomerwillgetevenmorenervouswhichwillhurtyoursellingchances.

(g)YouKnowtheCustomerIsReady…When the customer asks a question about something the closer has said

already,forexample:“Mr.Clkle:idtoser,nowexactlyhowwideisthefrontofthat property?” Then he’s not only interested, he is ready to buy. The closershouldanswerhisquestion, then lookdirectlyat thecustomer, andaskhim to“Giveitatry.”

(h)YouKnowtheCustomerIsReady…Whenthecustomerhasacertainalertness,acertainsparkle,abright,excited

lookinhiseyes(thesamelookthatayoungboyhaswhenhegetsanewbicycle—thekindoflookaclosercan’tmiss),thenthecustomerisreadytobeaskedtobuy.

(i)YouKnowtheCustomerIsReady…When the customer looks downward and scratches his head and turns it a

littletoonesidewitha“Well,Idon’treallyknow”lookonhisface,heisreadyfortheclosertoaskhimtobuy.

(j)YouKnowtheCustomerIsReady…When the customer starts demonstrating greater interest and either talks

more, leans heavily on the closing tablewith his arms, getsmore involved inwhatisbeingsaidandwhatistakingplace,tellshiskidstobequietsohecanhearbetter,tellstheclosertoshowhimhowthefinancingisarranged,asksthecloserifhecangetsomecoffee—oranythingelsethatshowsamoresincereandgenuineinterest—itmeansheisreadytobeaskedtobuytheproduct.

Samsaidthereweremany,manybuyingsignsandsignalsthecustomerwillunconsciously show to the closer similar to the onesmentioned here. It’s thecloser’s responsibility tobe alert andnotice them,orhe could lose a sale. It’sthat simple.When the customerwants to buy the product the closer shouldn’tmisstheenthused,excitedandeagerexpressiononhisfaceandthesparklethatradiates from his eyes. These signs are always dead giveaways of his buyinginterest.

NOTE:Intheexamplesgivensofar,thecloseralwaysaskedthecustomerto“Givetheproductatry,”not“Buyit,Mr.Customer.”Thereasonforthis,Samexplained, is that when a closer makes it easy and creates a friendly, non-

pressuredenvironmentforthecustomer,hewillgetmoresales.Theword“try”is a great word to use, because it makes the customer kind of feel he is justtestingorusing theproduct temporarilyand isnot really stuckwith it forever.Theword“try”andotherharmless-soundingtrickwordswillbelookedatlaterinthischapter.

Sam said you should always understand that the timing and pacing of acloser’s sales presentation is quite important. But that is only part of thesuccessfulsalesequation.Knowingwhentoaskthecustomertobuyisthemostimportantskillforcloserstoperfect.

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IMPORTANT:

There is an old pro’s saying that states you can’t ask the customer to buy theproductsoonenough.Inotherwords,thesoonerthecloserasksthecustomertobuy, thebetter.Thatstatementisnot true.Acloserhastodeliberatelyprogramand direct his customer toward the “close.” He has to continually feed thecustomer product knowledge, plant imagination and owner-benefit seedsthroughoutthecompletesalespresentation,ifheexpectstosell.Withoutenoughproductinformationandatotalunderstandingoftheproduct’sadvantages,theckntamhustomercannotmakeaproperbuyingdecisionwhenaskedto,becausethecustomerjustdoesn’tknowenoughabouttheproduct.

Ifacloserdoesask thecustomer tobuy tooearly in thesalespresentation,thatcouldpossiblymake thecustomerupset,causinghim toputupmoreofarigiddefensethanhehadintended.Thecustomerwillfeelthecloserisnotonlypushy but also arrogant,making it thatmuch harder for the closer to actually“close.”Byaskingthecustomertopurchaseearlyinthepresentation,thecloserhasonlycreatedproblemsandnewobjectionsthatwereunnecessaryinthefirstplace.

The old pro’s saying, even though it is not correct, was designed for apurpose:Byaskingthecustomertobuyearly,thecustomerwilleitherbuyrightaway(unlikely)orgivethecloseranobjection.Thentheclosercouldovercomethatobjectionandworkfromthispointtowardthe“close.”Inotherwords,thecustomer’sanswerand/orobjection to thecloser’searly“closing” tacticwouldgivethecloseraninsightintowhatthecustomeristrulyfeelingandthinkingatthatpoint.Thisenablestheclosertoredirectandreplan(ifnecessary)therestofhis sales presentation. The presentation would then be in accord with thecustomer’s objections and thoughts. This early “close” tactic saves the closertime (some customers might buy when first asked) and allows him ampleopportunity to pinpoint and concentrate on the customer’s problems with theproductearlyinthesalespresentation,ratherthanlearningtherealobjectionatthetailendofthepresentation,andhavingtohandle(solve)itthen.

Asmartclosercandiscoverthesamethingthattheoldpro’ssayingof“askthem early” was designed to uncover, without creating potential customerproblems. By having some patience and simply taking the customer’stemperature—listening tohim talk—thecloser can:use small trial closes (pre-

closingquestions),makepositivestatementsabouttheproductandhowitwouldbenefithim,andcontinuallygetthecustomertoagreewithwhatisbeingsaid.

This typeofsalespracticewillnotangerorupset thecustomer,as the“oldpro’ssaying”could.Thefactis,itwillnotonlyachievethegoaloffindingoutwhat the customer is thinking and what his objections are, but this approachgivesthecloserthetimeheneedstoeducateandprogramthecustomersowhenhe asks for the order the customer will be able to make an intelligent andpositivedecision.

FACT:Ifonecloserusedthe“oldpro’s”methodduringhissalespresentationand another closer of equal talent used the method of taking the customer’stemperature while giving a complete, positive, and well organized salespresentation, the closerwho used the “temperature”methodwould outsell the“oldpro’s”technique,tentoone.

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ClosingStatement(D):BasicDo’sandDon’tsof“Closing”

(a)DO:Theclosershouldalwayslistentowhatthecustomerhastosay.Hehasto hear the customer out completelywhenbeing asked a questionor given anobjection.

DON’T:Pre-guess.Theclosershouldneverreadbetweenthelinesorcutoffthecustomer’s remarks when he is talking. The customer just might say or asksomething that is the complete opposite of what the closer is expecting. Forexample:Thecustomermaysay,“Mr.Cloky,stmigser,1don’t think that therealestatewelookedatisexactly…”andthecloserjumpsinresponding,“Mr.Customer,Iknowit’snotwhatyouwerelookingfor.”Thenthecustomerstates,“No,that’snotit,whatIwasgoingtosayisthepropertyisn’texactlywhatIhadinmind,butIreallylikeitandI’minterestedinmakingabid.”

Thecloser,bycutting in,couldnotonly jeopardize thesalebutmaycreateproblemsorobjectionsthatdidn’thavetoexistatall.Theclosershouldalwayslistenandshowthecustomersomerespect.Remember,customers“ain’tstupid.”

(b)DO:Thecloserdoesn’tonlyhave to listen to thecustomer,healsohas tounderstand (comprehend) what the customer is saying or trying to say. Thecloserhastoknowexactlywhatthecustomeristalkingaboutsohecangetthesale. The closer and the customer have to have a “meeting of the minds”(completeunderstandingofwhateachoneissaying).

DON’T:Theclosershouldn’tactlikeheunderstandsthecustomer’sremarksorstatements if he really doesn’t. This misunderstanding has killedmany, manysales. The closer, by not completely knowing what the customer is saying oraskingcouldveryeasilymisdirecthissalespresentationandcompletelymissthecustomer’smainobjection tobuyingtheproduct.Plus thecustomerwilleasilyseethroughthis“act”anddevelopthefeelingthatthecloserdoesn’tcareenoughabout him to find out what he means or is saying. The customer will say tohimself,“Ifhe (thecloser)doesn’tcareenough,aboutwhat I’msaying, then Idon’tcareaboutwhathe’sselling,”andanothersalewouldbelost.

Toovercomethissalessituationtheclosershouldpolitelyandsincerelysay,

“Mr. Customer, excuseme, but I’m not precisely sure ofwhat you’re saying.Now what exactly did you mean?” The customer will not only respect thisstatementbutwillfeeltheclosergenuinelycaresenoughtoanswerthoughtfully.This builds more trust and closeness between customer and closer. (Twoimportantingredientsneededbythecloserto“close.”)

(c)DO:Theclosermustbeawareofeverythingthatisgoingonaroundhimandhiscustomerduringthe“closing”process.

The closer has to not only watch his customers’ (husband and wife team)eyes giving silent signals to each other but, he has to be aware of othercustomers, other closers, surrounding circumstances and events that might ormightnotaffecttheoutcomeofhissalespresentationand“close.”Ifthecloserisalert andprepared forunexpected incidentsor activitieshe can alsoprotect orpreparehiscustomerforthesame,thusavoidingproblemsorobjectionsthatareunnecessary. For example: The closer is getting his customer prepared to buyandhenoticesanothercloserwhoiswithinearshotandonthevergeofaverbalbattlewithhiscustomer.Thefirstclosershouldtactfullygethiscustomerawayandoutofhearingrangesohissalewon’tbelostduetothestupidityoftheothercloser. (Note: Closers should always be courteous and respectful to anothercloserwhenheiswithhiscustomer,always.)

DON’T:Theclosershouldnevertrytoavoidorignoreanykindofpositiveornegativeactivitythatisgoingonaroundhimandhiscustomer,especiallyifheknowshiscustomerisawareofitalso.Iftheclosertriestooverlooksomethingembarrassingandactkssir,sas thoughitdidn’thappenorwasn’t important, itcouldcreatesuspiciousthoughts(unansweredquestions)inthecustomer’smind,making the “close” that much more difficult. For example: The customer ofclosernumberoneseesthecustomerofclosernumbertwogetupangrilyfromatable, ripupacontractandstormoutof thesalesoffice.Thiskindofnegativeactivitycertainlywon’thelpclosernumberonesellhiscustomer.Soheshouldsaysomethingpositive,explainthesituationandgethiscustomersettleddownandcalmagain.Ifhedoesn’tconvincinglydescribetohiscustomerexactlywhathappened, then closer number one could easily lose a sale. To get out of thisunpleasant situation, closer number one should say something like, “Mr.Customer,didyouseewhatjusthappened?Letmetellyoutherealstorybehindthat.” etc. and give the customer the most believable and understandableexplanation possible. (Note: Closer number one must make the explanationquicklyandclearlyandthendropit,sohecangetbacktoworkand“close”hiscustomer.Ifhedwellstoolongonthenegativehappeningthecustomerwillalso,

andthiscouldleadtoalostsale.)

(d)DO:Whenaskingthecustomertobuytheproduct,theclosershouldalwayssay,“Mr.Customer,whydon’tyougiveitatry?”or“Mr.Customer,let’stryit”or“Whydon’twetryit?”Thecloserhastomakethecustomerfeelcomfortableand relaxed, not alone or isolated in his important decision-making. Thecustomermustfeelsecureandunafraidifheisgoingtogivethecloserapositivebuying answer. Otherwise, the chances are higher that he won’t buy. It’s thatsimple.

Thelittlemagicwords,“let’s,”“when,”“try,”“we,”“our,”can’tbepraisedenough by closers. These harmless, suggestive words make the total salespresentationeasyanduncomplicatedforthecustomer.Thesemagicwordsdon’toffend thecustomer,pushhim, intimidateorpressurehim.All theydo isofferthecustomerapleasantandpainlessbuyingopportunity.(Atleastthat’showitsoundswhenitcomesfromthecloser.)

DON’T:Whenthecloser isasking thecustomerfor theorderheshouldneversay, “Mr. Customer,why don’t you buy it?” or “Buy it today,” or “If itwereyours.”Anyofthesekindsofstatementstendtomakethecustomerputupthatthick defensive shield again. The customer will not only feel cornered andthreatenedbythesestatements,hewillfeeldistantandturnedofftowardmakinga buying decision immediately. The reason is this: If a closer approaches acustomerwithaverydirectbuyingquestionlike,“Mr.Customer,ifyoubuythisproperty,etc….”thecustomerwillautomaticallythinktohimself,“Well,ifIdo…”That“IfIdo”thoughtwillsubconsciouslyleadthecustomertofigureoutawaytodelayhavingtomakethedecisionwhichwillinevitablybeintheformofanexcusetopostponeitintothefuture.Sotheclosersitswithonelesssalethatdaybecausehetippedoffandeducatedhiscustomer,throughhis“if”and“buy”words, that hewasmoving in for the close. This scenario for losing a sale iscompletelythecloser’sfault.

Sam said the closer has to always keep everything he has learned in thecomplete sales presentation process in proper order and in total perspective.Closershavetorememberallthepoints,stepsandingredientsthatmakeupthethree main phases of “closing” (The First Meeting, Ch. 6; The SalesPresentation,Ch.7;andClosing theCustomer,Ch.8) to be able tomast k abSalesPreer the fine art of “closing.”These threephases,Samexplained, havebeencarefullydevisedandareinperfectorder.Iftheyarestudied,practiced,and

sincerelyutilized, theycanandwillmakeany salesman in theworld amastercloser.(FACT.)

SamtoldmethatbeforeIbegintolearnabout“whentheclosergoesinforthekill,”Ishouldrealizeonevery,veryimportantpoint:Thecloserhastomakehiscustomer(graduallyanddeliberately,duringeverystepandthroughouteveryphaseofthetotalsalespresentation)wanthisproductsomuchthathewoulddoalmostanything,withinreason,topurchaseit.

Thesalesprofessional, ifhewantstobeconsideredamastercloser,(or topproducer)has tocut right into theveryemotionsand feelingsof thecustomer.He has to examine what he finds, form a professional game plan (“closingattack”)andthengoinforthe“close,”thekill.

Remember,thecloser’sopponentisthecustomerandit’sthecloser’sjobtoget a sale. The closer has to use all of his gut feelings, imagination andknowledgetoaccomplishthatjob.(Excludinglyingandfraud,ofcourse.)Ifthecloser used anything less, hewould get fewer sales than he should; if he getsfewersalesthanhistruepotentialallows,hewouldbelessthanamastercloser.

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“CLOSINGPOINTS”

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(Pre-“GoinginfortheKill”notestokeepinmind)

1.Agoodoldrule:Theclosershouldneverlistentoorpaymuchattentionto a customer’s first “No,” or negative answer (response) to his buyingquestion (“Give it a try?”), until the customer gives his fifth negative answer.Thisisbecauseacustomerwillusuallythrowoutstupid,sillyandunimportantobjectionswhenfirstaskedtobuytheproduct.Thesenegative“No,Iwon’tbuy”responses don’t reallymeanmuch because they are just weak excuses on thecustomer’spart,sohewon’tlooklikeaneasysaletothecloser.(Note:Blesshisheart, even the customerwho really and trulywants theproducthas toputupsomeformofbuyingresistance,justtomakehimselffeelbetter.)

2.After the“close”andthecontract is signed theclosershouldsay to thecustomer, “Mr. Customer, remember I’m your man, if you ever needanything—anythingatall.YoucallmefirstandI’ll takecareof itpersonally.”(This not onlymakes the customer feel better and reassured, but if the closereverhasanyproblemwiththecustomerhewillhearthenewsfirstandhavethebest chance to solve any complaints before other nosey sales office staff ormanagementgetinvolvedandbloweverythingoutofproportion,astheyusuallydo.)

3.Theclosershouldneversettleforlessthanallhecanpossiblyachieveinhissalescareer.Ifacloserdoesn’twanttobeatopcloserthenheshouldgetoutof the profession. Mediocre closers are just idiot salesmen or sales clerks—nothingmore.

4.“Whenallislost,askfortheorderonemoretime.”Youneverknowwhatmay happen and they just might say yes, if your level of charm, humor andwarmthappealstothatreluctant,border-linecustomer.

5. The closer can always give the customer some intelligent ke i sho“thoughtandemotionattacks”whenthecustomerisreluctantandthereseemstobenoheadwaybeingmadeduringthe“closingprocedure.”“Attacks”suchasthesewill at least get the customermoving in one direction or the other. Forexample:“Mr.Customer,atleastdoitfortheloveandfutureofyourfamily,”or

“Mr.Customer,youdon’tbuildyourfutureondreams,youbuilditonactions,youractions.”

6.The closer should try to put himself, psychologically, in the customer’ssituationandthentrytosolvehisproblemfromthisangle.

7.Thecloser isonlyfoolinghimself ifhethinkshehasadealwhenhehasnothing on paper, or doesn’t have a check. Customers do frequently tell littlewhitelies,youwillsoonfindout.

8.Thecloserhastorememberthatwhen“closing,”moneywillbethemajorobjection,98percentof the time.Customerswillnever tell thecloser the truereasonuntil it hasbeen finallydraggedout.But if thecloserhasdonehis jobwellandthecustomerstillwon’tbuy,thenmoneyisnearlyalwaysthereason.

9.When“closing” (asking for theorder) thecloser should lowerhisvoiceand“kindof”whisper,givingthe“mainevent”anairofseriousnessandalmostreverence. Customers love to hear secrets or quiet statements and a closer’swhisper of “Give it a try?”will often do the trick.The customerwill have tolistencloselytohearwhatthecloserissayingandthisiswhatwaswantedinthefirstplace.

10.Thecloserhastokeepinmindthathistotalsalespresentation—allthreephases—isoverandfinishedonlywhenhesaysitis,notwhen thecustomersaysorthinksitis.

11. Ifa customerreallybelieves in something, then thebest thingaclosercandoistoaddasupportiveideaorsuggestiontoit,andthensteerthatbelieftowarda“close.”Theclosercan,ifhedoesitproperly,putthecustomer’sdream(his belief) into a compatible relationship with the product, thus producing asale.Forexample:“Mr.Customer,thathomeyoualwayswantedforyourfamilycouldliterallybeyoursveryeasilybecausewehaveourownfinancingandtherewillbenoproblemwhatsoeveringrantingyoualoan.”(Note:Theclosershouldnevershatteracustomer’sdreamorhe’sdead.)

12. When the customer tells the closer, after everything (the total salespresentation)hasbeencompleted, thathewants to lookatallof theproductinformationonpaper,orseeabrochuretotakehomewithhim,thenthecloserhadbe ter starthis salespresentationalloverwith thiscustomer,becausehe’snotsoldandissimplylookingforawayout.(FACT.)

13.Ifthecustomermakesanykindofsilly,lowballofferortriestopulloffa bluff (for example: The customer offers $10,000 for a $25,000 piece ofproperty)theclosershouldgorightahead,ifhefeelsallelseislost,andaskthecustomerforhischeck,tellinghimhewillpresentit tomanagementandseeifthey’ll accept it. Thismay shock the customer into giving the closer the realexcuse as towhyhewon’t buy (the customerwill usually start panicking andthinkingupalotoffantasticexcusesfornotbeingabletobuy—whichisgoodbecauseitgivesthecloserobjectionstoovercomesokooelihecangetthesale.)Or,theclosercouldgetthesalebytakingthelowballoffertothesalesoffice,andwhen thedeal isobviously turneddown,goback to thebluffingcustomerwithouthischeckandtellhimthatmanagementwillnegotiate.(Note:Don’tletthe customer see the check or hewill probably grab it and tear it up.Checkshavea terrible tendency to remindcustomerswhat justhappened.)Thengo infor thekillagain,explainingwhy theproperty is reallyworth$25,000andnotthe $10,000 the customer gave the closer. If the closer keepsworking on thiscustomer hewill probably get the sale because the customer is already partlytherewithhisverbalcommitmentaswellassomeofhismoney.

14.To totally “close” a customer the closer has to explain and justify thepriceofhisproduct.Thereasonforthisisthatthecustomer,inhisownmind,hastoknowthatallofhislabor,time,sweatandinconveniencewasreallyworthpurchasingtheproduct.Samsaid,“Thepriceoftheproducthastobejustifiedtothebuyersohebelievesitequalsthetroubleofmakingthemoneytobuyit.”

15. The closer, when he has “closed” a customerwho doesn’t really havemuch money should take the minimum amount necessary to get the salefinancedor approved.The closer shouldnever take all of his customer’sbankaccount, because if he does then the customerwill eventually resent him andmight possibly cancel later thinking that all the closer really wanted was hismoney. If the closer leaves this buyer a little pocket money or throws insomethingextra,notonlywillthecustomerappreciateitbuthewillbeasupercustomer later on down the road because the closer understood his problem,helpedhimout,andwasalsohisfriend.

16.Ifthecloserlosesthesale,whetherit’shisfaultornot,thenheshouldn’t“burn”orangerhiscustomer;heshouldmakesure thathe (inhis“closing”attempt)hasplantedatleastaseedofthoughtaboutbuying.Ifcustomersleavethe sales office grinning or laughing to each other then the closer can restassured that theywere probably not serious about buying in the first place or

neverreallytookhisproductseriously.Butifthecloserplantsaseedofabuyingideainthecustomer’sheadthenwhenthis“lostsalecustomer”issomedayinthefutureinterested,hewillpossiblycomebacktoyoutodohisbuying.Neverunderestimate the value of a good impression. It usually will translate intoreferrals.

17. The old saying, “Whenever the seller asks the customer to buy theproductheshouldimmediatelyshutup,notsayanotherwordandwaitforthecustomertoanswerhim(talkfirst),”iscorrect.

When the closer asks for the order and then is silent, that silence putspressureonthecustomer.Thecustomerwillfeelthis“silentpressure”building.Thenwhenhe answers, hebreaks the silence and talks first. (Note: “Whoevertalks first loses” is also true because the person, closer or customer, that doesspeakfirsthas“broken”firstorhasgivenin.Thisisasubconsciousreactioninthebackofeitherparty’smind.Thisreactionworksinthesamemannerthatarmwrestlingdoes.Someoneisgoingtohavetogivein(lose)andthatisbasicallywhathappenswhenthefirstpersontalks—heloses,hebrokethatdeadlysilencefirst,hecouldn’ttakeit.)

Thecloserwillnotonlyknowthecustomerfeelsthepressurebuthewillhearwhat the customer has to say, whethe ko ssize="3">Tr it’s an objection,statementorwhatever,andbeable torespondanddealwith it.Thecloser justhastokeepquietandletthepressuremountup,evenifittakesmanyminutesforthe customer to answer. The wait will be worth it. (Note: If the closer hasdeterminedthatthecustomercannotonhisowninitiativesaythefirstword,thentheclosershouldquietlyandcalmlysaytothecustomer,“Mr.Customer,giveitatry?”Ifthecloserasksfortheorderagainitisnotreallybreakingthesilence,ratheritputsevenmorepressureonthecustomer.Theclosershouldthenshutupandwaitagainforthecustomertotalk.Theclosershouldnevermakeahabitoftalkingfirst,but insomedelicatesituations, thislittleproddingmaybeexactlywhat’sneededtogetthecustomertoanswer.)

18.After thecloserhascompletedthe totalsalespresentationandtriedto“close” the customerasmany timesashe thoughtwasnecessaryand stillfailedtogetthesalebut,thecustomerstillhasn’tleftthesalesofficeorisjuststanding around, then the chances are very good that he probably has someunanswered or unexplained questions on hismind. He’s still interested in theproduct.Theclosershouldgivehimafewminutesbyhimselfandthengouptohimandpolitelytrytosellhimagain,byaskingiftherewasanythingadditionalhewanted toknowor couldbehelpedwith.This usuallymakes the customer

feel the closer truly cares (by showing that extrawillingness to accommodatehim),plusitgivesthecloseranothershotatgettingasale.

19. If the closer is selling a product that has a legal cancellation clauseattachedtoit—forinstance,a threebusinessdaysright tocancel thecontract,afterthepurchase—thenthecloserhadbetternotusethatcancellationclauseasa benefit to sell the product. The reason is that the customer may sign thecontract just to get away from the closer and then go home and cancel. Thecloserwhosellsbasedonthiscancellationfeaturewillhavemorecancellationsthananyonecanimagine.(FACT.)Whenaclosersellshehadbetterlockthesalein as best he can at the time the contract is signed and sealed. That way hiscancellationpercentagewillbeverylow.

20.Thecloseralwayshastobe incontrolofhimselfandhiscustomer.Hemust demonstrate a sincere belief in his product and knowwhat he is talkingabout. He has to give the customer a feeling of confidence at all times. Theclosermustthinktohimselfthatheistheonlypersonintheworldwhoisgoingto put the customer together with the product so he had better secure thatpotentialsalewithprofessionalismandnothingless.

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GOINGINFORTHEKILL

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(Thecloserasksthecustomertobuyhisproduct.)

Samsaid itwas time to learnhow themaster closerasks thecustomer for theorder.HesaidthatifIputeverythingIhadlearnedsofartogetherwithwhatIwas about to learn, then therewasn’t a customer alive I couldn’t sell (close).SincemyfirstsalestalkswithSam,thiswasthelessonIhadreallybeenwaitingfor.

NOTE I—SETTING THE STAGE—At this point in the overall salespresentation, the closer and the customer are both sitting down at the closingtable. They have already gone through a summary of: “the pre-closingquestions,”thepre-demonstrationpitch,andthesalespresentatklesthion.Nowthetimeisrightfortheclosertoaskthecustomertobuyhisproduct.Itshouldbe kept in mind that the customer knows enough product information at thispointtomakeabuyingdecisionwhenasked.

NOTEII—It also has to be understood that the customermight ormight notknowthepriceoftheproductatthistime.Ifhedoesknowtheproduct’sprice,hefoundoutduringtheotherphasesof thesalespresentation,andcanmakeabuying decision by being shown some of the financial arrangements that areopentohim,iffinancingisnecessary.Forexample:Thecustomercan’tpaycashfor theproduct, sohehas toput downapartial payment and then finance thebalance.Theclosershowsthecustomerthepaperworkandthenthecloserasksfortheorder.Hegoesinforthekill.

Now,ontheotherhand,let’ssaythecustomerdoesn’tknowthepriceoftheproductoranyof the financialarrangements.Thecloserhasbeenholding thatinformationuntil theend,touseasa“closing”tool.Ifthatisthecasethenthecloser will simply tell the customer the amount of money involved and thedetailsaboutbuyingandthenhe’llgoinforthekill(askfortheorder).

Bothofthesesalessituations—knowingthepriceearlyandnotknowingtheprice until the “closing process”—can be treated in about the same manner.What’simportantisthattheclosermustaskfortheorderatsomepointandgetaresponseoutofthecustomer,thenovercomethatresponseifitisnegative.Ifthecustomersaysno,theclosermustmaneuveruntilhecanagainaskthecustomertobuytheproductor“giveitatry.”Persistencepaysoff—thatisthebottomline.

Itshouldalsoberememberedthatasalecanbemadeanywhereoratanytimeduringthetotalsalespresentation.

Sam said the formula for “asking for the order” was so simple thatmanyclosers not only overlook it, but oftenmake it more difficult than it really iswhentryingtosellacustomer.

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THEFORMULAFOR“ASKINGFORTHEORDER”

Theformulafor“askingfortheorder”is:

FEELINGSorEMOTIONS+TIMING=THERIGHTOPPORTUNITY.

(Thatspecial,precisemomentwhenthecloserasksthecustomertobuyandthecustomerisready.)

A. FEELINGS or EMOTIONS—They are made up from the customer’sdeepest and most personal thoughts and dreams. For instance, when thecustomeraskshimselfexactlywhatthecloser’sproductcandoforhimandhowhewillbenefitfromowningit,heisinaworldallbyhimself.Thecustomeristhinkingabouthisfamilyandhowtheywillusetheproduct.Heisdaydreamingabouthowhewilllookowningtheproduct.Heisanalyzingtheproductandallofitspossibilitiesandhowtheywillbeadvantageoustohim.Thecustomerisinaseriousand realisticmoodat thispointandwants to thinkabout theproductpositivelyandcreatively.(Note:Thisishowthecustomershouldbethinkingifthecloserhasexecutedhissalespresentationproperly.Ifthecloserhasn’tgivenanorganizedandpositivesalespresentationuptothispoint,hecanstillgetthesale,butitwillbealittlemoredifficult.)

B.TIMINGB/font>—Thissubjecthasbeenexplainedearlierinthechapter,butSamsaid itwouldn’thurt to takeaquick look, justoncemore,sothecloser doesn’t forget. Timing is when the closer recognizes that specialunintentionalexpressionofcontentmentandsatisfactiononthecustomer’sface.Thecustomersubconsciouslyradiatesthisphysicalexpressionnotonlythroughhiseyes(theykindofsparkle)buttheedgesofhismouthwillstarttoshowafaint“satisfiedsmile.”Itcan’tbehelped,it’snormal,it’sthesameexpressionapersonhaswhenheknowstheanswertoaquestionabouttobeasked.It’sthatkindofexcitingexpressionofanticipationcustomersalwaystrytoconceal.Thecloser,ifheisalertandpayingattentiontothecustomer,can’tmissit.Timingisknowingthatspecialmomentwhenthecustomeriswaitingfortheclosertoaskhimtobuytheproductbecausethecustomer

feels he’s ready to buy. He likes what he has seen and he wants it (theproduct). The customer will have a facial expression that says, “Iunderstoodwhatyoutoldmeabouttheproduct,Mr.Closer.Nowwhatdowedo?”

C. THE RIGHT OPPORTUNITY—This is when the closer thinks thecustomer’sFEELINGSorEMOTIONSarerightandtheTIMINGisright.Then,atthatsecond,thecloserasksthecustomertobuytheproduct.Forthecloserthisisjustlikejumpingoffahighdivingboardforthefirsttime,inthesensethathealwaysfeelsbutterflies,someexcitementdeepdowninside,whenhefinallyasksfor the order. It doesn’tmatter if the closer is an old pro or a newman, thatfeeling will be there—guaranteed. (Note: If that feeling of excitement is notthere the closer ought to get out of the selling business because he’s had it.Excitementandenthusiasmarethebackboneofanymastercloserandamasterclosercannotfunctionwithoutthem.)

Samtoldmethatrightbeforethecloserasksthecustomertobuyhisproduct(giveitatry)hehastomentallygoovera“lastminutechecklist”tomakesurehe hasn’t forgotten anything and everything is in proper order. By doing thisexercise the closer is far more likely to receive a positive response from thecustomerthananegativeone.

CHECK—Intimidation,ifthecloserhastouseit,thenheshouldbepreparedtouse it. For example: “Mr. Customer, you’ve seen all the advantages of myproduct,andyouknowthey’resoundandgood;Imeanaone-eyedbabooncanseethat.Whydon’tyougiveitatry?”

CHECK—Whenthecloserasksthecustomertobuytheproduct(givingitatry)heshouldmakeitsoundlikea“simple,friendly,concernedquestion,”aquestionasked with some gentleness and sincerity, not a buying question that makeseverything look like a gigantic, monstrous deal. This will only scare thecustomer.The closer’s buyingquestion should pierce (hit) the customer like aquiet and subtle arrow, not a loud and frightening cannon. For example: Theclosershouldsay:“Mr.Customer,ifthemonthlypaymentsfitintoyourbudget—andIknowthat theydo—whynotgive ita try?”Theclosershouldnotsay,“Mr.Customer,ifyoucanaffordit,buyitnow.”

CHECK—Nomatterhowmanyobjectionsthecustomergives,whenthecloseranswersthemsatisfactorily,hehastoaskthecustomertobuytheproductagain

(one more time). The closer has to answer every real objection one hundredpercenttothecustomer’scompletesatisfactionandunderstanding.(Note:Someobjections don’t have to be answered by the closer. These objections are justkonseydo—wsillystatements thecustomernervouslymakesanddoesn’t thinkaboutwhenhesaysthem.Allthecloserhastodoislookatthecustomer,withthefacialexpressionof“Now,youknowtheanswertothat,”andkeeprighton“closing,”payingnomoreattentiontothatmeaninglessobjection.)

CHECK—Ifthecustomer,afterhegivesanobjectionanditisansweredbythecloser, still has another objection, he is simply not yet sold on the product.(FACT.)Thecloserhastofindtherealreasonwhythecustomerwon’tbuyandovercome that reason (objection) before the sale can bemade. Sometimes thecloserhastogothroughtentofifteenobjectionsbeforehefinallyfindsoutwhatthe real bottom-line objection is. But when that real objection is finallyconqueredand theclosergets the sale, then all the valuable time spent by theclosertofindoutwhattherealobjectionwaswillhavebeenworthit.

CHECK—The closer has to understand he is going to have to stickwith thecustomer, staying right in there until he “closes” him. He has to learn thattenacityishismiddlenameifheeverwantstobeamastercloser.It’snoteasyandsometimesitsureisn’tfun,butaclosershouldnevergiveupifhethinksthecustomercouldpossiblybuytheproduct.

CHECK—The closer should know that when he senses the opportunity to“close” then he should “close.”When the chance to “close” arrives the closershoulddropeverythinghe’sdoingandtakeit,askfortheorderonthespot.

CHECK—The closer has to remember to never overreact to anything thecustomersaysinresponsetohisbuyingquestion.Theclosershouldn’tgetangry,upsetor tooexcited,butalwaysshowcontrolandbecalm.Itdoesn’tmatter ifthe customer’s response is positive or negative. For example (Negative): Theclosersays,“Mr.Customer,whydon’tyougiveitatry?”andthecustomersays,“Areyoukidding?Doyou think Iwould reallybuy this stuff?”Or (Positive):Thecustomersays:“Idon’tthinkI’lltakeone,I’lltakefour.”Thecloserhastouse “emotional restraint” most of the time when he is closing. It makes thecustomer feelmore comfortable in his buying decision and in his relationshipwiththecloser.(Note:Sometimesit’sgoodfortheclosertogetveryemotionalandexcitedwhenheis“closing,”ifit’susedtomakeapointandthecustomerisrespondingtothatpoint.Forexample:Thecustomersaysthattheproductcosts

toomuch, and in response the closer says, “Mr.Customer,whenwas the lasttimeyoulookedatrealestate?Doyourealizehowmuchitgoesupeveryyear?Would you sell your house now, for exactly the same price you bought it fortwentyyearsago?Now,you tellmewhatyou’ddo. Idon’t think thatyouarereally aware of what’s going on in today’s explosive real estate market. I’mtellingyouthestraighttruthaboutthisproperty,soyou’dbetterlisten!”)

CHECK—Thecloserhastomakeiteasyforthecustomertobuytheproduct.Inotherwords the closer has tomake the customer think if he buys “it’s no bigdeal,”it’snottheendoftheworld,orpossiblebankruptcy.Thecustomerhastofeelcalmandreassuredinhisbuyingdecision.This‘customercalmness”canbeaccomplished by the closer through his positive statements and his warmrelationship with the customer. The closer’s overall concern and attentivenesstowardthecustomerwillpayoffwhenitbecomestimeforthecustomertomakehis buying decision. (FACT.) ksioe o (Reminder: The closer’s and customer’srelationshipbeginswhentheyfirstmeetandgraduallydevelopsthroughouttheentiresalespresentation.)

CHECK—Theclosershouldneverputofforprocrastinatehisbuyingquestionor“askingfortheorder”question.Thatwillonlydragthesalespresentationoutandmake itboringandconfusing for thecustomer.Theclosershould take thefirstgoodopportunityheseesandactonit.Thesoonerhehearsthecustomer’sobjectionandovercomesit,thesoonerhecangetthesale.Theclosershouldact(askfortheorder)onhisfirstimpulsethatthetimeisright;thatfirstimpulseisusuallycorrect.(FACT.)

(Note:Thisisnotacontradictiontothe“oldpro’s”sayingof“ask’emearly,”becausethatsayingdidn’thaveathingtodowithtiming[therightopportunity].This “check-reminder”has everything todowith timing, because the closer isaskingfortheorderwhenhefeelsthetimeisexactlyrightandnotjustaskingforthe order to get some kind of objection out of the customer. There is a bigdifference.)

CHECK—The closer has to keep inmind that the customer of today is a lotsmarterandmoreconsumer-oriented thanhewas tenor twentyyearsago.Thecustomer of today knows everything about his rights and responsibilities. Butthereisonethingaboutacustomerthatwillneverchange,andthatishewants,andwillalwayswant,tobebetteroff,havemore,andbemoresuccessfulthanthe next guy.The customer really loves himself. (FACT.) So it doesn’tmatterhowmuchtoday’scustomerknowsaboutthisorthatinthesalesindustry,justas

longasthecloserworksonhisegoandgetsthebuyermotivated.Thecloserwillnotonlymakeafriend,butgetasale,everytime.(FACT.)

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ASKINGFORTHEORDER

Sam toldme there are three distinct “degree-of-interest levels” that customersfall intowhentheyareabout tobeasked tobuytheproduct.The“first-degreecustomer”istheeasiestonefortheclosertohandle.Thecustomeris“hot”—he’sreadytobeaskedtobuytheproduct.

The“second-degreecustomer” is theonewhoknowsallabout theproduct,butstillneedsthatlast-minutebitofproductinformation,thatlittleextrapositivestatementfromthecloser,beforehe’sreadytobeaskedtopurchasewhatyouareselling.

Andthenthereisthe“third-degreecustomer.”He’sthetoughestofallthree.He is the customer who understands the product and acknowledges all of itsbenefits,butstillneedssome time tobe leftaloneso thathecandecipheranddigest all of the information the closer has told him before he is ready to beaskedtobuytheproduct.

Sam said the closer has to handle eachoneof the three “degree-of-interestlevel” customers differently. The closer must eventually get all three “degreecustomers” in the right frame of mind (open, responsive, and receptive), justbeforetheyareaskedtobuytheproduct.(Note:Itshouldbeunderstoodthatthe“first-degreecustomer”isalreadyintherightframeofmindtobeaskedtobuy,but the “second” and “third-degree customers” still need some extraprogramming before they are ready. Now when the closer accomplishes thisadditional programming exercise, getting the “second” and “third-degreecustomers”intherightframeofmind,kame

A.TheFirst-DegreeCustomer:Thiscustomeriseitheralreadysoldontheproductorisjustaboutsoldonit.

He is readyfor thecloser toaskhimtobuy.Thiscustomermighthaveoneortwo little objectionsbeforehebuys theproduct, but theseobjectionswon’t beanyrealproblemforthecloser.Thiscustomerisreadytobe“closed”now.

B.TheSecond-DegreeCustomer:Thiscustomerhasbeenalertandattentiveduringthetotalsalespresentation;

heknowswhat the advantagesof theproduct are andheunderstands the totalproductconcept.Thiscustomerisseriouslythinkingabouttheprosandconsofpurchasing—he’sstillopen-minded.Butthiscustomerisalsonotquitereadytobe asked to buy the product. The closer can tell this by the customer’s facial

expression.Forexample:Thecustomerhasa“Well, Idon’t reallyknow” lookabouthimorhehasa“questioningorconfusedlook”inhiseyes.(Note:Thesefacialexpressionsorconcernedlookscanbeeasilyrecognizedbythecloserifhejustpaysattention.It’spracticallyimpossibletomisreadtheseexpressions.)

Theclosercanalsotellthatthiscustomerisn’treadytobeaskedtobuyyetbythewayheisacting(standoffishandaloof).Thiscustomerisnotasenthusedorasexcitedasotherinterestedcustomersnormallywouldbeatthispointinthesalespresentation.Thiscustomereitherneedsa littlemore lastminuteproductinformation, extra guidance or some positive “thought statements” from thecloser before hewill be ready to be asked to buy.The rationale for these lastminute“mini-conversations”istomakethecustomerfeelalittlemoreinvolvedin the product, and to make him feel more comfortable and secure with thecloser.Thisnotonlygivesthecustomertheaddedstrengthandcourageheneedstocomfortablydealwith thecloser’sbuyingquestionsof “Give it a try?”,butalsomakestheatmosphereeasierfortheclosertoaskfortheorder.(Note:The“mini-conversation”isthatsomethingextrathecloserdoesorsaysrightbeforeheasksthecustomertobuytheproduct.)

MINI-CONVERSATIONS:Whenthecloserseesthecustomerisn’tquitereadytobeaskedtobuy,when

heknowsdeepinhisheartthatifhedidaskthecustomertobuy,theonlyanswerhewouldreceivewouldbeaflat“No,”theclosershouldtakeonemoreminutebeforeaskingfortheordertogivethiscustomersomepositiveandinformativestatements (througha“mini-conversation”).The“mini-conversation”has tobedeliberately designed to bring the customer and the seller to a moreunderstandingpointbeforetheydiscussthecloser’sbuyingquestionof“Giveitatry?”Theideaistogetthebuyerthinkingwithamoreopenmind.

Thebestwaytoexplainthese“mini-conversations”thatgowiththebuyingquestionistogiveafewexamples.

1.“Mr.Customer,thisproductisaninvestment.It’sjustlikeatrain:thelongeryou stay on it (orwith it), the further you go.You can jumpoff anytime youwant to—that’syourdecision—butfirstyouhave togetstarted,kgetheyou’vegot to get on board. So why don’t you “givemy product a try?” (Note: Theclosershouldthenshutupandpatientlywaitforthecustomer’sresponse.)

2.“Mr.Customer,youknowthebestthingtodobeforeyousay,“I’lltakeit,”istolookatmyproductasthoughitwereanewpairofshoes.Whatyouneedtodoistryitonforawhile,walkaround,andseehowitfits.Then,ifitdoesn’tfitrightorifitfeelsuncomfortable,youcanalwaysliquidateyourinvestmentand

getout.It’sthatsimple.Theworstthingthatcouldhappentoyouwhileyouaretestingtheproductisthatitmakesyoualittlebitofmoney.Sowhydon’tyougiveitatry?”(Note:Theclosershouldthenshutupandwaitforthecustomer’sresponse.)

3.“Mr.Customer,youknowyoucaneithergofirstclassorsecondclass.It’salluptoyou.Whatyoureallywantforyourfamilyisyourdecision.AllthatIcando is give you this opportunity. Sowhy don’t you give it a try?” (Note: Theclosershouldthenshutupandwaitforthecustomer’sresponse.)

4.“Mr.Customer,whenpeoplebuymyproduct,mostdon’tpaycash.Whattheydo is put a little bit ofmoney down and pay somuch amonth.By paying ininstallments, if they ever decide to sell the product, they wouldn’t have thatmuch of their ownmoney tied up in it. Later on, if they wanted to keep theproduct, theycould justgoaheadandpay the installments. It’s just likegoingswimminginabiglake:Youdon’tstandonacliffanddecidetojumprightinbecause the lake might be too shallow or there might be a tree stump orsomethinginthewaterthatcouldhurtyouwhenyoujump.Whatyoudoisgodown to the edgeof the lake first andgraduallywade in and see exactlyhowdeepandsafe it is; then ifyouwant togoup to thecliffanddive inyoucan,knowingthewaterissafe.Whenyoubuymyproductit’sthesamething—justputa littlebitofmoney in it andwatch itgrow.Mr.Customer,give it a try?”(Note:Theclosershouldthenshutupandwaitforthecustomer’sresponse.)

5. “Mr. Customer, let me ask you something. Since you know all about theproduct and its benefits and advantages, plus now that you have all the factsbecause you’ve seen the product yourself—youwouldn’t let anyone elsewhohasn’t seen theproduct asyouhave shakeyouropinionof theproduct,wouldyou?”Whenthecustomeranswers“No,”andin99percentofthecaseshewill,theclosershouldcontinuewithhisusualbuyingquestion,thegoodold“giveitatry?” (Note: The closer should then shut up and wait for the customer’sresponse.)

6.“Mr.Customer, letmetellyousomething, justmantoman.If Iwere in thesamefinancialsituationthatyoutoldmeearlieryouarein,andifIhadthesameopportunitytobuythisproduct,knowinginfactthatitwouldn’tdoanythingbuthelpme,thenthere’snothingintheworldthatwouldstopmefrombuying,andthat’sthetruth.Sowhydon’tyougiveitatry?”(Note:Theclosershouldthenshutupandwaitforthecustomer’sresponse.)

7.“Mr.Customer,didyouknowthatyou’rejustlikeeveryoneelsewhocomesinto this sales office? People come in here with no intention whatsoever ofbuying my product. But do you know what happens? After they’ve seen theproduct,understandandknowthefactsabouttheproduct,findoutwhoisbehindmycompanyandwhatwe’veaccomplishedinthkpliproductepast,almosteverypersonmakesanhonestandsincerebusinessdecisiontobuy.That’safact.It’sthatsimple,you’renotalone.Sowhydon’tyougiveitatry?”(Note:Theclosershouldthenshutupandwaitforthecustomer’sresponse.)

8.“Mr.Customer,ifyoufeelI’vebeenusingsomepressureonyouduringthissales presentation or that I might seem to be too pushy or excited about myproduct,well,you’reright.Ihavebeen,andthereasonisbecausemyproductisthatgood.Ifitweren’tthatgood,believemeIwouldn’tbemakinganuisanceofmyself.I’vegotafamilythatwantstobeproudoftheirDadtoo.AllIwantyoutodoisexactlywhatIdid,pluswhatthreethousandotherpeopledid,andthatisgiveitatry.”(Note:Thecloserthenshouldshutupandwaitforthecustomer’sresponse.)

9.“Mr.Customer,I’msurethatyouwantmoreforyourchildrenthanyouhadforyourselfwhenyouweregrowingup,andIknowthatyouwantthemtohaveasolidfinancialfooting—achance,agoodstartinlife.Youknow,youcangivethemtheverythingsyou’vedreamedofandhelpthem,thewaysomedaythey’llhelptheirkids,ifyougetinvolvedinthisinvestment.Sowhydon’tyougiveitatry?” (Note: The closer then should shut up and wait for the customer’sresponse.)

10.“Mr.Customer,rememberearlieryoutoldmeyoursonwasgoingtobeanarchitect.Youknow,ifyougothimtohelpyoubuildyourvacationhomeonthatpropertywewerelookingat,notonlywouldheappreciateit,butitwouldhelpbuild the father-son bond that perhaps, because of his schooling and yourbusinesscommitments,couldbeevencloserthatitisnow.Youonlygetoneshotat life, Mr. Customer, and a man’s family should be close (pause for threeseconds).Sowhydon’tyougiveitatry?”(Note:Thecloserthenshouldshutupandwaitforthecustomer’sresponse.)

C.TheThird-DegreeCustomer:This customer is the hardest one of the three “degree-of-interest-level

customers”tohandle.Thereasonisbecausethiscustomercouldveryeasilygoeitherway(saleornosale).Hecouldgetupfromtheclosingtableandwalkoutof the sales office or he could sit there all day and act as though he’s not

interested in theproduct at all, and thenbuyat the lastminute.This customerknows and understands the product and has been basically attentive, but hehasn’t shown very much emotion or any real excitement during the salespresentation. He is reserved and tends to make the closer feel somewhatawkward.

This customer needs some time alone so he can get his thoughts togetherbeforethecloseraskshimtobuytheproduct.Thebestthingtheclosercandotonotonlykeepcontrolofthesituationbuttogetthiscustomerintherightframeofmindfor thebuyingquestion, is thefollowing:Whenthecloser issittingattheclosingtablewiththistypeofcustomer,andknowsthatthiscustomermightatanyminutesay,“Well,I’veseenenoughoftheproduct,I’llgetbacktoyou.”

(Note:Theclosercanalsorecognize this“I’llgetback toyou”attitudenotonlybythedisinterestedairabouthim,butalsobyhis lackofquestionsabouttheproductandhisunwillingnesstohavedirecteyecontactwiththecloser.)

Thiscustomergenerallywon’tpayattentionandcanktio"0em">Aftermakingthisstatement,theclosershouldimmediatelywalkawaybefore

thecustomerhasachancetostophimandbeforehecangivesomestupidreasonfor not staying seated or for not staying in the sales office. (Note: Customerstendtofeelobligatedtoremainseatedinthesalesofficeattheclosingtableuntilthe closer returns and lets themgo, “cuts them loose,”or saysgood-bye.Thisworkstothecloser’sadvantagebecausethecustomerlosesthechancetoescapeafter the sales demonstration was completed and is still in the sales officesurroundedbyalloftheproduct’spromotionsandsalesmaterial.

Whenthecloserisawayfromtheclosingtableheshouldkeepaneyeonthecustomerandwatchhisactions.Ifthecustomerisstartingtotalkseriouslyabouttheproduct,thereisagoodchancehe’sinterestedinbuying.Theclosershouldbealertforcluesbypayingcloseattentiontothecustomeratalltimes.

When the closer feels he has been away from the customer long enough(about five to ten minutes, depending on the customer and the situation) heshouldgobacktotheclosingtable,sitdownandsay,“Anyquestions?”(Note:Again the closer has to shut up andwait for the customer to speak first.)Thecustomerwill usually respondwith an objection, and that is exactlywhat thecloserwantedinthefirstplace.

Theclosershouldnevergobacktotheclosingtableandsay,“Well,whatdoyouthink?”,becausethepotentialbuyerswillmostlikelysay,“Well,wetalkedabout itwhile youweregone andwe’re going to pass on it this time,” or thecustomerswillsay,“We’llletyouknowlateron,thankyouforyourtime.”Thecloser left himself wide open for this type of response because the question“Well,whatdoyouthink?”meansexactlythesameas,“Areyougoingtobuy

the product or not, Mr. Customer?” The closer programmed and forced thecustomer to automatically and easily say “No.”The customer didn’t have anymaneuvering room.The question didn’t give him away out, so he has to say“No,”ifhe’snottotallysoldatthatpoint.Butaresponselike,“Anyquestions?”leavesthecustomersomeroomtotalkandthink;itdoesn’toffendthecustomerbecauseitsoundslikeanoncommittalquestionthatcanbesimplyanswered.

After the closer has asked, “Any questions?” and receives an answer orobjection, he can proceed to ask the customer to buy his product. (Note: Thecloser,bywalkingawayfromtheseated“third-degreecustomer”andgivinghimtimealonetothink—andthenbycomingbackandaskingfor“Anyquestions?”has actually programmed the “third-degree customer” into the same receptiveframeofmindthatthe“first”and“second-degreecustomers”have.)Theclosercannowaskthe“third-degreecustomer”to“givehisproductatry,”inthesamemannerthatheaskedthefirstandsecond-degreecustomers.

Samsaid thatonceyouunderstandhowtoputall three“degree-of-interest-levk-invheightelcustomers”intotherightframeofmindtobeaskedtobuytheproduct,youcancontinuetothenextstepwhichistoaskthecustomerfortheorder.

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MoneyInformation:

The closer can either tell his customer the price of the product at some pointduringthetotalsalespresentation(whenhethinksthetimeisstrategicallyright),or theclosercanwait to tell thecustomer theproduct’spriceat theendof thesalespresentation(whenheasksthecustomerto“givehisproductatry”).

If the closer tells the customer the price of the product during the salespresentation, he has to summarize and repeat the price and financialarrangements to thecustomeragainat theendof thepresentation, rightbeforeaskingfortheorder,tomakesurethecustomerknowsexactlyhowmuchmoneythecloseristalkingabout.Therecannotbeanymisunderstandingofthemoneymatterorthesalecouldveryeasilybelost.

Nomatterwhentheclosertellshiscustomerthepriceoftheproduct,whenhe (thecloser) isdiscussing the financialarrangementswith thecustomerhe’dbetterdoitsmoothly,calmly,comfortablyandsimply.Thereasonisthis:Atthislatepointinthesalespresentationtheclosercan’taffordtoupsetorfrightenthecustomer,orthesalecouldbeinjeopardy.Forexample:Iftheclosermakesthefinancinglookcomplicatedandtootechnicalforthecustomertounderstand,thecustomerwillsimplyputuphisprotectiveshieldandnotpayattentiontoanotherwordthecloserhastosay.Thecloserhastomakethepriceandthefinancesoftheproductlookasuncomplicatedandelementaryforthecustomeraspossiblesothecustomercanmakeasimpleandcomfortablebuyingdecisionwhenaskedtopurchasetheproduct.

Thebestwaytoshowhowthecloserexplainsthefinancesandthenasksthecustomertobuyisthroughanexample.(Note:Thisexampletakesplaceattheendof the salespresentation,with thecloser andcustomer sittingdownat theclosingtable.)“Mr.Customer,thatpieceofpropertywewerelookingatcosts…thousanddollars.Nowmycompanywilldoallofthefinancingitself.We’lltake…percentdownpaymentor…dollars,and thenwewill finance therestat…percentinterestfor…years.Thatwouldmakethemonthlypaymentsexactly…Letmeaskyouthis:Wouldthesemonthlypaymentsfitintoyourbudget?”Theclosershouldthenshutupandwaitforthecustomer’sanswer.(Note:Theclosershouldalwaysaskthecustomerifthemonthlypaymentsarecomfortableforhimfirst, beforehe inquires about thedownpayment, simplybecause themonthlypayments don’t represent nearly asmuchmoney to the customer as the down

payment, thusmaking iteasier for thecustomer toanswer“Yes” toaquestionthat is directed toward the lesser amount ofmoney. In other words, from thecustomer’spointofview,thesmalleramountofmoneyisthesameasasmallerobligation,andasmallerobligationiseasiertotakeonthanalargeone.Sothe“monthlypaymentquestion”iseasierforthecustomertoanswer.)

If he’s evenhalf-way soldon theproduct, the customerwill nearly alwayssay,“Well, themonthlypaymentsaren’tanyproblem.”Theclosershould thenimmediately say, “What about the down payment?” If the customer says, “Icouldhandlethat,”thenthecloserhadbettersay,“Thengiveitatry,”andwaitforanobjectionoranswer.Butifthecustomersays,“Now,thedownpayment—that would be a problem,” the closer should say, “Don’t worry about tkworanswehat,Icantakecareofthedownpayment.Wedon’thavetohaveitallrightnow,wecanworkwithyouonthat.Butjustletmeaskyouthis:IfIcouldmakethefinancesfitintoyourbudget,wouldyouthengiveitatry?”Theclosershould again shut up and wait for the customer’s response. By using thisapproach,theclosercangetaresponseand/orcommitmentoutofthecustomereverytime.Thentheclosercancontinueonandgoinforthekill(“close”).

Theclosershouldalwaysrememberwhentalkingaboutfinancing,toaskthecustomerifhecanhandlethemonthlypaymentsfirst,thenthedownpayment.Ifthecloserasks thecustomerifhecanhandle thedownpaymentbefore talkingabout the monthly payments, the customer (if he thinks he cannot make thedownpayment)willautomaticallyputuphisdefensiveguardand thinkorsay“No” to thecloser, thuscreatingabigobjection righton the first roundof the“customer close.” So now the closer has not only received a negative answerfromthecustomerbyaskingaboutthedownpaymentfirst,buthealsodidn’tgetanykindofcommitmentashewouldhave ifhehadasked thecustomeraboutthemonthlypaymentsfirst.Theclosermustgetthecustomercommittedonaneasypointfirst,andthenandonlythengoinand“close.”

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PenTechniques:

The writing pen is not only the closer’s right arm, but it’s the ever-present“hypnoticclosinginstrument.”Thecloserhastogetthecustomeraccustomedtoseeing the pen. (Customers tend to think the closer’s pen is their enemy; it’sagainst thembecause if theypick itupor touch it, they’re thatmuchcloser tosigningacontractwithit.Customersthinkthatifthepenwasn’tthere,acontractcouldn’tbesignedandthey’dbesafe.That’swhythey’rescaredofthecloser’spen.)

The closer also has to get the pen into the customer’s hand so when itbecomestimeforthecustomertowritehisnameontheorder(contract,workingpaper,etc.)hecan.

Theclosercanbestgetthepenintothecustomer’shandbyusingthesethreemethods. First, the closer can, when he wants the customer to have the pen,gentlylayitdownontheclosingtableinfrontofthecustomerwiththewritingendpointingawayfromthecustomer;or,theclosercancalmlyhandthepentothecustomer,withthewritingendpointingdownandawayfromthecustomer;or(thetrickiestway),isfortheclosertopurposelydropthepenonthefloornearthecustomer.Thecustomerwillthinkitwasanaccidentandautomaticallypickitupforthecloser.Bingo,thepenisinthecustomer’shand.Theclosershouldkeep right on talking and never take back or ask for the pen again—let thecustomerkeepit.

(Note:When the closer gets ready to ask the customer to buy the product,he’dbetterbeprepared towrite theorder.Thecloser shouldhavehispenandworking paper or any other sales material he needs at hand, because if hedoesn’t, and the customer says that he’ll buy the product now, the closerwillhavetotakeextraandvaluabletimeawayfromthecustomertolookforhissalesmaterial.Thatwasted timecouldbeall the timenecessary for thecustomer tocool off and change hismind.The sale could be dead, plus the customerwillthink to himself, “Now if the closer is that disorganized about his paperwork,how in theworld canhepossiblybeorganized anddependable forme?”Thisthought alone could kill a sale. The closer has to be fully prepared to startwritingupanorderwhenhestartsaskingthecustomekgt7">

Theclosercanattimesusehispentohypnotizethecustomertosomedegree.Thishypnosiscanbeaccomplishedifthecloseruseshispennotonlyforwriting

butasapointerthroughoutthetotalsalespresentation.Byusingitasapointer,the customer gets accustomed to seeing the pen all the time andwill start tosubconsciouslyfollowthepenandfocusonitwhenthecloserisusingittopointout facts, figures and product information.The customerwill bewatching thewritinginstrumentasitturns,swirlsandmovescontinuallyaround,thusmakingthe customer’s mind and eyes adjust to the pen’s movements and positionsduring the presentation. This constant motion can have an hypnotic effect oncustomers,andtheclosercanusethateffecttosteerthemmoreeasilytowardthe“close.”

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SuggestionsforSettingtheClosingScene:

When the closer asks the customer to buy the product (“give it a try”) thereshould be dead silence, movement should stop, and there must be totalconcentrationon thecloser’spart.Theclosershouldhaveboth feet flaton thefloor.Heshouldhavehischairpulleduptotheclosingtablewithbothhandsonthetable.Theclosershouldleanslightlytowardthecustomer,lookhimseriouslyand positively straight in the eye, without blinking once, while all the timethinking,“Ilovethiscustomer,Iknowhe’sgoingtobuytheproduct.”(Note:Ifthis mental exercise sounds silly to the closer, he should try it first beforecriticizingit,becauseitworkswonders.FACT),andwithacontrolledandsoftvoicesay,“Mr.Customer,youknoweverythingabouttheproductthatIcantellyou.Thisisthebestopportunityyouareevergoingtohavetobuythisproductatthisprice,andthat’safact.AllIwantyouandyourfamilytodoisgivemyproduct a try, just that and nothingmore—give it a try?” then, of course, theclosershouldshutupandwaitforthecustomertoreply.Whenhedoeshearthecustomer’sreplytheclosershouldimmediatelygoinand“close.”

Theclosershould,rightafterhehasaskedthecustomertobuytheproduct,look directly and continually into the customer’s eyes without blinking orlooking away even once, and say over and over to himself, (smoothly andcalmly)“Buyit…buyit…buyit…buyit…”

(Note: Positive thought can “psyche you up” to be more persuasive andaggressive,makingpositivethingshappen.)Theclosershouldsaythistohimselfrepeatedly while he is waiting for the customer to answer him, all the timelookingstraightintothecustomer’seyes.

Thistypeofdeterminedself-psychingexerciseworks.Thereasonitworksisthis: the customer will actually feel the closer’s intense eye contact, and thatcontactwillput realpressureon thecustomer toactor talkwhether it’s in theform of an objection or another question. The “eye contact pressure”will notonlymakethecustomerfeeluneasy,butobligatedtosayordosomething.Thisunnaturallylengthyeyecontactwillalsoconveyasenseofpositiveanticipationandafeelingofpositivesecurity to thecustomer.Thecustomerwill recognizethis determination which will most likely be interpreted as sincerity and willfurther inspire the customer to give the closer a positive (Yes) answer to hisbuyingquestion.

When thecloser finallyasks thecustomer to“give ita try” it shouldbesoquiet that a pin could be heard when drop kard" wped. The closer shouldn’tmake a sound, he shouldn’t clear his throat, tap his foot,move his hand—theclosershouldn’tdoanythinguntilthecustomermovesandsayssomethingfirst.Thecloserhas tohave total andcomplete control at this time. (Note:Nothingshouldbreaktheconcentrationbetweenthecloserandthecustomer.)Theclosershould realize this concentrated silence is only going to be broken when thecustomer looks away, coughs, or says something. Once the closer hears thecustomer’sresponseheshouldimmediatelyacknowledgeitandthenovercomeandconquerit—“close.”

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HOWTHECLOSERHANDLESANDCOMPLETELYCONQUERSTHECUSTOMER’SOBJECTIONS

Samsaidthatatthispointintheoverallsalespresentation,thecloserhastobehighlysensitiveandalerttoeverythingthecustomersaysanddoes.Hesaidthiswasusually the finalmeetingbetween thecloser andcustomerandoneof thetwoopponentshas to lose.Thecloserhas touseallof the informationhehaslearned about the customer at this time and has to utilize all of his “closing”knowledge to win the final battle (get the sale). The closer has to use thecustomer’s emotions and every little advantage he can think of to overcomeobjectionsandpersuadethecustomertobuytheproduct.Thecustomerwilltrytooutwit,lieanddodgethecloser’sattempttogetthesale,butit’sthe“mastercloser’s”responsibilitytogetthejobdoneand“close.”Thecustomerwillbeatoughandworthyopponentforthecloser,butthecloseristheprofessional.Heshouldusuallywin.

Before reviewing these techniques on how the closer handles customers’objectionsand thenconquers them, therearesix important“closing” facts thatmustbereviewed.Theseclosingfactswillshowhowthecloserdealswith thecustomer’s objections, and specifically handles them. They will show what acloser must know about customer’s objections if he expects to “close” everycustomerhetalksto.

CLOSING FACT 1: The closer has to pin down the customer with thecustomer’sownammunitionwhen itbecomes time to“close.” Inotherwords,thecloserhastotrapthecustomerwithhisownwords.Thecustomerhasbeenrevealing information about himself throughout the sales presentation (storiesabouthisfamily,hisbusinessandhispersonalinterests)andtheclosershouldn’thaveforgottenathing.Whenthetimetoclosehasarrived,theclosershould,ifnecessary,bringupanearliermentionedfamilyfactordesignastoryaroundthecustomer’spersonalinterestthatwill“spear”thiscustomerrightthroughoneofhisemotionalweakpoints.

CLOSINGFACT2:Thecloserhastorealizethatwhenthecustomersays“No”

toabuyingquestion,itonlymeansthatheisnotyetsoldontheproduct.Hestillhasquestions.It’struethatthelackofmoneycouldbetherealfactordelayingthesale,butifit’snot,thereisnoreasontheclosershouldn’tbeabletosellthecustomer.The closer should never take “No” as the final answer, unless he isconvinced in his heart that he is just wasting time while other prospectivecustomerscouldbeinhis“closingclutches.”

(Note:A“No” answerusuallymeans that the customerdoesn’t believe thecloser’spitch.)

CLOSINGFACT3:When the customer is askinga simple andobviously silkobvt="0em"ly question, the closer, instead of getting frustrated with thecustomer,shouldturnaroundandaskthecustomer(nicely)whathewoulddoorhowhewouldanswer thatquestion.Bygentlyandhumorously suggesting thecustomeranswerhisownridiculousquestion,thecustomerwilleithergethisacttogetherandstartlisteningtoyourpresentationoratleasthewilldevelopalittlemore respect for the closer, realizing you are capable of verbally defendingyourselfandyourproduct.

Inaddition,thistechniqueallowstheclosernotonlytomaintaincontrol,butalso gives him an opportunity to flatter the customer and say to him after heanswershisownquestion,“Mr.Customer,thatisexactlywhatwearegoingtodo,”or“Mr.Customer,mycompanyfeelsexactlythesameway.”

CLOSINGFACT4:Theclosermustrememberthatmoreoftenthannotheistheonewhohastomakethebuyingdecisionforthecustomer.Thecloserhastotaketheleadandproceedwithanyfinalpaperwork.Ifthecustomerdoesn’tstophim,thenthecloserhasasale.

CLOSINGFACT5:Theclosershouldrecognizethatwhenthecustomersayshehas to“thinkabout it,”he issimplynotsoldontheproductyet.Theclosershouldrealizethat theexcuse“Ihavetothinkabout it,” isnota trueobjectionwhich the closer must overcome, but rather just a knee-jerk reaction on thecustomer’spartthatdoesn’tmeananythinginparticular.Thecloserneedsasolidobjectionhecanwrestlewithandconquer.The“thinkaboutit”excuseisn’tthatkindofobjection.

CLOSINGFACT6:Thecloser,ifhefeelshehasto,shouldusethepowerofembarrassmenttoget thecustomer“closed.”If thecustomerfeelsembarrassedbadlyenough,hewilldoalmostanythingtogetoutofthatsituation,includingsigningacontract.

Toembarrassthecustomertheclosercanusehisfamilyasleverageagainsthim,aswellasintimidation.Forexample:“Mr.Customer,doyoumeantotellme,righthereinfrontofyourownchildren,thatyoudon’tmakeenoughmoneytoputsomeasidefortheirfutureeducation?Whatintheworldareyouworkingforanyway?Youcan’tgofrompaychecktopaycheck,alwaysworryingabouttomorrow—that’snotfairforyouoryourfamily.Atleastwithmyproductyouwill have a solid investment, something saved for the future.That’swhat youshouldbestrivingfor,sowhydon’tyoulookatthingsrealisticallyandconsidergivingmyproductatry?”

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THETHREECUSTOMERRESPONSES

The“I’mSold”CustomerThe“I’mNearlySold”CustomerThe“I’mNotSold”Customer

Sam toldme thatwhen the closer asks the customer togivehis product a try,thereareonlythreebasicresponsesthecustomercouldgive.

FirstResponse: The first response is to answer the closer’s buying questionwithapositive“I’msoldontheproduct”answer.Forexample,thecustomerwillsay,“Allright,I’lltakeit”or“I’llgiveitatry,”or“Well,Ilikeit—you’vegotyourselfadeal.”This typeofcustomerissolkstollrdontheproductandsayshe’llpurchaseitwhenthecloseraskshimtobuytheveryfirsttime.

SecondResponse:Thesecondkindofresponsethecustomercouldgivewouldbeaslightlyobjecting“I’mnearlysold”reply.Forexample:Thecustomerwillsay“I’mnotsure,thatsoundslikealotofmoneyyou’reaskingfortheproduct.Ijustdon’tknow. I like theproduct,but I stillhave some lookingaround todofirst,”or“I’lltellyouwhat:LetmesleeponitandI’llletyouknowlater.”Thiskind of customer will put up some good objections, but he can be “closed”withouttoomuchdifficulty.

ThirdResponse:Thethirdkindofresponsethecustomercouldgivewouldbeanegative“I’mnotsold”reply.Forexample:Thebuyerwilltellthecloser“No,Idon’tthinkso,I’mgoingtopassonit.Idon’twantit,youarejustwastingyourtime,”or“It’snotforme.No,Idon’tneedit.”Thiscustomerwillnotonlyputupstrongobjections,butinrealityheissimplynotyetsoldontheproductinhisownmind.Thiscustomer’sresponseisthehardesttoconquerand“close.”Thecloserhashisworkcutout forhimwhen it comes toovercoming thiskindofnegativeresponse.

To see how the master closer deals with each of these three customerresponsesandeventually“closes”allofthem,SamandIstudiedeachresponseseparately.

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WhentheCustomerSays,“I’mSold”

Whenthecloseraskshiscustomerto“givehisproductatry”forthefirsttime,thecustomerswillusuallylookateachotherandoneofthemwillsaysomethinglike, “I think it’s a pretty gooddeal, do youwant to give it a try?”When theothercustomerteammemberagrees,thecloserhasasale.

(Note:Thistypeofcustomerwillhaveacoupleoflastminutequestionsoroneor two light objections, but he is alreadymostly soldon theproduct.Thequestions or objectionswon’tmeanmuch and can easily be conquered by thecloser. All the closer has to do is keep a positive attitude and answer thecustomer,thenstartwritingthesaleup.)

Thecustomercouldalsosimplysay,“Ilikeit—I’lltakeit.”Whentheclosergetsthiskindofpositiveresponsefromthecustomer,theclosershouldaboveallkeephisprofessionalcomposureandnotacttooexcitedoroverjoyed.

STEP ONE: If the closer does show too much enthusiasm when thecustomersayshewillbuytheproduct,suchoverreactioncouldveryeasilyscare the customer and possibly kill the sale. The customer might think tohimself, “Gosh, if the closer is this thrilled that I’m buying his product thenmaybeI’m theonlyperson ina long time thathasbought. Itcouldbe I’m theonly sucker around.Theremight be somethingwrongwith this product that Idon’t know about. I think I’d better reconsider before I sign anything.” Thecloserhas to realize that showing toomuchexcitementandoverreactingwhenthecustomersayshewillbuy,isjustasdangeroustoasaleasacloserwhogivesadullandunenthusiasticsalespresentation.

STEPTWO: Immediately after the closer hears the customer say hewillbuytheproductheshouldlookthecustomerstraightintheeye,andwithagenuinely happy “Thank you” smile on his face, giv khisr say he e thecustomerafirmandwarmhandshake.(Note:Ifthecloserisworkingwithahusbandandwifecustomerteam,itisperfectlyacceptablefortheclosertoshakethe woman’s hand also. This little maneuver helps make the wife feel moreinvolved in thebuyingdecision.)Thecloserhas to again remembernot togetcarriedawaywithexcitementwhenheshakeshands,buttostaycoolandcalm.When thecloser is shakinghands (congratulating thecustomer formaking the

right decision to buy) with the customer, he should say something like“Welcomeaboard,”“Welcometotheclub,”“Congratulations,we’regladtohaveyou,”orasimple“Thankyou.”

(Note:The reason thecloserhas to immediatelyshake thecustomer’shandafter he says hewill buy is because that handshakewill act as a “locking in”measure for the closer. In other words, the customer will suddenly feel bothpersonallyandmorallyobligatedtobuybecauseofthebondinghandshake.Thehandshakeusuallyhasasmuchpowerasthephysicalactofhavingthecustomersignhisnameonthecontract.Thecustomer,byshakingthecloser’shandrightafter sayinghewillpurchase theproduct,willbe far less tempted tobackoff,coolofforchangehismindduringthe“delicate time”it takes thecloser todothefinalpaperwork.)

STEPTHREE:Thecloserhas tostoptalkingabout theproductandstartwriting up the order. After he shakes the customer’s hand the closer has tochange subjects (as tactfully as possible) andget away from talking about theproduct anymore. The closer should try to distract the customer away fromthinkingabouttheproductbyaskingaboutthecustomer’sjob,hishometown,hishobbies,anything,aslongasit’snotabouttheproduct.

If in the middle of this distraction the closer has to answer a customer’squestion, he shoulddo it quickly and simply, thengo rightback to asking thecustomerquestionsabouthispersonallife,orwhatever.Thecloserhastodothebest he can to keep the customer’smind away from thepurchase sohewon’tstartgettingcoldfeet.Whenthecloseranswersacustomer’squestionheshouldthink first andmake sure the question isn’t one that is a trick or trap and gethimself “boxed in.”Forexample:Thecustomerwill sometimes try to trap thecloserbyaskingaquestionthecloserhasalreadyanswered,justtomakesurehegivesthesameanswer.

Thereasonforthechangeofsubject(fromtheproducttosomethingelse)istogetthecustomer’sthoughtsawayfromthesalestransaction.Thiswillpreventthecustomerfrombeingtemptedtosecond-guesshisbuyingdecision.Anotherrationale for not talking about the product is so the closer won’t accidentallybring up a point the customer didn’t happen to previously think about, orsomething the customer doesn’t like about the product. By continuing to talkabout the product the closer could easily create unwanted, unnecessaryproblems, thus possibly killing an otherwise successful sale, even after thecustomer has said he will buy. For example: The closer could say,“Congratulations, Mr. Customer, welcome aboard. Do you know that thepropertyyougotisonlyoneblockawayfromabrandnewgradeschool?”The

customermightsay,“School?Ididn’tknowtherewasaschoolsoclose.Idon’tlikekidsrunningupanddownthesidewalkscreamingandholleringallthetime.Ilikepeaceandquiet.Ifaschoolisnearbythenthatpropertyisnotforme.”Thecloserhastobeonhistoesespeciallyatthistimeintheclosingsequence,tobesure the customer is happy, relaxed, calm and comfortable, so the workingpapers can be filled out and the contract kthean to signed in a smooth anduncomplicatedmanner.

STEP FOUR: The fourth thing the closer has to do is calmly and in aprofessional manner start filling out the working paper (order slip, salesslip, contract, agreement, etc.). This is a very delicate and sometimesfrustrating time, not only for the closer but also for the customer because thepaperworkprocess isusuallyaveryroutineanddullexercise,compared to theoverall sales presentation and the “close.” The closer has to make all of thepaperworkandcheckwritingprocessaspainlessandquickaspossible.

Thereshouldn’tbeanoticeablechangeofpaceinthecloser’stimingfromhissalespresentationintohis“checkwriting”andworkingpaperstage.Thereasonfor this is, if the closer does switch from a crisp, enthusiastic and sharppresentation to a slow and boring paper shuffling process, the change of pacewilltendtomaketheoverallsalespresentationseemdisorganizedandconfusingtothecustomer.Andtheconfusioncouldverypossiblykillasale.

The closer must make the paperwork as simple and understandable aspossible for the customer. If the closer is asking the customer questions—forinstancehisfullname,howhespellsit,orhiscorrecthomeaddressandsoforth—heshouldtransformthe“question-askingprocess”intoacasualconversation.Forexample:Theclosercouldsay,“Mr.Customer,nowyousaidearlierthatyoulived on North Palm Avenue. Isn’t that close to a new hospital that’s beingbuilt?”or“Mr.Customer,youhavethesamemiddlenamethatmydadhas,youknowthat isn’taverycommonname. Is itanold familyname?”Thiskindof“casualconversation”onthecloser’spart(whilethecloserisactuallyfillingouttheordersheet)willhaveadefinitecalmingeffectonthecustomerandtendtomaketheperiodoftimeit takestofilloutallof thepaperworkgobyfaster.Itwillalsomakethecustomerfeelmorecomfortableandrelaxedwiththecloser.The customer and closer are now sharing personal stories and getting betteracquainted, allowing the two opponents to relax a little, because the buyingdecisionhasbeenmade(thepressureisoff)andthecloserandcustomercantalkasfriendsratherthanopponents.

STEPFIVE:Getting theCustomer toSign theContract:When the time is

ripe for the customer to sign the contract, the closer should sit down“comfortablyclose”tothecustomer(creatingafriendly,warmmood)andholdthecontracthimselfsoeveryoneinvolvedinthesalecaneasilyreadandseeit.(Note:Whenthecloserholdsthecontract,heisstillmaintaininghiscontroloverthe customer. At this point in the sales presentation, that control is veryimportant because the closer doesn’t have the customer’s signature on thecontractyet.Thecloserhastorealizethatthe“closingprocess”isn’tquiteoveruntilallthepapersandcontractsaresigned,sealedanddelivered.)

Thentheclosershouldgooverthecontractinasimple,precisemanner,andusinghispenasapointer,identifyonlytheimportantfactsinthecontract.Thecloser shouldnot attempt to reador explainevery singleword in thecontract,because not only will the customer usually not understand the contract’slanguage but the customer will tend to get bored and frustrated. (Note: Thecustomerwillbethinkingtohimself,“Boy,isthiscontractsigninggoingtotakeall day?”) The closer has to make the “contract reviewing process” seemuncomplicatedandeasytofollow.

Thebestwk3">ctrayfortheclosertoputcustomersateasesotheywon’tthink of the contract signing as a “life or death” experience, is to speakconfidently, and calmly. The closer should talk in a more gentle voice whileexplainingthecontract,tomakethecustomerascomfortableaspossible.

If the closer is nervous or excited (which is normal) and his hand istrembling,heshouldresthishandon the tablewhileholding thecontract.Thetablewillservetostoptheshakingsothecloserwon’tbegettingthecustomernervoustoo.

When the closer has gone over the contract with the customer and thecustomerunderstandsitorseemsto,thentheclosershouldtakehispenandfirst,before the customer signs, write in his own name on the contract, whilesimultaneouslysaying,“Mr.Customer,nowmynamegoesrighthere.”Afterthecloserhassignedhisnameheshouldimmediatelywithoutpausingforabreathturnthecontractovertothecustomerandsay,“Mr.Customer,Ineedyournametherenexttomine.”

There is an “old pro’s saying” that; advises closers to never ask for thecustomer’s signature (his John Hancock or John Henry), but instead saysomethinglike“Mr.Customer,Ineedyourinitialsrighthere,”or“Mr.Customer,willyouapprovethis,”or“Mr.Customer,Ineedyourokayrighthere.”This“oldpro’ssaying”isgenerallyontarget,especiallywhenitstatesnottousetheJohnHancockorJohnHenrymethodofaskingforthecustomer’ssignature.

It has to be understood thatwhen the closer says to the customer, “I needyournamerightherewithmine,”andwhentheclosersignshisnamefirst,these

twomaneuversmakethecloserandcustomermoreofateam.Thiscananddoesstrengthen the total closer-customer relationship. By signing the contract first,thecloserhasshownthecustomerthereisnothingtobeafraidof,plusitmakesthecustomerfeelheisnotalonewhilemakinghisbuyingdecision.

But the closer should, if he senses the customer is very sophisticated andsharp, ask the customer for his signature in a forthrightmanner such as: “Mr.Customer,Ineedyoursignaturerighthere,”or“Mr.Customer,Ineedyournamerighthere.”Whenthecloserusesthisupfrontapproach,thecustomerknowsthecloser is serious and the time to make the buying decision has arrived. Theintelligentcustomer,ifthecloseraskshimpolitely,won’tbeoffendedwhenhehears the word “name” or “signature.” Sophisticated customers shouldn’t beunderestimated as they won’t be appreciative of sales closer’s subtle tricks.Whenacloserasksfortheir“initials”or“approval”thatkindof“asking”oftensoundstothemlikeitcamerightoutofarookiesalesbook.

STEPSIX:GettingtheCustomer’sCheck:Afterandonlyafterthepaperworkis filled out (the preliminary working papers and not the final contract), thecloser should ask the customer, in a very normal, casualway, “Mr.Customer,justmake the check out to our company.” The closer doesn’t have to see thecustomer’scheckbook,allhehastodoismakeasimple,encouraging,positivestatement while fiddling with the paperwork, a pen or something else on theclosingtable.Thiscasualattitudewillmakethecustomerfeelthecloserdoesn’tjustwanthismoney.

Thecustomerwillimmediatelyfeeluneaseifaskedforthecheckrightaftersayinghewillbuytheproduct.Thecloserhastofirskrhsize="3">tfillouttheworking papers and (if it’s possible) have the customer sign or initial thembeforeheasksthecustomertosignthefinalcontract.Thereasonforthisdelayisthatthecustomerwillsubconsciouslyfeel,eventhoughtheordersheetisnottherealcontract,thatbysigningtheordersheet,hehasactuallysignedthecontract.Thenwhenthetimecomesfortherealcontracttobereviewedandsigned,thecustomer will be less likely to back out of the agreement and will not be asreluctanttosignhisnameagain(thistimewhereitcounts).

Whenthecustomerhassignedtheordersheetandtheclosercasuallyasksforthecustomer’scheckandgetsitinhishands,hehastotactfullyhidethecheckwithinseconds.Theoldsaying,“Outofsight,outofmind,”isquiterelevantinthissituation.Ifthecloserdoesn’tmovethecustomer’scheck(discreetlyputtingitundersomepaperworkorinhispocket)thecustomerwouldbesittingthereattheclosingtablejustaftermakingadifficultbuyingdecision,lookingathisownpersonalcheckonthetable.Withthiskindof“checkexposure”itissometimes

very tempting for the customer to change hismind.The customermight havelastsecond“buyer’sfear”andnegativethoughtsabouttheproductcouldprevail,causing him to impulsively cancel the sale. Then, boom—an otherwise “donedeal” is killed. If the check is hidden and out of sight this can’t happen. Thecloser has to handle the hidden check trick with discreet and tactfulprofessionalism.Aboveall,thecloserhastoactlikethecheckisnotabigdeal,but just anordinary, everydaybusiness transaction that the closer is genuinelythankfulfor.

If the closerhas a customerwhowants tophysicallyhold the contract andreadeverywordofitforhimself,theclosershouldlethim.Mostcustomerscan’tunderstand a contract and they are usually just trying to act the role of anintelligentbuyer,either for thecloser’sbenefitor forsomeotherperson in thecustomer’sparty.Thecloser, afterhehashanded thecontract to the customer,shouldkeeprightontalkingtooneoftheothermembersinthecustomer’steamabouthishometown,hishobbiesoranyotherkindof lightconversation.Thistalkingwilltendtointerruptanddistractthecustomerwhoisdoingthecontractreading; itwon’t takemuchtimefor thecustomer togetfrustratedandaskthecloserwheretosignthecontract.

This little trickworks 99 percent of the timebecause the customer usuallywon’tunderstandmuchofwhatheisreadingandthecloser’sconstantpoliteandtactful conversationwill irritate the customer’s concentration somuch that hewillthinktohimself,“WhytheheckshouldIwasteanymoretimetryingtoreadthis, I’d better just sign it already and get out of here.” The net effect is thecustomerwillbesatisfiedbecauseheatleastlookedoverthewholecontractforafewminutes.Inaddition,hedidn’tlosefaceinfrontofthecloser,hisfamilyorhisfriends.

Samwrappedup this part ofmy lessonby explaininghowclosers have tokeep inmind that the“I’msold”customer is theeasiestof the threecustomerresponses to sell. This customer has been positively programmed all the waythrough the total salespresentationby thecloser, sowhen itbecomes time forthe closer to ask this customer to give the product a try, the customer willgenerallydojustthatandbuytheproduct.

Samsaidthe“I’mnearlysold”customerwasn’tanythinglikethe“I’msold”customer.Hewarnedme thatclosershave to start earning theirkeepwith thistypekithtoofcustomer.

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WHENTHECUSTOMERSAYS,“I’MNEARLYSOLD”

This customer isn’t quite soldon theproduct,yet.Heneedsmore convincing,morepersuasion,fromthecloserbeforehewillbereadytobuy.Thiscustomerisn’tnegativeinhisthinkingtowardtheproduct,buthecertainlyisn’tpositive.Thecloserhasgiventhiscustomeragood,solid,professionalsalespresentationup to thispoint,butwhenasked tobuy theproducthe ishesitant andputsupobjections left and right. (Note: The closer should remember themain reasoncustomersdon’tbuywhentheybasicallywanttoandreallyliketheproduct,islackofmoney.)

The closer has done his job so far; all he has to do is apply somesalesmanship to “close” this customer. The closer has already found the rightopportunitytoaskthiscustomertogivehisproductatryandnowthecustomerisjustsittingattheclosingtableandmakingstatementslike,“Idon’tknowifI’lleveruseyourproduct,”or“Ihavetothinkaboutit.”Theclosercan“close”thiswishy-washy customer if he pursues him tenaciously, while logically,emotionallyandconvincinglypointingouttohimhowhecanhavehiscakeandeat it too(owntheproductfor the leastamountofmoney).Thiscustomerwilleventually buy if he genuinely comes to feel satisfied that the product isadvantageousforhimandhisfamily,andthathecanaffordtopurchaseit.(Note:This customerusuallydoesn’t have theguts tomakeabuyingdecisiononhisown.He needs a push from the closer’s persuasive presentation to direct himtowardthesaleandhelphimmakeuphisundecidedmind.)Allthecloserhastodoisconvincethiscustomerthathecanmakeasoundbuyingdecision(withalittlehelpfromthecloser).

Toconvincethistypeofcustomerthattheproductisgoodforhimthecloserhastorepeat(summarize)someoftheproductfactsnotonlytomakesurethatthecustomerunderstands thembut tomake sure the customerdidn’tmiss anyimportant product informationduring the earlier part of the sales presentation.Sometimes it is this missed information that sways the customer to buy. Thecloser has to alsowork on this customer’s ego by building him up so hewillhave thestrengthandself-confidence tomakeapositivebuyingdecision.Thiscustomer wants to be better off than he is presently and wants more for his

family.Thecloserjusthastodescribehisproductorserviceinawaythatmakesthe customer see how, by owning it, he can achieve his goals in life a littlesooneranda littlebetter than ifhedidn’town it.Thecloserhas toemphasizeemotional “closing” techniques when dealing with this kind of customer. Hemustalsobepersistentandattimespolitelyforcefultomaximizesalesresults.

Toshowhowthecloser“closes”the“I’mnearlysold”customer,it’sagoodideatolookatsomecloservs.customerconversationsandstatements.

(Note: The closer, after he conquers an objection, should again ask thecustomerfor theorder,andagainshutupandwaitfor thecustomer togiveananswer.)

Samsaidthebestwaytoshowhowacloser“closes”thistypeofcustomeristo look at some of the closer’s responses to the customer’s objections. Thefollowing responseswillgive the readeran ideaofhow tohandle this typeofcustomerand“close”him.

SETTING THE STAGE: The closer has asked this customer to give hisproductatryandnow,withbothopponents(closerandcustomer)sittingatthe closing table, the customer is throwing out objections and telling thecloserwhyhewon’tbuy.Thecustomerthenlooksattheclosersheepishlyashelistenstothecloserovercominghisobjectionsandaskinghimtogivetheproductatry.Feelingthecloser’spressureof“deadsilence,”thecustomerusuallyanswerswithastatementsimilartothis:“Mr.Closer,Idon’treallyknow.I’mjustnotsureitwouldbeinmybestinteresttoownyourproductat this time.” This is the moment for the closer to go to work on really“closing”him.

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THECLOSER’SRESPONSES

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(Withthecustomer’sfamilypresent,ifpossible)

1. “Mr.Customer,you’ve seenmyproduct andyouknow it isgood,plusyouknowthatyoucanaffordit ifyouwantit.Nowlet’sbehonestwithourselves.You’vespentallyourlifeworkingforyourfamily’sfuture,andImeanworkinghard; it shows—you’re a good provider. But don’t you think it’s time to giveyourselfthethingsyou’vealwayswanted?Whatareyoulivingforifyoucan’tenjoylife?Youworktomakemoney,don’tyou?Sowhynotinvestyourmoneytomakemoremoney(ortospendlessmoney);plus,youcanenjoymyproductatthesametime.Doesn’tthatmakealotofsense?Whydon’tyougiveitatry?”

2.“Mr.Customer,rightnowyouhavetheopportunitytopurchasemyproductatthe lowestpricepossibledue toourclose-outsale.You’llneverhaveachancelikethisagain,andthat’safact.AllIwantyoutodoissavesomeofyourmoneyandgivemyproductatry.Iknowyouwilllikeit—howaboutgivingitatry?”

3. “Mr.Customer, did youknow there are only fourways a person can reallymakeseriousmoney?Thefirstwayis toearn it,workfor it,andyouknowintoday’seconomy that ispractically impossible.The secondway is to inherit itfroma rich relative, andhowmany timesdoes that happen?The thirdway tomakemoneyistostealit,butsoonerorlateryou’llgetcaughtandhavetogotojailandthatsurewouldn’tbeworthit.Andthenthereisthefourthandfinalwaytomakemoney,andthatistowiselyinvestinsomething.MrCustomer,believeitornot,myproductisjustthatkindofsolidinvestment,andthat’safact.YouknowitandIknowit,sowhydon’tyougiveitatry?”

4.“Mr.Customer,ifyoudon’twanttobuytheproductforyourself,atleastgetitforyourwifeandchildren.Theydependonyoufortheirfuture, theirlivesareliterallyinyourhands,justasmyfamilydependsonme.Whydon’tyougiveitatry,atleastforthem?”

5.“Mr.Customer,talkingtoyoumantoman,youknowtherearetimesineveryman’s lifehehas tomakeadecisionabouthis futureandhisgoals.Hehas totakeup thechallengehimself.Mr.Customer,don’t—likesomanypeoplewhofail—run away from the opportunity to have something important and to

accomplish something importantbymakinga simpledecision.Thisproduct isexactlywhatyouneedanddeepdownyouknowit,sowhydon’tyougiveitatry?”

The“I’mnearlysold”customercanbesoldifthecloserusesemotionalandhard-hitting responses on him, ov kes th="27"er and over again, continuallyconqueringeveryobjection.Aftereverysinglecustomerobjectionisovercome,thecloserhastoaskthecustomertogivehisproductatry.Thenhemustshutupandwait for the customer’s response.This customer, if he has themoney andunderstandsthebenefitsoftheproduct,usuallyisnotgoodattakingemotionalpressurefromthecloser.Thiscustomerwilleventuallybackdownandsurrender—he will purchase the product. If this customer doesn’t think he has thefinancial ability to buy the product, then the closer, by using pressure plusemotions,canfindthistrueandfactualobjectionandgofromtheretotrytogetthesalebysayingsomething like (ina softandsincerevoice)“Mr.Customer,whatwearereallytalkingabouthereismoney,isn’tit?Letmeaskyouthis:Dothe monthly payments fit into your budget?” If the customer answers in theaffirmative, the closer should keep “closing” as explained earlier. But if thecustomersays,“No,Ican’taffordthemonthlypayments,”theclosercandooneof two things: Either let the customer go, or try to “close” him harder fromanotherangle—anewgameplan.Perhaps itwill require lowering themonthlypaymentsbystretchingtheloanperiod,providingthefinancing,orloweringtheprice. The closer can “close” any customer if he gets him emotionally andsincerely involvedenough in theproduct. (Note: Itcan’tbestatedenough thatthe only reason a customer won’t buy a product, if he is really sold on it, isbecauseoflackofmoney.)

Note: After the closer has “closed” and gotten this “I’m nearly sold”customertosayhewillbuytheproduct,theclosershouldgothroughthesame“follow-up-steps”thatweredescribedinthe“I’msold”customer’sillustration.

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WHENTHECUSTOMERSAYS“I’MNOTSOLD”

This customer is the hardest of the three types of customers to “close.” Thispotential buyer either isn’t sold on the product, or isn’t sold on the closer.Consequently,thiscustomertellsthecloserhe’snotinterestedandwon’tbuytheproduct. The closer has to realize that this customer, like all others, has to beproperlyprogrammed tobuy theproduct from thevery firstphaseof the totalsalespresentation.Ifacustomerisnotsoldduringtheoverallsalespresentationitisthecloser’sresponsibilitytoputonthepressureattheclosingtableanduseallhistricks,trapsandammunitiontogetthatsale(“close”).

Theclosermustnotonlyusereversepsychology,butintimidationandplentyof positive and determined psychological force. This “I’m not sold” customerwillputupagrandandresourcefulargumentwiththecloser.Theensuingbattleof wits can go on for thirty minutes or five hours. It all depends on whichopponentgivesupfirstandlosesbybeingovercomebytheother’sarguments.

(NOTE:Theclosermustalwaysrememberthatifaproductisn’tbeneficialtothecustomerheshouldn’tinanywaytrytopressurethecustomerintobuyingit.Inthelongrunitdoesn’tpayofftosellpeoplethingstheydon’tneed.Theextrasalewillneverequalthelostbusinessfromallthosedissatisfiedcustomersandthebadreputationtheywillspreadaboutyouandyourproducts.)

Whenthistypeof“I’mnotsold”customersaysheisn’tsoldontheproductthat usually means one of four basic things: The customer doesn’t like theproduct; he doesn’t believe the closer; he doesn’t have themoney to buy theproduct;orthereissokrtlogmeunknownproblem,objectionorconditionthatonly the customer knows about that keeps him from purchasing. The closeralwayshastodiscovertherealobjectionandthengoinforaserious“closing”effort.Theclosercandiscoverthisinformationbyaskingquestions,pickinguponsubtlecommentsthecustomerhasmadeduringthesalespresentation,andbylisteningtothecustomer’schildrenandfriends.Muchinformationcanbegainedby reading between the lines. If the closer does all these things, he can puttogetheranaccurateoverallpictureofthecustomeranduseeverythinghe’sgottogoinforthe“close.”

Thiscustomercanbeclosedifthecloserknowshisproductinsideoutandifthecloserhasthegutsandself-confidencetostanduptohiscustomerandfightforwhat he believes in (his product). The closer has to show enthusiasm and

alwaysmaintainapositiveattitude.Theclosercan’tletthistypeofcustomergethimdownandmakehimfeelintimidatedorashamedofhisproduct.Thecloserhas to demonstrate some class, be polite and not get nervous or lose controlduringthisconfrontationwiththecustomer.Mostimportantly,thiscustomerwillconsider purchasing, no matter how tough he is, if the closer shows genuineinterestandrespectforhim.Itdoesn’tmatterhowhardenedthiscustomeris,hecannotcontinuetorejectthecloser’skindnessandtruesincerity,overtoolongaperiod of time. The customerwill start to “melt” and let his defensive shielddown.(NOTE:Acustomerlikethisusuallyisn’taccustomedtosomeonebeingnice tohim,sowhen thecloserkeepsactingpoliteandsincere, it tends toputthis potential buyer off balance.)When the closer senses this “relaxing of thedefenses”onthepartofthecustomer,hecantactfullyandvigorouslygoinforthekill(close).Slowlythecustomerwillgiveinandbuytheproduct,ifyou’regood. But the closer has to be prepared for a hard and sometimes long anddrawn-outfight.

To illustrate how the closer handles this kind of customer using emotions,reversepsychology,andintimidation,Samsaidthebestthingtodowastostudyexamplesofwhattheclosersaystothecustomer.

Forexample:Afterthecloserhasaskedacustomertogivehisproductatry,the customer might say something like this, “Mr. Closer, I’m not reallyinterested. I justcameouthere toseewhatyouhaveandIcansee it’snot forme.” The closer again goes to work, and part of that work is to “hit” thecustomer’s “on-switch” to get him activated and start him thinking about theproductinapositivemanner.

(NOTE: The closer has to remember that when he listens to a customerobjection, he first has to completely hear the customer out and then and onlythengiveaseriousandconqueringresponse.)

Whenthecloseristalkingtoacustomerhehastolookhimstraightintheeyeand have a positive, confident expression on his face. There isn’t a personanywhere in theworldwhohasn’t at one timeor anotherpurchasedaproductfrom a closer. The closer has to always remember this and visualize himselfgettingthesale.Hemusttrulybelieveitisworththeeffortheputintosellingtheproduct, if he expects to convince the customer of the genuine and sincereenthusiasmhehasfortheproduct.

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THECLOSER’SRESPONSES

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(Withthecustomer’sfamilypresent,ifpossible)

3">1. “You know, Mr. Customer, some people aredreamers,somearelookers,andthereareotherswhoaredoers. Mr. Customer, you and I might not be able tochangetheworld,butIcanguaranteethatwecanchangeourselves and help our families. I have already boughtthissameproductandmyfamilyisenjoyingitrightnow.Whydon’tyoudothesameforyourfamilyandgivemyproductatry?”

2.“Mr.Customer,letmeaskyouaverycandidquestion.IfIjustturnedaroundandgaveyoumyproductfree,wouldyoutakeit?Nowtellmethetruth.”Ifthecustomeranswersintheaffirmativethentheclosershouldrealizethat“money”(affordability) is the key to the solution. On the other hand, if the customeranswersthecloser’squestionwithanegativeresponse,forinstance,“No,Istillwouldn’ttakeit,”thentheclosershouldlookslightlysurprisedandask,“Why?”Thecustomerwilleithergivethecloserananswerthattheclosercanworkwithto“close,”orthecustomerwillstartactingkindofsilly,laughingnervouslyandnotreallyansweringthecloser.Thereasonforthiscustomerbehaviorisbecausethe closer caught the customer off guard. The customer doesn’t have a readyanswer. The closer should again ask the customer, “Why?” until the customerfinally answers. Then the closer can go ahead and proceed to “close” byovercoming the customer’s objection, eventually asking him again to give theproductatry.

3.“Mr.Customer,youandIwon’t live forever.Somedaywearegoing todie.Tellmewhat is going to happen to your family five or ten years after you’regone.Mr.Customer,hindsightistwenty-twenty,butforesightisdifferent.Itonlytakes a little planning, a little thought, and the future will be secure andcomfortable for you and your family. You will never find yourself lookingbackwards to the past, thinking aboutwhat you should have done.Whydon’t

yougiveitatry?”

4.“Mr.Customer,youknowthesadthinginmyprofessionisthatnomatterhowgoodaproductIhaveorhowmuchIexplainalloftheproduct’sbenefits,somepeople try to make the buying decision harder and more complicated than itreally is. Please,Mr. Customer, don’tmake the samemistake.You can reallybenefitfromthisproduct.Ifyoucanafforditandif thepaymentsfit intoyourbudget,thengiveitatry.”

5. “Mr.Customer,youget exactlywhatyoupay for. If theproduct isofgoodquality—like my product—then that’s exactly what you get for your money.Remember, it isup toyou,Mr.Customer.Youhave to livewithandputyourconfidence into the product that you buy. Doesn’t it make sense to purchasequality?Whydon’tyougiveitatry?”

6.“Mr.Customer,doyouwantaguarantee?Allright,Iwillgiveyouone.Icanguaranteeyou thatmyproductwillmakeyouandsaveyoumoney, ifyoucanguaranteemethatyouwillbearound(alive)tocollectit.I’llputthatguaranteeinwritingifyoulike.(Note:Theclosermustdeliverthisstatementinajoking,light manner, kidding the customer. Otherwise this can be taken as a ruderemark.)Now,let’sberealistic—whydon’tyougivemyproductatry?”

Theclosercan“close” thiscustomer ifhe justkeepsafterhimanddoesn’tpay toomuch attention to his first few “No” responses to the closer’s buyingquestions.Thoseobjectionsusuallydon’tmeanmuch,sotheclosershouldn’tletthemgkt="0ethimdown.Thiscustomerisapushoverifhelikesthecloserandbelieves him. (NOTE: When the closer has to use a lot of pressure on thiscustomer and finally “closes” him, the closer should then apologize to thecustomer ina friendlymannerandsaysomething like:“Mr.Customer,believeme,ifmyproductwasn’tasgoodasI’vetoldyou,Iwouldn’thavetriedashardtogetyouandyourfamilyinvolved.SoIapologizeifIsaidanythingwrong.I’mhappy to have you as a new owner and I know you will be an asset to ourcompany.”Thereasontheclosershouldapologizetothecustomer—thatis,ifhefeels he needs to due to the use of excessive pressure—is because after thecustomersignsthecontractandgoeshomehewillstart thinkingabouthowhewastreatedandpressuredandhecouldstillveryeasilycancelthecontract.Thecloser has to always protect his interest bymaking sure his sale stays closed.Sometimesastrategicapologycandiffuseananxious,waveringcustomer.)

After the closer has “closed” the “I’m not sold” customer by repeatedly

conquering and overcoming his objections, and by making this customer likehim,theclosershouldusetheverysame“follow-upsteps”describedinthe“I’msold” customer’s illustration. The closer should remember something Samalwaystoldme,“Youcanattractmoresaleswithhoneythanvinegar,nomatterhowtroublesomethecustomeris.”(SimplelogicbutveryTRUE.)

Samtoldmethecloserhastokeepinmindthatwhenhe’sdealingwiththesethree different kinds of customer responses, he has to stick to the basics, usedifferent degrees of pressure, constantly “closing” throughout the entire salespresentation.Iftheclosercanwinthecrucialconfidenceofthecustomer,bingo,he’sgotthesale.

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CLOSINGTRICKSTOREMEMBER

A.Whenthecustomersayshewilltryit(buytheproduct),thennomatterwherethecloserislocatedheshouldasquicklyandcalmlyaspossiblegetthecustomertosignaworkingpaper,anagreement,oranything thatobligatesandcommitsthecustomer(inwriting).Thiswaythetypicalslipperycustomerwillbemuchlesslikelytobackoutofhisverbalagreementtopurchasetheproduct.

B.Whenacustomerleavesthesalesofficeandthecloserdidn’t“close”him,thecloser should always give the “missed customer” some kind of brochure orliterature.Thiswayanynewcustomerinthewaitingroomoronthelot,thatthecloserhasn’ttalkedtoyetwillseethis“customer”leavewithsomepaperwork.This will create the impression for the other customers that the previous“customer”bought.Theobservingcustomerswillautomaticallyfeelalittlemoreinterestedand friendly (knowingsomeoneelse justboughta fewsecondsago)towardthecloser’sproduct.

C.Theclosershouldalwaysbecarryingseveralcrispone-hundreddollarbills.This allows the closer, when he is explaining money or investments to acustomerduring thesalespresentation, to takeout thehundreddollarbillsanduse some showmanship to better illustrate just howmuchmoneyhe is talkingabout.This“flashingthemoney”trickwillgettheattentionofthecustomerandwill bring home the closer’s point. The closer can dramatically show thecustomerexactlyhowmuchmoneyhewouldeithersaveorlose(dependingonthesalespitch)bynotbuyingtheproductimmediately.

D.Theclosercanmakethefollowingnonchalantstatementjustaboutanyplacein the sale presentation and it will get the customer thinking: “Mr. Customer,some folkswill buy this product and somewon’t and the only real differencebetweenwhobuysitandwhodoesn’tismoney.Butthat’saprivatematterandeveryoneknows their ownpersonal financial businessbetter than anyoneelse,right?”Thecustomerwillautomatically,withoutthinkingsay,“Right.”Nowthecloserhasplanteda“thoughtseed”forthecustomertoconsider.Heshouldnowcontinueclosingthecustomer,focusingonotherpositiveaspectsoftheproduct.Oncetheclosergetsthecustomertostartagreeingwithhimabouttheproduct,

thesaleisaroundthecorner.Sincethecloseralreadytrickedthecustomerintoagreeingwithhimonthesubjectoffinances,thenextareaofagreementwillbethatmucheasiertofind.

E. If a closer needs help in “closing” a difficult customer he shouldn’t be sofoolishasnot toaskanothercloserforhelp.Withthepersuasivepowerof twoclosers,asalecanoftenbemadethatwouldotherwisebelost.

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WRAPPINGUPTHESALE

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(Thecloser“buttons-up”thecustomer)

Samtoldmeitwastimetoseehowthecloserfinishesupasale(buttonsitup).Heexplained thatacloserhas to treat thecustomerwith justasmuchrespect,courtesyandenthusiasmafterthe sale ismadeashedidwhenhe firstmet thecustomer. The customer needs all the attention and reassurance the closer canprovideafterthesale,sohe(thecustomer)won’tgetcoldfeetandstartfeelingas though he made a bad decision by purchasing the product. The closer’sresponsibilitywhenbuttoningupasaleistokeepthecustomernotonlyhappy,but relaxed and confident,makinghimbelievehehasmade an intelligent andproductivedecisionforhimselfandhisfamily.

Samsuggested itwouldbeagood idea forme to remember three“Button-Up”examples thatdemonstratehow thecloserwrapsup the“closingprocess”withthenewowneroftheproduct.

A.Thecloserhastorememberthatafterhehassold(closed)thecustomerhehastobringthecustomerbackdowntoearth.Afterbuyingsomething,everyoneisalittle excited and enthused. This calming down of the customer can beaccomplished by changing the subject (away from the product) and having asimple enjoyable conversation with the customer. This parting, friendlyconversationwillbethelastmemorythecustomerhasofyousoitisimportantthatitbeapositiveone.Thiswillinsureahighlikelihoodoffuturebusinessandreferrals.

B.When the closer “closes” the customer and the contract is signed and thepleasantpartingconversationhasbeenexhausted,itistimefortheclosertosay“goodbye” to the customer not only with a simple “Thank you” but with a“doublehandshake.”Thespecialemphasisonthehandshakewillinsurethatthecustomerfeelsevenmoreappreciated.(Note:The“doublehandshake”iswhentheclosertakesbothofhishandsandshakestheonehandofthenewcustomerwelcoming him “aboard” or “to the club.” This type of appreciation on thecloser’spartwillmakethecustomerfeelmorewelcome.)

C. If at all possible, the closer should walk the customer to his ckome0em">didn’t just want to make the sale and then get rid of him. The

customerwillfeelthecloserappreciateshisbusinessmoreifhetakesthatextrafewminutestoseehimtohiscarandsafelyonhiswayhome.

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THEMASTERCLOSER’SDEADLYRULESOFCLOSING

M 1. MAKETHECUSTOMERLIKEYOUA 2. ASKTHECUSTOMERQUESTIONSABOUTHIMSELFS 3. STAYCLOSETOTHECUSTOMER(CreateABond)T 4. TELLTHECUSTOMERASECRETABOUTTHEPRODUCT(Make

himthinkheknowssomethingspecialthatothersdon’tknow.)E 5. EARNTHECUSTOMER’SRESPECTBYSHOWINGR 6. REFUSETOACCEPT“NO”C 7. CAREABOUTTHECUSTOMER’SNEEDSL 8. LISTENTOTHECUSTOMERO 9. OBSERVEEVERYTHINGABOUTTHECUSTOMERS 10. SHOWTHECUSTOMERYOUCAREANDAPPRECIATEHIME 11. EMOTIONSARETHEKEYTO“CLOSING”R 12. REMEMBERTOTHANKTHECUSTOMERFORTHESALE

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IMPORTANT“CLOSINGNOTES”TOREMEMBER

1.Thecloserhas tobeacutelyawareofhowthecustomeranswershisbuyingquestions.Forinstance,thecustomercouldsayhe’snotinterestedintheproducteitherseriouslyorjokingly.Thecloserhastopayattentionsohewillknowthecustomer’s true attitudes when he responds to the closer’s questions andcomments. If the closer doesn’t analyze the customer’s answers and attitudescorrectlyhecouldeasilymisjudgethesituation,andthiscouldleadtoamissedsale.

2.Theclosershouldnever,neverbegthecustomerforasale.Notonlywillthecloser fail to get the sale (because the customer won’t respect that type ofdesperatesalesapproach),butthecustomerwillprobablyneverevercomebackandwilldefinitelytellothersofhisbadexperience.

3.Thecloser should remember thatwhenhe thinkshehas lost the sale, if hisnegativeattitudeisdetectedbythecustomer,theninmostcaseshehas.Thetrickistoalwaysthinkpositively,nomatterwhat.

4.Aclosercanknowallofthetricksand“closes”intheworldandstillmissasale. If thecloserdoesn’t“close”continually throughout the salespresentationand keep every sales step in its respective order, building up to the “closingquestion,” then thecustomerwillbeckome/td>5.Thecloserhas todevelopadegreeoftoleranceforthecustomer’sproblemsandviewsifheeverexpectstobecomea“mastercloser.”

6.Thecloserhastolearnthatifhedisagreeswiththecustomerheshouldn’tbedisagreeable.Hemustbeamasterdiplomattosucceed.

7.Thecloserhastoremembertoalwaystakethetimetolistentothecustomer,becausesoonerorlatertheywilltelleverythingaboutthemselves.

8. The closer’s brilliant sales presentation means nothing unless he gets thecustomer’ssignatureonacontractandacheck.

9.Ifthecloserhonorsthecustomerwithsincerityandgenuineappreciation,thecustomerwillusuallybuythecloser’sproduct.

10. If a closer acts as if the customer’s mediocre job is important andresponsible, and shows a sincere interest in whatever else he has to say, thecustomerwillbelikeputtyinthecloser’shand.

Samsaidthisfinishedmylessonon“closing.”Hetoldmeacloser,aboveallotherthings,hastolovehisprofessionandhiscustomersfirst,ifhewantstobethebest.There isnootherway.Youcan’t fake lovingsalesandenjoyingyourcustomers.They’llcatchyoumostofthetime.

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THETWENTY-FOURGREATEST“CLOSES”ONEARTH

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CHAPTERTEN

THETWENTY-FOURGREATEST“CLOSES”ONEARTH

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THEBOOKCLOSE

DESCRIPTION:This “close” is especially designed for this book. The closercanuse this“close”withanycustomer, anytime,andgetpositive results.This“close”isintendedtoembarrassandcontrolthecustomer,anditdoesjustthat.

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HowtheBookCloseIsUsed

The customer tells the closer, “I’m going to have to talk to my brother inChicagobeforeIbuythisproduct,becausehe’sinthesamekindofbusinessyouare,Mr.Closer.”Theclosershouldcalmlytakeoutthisbook,TheArtofClosingAnyDeal,andsaytothecustomer,“Mr.Customer,letmeshowyousomethingthatyou’veneverheardoforseenbefore.ThisbookthatI’mholdingtellsmeinChapter 3 exactly what kind of attitude people like yourself, in your type ofbusiness, have. Then in Chapter 10, page 213, this book tells me exactly theobjectionyou just statedandshowsmehow toansweryourobjection in threedifferent ways. (It’s ok to make up the chapter and page numbers forspontaneouseffect.)Again,fromthisbookIcantellhowyouplannednorb><allalong,fromthefirsttimewemet,tothinkofanddevelopanobjection.Mr.Customer,justthink,thereisabookwrittenallaboutyou,whatyou’rethinkingand what you’re going to say. Now let’s be realistic: that excuse about yourbrother isn’t important.We’re really talkingabout finances, aren’twe?”Whenthe customer says “Yes,” the closer should work the money matter (the realobjection)outandthenaskthecustomertogivehisproductorserviceatry.

(NOTE:When the closer uses this “close” he has tomake the customer’sobjectionlookridiculoustothecustomerhimself,andthenfindoutwhatthetrueobjectionissohecan“close”again.)

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THEPOWEROFSUGGESTIONCLOSE

DESCRIPTION: This “close” will work if the closer plants the seeds of“imagination and suggestion” in the customer’s mind early in the salespresentation.Bydoing this the closer can actuallyget the customer to “close”himselfbyusingthesepositivethoughts.Thecustomerwillactuallythinkattheendofthesalespresentationthatthese“closer-plantedideas”werehisownfromthestart.

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HowthePowerofSuggestionCloseIsUsed

When the closer is with his customer during the early stages of the salespresentation he should deliberately drop little hints and make positivesuggestions concerning the customer and the product. For instance, the closercould say, “Mr. Customer, do you know that by putting my product in yourhome, youwill have themost beautiful home on yourwhole block?” or “Mr.Customer, did you realize that by starting an investment plan now with mycompany,yourchildren’seducationwillbepaidforwhenit’stimeforthemtogoto college?” or “Mr. Customer, by buyingmy product at this time in the off-seasonyouwillsavealotmoremoney.”

Aftermakingthesesuggestivestatementsthecloserhastogivethecustomerplenty of time, so these thoughtswill sink in and take hold in the customer’ssubconscious.Whenthecloserthinksthetimingisright(duringthelaststagesofthe sales presentation) for him to ask the customer for the order, the closershouldsay:

(1) “Mr. Customer, remember you wanted to have the best looking house onyour block, something your family could really be proud of?Thenwhy don’tyougivemyproductatry?”or,

(2) “Mr. Customer, remember you wanted your children to have a goodeducationandyoudidn’twant toworryabout that financialburdenwhen theyreachcollegeage?Thenwhydon’tyougivemycompanyatry?”or,

(3)“Mr.Customer,rememberyouwantedtogetthebestbuyforyourmoneyonmy product? This is absolutely the best time to buy.Why don’t you givemyproductatry?”

In this “close” the closer, by planting suggestions early in the salespresentation, has actually activated the customer’s mind early in thepresentation.Duringtherestofthepresentationthecustomerhasbeenthinkingabout these “closer-planted suggestions.”When the closer finally asks for theorderandbringsup thesesuggestionsagain, thecustomer,becauseof the timespan and all of the sales activity during the sales presentation, will actually

swilesebelievetheseideaswereoriginallyhis.Thecustomerwillusuallyforgetthattheclosersuggestedthemfirst.Sotheclosercangoaheadand“close”withhiscustomer’sfullandenthusiasticcooperation.

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THESHARPANGLECLOSE

DESCRIPTION:Inthis“close”thecloserthrowsthecustomer’sobjectionrightbackathimandmakeshimeathisownwords.

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HowtheSharpAngleCloseIsUsed

Thecustomersayssomethinglikethistothecloser:

1. “Mr.Closer, Iwant to see the lake frommyproperty and I can’t from thispiece of real estate.” The closer should immediately respond with, “Mr.Customer,ifIshowyousomepropertyforthesamepricewhereyoucouldseethelake,wouldyougiveitatry?”

2. “Mr. Closer, I don’t like the color combinations on that car—I like royalblue.”Theclosershouldsay,“Mr.Customer,ifIcangetthatsameautomobileinroyalblue,wouldyoutakeit?”

3. “Mr.Closer, I don’t haveenoughmoney for thedownpayment rightnow.”The closer should say, “Mr. Customer, would you give it a try if I madearrangementssoyoucouldcomfortablyhandlethedownpayment?”

4. “Mr.Closer, I think your product is overpriced—I’m not going to pay thatmuchmoneyfor it.”Theclosershouldsay,“Mr.Customer, if Icantalk tomybossandgettheproduct’spricedowntowhereyouthinkit’sfair,wouldyoutryit?”

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THEDEMONSTRATIONCLOSE

DESCRIPTION: This “close” is to be used by the closer only after he hasdemonstratedhisproducttothecustomer.Thedemonstration“close”speaksforitself, anddoes its own“closing.”All the closer has to do is set this closeupproperly,thenfollowitthroughandBingo!Thecloserautomaticallyhasasale.

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HowtheDemonstrationCloseIsUsed

The first thing thecloserhas todo is set thecustomerup for this“close.”Forexample: “Mr.Customer, if I could showyou theprettiest viewof a lakeyoucould ever hope to find, and the price was right, would you buy it?” Thecustomer,knowingtheoddsarewithhim,willsay“Yes”or“Probably.”Allthecloserhastodonowisshowthecustomerthevieworproperty(andithadbetterbebeautiful),makesureitfitsintothecustomer’sbudget,assumethecustomerisbuyingandstartwritingupthedetailsofthecontract.Ifthecustomerstopsthecloser from writing, the customer will most likely give the closer a realobjection.All the closer has to do is overcome that objection by saying, “Mr.Customer, remember you said you’d buy the property if it was exactly like Idescribed?”The closer should again startwriting up the contract in a positiveandself-assuredway.

Herearethreemoreexamplesofhowthis“close”works:

(1) “Mr. Customer, if I proved to you beyond a shadow of a doubt that myproductsatm">

(2)“Mr.Customer,wouldyougivemycompanyfivedollarsadayeverydayforayearifattheendofthatperiodoftime,mycompanygivesyoubackallyouroriginalmoneyplusonethousanddollars?WouldyoudothatifIcouldproveittoyou?”

(3)“Mr.Customer,ifIcouldshowyouthatthisautomobilehasthebestrideintheworld andwasmore economical thanyoumight have thought,wouldyoubuyit?”

(NOTE:Thecloserhadbetterbeabletobackuphisstatementsifhewantsthis“close”towork.)

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THETHREEDEVILCLOSE

DESCRIPTION: This “close” is great for the older, reserved customer, andespecially good for very religious customers. The three devil “close” actuallytells thecustomer togo tohellwhenhesayshehas to thinkaboutbuying theproduct. The good thing about this “close” is that the customer won’t realizewhatthecloserhasjustsaidtohimuntilit’stoolatetodoanythingaboutit.This“close”willabsolutelydestroythe“Ihavetothinkaboutit”customer.

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HowtheThreeDevilCloseIsUsed

Whenthecustomertellsthecloserhehastothinkaboutit,theclosershouldlookdirectlyatthecustomerandsay,“Mr.Customer,haveyoueverheardthestoryabout the three devils?” When the customer says “No,” the closer shouldcontinue.“Well,Mr.Satanwasdowninhelloneday,andhewastryingtofigureout how to get all the people on earth down there with him and away fromheaven.AlongcomesadevilwhowalksuptoMr.Satanandsays,‘Iknowhowtogetfiftypercentofallthepeopleonearthdownherewithus.’SoMr.Satansays, ‘How are you going to do that?’ The devil answers, ‘I’ll dress up as amortal and go up to the earth and tell everyone there is noGod, no devil, noheaven, nohell, nogoodnor any evil, and they candowhatever theywant—wild women, booze, gambling—anything at all. And I promise I’ll get fiftypercentofthepeopleonearthdowntohell.’

“Mr.Satansaidhelikedtheidea.Suddenlyaseconddevilwalksupandtellsthembothhecangetseventy-fivepercentofallthepeopleonearthdowntohell.Mr.Satanandthefirstdevilaskedtheseconddevilhowhewoulddothat.Theseconddevilsaid,‘I’llgouptoearthdressedasamortalalso,butI’lltellallthepeoplethereisaheaven,thereisahell, thereisaGod,andthereisadevil,sothey’d better go to church every Sunday morning and evening, plus onWednesday nights.But during the rest of theweek they can do anything theywant to do—no limit. Thisway the peoplewill rationalize theirwild conductduring theweek, because they’d still begoing to church.This logic is sure topull the wool over their eyes and in the end get seventy-five percent of thepeopledownheretohell.’

“Mr.Satanreallylikedthatidea.Hethoughtthatplanwastheonetogowith,whena thirddevilwalksupandtells themtheyareallwrong.This thirddevilsayshe couldgeteveryone on earth down to hell, one hundred percent of thepeople.Mr.Satanlookedshockedandaskedthethirddevilhowhewoulddoit.ThethirddevilsaidhetoowoulddressupasasdreI’llgemortalandgouptoearth,buthewouldtellallthepeopletherewasaGod,therewasadevil,therewas a heaven and there was a hell there was good and there was evil and ifeverybodydidn’tfollowthestraightandnarrow,theteachingsoftheBibleandaccept theLord, then theywould automatically go straight to hell.But beforetheyhadtoacceptthesethings,thethirddevilwasgoingtogivethepeopleon

earthallthetimeintheworldtothinkaboutthisspecialoffer.”When thecloserhas finishedwithhisconfusingdevil storyheshould look

straight at the customer and in a soft and serious voice, say, “Now let’s berealistic,why don’t you givemy product a trywithout giving yourselfall thetimeintheworldtothinkaboutthisspecialoffer?”

(NOTE:Afterthecustomerhearsthedevilstoryhewillusuallylaughalittle,thinking it’s cute. When the closer asks for the order the customer will getseriousagain,buthewillbemuchlooserandeasiertocloseon.Thestoryreallydoesn’tmake thatmuchsensesodon’twaste timetrying tofigure itout.All Icantellyouis,itdoeswork.)

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THEBENFRANKLINCLOSE

DESCRIPTION:This“close”useslogictogetthecloser’spointacrosstothecustomer. It isagood“close” touseonacustomerwhoisa thinkerorwhoisreservedandoverlycautiouswhenbuyingaproduct.

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HowtheBenFranklinCloseIsUsed

“Mr.Customer, inAmerica everybody has always regardedBenFranklin as apretty smart fellow.WhenBen Franklin had a problem to solve or somethingimportanttofigureoutandmakeadecisionon,hewouldtakeapieceofpaperanddrawa linedown themiddleof it.On the left sideof thepaperhewouldwritetheword“Yes”andontherighthalfhewouldwritetheword“No.”Inthe“Yes” columnBenwouldmake a list of all the positive andbeneficial factorsthatwouldfavorhisdecisiontopursueorpurchasesomething.Andinthe“No”columnhewouldlistallof thereasonsfornotdoingornotbuyingsomething.WhenBenwasfinishedwiththis“Yes”and“No”process,hecouldsimplylookatthelistandhisdecisionwouldalreadybemadeforhim.Hewouldeitherhavemoreyessesormoreno’s. Itwas thatsimple.Mr.Customer,whydon’twe trythatandseewhathappens,itsurecan’thurt?”

(NOTE:Theclosershouldhandthecustomerasheetofpaperandapenandhave the customer fill out the “Yes” and “No” column. The closer shouldtactfullyassistthecustomeronthe“Yes”sidebygivingoutsuggestions,butonthe“No”sidekeepquietandnotsayathing.The“Yes”sidewillalways,withthecloser’shelp,win.Whenthisprocess isfinishedtheclosershouldlookthecustomerstraightintheeyeandaskhimtogivetheproductatry.)

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THEKIDSVS.PARENTSCLOSE

DESCRIPTION:Inthis“close”thecloserusestheexcitementandinnocenceofthecustomer’schildrenagainstthecustomerhimself.Thiscloseispowerful—infactitcouldbackfireandkillasale,butifthecloserhandlesitwithtactandwithclass the customer won’t get too upset and he will wind up purchasing theproduct.

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HowtheKidsvs.Pshehing.AndarentsCloseIsUsed

Whenthecloserfirstmeetsthecustomerandhisfamily(providingthecustomerhaschildren),theclosershouldtrytohaveasmalllivepetavailableforthekidstoplaywithwhile theclosermakeshis firstpre-pitch introduction. (Note:ThesmallpetcouldbeanythingfromahamstertoapuppydogtoaShetlandpony.Itdoesn’t really matter that much, just as long as the customer’s kids like theanimalandhave funplayingwith it.)When thecloser shows thecustomerhisproduct,hecangoback to thesubjectof smallpetsandsay to thecustomer’skids, “Didyoukids like that little dogyouwereplayingwith?”Thekidswillautomaticallysay“Yes.”Thentheclosershouldsay,“Ifthatlittledogwasyourswhatwouldyounamehim?”Thekidswillsaysomethinglike,“We’dnamehimCookie.” The closer should immediately say (in front of the whole family)“Well,I’lltellyouwhat,ifyourdadbuysmyproductthenCookieisyourveryowndog,free!”Thentheclosershouldsaytothecustomerandhisfamily,“Whydon’tyoualltalkaboutitforafewminutes,”andthenwalkaway,notlettingthecustomerstophim.

Thisiswherethefunbegins,becausethecustomer’skidswillgowildwithexcitementandbegdearolddadtobuytheproduct.Thecloserdoesn’thavetodoathingexceptstayawayfromthecustomerlongenoughforthecustomer’skids to have time to break down their dad’s resistance. The customer won’tappreciatethecloserusingthistrickonhim,butthereisaverygoodchancethecustomerwillbuy.Whentheclosercomesbacktothecustomerallhehastodois give a sincere smile and ask the customer how he spells his name for thecontract.

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THESUMMARYCLOSE

DESCRIPTION: This “close” should be used by the closer when he has acustomerwho either says he has to think about buying the product, or seemsconfusedandunabletomakeabuyingdecision.(NOTE:Whenacustomersayshehastothinkaboutbuying,heissimplynotsoldontheproductyet.Theclosernotonlyhastoworkalittleharderonthistypeofcustomerto“close”him,butthecloserhastotranslatethestatementof“Ihavetothinkaboutit”intoarealandconquerableobjection.

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HowtheSummaryCloseIsUsed

When the customer tells the closer he has to think about it, the closer shouldcalmlyandsincerelysay,“Mr.Customer, justformyowninformation,exactlywhatisitaboutmyproductthatyouwantedtothinkabout?Isitmycompany’sreputation?”Ifthecustomersays“No,”theclosershouldimmediatelycontinuewithoutpausingandsay,“Isitthesizeoftheproperty(ortheproduct)?”Ifagainthecustomersays“No,”theclosershouldkeeprightontalkingandsay,“Isitthedownpayment?”

Theclosershouldn’tstopaskingthecustomerwhathewantstothinkaboutuntil thecustomer finallysays,“Yes, that’swhat Ihave to thinkabout, it’s the____.”Nowthecloserhasasolidobjectionhecanworkwithandsuccessfullyconquer.

(Note:Whenthecloserisaskingthecustomerthesequestions,he’dbetternotgo too slowly in his delivery or pause. Thatwould give the customer time tothinkandautomaticallysaysomethinglike,“Ijusthavetothinkaboutthewholething.”And if the customer says this, then the closer is in serious trouble andbettershiftgearssshIjintoanotheroneofthecloses.)

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THEINTIMIDATIONCLOSE

DESCRIPTION: This “close” is designed to embarrass and pressure thecustomer into buying the service or product. The closer can be very effectivewith the following “closing statements” if he executes them properly. (Note:Thiskindof“close”hastobeusedonthecustomersubtlyandtactfullyforfulleffect;iftheclosermishandlesthis“closingprocedure”hecouldkillasale.)

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HowtheIntimidationCloseIsUsed

Theclosercanusethese“closingstatements”togentlyandeffectivelyintimidatethecustomer.

1.“Mr.Customer,I’llbetyouthatwhenyouandyourwifefirstgotmarriedyouwouldhaveboughttwoofmyproductsforher,wouldn’tyou?Well,don’tyouloveheratleasthalfasmuchnow?Won’tyouconsidertakingone?”

2.“Mr.Customer,Idon’tthinkyouneedashirtthatexpensive.CanIshowyousomethingatalowerprice?”

3.“Mr.Customer,Idon’twanttobothermybosswithanofferunlessit’sseriousandsinceyou’resoyoung,youmaynothavethefinancialcapabilitytopurchasethisproduct.Whydon’tyoumakeanofferwhenyou’reserious.”

4.“Mr.Customer,myproductonlycostsafewdollarsadaytoown.Why,yourkidscouldpickuppopbottlesandmakethatmuchmoney.”

5.“Mr.Customer,I’lltellyouwhat:If,asyousay,youcanmakemoremoneyon another investment or product than you canwithmine, then here, you cantakemycheckforthreethousanddollarsandinvestitforme.WhodoImakethecheckoutto?”

NOTE:Theclosershouldjustkeepthrowingoutthese“closingstatements”until the customer really reacts. The closer should then focus on a particularobjection or problem he has flushed out and go in for the kill by trying toovercomeit.

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THENEGATIVECLOSE

DESCRIPTION:This“close”hasalotofpowerandeffectifthecloserknowshow to use it properly. The closer can turn even the toughest customer into aweak pup if he uses this “close” in the right manner. If used correctly, this“close”willgettheclosermoresalesthanheeverthoughtpossible,and,atthesametime,the“toughcustomer”willneverknowwhathappenedtohim.

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HowtheNegativeCloseIsUsed

Whenthecloserhasacustomerwhothinksheknowseverythingorthinksheistoo good to talk to the closer or to purchase the product, the perfect solutionfromthecloser’strickbagisthe“negativeclose.”Itworksinthisfashion:Whenhe iswith this typeofcustomer, thecloserhas toactnonchalant,professional,polite,andreallyuninterestedinsellinghimanything.Thecloserhastoactasifhecouldn’tcarelessifthiscustomerpurchasestheproductornot.Hecanalsotactfully let this customer know that he has sold two or three of his s thullyproducts already that day. (It doesn’tmatter if the closer hasn’t sold anything,justas longas thiscustomerreally thinkshehas.)Thiskindofattitudeon thecloser’spartwillautomaticallysparkthecuriosityofthistypeofcustomereverytime.Thereasonissimple:Ifthecloseractsasthoughthiscustomercan’taffordtobuytheproduct,orisnotqualifiedtobuyit,oritwon’tmakeabigdifferenceto the closer’s company if this customer buys or not—then this customerwilltendtobuytheproductjusttoprovethecloserwrongandtoshowthecloserheis importantandshouldbe treatedwithmore respect.Forexample:Theclosershould say the following to thiskindofcustomer, “Mr.Customer,myproduct(orservice)doesn’tappealtoeveryone,ifyouknowwhatImean.”(Atthispointthecustomerreallydoesn’tknowwhatthecloseristalkingabout;thecloserhasstarted to arouse his interest.) “Our company is highly specialized and onlyhandlescertainclients.I’msureyouknowwehaveareputationforbeingveryselectiveinourproducts(orservices)andourcustomers.NowI’msurethatyouhavegoodintentionsincheckingusout,butIhopeyouunderstandthatyouhaveto qualify first. You know, in this industry you run into some pretty strangepeople,thosewithchampagnetasteonabeerbudget.YouknowwhatImean?

Theclosershouldthenwaituntilsometimelaterinhissalespresentationandsay,“Mr.Customer,doyouknowwhetherornotyoucouldqualify foroneofour products in the event you were interested? I’ll tell you what, before wecontinuewhydon’twefilloutasimplecreditapplicationtoseehowyoulookonpaper.ThatwayIwon’tbewastingyourtimeandyouwon’tbewastingmine.”When the customer starts to justify his qualifications and show the closer hisbuyingcapabilities,theclosershouldcontinuetostaysomewhatnonchalantandstartwarmingupslowly to thiscustomer,gettingprepared tocarryonwithanordinarybutsomewhatreserved“close.”

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THEALTERNATECHOICECLOSE

DESCRIPTION:Thisclosing techniquewasaseriesofquestions tomaneuverthe customer into a positionwhere he has two or three choices tomake.This“close”willnotonlytakethecustomer’smindoffonesingleandscarybuyingdecision, but when the customer answers these carefully devised “closingquestions,”nomatterwhatchoicehemakes,he’sabout tobuy theproduct. Inanswering the questions, he’smade a purchasing decision.Then all the closerhastodoisstartwritinguptheorder.

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HowtheAlternateChoiceCloseIsUsed

Theclosershouldaskthecustomerseveralquestionssimilartothese:

1.“Mr.Customer,you’vealreadybeenapproved.Doyouwanttouseyourownfinancingordoyouwanttouseours?”

2. “Mr. Customer, which one of these two colors would you prefer on thisparticularmodel?”

3. “Mr. Customer, which piece of property do you like the best, the oneoverlookingthegolfcourseortheoneoverlookingthelake?”

4.“Mr.Customer,doyouwriteyournameusingyourfullmiddlename,ordoyoujustuseaninitial?”<s

5.“Mr.Customer,howmanydoyouwant:twoorallthree?”

Oncethecustomerrespondstothislineofquestioning,theclosermustgentlyturntheanswersintoasale.

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THECONTESTCLOSE

DESCRIPTION:This isusedwhen thecloserwants thecustomer to feelhe isgetting a very special deal or a real breakwhen purchasing the product. This“close”makes the customer think he has lucked out and happens to be in therightplaceattherighttime.

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HowtheContestCloseIsUsed

Neartheendofthesalespresentation,atthecloser’sowndiscretion,theclosershould tell the customer something like this: “Mr. Customer, you might notbelievewhatI’mgoingtotellyoubecauseitsoundslikeasalespitch.There’ssomething I haven’t told you, because when we first met it didn’t make thatmuchdifference.Butnow thingshavechangeda little, and Ihave to tell you.Everyyearmycompanyrunsasalescontestforitsclosers.Well,we’reatthetailendofthatcontestrightnow;thewinnergetsnotonlyalargecashbonus,buthegets to take his family for a free two-week vacation in Hawaii. I have beenleadingalltheotherclosersinthecompanyforthewholecontest,butjustaboutan hour agomy top rival sold three of these products (or services).Nowhe’sahead of me, only in dollar volume—that’s how the company chooses thewinner.Now,Iwantyou to listen tomeveryclosely.Thiscontestends inonehour, and that’s a fact. I canbeat that other guy if I haveonemore sale.Andbelieveme,itmeansalottome,notonlytowinbuttobeabletogivemyfamilyasupervacation.Infact,itwillbethefirstrealvacationwe’vehadinoverthreeyears.Here’swhatIcandoifyoujustkeepittoyourselfsoIdon’tgetintoanytrouble.My product (or service) costs usX number of dollars—my companywon’ttakeanythingless,andthat’sthewayitis.Ifyoubuyfromus,youwon’thavetopayanythingneartheaskingprice.Ihaveabigbonuscoming,soIcanlet you have the product for five hundred dollars less than anyone else canpossiblysellitfor.I’llmakeuppartofthatfive-hundred-dollardifferenceoutofmybonusmoney.Sonotonlydoyouget theproduct for fivehundreddollarsbelowourbottom-lineprice,butIstillgettherestofmybonusmoneyplustheHawaii vacation.My companywill assume that I sold the product for exactlywhattheywantedinthefirstplace.So,wecanbothhelpeachotherifyougiveitatry?”

(NOTE:Thefirstthingthecloserhastodoisoffertheproduct(orservice)atthe high end of the price range that you generally use. This will allow youmaneuvering room toclose the finaldeal for somethingnearyourusualprice,giving the customer the perception he is getting a terrific, unbeatable, bargainprice. Secondly, the closer has to convince the customer to believe him. This“close”worksonthelarcenyfactorinthecustomer’sheart,anditusuallyworkswonders.)

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THEORDERSHEETANDASSUMPTIONCLOSE

DESCRIPTION: These two “closes” are first cousins. The first “close” (theordersheet)workswithpaper,thesecond“close”(theassumption)workswithahandshake, but both closes are used in the same basic way to “close” thecustomer.

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HowtheOrderSheetandAssumptionCloseIsUsed

TheOrderSheetClose:When the closer has overcome the customer’s basicobjections,theclosershouldsaysomethinglikethis,“Mr.Customer,nowletmeshow you what it [finances and facts] looks like on paper.” Then the closershould take out an order sheet and ask the customer, “Mr. Customer, whatexactlyisyourfullname?”Ifthecustomerdoesn’tstopthecloserfromwritingdown information then the customer has almost automatically bought—he’s“closed.”But if the customerdoes try to stop the closer fromwriting, hewillnearlyalwaysbringouthisrealandfinalobjections.Theclosershouldconquerthe objection, as he is well trained to do, and then continue to write downinformationon theordersheet,actingas though itwere thenormalprocedure.Whentheentireordersheet isfilledout theclosershouldsignitfirstandthencalmly hand it over to the customer and say, “Mr.Customer, I just need yourname rightherewithmine and thenwecanhave this approved.”Thecloser’scasual attitudeof assuming the customerwasgoing tobuy all alongwill onlyhelpconvincethecustomerthatitisperfectlyOKforhimtosigntheordersheet.(Note:Theclosershouldalsotakenotesontheactualordersheetorcontract,ifpossible, during the sales presentation. This way the customer will becomeaccustomed to seeing thisotherwiseunsettlingpaper.When it finallybecomestimeforhimtosign,thecustomerwon’tbeassurprisedandscaredbythesightoftheordersheetorcontract.)

TheAssumptionClose:When the closerhas conquered all of the customer’sobjections and the closer knows the customer is ready to be asked to buy theproduct(orservice),theclosershouldconfidentlysay,“Mr.Customer,whydon’tyougiveusa try?” (Thecloser’sarmshouldbeoutstretched,waiting toshakehands and congratulate the customer.) In most cases the customer willautomatically shake thecloser’shand (having thesameeffectasanunsaidyetaffirmative buying answer.) This sudden and impulsive response on thecustomer’spartwillmakehimfeelsomewhatcommitted;thecloser,actingasifthere isnothingmoretobesaidandthedeal isdone,shouldimmediatelystartwritinguptheordersheet.(NOTE:TheAssumptionCloserequiresyoutoactasifyouknowthatyouaregoingto“close”thecustomertheminuteyoufirstmeethim.)

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THEREFERRALCLOSE

DESCRIPTION:This“close”isdesignedtobeusedbythecloseronacustomerwho can’t afford the down payment,monthly payments, or the product itself.This“close”workswondersifthecustomerbelievesthecloser.

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HowtheReferralCloseIsUsed

When the closer sees he has the customer sold but the customer doesn’t haveenoughmoney to buy the product, the closer should say something like this:“Mr.Customer,mycompanyhasfoundthroughtheyearsthatthebestformofadvertising is the simplemethod of ‘word ofmouth.’ Good recommendationsfrom a satisfied customer to a prospective future customer is our goal. Mycompany is willing to take advantage of this form of advertising through ournewlycreated referralprogram,whichhasbeenverysuccessful forus.This ishowitworks:Ifyoubringaprospectivecustomerintooursalesofficewhobuys,mycompanywillmakeyourmonthlypaymentforyou.Thesameprocessworksforthedownpayment.Ifyoustartbringsusaticainginnewcustomers,wecanalsoarrangetotakecareofthedownpayment.Thiswaymycompanygetsnewcustomers,andyougetourproduct (orservice)withoutanyexpense toyouatall.I’msureyouknowenoughpeopletoatleastgetyoustartedwithourreferralprogram.”

The closer should immediately hand this customer a “referral sheet,” or apieceofpaperandapenandsay,“Now,whowouldbetheveryfirstpersonyouwouldrecommend?”If thecustomerdoesn’t initiallygofor the idea theclosershould repeat the referral program to him, showing its advantages and thenaskinghimtogivehiscompanyatry.

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THECHANGEPLACESCLOSE

DESCRIPTION:Thisisagood“close”touseafterthecloserhasalreadygentlytried everything else he can think of, but doesn’t really want to use a lot ofpressuretogetthesale.Thistypeofcloseiseasy-goinganddoesn’toffendthecustomeratall.

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HowtheChangePlacesCloseIsUsed

Whenthecustomerwon’tbudgeandthecloserhasbuiltupagoodrapportwithhimanddoesn’twant togetrough, theclosercansincerelysaysomethinglikethis:“Mr.Customer,letmeaskyoutobrieflyputyourselfinmyshoes.Whatifyouhadafantasticproductandyouknewthatitwaspricedright,andyoualsoknewtheproductwouldbebeneficialtoyourcustomerandhisfamily,butyourcustomer won’t buy the product and really won’t even give a reasonwhy hewon’tbuy?Now,Mr.Customer,letmeaskyouwhatwouldyoudo?”(NOTE:Inmost cases the customer will tell the closer the real hidden objection for notpurchasing.Thentheclosercanstart“closing”alloveragaintryingtoovercomethe newly discovered objection. This “close” is a good one for discoveringcustomers’realreasonsfornotmakingthebuyingdecision.)

Aftertheclosersaysthis,heshouldwaittohearwhatthecustomersays.Ifthecustomergetskindofembarrassedandsays,“Idon’tknow,”theclosercanassume it’s a financialproblemhe’sdealingwithand firmlyask thecustomer,“We’rereallytalkingaboutmoney,aren’twe?”Whenthecustomersays“Yes,”theclosercancontinuetoovercometheproblemand“close”again.

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THEMULTIPLEUNITCLOSE

DESCRIPTION:This “close” isdesigned toembarrassor shame thecustomerintopurchasingtheproduct.Thecloserhastoprogramthecustomerthroughouttheentiresalespresentationforthis“close”ifit istobeusedeffectivelyattheendofthe“closingprocess.”

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HowtheMultipleUnitCloseIsUsed

When thecloser isdescribinghisproduct to thecustomer,heshouldmake thecustomer think that theonlyway someonecouldbuy theproductwouldbe ingroups,sets,orapackageoffour.Forinstance:Thecloserissellingrealestatelots, sohemakes the customerbelieve that theonlyway topurchase any realestatefromhimistobuyfourlots.Whenitbecomestimefortheclosertoaskthecustomerfortheorderhesimplysays,“Thepriceofthisgroup(unitoffourlots)isXamountofmoney.Whydon’tyougiveitatry?”

Ifthecustomerstillthinkshecan’taffordtheproperty,thesproivheigclosershould excuse himself, get away for a fewminutes, then return and say, “Mr.Customer, I’ve talked tomybossand inveryspecialcases likeyours,whereIknowyouareinterestedinowningtheproperty,ourcompanywill—ifyoukeepitconfidential—letyoupurchaseaquarterofthepackage[onelot].Surely,Mr.Customer,youcanaffordone-quarterofaunitforyourselfandyourfamily,sowhydon’tyougiveitatry?”

When the closer uses this “close” hewillmore often than not sell two orthree items instead of just one. This “close” often makes the customer feelintimidated and embarrassed.Hedoesn’twant it to seem that he can’t at leastaffordtobuyone-quarterofwhatisbeingsold.

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THETHINKABOUTITCLOSE

DESCRIPTION: This “close” makes fun of the customer who has to “thinkabout”buyingtheproduct.

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HowtheThinkAboutItCloseWorks

Whenthecustomertellsthecloserhehasto“thinkaboutit”afterthecloserhasasked him to give it a try, the closer should look surprisingly happy andwithsome excitement say, “Mr. Customer, that’s perfect, you’ll fit right into ourcompany’sThink-About-Itprogram.Whatourcompanyhasdone isdevelopaprogram for people like yourself, who have to think about the product. Theprogram works like this: You, Mr. Customer, go ahead and place a downpaymentandthenholdontomyproduct(orservice)fortwelvemonths.Everymonth, all youhave todo is just send in that smallmonthly investment.Nowduringthistwelve-monthperiodmycompanywantsyoutobeintouchwithusasmanytimesasyouwishtoseehoweverythingisdeveloping.Then,attheendofthetwelvemonths,ifyoudon’tliketheproduct(orservice)wewillhelpyousellit.Thatway,younotonlymakealittlemoney—morethanyouwouldhaveifyouhadputyourmoneyinabank—butyouhadawholeyeartothinkaboutwhetheryoulikewhatyou’vebought.Youcanhaveyourcakeandeatittoo.”

Theclosershouldthenproceedtowriteupthesale.Ifthecustomerstopsthecloserandsays,“Wait,holdon,Ihavetothinkaboutthat,”thentheclosercanlookrightatthecustomerandask,“Mr.Customer,youmeantositthereandtellmethatyouhavetothinkabouttheThink-About-Itprogram?”Theclosershouldthenwear a frustrated look on his face and resume confidentlywriting up thesale.

(NOTE:Inmostcasesthecustomerwillfeellikeanidiotandsheepishlygoaheadwiththepurchase.)

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THELOSTSALECLOSE

DESCRIPTION:This“close”shouldbetheverylast“close”thatthecloserusesonhis customer.When the closer delivers this closehemust look sincere anddefeated,asthoughthecustomerhaswonandthecloserhaslostthenegotiation.

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HowtheLostSaleCloseIsUsed

The closer should sheepishly say something like this to the customer: “Mr.Customer, Iwaswondering if youwould helpmewith something before youleave. I know you’re not going to buy anything, but would you tell meconfidentiallyandpersonallywhyyoureallydon’tlikemyproduct.Yousee,thisishowImakemylivingandsupportmyfamily.IRIPTsami>Thdbegratefulifyou could, just between the two of us, tell me the reason. Then, when I amdealingwithanothercustomerIwon’tmakethesamemistake.Imightbeabletoanswertheothercustomer’squestionsbetterthanIdidyours.”

Whenthecustomergivestheclosertherealreasonfornotbuying,thinkinghe is off the hook, the closer can immediately act surprised and say, “Mr.Customer,nowonderyoudidn’tbuy.It’smyfaultfornotexplainingthatproduct(orservice)toyouproperty.Here,letmequicklytellyouhowitreallyworks.”Atthispointtheclosercanproceedtogoinforthekill.

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THESAFETYDEPOSITBOXCLOSE

DESCRIPTION:This “close” is nothing but rawpower and force. It not onlyworks, but it is so strong that the customer will definitely become activated.(WARNING:Whenthecloserusesthis“close”hehadbetterbepreparedincasethe customer becomes violent.) This “close” should be used when everythingelsefails,includingeventhe“lostsaleclose.”

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HowtheSafetyDepositBoxCloseIsUsed

Whenthecloserhasusedeverythinginthebooktotryto“close”thecustomer,and thecustomerby this timehassaidhewon’tbuy theproduct (orservice)ahundred times, the closer should takeout awork sheet ororder form, right infrontofthecustomerandhiswholefamily(ithelpsifthecustomerhaskids)andsaysomethinglikethis:“Mr.Customer,thisisanordersheetwithallofthefactsandfiguresabouttheproduct,withtoday’sdateonit.Iwantyou,rightinfrontofyourfamilytogoaheadandsignitforme.”Thecustomerwillgetangryandsaysomethinglike,“No,ItoldyouI’mnotsigninganythingtoday!”Theclosershouldsternlycontinue,“Mr.Customer,Iwantyoutosignthisordersheetrightnow,righthereinfrontofyourfamily,andI’lltellyousomethingelse,Idon’tevenwantacopyofit.AllIwantyoutodoissignitandthenfolditupandtakeithomewithyou.AndwhenyougethomeIwantyoutoputthatordersheetinyoursafetydepositboxorasafeplacealongwithyourvaluablepapers,suchasyourwill,yourinsurancepolicies,thedeedtoyourhome,whatever.Becauseonedaywewill have to pass on, andwhen it’s your turn, yourwife and kids aregoing to be going through all of your personal papers and they are going todiscoverthisordersheetdatedonthisday.Thenyourwifeandkidswilllookatit and see how you could have bought our product (or service) years ago forpractically nothing, with a little money down and a small monthly payment.Yourwifeandkidsaregoingtoactuallyseehowcloseyoucametoleavingthembetteroff.SoMr.Customer,pleasesignthatordersheetandtakeitwithyou.”

If thecustomerwon’t sign, theclosershouldsay,“Mr.Customer,whatcanyoulosebysigningit?What’swrong,areyouafraidthatyourfamilyisgoingtolearnaboutyourmistakesorseehowclosetheyweretobeingalotbetteroff?”

If the customer still won’t sign, the closer should look at the customer’schildrenandsay,“Kids,whydon’tyouaskyourdadwhyhewon’tsignapieceofpaperthatIdon’tevenwant?”

This closewill always get results. The customerwill either sign the ordersheet,makingthecloserasale,orhewillbreakdownandgivetheclosertherealobjection, which is usually lack of money slacre in f. Otherwise, he will getangryandturnhisrageonthecloserforhisimpudence.Eitherwaythis“close”createsrealexcitement.

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THEPAPERFOLDCLOSE

DESCRIPTION: This is a great close, in fact it’s an old insurance close thatworksmiracles.Thepurposeofthiscloseistoshowthecustomer,throughinaverysimpleexample,howbynotbuyingtheproduct“today,”thecustomerwillforget all that he has learned from the closer, thusmissing the opportunity tomakeanintelligentbuyingdecision.Thisclosewillneverfailtogettheattentionofthecustomer.Theclosershouldpracticethiscloseseveraltimesbeforetryingitonacustomer,becauseifitispresentedawkwardlyorinanunsmoothmannerthecloserwillwinduplookingexactlylikearookiesalesmanonhisveryfirstcoldcall.(FACT)

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HowthePaperFoldCloseIsUsed

Whenthecloserandthecustomerarebothsittingdownattheclosingtable,afterthe closer has given his full sales presentation, if the customer still can’t bemovedfromthepreferencethatheisgoingtohavetogohomeandthinkaboutit,thenitistheperfecttimefortheclosertousethisclose.

First:thecloserpicksuptheworksheetfromtheclosingtablewhichhasallthe product’s information written down on it, such as prices, financing,percentages,quotes,etc.,andholdsitupinfrontofhiscustomer.Thentheclosersaysandusesthefollowingclosingtechniquesimultaneouslyandcontinuouslywithoutstopping.“Mr.Customer,onthispieceofpaperthereiswrittendownallof the informationyouwill reallyneed toknowaboutmyproduct,buthere isexactlywhatisgoingtohappenifyouleavethisofficewithoutmakingabuyingdecision. Let’s say after you get home you decide to call me back about theproduct, by then you will have forgotten one-half of all the things we talkedabout.”

(NOTE: At this very point the closer folds the work sheet in half todemonstratehow the customer,bywaitinga certain timeperiod,has forgottenone-halfofthesalesinformationtalkedaboutearlierinthecloser’ssalesoffice.)“Oryou,Mr.Customer,mightwaituntilthenextmorningtocallmeabouttheproduct, and by that time youwill only remember one-fourth ofwhatwe hadtalkedabout.”

(NOTE:Atthisveryinstanttheclosershouldagainfoldthehalf-foldedworksheet intoanotherhalfso it isnowone-fourth thesizeof theoriginalpaperhestartedwith.)“But,Mr.Customer, let’s sayyouwaituntil twodays fromnowand then callme back. By then youwill only remember one-sixteenth of thethingswediscussed.”

(NOTE:Atthistimethecloseragainfoldstheworksheetintoanotherhalf,soitisnowone-sixteenththesizeoftheoriginalworksheet.)

“Andthenagain,Mr.Customer,youjustmightwait twoandahalfdaystocallme, and by that time you’ll only remember one-thirty-second ofwhatwetalkedabout.”

(NOTE:Againthecloserfoldstheworksheettorepresentone-thirty-secondofthewholepieceofpaper.)

“Now let me ask you a serious question,Mr. Customer, are you going tomakeabuyingdecisionononlyone-thirty-secondofwhatyouknow?”

(NOTE:Atthispointthecloserholdsuptheworksheetfoldeddowntotheone-thirty-secondoftheoriginaltotalworksheet.)

“Orareyou,Mr.Customer,goingtomakeabusinessdecisionbasedononehundred percent of the information in front of you.” (NOTE: As the closermakes this last statement,he simultaneously starts tounfold thework sheet togetitbacktothesizeoftheoriginalsheetofpaper.Thissimpleactdemonstratesrightinfrontofthecustomerhow,themoreheputsoffhisbuyingdecision,theless hewill remember about the features and benefits of the product, thus theless will be his chances of making an informed decision about buying theproduct.) The closer has to practice this close time and time again to get itsmooth, but once this close ismastered, the rewards to the closer in terms offuturesalesarephenomenal.(FACT.)

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THECLOSERCOMPARISONCLOSE

DESCRIPTION: This close is exactly like the Ben Franklin close except theclosercompareshimself,personally,tohiscustomersittinginfrontofhim.Thisisnotonlyafactualclose,butanemotionaloneaswell.Thecloserhastokeepinconstanteyecontactwithhiscustomerallthewaythroughthisclose,sotheclosercanseeifhiscustomerispayingattentionandgettingthepoint.Thiscloseworkswondersifthecloserisslow,deliberate,andsincerewhenapplyingit.

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HowtoUsetheCloserComparisonClose

Again,when all seems lost for the closer, he should takeout a pieceof blankpaperanddrawaverticallinedownthemiddleofit thenonthetopofthelefthandsideheshouldwritethenameofhiscustomer,alwaysusingthecustomer’sfirstname,asthecloserwantsthistobeapersonalexperience.Thenonthetopof the right hand size of the page the closer shouldwrite his own first name.Afterthecloserhasbothnamesonthepage,dividedbyasingleverticalline,heshouldthenslowlyandmethodicallystartwritingdown,oneaftertheother,allof thegood things thatheassumeshiscustomerhasacquiredorcreated inhislifetimesuchas:

(1)Family(2)Ahome(3)Twocars(4)Anartcollection(5)Amotorcycle,etc.

Then,ontheotherhalfofthepagetheclosershouldwritedownallthethingsthat he has acquired in his lifetime, naming each of them, just as he did hiscustomer’s,oneaftertheother.Sofar,sogood.Butherecomestheclose.Whenthecloser is fillingouthis sideof thepage (alwaysafter thecustomer’s list ismadeoutfirst),heshouldlistalloftheextra,good,andbeneficialthingshehasreceived or that have resulted because he personally owns the product beingsold.Thiswaythecustomercanactuallyseeforhimselfwhathehasmissedbynotowningthecloser’sproduct.

Theclosermustbesure toonlywritedownveryrealandseriouspointsonhis side of the list, or his customer will just laugh at him. The closer has toconvincingly show the customer just howbetter off hewouldhavebeen if hehad purchased the closer’s product (or service) at the same time the closerhimselfboughthis.Whenthelisthasbeencompleted,theclosershouldturnthepapertowardthecustomersohecanexamineitmoreclosely,andthenbequiet,letting the customer see the great difference between his list of benefits or

achievements,comparedtothecloser’slongerlist.Theclosermustconvincinglydemonstrate that the only real difference between them was simply that thecustomer didn’t have the advantage of previously owning the closer’s product(orservice).

When the customer looks up from the paper, back toward the closer, thecloser should put out his hand in a congratulatory manner and say to hiscustomer,“Now,givemyproductatry.”Thecustomerwillautomaticallyshakehands.Thecloserhassoldhisproduct.

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THECLOSER’SCHECKCLOSE

DESCRIPTION:This close is designed todoone thing andone thingonly. Itgetsacustomerwhowon’tmakeadecision toactnow(makeamove),whichwillhopefullybeanimmediatebuyingdecision.Whetherthatdecisionturnsouttobe“yes”or“no”concerning theproductor service isnot a functionof thisclose. This closewill definitelymake your customer react, then it’s up to theclosertodirectthatactiontowardapositive,“yes,”buyingdecision.

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HowtoUsetheCloser’sCheckClose

(NOTE:Tousethisclose,thecloserhastohaveanewornearlynewpersonalcheckbook with his home or business address on the checks, plus a phonenumber (IMPORTANT). The checkbook being used as a prop in this closecannotbeanoldbeat-upone,itshouldbecrispandnewlooking.

All rightnow,herewego.At theclosing table,whenallseemslost for thecloserbecausethecustomerhassaidnoahundredtimesandwon’tsignormakeany kind of positive buying move, the closer should stop talking, look thecustomer “sincerely” straight in the eye, and reach for his own personalcheckbook. Then, without saying a word, the closer should add up the totalamountofmoneythatthecustomerwouldhavespentontheproduct(orservice)inafullyearplusanyinterestorfinancecharges.Thentheclosershouldwriteacheckpayabletothecustomerforthatfullamount.(NOTE:Trytoinvolvethecustomerby askinghimwhat the interest rates are thesedays.Then, calculateyourinterestcostsbasedonhisinformation.)

Now,whendatingthechecktheclosershouldpost-dateitexactlyoneyear.After the check has beenmade out in full the closer should present it to thecustomersittingacrossthetablefromhimandsimplysay,“Mr.Customer,inoneyear from today, if my product or service hasn’t done exactly what I said itwoulddo,ifmyproducthasn’tliveduptoyourownexpectations,thenyoujusttakemychecktoyourbankanddepositit.Iamauthorizedtodothis.Itwillbegood.”Afterthecloserhasmadethatstatementwithallsincerity,heshouldshutupandwait for thecustomer’s responsebecausebelieveyoume, therewillbeone.Theclosershouldjustkeeplookingatthecustomerwithaseriousbusinessexpressiononhisfaceuntilthecustomersayssomething.Nowthecustomerhasnothinserhougtoloseifthingsdon’tworkout,hecangetallhismoneybackplusbetterinterestthanhewouldhavereceivedfromhisownhometownbank.What in theworld is thecustomergoing todo?Hehas tomakesomekindofdecisionandresponse.

Thatisexactlywhatthecloserwantedhimtodointheveryfirstplace.Thecloser’smainobjectivewiththis“pressureclose”wastogetthecustomeroffthefence and force him to make a move one way or the other. Then, after thecustomersayssomething,nomatterwhatitis,theclosercantakethatresponseand overcome any objections, or maneuver the customer into a more

advantageoussituationwheretheclosercanbenefitbysettingupanotherclosingtrap.

This close works. It will get the customer to act, but the closer has torememberoneveryimportantprocedurethattakesplaceattheendofthiscloseandthatistogetthecheckbackinhispocket.Thisishowit’sdone.Afterthecustomerhassaidyes,he’llgivetheproductorserviceatry,thecloserhasgottoplace the post-dated check that was laying on the table underneath the orderform orwork sheetwhen he is filling it out, keeping it out of the customer’ssight,allowingittogetlostinthepapershuffling.Theclosershouldneveragainbringupthesubjectofhischeck,butproceedtoaskthecustomeralltheordertaking questions that have to be filled out and put on the work sheet. Thecustomerwill,inmostcases,forgetaboutthecheckandgetfurtherinvolvedinhispurchase.Ifbyanychancethecustomerdoesbringupthequestion“Whereisthecheck?”afterthecontracthasbeensignedandtheproductpurchased,theclosershouldlookatthecustomerwithahumbleprankstergrinandsimplysay,“Mr.Customer,thatbusinessaboutmycheckwasjustanillustrativewayformeto get you to consider this product seriously. I knew youwould benefit fromwhatweareoffering,butyoujustneededalittlepush.Mycheckisn’tthereasonyou arebuyingourproduct.You arebuying it becauseyouknow it is a goodpurchase, and I thank you and do appreciate your business.” Then the closershouldjustcarryonwithhisroutinefollow-upquestionsorcomments.

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THEACTSAREFACTSCLOSE

DESCRIPTION:Thiscloseissound,logical,andsimple.Itdemonstratestothecustomer, through common sense, how it would be advantageous to own thecloser’sproductorservice.Thecloserhastorememberwhenusingthisclosetoslowdownandbedeliberateinhisdelivery.Ifherushesthroughthisclosewithexcitementandtoomuchenthusiasm,itwillloseitspower.

(NOTE: This close is a mixture of facts and emotions. The closer has toconvincinglyusethemboth.)

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HowtoUsetheActsAreFactsClose

Thecloserhashiscustomersittingdownat theclosing table,aftera full salespresentation, and the customer still won’tmake a decision, ormove from hisdecision of not buying “today.” The closer should put away his presentationmaterials,his“pitchbook”andanyextrapapers thathappentobe littering theclosingtable,andsimplyplacebothhands,folded,onthetable.Withoutapen,oranyotherthreateningsalesparaphernalia,saytothecustomer,“Mr.Customer,beforeIshakeyourhandandletyougohome,allowmetoexplainsomething.Ihave not only told you what my product will do for you but I have actuallyshown you what it will do with written information—which by the way ifincorrectwouldbesectsiasm,itfraudandsinceyouhaveitallinfrontofyouonpaperwe’dbeinbigtrouble.Ihavealsoactuallydemonstratedtoyouhowmyproductworks.Youhavewitnessedthatforyourveryownself.Inaddition,youhavephysicallyexaminedourproduct,youhavetouchedit,andexperiencedit.Allthesethingsarefats,aretheynot?”(Waitfortheobligatory“yes”response.)“WellletmeaskyouMr.Customer,ifyouweremewhatelsecouldIpossiblydotoshowyoutheadvantageofowningmyproduct?Whatkindofadvicecouldyougivemetohelpmeconvinceyouthatmyproduct isgoodforyou?Couldyoupleaseanswerthatforme?”

(Note:Atthispointtheclosershouldshutupandletthecustomertalk.Ifthecustomer does give an answer, then he will also be giving the closer anotherobjection,somethingthat theclosercangethis teeth intoandovercome,but ifthe customer remains quiet and unresponsive then the closer should continuewiththefollowinglineofthought.)

“Mr.Customer,ifyouhadaproduct,andyouknewthatitwasgoodforme,andifyouhaddemonstratedittomewithallofthesincerityandprofessionalismyoucouldmuster,andIstillwouldn’tbuytheproduct,wouldn’tyouthinkthatthere was something I’m not telling you, something that prevents me frompurchasing?” (Wait for the obligatory “yes” response.) “Of course youwould,andinmostcasesthereasonissimplymoney.Well,we,Mr.Customer,realizethat a person’s finances are his own personal business, and in many casesfinances are the real reason someonewon’t buy. Sowe have set up a specialfinancialarrangementthatcanbecustomtailoredtoyourownpersonalfinancial

situation.Now,letmeshowyouhoweasilyitallworks.”

(Note:Atthispointthecustomershouldstarttoseethatthecloserisn’touttotakeadvantageofhim,butrather,toworkwithhim,andit’satthispointthatthecustomerstartstomeltandexplainstothecloserthatthereasonhedoesn’tbuyisreallybecauseofmoney.Oncethisisoutintheopentheclosercancontinuealonghisregulargameplan,andfinishclosingthedeal.)

Thisclose isa softandslowone—and it is sure toworkbecause it slowlymelts down the customer’s resistance, with understanding, good will andfriendship. The closer should practice this close, put it in his ownwords andpersonality,andbeverysincerewhendeliveringit.Thisclosemaysoundverygeneral,but itdelivers. It’sapeople topeopleclose,withno real tricks,but itwillmakeanycloserwhousesitwithfeeling,moresalesthanheorshehaseverseenbefore.(FACT)

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THEWRITEOBJECTIONCLOSE

DESCRIPTION:Thiscloseisaneasyonetouse.Itmakesthecustomerseeforhimselfhowsillyandridiculoushisownexcusesarefornotbuyingthecloser’sproduct.Infact,thiscloseissosimpleanddirectitreallyworkswonders,butithas to be executed by the closer with sincerity, and genuine feeling, or thecustomerwill knowexactlywhat is takingplace and justwalk away from thecloser,leavinghimwithablanklookonhisface,nottomentionablankorderform.

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HowtoUsetheWriteObjectionClose

Whenthecloseriswithhiscustomerattheclosingtableandthepresentationhasgottentothepointwhereallofthecloser’ssalesinformationisinwritingontheorder formorworksheet,but thecustomerssheOnce ttill says,“No, I’mnotbuyingtodaybecauseIhavetotalktomyfather,etc.,etc.,”thenthisishowyoumust use this special close. The closer should say to his customer, “Mr.Customer, Iunderstandcompletely,youcan’tmakeabuyingdecision,withouttalkingtoyourfather,whobythewayisbackhomeinChicago(orwherever),right?”(Waitfortheobligatory“yes.”)“Well,noproblem,butjusthelpmeoutifyouwill.Ourcompanylikestoknowwhysomefolksdon’tbuyourproductandothersdo.So Iwouldbegrateful ifyoucould, just forourownrecords,writedownyour reason fornotpurchasingmyproduct righthereon theworksheetwhere it says remarks, and please sign it. We really do appreciate yourcomments. This helps us to become a better and more service orientedcompany.”

Nowthatthecustomerthinksthatheisoffthehook,thatheisfreetoleavethesalesofficeandthepressureisoff,hewill,inmostcases,starttowritedownhisreasonfornotbuyingtodayontheworksheetyouhavehandedhim.Whenthecloserusesthisclosewithconviction,thecustomersneverdofinishwritingalloftheirexcuses.Whathappensisthis,abouthalfwaythroughtheparagraphorsentenceexplainingwhyhecan’tbuytoday,thecustomerwillstarttoseehowsilly,andshallowhisexcuse looks toeveryonearoundhim, includinghisownfamily.Plusthecustomerknowsthatafterhehaswrittendownhis“trumped-up”excuseforalltheworldtosee,hewillhavetofurtherembarrasshimselfbecausehe agreed to formally sign it. This is the timewhen the customer’s objectionstartstofall topieces.Thecustomerwillatthispoint,oftenputdownthepen,andlookupfromthetabletothecloser,andmeeklysay“Now,justwhatkindofmoneyarewetalkingaboutanyway?”or,“HowdidyousayIcouldfinancethisproduct?”

Thisisallthecloserwantedtohearinthefirstplace.Thiskindofaresponsefromthecustomerwastheentirepurposeoftheclose.Afterthecustomermakeshis statement, then the closer can finally make the move toward getting thecustomertoagreetobuytheproduct.(Note:Onegreatadvantagethisclosehasoveralltheotherclosesisthatitgetsthepenintothecustomer’shand,andalso

getsthecustomerusedtowritingontheordersheet,whichhewillhavetodoatsomepointwhenhesignsforyourproductorservice.)

Remember:This simpleclose thatmaneuvers thecustomer intowritinghismade-upexcuse,withhisownhand, in frontofhisown family,works. Itwillcreate sales all day long, just as long as the closer uses it in a very sinceremanner when explaining to customers why he needs their objections writtendown.

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FIFTEENCUSTOMEROBJECTIONSAND

FORTY-FIVECLOSERRESPONSES

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CHAPTERELEVEN

FifteenCustomerObjections

andForty-FiveCloserResponses

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TheCustomer’sObjection:“I’llBeBack”

CLOSER’SRESPONSE:

1. “Great,Mr. Customer. I trust you—I know you’ll be back tomorrow.Whydon’tyoutakemywatchwithyouandbringitbackwhenyoureturn.Here,goaheadandtakeit;Iknowyouwillgiveitbacktomorrow.”

(Note:Thismaneuverreallyputs thecustomeron thespotandembarrasseshimbecausehe’sjustbeentrappedandheknowsit.Theclosershouldthenkeepproddingtofindoutwhattherealobjectionisand“close”it.Noonewillwanttotakeyourwatchsodon’tworry.)2.“Sinceyou’rethatinterested,let’sgoaheadand fill out anorder sheet and take a “hold check” for theproduct.Thatway,whenyoucomebackwecantakecareofthepaperworkaloteasier.

3.‘Youdon’thavetocomebacktosignthepapersoranything.I’mgoingtobein your neighborhood tomorrow, so I’ll just drop by. How’s that for goodservice?”

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TheCustomer’sObjection:“IHavetoTalktoMyDad(Son,Uncle,etc.)First”

CLOSER’SRESPONSE:

1.“Whenareyougoingtoseeyourdad—inaweekorso?Allright,I’lltellyouwhat I’mgoing todo. I’ll takeoffworkforaweekandgoseemydad.Then,whileyouareaskingyourdadifyoucanbuymyproduct, I’llaskmydadif Icansellit.”Youmustnotbesarcasticwhensayingthis.Itismeanttobealightjokeandyouhavetodeliveritasajoke.Laughafterwardsandtellthecustomeryouwerejustjoking.

2.“Letmeaskyouthis,andtellmethetruth—doesyourdadaskforyouradvicebeforehebuyssomething?”

3. “Why are you going to talk to someone—youhave all the information andfactsconcerningtheproductrighthereinfrontofyou.Whoeveryouwanttotalktosuredoesn’t,becausehe’snothere.Whatcouldyoupossiblyaskhimaboutthe product that you don’t already know, unless it’s a question related tofinances?”

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TheCustomer’sObjection:“WeNeverBuyontheSpuroftheMoment”

CLOSER’SRESPONSE:

1.“Wedon’twantyoutobuyimmediately,andwedon’twantcash;allwewantyoutodoistryourproduct(orservice)forawhile.Putalittledownpaymentonit and we’ll structure some comfortable monthly payments. Then during thattime, come back to visit and watch the progress my company is making. Ifyou’renotsatisfiedyouarealwaysabletoresellourproduct(orservice).”

2. “If you just walked into this sales office and said you wanted to buy theproduct, that would be on the spur of themoment. But you’ve seen how ourproductworks,allitsadvantagesandbenefits,plusyouhaveallthefactsneededtomake an intelligent buying decision. So, seriously,why don’t you give it atry?”

3. “Well, I knowyou likemy product, sowhy don’t I give you time to thinkaboutit.Ihen{utem"widthlltellyouwhatI’lldosoyouwon’tloseanymoney.I’llgoaheadanddatethecontractandalloftheworkingpapersfortoday’sdate.Thatwayyou can get the product at today’s sale price, but you’ll have a fewdaystothinkaboutit.”

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TheCustomer’sObjection:“IJustCan’tMakeaDecisionNow”

CLOSER’SRESPONSE:

1.“Doyoumeantotellmethatyouarefifty-fiveyearsoldandyoudoubtyourabilitytomakeanintelligentandcorrectbusinessdecision?

2.“Youdon’thavetothinktoolongifsomethingyouareconsideringwillmakemoneyforyou,doyou?Allright, that’sexactlywhatwe’re talkingaboutwiththisproduct(orservice).”

3. “Mr. Customer, a decision is like playing football—you can’t make atouchdown by sitting on the bench. You have to get out on the field andparticipate.Youknowthatyounowhaveenoughfactsandinformationaboutmyproducttomakeabuyingdecision.AllIwantyoutodoisgiveitatry.”

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TheCustomer’sObjection:“I’mJustLookingAround,JustShopping”

CLOSER’SRESPONSE:

1. “Sinceyou’redoing that,whydon’tyougoaheadandbuy (or invest)here,sinceyounowknowthepotentialofourcompany.Thenlookaroundandseeifyoucanfindanythingbetter.Ifyoudofindabetterbuy(orinvestment),wecanliquidateyourpurchase(orinvestment)inthirtytofortydaysandyounotonlywouldhavemadealittlemoneytoinvestinyournew-foundproduct(orserviceorinvestment),butyouwouldbeenjoyingthebenefitsofmyproduct(orserviceor investment)while youwere looking. If you don’t find a better product (orserviceorinvestment),thenyou’realreadysecurewithourcompanyattoday’sspecialprice.”

2. “There are lookers and there are doers. Lookers always pass life by, justdreaming about things andnever reallyhaving them. It is thedoerswhohavemoney; they have a portfolio, something solid to build on. Don’t ever foolyourself.”

3. “Everyonehas to lookaround.Butwhenyouhaveanopportunity like this,where you can see the potential and advantages ofmy product (or service orinvestment) and you now know that our product (or service or investment) issuperiortoallothers,isn’tthatwhatyouhavebeenlookingforinthefirstplace?Whenyoufindwhatyouwant,don’toverlookitandpassitby.Whynotgiveitatry?”

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TheCustomer’sObjection:“ICanMakeMoreMoneyorDoBetter

SomeplaceElse”

CLOSER’SRESPONSE:

1.“I’lltellyouwhat.Let’sgotoaphoneinthesalesofficeandyouletmetalktothosepeoplewhomakemoremoney(orhavedonebetterinprice)onthistypeofaninvestment(orproductorservice).Whoknows,Imightwanttogetajobwith thecompanyyourfriendsaredealingwith.”Thisusuallyembarrasses thecusto {sesicemer into taking your pitch more seriously, especially when hedoesn’trevealwherethisbetterdealis.

2.“Whydon’tyoucomeonover tomyhousesometime thisweekand talk tosomeofmyfriendsaboutthesebetterinvestments(orproductsorservice)?I’llgo ahead and set up the meeting because I just might want to invest (orpurchase)myself.Whencanyoumakeit?”

3.“Thenwhatareyoudoinglookingatmyproductinthefirstplace?”

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TheCustomer’sObjection:“I’mTooOldtoBuy”

CLOSER’SRESPONSE:

1.“No,you’renot.You’reonlyasoldasyouthinkyouare.Why,thisproduct(or service)wouldputa littlepizazz inyour life.Besides,ourcompanyneedspeoplelikeyou.Whydon’tyougivemyproduct(orservice)achance?”

2. “You’re not too old to think about your wife’s care and comfort or yourgrandchildren, so why don’t you buy the product (or service) for them—youknowtheywouldenjoyit.”

3.“Youknow,lifegoeson.Andyounowhavethetimetoenjoytheproduct(orservice)andallitsbenefits.Sodosomethinggoodforyourselfandyourfamilyandgiveusatry.”

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TheCustomer’sObjection:“WeCan’tBuyBecauseWeHaveOtherObligationsatHome:Sickness,theFarm,KidsinSchool,etc.”

CLOSER’SRESPONSE:

1. “Those obligations come first, you’re absolutely right. But now, this is anopportunitythatjustdoesn’tpresentitselfeveryday—that’safactandyouknowit.Ifwecouldworkoutthepaymentswithyousothatthey’recompatiblewithyourpresentobligationsanddon’tinterfere,wouldyouthengiveitatry?”

2. “Whatareyougoing tohave tomorrow,newproblems?Whatdidyouhaveyesterday,oldproblems?You’realwaysgoingtohaveproblemsandobligations—everyone does. You just have to start building a future for your familysometime,andnowistheperfecttimetogetstarted.Notyesterdayortomorrow,butnowwhileyoucan,whileyouhavethechancerightbeforeyou.”

3.“Youknowyoudon’thaveamonopolyonproblemsandobligations;weallhavethem.Butsomepeoplearebetteroffthanothersbecausetheystartedwithaplan and followed it through.Theyknew theywould have problems, but theywere willing to work around them and deal with them. That is the onlydifferencebetweenpeoplewithmoneyandfolkswhodon’thaveasmuchmoneyastheyreallyneed.Allyouhavetodoisplanandcarrythatplanthrough.You’llfind that your problems aren’t as bad as you thought. Sowhy don’t you startplanningforachangeandgivemyproduct(orservice)atry?”

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TheCustomer’sObjection:“I’veAlreadyBoughtSomeplaceElse”

CLOSER’SRESPONSE:

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1. “Thengo ahead andbuyhere too, youknow the potential.Don’tmake themistake of putting all your eggs into one basket. Diversify yourself and dobusinesswithus.”

2. “Thenwrite the people you bought from and tell them you’re not satisfiedwiththeirproductandwantyourmoneyback.Youwillthenbefreetobuyourproduct (or service), knowing that you saved money and purchased a betterproduct(orservice).”

3.‘Thenwhatyoushoulddo,knowingmyproduct’spotentialandlikingit,istopurchaseoneofmyproductsforanothermemberofyourfamily,someonewhowouldreallyappreciateit.”

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TheCustomer’sObjection:“IHavetoThinkAboutIt”

CLOSER’SRESPONSE:

1.“Letmeaskyouthis:Ifyouownedthisproductandyouwantedmetosellitforyou,andacustomercameuptomeandsaid,‘Ihavetothinkaboutit,’wouldyou want me to let him go, or would you want me to show him what he’smissingbynotbuyingtheproduct?”

2.“Theonly thingyouhave to really thinkabout ismoney, isn’t it?Well,youknowyourfinancesbetter thanIdo,sowhydon’tyousithereandhavesomecoffeeandseehowyourfinanceslook.I’llbebackinaminute.”

3.“Idon’tblameyou;thisisamajorpurchase.I’vegottomakeaphonecall,sowhydon’t you think about itwhile all theproduct information is still fresh inyourmind,andI’mheretoansweranyofyourquestions.Nowthatmakessense,doesn’tit?”

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TheCustomer’sObjection:“YourProductCostsTooMuch”

CLOSER’SRESPONSE:

1. “Compared towhat?Theproduct (or service) younowhaveor someotherone that doesn’t have as many benefits as this one? Tell me, what are youcomparingmyproduct’spriceto?”

2. “You can go first class or second class; that’s your decision. But you getexactlywhatyoupayfor.Youhavetorememberthatmyproduct(orservice)isthetopoftheline.Ifitdoesn’tfitintoyourfutureplansthenIdon’tthinkyouneedit.”

3.“Ifmyproduct(orservice)istooexpensive,asyouseeit,whatdoyouthinkitwill cost a year from now? Why don’t you try it before it gets even moreexpensive;andIcanassureyouthatitwill.Believeme,ifyoucan’taffordmyproduct(orservice)now,yousurewon’tbeabletoafforditlater.”

(NOTE:Theclosercanveryeasilyturnthisobjectionaroundandsaytothecustomer,“Well,whatdoyouthinkmyproduct(orservice)shouldbeworth?”Ifthe customer answers, the closer should write it up and submit it forconsiderationtohisboss.Alotofsaleshavebeenmadethatway.)

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TheCustomer’sObjection:“WhyIsThisProductforMe?WhyShouldIBuy?

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CLOSER’SRESPONSE:

1.“Becausenooneinthisworldisadversetomakingorsavingmoneyandyoucansee thepotentialofmyproduct (orservice) rightherebeforeyoureyes. Ifyouknowitwillhelpyouinyourfinancialfutureyoushouldbuyfromus.Butifyou really thinkwecan’t helpyou, thenby allmeansdon’t.Someonewill begladyoudidn’t!”

2.“Whywouldn’tthisproductbeforyou?Pleaseanswermethat.”

3. “This product is for you because it benefits you. The product providesprotection for your hard-earnedmoney in today’s economy.And besides, thisproductwouldn’tbenearthesuccessit isifitweren’tforpeoplelikeyouwhounderstood the product’s potential. You need the product, more than it needsyou.Whydoyouthinkwe’vesoldsomany?”

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TheCustomer’sObjection:“ICan’tAffordIt”

CLOSER’SRESPONSE:

1.“Iknowwhatyoumean.Ifsomeoneaskedmeforthatkindofmoney,I’dsayIcouldn’tafforditeither.Infact,Iwasinthesameboatasyouarenow,notlongago.LetmeexplaintoyouhowIhandledthatsituation.”

(NOTE:Theclosershouldthenshowthecustomerhowtheproduct,serviceorsomesimilarinvestmentmademoneyforhim.Thecustomercanrelatetothisapproach, and the closer has created a common bondwith the customer, thusmakingthe“close”thatmucheasier.)2.“Whatdoyoumean,youcan’taffordit?Canyoureallyaffordnotto?Doyourealizehowmuchthepriceofeverythingisgoing to rise in the future? If you can’t afford to buymyproduct (or service)now—somethingthatyoureallywant—thenyoubettergetanewjobthatpaysmore.”

3. “Doyoumean to tellme thatyoucan’tputasideXamountofmoneyeachmonth?Didyourealizeyouwereinthatbadofafinancialsituationbeforewestarted discussing finances? Here, let me show you how you can afford myproductmoreeasilythanyouthought.”

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TheCustomer’sObjection:“WeCan’tBuy,WeJustGotMarried”

CLOSER’SRESPONSE:

1.“Well,couldyouthinkofabetterweddingpresentforeachofyoutogivetheother?”

2.“Youcanstarttobuildyourfuturetogetherasmanandwiferightnow,inyourvery first joint investment. This investment will be a starting point for yourfuturefamilyandfortimestocome.”

3.“Youhave,believeitornot,anopportunity thatveryfewnewlywedsenjoy.By buying this product (or service) now you can share a feeling ofaccomplishment for years to come.You’d be surprised howmany people saythey are going to start an investment when they first get married, but don’tbecausetheysaytheydonout{therprisedhothavethemoney.Youknow,thereis theexpenseofsettingupanewhousehold.Then theysay theyaregoing toinvestwhentheyhavetheirfirstbaby,butdon’tbecauseofthehospitalcostsanddoctorbills.Thentheysaytheywillinvestwhenthekidsleavehome,butdon’tbecause they now have to pay for the kids’ college. Then they say they willinvestwhen thekids areoutof school, but don’t becauseby that time they’retryingtosaveforsometypeofretirement.Andsotheyretiretogetheryearslaterwithoutanymoneybecausetheyneverstartedaninvestmentforthefuture.It’sasadstory,butit’sverycommon.Youpeoplehavethechancetodirectyourlivesawayfromthatkindofendingrightnow.Sowhydon’tyougivemycompanyatry?”

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TheCustomer’sObjection:“IHavetoTalktoMyLawyerorMoneyManager”

CLOSER’SRESPONSE:

1.“That’sagoodidea.Let’sgethimonthephonerightnowandyoucanexplaintohimhowgoodeverythingisaboutthisproduct(orservice).Thenaskhimifhethinksit’sagoodinvestment.Nowwhatdoyouthinkheisgoingtosay?I’lltellyouwhathe’llsay.He’llsay,‘HowshouldIknowifit’sagooddealornot?I’mnottheretoseeit.Youare.HowcanItellyouabouttheproduct?’Andhewillberighttotellyouthat.Well,whatareyourimpressionsabouttheproduct?”

2.“Doesyourlawyercallyouwhenhe’sgoingtobuysomethingthat’sinyourlineofbusiness?”

3. “All your lawyer can reallydo is say, ‘Don’t sign anything.’Thatwayhe’sprotected.Evenifheknewitwasagoodinvestment,hewouldn’tdaretellyoutogo ahead and purchase something he hasn’t seen himself. If he thinks hisdecisionhasanyriskwhatsoever,he’llbeoverprotectiveinhiscommentseverytime.Andwhatkindofsoundadvice is that?Anyonecanbenegativebecausethere’snoriskifyouadviseyourclientstodonothing.”

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CONCLUSION

THEARTOFCLOSINGANYDEAL

The first of September finally arrived andmy summer job at Green VistaEstateswascomingtoanend.Iwouldbegoingbacktoschool,butIwasn’tasexcitedabout itas Iguess I shouldhavebeen.GreenVistaEstateswasa totalsuccess.Ineversawanythinggrowanddevelopmoreinthreeshortmonthsinmyentirelife.Iasked“BigBill”ifIcouldhavemysamejobbacknextyearandhesaidhehadbetterthingsplannedforme,soIguessedthatmeantIhadsomekindofajob.

IthinkthereasonIfeltkindofsadabouthavingtogobacktoschoolwasthefactthatIwouldn’tbeseeingSamanymore.ThatmorningSamwalkeduptomeandtoldmemylessonson“closing”wereover.HesaidifIstayedwithGreenVistaEstatesandpracticedwhathehadtaughtme,therewasnowayonearthIcouldn’tbecomeatopmastercloser.

Sam said he wouldn’t be coming back next summer because he hadcompletedhisjobhere,whateverthatmeant.HesaidIhadbeenagoodstudentwhodeserv~cententseveryedmorethanjusttoseewhattheinscriptionontheinsideofhisgoldringsaid.Hegavemethering.Whenhehandedit tomehehadtearsinhiseyesandtoldmetoalwayswearit.

I forgot about the inscription and just stood therewatching as Sam turnedaroundtowalktowardtheguardhouse.Helookedatmeandsaid,“I’llbeseeingyou,butnothereandnotforseveralyears.”

“Buthowwillwekeepintouch?Idon’thaveyouraddress,”Isaidinavoicegoneraspy.

“Iwillbefollowingyourcareer,myboy.Theworldwillbefollowingyouasamaster closer and, soonenough, as amaster salesmanager.That’swhen I’llcomeback.We’lldosomeserioustalkingthen,son.”

SamwashalfwayacrosstheparkinglotwhenIcalledout,“Youaretalkingaboutalotofmaybe’sandalotofyearsfromnow.”

Samturnedandspokeinavoicethatcarriedallthewaytome,allthewaytomysoulitseemed.“Youbelieve?Youbelieveinme?Youbelieveinyourself?”

Inoddedeachtime.Hewavedandwassoonoutofsight.

Ifeltlikecryingbecausemyoldfriendwasgoingtoleavemejustlikethat.IputtheringinmypocketandstartedtorunafterSam,wantingtothankhimforeverythingIhadlearned,andtellhimhowmuchIcaredabouthim.IranrightuptoSam’sguardhouseandjerkedopenthedoortosay,“Sam,whatareyoudoing,givingmeyourring?”

When I looked inside the guard house it was empty. I looked outside, butSamwasgone.

LaterthatnightIdrovebacktomyfolk’shome,tryingtofigureouthowmylifehadseemedtochangesomuchinonesummer.IfeltinmypocketandtherewasSam’sgoldring.Ipulledoffthehighwayintoarestareaandjuststaredathis old, worn-out ring. Then it dawned on me to see if there really was anyinscription in the ring. I opened the glove compartment to get some light andthere, inside the gold ring, was a real inscription. Sam toldme if any personwanted tobeamastercloserallhehad todowasfollowtheruleof thering’sinscription.Thering’sinscriptionsimplyreadSumTertius—“IAmThird.”

FromlisteningtoSamIknowwhat itmeant:PutGodfirst inyourlife, theother fellow second, and yourself always third. If a closer kept that kind ofattitude,thereisnowayhecouldfail.“IAmThird,”thatsoundedjustlikeSam.Sometimeshewasrough,buthealwayshadaheartofgold.

Well,thatiswhathappenedtomeseventeenyearsagowhenIwasgoingtoschoolandworkingatGreenVistaEstatesinthesummer.Ikeptworkingthere,alwayswearingthatring,andnevermentionedSamagaintoanyone.TodayI’ma highly successful entrepreneur. All thanks tomymysterious friend. But thestorydoesn’tendthere.

Iknew Ihadmet a friendwhogavemehis ringand taughtme someveryvaluablelessonsaboutlifeand“closing”sales.IcherishedthememoryofSamJohnson,andknewhe’dreturnashepromised.AndInowknowthatthereisa“SamJohnson”livingineverymastercloser’sheart.

ine"3">IknowI’vemadeSamproudofme, and I knowyou’llwant to hear aboutournextencounter. Inmyfollow-upbook,MoreoftheArtofClosingAnyDeal:Howto be A “Master-Closer” and “Master

SalesManager,”myremarkablefriendtoldme all there is to know about SalesManagement. It ismy special privilege tohave lived both books, and to be able topassthemontoyou.

TheEnd

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