Closing Techniques (That Really Work!)

Stephan Schiffman

Language: English

Pages: 160

ISBN: 1598698206

Format: PDF / Kindle (mobi) / ePub

Many salespeople can line up prospects, recite the benefits of their product or service, and stir the interest of their client. But when it comes to actually closing the deal, they fail and the sale falls apart. That's where sales guru Stephan Schiffman comes in—and saves the sale. In this book, Schiffman reveals the pioneering techniques that have helped more than half a million salespeople nail the sales that matter. This book includes chapters on:

  • the four words to avoid during meetings
  • why salespeople shouldn't mix business with pleasure
  • the most important word when closing a sale
  • working existing accounts

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presentation to that committee if you want to influence the decision in your direction! I can’t tell you how many times I’ve had conversations like the following with salespeople who come to my seminars. Me: So who’s making the decision in this account? Is it Ms. White, your contact? Salesperson: Oh, no. I’m talking to her, but the decision’s being made by the finance committee. Me: Why don’t you make your presentation to the finance committee, then? Salesperson: I can’t just make a

we send the “good-business-to-do-business-with-us” message early on, and then gently steer the prospect toward the questions regarding the past, the present, and the future. By the way, in all such encounters, you should always be sure to take written notes based on the information you get from your prospect. You: (after engaging in small talk) Mr. Prospect, would it help if I told you about me and my company first? Mr. Prospect: Yeah, why don’t you do that. You: Okay. We’ve been in business

was exactly like that of the last prospect I’d met with? If I’d held off discussing the issue of price until the very end of the process? I would have named a figure. The president would have said it made sense. The chief executive officer would have had his reservations. Everybody would have said that the committee needed time to think. I would have left. At some point the chief executive officer would have pointed to his (valid!) cash flow concerns, and someone could have pointed out, rightly,

outline—my point is, based on this cost, this will save you about three cents per unit, which you will multiply by 150,000. You start to see what happens. That’s why my question on this part over here . . . now at first I wasn’t happy with that number. Prospect: Yeah, that is a bit high. You: Okay, I wasn’t happy with that. I thought we could do better. When I went back to John, he thought if you commit to this minimum purchase, I could change that number which would reduce the cost to about

something of an opportunist. When I say you must become an opportunist, I don’t use the word in the sense you may be thinking of. Often, these days, when we hear that word we think of someone who is crafty, cunning, conniving, and ruthlessly ambitious. This is not the kind of opportunism I have in mind! No, the opportunism I’m suggesting you develop is rooted simply in the idea that you keep an eye open for opportunities that will benefit both you and your prospect. My kind of opportunism has

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