by
TELEPHONE
By
Len Rogers
All rights reserved. No part of this publication may be reproduced stored in a retrieval system
or transmitted in any form or by any means electronic mechanical recording or otherwise
without the prior written permission of the author.
Trainee with:
Imperial Chemical Industries Ltd
Management positions:
Vickers Group (IOCO Ltd)
R.I.L. Group Ltd
Moss Bros. Ltd
All rights reserved. No part of this publication may be reproduced stored in a retrieval system
or transmitted in any form or by any means electronic mechanical recording or otherwise
without the prior written permission of the author.
Trainee with:
Imperial Chemical Industries Ltd
Management positions:
Vickers Group (IOCO Ltd)
R.I.L. Group Ltd
Moss Bros. Ltd
Answers to questions
Selling on the telephone is an art that has to be learned, practised and continuously developed
in line with your business.
Customer: We were thinking about a package tour to India. Do you have any?
Agent: When were you thinking of going?
Customer: Latish—September.
This is not the language of telephone selling; it is the language of the travel brochure. No
matter how interesting and informative the words are those you expect to read not to hear. The
agent skilled in telephone selling would say:
Agent: Well madam, you have the choice of any number of attractive tours. How long
a trip were you thinking of?
Customer: A fortnight or so.
Agent: And would it be just for you madam?
Customer: No. My husband as well.
Agent: I see. Now, the climate varies considerably from one part of the country to
another during the year. Late September and October you’d be all right in say,
Kathmandu, which is nice all the year round. That’s in Nepal of course. I’ll put
some brochures in the post and mark what I think you should consider. Then
I’ll phone you in a couple of days and see what you think. May I have your
address and details please?
That’s selling. No order has been obtained. No money has been promised. No appointment
agreed. Just straightforward selling the service offered by the agent. You can hear that the
agent’s response needs developing. The first sentence about climate could be improved. As it
is, it does not create an image that links the prospective customer with the agent. Better would
be:
Agent: India has a wide range of climates through the year. One or other of our staff
have been to all the places in the brochure. I went to Kashmir last year. In late
September, you’ll be better in some areas than others, and you don’t want to
spend your holiday in the rain; there are so many marvellous things to see. I’ll
put some brochures in the post, mark what I think you should consider for
September, then phone you in a few days and I, or someone here, will be able
to tell you more about where you fancy going.
Thinking positively will increase your opportunities of succeeding in whatever you attempt. If
you think yes things rather than no things, your general manner, and mannerisms, will be
positive rather than negative, enthusiastic rather than depressive, and this will be quickly
transmitted to people with whom you talk:
There is a feeling in the words and voice. It’s not just a recital of information. Such a manner
does not come without being worked at. You have to assess the situation, make sure you have
all the data, believe in your ability, know that you can succeed, and then act accordingly.
Never be afraid of fantasising. There is no harm in building castles in the air if you then set
about constructing their foundations!
But, avoid the danger of over-confidence, of big-headedness. The man who never
entertains the idea that his positive thoughts might fail to come to fruition is inflexible, unable
to adapt to the changing world. Positive thinking is not simply latching onto one set of beliefs
and ignoring the possibility of anything else. It means always looking for plus points in any
situation and developing them: a skill that can be acquired. Look for good everywhere. When
you meet obstacles, work to transform them into stepping-stones.
You: Good afternoon. This is James of Blackburn Electronics. May I speak with Mr
Tudor please?
Secretary: Just a moment Mr James, putting you through.
Tudor; Hullo Mr James. What can I do for you?
You: Ah! Mr Tudor, I have some updated figures on the resistance tests we’ve
conducted on your proposed new…
Tudor: [Interrupting] Ah! Mr James, I’m sorry. We’ve decided to install the
alternative equipment. We were very impressed with yours of course, it wasn’t
price; you’re both about the same. But, as the other company were pressing
and had the equipment more or less ready, we decided to go ahead with them
and not worry too much about the extra performance. I think you understand.
You: Yes, Mr Tudor. Of course I do. I’ll look in on you when I’m in your area later
in the year.
Tudor: OK Mr James. Look forward to that. Goodbye.
Any time you then spend bemoaning to yourself about your loss is negative.
Other opportunities
Instead, immediately you realise that you are not going to get the order, consider the future. If
this is an order that will not be repeated by the customer, a one-off, you must think of other
opportunities open to you. There are more one-off orders to search for, more prospective
We will look at openings in greater detail in Chapters 4 and 5 but remember that you should
never quote or use figures that you cannot substantiate. For example, never say:
Johnson: Mr Smith, I can show you how to make a one per sent saving on your fuel bill.
Smith: How interesting Mr Johnson. What exactly would that mean in money terms?
Johnson: Well, I…er…don’t know exactly what your present fuel bill is but…
Exit Mr Johnson.
You do not have to be aggressive. You need not shout into the phone. You can make a
positive statement in your normal conversation voice.
To get people on the phone interested in your presentation you must get their attention. Be
friendly; eventually, you may detect a receptive area. This is where the person expresses a
willingness to explore further the points you are making. It may be in the form of a question, a
request for you to repeat the point, perhaps asking for a more detailed explanation.
Another area where you must always be positive is in your attitude towards objections.
These are inevitable. The prospect will always say it is inconvenient; the buyer will say that
your price is too high; everything is always difficult, different, too late, too big, insufficient,
not enough. You must either overcome the objection immediately it is raised or say that you
will deal with in a moment. Never think that because the prospect raises objections that you
are going to lose (see Chapter 9).
No argument; no aggression; no surprise. You have expected the prospect to respond in this
way. You have continued with a positive response in the form of a question. We go into this
selling development in detail in Chapter 5.
You assume that the person will see you and you say:
You: Well, let’s meet when convenient and tell me, do you prefer a morning or an
afternoon?
Being positive also means being persistent. You must keep going. You must call on every
prospect to whom you think you can sell. Don’t prejudge situations. Luck is always on the
side of the person who acts. It isn’t what you know it’s what you do about what you know.
Questions on Chapter 1
1/1 What is positive thinking?
1/2 What should you do if you fail to get the response you were expecting when you phoned
the prospect?
1/3 What can you do to persuade people to listen to you on the telephone?
1/4 What do you need to be lucky?
You must learn how to organise your time because, as you become skilled at telephone
selling, you will find it easy to make appointments, and you don’t want to get into the
situation of not being able to service all your calls properly. An appointment is a means to an
end. You have to visit the prospect, make your presentation, draft a report, maybe prepare a
proposal, and follow it up. Chapter 16 considers this last point in detail.
Whenever you talk with a prospect, ensure that s/he knows early in the conversation that
you are selling. The earlier in your presentation that the listener knows this, the less this will
be an obstacle later on. If you try to develop a presentation by subterfuge—not letting the
listener know that you are selling—then the moment you disclose this, it a first-class reason
for the prospect to say no thank you.
You may have been on the receiving end when this ploy has been used. A poor sales person
secures your interest under the pretence that a survey is being conducted. You are asked all
sorts of questions and eventually you are given the opportunity of obtaining a special edition
of the product because it is in the interests of a market survey. You suddenly realise that the
person is selling and you say no!
If you reveal early in your call that you are a sales person, you have conditioned the
prospect and it cannot subsequently be used as an excuse to end the conversation. Also, early
disclosure means that you have to be much more professional in your presentation.
But remember that no one ever really sells anything to anyone. It is the buyer who buys.
The real secret of salesmanship is helping the buyer to buy. Make it easy for the buyer to
come to a decision to buy from you. Therefore, keep your presentation simple. Don’t confuse
issues. Make suggestions that are easily distinguished: yellow, purple or white; red or blue;
today, tomorrow or next week; morning or afternoon; two metres or five metres; hard,
medium or soft; dry, sweet or demi-sec; high or low, and so on.
Here is a checklist of the things you should have available before you pick up the phone to
make a call:
• Pad or report form.
• At least two writing instruments (they run out of ink, and pencil leads break!)
• Diary open at the current week or date.
• Timepiece.
• Full data on your product or service including prices.
• File or correspondence relating to the prospect (if appropriate).
Do not assume that you will speak to the prospect directly. You will talk to the telephone
operator then probably the prospect’s secretary. Both of these have a task to filter all calls to
the prospect. If they didn’t, the prospect would spend most of the working day on the phone!
Do not use a trick to get to the prospect. You might succeed—once! It is much better for you
and the prospect to know that you are selling, that you are knowledgeable and enthusiastic,
and take pride in doing a good job.
Importance of selling
Companies stay in business because they are selling products and services to customers. All
the research, production, administration, all the management and supervision done inside the
company costs money. It is only when you go outside a company and find customers that you
make money.
A lot of what is called selling is poorly done, and because of this, selling has a less than
admirable reputation. You have built-in problems to overcome. So, consider yourself a real
salesperson. The fact that you are taking the trouble to study this book means that you are
interested in the process of selling, especially by telephone.
Caller: Good morning. Will you tell Mr Brown that James White is on the phone for
him, please?
Operator: Yes sir. [Phoning internally] Mr Brown, there’s a Mr James White on the
phone for you, it’s personal, I think.
Brown: OK put him through.
Brown: [Internal phone to operator] Betty! That was a salesman. It wasn’t personal at
all. Don’t put any more through like that please.
Operator: Sorry Mr Brown. He sounded as though he knew you.
The next time Brown makes a call, he cannot try any other ruse to get through to the financial
director.
White: Good morning. I’d like to speak with Mr Brown please. Your financial
director. By the way, may I ask his initials?
Operator: Er! A moment…R G, Robert George.
White: Is it possible to speak with him?
Operator: Who are you sir?
White: I’m with ABC Financial Group. I’m the area manager.
Operator: Yes sir. Just a moment. I’ll put you through.
[On internal phone to Brown’s secretary] Joan, I’ve got a chap on the phone. I
think he’s a salesman. Wants to talk to Robert. Will you deal with him?
Joan: Yes Betty. Put him through.
[To White on being connected] Hello. Mr Brown’s office.
White: Ah! Good morning. I’d like to have a word with Mr Brown please if that’s
possible.
Joan: He’s rather busy right now. May I ask what it is? I’m his secretary.
Joan: [to White on being connected by the operator] Good morning Mr White. I’m
Mr Brown’s secretary. Can I help you?
White: Yes. I hope so. I would like to make an appointment with Mr Brown to explain
an investment proposition to him. I am with the ABC Financial Group. It isn’t
something I can put in the post because there are so many variables and I think
he would want to be kept informed. Could you find me about twenty minutes
one day next week?
‘I will be in your area next Tuesday [or whenever] and as I’m not there very often, would it
be convenient to call?’
The fact that you are making a special journey to see a client about an important prospective
order is beside the point. The client thinks you will be in the area.
I am a director of a company that sells complex, costly systems software. Each contract
takes about six months to a year and more to secure. Every prospect is progressed through a
number of stages up to the signing of the contract that has to be approved by their board of
directors, or in the case of the European Commission, by the appropriate directorate. There is
no way that such systems could be sold on the telephone. But the phone can certainly be used
to get appointments, elicit information, and establish contacts before making personal calls.
The phone is also used to follow up the progress of proposals, confirmation of the budget,
additional suggestions, and quotations.
We were progressing a proposal worth about €1 million with an organisation and it was
touch and go whether we or our strongest competitor got the contract. They did have a slight
edge as the prospective customer’s ICT director had worked with, and knew, our competitor’s
set up. However, both companies’ systems were equally sound and cost-effective.
The director responsible, Sampson had never met the ICT director, Brown, of the
prospective client. You might consider this unusual but it is often the case. I suggested that a
meeting might be just the thing to tip the balance in our favour.
Brown was located about 1,500 kms away from Sampson’s base. He couldn’t simply ring
up and offer to travel 3,000 kms just to have a chat! But, supposing Sampson phoned Brown
and said: Mr Brown, I have to be in your area shortly—I have some business there. As I will
be so close, I’d like to look in and see you. When are you free? What about next week?
As far as Brown was concerned, Sampson did not make a special journey but, in fact, he
did. And it was well worthwhile because the two of them got on very well together especially
during the evening they spent socially. The ICT director’s vote was for Sampson and we
eventually got the contract.
Being professional
Once, when I called on an occasional customer, a Bristol-based aircraft manufacturer, without
an appointment, the receptionist spoke with the appropriate buyer who told her to tell me to
telephone for an appointment. I thanked her, returned to my car drove out of the company’s
car park and stopped at the nearest phone box. I asked to be put through to the buyer’s
department, got his secretary and told her that Mr Giles had asked me to phone him to make
an appointment…she put me through straightaway.
He laughed at my persistence and asked me how far away I was from the office. I said that I
was in a public call box just round the corner. He told me to go back and he would see me.
You must know something about your prospect’s business. You must know the products
and services they sell. When phoning for an appointment, it is just a step in the normal selling
process. It is a means to an end and not an end in itself.
‘Mr Prospect, the success of your company depends on the products and services you sell.
I’m trying to do my bit for my company. Just think how difficult it would be for you if your
sales people could never get to see the buyer!’
Questions up to Chapter 2
2/1 Should you let the respondent know that you area selling or try to gain her or his
confidence first?
2/2 Why is cold canvassing sometimes more difficult with personal visits?
2/3 What is the most professional way to make more appointments?
2/4 How can you make use of the ‘filters’?
Using the phone is a means to an end. We are hoping to sell something but not necessarily a
product or service. It is more likely to be an appointment or an idea. Selling by phone is much
the same as selling in any other situation. We must have a framework—a structured sales
presentation.
You must have a general idea of what you are going to say. At best, you should have a
specific objective that can be achieved. You cannot see the respondent you can only hear the
voice, what is said and the manner in which it is said. Therefore, it is more important to have
a basic structure to make the best use of the medium. Before you pick up the phone, you will
know whether or not you have met the respondent. This will affect the way in which you
structure your phone call. If your contact is a complete stranger, your approach will be
markedly different from that to someone you know or have met. First, we assume you are
phoning a complete stranger.
Phoning a stranger
Get to the point quickly but, if you go too quickly, perhaps in too blunt or forceful a manner,
you’ll probably alienate the prospect before you can put your proposition.
You: Good morning Mr Prospect. I sell life insurance. For about €5,000 your
family’s future can be guaranteed, should you die prematurely.
You: Is that Mr Jones? ... Fine. Good afternoon Mr Jones. My name’s Smith of Fire
International Limited. I understand that you have an adequate fire prevention
system in your building—is that right? ... Well, we have an entirely new
servicing system that saves you about ten per cent on your present costs.
Would it be possible to make an appointment to call and see you?
You: Hullo Mr Stewart. This is MacGregor Electronics here. We have a new control
device that’s ideal for servicing your fire extinguishing system. I’d like to call
and tell you more about it. When would you…
You: Mr Prospect. I can tell you how your company could make at least another ten
percent profit on its product. Are you interested?”
We’re not doing too well are we? We are getting to the point too quickly; we have no
structure; we are giving too much information; we don’t appear to have any particular
objective other than to see the prospect. The gravest error is that we haven’t even found out if
the prospect has the time to talk on the phone. This happens socially:
Imagine a similar situation in another setting. You enter a room and are received by your host;
you are introduced to two or three people with drinks in their hands, smiling and talking
together:
Host: Ah! I don’t think you’ve met Nigel [you] before. Nigel, this is…
You: Hello. Good gracious! What a journey I’ve had. D’you know that stretch
between Reigate and Wisley? It was supposed to be open last week. I’ve never
had such a long, fatiguing journey.
They don’t want to know about your journey; they were talking together. You’ve interrupted
them. They will smile and listen but out of politeness.
You should wait until after the introductions and listen carefully to their conversation. You
have to be accepted by the group and, if they haven’t been talking about something far more
interesting or important than car journeys, sooner or later they will ask you polite questions
such as: What line of business are you in Nigel? Have you had your holidays yet? Have you
come far? Then you can bore them with your journey!
So, listen and be prepared to give a succinct reply when you are invited. Similarly, on the
phone if you fail to get to the point in a reasonably short space of time the prospect is going to
wonder just why you are phoning.
You can improve your phone manner from the start by such considerations. Your initial call
and willingness to phone back will inevitably cause the respondent to think I wonder what it’s
about? Defuse this by adding a comment such as it’s not urgent I’ll phone later. But, quickly
replace the receiver. You only have to do this occasionally but your stock will rise with the
respondent. You will not become a phone drudge!
If it is convenient to talk to a respondent, make sure they know who you are, if you are
representing a company, and the reason for phoning. If you don’t get to these basic
introductory points fairly soon, the respondent may switch off and not take in what you are
saying. Keep your conversations crisp yet polite and pointed and you will find people are
willing to talk with you.
One of the most unnerving questions you can be asked is, What is the point you are
making? Or even worse, What is the point you are trying to make?
Opening
All selling processes, whether face-to-face situations or on the telephone, begin with an
opening. This should attempt to involve the prospect from the start. Openings are statements
or questions and may be designed to create interest, curiosity, or simply to gain the attention
of the prospect. Chapters 4 and 5 discuss the different types of openings.
Resolution
When the need has been identified, understood and agreed by the prospect, then both sales
person and prospect can set about resolving this need. Chapter 7 discusses a number of
techniques that may be used to reinforce the intention to satisfy the need.
Offer
Once the need has been established and any obstacles preventing its resolution removed, the
offer may be made. The offer enables the prospect to satisfy the need. How to make the offer
is discussed in Chapter 8.
Assessment
The offer should be assessed by the sales person and prospect in relation to the need that has
been identified, made known and agreed. Chapter 9 not only considers assessment of the offer
but how to deal with objections that inevitably arise.
Decision
The decision is whether the prospect is going to do business with the sales person and must be
implemented by some definite action such as giving an order, asking for the offer to be put in
writing, requesting a firm quotation, or simply stating that the matter will be taken further.
Evaluation of the decision can only be done in retrospect and therefore all decisions must be
followed up after an appropriate period. Chapter 10 looks at decisions.
Any course or text on salesmanship will doubtless have its own plan of action and often its
own mnemonics to make selling easy. Beware! Selling is not easy. It does not conform to an
array of techniques where all you have to do is to use the plan and success will follow. Any
plan of action, pattern of approach, mnemonic, is only an aid to selling.
I suggest that ONROAD is superior to any other mnemonic because it is simple, easy to
remember, is applicable to any selling situation and does not have to be used in its entirety.
You must decide very quickly in the preliminary discussion with the prospect whether you
need to go through the whole ONROAD sequence. Consider:
Only a fool would go through the ONROAD sequence. Already we are in the resolution stage
and it is up to Dungate to make the offer.
Questions up to Chapter 3
3/1 Why is it important to have a structure when selling on the telephone?
3/2 Is it necessary to get to the point of your conversation early in the phone call?
3/3 When making a sales presentation to a prospect, when do you make the offer?
3/4 If you write right-handed, why should you hold the telephone to your left ear?
There are only two ways that you can open a sales presentation whether you’re face-to-face
with a customer or on the phone: with a statement or a question.
On the phone you must be much more careful with the opening because your prospect can
only hear you and, if the two of you have never met, what you say and how you say it is the
only means of communication. If you were face-to-face with the prospect, any slight
aberration or faltering in your opening might be retrieved by gesture, smile, body attitude,
illustrated literature, etc.
Plausibility
Your initial statement must be carefully constructed to present some characteristic or benefit
of your product or service to the prospect. And this must be believable.
You may have something to offer that can give great benefit to the user or owner, but its
real value can only be appreciate when in use. If so, you have a difficult task in composing
your opening remarks convincingly.
A poor opening
An example of how Dick Head of Con Fire Services tried to open a telephone sale with a
statement.
Salesman: Mr Roberts?
Customer: Yes.
Salesman: Good morning Mr Roberts. I can show you a method of substantially reducing
the servicing costs of your...
Customer: [angrily] Who is this?
Not a very good opening; in fact, not an opening at all. The salesman didn’t introduce himself,
didn’t say who his company was, or find out if it was convenient to talk. Straight into the so-
called sales talk! He didn’t know if Roberts was the right person to talk to or whether he could
influence the purchase.
All preambles such as Good morning, Had your holidays yet? How’s business? are not
openings. Opening the sale starts after you have said your greeting, told the respondent who
you are, found out if it’s convenient to talk, said whom you represent and laid the foundation
for the opening.
‘The newly designed digital readout on our fire equipment gives you instant data on its
condition.’
‘More factory complexes such as yours use our fire equipment than any other brand.’
‘The fire equipment we supply to customers is always in peak condition because of our
regular preventive servicing and maintenance.’
Statements must be true, relevant, understandable, and should arouse interest. These four
requirements may be remembered by the mnemonic TRUE:
• True
• Relevant
• Understandable
• Evoke interest
‘A couple of weeks ago, I sent you a sample product and said I would contact you to see how
it worked out.’
‘When we met at the national exhibition, you expressed an interest in our new model. This is
ready and before arranging a visit, I’d like to check on the maximum flow you think you
would need.’
‘As I was passing your factory recently, I noticed that you have a problem with [whatever]. I
have a service, which for a modest outlay can overcome it.’
‘I couldn’t help noticing the amount of [whatever] you throw away. I’d like to tell you briefly
how this can be made valuable to you.’
‘Your company doubtless has a heavy bill for [travelling expense, servicing facilities,
whatever]. I’d like to show you some data on a firm similar in size that has enabled them to
reduce costs.’
‘Your Birmingham factory manger has been having very good results with our [service,
product, whatever] and I thought you would like to have details.’
This is useful only if the prospect knows the Birmingham manager and generally approves of
her or him. If the prospect dislikes that manager, you will learn quickly how not to win friends
and influence people!
If this information cannot be easily obtained, try to find out what the relationship is
between the prospect and the reference you are thinking of using, by putting suitable
questions to the prospect. Be prepared to change horses, that is, switch your opening, should
you discover that the relationship between the prospect and the third party is less than
friendly:
‘Mr Prospect, you know John Bell of Leeds. I saw him recently, said I was contacting you and
he passes on his good wishes.’
Listen carefully to the reaction to this, especially the prospect’s tone of voice. This can often
indicate a lot more than the actual words. Of course if possible, you would be wise to check
with the referee to see if it would be sensible to use her or him as a reference with the
prospect.
You do not necessarily have to use personal references. You can talk about buildings,
factories, offices etc. The criterion is that the prospect must think highly of the reference you
are using:
‘The fire fighting equipment installed in [reference] is ours. When you are considering your
next expansion, you could do worse than consider our services.’
‘The paint used on the XYZ building was a special anti-corrosive product. When you are
considering your next repaint you could do worse than consider our special finishes.’
‘The cost of heating the Daily Echo building has been cut by 25 per cent since they have
installed our [whatever].’
‘The managing director’s secretary said I should contact you about [whatever]’.
This last opening has considerable value but you may consider it a ruse. You speak with the
MD’s secretary first, explain what you are trying to interest the company in, and then ask for
the name of the person you should contact. When you contact that person, you are speaking
the truth and a degree of importance is implied.
‘Mr Prospect, the 25 volumes will provide you with all the knowledge of the modern world.
The fine, leather-bound set will cost you €2,500 or on CDs, €450.’
‘Mr Prospect, the 25 volumes, or three CDs, will provide you with all the knowledge of the
modern world. You get the right to purchase the annual updates for only €5.’
Opening on a minor point is to prevent hitting the prospect between the eyes with your
proposition. You have to find out a lot more about the prospect before you can open with a
major statement.
If you were trying to sell a certain system that meant selling the prospect the idea that it
was worth meeting you to have a look at the system working, you could open on a minor
point:
‘Mr Prospect, while there are many systems available, what I’d like to show you is one that
has the lowest annual running cost on the market. When would it be possible to give you a
demonstration? Have you an hour to spare next week?’
If you use a statement to open, treat it as you would all other important announcements you
make on the telephone. It has to be constantly reviewed and polished to make it easy to
handle, believable, and readily understood.
Questions up to Chapter 4
4/1 What are the advantages that an after-dinner speaker has over you as a salesperson on
the phone when you are making your opening remarks?
4/2 Why do you need to be more careful with your opening statement on the phone than
when face-to-face?
4/3 When does the opening of the sale actually start?
4/4 What should you have to hand before you pick up the telephone and ring your
prospect?
The question opening is the most useful and, at the same time, the trickiest. If you ask a
loosely constructed question, you will receive some difficult, unhelpful, even contrary
responses. Your questions should be prepared so that possible responses can be related to the
benefits of your product or service and a subsequent well-structured sales presentation.
When you embark on your sales talk, you must know where it could go, not where you
would like it to go but where your prospect might take you. No sensible motorist would set
off into unknown territory without some idea of the locations of cities, towns and villages,
without a map, not knowing if there were sufficient fuel in the car, or if there were adequate
fuel stops en route.
Because you cannot see the prospect and are unable to show him the product, illustrations,
a presenter, or sales aids, you need to control the presentation by what you say and how you
say it. Often the prospect will want to direct the conversation, which is understandable.
However, there is no value to be gained in your fighting the prospect and insisting on trying to
control a determined buyer. You will often hear:
‘I don’t want all the sales talk. What are your sizes and prices?’
The secret is to let the prospect control the conversation but you control the sales
presentation. This means that you guide the conversation with appropriate questions and
comments. Listen carefully to what the prospect says and then use that to lead back into your
sales presentation. The above remarks may be countered as follows:
Prospect: I don’t want all the sales talk. What are your sizes and prices?
You: Our sizes cover 100 percent of the needs of the market sir and our prices are
the lowest. You cannot buy better or even the same quality at our prices. Do
you buy mainly on price sir?”
‘Good morning Mr Prospect. This is John Smith of Allfasteners Limited. May I ask you, when
you meet a difficult fastening problem how you overcome it?’
‘Have you seen our range of special fastenings for difficult tasks?’
[Response: We know your range but please send me your latest catalogue.]
‘When you meet a difficult fastening problem, may I ask how you overcome it?’
[This is the one we started with and is better because it is a request for information. It softens
the approach and tends to avoid the general response. ‘Why?’]
Test your openings rigorously. Make them easy-to-say, easy-to-understand, are polite and
involve the listener. Avoid openings that pose a problem then suggest that you have the
answer such as: ‘When you have [whatever] problem, do you know what I would do?’ because
they do not involve the prospect. Only use such a question opening if you are introducing a
topic of considerable interest to the prospect and you can continue with a description, maybe
with comments about recent research that would hold the attention
A good opening is only the beginning of the sales presentation. You must know where you
could go after this, which means that you must have more than one objective for the telephone
call. If your objective is to get an order every time you start a telesales presentation, you will
fail to achieve this more times than you succeed. It is better to realise that you will not close
many sales on the phone and this will save you from becoming too discouraged as call after
call fails to secure an order. As you become accustomed to telephone technique and analyse
prospects’ responses, you will find your strike rate of objectives-to-calls will improve.
It is more realistic to get the prospect to understand that your product or service offers
excellent value for its price and to consider buying form you when supplies are next needed.
Such an objective will also give you a secondary aim: to establish when to phone again and to
make sure that the prospect appreciates that you will be phoning on that date.
After you have opened the presentation and introduced the product/service and some of its
benefits, the next stage is to establish the need of the prospect.
Questions up to Chapter 5
5/1 Why is it difficult to open a sale with a question?
5/2 What is suggested as the key to a successful telephone conversation?
5/3 How can you get through to a prospect when filters block your way?
5/4 Why should you test your openings thoroughly?
If the prospect has no need for your product or service, you are wasting your time and the
prospect’s time by trying to get an appointment, let alone trying to sell on the telephone.
Identifying a prospect’s needs is difficult enough in face-to-face situations; on the phone, as
we know, there are extra handicaps and everything has to be done with the voice. However,
you are talking directly into the listener’s ear and your conversation may be regarded as
privileged and protected. It will not normally be overheard by others in the room. You can be
a little more direct and ask more pointed questions because they will be private to the listener
who will not feel so exposed as when others could hear your side of the conversation.
Establishing the need is crucial. Good selling is finding out what the prospect actually
needs and then offering to satisfy that need with one of your products or services. Once you
have opened the sale, and started your presentation, you must progress it to determine the
prospect’s real needs. You cannot ask, what do you really need? you have to elicit this
information because the prospect may not know what is really needed.
Here is a man who has a need but doesn’t know it. He visits his doctor asking for some
medicine to take with him on a tropical visit. The doctor asks where he is going, finds out that
it is the first time he is visiting the equator, and then, rolling up the patient’s shirt sleeve,
injects a needle loaded with serum into his arm. The patient didn’t ask for this because he
didn’t know what he needed. He certainly doesn’t want it and the two days of suffering that
usually follow but he needs it.
Closed questions
These narrow down the conversation to specific points. They can be answered by yes, no,
black, white, two, six, every week, and so on. They ask for fairly precise responses. Examples
are:
All of these questions can be answered by one response. Each one focuses the respondent’s
reply to a single statement and does not readily invite further discussion.
Open probes
A closed question is used to obtain a clear response and limits the conversation whereas the
open probe seeks more information, opens out the conversation and invites the prospect to
expand on what has been said:
‘Oh!’
‘This is because…?’
‘Why is that?’
‘Really?’
‘Hm!’
‘How so?’
Open and closed questions are used in the sales presentation according to whether you wish to
open up the conversation, perhaps in search of needs, or to narrow it down and move towards
the close. Even simple responses such as Hm! Oh! will work provided you are showing
genuine interest in what the prospect is saying. You cannot make use of facial expressions on
the phone to accompany the words. But, and this is important, your attitude does
communicate over the telephone and if you smile, your voice will smile. If you are puzzled
and frown, your voice will sound puzzled. It follows that you must live the part you play when
speaking on the telephone.
Note the use of the closed question to focus on getting the appointment. The first time Pam
tries the customer declines. She then uses an open probe to develop the conversation and
another closed question to focus on the appointment. Had she not obtained an appointment,
she would continue with open probes to get more information to help her with the
presentation and what she includes in the pack she has promised to post.
Never be too discouraged at getting a no from the prospective customer. It is a natural
reaction and indicates that the prospect is not yet convinced. You have to keep selling and do
this with open probes and closed questions. Some authorities have suggested that a
salesperson should take three no responses before accepting that the prospect really means no.
Perhaps we can agree that the first no is probably a natural response and not accept it as
genuine. We should continue with our conversation and make use of open probes and suitable
focused closed question searching for the prospect’s real needs. Don’t forget to listen
carefully.
Customer: I want some curtaining material for my sitting room please. What do have in
stock?
Sales: Certainly madam. What colour and design do you have in mind?
Customer: Well, the ones I have now are plum-coloured velvet. I’d like a change but I’m
not sure about colours. There’s quite a lot of red in the carpet. It’s a Turkish
design.
Sales: Is it a large room madam?
Customer: Not really. About forty-feet or so by about twenty-five I suppose.
Sales: [Not listening properly, doesn’t jot down any note or the dimensions and only
hears ‘not really’] What you need then I think is a fairly small design. We have
just received some very nice contemporary prints. From Belgium.
The salesman has put in appropriate open probes but not listened to the answers about the size
of the room. The woman thinks that it is not really a large room but the dimensions make it
quite large by ordinary standards. Hardly a room for curtains with a small design.
He has not had to open the sale—the woman is already in a buying frame of mind. What he
does have to do is to search for the real need and this is where he came unstuck. The
customer’s needs are far from clear. He has not even understood the room dimensions and so
is unable to develop the sale very far. Let us follow the conversation further:
Customer: It sounds a little continental doesn’t it? Belgian you say. Won’t the colours
fade?
Sales: Well not in a soft reddish-brown, which I suggest you need to match the carpet.
Blues and purples are difficult but with the red carpet, you wouldn’t want
those anyway.
Customer: I’m not too sure about the design though. Contemporary you say. My house is
quite old. I don’t think a contemporary design would look right.
Sales: You would find these would fit in with new or old-fashioned surroundings. You
may think they’re modern prints but really they are more stylistic, in the
conventional, traditional style.
He is in difficulties! Still attempting to sell without finding out what the customer’s real need
is. Old-fashioned indeed! And what does stylistic in the conventional, traditional style mean?
The customer persists.
Customer: Do you have anything similar to the plum-coloured ones I have now? I will
come in and have a look of course but I do live a fair way away and I want to
make sure.
Sales: [recalling that the customer said that she wanted a change] But madam, if you
want to make a change I believe you would find these Belgian designs most
acceptable. Would it help if I asked our Mr Harris to call and measure up? He
can then bring a range of samples for you to look at.
Customer: Oh! I don’t want anyone to call. Do you have any velveteen material? In plum?
Questions up to Chapter 6
6/1 Why is the telephone conversation with a listener regarded as privileged?
6/2 When is it best to use a closed question?
6/3 For what purposes do you use open probes?
6/4 Before you make an offer to a prospect, you are advised to achieve something. What is
it?
CHAPTER 7
RESOLUTION OF NEED
The resolution stage is after the need has been identified, the prospect understands and
acknowledges it, knows how it can be satisfied and intends to resolve it. Before you start the
resolution stage—in fact, even before you start your sales presentation—you must have a
thorough knowledge of your product or service, the market, and competitive offers. You
should also know current prices, discounts, advantages and disadvantages of all the major
competitors.
While you use your product knowledge to sell ideas and progress the resolution stage, this
is too vague to be of practical use. Product knowledge must be broken down into attributes,
which are intrinsic characteristics such as size, shape, colour, weight, formulation, servicing,
cost, etc. Then, the attributes are written as benefits to the potential customer. Thus, resolution
is not necessarily a separate activity like the opening, and is often intertwined with the offer.
Resolution of the need must also be related to the objective of the call. If you appreciate this,
already you have developed a keener sense of selling in general and by telephone in
particular.
Benefit linking
Linking a prospect’s specific need with a product benefit is the basis of an almost hypnotic
process that attracts the prospect to whatever you are selling. The tools you must have
previously prepared are the attributes translated into benefits. Benefits can be general—
applying to all customers, and specific—applying to a particular prospect. Certain attributes
will be of greater benefit to some people and organisations than to others. It is therefore vital
that you list them into observable and understandable product or service benefits. Ask
yourself: in what way can this attribute be a benefit to the user?
Some years ago, I was handling the marketing and advertising for a large company, one of
whose factories made carpet sweepers. These are pushed or pulled across the floor on their
rubber wheels that revolve and turn brushes that flick up the dirt into containers inside the
cleaner. Very useful when you have power cuts and crumbs and dirt on carpets!
When visiting the sales director one day, he asked me to look at the latest improvement in
the carpet sweeper handle. He gave me the new handle and said, Look at that; look at the
screw. The end of the handle that screwed into the cleaner body had an aluminium thread on
it. This company had always fixed aluminium threads onto the handles in preference to a
screw turned in the actual wood of the handle. ‘Yes.’ I said, ‘it’s got an aluminium screw.’
‘You don’t understand do you!’ He was annoyed. ‘It’s been moulded on. Not fixed as
before—moulded. Moulded onto the end. It’ll never come off. I’ve just got it from the factory
about half an hour ago.’
‘I can’t see any difference,’ I confessed.
‘It’s moulded,’ he said even louder than before, ‘moulded onto the wood. We used to fix
them with screws. That moulded end will always be part of the handle. The aluminium is now
part of the wood.’
‘I can just see the advertising,’ I said. “Our handles have moulded screw-ends. They’ll
never come off!” But the handles never came off before. What’s new about this? I’m sorry
Bill I think it’s fine. It’s an achievement in the factory but it’s simply a product attribute. You
Salesman Jack knows that his latest model has as digital readout. He does not jump in and
say, ‘our model has one’, he uses the benefit-linking technique, first restating the requirement.
Jack: You’re saying that you can only install equipment with a digital readout.
Customer: Yes.
Jack: I agree. [Repeating the point made by customer]It’s essential if you want
instant control over quality. That’s why we have one on our new model. It also
has a recording meter with printout.
The essential step in the benefit-linking technique is to repeat the point made by the prospect
and then link it with the product benefit. Here is another example from a saleswoman offering
an attractive annuity scheme.
Jane: Good morning Mr Prospect. Have you a chance to read the prospectus I sent
you the other day on annuity purchase?
Customer: I can make more money by investing it myself than you can make me. I have
€25,000 invested now that is yielding me more than a net thousand a year.
Jane: [Knows of a product benefit that can be linked] That €25,000 nest egg is
important Mr Prospect?
Customer: Of course.
Jane: You wouldn’t object to doubling its value straight away?
Customer: Doubling it? To €50,000? What’s the catch?
Jane: No catch Mr Prospect. I agree you have a fine investment…you mustn’t change
that. But, invest €1,000 of the earnings a year into a €25,000 insurance
investment plan and immediately, your estate is worth €50,000. What is more,
you have a savings account after two years and, should you fall ill, even if you
are totally disabled, your future deposits are guaranteed. Normally, you can
retire any time after you’re 57 with a very comfortable inflation-proof pension.
Obviously, you must know all your product benefits and when using the telephone and have
them on paper so that you can see them as you are talking. Let us assume that you are selling
computer software for business. One of the product attributes is a code in the software that
restricts multiple copies being made. This is not unique, and many programs are protected
against unauthorised copying. Your prospect tells you that his company must have complete
protection of the contents of the program and only those paying the fee are able to download
It may be what any competent software supplier could offer but it is the way that it is said to
the prospect that counts. It is not suggested as an example of revolutionary software
improvement but to demonstrate the benefit linking process. You can almost feel yourself
being drawn towards the product when the sales person restates the point you have made and
then links it with the product benefit you need. Don’t prejudge situations. You never know
what benefit the prospect will buy on. In the carpet sweeper organisation mentioned above,
another of their factories manufactured lawnmowers. The advertising used to stress that the
wheels of their lawnmowers had ball bearings. Most other lawnmowers also ran on ball
bearings, but they were the first ones to use it in their sales presentation and advertising.
Barrier-building
The second technique is more general and is used any time during the conversation. Here
again, you have to listen carefully to the prospect. Barrier building is a special form of barrier
and not like barriers to buying with which you may be familiar. You use a prospect’s remarks
to build an effective barrier or fence that prevents the prospect from retreating behind it. If
s/he said that the colour must be blue, later you may use this as a barrier that cuts off retreat,
‘As you said, it has to be blue.’ It is a barrier behind which the prospect cannot retreat without
contradicting the earlier statement.
Customer: The Intech Company are probably the most efficient in the industry.
Sales: I agree. A very well run company. They don’t compete with you do they?
Customer: No. We just know them. The system we install must be able to cope with almost
as many variations as they have. [Barrier]
Sales: [Using linked-benefit technique] You’re saying that you have to be as effective
as Intech although with not their range?
Customer: Yes.
Sales: Did you know that they use some of our equipment in their factory?
Customer: I didn’t know that.
Sales: They have our [whatever] system. And, as you said, they are probably the most
efficient in the industry. [Barrier]
The barrier has been built. The prospect cannot now retreat and say that the Intech Company
is not efficient and s/he has been helped to resolve her/his intention to satisfy the needs of
her/his organisation. S/he is also moving towards the close.
In the description of the first technique you can see how a barrier was built by the salesman
saying, in effect, ‘As you said, Mr Prospect, it is essential that the equipment has a digital
readout.’ Barrier building is a technique that is used as you listen. You cannot use it without
listening to what the prospect is saying. You are using the prospect’s own utterances to build
the barrier. It is a powerful method of helping the prospect to resolve to satisfy her or his
Questions up to chapter 7
7/1 Why is it necessary for the prospect to resolve to satisfy the need you have aroused?
7/2 What is the essential thing you have to do when telephoning a prospect in order to be
able to build barriers?
7/3 Before being able to link statements, objections, and other points raised by the
prospect with characteristics of your products or services, what must you prepare?
7/4 When do you try to get the prospective buyer to resolve to satisfy the need you have
established?
Making the offer means trying to close and achieve the objective you set for the presentation.
Closing does not only mean trying to get an order, but maybe an appointment, a definite
enquiry, agreement to arrange a visit, permission to conduct a survey, submit a quotation, or
anything else that is relevant to your business. Never make an offer until the other person is
ready to accept or to consider it. They need to be heated up like a piece of metal has to be a
minimum temperature before it can be moulded into shape.
We have seen that there are two preliminary stages to cover before you make the offer:
identifying the need and making sure that the prospect understands it, and resolution by the
prospect to satisfy that need. These may be explicit or implied. That is, you may actually state
the need and the customer may say the words that mean s/he is resolving to satisfy the need
that has been uncovered. Or, the need and its resolution may be implied in the language used.
No! The offer has been made too early and this is pressure selling.
Sales: Good morning Mr Martin. This is Bill Williams of Fleet Cars. I understand
from one of my colleagues in our High Street branch that you might be
interested in the new Avensis. [Note use of ‘might be interested ‘ instead of
‘are interested’]
Customer: Yes. I did call in there last Saturday but they were very busy.
Sales: Have you a brochure on it sir?
Customer: Yes. I picked it up Saturday
Sales: Did you get a chance to look at the car?
Customer: Not really. There were so many there.
Sales: Could you spare a little time during the week?
Customer: Well, a little.
Sales: May I suggest sir that I bring the car to you, and then you can have a good
look at it and try it out? Would morning or afternoon be more convenient?
The salesman is certainly not going to sell the car over the phone with the customer giving
him an order there and then. He has established that the customer is interested that he has
made the first approach, has not inspected the car but had resolved to do this in his original
visit.
The offer that the salesman makes is to bring the car to the customer for an inspection and
test drive and he has only done this after a few preliminaries. He has judged, by the
customer’s voice and responses that the customer is in the market for a new car; is resolved to
have a look round to see what is available; is interested in a specific model. The salesman
might ask a further question before making the offer to take the car to the customer:
The salesman is reinforcing the resolution made by the customer. He has hinted that the
customer will obtain a satisfactory trade-in price for his current car. This increases the desire
to purchase the new one.
As always, listen carefully to the answers and responses. This customer may only be
interested if he can arrange a part-exchange with his present car; and only if he can get a good
discount on the new car, and so on.
The responses and points made by the customer condition your replies. Before you make an
offer ensure that the need has been established. If you don’t you are wasting your time and
resources.
When selling, it is very easy to give the impression that you are pressurising the customer.
To avoid this, make sure s/he knows what the offer is and that there is no obligation. In other
words, linked with your offer is absolute satisfaction guaranteed.
Sales: Good morning Mr Peters, Joan Black of the ‘News’ ad department. I see that
you have been advertising recently in the…
Customer: Yes, I have
Sales: May I ask Mr Peters, whether you’re having any success with your campaign?
Customer: Yes quite good.
Sales: I see you are advertising an 02 MR2, one previous owner. What colour is it?
Customer: Silver—metallic silver.
Sales: It’s front wheel drive isn’t it ... and power steering?
Customer: Yes. Also, stereo with five speakers, showroom condition and, of course still
under warranty.
Sales: And mileage?
Customer: Very low, under 5,000.
Sales: Those points don’t come out in the ad Mr Peters. Don’t you
think…
Customer: I don’t know if you were thinking of buying it but you’re too late. It went
yesterday.
Joan Black was monitored during this phone conversation. It was a potential customer who
had not used her paper previously. She started with the objective of getting the showroom to
insert a special ad for the MR2—the car she had seen advertised elsewhere. When she learned
that it had been sold, she changed tack and introduced the idea of the special car feature.
On learning of the loss of the secretary, she changed tack again and decided that she should
try to sell advertising for a replacement. This newspaper has separate departments for
different types of business but all sales staff are continuously trained to offer the services of
other departments if the need arises. If she had not been thoroughly trained, not well briefed
on the paper’s total advertising plans, and unable to sell the services of the paper’s art
department, she would not have made the sale.
Questions up to Chapter 8
8/1 You should never make an offer to a prospective customer until…until when?
8/2 When you pick up the phone to make a sales call, what should you have to hand?
8/3 If you lose orders, it will be because you are failing to close strongly. Do you agree? If
so, why, if not, why not?
8/4 What do you think is meant by ‘talking yourself out of the order’?
You are phoning your prospect, after the usual salutation, opened the presentation, explored
and probed real needs, articulated these and got the prospect to understand them. The prospect
has resolved to satisfy the need and you have made the offer. Then come the objections!
Always there will be objections. It is part of the buyer’s job to purchase the quality
appropriate to specification as keenly as possible. Buyers are not doing their job unless they
buy the quality required at the lowest possible price. Raising objections is second nature to
buyers. You will never hear a buyer say:
‘I like your product but the price is too low. If you could raise it by about ten per cent, I’ll
place the business with you.’
Always your price is too high. Always they want a discount. Even when you have gone
beyond that stage, shaded the price a little, and agreed terms, the purchasing director enters
the stage and wants to justify his position by proving that he can get a little extra per cent
discount!
Get used to receiving objections. They are as natural as the wind. Sometimes they are
gentle and refreshing, other times they are like a howling gale and you can do nothing about
it. However, do not take the view advocated in some texts of welcoming objections on the
mistaken idea that they prove the prospect is interested in your product. It is not true.
However, if the prospect is stating one or two objections, at least the sales conversation is still
active!
Sales: Mr Prospect, I can call any time to suit you. When may I come along?
Customer: This Thursday at eight-thirty would be fine.
Sales: Ah! That’s a little awkward for me…I’m afraid I can’t manage that.
Then why did he say he could call any time to suit? To suit himself obviously! Stick to what
you say and share any exceptions before you put the point to the prospect. I can call any time
to suit you except Thursday morning before eleven. This is a real story that was learned from a
salesman who was recounting the incident to colleagues. His attitude was just as obtuse: ‘Of
all the times I could have seen him, he chose the one day when I had to take the kids to
school.’
Anti-argument phrases
Phrases and sales points used in handling questions and objections must be anti-argument.
That is, do not say ‘This fire prevention service is the best in the country’, say, ‘From what
other clients tell me, they think it is the best on the market’. When told that your price is too
high, don’t argue, do not say it isn’t! Say ‘I can understand your saying that. Others have
thought so until they used it’. Do not say, ‘This system will save you ten per cent,’ say, ‘This
system saves other users an average of ten per cent.’
An error in a sales presentation is to listen to a prospect’s objection and then try to find
some point in it with which to argue. The better method is to listen carefully and try to find
some point with which you can agree, and then go on from there.
The argument is logically correct but the premise that all phone calls are doubtful is not true.
The premise is true but the argument invalid. It is one of the more common illogical
arguments of the form:
All A is B
This is B
Therefore it is A
Valid objections are genuine and follow logically and correctly from what has been said but
are only true if the premises on which they are based are true. Invalid objections are incorrect.
You cannot deal with valid objections by simple answers. They usually take the form of
‘We have no budget for it’, We do not need it. These two responses are also widely used as
smoke screens to conceal real objections. In the same way that people have two reasons for
doing anything, the good reason and the real reason, so do objectors have two sorts of
objections, a good one and the real one. Unfortunately, you have no way of knowing whether
an objection is genuine or a stall. Deal with objections by treating every objection as valid
and responding to it appropriately.
Never assume that the objection raised is a stall—there is no way you can know this for
sure. If you react as though you think it is a stall, you will antagonise the prospect. Whereas,
if you treat the object as valid and respond professionally, the prospect cannot take offence. In
fact, you can frequently manoeuvre this to your advantage. If you treat an objection on its
merits and the prospect really was raising it as a stall, the prospect might feel the need to
compensate later in the discussion. Let us examine some of the more usual objections and
suggestions for dealing with them.
You: Oh! A first class company Mr Prospect. Some of my customers think similarly
about mine; others think so about the company you use. Tell me sir, what do
you particularly like about that company?
Where you go from here depends on your product and the response you get. Your call
objective must be to get the opportunity of quoting. Sometimes a good strategy is to get the
prospect to agree to a trial usage.
Prospect: We’ve used a Simpson for a long time and prefer it.
You: A first-class machine, Mr Prospect. It gives good results. I would like to know
more about it in comparison with ours. You’re a fair-minded person, Mr
Prospect. I’d appreciate it if you would give our machine a fair trial and let me
know how it compares with the other. May I call and discuss it?
With some products, it is impracticable to arrange for a trial. And, if the customer has been
using the same product for a long time, changing attitudes can be extremely difficult. Your
best course of action here is to search for those reasons why the prospect maintains loyalty to
the competitive product.
By getting the prospect to outline the features about the competition, you may be able to
modify your subsequent presentations knowing what to stress in you product. You will also
learn whether such loyalty to the competitive product is based on sound reasons or is a
manifestation of prejudice or habit.
Prospect: Sorry, but until we can shift some of our present stocks we’re not buying any
more.
You: Mr Prospect, you will know far better than I that products held in stock cost
money—they don’t earn money. I have one or two ideas that might help you to
shift them. Would it be all right if I looked in tomorrow morning [or whenever]
and discuss it with you? Or would tomorrow afternoon be more suitable?
You: I don’t want to be rude Mr Prospect but don’t suppose you have any call for
haircuts. But, if you put a large illuminated sign outside of the store, you
would. Our packaging is so well known that if you display it you’d sell it.
You: If we only stocked those goods we get a call for Mr Prospect, our business
would come to a standstill. If you get a call for a product before you stock it,
would your customer wait until you receive supplies? I doubt it. The customer
would buy from your competitor and that would open up the opportunity for
buying other things. Before you know it, you’ve lost a customer.
You: Of course you don’t have any room Mr Prospect. You wouldn’t be as good a
businessman as you are if you did have room. No one should stock a new line
until they know what it will make per square metre for them. When I show you
the evidence of what returns can be made on the new product—all backed by
the experience of others—I think you’ll want to sell it. They all attest that it
doesn’t stay in stock long
You: This is the first I’ve heard of this Mr Prospect. I’ll take it up with the customer
right away. May I ask who it is?
Customer: It was Wilsons. I don’t know all the facts. But they had trouble with your
product.
Objections are sometimes like complaints. Don’t deny them, don’t contradict them, or ridicule
them. Listen, establish the facts, and stay cheerful. Be glad that you can put things right, say
you will deal with it immediately. And do so. Sometimes product objections are broad-based
attitudes or opinions tinged with prejudice. You cannot deal with this over the telephone. Go
for an appointment close because you must try to get a personal interview with the objector.
Classification of objections
• Imagined objections
• Pretend objections—excuses
• Real, sincere objections
Your first task is to find out the real nature of the objection. To do this adequately you must
consider it in relation to the objective you have set yourself. Reviewing some of the things we
are trying to achieve when we make a phone call:
Never be rigid about your objective. You might start out with one objective and find during
the conversation that it is appropriate to change it. Here is a simple example:
Executive: Good afternoon Mr Prospect. Keith Darby of CRI. I’m in your area next week
and wonder if it would be convenient to call.
Customer: Ah! Good afternoon Keith. Glad you phoned. We are looking for two
consultants to oversee the installation of a new system. Have you got anyone
available for about 80 man-days?
They don’t often happen like this but obviously Keith will change his call objective. And
recall how Joan Black, the saleswoman on the newspaper quickly spotted a new need for the
car dealer and sold him on a series of ads for a new secretary.
Imagined objections
Prospects often raise objections that have no substance. These are imaginary and usually the
result of faulty communication. You can probably detect an imagined objective if it does not
follow from what you have been saying, is not valid, or is the result of someone having given
the prospect misinformation.
Customer: No! We prefer not to install your equipment. It doesn’t run as fast as the
Bourton machines.
Sales: That’s perfectly true Mr Prospect. Our equipment only has to be serviced twice
a year. We have compromised slightly on speed to increase total usage time.
As you know, downtime with this equipment is a costly business, so we
designed it with total operating cost in mind. If you ran the two side-by-side for
a year, do you have any idea of the saving that our equipment would show you
over any other equipment on the market?
I am not going to give you a series of success stories and demonstrate that you can overcome
every imaginary objection. Imagination is a very powerful human ability. You must remain
flexible and responsive to every objection. If you judge it an imaginary objection, then it is
likely that the prospect does not have sufficient data, or does not fully understand the
proposition. Your line of response must be based on open probes followed by closed
questions so that you can explore hidden or unknown reasons and narrow down the objection
made to its real root.
Pretend objections
These are not real but part of the prospect’s natural defence mechanism. The best way to deal
with them is to treat them as real and deal with them accordingly. This is calling the
prospect’s bluff. Here is an extreme example:
Sales: [Is in the reception area and has been invited to talk on the internal phone to
the prospect] Hello Mr Prospect.
Customer: Hello. I’m afraid I’m too busy to see you now. Please leave it for a month or
so.
Sales: Certainly sir. You’d like to leave it for the time being? [Using the barrier
building technique]
Customer: If you don’t mind.
Sales: Of course not. Do you have your diary handy?
Customer: Yes.
Sales: What about…[pausing and stating a date about three months away]…the
seventh of [whatever] How are you fixed?
The prospect is not sure now whether the sales person is serious or not. Provided the sales
person remains cool and collected it may be possible to organise an earlier appointment. Here
is another too busy excuse:
Customer: [On the internal phone] Sounds fine but, really, I don’t have the time today.
Sales: I understand sir. Would it be any use joining me for a quick lunch? Is there
somewhere close to the office where we could be served quickly? I don’t need
the whole lunchtime to tell you my story—just about five minutes so I won’t be
boring you.
Always offer coffee or something, implying that you re ready to buy something stronger. If
you offer a drink, you might easily offend the customer who has strong views about drinking
You overcome pretend objections by listening and developing more information for the
prospect to think about. For important companies, maintain records of personal preferences of
the main contacts. This should ensure that you could always get on their wavelength and
make suggestions that will accord with their inclinations. If this contact has a liking for
certain foods, you can probably suggest an appropriate place without having to resort to
asking for any preference. Often, the receptionist is a useful source for this kind of
information.
The salesman has changed his objective. He is now trying for a social appointment
Customer: It’s nice of you but I really don’t think I can today.
Sales: All right Mr Prospect. I realise you’re busy. Maybe you can join me another
time. Tell me when could you fit in about half-an-hour or so to see me?
Don’t give up. When you get excuses, probe and get to the real root of the objection. When
you think it appropriate, call the customer’s bluff but listen carefully to responses. Often the
‘too busy to see you’ is a defensive excuse; you’ll hear this often.
Irrelevant objections
Don’t be led into a contentious area on points that are not relevant to the proposition you are
making. Occasionally, a prospect is prejudiced and holds odd or extreme views. Your job is
not proselytisation or conversion. You must be interested only in the prospect’s views of the
proposition. Do not get drawn into side issues. You will gain little by being drawn into
discussions about irrelevant issues especially if they concern politics, religion, local problems,
controversial people in the news, and other red hot topics. Unless the objection deals directly
with the proposition, do not take issue with the prospect’s remarks. If the prospect says, the
world is flat, so be it; it certainly looks as though it is! Another side issue comes in the form
of dissonance reduction.
Dissonance reduction
People always seek to justify their attitudes, opinions, and actions. One method of doing this
is by reduction of dissonance. This relates to the theory of cognitive dissonance developed by
Leon Festinger in the 1950s. It was based on experiments showing that the grass is not usually
greener on the other side of the fence, nor are grapes within easy reach the most sour.
People who have purchased a product often seek to justify their acquisition by reducing or
removing any inconsistencies or doubts that may linger after buying it. A man who has
bought a certain model of car takes great pride in reading about the same model winning an
important rally. A woman who has purchased a domestic appliance is attracted to any
subsequent advertising she sees or hears for it. Those who have adopted certain viewpoints
and opinions or have suffered indignities, contradictions, or irritations through the acts of
Real objections
Answer objections at once but don’t play ping-pong. That is, don’t always react immediately
to an objection. This would be verbal table tennis with objections and rebuttals flowing
backwards and forwards between you and the prospect. You would not be progressing your
sales presentation because you would be engaged in a duel of argument and counter-
argument.
Think about the objection and respond to it quickly. If you forget or neglect to return to it,
the prospect will think that you are unable to deal with it. Unanswered objections stay
festering with prospects and are often the real, hidden reasons for your not being able to close
a sale. You must be thoroughly conversant with your product and its uses so that objections
though real, can sometimes be turned to good use:
Sales: [In the reception area talking on the internal phone to the engineer] Mr
Prospect, I’m with the Norwich Valve company. I wondered if I could see you
for a few minutes.
Customer: Ah! I don’t buy valves
Sales: But you use several valves in the company don’t you?
Customer: Yes. But I don’t buy valves.
Sales: But if you had to say which valves gave you the most headaches would you say
it would be the variable pressure outlets?
Customer: Yes. True, but like I said, I don’t buy the valves.
Sales: Do you think the buyer who buys them would be interested in a variable
pressure valve that would reduce downtime because of faults?
Customer: Of course.
Sales: Could you tell me whom I should speak to sir? And may I tell him that I’ve had
a brief word with you on the subject?
A real customer objection, which the salesman uses to alter course. He turns it to his
advantage because he knows his product and the industry.
Price objections
Most real objections are to price. You can always reduce price; buyers will be only too
pleased. It is part of their job to buy as keenly as possible.
What an unusual response! Nevertheless, suppose that this is a real objection and the price is
too high. The question you would really like to be answered is ‘How much are we out?’ But,
this is the one question you should never ask unless you know the prospect very, very well. If
you know the prospect really well you can ask a direct question. But, no matter how well you
know the prospect, it is better to act professionally. By using a competent approach, you can
Bill has not used any selling skill but relied on his friendship with Fred; he has dropped price
too quickly and Fred will now use this against another supplier. While they may be
acquaintances, even friends—business is business. Sales people should always be professional
even, or perhaps more so, when dealing with friends. To cope with the inevitable objection to
price you must know your product and its capabilities, its different applications, be thoroughly
conversant with price structure, discounts, the market, and competition. The general response
to an objection to price is:
Sales: What do you consider should be the price for this product?
Response (a) similar to you tell me. This response must be treated with care because you
could be put on the defensive and you must never defend your price. You want the answer to
the question you do not ask: How much are we out on price? So, with this you tell me type of
response, you must get back to your original question:
Sales: Well Mr Prospect, in a way, I have told you what I think is a reasonable price.
It’s the price we’ve quoted. You obviously think this is too high and I
wondered what you considered should be the price?
Customer: Yes. I know you did, but it’s too high.
A wily buyer putting you on the defensive again. Try to use the buyer’s cleverness against
him.
Sales: Well, let’s say [stating a price about 20 per cent lower].
Now, this is the point where sales people should have learned when not to speak. There are
many situations where that point is reached. A statement has been made, a question asked, an
offer put forward for consideration. In general, the first one who speaks loses!
The salesperson has arrived at that situation here and the ball is now in the buyer’s court.
After stating a price reduced by approximately 20 per cent this salesperson must keep quiet
and resist the temptation to continue perhaps saying, how does that appeal? or, what do you
think? Whenever you get a response similar to the (a) type, get back on the original track of
getting the buyer to state what s/he thinks is a reasonable price, even if you are forced to
suggest one.
Sales: Really? Much lower? That interests me. Would you mind telling me which
model you can get at that price?
Either he knows or he doesn’t. If he doesn’t know you must be able to state the important
comparable products and their prices to prove that you know the market and the products that
compete with yours. If he does know and mentions the product, you may have unearthed a
marketing problem. The very low-priced product he mentions may be of a different quality
but satisfactory for their needs. Your company must be notified because they may need to
revise product policy. There is no sense in operating in a market with products of too high a
quality.
Alternatively, the competitor may have priced the product at a very low price to buy market
share. If this is a real objection, it is a marketing problem for your company and not a selling
problem. There is also the possibility that the buyer may need to be educated in the uses of the
product. He may not be able to differentiate your product from the one he says he can buy for
less. While your product may possess more attributes than the competitive model, not all of
them may be product benefits for that customer. While product differentiation is a
characteristic that often exists in the buyer’s mind and not in the product, with professional
buyers, this is far less marked than it is with consumers.
The prospect may be saying ‘It’s not worth the price you are asking.’ He is then not so
much comparing with competition but possibly displaying his ignorance of the market. If he
thinks it’s not worth it, his understanding of quality is lower than your price and those
prevailing in the market. It isn’t that your price is too high; his idea of quality is too low.
Justifying price
A powerful method of dealing with price objections is to show that by using the product or
service, the price is recovered in a reasonable period from the savings made. Another
approach is to break price into smaller units. Most products can be presented as so much a
week, a day, or per operation.
Response (c) a reasonable price is quoted but lower than you can accept. If you receive this
objection, you have to justify, but not defend, your price. This subtle distinction means that
you do not try to say why your price is so high but to explain all aspects of price and how it is
made up. You explore initial price, installation costs if appropriate, delivery, warranty and
guarantee, allowances, trade-ins, credit, payment terms, after sales service—the whole range
of costs. The idea you have to get over to the prospect is the cost of ownership. It isn’t the
initial outlay. It’s also the cost of running, the cost of maintenance to keep it in first-class
working condition.
Sales: What would you consider should be the price for this product?
Customer: We wouldn’t pay more than a five hundred euros for it.
Sales: Hm! You’re saying that five hundred euros is about the right price for this
product. [Linked-benefit]
Customer: Yes.
Sales: Hm!…(pause)…if I could offer it at a five hundred euros…(pause)…you could
have placed the order. [Building the barrier]
Note the pauses and phrasing of the question, if I could offer, and could have placed the
order.
Customer: Yes. [This is now a barrier behind which the prospect cannot retreat.]
Sales: …[Pauses]…OK sir. I’m prepared to put the order through at five hundred
euros, but I’ll need an order number to justify this special price.
The essence of this technique is making sure that prospects understand exactly what they have
said; agree that they have said it, and that it is a genuine agreement.
Quality is remembered long after the price has faded into the background. If a quality product
has been purchased its price becomes part of the pride of possession. People often ask when
showing a product they have bought, ‘What do you think of it?’ and, after expected murmurs
of approval and perhaps envy add, ‘You know, that cost me —!’
Remove objections
Remove the objection, or the idea that something is to be objected to, from the prospect’s
mind without giving offence. Remove any feeling of guilt from prospects, let them save face,
with ‘I didn’t explain that properly,’ ‘Sorry I misled you but…’ ‘It’s easy to misunderstand
this because…’
Make concessions before you respond. If the prospect rebuts something you have said,
don’t argue but say, ‘That’s true, however…’ ‘That’s a good point, I wonder if …’ Flatter
prospects by letting them think that their ideas are on the ball. Agree with them and then add
one or two points of your own. Don’t patronise prospects’ thoughts and ideas and certainly do
not give the impression of belittling them. Say, ‘I’d like to think that through if I may. It’s a
good point.’ Let prospects know they’re in good company, ‘Several people have that opinion,
however…’ ‘A lot of people take that view, however…’
An early objection to price would be before you have raised any desire for the product or
service. To rebut it is simply playing with figures. However, if the prospect insists raising a
price objection before you have developed your presentation, ask along the lines of, ‘How
much do you want to pay for it?’ if it were possible for you to match the price, then use the
buying magnet technique.
You can sometimes turn an objection that you could rebut into good use but use it when the
iron is hot. Maybe the rebuttal is a good point, perhaps a sound buying point. If it’s unique to
your product all the better. You introduce the rebuttal when it’s appropriate by saying, the
point you raised a little while ago about the [whatever], you did say [whatever], didn’t you?
Let me show you how we have tackled that. You may find it of considerable interest.
Direct denial
There should be a warning attached to the direct denial method, Restricted use only. Great
care is needed in using it. You can easily create antagonism and render the sales interview
useless. Only use it when an indisputable fact has been queried. Assume that you are showing
a new compressed air fire extinguisher to a prospect who says:
Customer: Yes, all very well but the cost of consumables is astronomic. I understand that
replacement cartridges are nearly a hundred euros.
Sales: [Using direct denial] A replacement cartridge for this machine is ten euros.
Here is a cartridge. [Showing it] Here is the price on the side.
Another example:
The sales person should not ask how much the prospect thought the servicing costs were but
use the direct denial method.
Sales: It needs servicing every six months at the fixed cost of three euros a fire point.
Other systems are serviced more often but when you compare the lower
frequency of servicing of our product, the servicing cost of this system is
lowest. Here are comparable figures to prove that.
Indirect denial
This method fits most situations and recognises that no one likes being flatly contradicted.
The basic form of the indirect denial is, yes, but—, or yes, however—, although it is better not
to use the word but if it can be avoided. Better constructions of the ‘Yes, but…’ theme are:
With experience, you can use this method with considerable impact, especially if dealing with
a professional buyer. You can pause when the objection is raised. The prospect has advanced
an objection that you intimate is not usually raised. You can appear baffled by the objection;
you can frown and look a little perplexed. You impart the impression that the prospect is a
skilled operator and knows what s/he is talking about. After you have given sufficient thought
to the objection, introduce your answer in a way that will require the prospect to consider it
carefully and respect your professionalism. The indirect denial method is a major tool to
counter objections. It courteously removes the objection from the prospect without giving
offence. It should be used in every instance where the objection can be shown not to be
applicable.
Reversal
This method of handling objections is reversing the objection to the prospect as the very
reason s/he should buy. It is sometimes called the boomerang because the objection returns to
the prospect, or translation method because the objection is translated into a reason for
buying.
A common objection that can be reversed is that your company spends too much on
advertising and if it were reduced, prices would be lower. But that is the very reason for our
high sales. Customers already know our quality before they purchase.
One of the most frequent objections is that the prospect is too busy. ‘But you’re just the one
I want to see. Busy people know the value of time and money. I have a real time-saver.’
Compensation
A useful method to rebut a valid objection. The objection is admitted and then a product
advantage that compensates for the objection is pointed out. While prospects never complain
about price being too low, objections may be made about quality. A prospect wanting to
purchase some luggage might object to the fact that the leather was rather thin. This is agreed
and then it is pointed out that if it were thicker, not only would it double the price, it would be
very much heavier to carry. The luggage has been designed for travellers who prefer to travel
light, and especially by air.
‘Why didn’t they put bells and whistles on it?’ objects a prospective buyer. ‘A good idea,’
replies the sales person. ‘How much more do you think customers would pay for them? That’s
the reason they’re not there. We found they wouldn’t pay the higher price. At this price it has
a steady sale.’
The compensation method can be used when the objection is valid and can be admitted by
the sales person.
Question method
Sometimes, when an objection has been raised and dealt with by an ordinary rebuttal or
statement of fact, it leads to further objections. Using the question method of dealing with
them invites further objections that may be used to get the prospect to answer the objections
raised!
Customer: I like the system. I’ve always wanted a [whatever] but two thousand is a lot of
money.
Many questions could be used to counter this objection from the simple to the complex:
‘Don’t you think it’s worth that?’ ‘How much do you consider it’s really worth to you?’ ‘Do
you know the output you’d get from it?’ ‘If you invested the same amount in a fund that gives
100 per cent return wouldn’t you be willing?’
Fundamental to the question method is Why? You are asking the prospect in different
words why s/he has made that objection. Naturally, you don’t use a blunt Why? but in
appropriate words. If a prospect said that, your product was far too light. You wouldn’t ask
Why? you would ask, ‘Too light for what?’ which invites the prospect to expand on the
objection and give you the opportunity to show that it is not really too light.
The question method is ideal for use when objections are unclear or vague, where they lack
logic or appear to be inconsistent. It can be most useful to develop the sales presentation by
getting prospects to answer their own objections. Remember that good selling is good buying.
You should help the prospect to assess the offer you have made. Ensure that you have
financial justifications available to back your proposition. If the customer will save money by
using your product or service, have evidence to support this. You should know competitive
offers sufficiently to show how those products offer good value but compare the advantages
of your product and how the buyer will be getting better value by purchasing yours.
Whenever you meet an objection to price and the prospect says that s/he likes your product
but that you are out on price, what you want to know is, By how much? or What do you really
mean? If, after all your endeavours to close, the prospect still asks ‘Fine, but can I have a
discount?’ there are only three possible answers: No, Yes, and I don’t know. Replying No, you
risk everything. You have to restate in summary form why s/he should place the business with
Questions up to Chapter 9
9/1 Do you think that you should help prospects to assess the proposition you have put to
them?
9/2 What possible ways might the prospect answer your question, ‘What would you
consider to be an acceptable price?’
9/3 During the sales presentation when are objection most likely to arise?
9/4 What is the best way to deal with objections?
A characteristic of a decision is that it can only be judged in retrospect. You cannot say, This
is a good decision, only, that was a good decision. So, when making a sales presentation, the
decision you must aim for is directed to your objectives. Getting the decision does not mean
getting the order. It means achieving the objective you set yourself before you started. This is
why having a main and subsidiary objectives before making sales presentations are so vital.
When you close a sale, you achieve what you set out to do. When you consider the vast
number of sales situations, and the amount of time and effort that must be invested to get a
customer’s business, you will appreciate that closing the sale is seldom, if ever, done by a sole
salesperson meeting with one buyer. With substantial purchases and capital acquisitions, the
sale is closed, that is, a decision to purchase is made in the boardroom or in a committee in the
customer’s organisation.
No matter how technical or complex the product or service, or how professional and skilled
the purchasing process, the emotional element is always present. This means that you must
aim to make yourself a nice person to do business with. When it comes to an equal choice of
one or two companies, your company will gain the business if you are good people to work
with. From the start, this means that you make friends with everyone in the prospect’s
organisation from the initial receptionist to the managing director. When talking with your
various contacts try always to create the right state of mind. Maintain a positive attitude and,
listen…listen…listen…and follow the five main stages:
• Prospect must be in a receptive mood and relaxed.
• Prospect hears all the facts.
• Prospect understands the proposition.
• Tell the prospect what will happen next.
• Repeat the key points of your presentation.
People love to give advice and information. By this simple but sincere enquiry, you create a
relaxed atmosphere. If you knew where the prospect was going on holiday (you should have
previously noted this so that your questions were more relevant): ‘I trust that you enjoyed
your holiday in Greece?’ Beware of the situation where you unwittingly open a can or
worms.
You: I trust you had a good break.
Customer: Disaster.
Listen carefully because the prospect is going to use a lot of the time to let off steam. You
have to respond with understanding.
It’s not a complaint against your company but treat it with respect just the same. Hear it out
but don’t agree with the prospect. Be sympathetic and understanding. Ask for explanations
and of course, never strike an attitude of ‘I told you so’, or ‘I could have told you if you’d only
asked’. Here is how to pour petrol on the flames:
‘Right Mr Kempton. I’ll put the timetable in the post to you tomorrow; you’ll reserve the hotel
room for Wednesday 28th and arrange for morning coffee, lunch and afternoon tea. We’ll
need an overhead projector, spare lamp, acetate roll or separate sheets and a screen. We’ll
also need a couple of stands with display paper and black pens.’
‘Mr Grant will have his equipment and samples. After he’s measured up, you can select
patterns and check costs. He’ll see you at ten-thirty Tuesday morning.’
‘Okay Mr Kempton. You’ll book the room and accommodation for Wednesday 28th, arrange
for the OHP and display charts. I’ll bring the handouts, and other aids. I can organise the
room layout when I get there. We start at nine.’
Maintain a positive attitude, positive towards the prospect, your product or service, and your
company. Avoid negative attitudes like the plague. Don’t follow and join prospects into the
negative areas where they go. Listen carefully and see what positive points can be extracted
from the situation. All the time listen for closing signals—prospects’ remarks that suggest
they have decided to take matters further:
‘Closing’ signals come in all shapes and sizes. It depends on the product or service, the offer
made, the personality of the prospect and the way you have presented your case. You detect a
closing signal by…L I S T E N I N G !
Communication is a means to an end and not an end in itself. Most activities would cease if
there were no communications. There are degrees of importance of communication. Consider
the difference between Fire! and Take the cake out of the oven when it is golden brown. When
someone shouts Fire! it is expected that action will be taken immediately. You do not enter
into a discussion about it; you make for the nearest exit. Fire is not negotiable.
When talking on the phone with someone, both of you expect a reasonably quick reaction
to requests and questions. This means that your presentation must be well prepared, simple to
understand and easy to act upon. The risk of a communication breakdown when using the
phone is reduced because you are operating on a one-to-one basis and can keep a continual
check to ensure that the respondent understands. Check that the main points of your
conversation are understood by using this five-point plan:
• What is suggested to be done?
• When, where and, if necessary, how?
• Who is going to do it?
• At what cost?
• Benefits—cash and non-cash.
These cover all the main issues of any proposal. If you have to prepare a written report, this
five-point plan will help you to cover the main things that have to be considered.
When saying anything that requires understanding and especially on the telephone,
remember to check that respondents know what you are proposing, when and where it will
happen, if appropriate, how it will be done. Then, whether you or someone else is to do it, at
what cost and with what expected results. This will tie everything up.
Customer: Could you spend two consecutive weeks in the area talking with clients in one
go, rather than taking two separate weeks?
Consultant: Yes. I’d prefer that. I’ll travel on the Sunday so that I can start first thing
Monday. You’ll have arranged all the interviews by then won’t you.
Customer: Yes. That’s no problem. We can fix about twelve for each week.
Consultant: Good. Twenty-four over the two weeks. Will they all be in the same general
area?
Customer: No. Some will be in the north but the main ones will be near Glasgow or
Edinburgh.
Consultant: Fine. To reduce travelling, I take it you’d book me into the most convenient
hotels near to the clients?
Customer: Yes. I think we need to put you in at two, one just north of Glasgow and one
north of Edinburgh. Somewhere quiet, I expect you’d prefer.
Consultant: Thank you. Yes. Can we meet on the Sunday evening? Perhaps dinner?
Customer: Certainly.
Consultant: I’d like to have a full brief on the clients. I’ll be seeing for Monday, Tuesday
and Wednesday.
Customer: That’s no problem.
Consultant: Good. We’ve agreed the fee. How would you like the hotel bills paid? Will you
see to it, or shall I pay and let you have the bills?
Notice how the five-point plan has been used to cover the main points and that the respondent
—the customer—has agreed those points. There’s one other thing you should always
introduce—an insurance policy. Consider:
Consultant: If you need to contact me before I see you on the Sunday will you note these
numbers please—01494, that’s High Wycombe, 638920 and my mobile is
07986 62 1948 OK? [Listens to the repeating of the numbers] and where could
I get hold of you if I’m held up for any reason? [Listens, repeats the number as
writing it down.]
Sales sentences
Develop a number of sales sentences for each section of your presentation. To start with, you
should develop a range of openings and have these prominently displayed in front of you
when telephoning. You will find that you naturally develop just two or three. Here I am
developing an opening that I could use if I were to phone you and try to sell you a course on
telephone selling:
‘If you were able to develop more sales by using the telephone in your present job, would this
be of interest to you?’
‘If you were able to get more sales by a more persuasive use of the phone, would this help you
in your present job?’
‘Do you find that using the telephone helps you in your job to get sales?’
‘Would using the phone to get more business be a cost saving for you?’
‘How much do you use your telephone now to help get business?’
While I prefer some to others, I am still not entirely satisfied that I have the best opening.
What is important, my personal preference does not count. I will ensure that I can say the
opening flawlessly but the ‘best’ openings are those that get interested responses from
prospects.
Develop sales sentences, especially opening statements and questions by steadily working
away at them. You should burnish them and your sales presentation as if they were a set of
jewels. By doing this, you will acquire a natural, polished presentation and what is more, you
will communicate more readily with prospects. After you have what you think are some good
openings, practice them. When lecturing on marketing, I have a saying Remember that you
make money from people—not from products. Just once, I slipped up and said, Remember that
you make money from products—not from people…. Practice all important selling sentences
by saying them aloud.
To construct good, understandable modern prose you have to write tight, that is, it must not be
loose, verbose, or circumlocutory. (Write tightly, would be grammatically correct but the
shortened, write tight emphasises the point being made.) Similarly in speech, you should talk
tight. Never use the following phrases unless they are essential for your meaning:
• It is important to remember that …
• In my view …
• To be able to …
• It’s clear that …
• That’s very true [Very is not needed because it can only be true or not. It’s a like a
woman being a little bit pregnant.]
• In the case of …(only if literally, a case of wine, mistaken identity, commodity, etc.)
‘The program can be adapted to any use you need now or might do in the future.’
‘This program is probably the most versatile available today—in the US as well as in
Europe.’
‘You will only need this one program. It is so powerful and adaptable for your needs.’
Enthusiasm
You must believe in what you are doing. You must like what you are doing. Monday
mornings should provide a new interest, a new challenge for you. There are many words of
similar meaning to enthusiastic—eager, zealous, avid, lively, keen, fervent. Be all of these in
turn.
Reinforced centre 1. Longer life *The disk will outlast ordinary disks.
drive 2. Stability of
operation Some of our present customers have
been using these disks continuously
for over five years and never
experienced any trouble with them.
Here is another way to develop proof statements by noting positive and negative benefits for
the same attribute depending on the prospect’s needs before attempting to develop proof
statements specific to prospect:
Light
Light, easy to use
Effortless in operation
Readily portable
A child could carry it
Large
Won’t be lost in your tool box
Easily seen
Sensible size for easy use
The confusion between sales and sails was eventually cleared up with amusement and
actually helped to promote a better relationship between the two. People give priority to the
first meaning of a given word or sound. It never occurred to this salesman that ‘improving
sales’ could mean anything other than ‘increasing turnover’. The customer quickly reacted to
any suggestion that his sails could be improved. Yet, the salesman knew he was talking to a
boat-builder who also knew that he was talking to a salesman. Each jumped to the conclusion
that the meaning conveyed was the one expected. Jumping to conclusions and making
assumptions too quickly create some of the more difficult barriers to effective
communications. The difficulty increases when unusual words or ordinary ones with unusual
meanings are used. Almost every trade, industry and profession has its special words or
special meanings for common words.
The legal profession is a prime example of an occupational group with its own arcane
language. Members of the profession grow so accustomed to using it that they tend to think it
is normal. There is a story of a learned judge speaking severely to a lawyer in the Old Bailey,
London:
The Latin phrase means that the law does not concern itself with very small matters. The
lawyer’s rejoinder is worth recording:
The legal profession is not unique in this respect. Your own industry may have developed its
private language that you may be using without realising it: ‘What about the LPHW job in
Marlow, has it been commissioned yet?’ If you are in the heating and ventilation industry, you
will recognise this as a conversation about a low-pressure hot water boiler with the enquirer
asking whether it is installed and working.
Articulation
It is good training to practise words that you do not often come across in ordinary, everyday
reading. The reason is that you will often meet unusual customer and product names that have
to be spoken clearly on the phone. The most important word you will speak to a prospect is
her/his name, and some names can be difficult to pronounce. Never be afraid to ask someone
how they spell their name, if is sounds difficult. Even a common English name such as Smith
might be spelled Smythe. Make a note in your records if there is a special way of saying a
name. Receptionists and telephone operators can be useful with the pronunciation of client’s
names—and titles.
Articulating clearly is making the mouth and tongue work correctly so that the words mean
something. It is vitally important to you. Do not indulge in ‘slurvian’—sloppy speech. Even
ordinary words in an unusual setting often fail to make sense. Read through the following
couple of lines of doggerel, understand what it means and then ask someone to listen while
you say it clearly in a conversational tone and rate:
In mud eels are, in clay none;
In fir, tar is, in oak, none.
Ask if they know what language it is. The answer is usually Latin. As you can see, it is
English but as you hear it is quite different.
Questions up to Chapter 11
11/1 What are the six points in the suggested plan for structuring a presentation?
11/2 Why is it necessary to make your sales presentation sparkle?
11/3 Why is controlling your voice important?
11/4 What should you not use too much of, or too many of in your speech?
The people you telephone in business may be unpredictable although, like people everywhere,
the loquacious will keep the conversation going not necessarily in the direction you wish,
while the taciturn can often make development of any discussion tortuous.
Buyers cannot be put into different categories and dealt with by formulae. Be careful of
over-classifying prospects into logical, overbearing, or some such category. If you have
already met the person you are phoning, you will know something of their personality. If not,
do not begin with any preconceived ideas. If you cultivate a pleasant, helpful and above all,
polite manner, the prospect should get a good impression from your voice. You too, will get
an idea of the kind of person to whom you are speaking by the voice and speech pattern.
Irrespective of the way in which we normally speak, our general well-being and health will
often project a good or bad mood. We consider some of the moods.
Talkative mood
You are hardly permitted to make your presentation. The prospect keeps talking and side-
tracking you in all sorts of ways. It is very difficult to staunch the flow of words. The way to
deal with this mood is to listen. It may be costly, but you still have to listen, positively,
making notes where appropriate. Listen for something that is said that you can link with your
presentation. Negative listening is rather like lying on the beach with the tide coming in and
letting it wash backwards and forward over you. Positive listening is more like running into
the water and swimming. It is relating everything that is said to your presentation and when a
point registers, trying to get in and say Ah! And put your point. If you cannot put your
proposal forward because the prospect is in full flood, remember to jot down notes of points
as they are made. Eventually, the prospect will pause. You can then say, Ah! Mr Prospect,
with regard to [point number one] and [point number two], and so on.
Talkative moods are often possessed by what are called detail persons. They don’t so much
tell you points or results, they tell you in minute detail all the ins and outs. This is their
pleasure. You can often develop a first-class relationship with detail people by listening and
putting the appropriate closed question and open probe to stimulate and maintain their flow.
The reason for all the talking is that the prospect has not yet appreciated the strength and
value of your proposal. Until you get the chance to tell it, you have to listen. Talkative moods
may also be the result of the prospect being excited or enthusiastic about something that has
happened. You must listen and try to find out if this is the reason; you may be able to use this
to put your proposition in a favourable light.
Silent mood
The opposite of loquacious persona are prospects who, for their own reasons, are reluctant to
say very much. They want to listen as though their thoughts are far away.
Be alert to this mood because it could signal some serious in the prospect’s personal or
private life. S/he may just have received painful news about the health of someone in the
family and prefer to go home. You are unlikely to be told the details or taken into her or his
confidence.
If you consider the prospect is unusually silent, or apparently reluctant to respond, put an
open probe and listen carefully to the answer. You cannot remain on the phone for too long,
neither of you saying anything. If your open probes do not work, try one or two closed
questions, and if you receive a suitable response, use an open probe to obtain more
information.
Miserable mood
Often, you will phone someone in a miserable mood. Avoid getting involved or spending too
much time here because, unless you have something that will counteract the reason for the
mood you will get nowhere. If you know the person then you might use carefully constructed
probes to find out the reason, but in the main, don’t get involved, curtail the conversation and
phone again. The situation is worse if you meet a miserable prospect face-to-face because you
can’t curtail the meeting as quickly as you can on the phone.
When representing Vickers of the UK, I once telephoned Freddy Potts, a buyer for a cable
manufacturer in South Wales and got an appointment for about an hour later. When I arrived,
Freddy was in a decidedly unhappy state. ‘What’s the problem?’ I asked. He said that the
purchasing director has just complemented him on increasing and maintaining production by
getting material that was difficult to obtain at that time because it was during a period of
intense raw materials shortages. He said, ‘I haven’t a cat-in-hell’s chance of maintaining
production; supplies of raw materials are scarce. I’ve twisted everybody’s arm to get the last
ounce. There’s no way I can maintain production at the same rate.’ Always the opportunist, I
explored further:
I left the factory and telephoned a contact I had in London, the sales director of a chemicals
organisation. I told him the facts—but not the name of the customer—and asked him if they
could supply it. He said that they had about sixteen tons available in Belgium that could be
delivered. We agreed that I would let Freddy Potts have the name and details of the supplier
and that I would receive five per cent of the value of the order. Just before I put the phone
down, I asked, ‘Oh! By the way, how much is this stuff?’
I shall never forget my thoughts, as he told me, ‘Five and seven-pence a pound,’ and I
roughly calculated my five per cent commission on sixteen tons. It was an agreeable outcome
all round after that phone call to a miserable buyer!
‘I appreciate your problem. You’re not sure of her movements. I’ll risk being disappointed
and make it, say half ten on Tuesday morning as that’s the time you have nothing in her
diary. If I call and she can’t see me, that’s my bad luck.’
‘I understand your difficulty but I’ll tell you what. We’ll make it say half ten Tuesday and if
she can’t see me perhaps you’d be kind enough to give me a ring.’
When you make decisions for prospects, do it in a manner that guarantees that things can be
altered or reversed if necessary. You are then giving them a lifebelt if the decision has to be
abandoned.
Aggressive mood
If you know the respondent, you will know whether aggression is the norm and will be able to
deal with it accordingly. If the person is a stranger then do not make the mistake of thinking
the normal briskness and desire to get on with things is aggression. If you are a normally quiet
personality, anyone with a normally brisk manner will appear to you as aggressive. So, take
care not to misinterpret the situation.
People you have not previously met or spoken with and who sound very aggressive on the
phone should be treated as you would obey a sergeant major if you were a recruit! He shouts:
‘Attention!’ and you should spring to attention. He fires at you: ‘When can I have your
reply?’ and you say: ‘The day after tomorrow.’
Whatever questions, requests or commands you receive, respond crisply and avoid
prefacing your reply with, ‘Well…’ Check this tendency to preface replies with well by
listening to interviews on TV or radio. Practically always, before answering the question, the
respondent says: ‘Well…’
Prospects who sound aggressive, whether or not they are, will respect short, crisp replies
and will not take kindly to long, slow answers. Spring to attention! Answer or respond!
Over-friendly mood
Someone in this mood will usually agree with everything you say and be extremely hard to
pin down. As likely as not, you will be addressed by your first name and receive promises that
lead you think that nothing will ever materialise. You must take a firm line with such
prospects and ask if they understand what is being agreed. If possible, put all the proposals
into monetary terms—that usually has the over-friendly type listening and talking seriously.
Questions up to Chapter 12
12/1 Should you, in general, reflect the customer’s mood?
12/2 Which are better to use with customers on the telephone, closed questions or open
probes?
Treat a customer complaint as you would treat a medical emergency. Give it priority. Regard
it as you would a patient with cardiac arrest. Immediate, rapid attention is essential. This
means that you must have an emergency kit to hand. It’s no use treating a customer with a
complaint as a normal customer. You cannot give them the slightest excuse for further
complaint.
You: Mr Fuller, you’ve obviously had a lot of trouble. I’m sorry about that. I’m
going to put you through to our Mr Roberts. He’s not the managing director
but he has the authority to sort out your problem to your complete satisfaction.
Please speak with him first and if you’re not satisfied with what he suggests he
will put you back to me and I will connect you to Mr James the managing
director. If I put you through to him first, he would want to know why your
problem couldn’t be solved by Mr Roberts and this would delay our service to
you.
Your emergency kit needs to be updated periodically especially if the company has different
types of products and services. The complaints form should be a colour different from every
other form with spaces for absolute essentials—name, initials, company, address, telephone
number, date, time, nature of complain, who is going to take action, what the complainant has
been told.
If you should pick up the receiver and hear an enraged customer on the other end, always
talk to them even though it may be nothing to do with you or your department. Ask questions.
Because it may be nothing to do with you, you will need to find out a lot more than normal
about it. Make sure that the customer knows who you are, what you will do and deal with the
complaint in a competent manner.
Tell the customer that you will start things moving, that it will be handled by someone else.
If you know who will deal with the complaint, tell the customer, if you don’t know, tell the
complainant that you will phone back and say who will be dealing with it and when. Give
your name, telephone number and/or extension clearly so that the complainant is put at ease
and can contact you should the need arise. Express your regret that the person has had to
phone to complain but never agree that it is justified. Even though it may sound a genuine
complaint from the facts stated by the customer, you are only hearing one side. Always pass
the complaint to the person or department who will deal with it. After all, you haven’t heard
the company’s side yet! It is not unknown for false complaints to be made in the hope that
some extra service can be extracted!
The telephone is an important means with which to find out whether a sales lead is worth
following up with a face-to-face call. In this way, it contributes greatly to finding customers.
This process is called qualifying leads.
Three factors
To qualify a lead to determine whether a suspect might become a prospect and subsequently a
customer, three factors have to be established:
• Is there a budget to purchase the product or service?
• When is the purchase to be made—immediately, in three months, or more?
• Who is, or are the main people who will decide on the purchase?
The first factor will be related to the size and value of the sales of a typical product and will
quickly establish whether the person on the other end is aware of the cost. Many companies
would like to buy desire products—those less essential than a want or a need, but do not have
the means with which to buy them. A comprehensive work-flow computer system would
undoubtedly be of use to many organisations but often, intending buyers are unaware of the
initial investment and continuing support required.
The second factor—timing of the purchase—is important once you have established that
the prospective customer knows the likely cost and that funds have been earmarked for it.
Companies who are currently thinking seriously about a product are red-hot prospects. They
must be regarded differently from those who are considering the acquisition during the next
financial year.
The third factor is to find out who takes the decision to purchase; it is also advisable to
determine who influences the purchasing decision. If it is for capital equipment, many people
and several committees will be involved. It is normal that acquisition of substantial plant and
equipment is discussed at production meetings, management meetings, budget meetings, and
board meetings. The decision is a collective activity and many opinions sought before the
decision is actually taken.
If you are selling capital goods, you will need to develop wide contacts in the prospective
customer’s organisation. The first person to whom you speak on the phone will obviously be
able to help, but that is only a start; you will need to expand your contacts within the company
after you have visited them.
Similarly, if you are selling consumer products in bulk to a large chain of department
stores, it is likely that you will be negotiating long-term contracts. But it is unlikely that there
is just one person involved in the purchasing decision and you must find out who influences
the buying decision. Even the most important buyers in a company have assistant buyers with
whom they discuss movement of stock.
And so on. Ask closed questions and open probes to find out if they stock, when they buy and
who to see.
Decision-making unit
In every company, there is usually a group of people who influence the source and purchase
of supplies. Sometimes this is on a formal basis often it is an informal collection of people.
Such groups are called decision-making units DMUs. These DMUs are frequently involved in
the construction of a procedure called vendor performance evaluation, or supplier
performance evaluation.
Your product may be the highest priced on the market because your quality is the best and
you can deliver the next day. This does not mean that you will get the business. From working
with many different companies, I have found that the main criteria for the buying decision
are:
• Price.
• Reliability of supplier.
• Ease of getting emergency supplies.
• Service.
• Quality.
• Uniqueness of product or service.
• Accessibility of supplier’s representative.
• Delivery.
These are not listed in order of importance but for the initial letters to spell the mnemonic
PRESQUAD, a word that makes it easy to recall. A weighted-points method of evaluating
suppliers is illustrated with these eight criteria:
*Weights are usually decided by a committee or by reference to various department heads (or
members of the decision-making unit) and applied to all suppliers and potential suppliers. In
large organisations, there are usually many pages of criteria used to assess potential
suppliers.
†A rating is applied to individual suppliers.
Each weight and rating has a maximum (in this example) of ten and the weights are made to
sum to a convenient total. You can see that it is 50 so that the maximum total W× R is 500.
When you have the opportunity, you should find out from some of your very good
customers whether they have a supplier performance evaluation procedure and, if so, how
your company scores. You can use the good points in subsequent sales presentations. The
problem when putting propositions for capital goods and purchases that require a large outlay
of funds is how to find the answers to the three key factors: Is there a budget? When will the
purchase be made? Who decides? You need to work to a semi-structured questionnaire. This
means that you will have prepared all the attributes, benefits and proof statements about your
product and will have opening questions and statements written down so that you can refer to
them.
‘There are others in your company who should see the demonstration?’
The prospect will either agree or correct your question/statement. Every newspaper, especially
local ones, all the trade, technical and professional journals are sources of leads for
prospective customers. Scan the appointments vacant columns for vacancies relevant to the
Of the appointments made, more than 70 per cent eventually place orders with the company.
Questions up to Chapter 14
14/1 What format is suggested to decide who are potential prospects?
14/2 When looking for customers, how do you select those you think you ought to phone?
14/3 What is the first thing to establish when qualifying a sales lead?
14/4 What are the second and third things to establish to qualify a sales lead?
Buying an appointment
If you have not previously supplied the prospect, you have to find out whether there is a
specification and if so, whether your company can be given the opportunity of quoting. At
best, you have to persuade the prospect to buy an appointment with you. At the very least, you
have to sell the idea of sending them some explanatory literature. To reach a buying situation,
you progress through stages, one of which is a personal meeting.
In addition to buying day-to-day operating materials and supplies, companies purchase
capital equipment, important services of consultants and advertising agencies. These
important acquisitions are normally main board decisions and the board will wish to hear
potential supplier presentations themselves. If the purchase is not so substantial, they will
often make a decision based on the facts and opinions of their managers.
Whatever the purchase, it is possible for your enthusiasm, knowledge and general manner
to show through whether it is a face-to-face situation or through the medium of words on
paper or words in ears.
The buying decision
All of us have basic needs; the other drives vary with people. Overlay on this the concept of a
hierarchy of wants that range from basic needs, through wants to desires and you have a
structure for developing the buying inclination. Decide where in the hierarchy of needs, the
respondent places your type of product/service. This will vary from what is considered as
essential by one prospect to a luxury by another. Then consider some of Maslow’s drives1.
Security needs—maybe the desire to hold on to our job and position—vary from person to
person. This is why many buyers will stay with the supplier they know rather than risk going
elsewhere. They don’t want to jeopardise their position in the company. The need to belong to
a group, the desire to be accepted by others in that group can be a very strong motivating
‘Hello Mr Muir. Always nice to talk with one of my shrewder customers. Business is fair I
trust?’
‘As I’ve always said, Miss Brown, if you stock our new lines when we introduce the, they must
be good. You have a reputation for keen buying.’
Don’t overdo it! Just little touches here and there, like herbs and seasoning in cooking—with
discretion. These complimentary comments will be remembered. Aim to make your
respondents feel good.
Self-fulfilment needs are the desire to do one’s own thing, to realise an ambition, achieve a
certain position, to have a degree of power and so on.
You cannot arouse the buying inclination until you know what motivates the other person.
Therefore, you must question the prospect appropriately and listen to replies.
Curiosity is a strong motivator and when you involve the respondent’s company, it is very
powerful. You arouse curiosity by being different from other sales people with your
knowledge of your product, the professional way in which you conduct the conversation and
by your cheerful manner and keenness.
Have an objective for every call. Keep this in mind as you speak and listen. Know what you
are going to say and, as soon as you have opened the conversation, know what you might say
in response to questions. Prepare and practise important openings, sales sentences and benefit
statements. Have them available, easy to see, when on the phone. You will soon learn to say
them without needing to refer to them too often. However, with experience you will find that
you modify them over time.
Involve respondents and their companies by always expressing sincere interest. Don’t try to
sell to respondents but help them to explore your propositions. Answer questions quickly and
Questions up to Chapter 15
15/1 Why do you think you should commit the main contents of your sales pitch to paper
before making a telephone call?
15/2 Can flattery have any value in a sales presentation?
15/3 What three things should you aim to achieve when opening a sales conversation?
15/4 What is the five-point plan in structuring effective communication?
Customer’s objectives
Find out what the customer wants to achieve before accepting the invitation to quote. List the
customer’s objectives in order of importance. Short statements of what the customer wants to
achieve should ensure that the proposal is read.
Recommendations
State how each objective will be met by your recommendations. If the proposal is for complex
equipment, a detailed specification should be appended with each section keyed to the
proposal so it is clear which recommendation relates to which objective.
Additional benefits
Your recommendations will relate to the main objectives and suggest the main benefits. List
any additional benefits that the customer will enjoy.
Financial justification
Set out the financial justification in simple terms so that it is clear in the first few sentences. If
the financial justification is complicated, use a separate appendix and key the appropriate
sections. If the purchase of your product pays for itself within a period, explain in the
appendix with a modest example that does not rely on maximum usage of your product to pay
for itself. While the customer will investigate and justify the expenditure, do not assume this.
Illustrate the justification to show that you have given it adequate thought from the customer’s
viewpoint. If there is more than one way to illustrate financial justification, use them.
SPECIMEN PROPOSAL
Your requirements:
• To replace, and supplement for the time being, your existing system.
• Operate automatically and increase current production by 50 per cent within six
months.
• Produce cores up to 300 mm diameter, 1,000 mm length.
Installation will be carried out by our own engineers. We will commission the machine and
train your operators in the running and maintenance. No foundation work is necessary as the
machine stands on a normal concrete floor.
This shows that the capital cost per core produced will be [stated] to which must be added the
unit cost of sand and gas.
Attached is a discounted cash flow calculation at various discount rates for you to compare
with other quotations [appended].
We specialise in quality equipment and produce plant to last. Our reputation for quality and
service will help in ensuring your complete satisfaction in the use of the AB/100. Similar
machines have been installed in the companies listed in the appendix. Please feel free to
contact them for an opinion on the operation of our machines. I know that none of them will
mind your making enquiries. Attached is our official quotation and technical literature that
give the specification of the AB/100 model.
There is your contact, his or her boss, the board, the work’s committee, the unions, the
bean counters...
This situation occurs all the time. You sell to the prospect who has to sell to the boss and the
others but, as he is also a member of the work’s committee and possibly the local union, a
multiple selling job has to be done.
The boss could talk with the work’s committee but he prefers to do this as little as
necessary.
The board and unions have to be kept informed while the bean counters on the side keep
their fingers on everything. You have a conflict of interests, budget arguments, safety factors,
environmental considerations, working practices, and cost-benefit analyses—the lot!
If your proposal is designed to reduce labour requirements, your contact is likely to be the
last person you should be selling to. You have to get as near as possible to the top. It is
unlikely you could make a presentation to the board of directors, so you have to find a way to
the top by talking to the decision influencers. It may be your contact’s boss or the head of
resource management or purchasing; if your proposal has sound financial justification, it will
be the finance director and sundry bean counters.
There is the buying committee, and the groups with vested interests
The buying committee is composed of heads of the various departments, each with its own
self-interests and a deep mistrust of the others. Any proposal has to be very powerful to
penetrate these. Submitting a quotation has no chance. You should know the various
departments in the company and make sure that the proposal caters for each of their interests.
A copy of the proposal should be sent to each member of the committee.
Company buying committees are usually very proficient in their deliberations. General
committees of many other organisations often comprise a diverse set of amateurs and
professionals. Hospital boards, university committees, school-governing bodies, all have
committee members widely varying in personal experience and ability. The chairman is often
appointed or elected because s/he gives least offence to the largest number of committee
members. Committee meetings follow the same pattern. After the formalities, the big, mostly
technical projects come first. Only two or three members have any real knowledge of them,
and monopolise discussions. The rest of the committee switch off and think of others things.
Eventually, hands are raised to vote, approving vast expenditures after only superficial
examination and blind faith in the experts on the committee.
Structure your proposal for professionals and amateurs. Slightly different approach from
that made to boards of directors. Because of committee composition, you pander to egos.
Each section starts with technical data followed by plain language explanations. Write to the
committee secretary enclosing a personalised copy of the proposal for every member. Selling
by telephone is only the start!
Questions up to Chapter 16
16/1 What is the suggested mnemonic for selling?
16/2 How would you defend the price of your product/service?
16/3 What is the difference between a quotation and a proposal?
16/4 How should you treat a complaint from a customer?
1/1 Considering all the possible good points that can emerge from any situation.
1/2 Make an appointment to see that prospect when you are next in the area, bid her or
him well, in a pleasant manner and quickly look for the next prospective customer.
1/3 Be interesting and enthusiastic in what you say and how you say it. Adopt a positive
attitude in thought and word.
1/4 Always be thoroughly prepared and when you meet an opportunity, use that
preparation.
2/1 Let the respondent know as quickly as necessary in your presentation that you are
selling.
2/2 Because you often have to get past the receptionist and the secretary before you can
meet the prospect.
2/3 Simply by making more telephone calls
2/4 By treating them with respect for their job and making friends with them. Ask them
for help.
3/1 Because otherwise your conversation with the prospect is likely to be disjointed.
3/2 Get to the point as quickly as you can when you start a conversation with a
respondent. Give your name and the name of your company. Summarise the point of
your call in the first sentence.
3/3 As soon as the real needs have been identified, understood, and agreed by the prospect
3/4 So that you can listen and write at the same time.
4/1 Usually, the after-dinner speaker has been previously announced to the gathering and
they are looking forward to hearing the speech. Also, the speaker is not interrupted.
4/2 When speaking face-to-face with a prospect you can be seen and appraised. If you
have a product with you, it can be seen. On the phone, you only have your voice to
help you.
4/3 Immediately after you have said your salutations and told the prospect about your
company and the product you are hoping to sell.
4/4 Pen, pencil, or ballpoint, pad, diary, product or service data, relevant correspondence,
timepiece.
5/1 Because you are never sure what the prospect might say in response.
5/2 Actively listening to what the prospective customer says to you.
5/3 By asking the filters for help in your quest.
5/4 Because a good opening is the start of the sales presentation.
6/1 Because it is restricted to the listener.
6/2 When you wish to narrow the conversation down.
6/3 When you want more information or are looking for possible needs that have not been
adequately aired.
6/4 Identify the real need. This means that you must develop your sales presentation using
open probes and closed question as appropriate to reveal this need. Make sure that the
prospect understands what it is, and then appreciates how your offer will satisfy that
need.
7/1 Because if the prospect has not resolved to satisfy the need you have aroused s/he will
not be receptive to your offer.
7/2 You have to listen carefully to what the prospect says so that you are able to select
from what is said and use this information to build barriers.
7/3 You should prepare a list of product benefits and, preferably, proof statements that
support those benefits, because it is no use simply stating the benefit. You have to
prove it to the listener by the supporting statement you make.
7/4 Only after you have identified it, made sure that the prospect understands it, and have
explicitly mentioned it.