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it’s there, the more ground it takes over, and the more money and time it takes to remove it.”


Using Humor


One expert described a sales call made on a doctor. The doctor refused to open up. His folded arms, lack of response to questions, and staring at the floor were quite unnerving. When the salesperson finally made eye contact, he asked, “Tell me something: Why is it that doctors are so easy to talk to?” The doctor laughed, and the relationship improved dramatically.


Being Dramatic Place the prospect in the future as a satisfied customer by describing how things will be and how the prospect will feel after purchasing your product or service: “I can see you two months from now. Your accounting department is caught up on its work backlog, and they’re doing a super job. Everyone is saying what a terrific decision you made by purchasing this product.”


C. Spotlighting Customer Benefits Your clients want to hear the bottom line: “What’s in it for me?” – not just “What’s it going to cost?” Features and model numbers aren’t as important as more efficient operation, fewer down hours, or increased employee satisfaction. Instead of justifying the price with features, make the benefits outweigh the price. Each feature of your product has


numerous benefits – many that you don’t mention because they require a little more thought. One sales expert describes an excellent exercise to give your mind a good “benefit workout.” He asks his sales trainees to imagine a hunting rifle and its key feature of accuracy. What does accuracy mean in terms of real benefit to the customer? It could include “more meat on the table, more pride in hunting, cleaner kills, less chance of accidents, etc.” Try this exercise using imagery


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that resonates with you and/or your prospect. One feature does not equal one benefit. List your product’s main features; then, come up with at least seven different benefits. The benefit of owning your product may seem obvious to you, but clients need help to realize the value of owning your product.


OBJECTIONS Planning and prevention are the primary ways to deal with objections. Buildings with smoke detectors, alarms, fire extinguishers, and sprin- kler systems can survive small flare- ups. But structures without protective devices are usually complete losses after a blaze.


Self-knowledge


Do you know what you look like and how you sound when responding to an objection? You may have the best possible verbal approach to objec- tions, but your sale will still go up in flames if your body language and tone of voice contradict what you say. An open, sincere, nonverbal stance and a controlled voice can put out all types of fires.


Have a colleague join you in a role play; your colleague can play clients with difficult objections, and you can respond. Video record your session.


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I get angry about things, then go on and work. TONI MORRISON


This will help you pinpoint which types of objections you react to in self-defeating ways. Then practice leaning forward, nodding, relaxing your facial muscles, unclenching your hands, etc. Alter a nervous tone of voice by lowering your pitch and volume, slowing down your speaking speed, and allowing some silence be- tween the time the objection is stated and your response to it. Train yourself to control


overresponses. There are four common difficulties in dealing with objections: • Salespeople discuss the problem instead of possible solutions: If you accept that the client is unhappy, you can resolve the objection faster.


• Salespeople blow the problem way out of proportion: Don’t as- sume something is a major hurdle until you’ve determined the true extent of the objection.


• Sales reps assume the problem has been dumped in their laps


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