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Sales Skills & Negotiation Skills - Selling Masterclass 2020 - Coggle…
Sales Skills & Negotiation Skills - Selling Masterclass 2020
Section 15: Objection Handling - How to Handle Objections to the Sale
280: Objection Handling Activities to Complete
Write down how you think it will affect sales the more you master these techniques.
Write down a commitment to focus on improving objection handling techniques
Write down in journal about how you will feel when you learn these techniques
277: Handling Objections BEFORE the Meeting (saves time at the meeting)
279: Setting up the FAQ page
create a biz card w/ links to FAQ on the card (link to FAQ on marketing)
link page on main page and display it prominently
Create clickable index (make it easy to navigate)
Add common questions and objections
Create FAQ page on website
278: Reducing Objections
Reduced appointment times and increased conversion rates
FAQs also create SEO and content - people will find you from asking their own questions
FAQs
handout
PDF
website/page
269: Types of Character Traits
276: The Dictator
Dealing with:
Let them know you know they are the decision-maker and encourage them to use that power just because they can
ask for decisions and appeal directly to their identified authority - they like to make decisions just because they can
Make sure they agree with everything you're proposing step-by-step
ask them to be clear about what they want from the meeting
Let them know you are there to help them succeed
Affirm they are in control
Underlying values: only they can rule the Universe successfully and anyone else must be quickly subjugated
Core Weakness: nobody is as competent as they are (in their mind)
Need to be in control of every decision and will not allow decisions that are not "theirs"
275: The Disappointer
Dealing with:
Keep them in the loop, as they'll tell you EVERYTHING you want to know
Use their name as an introduction to get a meeting
ask them to provide specific contact details for their "superior" (cut them out)
Affirm their importance to you
Underlying values: desire for popularity, want to be more important
Core weakness: yes-men, but can't deliver
Says "yes" but never delivers
274: The Drainer
Dealing with:
Present solution as defense against the Universe being out to get them
Get them to agree that change is necessary to protect them
Focus on negativity of current state
Point out differences
Clarify negative past experience
Underlying values: they are the victim, everything is out to get them, new solutions are pointless and should be discouraged
Core Weakness: emotionally glass half-empty, operate from fear
Sucks positivity out of the room and creates environment of negativity
273: The Dumper
Dealing with:
We are holding the bike seat for them while they can't fall
Baby-steps to the final decision
get them to confirm that the decision would benefit them personally
Remind them of the pain of the status quo
Ask them to make a small decision that they can't say no to
Get them to clarify their authority
Lots of dismissals, false objections
Underlying values: better to ignore/avoid problems and avoid decision-making risks
Core weakness: they don't want to make decisions under their jurisdiction
Tries to hand off responsibility for decisions
272: The Dynamite
Dealing with:
offer quick solution
Give time to cool down
clarify the problem
recognize their frustration
problem raised -> dynamite starts shouting
Underlying Values: everything is a direct challenge to their identity and they cannot deal with more than one problem at a time
Core weakness: everything is a fight for their survival
Gets very angry very quickly
271: The Detractor
Dealing with:
Watch their reaction
They shy away and/or someone else speaks up as lead = you've found the real leader
They step up = they're the real leader, address them
Speak to them directly as if they are the leader
Value: want to be center of attention, see themselves as the "real leader"
Weakness: status obsessed
Raise themselves by pulling down others
270: The Demander
Dealing with:
5 - ask for immediate close - this can slow them down and start negotiation (or they'll just close quick, which might be good for us)
4 - Offer 2 solutions, present one as "upgrade" (status symbol)
3 - assure we have a strong appreciation for their position (authoritiy)
2 - assure we want to solve their problem for them
1 - assure we have the authority to deal with their demands
Underlying values: used to getting their way right now
Core weakness: insensitive
Wants it right now
260: Dealing with Difficult People
The Seven Steps:
268: Be their Only Friend
I can see you are a person who
__
if we affirm any positive behavior, we can improve it (Operant Conditioning)
some people with very low awareness are very emotional
267: Stress Fractures
Show interest in them and their problems
empathize and relate
show we are attentive and friendly by asking soft/sympathetic questions that focus on their feeling
266: A Soft Answer
get on the same team
SMART
it turns away anger
265: Focus on the Issue
Separate the person from the problem
NOT the person
264: Finding Common Ground
Anchor them to a value
I want it cheaper - everyone has to eat - I need it cheaper - we need to listen to each other so we can both get the best deal
Find a foundational value to agree upon
We should be kind and listen
Mutual respect is important
Everyone should benefit from a trade
Profit is good
Hard work should be rewarded
Everyone should be able to make a living
262: Grow some thick skin
Mountain to City - we go from our mountain to the city to do business, but then we can go home and away again
263: The Mountaintop Example
Note: some people are unreachable, but we must not assume everyone is
Attitude: I have to deal with this anyway
Expectation - peopole are emotional and not always on best behavior
Standard - people should be polite and respectful
Maintain our standards, operate out of realistic expectations
Don't take things personally
261: Use SMART
Separate, monitor, assess, replace, trust in principles
259: Removing the Objection
The Double-Check Method ✅✅
Check for more: is there anything we haven't discussed that you have concerns about?
Double check - I just want to be extra certain you're good with the objection
Intellect - what do you think about it / do you think it has been dealt with
Feelings - So how do you feel about that, have we dealt with that fully?
Avoids next day Dear John letters
Ask them to confirm that we have dealt with their objection
258: The Objection Handling List
Activity: Create Objection Handling Sheet
📃
Pick 2 objections for each objection class, order by importance, write out "handling statements", organize and have as resource
Finding patterns in objections gives product feedback
229: The Objection Clarification Process
243: Rational Objections
249: How to Handle Class Objections
251: Relationship Objections
257: Price Objections
Defer payment?
Shift budget
Compare to a budget option
Payment plan
Throw in a benefit
Re-frame as investment
Comfort / convenience
Emotional / Non-Monetary benefits
Urgency
Link price to values
We need to increase the value - NOT lower the price if possible
256: Convenience Objections
Remove blame
Future - Pace
255: Knowledge Objections
Intellectual / Rational
Deflect Fault
Educate
Guarantee
Reassure of quality
explain features they may have missed
free demo / training
case studies
254: No Relationship
Focus on our knowledge of them
Guarantee
Social proof
Appeal to other relationships with peers / competitors
Earn trust
253: Third Party Relationships
Explain what we have done already to overcome this product
Offer solution to their problem or to contact the other customer to determine problem
Clarify accuracy
Establish strength of relationship - clarify closeness of relationship
252: Existing Relationships
Don't want to risk existing relationship
Can we offer a transition or test while they retain old relationship?
Small order
Service competitor does not offer
Trial period
250: Authority Objections
Can you attend a meeting with both of us?
Can they set up a meeting with the authority?
What can they do?
Common false objections
Test: what if X (authority) was here?
248: Valid Objections
Can we get a different benefit?
Criticism / Feedback
Referrals
Reviews
247: Using the Right Techniques
Not "feel", but "think" or "are concerned"
Don't use emotional handling techniques with rational objections or you come off as patronizing / condescending
245: Sharing Data and Information
Rational objections are almost always overcome with information
246: Data Sharing Techniques (Deflect Fault, Use Group Identity)
Additional Info
modifies worldview
Info they don't have but need
Correct Info
Prospect operating on misconception or incorrect info
Up-to-Date Info
Prospect operating on obsolete info
244: Deflect Fault
Give them a group identity and use emotional objection guidelines
We must not blame them
238: Emotional Objections
Responding to emotional objections
242: Feel / Felt / Found Example (link to EN note)
Found statements
241: Found statements
Include a reward / emotional benefit
They were happy they changed
They found it so beneficial
What I found was...
240: I felt statements
A lot of people / customers / clients feel this way too
I used to feel the same way
Tie behavior to peer group
239: Feel Statements
How you feel is important
It is normal to feel like this
It is OK to feel the way you do
I understand how you feel
4 Principles
Keeping our Eye on the Dog
Make sure the dog stays relaxed or we begin again
Calming the Dog
Convince the dog we're friendly
Postman or Burglar
We have to reassure the dog
Emotions cannot tell the difference
The Guard Dog
Must deal with heart before mind
emotions try to protect the mind
237: Acknowledgement Examples
I can tell X is important to you
I understand how you feel about
I understand your concerns about
I hear...
236: Acknowledge the Objection
Doing so communicates 4 Key Points
This is important
I empathise
I Understand
I am listening
235: The Objection in Full
10k Foot View of the Objection
234: Summarize / Paraphrase Objection to Verify Understanding
230: The Onion Technique - Peeling Back the Objections
233: Test the Objection Source
Test rationality
Ask "Feel" questions
232: Testing the Objection Class
Determine which class the objection belongs in
Ask them to rank objection on a scale
231: Testing the Objection Type
If conditional, test what happens if conditions change in their favor. If objection changes, it was false. Otherwise, it was true.
225:
Objection Tagging (see diagram)
228: Objection Source
Rational Objections
Give more info / correct info
Emotional Objections
Address emotional resistance
Customer needs to feel safe
227: Objection Class
Price
Can't afford
Similar item cheaper
Too expensive
Convenience
Don't want to change
This isn't important right now
Knowledge
It's just a fad!
You don't understand my business
I don't understand your product
Relationship
No relationship
Company is too small
Never heard of you
Who are you?
Objections from a Third Party
I have heard complaints
Bad reviews
Existing Relationship
We are already working with someone on this
I'm happy with another company
I'm locked into a contract
Authority
Partners will not agree
Boss/Wife/Cat will not agree
I cannot sign off on this
226: Objection Type
Identifying Objection Types
I will buy this
Conditional Commitment
I might buy this
No commitment - false objection
Genuine
This is the real issue
Conditional
Only object to part of the proposal
False Objections
Objection that is not the real objection
224: Why Objections Happen
Undiscovered Core Value
They haven't revealed it yet
they are hiding the value
haven't built the relationship enough yet
not asking the right questions
A.M.P. - Difficult Conversations
Not listening closely enough
Body Language!
223: The Golden Rule to Handling Objections
We are not trying to tell them they're wrong, we're trying to find out why they're
really
objecting
Section 16: Closing the Sale
281: Destination Station - Closing the Sale
This is another key moment
Key principle: a good salesman can ask for the sale and knows when
282: Understanding Closes
An agreement
Not always a HUGE MOMENT - just a simple check
Soft and Hard Closes
Soft
Exploratory
asking - is it time to close?
This seems like it would work for you, what do you think?
Blues/Greens tend to need soft closes
or a pattern - soft -> soft -> soft -> hard
Hard
Finalize the deal - the "handshake"
Are you ready to sign?
Reds/Yellows prefer getting to the point
either go straight for the hard close,or only use one soft
Rules of Closing
Always close with an agreement of the next step, even if that is another meeting
Always get the signature after verbal agreement
Tie up loose ends and don't leave loose threads to pull (buyer's remorse)
ALWAYS follow up - confirm the close in writing
283: Understanding Buying Signals
Outward manifestation of internal commitment to buy
Types
Fake
General / non-committed
That could be helpful/interesting!
That would look nice here...
I need permission from the cat...
What's the cost (when asked at the beginning)
How, exactly, does it work?
Conditional
Specific questions about details
Can I see the T&C
Warrantee?
Contract details
Payment methods/terms
What is customer support like?
Delivery timetable?
Unconditional
What is the next step?
When will it arrive (vs. "be delivered" - they're owning it)
This
will
help me / solve my problem / be handy (vs. might)
When can we discuss payment?
284: Closing Questions
Checking to see if they are ready - asking for their hand in marriage (they expect us)
use an awkward silence - make them answer! Just be silent!
Types
Soft
This seems a good fit for you, what do you think?
Would you prefer X or Y?
Which tier service would you prefer, X or Y?
Are you happy with the pricing, and would you like to move on?
Formula: [Have I helped you handle this objection] and [are you ready to move on to the next steps]?
Hard
Formula: Shall we move on?
Shall we get this contract signed?
Shall I book you?
Are you ready to make payment?
Shall we move this forward?
Are you ready to take this home?
Are you ready to pay the deposit?
When would you like it delivered / installed?
Activities:
Make a note in your journal about how you will feel when you learn how to close a sale correctly.
Write down a commitment to focus on improving your closing question skills
Write down how you think it it will affect sales now that you know the difference between a hard and soft close.
Section 17: Selling Season Tickets
286: Season Tickets - The Biggest Source of Revenue
If we can get one person to buy repeatedly, this will really boost our revenue
287: Understanding Season Tickets
Easier to sell to
Trust is already established
Conversion rates skyrocket
Lower selling cost
Time = Money
New customers take more time
Upselling/Cross-selling
Much easier to upsell
Hook them with something, then focus on the other sales
Brand Loyalty
Improving retention by 10% can improve profitability by 70%
20% of customers bring 80% of revenue
Brand Ambassadors
Happy customers refer us to new people
Social proof is king
288: First Class Passengers - After Sales Care
The Golden Rule
Stay in Touch!!
Make sure they are having a good experience
offer new products
at least every 6 months
Deal with the issues
We are responsible for front-line customer service
keeps it difficult for someone else to sneak in
Have a customer care policy in place
Principles!
Give the Best Support
Demos
Training
Be Timely
Be the expert
Create a VIP club
Make them feel special
be explicit about their status
Give special discounts or first offers
Referral Club
Especially high-ticket sales
Reward referrals
289: The Revolution - Practicing the Principles
When you sell in a customer-centered way, you may meet resistance
The principles in this course will bring success
Success comes from following Principle over Emotion
290: Thank You - Get In Touch
Review the course periodically
291: Bonus Lecture
Coupon Code: SALESKILLBONUS
Classes
Management Masterclass
Udemy Instructor Masterclass
Photography Composition Masterclass
Social Media Marketing Masterclass
Sales Skills Masterclass (this course - share with friends!)
Section 2: Preparing the Train Driver
The Mind of a Consultant
selling solutions,
not
sales targets
Types of Sellers
Passive - waits for leads
Distance - sends messages and doesn't follow-up
Hope - lots of networking but never "asks"
Results - get the sale no matter what
Consultant - leads to solutions using good principles
Mastering Sales is mastering Life Skill
character and personality
Personal development
confronting ourselves
Kaizen - continuous journey of improvement
Universal Laws of Success:
Three Pillars
Honesty - with self, embrace failures to learn (pain + reflection = progress)
Diligence - perseverance, Kaizen, long-term, big-picture
Deferred Gratification - marshmallow experiment
Emotional Intelligence - the real secret to sales
Core Principles
Personal Control
Self awareness
self management
Social Sensitivity
social awareness
Social management
Suggested Reading - Emotional Intelligence and Working with E.I. - Daniel Goldman
The Problem is internal
not external, where we can't control it or fix it - no victim mentality
The problem isn't the problem, the problem is how you think about the problem
Common reasons for failure
Fear
past
rejection
failure
embarassment
Low E.I.
Major motivational forces
fear
hope
Product Confidence - can't sell a bad product
check
Does it meet needs?
Does it deliver on claims?
Are you an expert on the product and its competition?
Are you enthusiastic about the product?
Activities for This Section
Why is a consultant better than a salesman?
Write 3 Principles of Success
How will you feel when you achieve success through following these principles?
Section 3: Pre-Suppositional Sales - Pre-Suppositions (PSs) and Worldviews (WVs)
Define the Track - sell according to
their
WV. Nobody wants to change their mind, they want to be fulfilled.
What is a worldview?
an individual's perception of the world
subjective
based on PS values - "everybody deserves personal freedom"
Why are PSs important?
We don't like to change ours
We assume that they are true
People buy (or don't!) based on them
How they are formed:
Ideas
Emotionally Held Beliefs
Two modes of thinking
Logical/Rational
synergises information
The Human in The Chimp Paradox
Emotional/Irrational
The Chimp
feelings interpreted as thoughts or rational ideas
How we create our values
Ideas
Intelligence = Success
Emotions
I don't
feel
smart
= Values
Therefore, I can't be successful
Testing a WV
?'s
AMP
Ask
Mirror
Paraphrase
We can only pitch when we understand their WV
The Buyer Persona (FRED/Bob)
Ideal Customer - gerneralized
ideas
beliefs
values
WV
Research
Look at current buyers
Public data
Competitor or existing sales copy that works (or doesn't)
Online reviews (look at the middle ground)
Creating the persona
Logical -> Emotional -> how does our product fit?
combine with traditional, demographics persona
Activities:
Why is PS Sales important?
How will I feel when I've mastered PS sales?
Section 4: SMART Emotional Management
The most important part of any meeting is the
preparation
Control the room
Feelings are contagious
Bring room to positive state
SMART
Principles over Beliefs
Solution and present - focused
Steps
S - Separate - distance yourself from your emotions
M - Monitor - what are my emotions and feelings telling me
A - Assess - are these messages true or helpful
R - Replace - replace illogical emotion with proper principles
T - Trust - trust that the principles will lead you to success
Acting on our thoughts creates a habit of doing so - as does questioning our thoughts
Uses
Short-term - emotional control in the present
Long-term character development - dealing with negative beliefs
Experienced
Taught
Internal
Activites
Paraphrase SMART management
List situations to which I can apply SMART
Write a commitment to apply SMART
Section 5: The Train Coaches - Getting Ready for Passengers
Get ready
Establish trust / rapport
Know your product and competition
Strengths / Weaknesses
Become
the
Expert
Provide proof (testimonials, educational content, interaction
How much to share
Products
How to use
NOT how they're made!
what problems they solve
Services
what it does/acheives/problems it solves
benefits
not
how
it's done
Value Propositions
Know your value
get social proof
create cheat sheet - present to client on or before call
Check online reviews, look for common positives it covers and negatives it overcomes
Activites
What 3 steps to increase my expertise?
How will I communicate expertise?
Define 4 core Value Propositions, draft into shareable and use at sales meetings
Section 6: The Train Route - Planning the Sales Process
Automating contacts / follow ups
Sales Funnel / Pipelines
Implementing a Funnel
Always follow to funnel - funnels are no good if we circumvent them all the time
Email autoresponders
Update often (daily)
Reply quickly!
Contact info in email sig
CRM - track the customer journey and database your leads
Building a CRM flow
Define Ideal Client
Prospect (intro emails/contacts)
Book an appointment
Make the Sale
Follow-up **
CRM Data Analysis
Split testing
track
New targets
prospects
calls made
emails sent
appointments made
meetings attended
sales secured
follow-ups
A/B results
New vs. Old
Activities
Choose a CRM
Choose key metrics
Write a commitment to use CRM diligently
Section 7: Prospecting
Follow the Three Rules
We start with nothing - calls start with a blank sheet
We cannot keep what we do not own - focus on gaining customers vs. "losing potential sales"
We cannot keep people around who do not want to be here - move on
Qualifying Prospects
Is this prospect able to buy?
Do they fit my ideal buyer?
Do I know their needs/problems?
Have they confirmed their WV/PSs?
Identifying the Contact's Role
Gatekeepers
Guard the door - let "the right people" through while barring others - filtering incoming requests for their higher-up
Wary of mistakes - disciplinary actions
Dealing with:
respect their authority explicitly
Ask for their
help
, appeal to their ego and desire to belong
DO NOT SELL TO THE GATEKEEPER
Act with calm authority - project importance
Influencers
will directly use / benefit from your product
Low fruit, grants access
Little / no buying power
Family members in B2C Sales
Tips
lead to Champion (or can - be sure they do)
sometimes submit info upwards for purchasing decisions - know their next step
Can reveal pain points, problems, and needs
get a group together to give them more clout
Champions
Promote / Recommend to DM
Sometimes confused with the DM
They're our best friend
insider info
pain points
can be MORE valuable than DM at first - build momentum, intro to DM
Decision Maker (DM)
Signs the checks
Hard to reach - rely on subordinates to filter requests
Dealing with:
Very busy - do not waste their time and communicate precise time requirements
Respect and value their work
Ask for Champion if initially pushed away
Prospecting Secrets
Do you homework - at least 10m, more for higher $$
Company Site
Linked In
Facebook
Google
Twitter
BuzzSumo
Size / History / Reputation
Personnel and Roles
Entrance into the Castle
Gatekeeper -> Influencer, reference homework done, link product/service to direct benefit specifically for them
Activities
Paraphrase Roles
Visualize infiltrating the castle
Write commitment to research prospects
Section 8: Prospecting by Networking
Recommend each other - Recommendations are KEY
Classification of Networks
Formal
Officially a group and all members are aware
Strengths: social bond, identity, strong referrals
Weaknesses: "closed shop", sometimes demanding on time
Informal
Members not necessarily aware they are in "the group"
Strengths: Easy to join
Weaknesses: low/no commitment or forcing functions for follow-through
Real-World
In-person, local (or high ticket / exclusive)
Strengths:
Personal connection
Local presense
Weaknesses:
hard to establish rapport (or "get in")
Online
Social media, online communities
Strengths:
connect globally
easy to scale
Weaknesses
Permanent mistakes
can turn into a procrastination tool
Door-to-Door / Cold Calling
High Rejection rates (for everybody, not just me)
Prepare in adv
Opener
Pitch
length of session
How many sessions / time
Respect their time explicitly and ask for permission
Conversation methods
Survey
fill out when convenient
Have you experienced
_
? Do you feel that enough is being done about
_
? What would you like to see done about
_
? Have you considered direct participation?
Referral Bonus
10% for referring 10 people
Can you recommend someone else who is interested, especially if I compensate you?
Neighbor's House
I see your neighbors have
_
. Do they like it? Does it seem to make them happy? Would you like one too?
Getting the most from your networking
record time spent vs. leads/sales made
team up w/ non-competitive / complimentary services
Pareto Principle applies
Free trial for paid memberships
Provide incentive and ALWAYS thank for referrals
Keep promotional material handy
be mindful of your partners and refer often
set up your own network
Complement local w/ online communities
The Elevator Pitch
60-90s
Opens conversation
Tips
practice
good eye contact
vary pace
authority
don't overdo it
Creating your Elevator Pitch
Name/representation
B2B - stress what you do for competitors
B2C - stress what you do for "people like them"
share success stories / case studies
Offer free resource
contact info
referral bonus
explain limited appointment slots
Activities
Create Elevator Pitch
Practice it
Make video and have it critiqued
Section 9: Prospecting by Phone
Finding prospects by phone
Four Fears
People won't like me - they don't know us yet, and I'm perfectly likeable (I think ;) )
We might seem weird - people are usually only thinking about themselves
Fear of bad reviews - do your best every time and the reviews will show it
Failure - no failure, rejections are expected - play the numbers game long-term
Planning Phone Calls
Calls = # of sales needed x the number of calls needed to get those sales = time block to carve out
Needed Materials
Script
objections sheet
recent clients/projects (refer to case studies)
booking sheet
Name / Address / Contact Info
Category
Our own name as initial contact (when on teams)
Assigned consultant (when on teams)
Parking info
Meeting info (location, time, date, entry)
Org Chart / Key Personnel
results sheet
Prospects added
Calls made
VMs left
Time spent each and total
Appointments booked
Split test results
CRM
Split-testing phone scripts
Always
split test!
Record results
Have a goal
archive old tests
One small change at at time
Work the change for at least 4 hours
Scripts and Objection Sheets
Identify personnel and roles (use objections to determine)
Gatekeepter Script
Intro self/company
Get their name and control the conversation
Ask for a specific person in a specific area (do your homework)
We are we calling? Relate to current events/goals in company
Objections
Busy - reschedule, ask for better time
Absent - when are they expected back?
What is the best way to contact them?
If they're terminated - who can I talk to / who has taken their role?
Gatekeeper is too busy - avoid them
Ask for their
help
, explicitly - people like to be helpful and involved in solutions
Influencer/Champion/Decision Maker Script
Intro self/company
Explain how you know of them (specifics)
Explain purpose for contact - link to current activity
Offer time-limited appointment
Objections
Too busy - follow up later
Uninterested - mention competitors' or peers' interest or what you've done for competitors
Company is uninterested - what
would
be interesting?
Boss won't allow time away for meeting - can the boss be included? Can we meet very quickly outside of the office or on a break?
Decision Maker too busy - can we be directed to a champion? Can I personally deliver some info (and try to get you into a quick meeting)?
Voicemail Techniques
Only leave one as a follow-up,
NEVER
as the initial contact
Do not burden them with the responsibility of calling back - "I'll call YOU at X time"
Script
Intro
Refer person referring you (how did you get this number?)
explain permission to call
Refer back to previous contact
When will I call YOU back?
Focus on THEM
Don'ts...
Blame them or accuse them of failure
place extra work / responsibility on them
insist on phone (some people really don't like phones)
try to rope them into a commitment
Automating Follow Ups
1-3-5-10 Days
Intro -> why calling -> remind of purpose -> ask/CTA -> ask for call back -> promise to call them back
Intro -> why -> remind of purpose -> ask for callback -> promise to call them back
Intro - why calling (add a "having trouble contacting you" line) -> ask for appt -> ask for callback -> promise own callback "next week" or whenever five days from now is
Intro -> calling back "as requested a few weeks ago" -> remind of original purpose -> add FOMO/Competitor interest line -> ask for appt -> create sense of urgency -> request callback -> invite them to leave AND/OR Replace with a "No Question" (Chris Voss - have we given up on X?)
Could this whole thing get replaced by the Chris Voss question? "Hey, this is Person from Place calling you one more time - have we given up on this appointment/meeting/thing?"
Section 10: Online Prospecting
Demographics
Older than 50 = Phone
30-45 = email/text
<30 = text/IM
Tools
Email
best way
build that list!
permission-based
other methods should always lead here
Text
Firm opt-in for permission
remind or confirm orders/appointments
App Messaging / Social Media
Less intrusive
request DM or private conversation
Groups/Forums
contact info in signature
Networking
Video Calls
permission
remote meetings
convenient appointments
Email Stats
90% Check Email daily
33% open based on title
65% read email on their phone
Getting the Email Address
their website or social media, biz cards, peer networks
2 messages - the first gets permission to add to list
Email writing tips
address by name
1st conversation - explain how you got their email
no jargon
be brief - short, punctuated paragraphs
include your own contact info
ONE CTA ONLY
Use templates when possible
Split test
Use AIDA
A - Title
funny
surprising
ask a personal question
I - Opening Sentences
interest
intellect
stats
proof
solution to problem
D - Body Copy
emotional
basic motivators
A - CTA
ONE CTA
Time limited, scarce, urgent
Activity - Create AIDA email
Section 11: Friendliness and Personality Types
Everybody wants to buy from their friend - make friends, show interest in THEM
10 Rules of Friendliness
Be On Time - 15 Min early
Dress for the occasion - good first impression
Smile - recall positive experiences, seek to like people before you meet them
Shake hands - firmly, gently, 2 seconds
Eye contact - 4 second bursts
Use their name - address them properly
Talk about THEM - 80% miminum
Compliment them - be specific and genuine, do not flirt
Ask questions - be a detective
Listen deeply and attentively - A.M.P. (Difficult Conversations)
Personality Types
Charts / Screenshots of Personality Colors
Profiling
Primary traits - those you are "born with", innate
People will expect others to share their personality
Secondary Traits - learned or encouraged, seen as desirable, seen when relaxed/mindful
Tertiary Traits - aspirational, rarely manifested, "nice to have"
Quaternary Traits - Resistant, dislike these traits in others
Section 12: Body Language
Reading their body
Body reveals emotions and objections
7% words, 38% tone, 55% Body Language
Control your own
Mirroring works both ways
cultural differences are important to note
Social Spaces - the 4 Social Distances
0-18'' - intimate
1.5-4' - friends
4 - 12' - Acquaintances, forming relationship
12-25' - strangers, maintaining distance
These can change to reflect changes in relationship
3 Classes of Body Language
Aggressive
fear/threat response
don't respond with aggression or submit to it - be assertive and non-reactive
Defensive
Friendly
10 Body Language Patterns
Crossing
arms/legs/hands crossed
tense
covering vulnerable areas
leaning away
low eye contact
fidgeting
fast breathing / talking
both arms AND legs crossed
Friendly Crossing
arms OR legs crossed
relaxed
warm voide
good eye contact
Expanding
Aggressive
head/chest/arms/legs all
eye contact aggressive and strong
face towards you
voice angry or tense
hands on hips, legs wide, head tall
Defensive Moving Away
Head back / tilted
turned away
withdrawn
nervous
Moving Towards
Aggressive
head forward
hands/arms in fighting position
loud
sharp movements
tense
Friendly
relaxed
testing closing distance
slightly submissive
casual eye contact
palms up
Opening
Head raised
arms palm up
eye contact solid
head tilted
Preening
Aggressive
RUDE
stiff
fidgeting
over-emphasized
little to no eye contact
literal brushing off motion
Friendly
can be flirty
moving into intimate space
straightening hair, clohtes, etc. - trying to look good / attractive
Repeating
Aggressive
sharp
boxer gaze
tapping
short tones
little eye contact
Defensive
turned away
fidgeting
downcast eyes
curt
tense
Shaping
excited
engaged
descriptive
friendly
possibly loud
seeking listeners
Striking
Aggressive
literal hitting things
fighting stance
rapid
loud
monosyllabic
Defensive
intermittent eye contact
slight frown
apologetic
striking themselves or important inanimate objects
exaggerated
Touching
Aggressive
enters personal space to dominate
strong eye contact
shark smile
loud
Defensive
leaning away
trying to stop incoming stimulus - covers ears, mouth, eyes
sulky
reactionary
Friendly
cautious
respectful
submissive
trying to close space
Common patterns from the Personality Colors
Blue
Defensive crossing or moving away - create or maintain distance
Red
aggressive expanding or moving towards
Green
friendly opening / defensive striking
Yellow
friendly crossing / moving towards, touching (sometimes too much)
Micro-expressions
Momentary, involuntary, exposes true thoughts and feelings - VERY IMPORTANT
Seven Common Expressions
Happy - no frown, upward eyebrows, smile
Surprised - frown, high eyebrows, 0-mouth
Contempt - frown, low eyebrows, mouth tight, pulled to side
sadness - light frown, low eyebrows on the outside, mouth curves downward
Anger - W-frown, eyebrows down in the middle, nostrils flared, mouth tight
Disgust - frown, eyebrows tilted, nostrils flared, curled upper lip with teeth
Fear - stretched frown, eyebrows raised in the middle, nostrils flared, lips curved down
The Importance of Control
Reading BL is subconscious - we need to control our own state so prospects do not pick up on our poor language
4 Stages
1 - Use SMART
2 - Communicate w/ Controlled Language
3 - Encourage trust, get THEM to mirror US
4 - Draw them into the Friend Space (not the Friend Zone, though...)
Tracking THEIR BL
We can expect to meet defensive/aggressive BL often - we're trying to sell and can be viewed as "thee enemy"
Is it us or their environment? Are we progressive through the sale?
What are they responding to?
If their response is to what is going on around them, the environment is probably causing it.
If they are responding regardless of input/stimulus, the response may be them
internally
Responding to us is good - it means we can direct it
Exercises
1 - propose something (change in lifestyle)
2 - Observe - are they mirroring?
3 - Question and nod - are they still mirroring us?
4 - Lean in slightly, close the gap
5 - observe others' BL in public
6 - Practice with friends and family - get them to mirror you and move to "friend space
If there is a group, ID the leader - they will be the one others look to for the appropriate response
Activities
How will I feel when I've mastered BL?
Practice controlling your own BL
How will mastering BL help my sales skills?
Section 13: Questioning and Listening
Showing you are listening - ? -> Answer -> comment
Product-based sales - don't assume you know what they need, investigate and find out
Needs-based sales
We discover what they need through ?s
Most important thing about product?
Least favorite thing about product?
What are you using it for?
They will tell us what they want to buy from us - listen and investigate
Needs Analysis Funnel
Broad Open Question - Current State - What is your current reality?
Narrow Open - Desired State - What do you want reality to look like? What is your ideal future? (Dan Sullivan Question - what would success look like X time from now?)
Narrow Closed ? - Problem - Am I understanding your problem correctly?
Narrow Open ? - Solution - does this solve the problem? Why not?
Close - explicitly ask for sale
Open and Closed Questions
Open
Think / Feel ?s
Worldview
Open the sale - get them sharing
Broad (wide answers/info) vs. Narrow (specific answers/info)
Pros
Discover worldview
negotiation points
relax the prospect
create relationship
Cons
Can be rambling / waste time
no specifics or decision
fearful prospects
Closed
Options / Specifics - Yes/No - A, B, or C
2-3 options max is best (Paradox of Choice)
Pros
facts
quick
easy
questioner in control
Cons
"correct" answers vs. real answers
can over-simplify
false-dilemma
feelings of being judged by the answer
Techniques
3 Simple ?s - Open Up Worldview
What do you think?
What do you feel?
What would you do?
Echo
Mirror
A.M.P.
5 W's
Who
What
Where
When
Why
5 Why's
Question -> Why (x5)
Deep understanding
Complex, high-value, or large commitments
Looking for emotional / identity cause
Tracking
Mind map their needs / points
Create a cheat sheet with common problems/needs and responses
Activites
How will I feel when I master Needs Analysis?
Commit to using the techniques
How will these techniques affect my sales skills?
Section 14: Negotiation
Core Principles
Focus on THEM
How do they win?
Avoid "me, I", use "you, yours"
Everybody Wins (Win-Win or No Deal)
Focus on their benefits
No Deal
is always an option
Matching values
Negotiations are a question of the value of our proposition
Convince them that our value is > their money, and we win
Avoid apologies
Hate to ask, but...
Sounds like a lot, but...
Would you possibly consider...
Don't undervalue yourself or your product
Path of Least Resistance
Control their emotional response to risk aversion
Shine light on current pains, show how there is a brighter future - it's actually
easier
if you use this solution
Shifting the Weight - shift their "emotional weight" to balance the scales
Persuasion Secret
We don't need to change their values, we need to show them that what we re offering is in-line with what they already think.
Affirm their values, give product value with them in mind
Electric Car example
Customer wants electric car because it is "green" -> Is it really? It still uses electricity, which needs coal... -> consider this eco-friendly car with good mileage?
Competency Levels
More knowledge - more likely to buy
4 Levels
Unconsciously Incompetent - we don't know what we don't know
Unrealistic expectations, obviously not knowledgeable
Consciously Incompetent - we are aware we lack info
Questions, looking for more info
Consciously Competent - we have to concentrate and struggle to succered
done research, knows specifically what they need
Unconsciously Competent - success is nearly effortless
Specific, detailed knowledge and ?s
Features, Benefits, and Values
Features - facts and figures, objective
Benefits - what does it do for the buyer?
Value - how is it in line with their values?
The Christmas Tree Negotiation
Product - built and ready Christmas trees
Pick the right tree (tree = their values)
Add Baubles
Hook - feature
Ball - benefit
attaches to their values (tree)
More baubles = prettier tree, features/benefits connected to values
Don't over-decorate and add baubles they don't care about
Higher ticket = more baubles necessary
B2B Propositions
Focus on DM AND overall business' core values and build backwards
Deepening the Value
Stress value
1 Proposition = many small propositions
Express as distinct information - use bullets, lines, paragraphs - each benefit individually (pads the copy, looks like they're getting more)
The Big 12
Authority - "celebrity endorsement"
Social Proof - reviews, ratings, testimonials
Group Identity - follow the sheeple
Deflecting fault - don't make them a failure, group them with others who have failed and then purchased
Ask for Advice - ask for their opinion (be specific to avoid long-winded stories)
Compliment THEIR negotiations - show you respect their skills
Reciprocity - give something first
Scarcity - make it rare (time, quantity, limited-time price, personally customized)
Off-set Values - how ours is better
Stepped commitments - lots of small decisions are easier than one big one - get them to make small affirmations that they want what you're selling
Fear and Hope - connect with fear of past and hope for future
Ranked Priorities - get them to number and rank their priorities (I get my own secret copy, they don't need to know mine)
Negotiating a Price (see Never Split the Difference)
Market Price - "fair", avg. of past sales minus outliers
Anchor Price - first steps, top end of market price for sellers (low for buyers) - future prices compare to this one
Walk-away price - absolutely will not take - decide in advance
Offers
1st Offer - anchor - try to go first!
Counter - Offers
Low Offers
Offer
Silence for 5-10s, let them counter themselves
State walk-away position
re-anchor with my own anchor
Reset
High Offers
Offer
Silence 5-10s - "think about it"
"Is that negotiable, or is that your best price?"
They confirm or re-offer
5 Repeat or accept if they confirm it's their highest price
Activities
How will I feel when I master negotiations?
Commit to improvement
How will mastering these skills affect my sales?