Does Attractiveness Drive Sales Results?

Like it or not, the unequivocal answer is yes. Most of us are much more open to a sales message when the messenger is hot.

You know it’s true. Of course it’s better to be pretty or handsome if you are in sales. If you (like me) are among the legions of average looking people, and you had a choice to be exceptionally handsome or beautiful, would you turn it down? Of course not. Because being hot comes with many benefits. And one of those benefits is that people are more willing to listen to you. The hard truth is that they are actually more willing to believe and trust you. Although there is some research that seems to indicate it is possible to be too attractive. Apparently, if you are extraordinarily perfect, people find this to be somewhat suspicious. So we should all strive to be handsome and beautiful, just not too gorgeous.

This is more than just a personal perception. The issue has been recognized and studied for decades. Recently Cheryl Burke Jarvis, a marketing professor at the W. P. Carey School of Business, and two other academics decided to examine the link between attractiveness and sales performance. The team used research conducted by the W. P. Carey School’s Peter Reingen, a marketing professor, as the kickoff point for their own studies.

They found that buyers judged physically attractive salespeople to be more adept at selling. Buyers are more cordial to good-looking salespeople and buy more from them. People also donate more to attractive charity solicitors.

What are you looking at, Doctor?

Recently a research team focused on doctors’ perceptions of pharmaceutical salespeople, measuring the number of prescriptions written by the doctors based upon interactions with highly attractive salespeople vs. their average counterparts. The research team reports in a paper partially titled, “If Looks Could Sell.” The researchers felt that the frequent contact gives doctors enough familiarity with salespeople to assess several characteristics, including attractiveness.

Of course one would hope that doctors would make their prescription recommendations based upon the patient’s needs and the capabilities of the drugs being prescribed. But it turns out that the attractiveness of the salesperson has a significant impact on the Doctor’s prescription pattern.

The results were “a little scary,” Jarvis says. “Of all product categories, this is one that should not be influenced by a salesperson’s attractiveness, but it was.”

Pretty payback

To measure the doctors’ buying patterns, Jarvis and her colleagues evaluated how many new prescriptions each doctor wrote for one branded drug in a highly competitive drug category dominated by four major brands. During the three-month evaluation period, the average number of prescriptions written for this drug group was 342.

Nearly three-quarters of the doctors participating in the study were male, and the average number of years in practice was 16.3, making this sample representative of physicians prescribing the type of medication being evaluated. Each doctor answered a series of questions that allowed the researchers to evaluate how the physician felt about his or her detailers’ looks, communication ability, expertise, likeability and trustworthiness. Participating doctors expressed their views on these salesperson characteristics using a 7-point Likert scale, anchored by “strongly agree” on the high side, with “strongly disagree” earning a score of 1.

Did perceived good looks raise sales? Yes, they did. For each 1-unit increase in perceived attractiveness on the Likert scale — a move from a score of 5 to 6, for example — the salesperson’s share of product sold increased an average of 1.9 percent. These results held true regardless of the genders of physicians or their detailers. In fact, 68 percent of the doctor-detailer relationships were gender congruent: men working with men or women working with women, the researchers note.

Time made the effect of good looks among detailers less dramatic. Where the length of the relationship was “relatively short” — one standard deviation below the mean of 1.13 years — the market share changes by 2.94 percent for each 1-unit change in attractiveness rating; but when the length of relationship is “relatively long” — one standard deviation above the mean of 6.39 years — market share changes only 1.28 percent for each 1-unit change in attractiveness rating. In summary, the effect of salesperson attractiveness is significantly lower for longer relationships than it is for shorter relationships.

The researchers also uncovered some insight into why this occurs. Results indicated that physical attractiveness was correlated with perceptions of trustworthiness, likeability and communication skills. Jarvis calls these “mediating factors” because attractiveness itself isn’t what makes the doctors buy. Rather, it is these ancillary beliefs, which are affected by attractiveness, that open wallets and prescription pads.

Jarvis notes that her team may not have identified all the mediating factors that were operating. “We also found a direct effect — just the fact that salespeople were attractive had an impact,” she says. “What that means is that there may be something else out there affecting the relationship between attractiveness and performance that we weren’t testing.” The only factor that didn’t seem to affect sales performance was expertise, and Jarvis suspects this is linked to a belief among doctors that all the detailers have a high level of competence and knowledge.

At bottom, though, attractiveness was significant. The difference between a 4 and a 6 attractiveness rating could translate into 600 new prescriptions per month for a salesperson covering the typical 140-doctor territory, the team maintains. “Relative to the mean market share of 20 percent, the size of this effect is likely to cause sales managers to take notice,” their paper states.

Hire the hottie?

Despite the results of this study, Jarvis doesn’t advocate using looks to sway sales hiring practices. “The takeaway from this paper is not to go out and hire attractive sales people,” She says. “That’s imitable: it’s something other companies can copy. You’re not going to get an edge on the market by hiring more attractive sales people.”

Rather, she recommends sales managers learn from the mediation process operating and capitalize on it. Buyer perceptions of trustworthiness, likeability, and communication skills may have been affected by a salesperson’s looks, but such traits can be cultivated by anyone.

At the same time, Jarvis notes that her results point to the importance of longstanding buyer/seller alliances. “Sales managers need to be aware of the importance of maintaining relationships,” Jarvis says. “Reducing turnover” and “keeping salespeople with the same customers” are two moves she feels could “attenuate the effects of attractiveness.”

Jarvis said that although there is no legal protection against discrimination based on “lookism” at this time, the courts review cases concerning this issue from time to time and some level of protection for certain physical traits that involve appearance (such as obesity) may become case law eventually. For now the researchers recommend that managers stay knowledgeable about the legal, ethical and business implications of hiring based on appearance. “It’s sensitive and complex,” Jarvis said.

Bottom line:

• Looks did make a difference for physicians responding to the attractiveness — or lack of it — among pharmaceutical salespeople.
• Attractive salespeople were perceived to be more likeable, trustworthy and adept at communication than their plainer colleagues.
• Sales were higher for attractive salespeople. Moving from an attractiveness rating of 4 to 5 on a Likert scale increased sales an average of 1.9 percent.
• The effect of attractiveness on sales figures is significantly lower for longer relationships than it is for shorter relationships.

Consultative Selling—Coaching/Analysis Questions

Advance Preparation

• Does the salesperson have complete, COMPREHENSIVE knowledge or products/services offered?
• Is the salesperson thoroughly familiar with all processes and procedures?
• Does the salesperson understand all UNIQUE product/service benefits?
• Does the salesperson  maintain current and complete competitor data?
• Does the salesperson  conduct advance customer research on EVERY prospect?
• Does the salesperson  maintain a high level of mental and physical energy/stamina?
• Does the salesperson project passion and enthusiasm?
• Bottom line: Is the salesperson a genuinely valuable resource for information and insight, not just a product pusher?

Determine Call Objective(s)

• Does the salesperson  understand the typical selling and account development cycles?
• Does the salesperson  set a realistic “Advancement Objective” for every sales call?
• Can the salesperson change his or her call objective “on the fly” if necessary?
• Is the salesperson able to generate progressive customer commitments, ultimately resulting in the sale?

 Rapport Building—develop a sincere and lasting personal connection with every prospect and customer.

• Does the salesperson gain agreement with the prospect on a win/win purpose or agenda for every sales call?
• Does the salesperson  ask “easy” questions early in the sales call?
• Does the salesperson  show GENUINE interest in the prospect?
• Does the salesperson  ask questions to discover “common ground?” (interests, background, perspective, etc.)
• Does the salesperson “mirror” the prospect’s pacing, vocal qualities, physiology, etc?
• Bottom line: Do customers really LIKE the salesperson and feel a bond or “connection” with him or her?

Needs Discovery, Analysis and Confirmation—gain an understanding of both tactical and strategic needs.

• Does the salesperson  prepare and PRACTICE key questions in advance?
• Does the salesperson  use a questions map or menu?
• Does the salesperson “Earn the right” to ask questions and identify needs?
• Does the salesperson  ask more open-ended questions than closed-ended?
• Does the salesperson ask “unique benefits” questions?
• Does the salesperson consistently ask follow-up/drilling deeper questions?
• When appropriate, does the salesperson ask “turn up the heat” questions?
• When a customer has questions, does the salesperson ask clarifying questions before answering?
• Does the salesperson avoid asking questions?
• Does the salesperson use a Customer Profile form to capture and maintain data, notes, etc?

Advocate Relevant Solutions—tie all recommendations to previously identified needs.

• Does the salesperson ask confirm needs before presenting solutions?
• Does the salesperson ask use the “NFBR” process to present solutions?
• Does the salesperson ask make “mini-presentations” during early sales calls, leading up to the final presentation?
• Keep the presentation interactive with Reaction Questions
• Summarize recommendation and ask for action (based upon the call objective)

Minimize Buyer’s Remorse—overcome any post-sale hesitation or uncertainty.

• Assure the customer that he or she has made a good decision.
• Express appreciation for their business.
• Ask for additional commitment, such as a referral, etc.

Advance the Account Development Cycle—keep moving forward

• Never leave a customer without knowing what the SPECIFIC next step is
• Set the next appointment NOW
• Continue the needs analysis process long AFTER the initial sale
• Work continually to EXPAND the value you offer to the customer

Ten traits are common to the most effective salespeople—those salespeople who, by instinct, intense practice, or a combination of the two, manage to pull ahead of the pack year after year.

These salespeople are the ones who tend to receive the most impressive career rewards both financially and psychologically. They are able to achieve exceptional success in markets and industries where others consistently flounder. They achieve success and enjoy the process. And they are rewarded mightily for their efforts. Here’s what they have in common:

1. They are obsessed about getting to the next step. These reps know that interest is measured by commitment. That means that a prospect who agrees to meet with you again at a specific date and time is more interested in working with you than someone who says, “Let’s try to talk about this sometime next quarter.”
2. They understand the need to prospect. They reach out to new people every single day – no matter what. World class salespeople know that no one ever gets too successful to prospect. Quite the opposite: Daily commitment to prospecting is what makes long term success possible.
3. They are focused on finding out what their prospects do. Superior salespeople don’t get sidetracked by what they imagine their prospect “needs.” Instead, they focus on learning everything they can about what their prospects do…and then try to find ways to help people do what they do better.
4. They anticipate responses. Superior sales performers are not taken by surprise. They know how to handle the obstacles that come their way, and they prepare effective turnarounds that they deliver quickly and confidently.
5. They understand the need to get appointments. Superstar salespeople realize that appointments are what give you prospects… and prospects are what give you sales. Without new face-to-face meetings with people, the income stream eventually dries up.
6. They count the “No” answers, not the “Yes” answers. Truly world class sales people realize that a certain number of “No” answers are what make any “Yes” answer possible. That means that each “No” answer is worth money! Superstars identify their own personal ratios – and start counting “No” answers as they collect them.
7. They understand the need to verify information. Top salespeople understand that the quality of the information they receive gets better as their relationship with any given contact gets older. They understand the necessity of verifying everything they’ve learned from a contact… before making a formal presentation.
8. They use managers and others within the organization effectively.  Superior salespeople realize that “bringing the manager in” or “bringing the technical people in” is an excellent way to continue a relationship with a prospect. As a result, they’re not afraid to ask others within their organization to attend second or subsequent meetings.
9. They take the time to learn. World-class salespeople are always on the lookout for new ways to improve themselves. Their attitude is simple: If they get just one idea they can implement profitably from a book, tape or training program, they come out ahead of the game.
10. They believe they’re the best. Superstars begin with a simple, unshakable assumption: They know what they’re doing, and they’re in a better position to help their customers than anyone else.

What is a mini-presentation?

A mini-presentation is a short (5-10) presentation that highlights one, and only one, feature that your company has to offer that meets one of the customer’s key needs.  It would include the specific benefits that the customer would gain with this feature.

What is the purpose of a mini-presentation?

Because there is so much information we need to communicate to prospective customers in order to gain a new account, and because many prospects have a strong personal connection with their current supplier, vendor or sales rep, the mini-presentation serves several important purposes:

• Allows you to present detailed, in-depth information regarding a specific feature in a way that wouldn’t be possible in a final presentation because of time limits.
• Gives you much-needed “face time” with the prospective customer so they can become more comfortable with you and develop a strong rapport over time, on a level that doesn’t happen in a single sales call.
• Provides an opportunity to ask additional questions and “drill deeper” to identify more needs, along with any other issues that may affect their decision to work with you. This additional information gathering also sets you up to do additional mini-presentations.

How does it work?

At an initial “get acquainted” meeting the rep gains a broad, general understanding of the customer’s needs and issues. The rep then schedules a follow-up meeting to present ONE specific feature that is relevant to one or more of the needs identified. Each need that is uncovered may lead to a mini-presentation (which gets you additional “face time” with the prospect) and advances you closer to your goal of signing the order.

The first mini-presentation gives the rep a chance to address some specific needs with a SINGLE feature, and also gain a better understanding of the prospect’s other needs and issues. At the end of the mini-presentation, another mini-presentation should be scheduled, as long as there are additional needs to address.

The rep can do a series of these mini-presentations until he/she addresses all of the needs identified with initial ground-working and subsequent needs analysis during the mini-presentations. After a series of mini-presentations, gaining the final commitment from the prospect should be more natural and comfortable for BOTH of you.

How do I know when to do a mini-presentation?

The mini-presentation should always be planned and prepared.  Therefore, when you are ground-working your prospect and you uncover a need, your advancement objective should become obtaining another appointment with the prospect to “present” to them a solution for their problem or need.  Rather than jumping in immediately to list features and benefits that address their need, probe further for more information to help you prepare a mini-presentation that will truly address all of their concerns surrounding this need.

Does this mini-presentation replace my formal proposal?

NO.  Since the mini-presentation is brief (5-15 minutes), you can present and then spend more time ground-working your prospect to determine if your presentation hit the mark, AND to uncover more needs that you can address later.  You should always be prepared to sign the order at any time, but it will probably take a few of these mini-presentations to lead up to signing the order.

Vince Lombardi, the famous football coach, used to say, “Football is about blocking and tackling. The team that blocks and tackles better than their opponent will probably win the game.” Translation … stick to the basics and practice, practice, practice.

Confidence, in my estimation, is the most important characteristic any salesperson can have. The more they gain, the more sales they will close. Role playing is the easiest and most effective way for salespeople to build confidence. The more successful they are in the office, the more likely they are going to be successful out in the field. It gives them the opportunity to learn new product information, test their selling skills and try new approaches. Role playing can also be used to practice dealing with difficult situations in a safe, comfortable environment. They can work in small groups with other salespeople or in a large group during a sales meeting.

Here are the key components of an effective role playing session:

Three’s company. You will need one person to be the salesperson, one to be the customer and one to be the observer. Have each salesperson set up a scenario that he/she wants to practice. The customer’s job is to make things difficult by using common objections they normally hear as a salesperson. The observer’s job is to evaluate, take notes and comment on the effectiveness of the salesperson. Have each person take turns at each role so they can feel what it’s like to be a customer and an observer.

Play it again Sam. Have each salesperson practice two role play sessions. Let all of your salespeople act out their first role play and have each observer make notes. After everyone has participated, stop for a brief discussion and have each observer explain their observations. Then let each salesperson do the same role play over a second time. Have the observer make notes and look for improvements or any repetitive mistakes compared to the first attempt. Usually, the second attempt is better then the first. Again, hold a discussion at the end.

Lights, Camera, Action. To dramatically increase the effectiveness of your role playing sessions, use a Camcorder to record each role play. Place the camera on a tripod in the back of the room and have the observer turn it on and off.

Use one high quality video tape for each salesperson and let them keep it for their own viewing. Tape each role play session and the corresponding discussion session afterward so each salesperson will have both on tape. Make sure that you advance the tape to a blank space every time you use it in order to get each session and a number of different situations on the same tape. Each salesperson will have a library of sessions to review in order to see their improvements as they go along.

Selling is a tough game. Customers are always judging you and your offer against the competition. Many companies improve their odds through the use of sales training. But no training program is complete until you have run role plays. Success in these sessions back at the office will build confidence in the hearts of your salespeople and motivate them to go out to see customers and prospects.

Have you ever wondered why some companies or trade representatives are not successful in sales? In many cases this can simply be attributed to the improper use of the telephone, the very device that allows the easiest, quickest, and cheapest way to access the client.

Application of the rules included in this article will help you to increase the effectiveness of your telephone contacts with clients. The following tips were developed for representatives of such organizations as insurance companies, banks, or trade offices.

1. Remember how important the “first impression” is. Introduce yourself clearly with your first and last name. By doing that, you will no longer be “an anonymous caller without a face.” Briefly present your organization. If you are not yet experienced enough, write down the first few brief sentences presenting yourself and your organization and simply read them. Always try to be natural. There is no doubt that your client would not want to talk to an answering machine.
2. Speak distinctly and a little bit slower than usually. When we are excited we tend to speak very quickly. Try to control the pace of your speech.
3. Smile – this can be heard! Make your counterpart like you. Your “smiling” voice will help you in this task.
4. Do not allow yourself to lose your focus. Concentrate on your telephone conversation and listen to your counterpart carefully.
5. Use positive language. Avoid such words as: “possibly”, “maybe”, “it may be possible”, “no”.
6. Do not keep on repeating phrases that may irritate your potential client, e.g. “Okay”, “all right”, “fine”, etc.
7. If nobody picks up the receiver after four beeps, that means that they are absent or terribly busy. Do not wait any longer. Hang up the receiver. Give it a rain check. You have many more phone calls to do.
8. If you are dialing the cellular phone number, make sure that your potential client can actually talk to you. He might be in a bank or the tax office, in which case a telephone conversation might make him embarrassed or uncomfortable. There is no doubt that your question whether your potential client could spare two minutes for the conversation will be well received.
9. Find a common subject to start the conversation. Complimenting the firm of your client will certainly be well received. Also, greetings from a common friend may make a good start.
10. Be aware of time.  At this stage, a prolonged conversation works to your disadvantage.
11. Do not start the conversation with a presentation of your proposal. You do not yet know how to do it to capture client’s interest. The telephone conversation is too short (by no means should it be longer than three-four minutes) to table all the advantages related to acceptance of your proposal. Give it a rain check and wait for the meeting with the client.
12. Wait until your potential client hangs up the receiver. This is the way to avoid breaking the conversation in the middle of your potential client’s sentence.

By applying the above tips you will increase the possibility to build positive relationships with your clients – both existing and new ones. Good luck!

Beat customer apathy with smart sales strategies

Salespeople who know how to handle customer indifference are much more likely to bring in new business. The truth is that most prospective customers are initially indifferent or apathetic.

You know the scenario. They say that they’re satisfied with the company that they’re currently with; they like their current salesperson; they have no concerns or problems with current products and services; and they have no awareness of how our products or services can benefit them.

All selling is based on need satisfaction so if there is no need felt, there can be no sale. The old saying, “He can sell ice to an Eskimo” just doesn’t hold up. Customers must feel a need for your products and services.

The key is to help customers discover their needs even when they don’t perceive them. Here is a three-step process to deal with indifferent customers.

STEP ONE: ACKNOWLEDGE

You don’t have to agree with the indifference to acknowledge it. If the customer says that he doesn’t want to consider another supplier, you might say: “I understand and I appreciate you telling me so.”

STEP TWO: GET PERMISSION TO QUESTION

Next, get permission to spend a little time with the customer. You might say, ” Would you mind if I take a few moments to ask a few questions that you may find useful?”

STEP THREE: ASK QUESTIONS CAREFULLY

If the customer gives you permission, proceed carefully. One word of caution applies: Never take the customer’s permission as a signal to begin talking about the features and benefits of your product and services. To do so would insult the customer who a moment ago stated satisfaction with the current situation.

Instead, ask the kind of questions that create an awareness of needs by probing into facts, conditions and circumstances surrounding the customer’s current situation. Your conversation might go something like this:

You: How long have you worked with your current supplier?

Customer: “A long time, at least 15 years.”

You: “Most schools conduct a competitive bidding process at least every few years, just to make sure that they’re still getting the best value.” You might pause at this point, then add:

“How long has it been since you’ve done an apples-to-apples comparison?” If the customer shows signs of openness, you might follow with something like this:

“Please understand that I’m not trying to force a change. I’m merely interested in being fair and helping you make the best decision possible for everyone concerned.”

Does this strategy work? Nothing always works, but a practical strategy to handle customer indifference on a moments notice will help increase your odds for success when prospecting.

As a sales professional using the phone as your main method of communication, you perform a function that very few people in the world could do well, or would even want to try – persuading someone to take action and make a decision, based almost solely on the words and ideas that come from your mouth.

It’s quite an awesome feat when you think about it. It requires a talented individual to be able to do that well. Here are 20 Tips to help you become a more effective tele-persuader:

1. Have a primary objective for every call. An objective that advances your selling cycle in some specific way. Ask yourself “Waat do I want them to DO as a result of this call?”
2. Prepare questions for your call using your call objective. Ask yourself, “How can I persuade them to take this action as a result of asking questions, as opposed to talking?” Remember, people believe more of their ideas than yours.
3.  If you are dealing with a “gatekeeper,” treat the screener as you would the customer. This person determines whether or not you’ll even have a chance to speak with the buyer.
4.  Have a reason for needing to speak with the decision maker, and be prepared to sell this to the screener. What they’re thinking about you: “Does this person have anything of interest, or of value for the boss?”
5.  If leaving a message on voice mail, or with a screener, be certain it offers a hint of a benefit/result that sparks curiosity, but doesn’t talk about products/services.
6.  The objective of your opening is to pique curiosity and interest so that they will willingly and enthusiastically move to the questioning. You must answer, “What’s in it for me?” for the listener, or they will immediately begin the getting-rid-of-you process.
7.  When prospecting, don’t start the call with, “I was just calling people in your area . . .” People want to feel like they’re the only person you’re calling . . . not just one of the masses from a list of compiled names.
8.  After asking, be quiet. Resist the urge to jump in if they don’t answer immediately. Don’t be intimidated by silence. They’re likely thinking about  what they’re going to say.
9.  After they’ve finished, count to two (silently, of course). This ensures they’re done, plus they might continue with even better information.
10.  Be confident in your questioning. One reason reps ramble with questions is that they’re not prepared or confident. Prepare your questions. Role play them with yourself if necessary.
11.  Quantify the problem whenever possible. “How often does that happen?” “How much do you think that is costing you?” “How much time does that take?”
12.  Resist the tendency to present too soon. Some reps get so excited when they hear the slightest hint of an opportunity, that they turn on the spigot of benefits. Hold off, ask a few more questions, get better information, and you’re able to craft an even harder-hitting description of benefits, tailored precisely to what they’re interested in.
13.  Avoid the question, “Anything else?” when attempting to up-sell. Just like when a convenience store clerk asks the same question, the answer is usually, “No.” Instead, give them a suggestion, and help them answer. For example, after they agree to buy an item, or a service, say, “Many of our customers who get _____ from us, also find that ____ is also very beneficial for them. What are you now doing/using/buying in that area?”
14.  Remember that “closing” is NOT the major event in a sales call. It’s the natural, logical, validation of the professional sales process up to this point. But you still must ask. Commitment must be gained on every contact in order to move the process forward. If there is to be a follow-up contact, and information is to be sent or faxed, there must be commitment on behalf of the prospect regarding that material.
15.  Ask large. Think big. Buyers will often move down from a large recommendation, but they rarely move up from a small one. Those who ask the biggest have the largest average order size. Never suggest more than is in the best interest of the customer, but not making a large enough suggestion when appropriate is actually hurting the customer.
16.  If you’re going to schedule a follow up call, get a commitment of some type. Why would you call back otherwise. If they won’t commit to doing anything, reviewing your literature and preparing questions, surveying their existing inventory, etc., they likely have no interest.
17.  Objections can be avoided by doing everything else correctly up to this point in the call. When they do occur, resist the tendency to attack in defense. You must back up and revisit the questioning stage of the call.
18. The voiced objection is simply a symptom of the real problem. Start by saying, “Let’s talk about that.”
19.  Most price objections start in the mind of the salesperson. Many sales reps aren’t 100% sold on the value of their product, therefore they’re apt to offer price concessions even when the prospect doesn’t flat-out ask, or they present price with a shaky tone of voice. Ask the right questions, present the results of what your product/service can do, and state the price boldly.
20. When sending information, samples, demos, etc., know precisely how they’ll evaluate the material. How will they know if they like it? What criteria will they use? This way, you’ll both be clear as to what would need to happen in order for them to buy.

Salespeople can get proficient in questioning their customers, but if they don’t begin by asking themselves one question, all their open-ended and control questions will be for naught. Before you even think about going out on a sales call, you should ask yourself “What am I selling?” This may sound obvious, and maybe even a little silly. But failure to ask it is the trigger for countless botched sales.

If you observe successful, professional salespeople, you will find that they use one or more of the following five principles to set the stage for successful closing action.

1. Keep control of the interview.

You must have control of the interview so that you can set up your closing opportunities and use your closing techniques most effectively. This calls for adequate preparation of all elements of the sale before confronting the prospect.

2. Let the buyer set the pace.

You can control the interview and still let the buyer set the pace with his or her own reactions, motives and personality. Recognize these differences in each buyer and move your presentation along accordingly. If you push too fast, you leave a confused and unsold buyer in the dust. On the other hand, if the buyer quickly absorbs what you are presenting, step up your pace. If you don’t, you’ll have an impatient, bored and equally unsold buyer on your hands.

3. Give the prospect a chance to buy.

Too many salespeople give an effective sales presentation, then fail to ask for the order. They are afraid to ask for fear the buyer will say “no.” Don’t expect the prospect to tell you he or she wants to buy. Ask him or her to buy instead.

4. Keep something in reserve.

Don’t paint yourself into a corner with your presentation so you don’t have anywhere else to go. Don’t sail through all of your product’s features and benefits before making your first closing attempt. If it fails, you have no choice but to repeat yourself, hoping it will click the second time around. Keep a couple of good points in reserve.

5. Recognize buying signals.

Few buyers will come right out and say, “I’m ready to buy.” Be alert to the clues and tips a buyer can give you that will tell you when it’s time to close the sale.

Watch for telltale facial or physical expressions and then ACT! A lifted eyebrow, a smile of satisfaction or agreement, or a look of increased interest, can be your buying signal. Be sensitive to comments or remarks that indicate an interest in buying.

Remember that buying signals can be flashed at any time during the interview. Learn to recognize any hint from the prospect that he or she is ready to buy and CLOSE right then and there!

Every step of your selling cycle involves negotiation. Early in the cycle you are negotiating for time, access and information. Later you’ll be negotiating for financial terms. But never forget that negotiation is happening, on some level, every time you meet with a prospect.

There are a number of universal negotiation practices that can benefit practically any salesperson. The first and most fundamental principle is that the person who has the highest expectation going into the negotiation tends to do better. Once two parties engage in a negotiation and state their opening positions, both parties start to calculate the mid-point, and tend to naturally (often unconsciously) MOVE toward that mid-point during their negotiation.

So a  higher opening position will typically lead to a better outcome for you. While this seems logical and obvious, there is a tendency among many people, when they know little about the other side’s expectation, to discount or diminish their negotiation request from the very start. But the less you know about the other side, the HIGHER your initial position should be, for two reasons:

1. You may be off in your assumptions. If you don’t know the other person or his or her needs well, they may be willing to pay more than you think. If the other party is selling, he or she may be willing to take far less than you think.
2. If this is a new relationship, you will appear much more cooperative if you’re able to make larger concessions. The better you know the other person and his or her needs, the more you can modify your position. Conversely, if the other side doesn’t know you, their initial demands may be more outrageous.

The term “maximum congruent expectation” refers to the most that you can ask for and still have the other side see SOME plausibility in your position. This is an important concept designed to help you aim higher in your negotiations. In other words, open the negotiation with the most extreme position that you can present as a plausible position, based upon YOUR reasoning. The other party doesn’t have to agree with your logic or rationale (they probably won’t) but it should be clear that YOU believe it. Your congruency is vital here, because if the other party perceives that you have opened with an extreme position as a negotiating tactic, much of the effectiveness will be lost.

It will usually work against you if you start with an outrageously high or low position that has absolutely NO logical foundation, and your attitude is “take it or leave it.” You may not even get the negotiation started—the other person’s response may simply be, “Then we don’t have anything to talk about.” But you CAN get away with an outrageous opening position if you imply some flexibility.

Another advantage of asking for more than you expect to get is that it prevents the negotiation from deadlocking. Sometimes it serves your purpose to drive a deadlock, but most negotiation deadlocks are created inadvertently. This happens because one or both parties didn’t have the courage initially to ask for more than they expected to get. Therefore, they both START the negotiation at their true, final, inflexible bottom line. If there isn’t a quick deal, neither party has left “wiggle room” to negotiate further.

A final reason you should ask for more than you expect to get is that it’s the only way you can create a climate where the other person feels that he or she won. If you go in with your best offer up front, there’s no way you can negotiate with the other side and leave them feeling that they won.

Key Thoughts

• Skilled sales negotiators ask for more and they receive more. They begin the negotiation with their Maximum Congruent Expectation.
• Skilled negotiators have clear, specific resolution goals and coherent strategies for attaining their goals.
• Effective negotiators tend to make initial offers that are high, yet can reasonably be justified, and which will still leave them room to negotiate to their resolution goals.
• No deal is better than a bad deal. If you cannot bring a negotiation to a successful resolution that is truly beneficial for you and your company, then the best outcome MAY be to walk away.
• Effective negotiators know the value of asking for more than you expect to get. It’s the only way that you can create a climate in which the other side feels that he or she won.

Get the Other Side to Commit First. Top negotiators know that you’re usually better off if you can get the other side to commit to a position first. Several reasons are obvious:

·         Their first offer may be much better than you expected.

·         It gives you information about them before you have to tell them anything.

·         It enables you to bracket their proposal.

If they state a price first, you can bracket them, so if you end up splitting the difference, you’ll get what you want. If they can get you to commit first, they can then bracket your proposal. Then if you end up splitting the difference, they get what they wanted. The less you know about the other side or the proposition that you’re negotiating, the more important the principle of not going first becomes.

If both sides have learned that they shouldn’t go first, you can’t sit there forever with both sides refusing to put a number on the table, but as a rule you should always find out what the other side wants to do first.

Act Dumb, Not Smart. To effective negotiators, smart is dumb and dumb is smart. When you are negotiating, you’re better off acting as if you know less than everybody else does, not more. The dumber you act, the better off you are unless your apparent I.Q. sinks to a point where you lack any credibility.

There is a good reason for this. With a few rare exceptions, human beings tend to help people that they see as less intelligent or informed, rather than taking advantage of them. Of course there are a few ruthless people out there who will try to take advantage of weak people, but most people want to compete with people they see as brighter and help people they see as less bright. So, the reason for acting dumb is that it diffuses the competitive spirit of the other side. How can you fight with someone who is asking you to help them negotiate with you? How can you carry on any type of competitive banter with a person who says, “I don’t know, what do you think?” Most people, when faced with this situation, feel sorry for the other person and go out of their way to help him or her.