Jonathan Farrington’s Blog

An objection can be looked upon as sales resistance, and without it you cannot expect to make a sale – just as in electricity, you cannot expect to have current flowing from one end of a conductor to the other without resistance.

Making a sale is like driving a car from A to B, where you accelerate and decelerate according to the road conditions. If the car were lifted, the wheels would not touch the ground, it would not have resistance, and without friction you won’t be able to move forward, no matter how fast the wheels are spinning.

Within this E-book, which represents a compilation of articles I have written on the subject, I cover the various strategies you should use to overcome any objection – and reach a satisfactory close.

Simply click on the banner below to download your FREE copy

Today’s News: We are just thirteen days away from launch – more soon!

Tomorrow: My guest is best selling author and leadership guru, Kevin Eikenberry

Our style of negotiation will be influenced by the style of the other party. If both sides are adversarial; there will be little trust between the two parties, however, if one side decides to be co-operative, there is a danger the other side will use this apparent sign of weakness to their advantage.

Co-operative bargaining has the advantage of being a more efficient style of negotiation, however certain rules have to be followed by both parties for it to work.

Let us look at the two styles of bargaining and their features:

Features Of Adversarial Bargaining:

• Each side takes up a position and defends it.

• Opening bids are set at unrealistic levels; too high or too low, in order to give room for manoeuvre.

• Movement is small or non-existent until later on in the negotiation.

• Tactics are used to gain short term advantage.

• Too much emphasis is placed on trust. .This really is my best price!

• Information is withheld, or misrepresented.

• The outcome is often “win-lose”, or “lose-lose”.

• The more aggressive negotiator usually does best.

• This style does not encourage long term, mutually beneficial relationships.

• Neither side asks enough questions, or explores alternatives in sufficient depth.

Features Of Co-Operative Bargaining:

• Each side recognizes that the other has needs and feelings and accepts implicit rules.

• Objective measures are taken of what is fair and reasonable.

• Trust is not an issue as either side is willing to share information.

• This style is friendly, but not soft. There is a willingness to trade concessions.

• There is a clear, communicable strategy.

• Bad behavior is punished.

• This style involves creative problem solving.

• It encourages long term, mutually profitable relationships.

• Each side asks more questions and explores alternatives, rather than taking up fixed positions.

 The usual outcome is “win-win”.

Today’s News: “Selling Through The Slump” is clearly the hot topic right now, for all the reasons we understand – and you will know that I have very strong opinions about the causes: But this is not a time for additional recrimination; it is a time to collaborate, co-operate, and work through it together.

Last week I co-presented with Jill Konrath and Kendra Lee for Landslide Technologies – if you missed it, you can still download it here - and last night, I listened in to The Customer Collective’s gig.

On December 9th, the Top Sales Experts  launch our inaugral “TSE Roundtable.”  

Presenters include: Leslie Buterin, Colleen Francis, Jill Konrath, Paul McCord, Keith Rosen and me – hosted by Maureen Blandford.

I think it is quite probably going to be THE definitive event on the subject so far.

It’s FREE to register, and everyone will receive a very special ebook: “Selling Successfully In A Downturn Economy” with contributions from all of us.

Registration will be limited to the first 1000 applicants, and we will open the doors for booking on December 2nd at 6pm GMT (12 noon Eastern)

More details, very soon.

Tomorrow: It’s that time of the week again – JF Uncut – for me it’s cathartic; for some, it’s time to be amused; for others, it’s time to be enlightened – whatever, just join me.

Find out how you can bring a kilo or two of heroin, some semtex, a few hand-grenades, some chemical weapons, in fact anything you like into the UK or Northern Europe, completely undetected.

No clandestine locations – simply sail pass Customs Officers, without challenge.

I’ll give you the complete lowdown – prepare to be amazed.

Ever since 9/11, and for a long time before this, the UK has been hopelessly exposed.

Negligence just does not describe it, and I am going to be very interested to see how the British government are going to explain this one away. 

Yep, it’s an exclusive! “The Gaping Hole In Britain’s Defences”

Closing a sale has always been the most difficult stage for inexperienced sales professionals – this is usually down to a lack of confidence and the fear of rejection. Here is some advice that will get you to those three magical words: “Yes, I’ll buy” – more easily.

Unless the person you are influencing offers an unconditional yes to your proposals you will need to do or say something that will generate a positive decision.

Here are two steps you can take towards getting a decision:

Step One:
. Ask yourself ‘How does this person normally go about making decisions?’ Most people usually have a preferred way of making up their mind. Some people take their time to decide, others are happy to make snap decisions. You can sometimes push the latter, but will need to tread more carefully with the former.

Step Two:
. Have a variety of ways in which you can stimulate a decision.

Spot The Signals – Verbal And Non-Verbal

Knowing when to ask for a decision can be critical. Ask too soon and you may frighten the other person off. Ask too late and you may miss your best chance. Watch for signals that suggest the other person is ready to decide:

• Leaning forward, seeming more interested and involved
• Head up, good eye contact
• Stoking chin thoughtfully
• Nodding or smiling in agreement with you
• Upward infection in voice tone
• Requesting more information
• Asking you to repeat some points you made earlier
• Making notes
• Asking ‘What if …’ or ‘Suppose …’ questions
• Checking guarantees, support, follow-up plans
• Picking up your written proposal and double checking aspects
• Discussing implementation details

Dealing With Ditherers

A good way of avoiding a decision is to say ‘I want to think about it.’

Sometimes people do want time to think things through. But, very often, this can be an excuse or a put-off.

Ask:
• ‘What exactly do you want to think through? (Whatever you do – don’t pause here!) Is it the implementation schedule? Is the bottom line? Is it the timing?’

Once you have isolated the real reason, you are much better placed to respond to the objection.

Going For “Yes”

• ‘If you agree, shall we go ahead right away?’

Its very directness appeals to the Driver or Expressive personalities.

If the answer is “no”, ask : ‘What’s preventing you from going ahead?’

The Alternative Choice Question

This is less direct because you enable people to make a choice between two possible options.

• ‘When would you like to start – Friday or shall we wait until Monday?’
• ‘Which of these two do you prefer?’
• ‘Which support contract is most appropriate for you – this one, or that one?’

The Minor Decision

Here, you ask people to make a decision about a relatively unimportant aspect of the proposal. If they give the go-ahead, the assumption is that they agree to the whole idea.

• ‘Where do you want your logo to appear – at the top of the form or do you think it would look better in the bottom right hand corner?’
• ‘By the way, how do you intend to resource the project?’
• ‘How should we deal with the Southern branches?’

The Assumptive Question/Statement

This question/statement works well with Amiables and Expressives, both of whom need a continuous nudge towards decisions. (Be careful with Analyticals  who dislikes presumption.)

• ‘After we start, I assume you’ll want a monthly update?’
• ‘You’ll notice significant improvements immediately after we start.’

And Finally: The Benefit Summary

Some people like to hear a review of the benefits they will receive if they agree to your ideas. A quick list followed by a decision question often does the trick.

• ‘Ok – let’s summarise. After we’ve made the alterations you will notice that you have extra time available for other things, you’ll start to save on budget and you’ll have a happier work force. So, shall we go ahead?’

Please note: To understand and read more about the four personality types mentioned in this article, go here:  “How To Relate To And Influence The Four Personality Types”

Today’s News: Well done America – thank God for sense and sensibility! Be assured that if Europe had been allowed to vote, it really would have been a landslide. Now we can get some sleep.

Just seven days to go, and there are still places left - we anticipate more than 500 front-line sales professionals will be registering – so do reserve your FREE place today and take part in this innovative and highly relevant event – it’s for YOU – just click on the banner below.

Over at Business Expert Webinars, the very bright Terri Dunevant is presenting:

The Staircase Principle Applied to the Salesperson
11/5/08 5:30pm EASTERN TIME
Details Here

Tomorrow: On The JF Guest Author Spot, is the man himself, Jeffrey Gitomer

One of the main differences between negotiators is how confident they feel when negotiating. Typically, the more confident we feel, and the better we are prepared, the more successful will be the outcome of our negotiations.

Personal power comes from many sources. To build up and increase our confidence as negotiators we need to step back and analyse the sources of our personal power and compare them with those of the people with whom we are negotiating.

Power is not absolute. In most negotiating relationships the power balance moves with time as the negotiation progresses.

Here are just a few examples of sources of power:

Information Power:

Information power comes from having knowledge that will influence the outcome of the negotiation. Planning and research can increase our information power, as can asking the right questions before we reach the bargaining phase of the negotiation.

Reward Power:

Reward power comes from having the ability to reward the other party in the negotiation. It could be the power a buyer has to place an order for goods and services or the power a salesperson has to give good service and solve problems

Coercive Power:

Coercive power is the power to punish. This is seen most commonly in the buyer-seller relationship, but can be a feature of other types of negotiation.

Situation Power:

Situation power is the power that comes from being in the right place at the right time. A customer is desperate to place an order and you are the only source of supply in the short term. Having an effective network and keeping in touch with what is happening can increase your situation power.

Expertise Power:

Expertise power comes from having a particular skill which you can apply and which can influence the outcome of the negotiation. Improving negotiation skills helps you win better deals. Other areas of expertise could also help the outcome of the negotiation.

And Finally – Referent Power:

Referent power comes from being consistent over time. If people see you as having a clear, consistent strategy as a negotiator, you will increase your referent power.

Having standards that you stick to and being consistent will help to increase your referent power. In the eighties, Margaret Thatcher wasn’t universally popular, but was respected by many for being consistent in her views and behaviour. In the end she failed because her approach was too rigid and she was unable to adapt to changing circumstances.

You will find a number of other articles on negotiation here

Today’s News: Amazingly, Business Expert Webinars has just delivered it’s 100th session - incredible how time flies. This is the message I received from CEO, Lee Saltz.

Business Expert Webinars Delivers its 100th Business eLearning Training Session!
October 28, 2008, Minneapolis, MN – Business Expert Webinars (BEW), the leading provider of business eLearning, achieved a major milestone today when they delivered their 100th for-fee webinar.

“I am proud of this significant BEW accomplishment. I’m not aware of any other program that has
delivered 100 for-fee webinars in this short period of time. BEW has clearly demonstrated that people are willing to invest in business eLearning as a way to enhance the skill development of themselves and their employees. As the economy has tightened, companies and business professionals have been forced to find alternative strategies for skill development. BEW offers an affordable way to increase business aptitude on a limited budget,” said Lee B. Salz, President and CEO of Business Expert Webinars.

“The BEW platform is incredible,” says Jeb Blount, BEW speaker and CEO of SalesGravy.com. “It has provided professional business speakers with a venue to reach a global audience. Participants learn relevant information that they can immediately use in their business career.”

Business Expert Webinars began delivering for-fee webinars in May 2008 and has built a portfolio of over 150 business speakers, with a schedule of over 750 live business eLearning seminars on a wide array of subjects. “What makes BEW unique is that our speakers are not using these sessions as marketing events, but are using the technology to deliver their teachings to audiences around the world. Not only are BEW’s participants worldwide, but so are the speakers. We have speakers in Canada, France, Australia, Egypt, and the U.K. Our mission is to deliver high-quality, business education in a cost effective environment.” said Salz.

“As a result of delivering business eLearning sessions with Business Expert Webinars, I’ve been able to provide business professionals with new ways to affordably benefit from my services,” says Leslie Buterin, BEW speaker and founder of ColdCallingNetNews.com. “With training budgets being squeezed, BEW offers a means to develop teams without breaking the bank.”

About Business Expert Webinars
Business Expert Webinars (BEW) is the leading provider of business eLearning. BEW has an
international community of business speakers that comprises best-selling authors, award-winning
speakers, and business gurus delivering training for business professionals. For more information, visit
BusinessExpertWebinars.com.

Upcoming Event: On November 12th, Jill Konrath, Kendra Lee and I are presenting an open workshop, hosted by Landslide Technologies – it’s FREE, and I feel certain you will not want to miss it – just click on the banner at the bottom of this post, for full details.

Tomorrow: On The JF Guest Spot I am delighted to welcome back Kevin Dwyer, the second internationally acclaimed leadership guru to appear this week.

As well as being a great friend, Kevin is one of the wisest men I know and I have never held it against him for being Australian!

The JF Guest Author Spot

Keith Rosen MCC

If you eat healthfully and take care of yourself, then you will never need to go on a diet. A sound and practical philosophy, regardless of how challenging it may be at times to consistently do so.

This same philosophy holds true when it comes to selling. If you honor a well-balanced sales process, which includes everything from first contact to how you qualify a prospect, as well as how effectively you deliver your presentation, then you will not have to close.

Look what was being taught in the old school of selling. The old school taught salespeople to close, close, close. Salespeople were told to spend most of their time closing the deal. Trainers taught salespeople fancy closes to handle and overcome objections. Over the years, a new school of thought has evolved: the school of possibility. Imagine what would be possible if all the objections you typically hear at the “closing table” were prevented and defused throughout the course of your presentation.

There exists a choice a salesperson has to make. The first choice is spending minimal time on your presentation and spending the rest of your time attempting to close the prospect. The second choice is investing most of your time up front on a masterful presentation infused with well-crafted questions that defuse the most common objections you hear. This results in the prospect essentially closing himself, with minimal effort. Which school do you choose to be a student of?

Do you run into the same objection over and over again? If you see a pattern, wouldn’t it make sense to plan for or master a way to defuse these objections by preventing them from surfacing before they actually arise? Wouldn’t it make your job easier to put these objections or concerns to rest throughout your presentation? The end of your presentation should simply be the natural evolution of the selling process: earning the business of a new prospect.

If you can overcome an objection during the course of your presentation when it is still in its fetal stage, as opposed to waiting until the end of your presentation when it becomes a full-grown obstacle, you will find yourself spending less time closing and more time posting new sales.

Consider this: if you were building a brick wall, what would be easier; removing a broken brick that has just been laid or waiting until the wall is fully constructed? If you wait until the end, you have to tear down the entire wall just to get to the broken brick, and then spend the rest of your time reconstructing it.

The same holds true with your selling process. Remove the defective bricks or objections first in order to avoid having to do so later, when it just may be too late to do anything about it.

Keith Rosen is the preferred, authentic coach that top executives and sales professionals in many of the world’s leading companies call first. As a prominent, engaging speaker, Master Coach and well-known author of many books and articles, Keith is one of the foremost authorities on assisting people in achieving positive, measurable change in their attitude, in their behavior and in their results. Keith’s articles can be found in Selling Power Magazine and has appeared in feature stories in The New York Times, The Washington Times, Inc. Magazine, Sales and Marketing Management’s Ultimate Motivation Guide with Stephen Covey and The Wall Street Journal. For his work as a pioneer in the coaching profession, Inc. magazine and Fast Company named Keith one of the five most respected and influential executive coaches in the country.

To speak with Keith about personalized, one to one or team coaching or training or to receive his free ezine,
call 1-888- 262-2450, e-mail info(at)ProfitBuilders.com or visit www.ProfitBuilders.com.

Today’s News: I am incredibly lucky to have a small, trusted group of advisors, of which Keith is a very important member. Another, my “Crazy Sister” Jill Konrath, is adamant that my writing style is “high-brow” - that probably has something to do with her catching me off-guard one time and me confessing my membership of MENSA: You can imagine the conversation – “My name is Jonathan… and I have been inducted into a society for ….” Something almost “Confessional”

The reality is that I have deliberately avoided subjects that might be termed “controversial”

I am talking about - my political views; corporate corruption; the hypocrisy within the Catholic Church; why we are experiencing the worst financial meltdown in decades……..

But not anymore.

From this Saturday, you can catch JF Uncut (I know, the mind boggles)

Every Saturday and Sunday, I’ll be giving you my take on the things that are really important to me – no holds barred - and totally unassociated with my usual Monday-Friday persona.

If you think you can hack it (expletives may be used) then join me.

First up, I am going to respond to this load of ********

My experience is that Jerry is a really nice guy, so it’s nothing personal – truth is, we are in this mess because of two emotions that have driven the finance sector for almost two decades - greed and fear. I’ll elaborate on Saturday. 

Tomorrow: Even skilled and seasoned negotiators struggle sometimes when it comes to trading concessions, prefering to take the swiftest route to closure and thus leaving so much money on the table - tomorrow my advice on how to gather up those last few cents.

To handle resistance to your ideas and influence, you will first need to pinpoint exactly why there is an objection. Typically, people object or resist because they:

• Don’t fully understand your proposal
• Misunderstand it
• Don’t feel a need to go ahead
• Don’t recognise the benefits and advantages
• Don’t believe your claims
• Are happy to remain as they are
• Genuinely need time to think things through
• Don’t trust you
• Display general inertia

What Type Of Resistance?

Objections and resistance usually come in three identifiable forms:

A condition is a genuine, non-negotiable reason why someone can’t go ahead or agree to your proposal (eg: company policy, legal reasons, a contractual obligation).

An excuse or a put-off, is usually made because people are not convinced of the benefits of your ideas. Excuses cannot be answered – conviction is the only solution.

A real objection can include lack of money or resources, time constraints, happiness with the status quo.

Strategies & Tactics

Resistance can be very frustrating. You are anxious to get on with things and it is hard to see why others are stonewalling. This is the moment to back off and take stock.

• Listen carefully to what they are saying to you.
• Watch their body language – does it contain any hidden messages?
• Step into their shoes; try to see things from their point of view.
• Consider what would have to happen for you to be convinced?
• Plan your responses carefully.
• Take time to construct carefully thought through responses.
• Check that you have provided acceptable responses to doubts and fears.
• Seek areas of agreement and stress them, minimise areas of disagreement.

Categories Of Resistance

It is not enough to know whether people are for or against you and your ideas and proposals. The people you want to influence can be divided into nine categories and you can learn more about each category here

Today’s News:

There are a considerable number of Top Sales Experts presenting over at Business Expert Webinars this week – here is the full list:(Just click on the banner at the bottom for full details)

Business Development for Woman Lawyers – Innovative Strategies
Topic: Legal
8/4/08 10:00am EASTERN TIME
Presented by Joan Paul

HR Can Succeed As Internal Consultants
Topic: Human Resources
8/4/08 1:00pm EASTERN TIME
Presented by Maureen Blandford

How to Out Perform & Outlast the Competition
Topic: Sales
8/5/08 11:30am EASTERN TIME
Presented by Cheryl Clausen

The Communication Enigma – Filling the Generation Gap
Topic: Business Communication
8/6/08 2:30pm EASTERN TIME
Presented by Drew Stevens

Winning in the 9th Inning
Topic: Sales
8/6/08 4:00pm EASTERN TIME
Presented by Terri Dunevant

Crucial Points to Succeed in Sales
Topic: Sales
8/7/08 4:00pm EASTERN TIME
Presented by Alen Majer 

Tomorrow: The delightful Debbie Fay, is my guest on The JF Guest Author Spot

When we agree to an idea or proposal, it’s because there’s something in it for us. It’s hard to influence people who can’t see what’s in it for them. Sounds one-sided, but it is true. Call it self-interest, selfishness or whatever. It is only human nature to ask, ‘What am I getting from this?’

People will say yes to your ideas if they meet their needs or match their view of life in the following areas:

• Principles and values

• Beliefs and opinions

• Needs and wants

So Give People What They Want & Need

People agree to ideas and suggestions that match their needs or views of life. Underpinning all our lives are certain principles and values that we hold to be true. These become guidance for how we conduct our lives. They influence and mould our behaviour. They can differ greatly from person to person and successful influencers always take principles and values into account.

But how?

• Notice what principles and values drive other people

• Ask questions and invite comment and reaction

• Check with those who know them well

Some examples of principles:

‘Integrity and fairness are an integral part of business dealings.’

‘I think that older people deserve courtesy and consideration.’

‘Moral behaviour is part of the fabric of daily life.’

It would be unproductive to spend time attempting to dislodge these deep-seated principles. Instead, harness them to add leverage to your suggestions

Beliefs & Opinions:

Beliefs and opinions can be transient or short-term. Remember when you used to believe in Father Christmas, the Tooth Fairy, giants and witches? Proof can easily dislodge a belief. So too can time.

An early step on the road to influencing others may include having to change lingering beliefs or convictions before you can proceed further.

‘I think that BubbleClean washing machines break down more often than the Tumblingsystem range.’

‘I think that all politicians are corrupt.’

‘I never make decisions on the 13th.’

Each of these beliefs can be dealt with by logical questioning or providing proof or data.

Needs & Necessities:

These are fundamental requirements – they have to be met if you are to influence others. Typical needs include: reliability, security, achieving a deadline, meeting a budget, keeping up to date.

‘Because of increasing competition, it is essential that we maintain an image and at the same time keep up to date.’

‘My team members are under great pressure, so it important to maintain their morale.’

‘The system must not only be reliable but secure, as well.’

Having uncovered needs, you may have to mould or reshape your ideas to dovetail with the requirements of others. Often, people have a hierarchy of needs, so it may be important to discover and use this:

‘Which is most important to you – reliability or security?’

Wants & Wishes:

Wants and wishes are not essentials, just a wish list: ‘Wouldn’t it be lovely … if only’. But their fulfilment can be the cherry on your influencing trifle, placed on top with a flourish, after the other person has agreed to your proposal.

Depends What’s On Offer:

Question: How will your suggestions benefit the other person?

The person or people you are influencing will interpret the benefits of your suggestions in different ways. Some will be interested in the features – the fine details, the nitty gritty of ideas. Others will say ‘How will I benefit?’ Others will seek out the advantages of proposals – how the benefits are different.

Features, Benefits & Advantages:

No doubt you are familiar with the differences between features, benefits and advantages, but it is worth re-iterating.

Features:

These are built-in aspects of your idea or suggestion – timing, costs, resources etc. They will remain locked up in your idea whether the other person agrees or not.

Benefits:

These are far more important than the features of your proposal. They translate boring old features into exciting statements which show clearly how others will gain.

‘This new hardware is made in Germany (feature) which means that we will save time and money on spare parts (benefit).’

Advantages:

These are comparative benefits e.g. – increased revenue, greater savings, and faster turn-around.

In Summary: The Benefit Balance Sheet

Most people do not agree whole-heartedly to an idea. There is usually something that niggles, however well you’ve addressed their concerns.

In the end, when we finally say yes to a proposal, it is because the benefits outweigh any disadvantages.

As you plan and prepare your influencing case, list all the benefits and advantages of your suggestions. Use them to tip the balance in favour of yes.

Today’s News: What an amazing response we have had for the new Top Sales Experts E-book – almost 5000 downloads in three days. If you haven’t claimed your copy yet, just move your cursor over to the left-hand column

Over on Top 10 Sales Articles, the quality is just getting better and better – this week’s winner was Zig Zigler – hope you are enjoying it?

Tomorrow: I have a long overdue task to address and that is sorting out my article vault – someone has to do it So, wherever you are, as ever, have a great weekend and be sure to make it back here next week – JF

The JF Guest Author Spot

Are You Sitting in the Coffee Shop Licking Your Wounds? by Cheryl Clausen

After a poor sales conversation do you get off tracking spending time and energy feeling sorry for yourself? You may not be consciously aware that you’re doing it, but what do you do immediately after a sales call that doesn’t work out? In essence, many salespeople call time out.

I’m not discouraging you from taking a time out. In fact, I’m encouraging you to take a time out. But it’s how you use that time out that will provide a real benefit for you.

During prime selling time it’s not uncommon to find salespeople sitting in the local coffee shop reading the paper. A poor sales conversation can be really upsetting even demoralizing. You need time to regroup before you head to the next one, so you don’t have a repeat of the previous experience.

While the experience is fresh in your mind it’s the best time to actually learn from the experience, and make adaptations so you don’t repeat it. In all likelihood you got a stall or objection, or you just didn’t connect from the start and never had a conversation with the other person to begin with. If you’re going to get value from this experience there are a couple things you need to do.

Identify the point where things started to go wrong. If you didn’t connect from the onset, was it because: you didn’t do your homework before making the appointment, you didn’t adapt your communication style to one that was more comfortable to the prospect, or did you try to sell the prospect and manipulate them to do what you wanted them to do not what was best for them? Did you fail to listen to what the prospect was saying causing the prospect to feel disrespected?

If you don’t know it, when you get a stall or objection when your solution is a good match for the prospect it’s because you didn’t help the prospect to discover the value in your solution. That means you either don’t understand the buying process, or you just need more practice. But in the meantime all is not lost.

Make a list of all the stalls and objections you know you’ll get or could get. Here are some common general objections:

I don’t have enough money
It’s too complicated or too simple
It isn’t all that important to me
I’ll just wait and do it later
I want to look into other options.

Start with these and add to your list until you’ve thought of as many as possible. Now start thinking of examples and stories of other people or other situations where people thought these things too. Use stories to make a point that removes the validity of that objection for the prospect.

Stories are a non-threatening way of getting the prospect to look at things from another perspective. They help people to gain a deeper understanding, and they increase your connection with the prospect. As you work through this thought process you’ll start to regain your confidence and get fired up for the next insurance sales conversation, and you’ll be much better prepared when you get there.

From my experience working with clients at certain points in your business you just get really stuck and you don’t know what to do to get you where you want to go. My purpose is helping insurance agents, financial advisors, and other service professionals to get unstuck and get going again.

If you’re hungry for insurance and investment sales success, if you want to master success to get you where you want to be, and if you want to develop the time strategies that allow you to live the life you want to live I can help you get there faster and more easily. Visit my blog to read a daily article to get yourself or your team unstuck and going again and my website here

Helping agents increase their client base, close more business, and grow into transferable multi-agent agencies is Cheryl’s focus. Cheryl works with agents/agencies on their top 5 priorities: maximum time management effectiveness, assistant buyer skills for improved sales skills long-term long-lasting relationships, a unique marketing position that attracts more clients, obtaining results through other people, and planning a successful business that becomes a reality. You can learn more about Cheryl here

Today’s News: The response to the 2007 JF Article Community Awards nominees has been amazing – amongst other things, four of the nominees got together to produce a short musical skit to show their appreciation. It may be a little slow to load but it will be worth it, I promise: You will recognise; Clayton Shold of Salesopedia, Chris Knight of Ezine Articles, David Bain of Build Your Own Business and last but certainly not least, Jeb Blount of Sales Gravy, performing for you here

Tomorrow: More surprises

Seasoned sales professionals will tell you that they never think about “the close” because it happens quite naturally, but that takes practice and experience. This is what I tell “developing” salesmen and women:

It is time to simply ask for the order when:

– you and your prospect are in line with each other
– your prospect has enough information to make a decision
– your prospects attitudes are positive (excited)
– you see positive body language (smiles, relaxation, friendliness)
– you hear positive remarks (“i like that”)
– your prospect appears confident
– your prospect likes your proposal
– your prospect realises that they can afford it
– your prospect realises that they cannot afford to be without it
– your prospect realises the benefits

If having tried all the appropriate techniques in your repertoire, you still fail to close, use the “doorknob” technique: Smile, thank your prospect for their time, leaving the door open for future sales

More likely than not, your prospect will relax and you can ask them what you did wrong, what you didn’t do and why you didn’t get a favourable decision.

Then pause for an answer – the real objection may surface – and go for the close again

Sold – Now What?

Make full use of euphoria – the best time to discuss the next potential order is when you have just received the last one

• What else?

• Who else?

• What next?

Today’s News: I am really pleased with the number of people who have signed up for the Zone this week – have you? If not, you can do so here

Tomorrow: I am afraid it is time for some serious Christmas present buying and I will be back here again on Monday, so be sure to join me. Have a great w/e wherever you are – JF

The JF Guest Author Spot

“What you can learn from the Movie Business” By Kim Duke 

Maybe everything you need to know you can learn from the movies. A friend of mine is a screenwriter in Los Angeles. Over a glass of wine, we were discussing his business and the nature of the beast in Hollywood. He’s a boy from Winnipeg who gave up his much-loved Honda, his life savings, and his broadcasting career to move to Los Angeles to attend the American Film Institute. Not an easy feat in your mid-30s. After 8 years of hard work he is now becoming the new discovery of LA. He said the most difficult thing to adjust to was all the talking.

Collin slouches into his chair. “Everyone lies in this business. It’s all big Cheshire cat smiles – but essentially people have the ‘Enough about you – more about me’ mentality.”

After our conversation I thought about his last statement.

In Sales, You are on a Blind Date with Your Prospective Customer?
We tend to love what we do. So we get all excited about it and then proceed to tell everything about ourselves to the potential customer. It just reminds me of a really bad date! A one-sided conversation becomes tired pretty quickly. Customers feel like they are on a bad blind date with you if there isn’t a connection to what they need.

Minus the cynicism, our clients are also thinking like the Hollywood set, “ENOUGH ABOUT YOU blabbing about all the wonderful things about your company, your product, your requirements. MORE ABOUT ME – and what I need to survive and thrive!”

The Helium Test

Are you talking your face off when you are speaking with your client? When they ask you on the phone what you have to offer – do they hear a massive intake of air and then you giving your best “I just sucked in helium and can talk really fast” act?

If so – you aren’t making a connection with your customer. You sound like everyone else, you act like everyone else and you aren’t positioning yourself as someone who can help. Because at the end of the day -what you really do is HELP PEOPLE. The only way this is accomplished is by discovering what your customer needs and researching other areas of need – areas your customer may not even have thought of yet!

Questions Are The Answer!

Sounds like a paradox doesn’t it? In order to help your customer you first find out what they need. Or THINK they need.

Carrie Fisher, the actress who played Princess Leah in Star Wars said “Instant gratification doesn’t come fast enough. “ Now for a girl with cinnamon buns attached to the side of her head this is a pretty profound statement.

Your customers are demanding instant gratification. They want their needs met. In most cases, it just isn’t happening. The first thing out of your mouth should be “May I ask you a few questions?”

Remember W5?

Who, What, When, Where, Why and How are the foundation of selling. Customers buy when they feel an emotion NOT when they’ve had information dumped on them. How do you do this? By asking questions! Our customers become engaged when they feel curiosity… .NOT boredom.

Our customer contact should be handled with this premise – Create Curiosity With Questions.

Would the Academy of Sales Want You?

Create your own Academy award winning sales success by talking less and listening more. As Collin says, the best agents ask a multitude of relevant questions. Then they listen to the answers and make it happen. Are you acting like a star with your clients or are you being an agent? Your success lies in the answer.

 Kim Duke, The Sales Diva, provides savvy, sassy sales training for women small biz owners and entrepreneurs. Kim works with clients internationally, showing them The Sales Diva secrets to success! Sign up for her saucy and smart FREE e-zine and receive her FREE Bonus Report “The 5 Biggest Sales Mistakes Women Make” at www.salesdivas.com

Today’s News: We are now just a week away from the launch of one of the most exciting sales related projects ever conceived: Never before have so many sales experts come together in one place, to showcase their work and offer a one-stop location for anyone seeking world class solutions.

Today, I am going to introduce the female members of the Top Sales Experts team – in no particular order, they are: Joanne Black, Jill Konrath, Wendy Weiss, Cheryl Clausen, Diane Helbig, Andrea Nierenberg, Colleen Francis, Anne Miller, Tammy Stanley, Lori Richardson, Kim Duke and Rochelle Togo-Figa. That is an incredible collection of experience and expertise; tomorrow, I will spotlight the male team members.