2. TEXT FORMAT
Here is a different issue. The articles and brief sales tips from an actual issue of "Telephone Prospecting and Selling Report."

Opening Statements Are The Keys to Successful Calls

I've been saying it for twelve years and I still believe it more strongly than ever: the opening statement is the most pivotal part of your call. Without an opening that piques curiosity, and puts the listener in a positive frame of mind to participate, nothing else matters. You can't fly the plane unless it gets off the ground.
We'll cover ideas you can use for the primary types of calls placed.

Prospecting Calls
The point you need to communicate in the first few seconds is, "We have something that might be able to help you, and I simply need to learn more about you to find out." The key is in using the right words. Before the call, answer these questions: "What do prospects want most as it relates to my type of product/service, what do they want to avoid, and how can I help them do their job more effectively?" Answer these, and you'll likely have a benefit you can plug directly into your opener. Something that'll cause them to break their preoccupation with the task at hand, become curious, and want to speak with you.
One that has been tremendously successful with clients is a variation of, "This is ____ with _____. We specialize in working with businesses, helping them to ____. Depending on what you're doing/using/buying in the area of _____, we might have something here that could potentially help you to ____."

Follow-Up Calls
Consider preparing this opener after you end a call, for use on the next one. Because, a follow-up is a continuation of previous contacts, on your road to your ultimate objective. Your follow-up opener should: remind them of your previous conversation, mention what you both promised to do as a result of the previous call, and state the agenda for this call. And it needs to be proactive to be effective. No nonsense like, " . . . and I was just calling to see if you got the literature, and if you had any questions." That's weak. An effective example is, "Kathy, it's Dan Adams calling to continue our conversation from last week. I've got some good news on the replacement parts research I did for you, and also I'd like to go through your thoughts on the proposal I faxed you . . ."

Calls to Regular Customers
Do you like to be taken for granted? Or, do you like to be pampered, and made to feel special? Obvious answers, but, why then, are so many customers treated with indifference. For example, "Hi Mike, it's Keith at Able Supply. Hey, you guys got an order for us this week?"
When your call is announced to your customer, you want him/her to say, "Oh, sure I'll take it. He always has great ideas for me." Contrast that with, "Oh, him again. Probably wants to know where my order is."
Every time you call, without exception, have a Value Added Point to make. It's anything that allows them to feel they've gained by simply talking to you. It can be good news, useful information, notification of a sale, ideas you have . . . anything they will perceive as useful.
For example, "Sandra, it's Linda with Dino Services. I was studying what you've been buying from us over the past two years, and I've got an idea here for a program that might just make your job a little easier . . ."

Additional guidelines for opening calls

o The purpose for your opening is twofold: (1) to put your listener in a positive state of mind,and, (2) to effectively transition you to the next part of the call, the questioning. You don't want to make a presentation, or ask for a sale or appointment--they are not ready yet at this point.
o Write out your openings. Yes, script them. Everything else you'll say is in response to what they say, but the opener can be prepared, word for word. This way, you know it will work.
o Never sound like you're working from a prepared opening.
o Look at your opening as if you were the person hearing it. If it doesn't excite you, scrap it and start over.
o When editing your opening, scrutinize every word and idea and answer this question: Is this adding to the effectiveness of the opening? If not, cut it out completely, or reword it. Be relentless in your editing. Better that you rip it apart than them.
o Talk about ideas and results at the beginning of the call, not about products and services. People become curious about ideas and results, they resist the mention of products and services because they feel they're about to hear a sales pitch.
o Create interest as succinctly as possible.
o The opening is simply one part-albeit an integral one-of the grand plan. Be certain you know where you're headed next, and what questions you'll ask.


Dumb Questions Get Dumb Answers
By Art Sobczak
My eight-year old daughter can totally trash her bedroom faster than a tornado. Encountering the chaos the other day, exasperated by the piles, I asked her, "Do you want me to come in here and throw away everything I find on the floor?"
"No, Daddy," she whispered while pleading with her gorgeous blue eyes.
Well, what did I expect her to say? "Sure Dad, throw away everything you can find."
Then I thought about the other inane questions I've asked my kids while in a quasi-disciplining mode:
"Do you want to go to your room?"
"Do you want to lose your TV privilege?"
"How many times do I have to tell you not to do that?"
I guess I should follow the same guidelines at home regarding questioning as I do on the phone: The quality of your answer is in direct correlation to the quality of your question. Ask a dumb question, get a similar-quality answer.
For example, consider some of the go-nowhere questions employed by some sales reps.
"Do you have any questions?"
"Do you have any needs?"
"What do you look for in a service?"
"Do you need anything else?"
"So is everything going OK with the company you're buying from now?"
All of those virtually assure a negative response. Selling is tough enough as is, don't make it more difficult.
Here are the same questions, with more productive alternatives.
Instead of, "Do you have any questions?", try, "What were your thoughts about the performance figures in the brochure?"
"As you read the proposal, which area did you spend the most time on?"
In place of,""Do you have any needs?", consider, "What are your expansion and equipment plans for the next six months?"
"Which areas have you targeted for an increase in productivity?"
Instead of, "What do you look for in a service?", use, "What are the three main criteria you used when you selected your existing vendor?" "Which one did you place the most emphasis on?"
"What specifically will you base your decision on?"
Don't use, "Do you need anything else?" Try, "Many customers who order the _____ also get some_____ to go with it. Would you like one also?"
Avoid, "So is everything going OK with the company you're buying from now?" In its place try,
"How do you handle it when (fill in the blank with a problem they might experience with the vendor, based on your knowledge of them.)
For example, "What do you do when you have special orders you need with less than a week's notice?"
Ask a vague question, get an equally vague (and worthless) answer. Be specific, be prepared, and your questions will reward you accordingly.
Have your best month ever!



Don't Erase Positive Statements
Beware of using "eraser" words, like "but" and "however." These words serve to erase the impact of what preceded it. For example, I was shopping a couple of landscape nurseries by phone, and one said, "Well yes, we will deliver and plant the tree, but it's only for the larger jobs." I was considering what I believed to be a larger job, but his tone seemed negative. Use "and" in place of the "eraser." For example, "Yes we will deliver and plant your tree free of charge on any job of only $1000 or more."


Be Careful of Prejudging Based Upon Sound
If you've placed sales calls for any length of time, you've likely had the experience of negatively judging someone's potential based on the way they sounded, and then had that notion totally disproven. For example, after hearing a voice that sounded like they were just awaken from a deep sleep after having gone on an all night binge, and later learning they are one of the leading authorities in their company or industry.
The point is, you can't afford to lose your edge when you get someone on the phone who doesn't sound like your image of a buyer.


Involve Their Senses
Engage all of your prospect's senses to help overcome the visual barrier of using the phone. For example,
"Pick up a pen. It's about that light."
"The thickness is the same as a standard file folder."
"If you look at a standard desktop, it would set in just one corner, and still give you room to work."


How to Sell When You are Sold Out
By Linda Fracassi
Your customer calls to order a product. This call is not the usual ordering call. This customer wants to order a product you are out of. You're all sold out. You have two choices: one, you can say to the customer, "Gee, I'm sorry. We're all sold out."
And that's followed by your silence, which puts pressure on the customer to think of another product you have that will meet his needs. Provided, of course, he is willing to continue talking to you. He just may say, "Thanks for nothing," hang up and dial another company— your competitor for example. Very dangerous for you and your company since according to TARP, 25% of our customers are ready--not just willing--to switch suppliers at any time. This one time when you don't have what he wants may be the reason for him to try another company.
Your second option is to say, "Unfortunately, we are out of this product right now. If I could ask you a couple of questions, I may be able to recommend another product that might fill your needs as well."
You then ask probing questions to uncover your customer's needs so you can make the correct substitution. Under no circumstances do you recite a litany of woe explaining why your company is out of a product. There are two main reasons for this.

1. The customer does not care why you are out of something.
Customers are always tuned into their own private radio station, WII-FM or, "What's in it for me?"

2. You might end up telling the customer something that could fuel his anger at your company and you, since you're the only company representative present.

If you feel compelled to offer some sort of explanation, simply say,
"We are out of the item because it is very popular."
It's a positive message communicating your company's good business health. It sounds a lot better than casting aspersions at the other department's strengths and weaknesses.
By bridging to the customer's needs and making an accurate, beneficial recommendation for another product, you accomplish three things. You,
1. Demonstrate your willingness to help your customers; 2. Distinguish yourself from your competitors who will not go the extra step, and, 3. Build customer loyalty through your ability to offer assistance.
Summation: One of the ways to distinguish yourself from your competitors is to offer a level of service that sets you apart from them. Service is one way of maintaining and protecting your customer base.
Good Luck and Good Selling!
(Linda Fracassi is a founding partner of Learning Essentials, a telephone sales training, and telemarketing consulting firm. She can be reached at P.O. Box 5141, Toms River,NJ, 08754-5141. 908-341-7356.)



Turn Brush Off's Into Opportunities
Perhaps you've had buyers try to brush you off in this way: "I'm satisfied with who we're using. What's your turnaround time?"
In other words, they punctuate their attempted brush off with a question, which is really a sign of interest. Pick up on this opportunity, and begin your own questioning. For example, "Well, that answer really depends on the job. Tell me about your . . ."
"Normally when I hear the price question, there's some sign of interest. Is there?"
"I could give you a better answer to that after I learn a about how you're now handling . . . "



What Route Will the Buying Process Take?
Determining if your prospect is indeed a key decision maker is only one step in what I call the "Authority" category. In addition, you need to know how your contact fits within the big scheme: the decision making and buying process.
This process specifically consists of the channels which the discussions, paperwork, and side decisions will take in order for them to ultimately write your company a check.
Questions To Ask
"What's the procedure at your company for making a decision like this?"
"Assuming you wanted to do this, what would you have to do there?"
"If you decide to move forward, what channels will you need to go through?"
"How long does it typically take for this to move through the typical company channels for an approval on something like this?"
"Once you decide you want it, will you have to run it by any other department to get financial approval for it?"
"Assuming you like what you see when I send out the samples, what next?"
Every buying decision follows a "decision tree"-flow chart type process. In the simplest cases, it's only one step: your contact wants what you have, and gives you a credit card number. For other products and companies it's like traveling a suburban housing subdivision, full of complicated crooked streets, cul-de-sacs, and dead ends. The more you know about the route, the better equipped you are to influence it, and shorten the duration of the journey.


The Benefits of Using Scripts For Parts of Your Calls
By Jim Domanski
Just suppose there was a way to shorten your call and improve your overall communication impact with your prospects and customers. This would likely mean you could make more calls in less time, which really means you would meet and exceed your sales objectives—faster.
Ultimately, if you're paid on commission, it would mean better earning potential.
Well, there is a way. It's called a script. Given a choice, most sales reps would rather pull teeth
from their lower gum with pliers than use a script. But, like it or not, well-crafted scripts work. And they work well.
My next series of articles will address scripts and job aids, especially how to build and use them to improve your results.

What? Everyone Resists Using Scripts
Typically, sales reps resist scripts because they're "canned," lack personality and spontaneity, and don't
allow for natural conversational interaction between the rep and the prospect/customer. (You could probably add more reasons, and I'd be inclined to agree with you in every case.)
But before you start wrenching away with those pliers, let's define "script." Most say it's "a word-for-word presentation from start to finish." My definition is a little different. I maintain it's a word-for-word presentation in certain key parts.
Smart managers, supervisors, and sales reps recognize that a good sales presentation can't be totally scripted because the customer or prospect rarely adheres to what you've written. And unless you're selling a basic commodity like carpet cleaning, it is difficult to script for the vast majority of sales calls.
Yet, there are the parts that make the call progress smoothly while reducing call length.
The opening of every call should be scripted. I am staggered and amazed when I see reps make up a new opening line thirty, forty, even fifty times daily.
It doesn't make sense. As Art has pointed out in past issues, the opening statement is the key to success.
Once you have found the right mix of words (the magic key) don't mess with it.
In general, product descriptions should be scripted as well. While some customization is expected—especially benefits—the product more or less remains constant with all customers. Why reinvent the wheel? Use a job aid such as a feature-advantage-benefit chart.
Objections also come in a variety of flavors and colors, but they, too, can be anticipated. Specific replies can and should be produced. Job aids, again, are remarkably helpful.
Finally, there are certain parts of the closing remarks that can be scripted; repeating the key details of the agreement, sale, or other action items is not only courteous, but it avoids some nasty misunderstandings down the line.
Whether you realize it or not, you are probably using scripts—or parts of them—in your dialogue right now.
Over the next few issues, I'll show you ways to make that dialogue more powerful, getting you more results. Read with an open mind, and you might be surprised what you'll learn.
(Jim Domanski is President of TeleConcepts Consulting Group, a telemarketing consulting and training firm. Contact him at 35 VanStone, Kanata, Ontario, Canada. 613-591-1998)



Question Examples You Can Use
"What are some of your responsibilities in this position?" (Helps you understand how they are evaluated in their job, and how you can help them.)
"What process did you go through in selecting your present vendor?" (Gives you an idea of how difficult it might be to win the business.)
"How are you handling _______ now?" (Fill in with a problem they likely are experiencing, or one you think they might encounter.)
"What are you doing about it?" (If they say, "Nothing," ask the next questions.)
"What effect is that having on your business, and other departments?"
"What is it costing you?"
"What will happen if you do nothing?"
"What is keeping you from solving the problem?" (These are all designed to help embellish and magnify the problem so they see it as being severe enough to do something about.)
"What do you see as possible solutions?" (To get their idea of what they'd like to do.)
"What do you think is the best solution?" (Narrows it down.)
"Why is that one most important to you?" (Gives their emotional reason. Helps them sell themselves.)
"If you decided to go that route, what is the overall decision making process?" (Gives you an idea of what channels you might have to go through.)
"Who else might be involved?" (Gives you the names of other players.)
"Will they go along with your decision or recommendation?"
"What will you need to do to win their support?"
(Uncovers the degree of difficulty of getting the decision passed.)


How to Double Your Sales
Here's the secret of sales that can double your income: Get information before you give it.
It's that simple.
Selling isn't convincing anyone of anything. It's helping them get what they want or need.
A cab driver a few weeks ago, after finding out what I did, said that he couldn't sell because someone gave him a test that asked him to sell a pen to a person who already had a similar pen. He failed miserably, and asked me what kind of pitch I would have suggested. I responded that there's no possible way I would even consider trying to put together a "pitch" under those circumstances because you're predestined for failure.
I told him that you'd first need to find out why and how the person uses pens, what he likes and doesn't like about them, ideally what he desires most and least when it comes to pens, and what value he places on that. Only then could you effectively tell him about your pen and have a snowball's chance of getting him to consider yours.
And that's no different than your sales calls. To enjoy gargantuan success in sales, you need to be a master questioner, able to open up your prospect and customer, unlock their needs, concerns and desires, and move them into a state of mind where they begin wanting a product or service like yours even before you begin presenting it.
Think about it: offer someone a drink of water when they're not thirsty, and they decline. When they're parched, they seek out the water. Your job is to help them recognize the thirst.
Here is a very effective exercise I recommend you engage in to help your questioning be as effective as possible. People only take action when they are dissatisfied with their present situation, or want to avoid such dissatisfaction. What dissatisfaction do you ease?
Benefits are only benefits if the person hearing them perceives them to be benefits. Therefore, I suggest you work backwards from benefits to create questions. Take a "benefit," then think of what dissatisfaction it soothes, the need it fills, or problem it solves. Then, write out the appropriate question you'd ask.
For example, an order-entry software program offers instant notification of out-of-stock merchandise, allowing you to suggest alternative items. But it's only really a benefit if a listener runs into backorder situations and feels it's a hindrance because they lose sales, or have paperwork headaches, etc. Therefore an initial question would be, "How often do you run into backorder situations?" Followed by, "When do you realize it?" "Have you ever lost sales because you had to notify the customer later their item was going to be late, and they just told you to cancel it?" Notice that technique isn't simply, "Are you having any backorder problems?" That forces them to think too much. You want to help them recall and feel the dissatisfaction.
Begin each call thinking of the dissatisfaction you can fill, and what questions you'll need to ask to determine if it exists, and to what extent, or how you'll help them recognize any latent dissatisfaction.
After you've accomplished this on a call, then and only then are you in a favorable position to begin presenting what you offer.


Clarify the Fuzzy Phrases
Don't get put off by an abstract phrase like, "We might do something next quarter. We'll take a look at it. Let's stay in touch."
What does THAT mean? Clarify it.
"When you say 'something,' does that mean you'll go with it?"
"Does 'stay in touch' mean I should call at a certain time?"
"What exactly will you be looking at?"


Call Clinic

(This is the feature where each month we take a reader's call, or one I received, and analyze what went right, and what could have been done differently.)
Customer Service, Or Nuisance?
I was madly scrambling, flinging things into my briefcase, hoping to sprint out the door and push the speed limit to the airport when this call arrived.
"Hello, I'm _____ with ____ (one of my vendors; I'll omit the name, since it happens every day in virtually every industry). I was just wondering how everything's going?"
"How what's going?", I asked.
"Your service with us."
"I use it, it works."
"Oh, OK. Do you still have my number on file?"
"I don't recall ever talking to you!"
"Well, I'm supposed to give you a call every two months.
Let me give you my phone number . . ."
Although some people feel these regular "How'sitgoin?" calls are good customer service, I feel they're a nuisance.
Think about it. If your customer is like most people, constantly in a hyper-busy mode, running faster but still getting farther behind every day, a call like this does nothing for the customer.
Bottom line, when your call is announced to the customer, you want him/her to say, "Oh, sure, put it through. Every time she calls, she always has something of interest for me."
Compare that to, "Oh, her again. Probably just calling to chit chat. Tell her I'm busy."
If you do, and/or must call customers regularly, be certain you have something of value and interest every time you phone. Be convinced that they'll be better off after they've spoken with you.
Call with good news, information that will help them, ideas that will help their business, details on a special you'll be running, industry information they might not yet have heard about. Have a V.A.P. (Value Added Point) on every call. Is it easy? No way. But if you can't, I bet your competition can think of fresh things to say that just might be attractive enough to get them thinking.

Get Commitments on Every Call
If a prospect suggests they alone won't or can't make a decision,or make one now, they might be brushing you off. If you can't get some type of commitment from them, even a minor one, it's pretty likely they have no intention of doing anything. On the other hand, if they are sincere, they'll have no hesitations about committing to doing something for you.
For example, consider the scenario where you've questioned, made a presentation, and the prospect says,
"I really can't do anything myself. It's going to be Jan Smith's decision. I'll talk to her and get back to you." If you left it at that, you likely wouldn't get this person's enthusiastic support, therefore Jan wouldn't be too excited about it either. Instead, to get a commitment from this person you could say, "Do you personally like the idea?"
"If it were your decision, would you go with it?"
"Would you be comfortable recommending it to Jan before I call?"
Their answer provides your answer.


The Future Event Situation
Another situation: the prospect tries putting you off because they're waiting for a future event. For example, "We can't do anything until we get our new computer system."
First, draw on your logic to discern whether that event should even affect what you sell. For example, acquiring the new computer system shouldn't affect the exterior landscape service you provide. You could simply ask, in a justifiably confused way, "I guess I'm not following you Mr. Prospect. How are those two decisions related?" Some stallers throw out any excuse--some quite absurd--to get salespeople off the phone. Most work quite well because they're not questioned.
On the other hand, if their future event must precede the purchase of what you sell, you have a few options.
Get commitment he/she will buy from you when that event takes place. "When you do get your new system installed, can I be the one to provide that maintenance contract?"
"When you do decide to open it up for bids, can I be one of the first to receive the Request for Proposal?"
"When you do have an overflow situation that requires bringing in temporary help, will you call me to provide those people?"
Be sure they're not stalling you, and then go for the strongest commitment you can get today which will move you closer to the sale.




Get Commitment When Addressing Objections
You should use commitment questions when you run into problems and questions (objections) also. I like to use them in conjunction with the "Let's take that out of it" technique.
For example, after hearing an objection, take the key problem area out of the equation, and then ask them if they would commit to what you're offering.
"Paul, let's take price out of this scenario for a moment. Just looking at my offer based on what you're getting, is it the one you'd get the most from."
"Let's look at this a different way. Let's just forget the fact that we're not located in your city for the sake of conversation. Judging what we have, compared to what you're now getting, what would you say is the better choice for you."
"If you didn't use experience as one of your criteria, would we be the one you'd choose?"
These questions help them commit they'd buy from you, after you deal with the issue you've taken out of the equation. Your job then is to build the value of what they like to a level greater than their perceived problem.


Summarize Your Understanding
Before even considering talking about the results of what you can deliver, ensure you have a clear picture of what he wants. Paraphrase, or restate, what you understand his desires to be.
For example,
"So that I'm sure I understood what you said you're looking for, let me summarize . . ."
"To be certain I'm thinking along the same lines as you are . . ."
"So I know we're together on this, let me go over . . . "

Use Voice Mail to Sell
Use your own voice mail greetings as a mini advertisement.
One of my printing sales reps leaves on his, "Oh, and be sure to ask about the new ideas we have on promoting your business."
Also, listen to the greeting you put on. Be sure your tone of voice conveys the enthusiasm you hope your prospects will also have when you call.


Be Aware of Negative Speech Habits
In listening to calls recently, I heard quite a few occurrences of certain words and phrases that most certainly detracted from the professional images the reps wanted to convey. Watch out for, and avoid these:
"Really?", at the end of prospect's statements.
As if the prospect should respond, "No, I was lying."
"Ya'know"
"Yeah"
Using "Like," as in, "It was, like, cool."
Using, "I mean" constantly. You shouldn't use this too much, I mean, like, not all the time, ya know?"



Power Talking Tip: Show Them How They'll Be Better Off
By George Walther
A person hired to qualify old inquiries and clean up a company's database places calls to prospects and lapsed customers, asking questions about decision makers, and products they purchase. Say out loud to yourself:
"We're updating our mail list here and I was wondering if you would do me a favor and answer some questions?"
Now, say:
"We want to make sure that we send you material that's of interest and value to you. I'd like to ask a few questions about what you buy, and if appropriate, who should receive the information on any money-saving specials we have."

Often, salespeople jump on the phone with selfish motives; their foremost thought is of needing to make a sale or otherwise gaining personally by the contact.
And that typically is counterproductive, leading to resistance and objections.
When it comes to getting cooperation in business the best strategy is to help the other person understand why he'll be better off by doing what you suggest.
In personal dealings, I'm all for helping a friend. In business, though, the one party I'm watching out for is ME! I don't care—nor do your customers--if you're "just this close" to meeting quota, or about to qualify for some kind of prize.
Every person you contact wants to know, "Why should I talk to you?", "How will I be better off by giving you information?", and, "What's in it for me?"
What you can do right now: When you need someone's cooperation, figure out why his participation will benefit him, not you. Emphasize the benefits he'll realize by following your suggestion.
Instead of saying,
"I'd like to tell you about our products and find out what it would take to do business with us."
Say,
"Based on what I know about your operation, there's a good probability a few of our products would sell quickly to the customers you market to, generating a very nice profit margin for you. I'd like to ask you a few questions, and discuss some of these items to see how there would be a fit with your merchandising strategy."
Instead of,
"Could you do me a favor? When you call in with your orders, could you please save them over a couple of days and put everything on one instead of having a bunch of little orders?"
Say,
"If there are situations where you need to order items, but don't require them delivered immediately, you can save money on the shipping. Group a few of the orders together into one, and that way you'll have just one shipping charge."
Instead of saying (or thinking),
"Will you do this for me?"
Say,
"Here's why this will be good for you."
More Power Talking To You!
(George Walther is the author of many telemarketing audio/video programs. His book, "Power Talking: 50 Ways to Say What You Mean and Get What You Wan,")





Teletips You Can Use

On Questioning . . .
Here are effective questioning tips you can use.
Weak: "Is your present vendor doing a good job for you?"
Stronger: "What do you like about your present vendor, and what would you like to get if you could?"
Confrontational: "Why did you choose them?"
Non-Adversarial: "What was the process used to make that choice?"
Invasive: "So, what's your budget?"
Justified: "The reason for the next question is that my recommendation will be based on what's best for the amount of money you have to work with. Can you give me an idea of what your budget is for this project?"
Keep in mind also that every answer your hear is perceived as correct in the mind of the person giving it. Respect them, even if you don't agree.

Get it Done!
Don't make a "to do" list at the beginning of the day. Make a "To Get Done" list. View your plans as something you'll accomplish, not as an activity you'll try to perform.

Call During the "Bad Times"
Sales managers often hear excuses from reps as to why they're not calling more frequently, or getting top results: "It's a slow season," "Friday afternoon is a bad time," "Everyone is in meetings on Monday morning," etc. However, the superstars recognize that the key to success is in consistent activity, especially during these times. Call when everyone else isn't and you'll have a greater chance at succeeding.

Pinpoint the Real Objection Before Addressing It
It's senseless to deal with smokescreens or vague signs of resistance that aren't contributing to the real reason for the person's hesitancy. You must first isolate the problem to the one, core issue that's stopping them. For example, "Can we narrow down your reason for not moving forward to just this price issue?"
"If we completely took the minimum order size requirement out of the discussion, would you agree that this is the best offer you've seen?"
"Other than total number of years of experience, is there any other issue that is stopping you from selecting us?"


Target Prospects Who Look Like Your Best Customers
The 80/20 rule applies to many of us: 80% of our business comes from 20% of our customers. Therefore, when going after new customers, try to ensure that you're going after people who will be like the 20% of your customers who now give you most of your business. Do an analysis of that 20%. What characteristics do they have in common?
Target your prospecting at groups possessing similar traits. Best yet, ask for referrals from your best customers. You might find they'll refer you to buyers similar to them.


Get Clarification on Time Frames
When discussing time frames with prospects and customers, ensure you both have an understanding of the terms used.
For example, one person's summer might be another's early fall. Also, 1st quarter would be January-March if they're on a calendar year basis, but could be something else depending on their fiscal year.

How to Pick Yourself Up After a Call
Ever feel down after a call? Put things in perspective. Ask yourself, "What humor can I see in this situation?"
• "Does this experience really affect who I am?"
• "What can I learn from it?"

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