12 Proven Sales Strategies to Close The Deal.....

There are a number of sales closing strategies (more than 50!!) that you can learn with different sales closes applied to different situations.

A specific salesperson might be more comfortable with a favourite single specific close, than perhaps with others available in his arsenal. As a business owner/sales trainer, you want to be certain that you and your salespeople become exposed to a greater number of different closing strategies (many sales people use the same 2 or 3 endlessly) so that they can select the most effective tool for different situations.

The goal here is for the advantages to outweigh the disadvantages and close the deal.

1. The 'take it with them' Close- This allows the prospect to actually take the product home or try out the product. The idea is that once this happens, the prospect will be unable to part with the product and must have it.
There is a story about a salesmen who sold pet dogs. The salesman said "Here, take this home and give me a call in a week. If you don't want it, I'll come and get it". Once that dog was there and the young son fell in love with it, there was no way that dog was going back.

2. Subject To Approval Close- This allows a salesperson to actually close a sale, but to do so subject to certain contingencies being removed. In other words, it's up to the salesperson at this point to really do some work when possible to assist the prospect in removing contingencies thereby making the sale official.

3. Take Away Close- It's human nature to want what one can't have. The salesperson says things like, "This product isn't for everyone. It's a certain kind of person who can appreciate this service.

4. The Standby Feel Close- This approach is intended to establish empathy with your prospect's situation in an effort to persuade them that you, or a prior customer has actually dealt with and successfully overcome the pressure that they are now experiencing.

5. The Order Form Close- Sometimes the prospect might need a little encouragement-- it may be useful to actually take out the order form or contract and place it in front of your prospect. Tell them to complete a single section and you'll complete the rest.

6. Never say, "Sign the contract", which has a very negative connotation. It appears too binding and rigid to your prospect If they haven't heard enough reason to buy, you then say "If We Do This, Will You Buy?" close, you must identify what it will take for the prospect to break down and buy.

7. Presumptive Close- Using this method you actually proceed on the assumption or presumption, that the prospect has already decided to buy. You might talk about how a prospect will enjoy the product/ service or how the benefits might be enjoyed.


8. Informational Close- If your products or services are such that your prospect needs extra information in order to make up their mind, then the more relevant information you can share the more likely the prospect is to buy.

9. Overcoming the Objections Close- You can identify the prospect's specific objections to buying and focus on ways to overcome those objections. As you successfully accomplish this task, the close will follow right afterwards.

10. Instructional Close- If the close requires the buyer to know how to use your products or services, it is critical that you provide detailed instructions where applicable.

11. Directive Close- This is when you actually talk to your prospect and tell them exactly what to do. Direct them to sign up and complete the deal NOW. They will respond by buying when told to do so. It's one of the easiest ways to make a sale.

12. Exclusive Close- You indicate in all the marketing you do that your products or services are very exclusive, limited availability etc. Lock the doors and only allow customers and referrals to enter. Soon you'll find they want it, because everyone wants in.

Whatever the strategies you and your sales staff learn and implement, be always aware multiple sales strategies are available. Know and vary your selling approach according to the sales challenge.
Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Do you know who else your employees are working for after- hours? (your competitor??)

  SAMPLE: Employee Conflict of Interest Policy

We are ethical individuals and an ethical Company. We have a reputation to uphold, and we want to make sure that our behaviour and business practices are sound and reflect our professionalism. At the same time, we never want to stifle off-hour activities, creativity, or the ability to engage in outside interests.

We trust your judgement, but if you are unsure of a situation that may place you in a conflict of interest, please refer to the guidelines below or discuss the situation with <Department responsible for Human Resources>.

Partial list of potentially sensitive areas: Engaging in outside work; financial transactions with a potential client, supplier, or competitor; immediate family member engaging in a business similar to ours; receiving gifts from a supplier.

Topic Owner:                       <Department responsible for Human Resources>

Topic Applies to:                    Everyone

Process Responsibility:         <Department responsible for Human Resources>, Individuals

Final Accountability:              Individuals

Our Company, our clients, and the outside world place high expectations on integrity. It is important that a high standard of ethical, moral, and legal conduct be upheld when business is conducted internally and externally.

Individuals may, from time to time, pursue personal and private business interests and ventures, and may participate in other forms of decision-making organizations. It is the responsibility of every individual to clarify such outside activities with the Company. In such cases, the individual must provide a full written disclosure to <Department responsible for Human Resources> so that an assessment can be made and any potential conflicts of interest may be prevented.

The Details

The following situations require full written disclosure to and approval by <Department responsible for Human Resources>.

·         You are engaged in any outside professional work.

·         You, your spouse, or a member of your immediate family is engaged in a business similar in nature to the Company.

·         You are engaged in outside work that will interfere with your primary job due to your working hours or attendance at the Company, or that is in some way hostile or adverse to the Company.

·         You accept a retainer, commission, consulting fee, or any other fee arrangement or remuneration. 

·         You, or any member of your immediate family, directly or indirectly, borrows from, lends to, invests in, or engages in any substantial financial transaction with a client, potential client, supplier, or competitor. Members of immediate family include spouse, children, and any other relative sharing your household. This does not apply to professionally managed mutual funds, provided that the fund manager is not a member of your immediate family.

·         You perform outside work during regular Company working hours and make use of the Company's facilities, equipment, labour, or supplies to conduct this outside activity.

·         You receive gifts from a supplier or competitor.

·         You work with an employer whose business is in competition with ours or services our clients.

·         Your work requires use or disclosure of proprietary information of our business or our clients.

·         Your relationship with a co-worker or client has progressed beyond a platonic friendship.

If you engage in any approved outside work, you are under obligation to advise your client that the work is in no way by, for, or in the name of the Company.

Failure to disclose or discuss information related to any of the above points may lead to corrective action, including dismissal.
NOTE: This policy has been lawyer reviewed for use in Ontario, Canada. Elsewhere, suggest you take legal counsel.

Working with you.

    Chris Wilkinson

       Executive & Management Search.

Sales Training DISC.

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Managing "Actively Disengaged" Employees     Too often people have to work with others who have become disenchanted and actively disengaged. Actively disengaged employees aren't just unhappy at work. They act out their discontent and sow seeds of negativity at every opportunity. They undermine the work of others. They are not just indifferent to company goals and mission; they express mistrust and outright animosity.
     As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.
     The Gallup Organization estimates that there are 2.2 million actively disengaged employees that cost the Canadian economy up to $35 billion per year in lost productivity, including absence, illness and other problems that result when workers are unhappy at work. 
     A good manager will identify those who are disengaged and explore the reasons behind the disconnect to determine if coaching or other interventions are appropriate. In some cases, people will respond favorably to opportunities to reconnect and rekindle their interest and enthusiasm for their jobs. Most people search for ways to make their lives and work meaningful and only disengage when they feel hopeless.
     Those who are actively disengaged may thrive on the negativity and refuse to become part of any solution, preferring to perpetuate problems. If they repeatedly refuse opportunities to engage again, terminating their employment should be seriously considered in order to avoid further damage to staff morale and organizational progress. 

Leadership Actions: What Employees Want a Manager to Do     For effective managers, the path toward engaging employees and keeping them engaged begins with asking them what they want and what is important in order to be effective in their roles. Here is a summary of what workers responding to the a Gallup survey said they what they want from their managers:

     •  Focus me to my job
     •  Know me 
     •  Care about me 
     •  Hear me 
     •  Help me feel proud 
     •  Help me review my contributions 
     •  Equip me 
     •  Help me see my value 
     •  Help me grow 
     •  Help me see my importance 
     •  Help me build mutual trust 
     •  Challenge me .

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net