About the Author JOE GIRARD is one of those rare creatures: a highly motivated man who can communicate his inspiration and attitudes to others. For 12 straight years Joe sold more cars and trucks than any other salesperson. More as an individual than most dealers sell in total. No other salesperson has ever attained this title for more than one year, and not for both cars and trucks. On January 1, 1978, Joe hung up his gloves and quit selling cars. During his selling career (1963-1977), he sold 13,001 cars, all at retail. Most of his time is now spent writing books, giving lectures, and sales rallies. How To Close every sale By J oe G ir ar d an d ro Be rT l. sHook Power Points from Peter Lowe i n T r o d U C T i o n Henry B. Wilson said, “He who nds dia- monds must grapple in mud and mire because diamonds are not found in pol- ished stones. ey are made.” Sales is a very competitive eld—it draws the best—and in turn demands their best. And while some people may have more natural selling ability, there is no question that great salespeople are made—not born. So you constantly have to work on your presentation, your product knowledge, and your close. Joe Girard was the number one automobile salesperson in the world for een straight years, and when he speaks, all of us in sales need to listen. So as you read this summary, I hope that you’ll particularly note that: • You are your company’s number-one product. No sale happens without you—regardless of the inherent strength of your product. So look the part, act the part, and prepare for the part. Although people are repelled by cockiness, they are attracted to winsome con- dence. • You sell yourself rst. As Debbi Fields said, “You don’t have to be superhuman to do what you believe in.” So believe in yourself—it’s essential for sales success. • Conviction gives you power. It’s crucial that you thoroughly believe in your product or service. e conviction of absolute certainty in your product will give you condence as you present and make you convincing as you close. Besides, as someone committed to providing the very best for your customers, you must make sure that you are presenting exactly that. Enthusiastically, Closing a sale is the stage in the selling process where salespeople meet the greatest diculty. Joe Girard walks the reader through fundamental selling principles and experience-based insights guaranteed to help the reader sell any product or service. ese principles are grounded on an important rule: becoming a successful salesperson requires learning how to sell yourself rst. is is because buyers “buy into” the seller initially before they do the product or service. vo lUm e 7 5, nU mBe r 8 7 G E T M O T I V A T E D S E M I N A R S P R E S E N T S Peter Lowe is Founder & CEO of Get Motivated Seminars Field-Tested, Can’t-Lose Techniques to Win Lifetime Customers—and Make Every Sale Stick! THE NET NET F o r L e a d e r s a n d a c h i e v e r s W h o Wa n t t h e F ac t s . . . Fa st ! F o r L e a d e r s a n d a c h i e v e r s W h o Wa n t t h e F ac t s . . . Fa st ! How To Close every sale THE COMPLETE SUMMARY Principle one: understand why there is sales resistance Many individuals do not like being sold. Nor do they particularly warm up to salespeople. Poor public image of salespeople ere is a prevailing public perception that salespeople are unscrupulous, scheming, obnoxious, slick and smooth talkers who simply want to get the customers’ money. An “us vs. them” selling relationship Sales presentations and negotiations become contests between sellers and buyers. Here both parties become adversaries rather than teammates or allies. If the salesperson closes the sale, the seller wins while the buyer loses. If the buyer walks away from the transaction, the seller loses. Prior bad experience with salespeople Most buyers have had their share of sales encounters with unprofessional, manipulative, double-dealing salespeople. Salesperson’s insensitivity to customer time Salespeople know that time is money but they understand it from their own viewpoint and not from the customer’s perspective. us, some have diculty respecting customer’s time. Negativity in salespeople Quite a number of salespersons have the habit of negative thinking. ey believe that prospects do not really mean to buy. is negative attitude is likely to inuence the sales transaction and relationship with the customer. Saying no is difficult for potential customers People do not like to be in situations where they have to say no. is is why setting a sales presentation is sometimes dicult. Principle two: begin with selling yourself Recognize that you are your company’s number-one product. Salespeople must learn to make a dierence with the prospect. It is important that potential customers like and believe in the salesperson rst. Sell the company’s reputation is helps establish credibility for oneself particularly if the company name is a familiar brand name. Being associated with a reputable rm erases doubts about doing future business with a stranger. Successful salespeople believe in what they are selling An excellent salesperson is one hundred percent convinced about the product or service he is carrying. e salesperson believes that it is the best value of its kind. It is an added advantage for the salesperson to show and let prospects know he is using the same product or service. Turn positive thinking into realistic thinking Believe that one can sell to every prospect. Remove any form of negative thinking. Visualize Picture one’s self, completing the sale, the client signing the order form and handing over a check payment. Remember, what is visualized becomes reality. Create a winning self-image A positive self-image inuences other people believe to believe in you. Page 2 By Joe Gir ard and roB erT l . sH ook Principle one: understand why there is sales resistance Page 2 Principle two: begin with selling yourself Page 2 Principle three: assume the sale Page 3 Principle four: know how to read buying signals Page 3 Principle five: handle objections effectively Page 4 Principle six: learn how to overcome procrastination Page 4 Principle seven: control the sale Page 4 Principle eight: understand the different closing techniques Page 5 Principle nine: create a sense of urgency Page 5 Principle ten: avoid overselling Page 6 Principle eleven: go all or nothing Page 6 Principle twelve: prevent buyer’s remorse Page 6 Principle thirteen: remember sale begins after the sale Page 7 C o n T e n T s Preparedness Know everything about the product, company and competition. is helps create condence during the presentation and negotiation while stirring a positive self-image. Being unprepared can only create feelings of distraction, anxiety, and guilt leading to a poor self-image and a waste of valuable client time. Create an appearance of success Look professional. A professional appearance goes beyond clothing. It covers the entire spectrum of oce design and space, transportation, etc. Make the prospect feel important Let the customer feel the salesperson’s sincerity. When a prospect feels important, he is likely to give the business to the caring salesperson even if that salesperson’s proposal was originally a second or third option. Sell on your own turf Invite customers to your oce if this is an option. Use the oce venue to sell one’s self subtly. For example, walk the customer through the oce space and walls lined with framed pic- tures of citations, newspapers and articles, etc. acknowledging your rm’s accomplishments and good reputation. Bring a sense of humor to the sales presentation Nonetheless, use humor at the right time to relax and make the prospect feel comfortable. Use humor wisely, with a lot of discretion and caution, as well as good taste. Allocate a budget for gifts Give prospects and customers relatively inex- pensive gis to make them feel how important they are. Be sincere and honest Make clients feel that one can be trusted. Do not make promises that cannot be kept. Avoid false attery. Visual signs of sincerity include estab - lishing eye contact when speaking to prospects as well as listening while giving them a com- plete, undivided attention. Make the customer feel good about the entire transaction Do not make too much of a protable deal that the client would not want to engage in repeat business. Principle three: assume the sale Make the assumption that people who listen to sales presentations are interested enough to want to buy the product. us, throughout the sales presentation until the sale is closed, keep assum- ing that the sale has been made. Here’s how: Make subtle statements that assume the sale When the prospect objects, ask for the specic reason and address the objection. Once it has been substantially answered, assume the sale and make another attempt to close. Offer the prospect a choice of actions that he can take is indicates assuming the sale. For exam- ple, “Do you want the red or blue model?” or “Would you prefer your package delivered by freight or by air?” Provide the prospect an opportunity to experience the product or service When selling a car, ask the customer to sit behind the wheel. When selling jewelry, slip the ring onto the customer’s nger, or assist her in trying on a necklace. Use the right words that assume the sale Use when instead of if. For example, say, “When you own this car.” Use we and let us. is way, the prospect does not feel being le alone to make a major decision. Assume the sale on repeat orders Continue to give your satised customer out- standing service. Principle four: know how to read buying signals Misguided salespeople believe that knowing how to read buying signals is a natural talent that cannot be taught. On the contrary, learning how to read buying signals is an acquired skill. Observe the tangible Look at people’s buying habits. For example, a prospect who wears expensive jewelry and ne clothing may likely be a potential buyer of the most expensive car model. Avoid stereotyping Buyer habits may be grounded on lifestyle pref- erences. For example, some prospects visiting a car showroom may not look like they have a lot of money. Surprisingly, they may pay in cash for the most expensive model! Get the prospect to experience the product or service, and then observe When the prospect becomes a participant rather than a spectator, a host of buying signals comes about. Be a good listener Outstanding salespeople are excellent listeners. A professional salesperson understands how the prospect thinks and feels by listening. Page 3 SUMMARIES SUCCESS Bibliographic Information Title: How To Close Every Sale: Field-Tested, Can’t- Lose Techniques to Win Lifetime Customers—and Make Every Sale Stick! Author: Joe Girard and Robert L. Shook Publisher: Warner Business Books; Reissue edition (June 15, 2002) ISBN: 0446389293 Pages: 208 For Leaders and Achievers Who Want the Facts… Fast! Peter Lowe: Founder and CEO Tamara Lowe: Executive Vice President — P u b l i s h e d b y — Get Motivated Seminars, Inc. 4710 Eisenhower Blvd., Suite B-5 Tampa, FL 33634 Observe prospects in social environments Study the prospects’ egos Individuals with big, healthy egos take risks. People with low self-esteem and weak egos oen do not take risks and will hesitate on making expen- sive purchases because they are afraid to make a mistake. Principle five: handle objections effectively Salespeople must understand that objections are expressions of interest. is means that when prospects raise objections, the salesperson must grab at the opportunity to state why the customer must buy. Here are some tips to handle objections: Weed out false objections from real objections For many reasons, people provide false objections rather than say why they really do not want to buy. Unless one knows the real objection, a salesper- son will have diculty overcoming the true objection of the prospect. Never back a prospect into a corner Avoid putting clients on the defensive. Overcome the six most-common objections 1. “I cannot afford it” Many times when prospects say they can’t aord it, they only think they can’t. Or they may have not actually seen the product’s real, outstanding value. On the rst, oer a low-priced alternative or nancing scheme. On the second, break down the cost on a monthly, weekly, daily and even hourly basis to reveal how economical the product or service is. 2. “I want to talk it over with my spouse” e best way to handle this objection is to make sure all the decision mak- ers are there for the sales presentation. 3. “I have a good friend in the business” Emphasize how the prospect can better himself with the sale and how his friend, if he is truly a friend, will appreciate the good deal. 4. “I want to shop around” One way to handle the objection is to start a le on competition and subtly slip in information on negative reviews about a competitive product in the prospect’s mind. Another is to advise the prospect on the bait and switch technique where dealers or providers publish a low price but when the sale is closed, the customer is advised of unavailability of stock and prodded to buy a higher-priced model. 5. “Leave me some literature and I will get back to you” is means that the salesperson has not convinced the prospect enough. us, provide the prospect more compelling reasons to buy the product. is may include more attractive features, greater benets, nancing terms, etc. 6. “I do not want to buy your product because … (host of reasons)” Isolate the objection to one main, specic problem and provide the solu- tion to the prospect’s problem. Answer the objection and close the sales Once objections have been satisfactorily addressed, move on. Leave the prospect the impression that the salesperson’s role is to provide valuable information so that the customer can make an intelligent decision. Principle six: learn how to overcome procrastination One of the most unsettling objections faced by many salespeople is the “I-want-to-think-it-over” objection. In this scenario, the prospect simply does not want to make a buying decision. is is not because the prospect objects to the company, product or salesperson but it is largely because the prospect is afraid of making the wrong decision. e prospect lacks the condence to make the decision. Likewise, the prospect does not see the merit of making the decision immediately. Help the prospect make the decision Emphasize how they can benet with the product or service and how it represents good value for money. Help the prospect make the proper buying decision If procrastinators lack the condence to make the decision without con- sulting with a third party, make a complete presentation to the third party. Set the stage for avoiding procrastination by subtly letting the prospect know beforehand that a decision is expected Stress how time is valuable to the prospect and seller. Appeal to prospect’s ego Understand the prospect’s opinion of himself. Make him feel important so that he will feel embarrassed not to make a decision when the time comes. Use a quote or deliver the right words of wisdom at the appropriate time Oen, the right quote can motivate a prospect to make a decision. Pick and choose quotes that are appropriate for the occasion, and the procrastinator. For example, here’s one from George Patton: “No decision is dicult to make if you get all the facts.” Principle seven: control the sale e salesperson must take charge of the sales process, not allowing sales presentations to get out of hand—that is, lacking in direction and leav- ing customers oundering and remaining indecisive. is means that the salesperson must assume the role of authority in the process. Here’s how: Page 4 “Salespeople must understand that objections are expressions of interest.” Sell with intensity Focus on the prospect singly without any distraction. Hold all calls during a sales presentation is makes the prospect feel important and helps the salesperson keep the momentum. Make the sales presentation a fact-finding session that encourages a two-way conversation between the buyer and the seller It is a myth to think that salespeople control the selling process when they out talk the prospect, not allowing the potential customer to speak. On the contrary, encouraging a dialogue helps determine the prospect’s needs and creates an atmosphere of sincerity and real desire to help the prospect. Act with authority by demonstrating appropriate stock knowledge and expertise When the salesperson is not ready to quote a price, avoid quoting Even if the prospect asks for it. e seller must ascertain that the prospect understands the value he is getting for his money before the quote is made. Principle eight: understand the different closing techniques Knowing the dierent closing techniques allows the salesperson to choose from a spectrum of possible closes resulting in the one appropriate close. Here are some great closes: Assumptive e seller expects the prospect to buy and proceeds to write the order. Assumptive statement and question e seller makes an assumptive statement and closes the sale with an assumptive question. For example, “I denitely recommend that you buy these two dress shirts because they go perfectly with your new suit. Now, which of these three ties do you want to go with your suit?” Minor-major Help the prospect go through a series of easy, minor decisions, the total of which add up to the nal major close. For example, • “Would you like to handle the payments monthly, quarterly or annually?” • “Is it okay to use your home address for the billing?” • “Would you spell your wife’s rst name for me?” • “You do want her as your beneciary? Please make the check to the company for this amount right here.” Little mistake versus big mistake Here the prospect is told that it is a big mistake not to buy immediately but under the worst possible scenario only a minor mistake to do so. For exam- ple, an auto mechanic points out, “If we do not install a new starter this minute, in a matter of time you will have ywheel damage, which means removing the transmission to make that repair. en, instead of looking at a three hundred dollar repair bill, we are talking about a lot of extra labor that could run to as much as twelve hundred dollars.” Choice of three Provide the prospect no more than three choices. For example, “Tell me ma’am, which of these three monthly payments would you feel most comfortable with?” Compromise When all other objections except price have been eliminated and the prospect has not made a decision, oer a compromise. For example, “I understand how tight your advertising budget is, so rather than go with the half page, let us go with the quarter page.” Don’t keep it a secret Never be too proud to let people know how much their business is appreciated. For example, “Look Jerry, I won’t keep it a secret. I want your business.” Ben Franklin When confronted with a dicult situation, the salesperson and the client can write down everything that is favorable about the sale under a “yes” column, and then write down everything unfavorable under a “no” col- umn. Of course, the “no” column should be shorter. Hard to get it is close is grounded on the insight that people want things that they can- not have, or have diculty to acquire. us, the salesperson’s role is to help the prospect get it. “Sell it with love” Capitalize on a strong emotional appeal. For example, closing the sale by appealing to the prospect’s love for his family. “Wow, how lucky your wife will be to get this on her anniversary! I wish my husband would buy me one!” Follow the leader ere are more followers than leaders. us, prospects will buy aer learn- ing that prominent people have made the purchase. Principle nine: create a sense of urgency e prospect must be given a reason to buy the product or service imme- diately. Otherwise, to fail to provide a compelling reason leads to the pros - pect’s procrastination. Prospects must be sold in anticipation of a future need and not just a present need. Here are some ways to create sense of urgency: Use the limited offer Make an oer that is good for a limited period. Page 5 “The prospect must be given a reason to buy the product or service immediately. ” Use the line “Buy before the price increases” However, use the line only when the price increase is certain to occur. Do not misrepresent. Use the “Clock is always running close” statement Reference the prospect’s age, time, etc. For example, create a sense of urgency to buy recreation homes among the elderly. Aer all, they deserve a life aer the many years of sacrice. Sell the one-of-a-kind product Selling a unique product or service that is not readily available creates a sense of urgency when it is time to close the sale. Create an “auction” scenario and sell to the highest bidder Create an environment where a group of buyers needs to make an oer to acquire the desired product. For example, when selling a desirable prop- erty, oer it to at least ten prospects. Set the bottom price and begin the bidding. Sell the house to the highest bidder. Timing is everything Continue to stress the value and gain of buying today and not tomorrow. Principle ten: avoid overselling Listen to the prospect. Do not oversell or one may likely convince the pros- pect out of the sale. Here are some ways to avoid overselling: Avoid the “fear of rejection” mindset Some salespeople cannot take the prospect away from the stage of sales presentation to the closing largely because of the fear of the prospect saying no. It is important that a salesperson must have healthy self-esteem and believe the prospect will buy. Do not confuse the prospect with unnecessary details Avoid information overload. Recognize that the prospect does not need to have an overow of stock knowledge about the product or service before a decision can be made. Identify the prospect’s needs and focus on how the product or service appropriately matches her need. Give the prospect breathing space and period of silence Provide the customer sucient time to think and process information before the close. Use the sales close, “Have you sold yourself yet—or should I continue to tell you more?” Close the sale when you receive a positive reply to the question. Continue to present and try the close once again aer an initial negative reply. Principle eleven: go all or nothing is means that a salesperson must stack the cards in favor making sales closes within the rst sales presentation versus closing during callbacks. ere is a greater chance to close a sale at rst presentation. Do not let the prospect join the callback club A callback club is a non-exclusive club of prospects who say that they will callback aer thinking it over. A good salesperson does not give the pros- pect a chance to join the callback club otherwise he faces disappointment of a possible lost sale. Understand the law of diminishing return e rst presentation is always the best opportunity to close the sale because the facts and the momentum are present. is is also the best time the prospect feels the strongest need for the product or service. e greater the lapse of time, the less chances of closing the sale. e prospect then cools o. Use the line, “I am sorry but I do not make callbacks” is emphasizes that the best time to make the buying decision is during the rst presentation. Go for the big orders Sometimes small orders are impractical. It is best to generate orders large enough to make the work worthwhile. Create the scenario for big orders. For example, “I’ll book you for one economy class ticket, Phil. Now, what auto rental company do you prefer? Which lodging would you like to stay at …?” No single prospect can make or break a salesperson Bearing this in mind helps the salesperson put pressure on prospects with- out fear of losing the sale. Keep the best interest of the customer in mind High-pressure selling techniques are not bad when they do not unsettle prospects but instead help them to make up their mind. Principle twelve: prevent buyer’s remorse ere are cases when aer the sales close, prospects feel that they have made an impulse purchase or they may have been duped into a buying situation. Prevent the buyer from moving into this stage, enough for the customer to cancel the order. Remember a canceled order is not a sale. Here’s how to keep buyer’s remorse in check: Page 6 “Create an environment where a group of buyers needs to make an offer to acquire the desired product.” Page 7 “Pull Quote.” Say “thank you” A courteous thank you must be automatic with every sale. Make the cus- tomer understand that he or she made a good buying decision. Say congratulations For example, “You made an excellent decision. Congratulations.” Use the line “You are lucky” Address this statement to the person or family accompanying the buyer. Do not take the money and run Do not head for the door aer the order has been placed. Show the buyer that only his best interest is in mind. Sell one’s self again aer the sales. is reduces customer’s chance to go into buyer remorse. Moreover, a salesper- son generates referrals in the process. Get the customer involved immediately Make sure the customer takes immediate possession of the product or service. Quick follow-up Keep in constant touch with the customer. Phone them or when possible stop in to see them a day or two later. Check why the prospect bought from you Listen to the client as he states the reasons why. is process helps elimi- nate buyer remorse, arms client belief in the salesperson and provides the seller with more insights to eective selling. Principle thirteen: selling does not end after the sale, it is only the beginning Outstanding sales service must not be a whim, restricted to a limited num- ber of people. • Successful salespeople are committed to providing outstanding sales service to customers. • Represent a company committed to serving customers. • Give the customers so much service that they will feel guilty thinking about doing business with somebody else. • Keep in contact with customers, building solid relationships in the process. • Always be prepared when facing the customer. Summaries are used in partnership with BusinessSummaries.com. All rights reserved. . (1963-1977), he sold 13,001 cars, all at retail. Most of his time is now spent writing books, giving lectures, and sales rallies. How To Close every sale By J oe. they particularly warm up to salespeople. Poor public image of salespeople ere is a prevailing public perception that salespeople are unscrupulous, scheming,