CARIBBSUPPLIERS

distinguishes itself from traditional trade facilitators by building positive, service oriented relationships with both manufacturers and distributors alike.

Above all, we are dedicated to creating a dynamic and gratifying environment so compelling that manufacturers and distributors will want to do business with us in order to achieve optimal results.  By continuing to conduct ourselves with utmost integrity and by being responsive to changes in our clients needs and changes in the industries in which they operate, our company’s continuity will be certain.

We believe that being able to see through the eyes of our clientele is an important advantage in serving their needs. Our marketing team boasts a dynamic range of experience in diverse industries and represents an impressive bank of market insight.  

Our core values include but are by no means limited to:

      A deep and abiding respect for each client

      A commitment to finding innovative and practical ways to make the term “excellent service” increasingly relevant to our clients.

      A commitment to the renewal of our enterprise through sustained training and reorientation of all personnel.

EFFECTIVE SALES TECHNIQUES

PRE-APPROACH

Pre-approach is obtaining vital information about prospective buyers/dealers prior to calling on them.  

It should be of note that we do not encourage cold calling (turning up without an appointment) unless it is under the directive and supervision of your Sales Manager.

What Kind of Information Do You Want?

When calling on a dealer you need to know who to talk to get results, what his market niche is, what his/her “hot buttons” are and how to push them.

Why Is Getting Pre-Approach Information Necessary To Good Sales?

Obviously, it is hard to sell hardware products to a medical group.  If you are representing a medical product, wouldn't you have more success with qualified dealers who specialize or even sell medical supplies?  Getting pre-approach helps you qualify dealers. In addition, finding out about a vendor, especially something "personal," before the call, helps you tailor your approach toward his or her needs.  For example, if your dealer has said he will only carry the top three products in a category, and he only likes demos on Thursdays, you may wish to mention your rating of your latest product (if it is in the top 3) and suggest an appointment on Thursday.

Review Questions

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  • Describe the information you should have before contacting your resellers.

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  • List something personal about one of your dealers that is included in your current database that would help you better relate with that dealer.

PROSPECTING FOR ACCOUNTS

Once you have information about the dealers, it is time to set up the area and get to work. Following are some tips that can help you work smart:

• Ensure you have a good map of the area.
• Set your appointments as close to route order as possible.
• Establish a regular work schedule & never break it.  Mondays are a good day to book the week's appointments. One of the only challenges of being an independent field worker is the freedom. Don't let the freedom create stress--regulate it with a schedule.
• STP - See the People.  There's always one common denominator among successful field reps and that is that they see the people.
• Keep your records up to date and record helpful information. Example: This dealer only wants demos on Tuesdays & Thursdays, etc.

If you'll follow the aforementioned guidelines, you'll be productive and feel less stress.  Remember, one of the most important tools to be productive is to maintain SCHEDULE.  You may find yourself getting sucked into "Pain Relieving Non-Productive Work" and feeling down if you don't start out right with a consistent schedule.  Follow the example set by your Sales Manager--call them if you need additional help. 

Review Questions

• What single habit will help you succeed?
  
  
  
   STP. What does it mean?
• Work in _____ _______ sequence.
• What type of information should you record in your database?

 NOTE:  All too often we find ourselves without an appointment and drive around our area looking for stores to visit saying, "Not that one, it looks wrong--I'll try a different store," or we head back home to update our database, or learn our material better, whatever. This may relieve our conscience and make us feel like we're doing work but, during working hours, it does very little to actually get results.  This is referred to as "pain relieving, non-productive work.."  We all get stuck in this rut once in awhile.  It is important to recognize when we find ourselves in this mentality so we can break out--the easiest way to do this is to "gird up our loins" and do something immediately to put ourselves in front of a dealer.

THE APPROACH

The second step to the sale is the approach. It doesn't do you any good to have the greatest product ever created if you can't get in the door to show it.  You should typically have at least an 80% success rate when booking appointments.  The only reason the "qualified" dealer shouldn't meet with you is because you can't match schedules.  If you repeatedly get dealers who turn you down, you are either calling on the wrong dealers (you are not pre-qualifying them with your pre-approach information) or your approach itself needs work.

If you are calling on non-qualified dealers, then you need to sort your database and spend your time with the ones who might have a greater interest.  If your approach is poor, then you can follow some simple guidelines to improve it. Paul Micali, in his book, "The Lacy Techniques of Salesmanship," has some excellent comments on the approach.  They are particularly fitting when calling on a new store. 

The Lacy Techniques

"You will probably be surprised to learn that ninety-five percent (95%) of the sales people in this country don't have an approach.  They think they do, but they are presenting themselves and their products or services in such a weak fashion that there simply is no approach at all. They rush to get themselves face to face with prospects and at that point they say, "My name is___, I'm from the XYZ Company and I came here because..."  By this time the prospect has figured out how to get rid of the salesperson.  Why is this approach so weak?   Prospects are not interested in your name. If they never saw you before and never heard of you, your name is of absolutely no significance to them.  There is no reason that they should make an effort to try to remember it. If the name of your company is also foreign to them, they will make no specific effort to try and find out more about it. Even if you represent a large, well-known company, they still are not terribly excited about it, particularly if they didn't send for you.  And if they have problems on their minds, which is usually the case, they will have trouble repeating what you said in the first several sentences because they most likely weren't listening at all." 

Get to the Point

Paul goes on to suggest that you tell the prospect who you are--all the details simply don't belong in the first sentence!  The first thing you tell them is "what's in it for them." After that, you may wish to tell them who you are and a brief  (one line) synopsis of who you represent--they will be more interested once they know you have something of value for them. 

A Frustrating Approach

While working on one of the Apple tours, showing products from Sony, Macromind, etc., one of the Reps kept complaining that he couldn't get in the door.  After listening to his approach it was obvious. His dialogue stated, "Hi, Mr. Dealer, My name is _______ and I'm with Sony-Macromind..." He then proceeded to give a 2-3 minute discourse on who the Rep company was, why he was coming in, the color of his house...

This new field rep’s approach was way too formal, he went into way too much detail, confused the dealer (Sony-Macromind?), and he didn't get to the point.  By following some simple pointers, he was able to immediately correct his problem and get into the dealers--unfortunately, he blew away over 75 stores before he called for help (we only had about 150 qualifying dealers in the entire territory!).

The reps excuse was, "That's what everyone says."  We can’t always do something just because everyone else does it. "Everyone" usually refers to most of the untrained people who just try to wing it--certainly not the Sales Managers.  There have been new reps that have blown off half their qualified stores because they didn't stop after a dozen rejections and "re-think" their approach.  Following are examples of effective approaches.  

Examples of Effective Approaches

When calling on a new store:

Rep: "Hi, (manager). This is  _____.  I'm showing the dealers the catalog from CaribbSuppliers. I'm going to be right down the street from you this Thursday and I'd like to catch you also. Would you like me to catch you before I go there or after?

Dealer: "What time..." 

When calling on a previously visited store:

Rep: "Hi, (manager). This is _______, one of the CaribbSuppliers Reps.  I think (_______) was in last and showed you (_________). I've got a bunch of new products in you will be interested.  Do you want me to tell you what they are and see if you're interested? (Use this question to qualify the dealer.  If it's a "regular" store they know what we do and are usually always interested--if they qualify.)

Manager: "Sure..." 

The previous approaches are not set in cement--they can be varied. Remember, as important as what you say is how you say it AND why. Following are some guidelines for an effective approach.  If some of them appear obvious to you that's good--you've already recognized the skills--if not, then pay special attention and try to understand why they're effective.

Points To Remember About Approaches

1. Don't be "too" formal.  When you ask a stranger for directions you don't drag on and introduce yourself first.  Not necessary, is it?   In the approach you can introduce yourself but you've got 30 seconds to "cut to the chase." Don't waste time with too many formalities.
2. Tell the dealer how you can help them. Be specific.   "I show new products (list), and give support."
3. Overcome common objections quickly,  BEFORE they come up.  I don't SELL anything (not interested in buying  anything), and I give a QUICK demo (no time/might be boring) to WHOEVER's free ("I'm" busy).
4. Physically smile while talking on the phone. You can create the feeling of friendliness in your voice without having to say much by smiling.
5. Concentrate and be confident.
6. KISS: Keep it simple, silly!
7. Re-work your approach with your manager if it isn't working and then listen to his/her advice. Do not use up the database practicing mistakes--get help.

SETTING APPOINTMENTS

Part of the approach involves setting the appointment. There are several points to remember when making appointments:

1. Set appointments with the purchasing manager if possible.  If he or she is hard to catch, set the appointment with anyone who has authority to do so.  Always remind that person to tell the manager you will be coming in (so you don't surprise the manager and get kicked out).
2. When setting appointments you may try "alternate choice" questions.  However, to maintain an effective route with your appointments you should remember to suggest your preferred time.
3. Keep yourself flexible when setting appointments.  Always ask for a minimum 15 minute leeway.  This will allow you to book your appointments closer together without letting a dealer down if you're late.
4. Assume the appointment. Act as if everyone is excited to have you come by.
5. Work backwards. It is often helpful to set your first appointments for Friday and work backwards in one to two hour increments (depending on the time for your demo). This allows you part of Tuesday morning to schedule the week if you can't get it booked solid on Monday.
6. Call if late. If you find that you are going to be late for another appointment, take a moment out of your schedule to make a telephone call.  You wouldn't want a dealer to have his best customer come in to see your demo only for you to arrive an hour late.
7. Don’t be late twice. Make sure that if you have rescheduled an appointment once, never miss the appointment again. 

Review Questions

• Why ask for at least a 15 minute leeway?

 Start setting appointments __________ and work  ___________.

 If you missed an appointment and then rescheduled you must never?

THE SETUP

The third step of the sale is "The Setup." When you enter a dealer’s store, the staff's minds are like a sandbox and filled with concerns over quotas, customers, inventory, and incoming calls. The main purpose of the setup is to smooth out this sandbox, neutralize the dealer’s mind, and create the right environment for presenting your product.  You want to create a "Buying Atmosphere." A buying atmosphere is important because, "Everyone loves to buy, but nobody likes to be sold." 

CREATING A BUYING ATMOSPHERE

“May I help you?” “No thanks, I’m just looking.” This is a dialogue familiar to us all. Each of us has reacted similarly to salespersons at one retail establishment or another. So, why do we respond this way? Why are we evasive and defensive? Is it that we have learned from a previous experience gone bad? Or, is it simply a natural reaction embedded in our psyche to avoid perceived pressure? Who really knows? The fact is that it happens all the time in a selling atmosphere. Even though the salesperson is merely offering to help, we suspect or perhaps even fear that being in sales, he or she will begin to push, cajole, or at least offer unsolicited advice--all of which make us feel vulnerable and uneasy.

As a 21 year old law student, I had signed up for a summer job that I wouldn’t soon forget. My first week selling bibles and medical was a disaster. I worked 14 hours a day, talked to hundreds of people, made more than 80 product presentations to housewives, parents, grandparents, teachers and pastors, and sold just three books! What was I doing wrong? I was motivated and had memorized the scripted sales talk of a former successful salesman. I really liked the books myself. And, I was enthusiastic in my presentation. Why wasn’t I selling more books?

Reflecting on seeming failure, I began to review the training material from the company sales school that I had attended the week before. There, tucked away in the middle of the manual, was a training outline that I had forgotten about--a brief section entitled, “How to Create a Buying Atmosphere.”

How to Create a Buying Atmosphere

 Objective: Help Mrs. Jones feel comfortable enough to say “yes” or “no” at the end of the sales presentation. This includes being relaxed, listening to and hearing the unique features of the product, and responding to the questions targeting the potential benefits that she and her family might experience with the product in her home.

Step 1 – Establish a common connection between you and the customer. Create a rapport with Mrs. Jones. Look around at the environment, i.e., books on the shelf, pictures on the wall, gender and age of children and grandchildren. Does she have any hobbies, favorite movies or TV shows? Remember, no one cares how much you know, until they know how much you care.

Step 2 – Use names and third party testimonials. Names can help you with rapport. Mention names of people you have already met that the customer might know. These can be family members, neighbors, church members, co-workers, etc. Remember, the more relevant the relationship to the purchase the better, i.e., when selling bibles, use Catholic names with Catholics, Methodist names with Methodists, etc. Also, as you explain the features, advantages, and benefits of your product or service, do it through the stories and testimonials of others instead of in your own words. These third party testimonials can prove extremely effective in capturing a customer’s attention and in establishing credibility. People really do care about their neighbor’s opinions. This also brings in a certain “keeping up with Jones” mentality.

Step 3 - “Some people buy and some don’t.” No matter how many relevant names you have, always mention that some people don’t buy. Pressure exists in a selling atmosphere because there is an expectation to buy. This implied pressure can be so strong that instead of paying attention to what you do and to what you say, the customer is focused on making up an excuse for leaving, or in any case, not buying. Something has to be said or done that releases this pressure. Simply stating that some people buy and some don’t informs the customer that not everybody has to buy, and that’s okay. After all, it will only take a few minutes to take a look.

Step 4 – Ask questions! Someone once said, “The art of selling is the art of asking questions!” Indeed. Asking questions can help you establish rapport; uncover favorite neighbors and friends; discover what features and benefits excite the customer, and who else he/she knows that might be interested in your products or services. With every advantage that questions offer, the primary role that they play in creating a buying atmosphere is that they seem to put the customer in charge. And, customers in charge don’t feel the pressure of the sale; they feel the freedom of being able to buy.

Step 5 – After 20 minutes, get up and leave! With the particular product that you are selling, it should only take 20 minutes to demonstrate all of the features and point out the benefits. When you are through and the customer says, “yes,” you finish, thank him/her for his/her time, and leave. If he/she says “no,” you finish, thank him/her for his/her time, and leave. Successful people are busy people, and time is an important asset for the customer as well!

After reviewing these sales school training notes, in the weeks that followed, I began to follow the suggested steps to create this buying atmosphere. Did it work for me? By the end of my very first summer, I was making 30 presentations a day, selling 50% of my customers at the door and 70–80% of those sitting down to take a closer look.

As the years past by, I experienced sales through the eyes of a lawyer, business owner, CEO, and corporate executive. Time and trials taught me to value and refine the ability to create a buying atmosphere in multiple settings. I soon realized that this art of persuasion was as essential in a court room as it is in the boardroom--that it is just as effective a tool for corporate executives in the MLM industry as it is for the leading field distributors!

Yes, over time it seems the more things change, the more things stay the same. People still hate to be sold, but they love to shop and buy!

Establishing A Buying Environment

1. Create a friendly, positive atmosphere.  Memorize and say, "Everyone has been excited about what I'm showing."
2. Establish a rapport. Compliment them on their store, their location, their tie (be sincere).
3. Put the staff at ease. The staff's first thoughts are, "Oh, no. Not another long-winded rep." Let them know you won't take much of their time--and then don’t.
4. Let them know they can refuse your offer--this puts the dealer at ease and in a more receptive frame of mind. "I'll show you what I have, if you like it fine, if not... then at least I tried."

Points To Cover in The Setup

Set the stage. Get as many reps as possible to sit in on the demo.

• Be time conscious. It is said that the average attention span of the average adult is 17 minutes--get moving. Do not spend a lot of time in the set up.
• Ask yourself in the setup, "Are there any needs, or problems that this product can solve." The basic principle to remember in selling is, "Find a need, and fill it." 

Review Questions

• List the four points to cover in the setup:
  •  
  •  
  •  
• What basic principle in selling do you need to remember?

 What is the purpose of the setup?

THE PRESENTATION

The single greatest close is a fantastic, enthusiastic presentation. It is within the presentation that you can make or break a product's reception.  Your company is literally BANKING on you to wow the dealers with their product--as a professional, that is exactly what you should do.

Knowledge Is The Key

No amount of showmanship can cover up for not knowing the product. Part of what a rep gets paid for, amortized over the product launch is to LEARN THE PRODUCT. A field rep is required to spend as much time as necessary to learn the prescribed script, read the literature, and then master each product they represent. 

Persuasive Demos

Knowing the product is essential but you still need to "sell" what you know to your dealers. A professional rep understands that all persuasive presentations follow a specific format:

1. Get the dealers attention
2. Demonstrate a need
3. Show how the product fills that need
4. Detail how it is the BEST product to fill the need
5. Overcome all objections to the product
6. Help the dealer visualize benefits the product will bring
7. Actuate the dealer to order the eval & stock the product

Because most product launches are fast paced, the Rep needs to know how to intuitively fashion his own demo by using this persuasive format.  Some of the software scripts you get from marketing follow the basic guidelines--some do not. Regardless, you need to be aware of and follow the persuasive format to create maximum interest in your products. If you can master these principles, the close "happens" as a natural part of your demo.

At the beginning of each new product launch it is recommended that you take five minutes with each product and plug it into the seven step persuasive formula. With this small amount of preparation you will find an organization to your demo that adds pep and power. You will find that you don't have to spend much time on the close because the product was "bought" during the presentation.

Exercise

Make a brief script outlining one of your current products--apply the seven steps to a persuasive demo:

1.  Attention

2.  Need/Problem

3.  Solution

4.   Best Solution

5.   Overcome objections

6.   Visualize benefits

7. Actuate the dealer

Questions

What is the single greatest close?

Some field reps may try to slide by, learning as little as is necessary to rep a product.  Is this a good idea? Why ?  How does this affect the company as a whole?

 Review and then list the seven steps of a persuasive demo--from memory.

1.

2.

3.

4.

5.

6

7.

When should you devise a persuasive demo for each product on your current launch?

PERSONALIZED PRESENTATIONS

Your objective, as a field rep, is finding your dealer's needs, problems, and desires and then showing him how your product is the hero or solution to those needs, problems and desires.  This can only be done through a personalized presentation 

A Field Rep is Like a Doctor

Probably one of the biggest mistakes a field rep makes is failing to find the dealer's needs, problems, and desires. It is like going to the doctor and having him prescribe two aspirins, without asking any questions, only to find out later you're allergic to aspirin.

A good doctor goes through a step-by-step procedure. He first inquires about your medical history and your current symptoms--then he prescribes a cure for your problem. Of course, whether or not you follow the doctor's directions is up to you.

A field rep is like a doctor. Before you talk to a dealer, you should know something about him and his market. Consult his "chart" to review his past history (a good database is essential to know your dealer and his needs, preferences, and market). You should also have good bedside manners and get to know your dealer as a person. Getting to know the person before you move into your presentation helps you customize your demo, not only to the dealer's needs, but also to his personality.

Customizing your demo takes thought. Good field reps are good thinkers--they can diagnose a situation and then decide what product's market features will best apply.

Again, just like a doctor, however, all you can do is prescribe a cure. You cannot force a dealer to accept your cure. Just as the doctor provides a service, you provide a service by finding needs, problems, and desires and then demonstrating how your product fulfills those needs, problems, and desires.

After you know the needs, problems, and desires of your dealer, communicate how your current product can fulfill those needs, problems, and desires. You must paint a picture of what your product can do for him before stocking your product becomes important to him.  

Selling The Benefits

Elmer Wheeler once said, "Sell the sizzle - not the steak." Your job is to sell benefits. Selling benefits, simply means showing how your product can fill the needs of your dealer's customers and hence fill your dealers own needs of providing profitable goods and services. Remember, you're not selling products, you are selling benefits!

While selling benefits, it is important to give logical reasons for buying, but you must also appeal to the emotions. Appealing to the emotions simply means selling the benefits of your product which are most appealing to your dealer.

Buying Signals

A good way you can tell if you are selling the benefits effectively and personalizing your presentation to fill the needs, problems, and desires of your dealers is through "buying signals." The following are examples of Buying Signals.

• "Is it available through distribution?"
• "How long does it take to get it in?"
• "Are there any specials for this product?"

Hot Buttons

"Hot Buttons" are also buying signals. Throughout every sales presentation always listen for your dealer's "Hot Buttons." All needs, problems, and desires that are brought up by the dealer in the presentation are "Hot Buttons."

Examples of Hot Buttons

Whenever your dealer gives you a "Hot Button," STOP your presentation and build upon his "Hot Button" with exciting positive comments. Examples:

• Dealer: "This new mouse pen would help Dave with his portable computer."
• Field Rep: "It would, wouldn't it? One dealer that I talked to said he has sold one with EVERY portable system--his customers love it. Give Dave a call and see what he thinks." 

Your Examples

1.


2.


3.
 

A Golden Nugget of Truth

Point of Sale. At the point when the dealer feels that your product is of more value than the money in his checking account--a sale is made. 

Questions

• How is a Channel rep like a doctor?

 We sell ________________.

 What is one benefit of a product you're now showing?

 What are "Buying Signals?"

 Why are "Hot Buttons" so important?

 When is a sale made?

PRESENTATION MECHANICS

Regardless of how well you know the product, how perceptive you are of the dealer's needs or how dazzling you are with your script; the presentation can still be a failure if you ignore the mechanics of a good demo. How many times have you gone to a movie-house and watched a million dollar movie that was annoying because someone in the theater didn't adjust the focus? It is important that you be aware of the "little annoying things" that can mess up an otherwise perfect demo.

Mechanics of an Effective Presentation

• Always ensure your equipment is immaculate. It's hard to focus on the screen when it's full of smudges and streaks or washed out by light.
• Optimize your system. Get the fastest machine you can, and keep it optimized and tuned.
• Room setup. If applicable, spend time before the demo to make sure the dealer's environment is appropriate (set up chairs, clear off demo space, etc.).
• Train your voice. Unless you were born with Crusoe's cords (& even then) you will have to train your voice. Many top notch sales people take auctioning courses, vocabulary labs, and drama classes to improve their voice. Your voice earns your living--learn to modulate it, have fun, and watch the dealers perk up during your demos!  

 First 3 minutes. Within the first 3 minutes of your presentation you should have 1) caught the dealers attention, 2) gathered setup information and sold yourself, and 3) hit a major highlight of your product(s).
 

• First time. Act as if every time you see something unique about your product it is the first time you've seen it.
• Have a sense of humor. The old phrase, "Be funny... make money," holds true. Humor also creates a friendlier atmosphere.
• Eye-to-eye. Maintain eye-to-eye contact. It indicates honesty and sincerity.
• Use a lot of visual selling. When emphasizing product benefits visually count on your fingers, "There are four reason's why this product won MVP.."
• Visualize benefits. Get your dealers to visualize using the product themselves and feeling the benefits they derive.
• Loose. Be loose as a goose. RELAX and you will be able to get your dealers to relax.
• Dealer in control. If the room feels too tense before the close question try to place yourself at a lower level than your dealer. It will make him feel like he is in control (creating a buying rather than a selling atmosphere) and help put him at ease.
• Be time conscience. If you asked for only 10 minutes, then keep your word. If you have done your job you will have caught the dealer’s attention and he will request more time. If not, then learn how to get his attention quicker next time.
• Vary the speed of your demo. Speak quickly during the presentation for three reasons: 1) Credibility--current studies show that people believe you more when you speak quickly, 2) A slow demo is a boring demo and will create little attention and impact, and 3) Your demo will be more congruent and you will allow more time to return to areas of interest. Reduce your speed to "low and slow" when explaining details such as pricing and tech specs--"a confused prospect never buys."  
• Differentiate products. Ensure crisp transitions between products to differentiate them in the dealer’s eyes. 

Questions

1. What is visual selling? Give an example:
2. __________ your voice.
3. Be ________ as a goose.
4. What reason is there to show the dealer the product packaging while showing the product?
5. Get dealers to _____________ the benefits.
6. Speak quickly during ____________________. Speak "low and slow," during _____________________.
7. It is essential that you _______________ your product transitions

DRESS FOR SUCCESS

In the opening paragraph of his book, Dress For Success, by John T. Molloy, he states,

"FACT: Most men dress for failure. They do so because they make one or more of four suicidal mistakes: They let their wives or girlfriends choose their clothing. They let their favorite sales clerks choose their clothing. They let designers and "fashion consultants" choose their clothing. Or they let their backgrounds choose their clothing."
 

Let Research Choose Your Clothing

Mr. Molloy goes on to suggest that, for success in business, men and women should let research choose their clothing. After over 15,000 interviews John points out several patterns that lead toward successful dressing. He points out the obvious that it is not fair or just or even moral for a man's success or failure to depend, to a large extent, on how he dresses, but that is very much the way money-oriented sectors of our culture work. We may not like it but, for success in our line of business, we must adhere to it.

As a field rep, you may work or have to present to very conservative companies. Many of these companies have strong corporate dress codes and styles that, whether they are conveyed to us or not, are expected of all field reps--whether you work for that company or not. It is absolutely essential that field reps match the highest dress standards of the strictest of these companies to achieve acceptance and succeed. We do not want our resellers to avoid taking us to their best accounts because of "unbusiness-like" appearance.

Our "company flag" (as demonstrated by our dress code) might show our image as that of strong, conservative, professionals. Our dress, at least outwardly, demonstrates our ability to comply to our companies desires and needs to have a clean, conservative, honest and moral (that's right, moral) perception. It is interesting to note that IBM Corporation, when deciding its renowned code of dress for "white shirts only," based its decision on research that clearly showed executives with white shirts as having "greater moral strengths" than that attributed to men wearing the "other colors."

Considering the importance associated with our corporate image, what then is considered proper and "effective" dress? 

The Look That Kills

When working on a national launch and deciding on the type of resellers to visit it is often easier to work in reverse and point out the type of accounts not to see, thus allowing the reps some discretion with the resellers in their area. It might be easier to do likewise in deciding the type of dress for us to follow. There are some obviously major no, no's:

• No "flaming" attire. This unequivocally refers to the "flammable" polyester clothes (beware of sitting beside a smoker with polyester clothes--if their clothes catch fire (and they do burn well) the polyester flame is hot and spreads fast). You might ask: If the label has worn off, how can you tell if the shirt or pants you wear is polyester? Answer: First, don't wear clothes that are so old that the label has worn off. And Second, if your clothes develop little fuzz balls that require a hand razor to remove--be assured--they're polyester and should be discarded (quickly!).
•  
• No "hell fire" pants. These are the type of pants that are obviously worn by the recent convert expecting the entire world to burn and hence is preparing for another great flood. If the pants you wear don't cover your socks, then either has them altered to fit or cut them shorter and use them for the next company picnic--at the pool.
• Beware of shoes that float. Any good pair of leather shoes have leather soles that, when wet, tend to unmercifully fall apart. As a convenience you may decide to get the "Tom McAnn" type with the invincible (plastic) sole. Be assured that the only advantage to this type of shoe is to help you stay afloat--while fishing--because it does not make the impression that leads to fast-track, advanced employment.

For Real

As humorous as this partial list of no, no's might appear it does make a point--there are some extreme styles that we can all recognize as inappropriate. We might not always take such obvious sides, especially if we discuss some more relative clothing styles--perhaps a style we may be wearing right now while reading this section. Yet it is the nit-picky clothing issues that may be our current concern.

If you were hired as a field rep then it is obvious that your clothing was not so inappropriate as to keep you out the door--even though it may have been some other hiring asset that was of significant offsetting redeeming value. New reps, however, will be scrutinized even more carefully as the company develops its own style and request adherence. 

The Bottom Line Means Business

Here, without debating the issue, based on what works--not on what we may each "personally" prefer, is what we expect (by the way, this information was originally created for a rep firm with multiple conservative vendors--it may or may not apply in your case): 

For Women

For women the standard is easier:

• Well managed hair and a manageable amount of well applied make up--if desired (avoid the "Tammy Baker" look).
• Conservative, modest dress or skirt and blouse. Slacks and a blouse may be appropriate for trade show events--no regular or designer jeans or the like.
• Well kept shoes and accessories.
• Follow additional suggestions from your local manager.  

For Men

As a standard, always lean toward the finished, classic, high quality, traditional clothing presenting an image that is self-assured, never self-conscious. Be sure to avoid the trendy look--it is not for business. Also, pay special attention to the majority of your account's business dress: if they don't wear it--you shouldn't either (they don't always tell us their dress standards but they do show it).

In addition, you should adhere to the guidelines for proper business dress as described in "The Tailored Wardrobe for Men" (a Nordstrom publication). We have found that this manual succinctly describes the appropriate style, fit, material, accessories and options that appear appropriate for our business needs. Pay particular attention to the fit and style sections--it is of no avail to have quality, conservative clothing that fits sloppy or is later neglected. This publication should be available through the company headquarters or direct from your local Nordstrom department store.

You will be expected to gear up your wardrobe to match the exclusive recommendations suggested in this publication as a company standard and avoid any type of dress that would not match the guidelines it suggest. To avoid confusion, some of the guidelines and tips are included below:

• Slacks: they should be well pressed, conservative style (avoid trendy designs, corduroy, denim styles), of quality material (cotton, wool, blend) with a proper fit.
•  
• Suits: All reps should have a full suit for special events. It is not always necessary to wear it to traditional training's yet highly recommended. Dark "traditional" suits tend to lend more credibility to younger men. They should be the best quality you can afford. Materials should be of variable weight (depending on the season), be made of 100% wool or a quality wool blend. Double breasted suits may be appropriate but traditional soft shoulder styles, with a single vent (double for blazer), are more practical and appropriate (avoid the "cowboy" styles or the "young person's" (no vent) style). Chuck the old "Swedish Knit" suit as soon as possible--it is a long-wearing utility suit, not a business suit.
•  
• Fit: Fit is "all important" when purchasing a suit. Usually you must insist on a double fitting for proper tailoring (the first fitting to get the proper dimensions, and the second fitting to fine tune the lines--get rid of bulges, etc.). At the price of suits, an additional $15-$35 refitting cost to the store is not too much to ask.
•  
• Shirts: Shirts should not have different colored collars, ALWAYS have long sleeve and should never be rolled up. Mr. Molloy, in his aforementioned book, further states: "If you intend to take anything I've said in this book at all seriously, note well the following: You will never, ever, as long as you live, wear a short sleeve shirt for any business purpose..." His book decisively describes why. You may want to get a copy for further reference.
•  
• Material: All shirts should be of 100% cotton or a high blend and should be clean, meticulously pressed and starched! Nothing beats the look of a well fitting, well starched shirt! Cotton is the look we want but it wrinkles like heck--unless you select "broadcloth" or "Queens Oxford" which holds up better throughout the day without excessive wrinkling.
•  
• Care: It is highly recommended that you have your cotton shirts professionally washed (ask for washed--dry cleaning your shirt is not necessary, nor preferable--it dries out the natural fiber) and starched--most professionals have this done--light starch will still look great, is cooler, and your shirt cuffs last longer. You can wash and press your own shirts if you want but it doesn't look as good and for about $1.10 a piece (or about $4-$5 a week) you can avoid the required 15 minutes apiece over the ironing board!

 Ties: Silk is the preferred fabric and the pattern should be conservative (no flying toasters, etc.). Learn to tie an appropriate knot (avoid the "puggies") and, for business purposes, avoid loosening your top button--it usually shows that you didn't buy the proper sized shirt.
 

• Pocket Squares (Handkerchiefs): Pocket squares may help you achieve that "finished look" and in our business are almost always appropriate. Avoid buying a prepackaged, matching tie/square set--it looks too pat and suggest that you can't coordinate your own dress.
• Belts: Exotic buckles should be worn with Levis--not business attire. Pick a conservative leather, well-fitting belt. The color should usually match your shoes. Suspenders are fine if the pants can support them.
• Shoes: One of the first thing a person sees when sizing up another person is his shoes. Tasteful and well-cared-for footwear underscores your image. Suede and rubber soled shoes are out. Lace ups are the most formal yet leather penny loafers are also fine. The word with shoes is clean and polished--this should be a requirement. A good pair of shoes trees helps your shoes maintain that new look and pulls them back into shape after a long day.
• Jewelry: Keep jewelry to a minimum. Classic gold watches, a wedding ring, and collar bars are acceptable business wear. Tie tacks are not recommended as most silk neckwear drapes well. Gold wrist chains, neck chains, and ear rings are often associated with immaturity and femininity--they should never be worn for any business function.
• "Business" Casual Dress: when "business" events (not sporting events) call for casual dress it does not mean "home" dress (i.e., faded blue jeans, wrinkled T-shirts, grubby shoes, etc.). Business casual has it's own set of guidelines--if it is a business event you must still carry the "company flag." The easiest way to describe it is "college dress" (although it depends on your college--I went to conservative BYU). Your clothes should still be impeccably clean, pressed and demonstrate taste (again, look at the "casual dress" of most your accounts--their dress is still slacks, a nice shirt without the tie)--of course this is not the case with most VAR's. However, you should dress to the highest common denominator.  Business casual dress, especially with a corporate polo shirt, is much more comfortable attire for trade shows and sometimes for training events.  It is its own type of uniform that has gained wide acceptance.  Defer to your own manager as to what is and is not appropriate for each type of event  

You Want The Look

The look you are after is conservative, tailored and refined. We all acknowledge that these guidelines have little to do with fair, or just or moral but more with what works and will help create the image you need to succeed in this business. The above information is a strongly recommended guide to achieve that end.
 

Questions

• What is "The Company Flag?"

• We should let _____________ choose our "business" clothing.

• We need to maintain the dress of the most ____________ company we work for.

• What image do we want to project? Why?

• Describe "Business Casual:"

 What is the best thing you can do to your shirts to create a crisp, professional look?

 What is a field rep requirement when it comes to shoes?

THIRD PERSON SELLING

Third person selling simply means that rather than making a claim and asking the dealer to believe it on your word, you quote someone else, preferably a source they know, who said the same thing. Quoting a credible source, or even how another dealer has sold the product, is an element of third person selling.  

Why Use Third Person Selling?

Third person selling helps establish credibility and validity to your remarks. It also eliminates contention, ties you to the familiar, and keeps any disagreements from getting personal. The resellers can't argue if the source isn't present.  

When To Use Third Person Selling?

When do you use third person selling? ALL THE TIME! Using testimonials should be a part of every phase of the sale. 

Questions

• Are there any notable corporations that currently use one of your products?  List:

PRICE SAVINGS BUILDUP

What is a ``Price Savings Buildup?"

A "price savings buildup" is comparing a product to similar items showing the great savings, value and benefits that it provides.  

What Are Ways You Can Do a Price Savings Buildup?

Each product you rep may or may not have all of the key selling features: a price advantage, exceptional quality, and unique feature benefits (we do represent some products that have all of the advantages, although it is not typical). However, each product should have a strong market edge that gives you a handle to promote. Following are examples of how to promote a product by price, quality and benefits. 

Price

If the product you represent has the lowest price in the industry, and the dealer is comfortable with it, then price may not be a factor--though quality might. If however, the product has a higher price that normal, or the dealer doesn't know how it compares to its competition, you may have to help the dealer understand a product's "value."

Quality

We should never be ashamed or back down when showing a "premium" product. There are two prices associated with most goods, one is the actual dollar price and the other is the cost. For example, while on a trip I pulled into a gas station and purchased a "discount" remake of a favorite album. The tape price was only $4.95, but the "cost" was outrageous! No sooner did I play the tape, one time, when the tape broke. The manufacturer of my $4.95 tape used cheap materials (or in terms of software--poor programming) and I saved $3.00 off the regular "quality manufacturer's" price. However, my cost for each playing was $4.95! On the other hand, I purchased a tape that was recorded on higher quality stock and I estimate it lasted well over 100 playings, costing less than eight cents per playing!

Remember: You can pay a higher initial price now--and cry once, or you can pay a "cheap" price and cry every time you can't get it to work!

Questions

• What is a "price-savings build up?"

• Build up one of your current products against its competitors. Take some time to build a good case--it is worth spending the extra time and imagination now than feeling the pain of unnecessary rejection later.

• Product Name: __________________________
  
  a) Price comparison
  
  
  b) Quality comparison

CLOSING THE SALE

A Close is defined as "to put an end to; to finish." In selling, this means the process used to bring your customer to a decision, whether it be yes or no. Closing actually is a logical progression of ideas bringing about a decision. 

When To Close

Since the close is the process of helping your customer make a decision, you should keep in mind that everything you say during the approach and the demonstration is directed toward closing the sale. You begin closing the sale when you first meet your customer. From the very beginning, all of your talking, thinking, and action is directed toward closing. Remember, the ABC's of selling are extremely vital to your success. ALWAYS BE CLOSING. 

The Greatest Close

As was mentioned earlier, the very best close is a really enthusiastic and excellent presentation. By creating an excitement and desire for your product through an enthusiastic and excellent presentation, a "yes" in the final close is almost assured. One of your purposes for closing is to help fulfill needs, problems, and desires that were established during your demonstration. Something to keep in mind is that many times you have more knowledge than your customer about how your product will fill their needs, problems, and desires. Therefore, it is important that you use your tools of salesmanship to show them how the product you're showing will fill their needs, solve their problems, and fulfill their desires.

Remember: The greatest close ever is an enthusiastic, emotional packed, fantastic presentation 

Why Close?

A basic human instinct is one that we are all aware of and that is to "put off `till tomorrow." One of the biggest problems people have is making decisions, and because of that, many things that could be accomplished never are. Another basic human instinct is that people FEAR making the wrong decision. Because of this FEAR of making the wrong decision, people will put off making any decision. Many times your dealer will want to order the product you're showing but because of his past habit of not making decisions, he will hesitate to make one at the end of your demonstration. It is very important that your customers make a decision--whether it be a yes or a no--so that you can react to that decision and close again or move on if necessary.  

How To Close

The how of closing involves several specific steps. Among these are the trial closes, the use of third person selling, attitude, and knowing your "close questions."
 

Trial Close

It is much easier for the dealer to make decisions on minor points. That is the purpose of the trial close questions. The dealer makes a series of smaller decisions rather than being confronted by one large decision. Trial close questions give you an indication of whether the dealer is interested in ordering or stocking the products or not--it tells you the dealers temperature. 

Eight Yes’s Secures A Sale

Statistics show that if you can get your customer to say "yes" at least eight times through trial close questions then you will secure a sale! When asking trial close question, always help the customer to say "yes" by nodding your head up and down--they will automatically nod with you. Have you ever tried to say no while your were nodding your head up and down?

Using trial close questions in the presentation is like going down Main Street through traffic lights. As long as the lights are green, you can keep on going. If you ever come to a red light, you have to stop. At the yellow lights, you either proceed cautiously or come to a stop, at that point, a change has to take place before you can proceed down the street.

The same is true in closing. Each trial close is like a traffic light with the dealer at the controls. As long as he gives you a "yes" (a green light) you can keep on moving with the presentation and progress toward the sale. The minute you hit a "no" (a red light) you have to stop, handle the objection and then ask more trial close questions. When a dealer continually responds negatively to trial close questions, shorten your presentation and, if necessary, gracefully finish up and move to another appointment--you can only do so much.

Remember, when people see red lights or green lights, they pretty well know what to do. It is the human problem of what to do on the yellow lights that causes most of the trouble. The same is true in the close. In selling products, it is not the yes's or the no's that will cause you not to do well, but the maybe's.

When a customer responds to trial close questions with maybe's or indecision, proceed with caution by showing more and asking additional trial close questions. You hope all of your dealers are excited and say "yes" to every demo. The important thing is that you gently bring them to a point of decision--even if the decision is not to get the product or the eval unit yet.

As you memorize and practice your tour's close question's you will have confidence to get results. You can best serve your customer by going through the close question word for word with each demo. This accomplishes two things for your customer. One is it helps him to make a decision. Secondly, it saves the dealer and the field rep valuable time by getting the decision out in the open. That means you will be spending less time in the sale situation and it allows you time to serve more dealers.

The fear of asking a customer to buy is one of the greatest mistakes new reps make. Remember, even though you want your dealer to say "yes," the important thing is that you want him to say something.

It is extremely important when asking the close questions to have a completely positive mental attitude. Assume your dealer is going to buy and never doubt his intentions to do so. Your confidence and assumptive attitude will affect the customer's confidence and attitude in making a decision. By the same token, you want to help the dealer feel that it doesn't matter to you whether he buys or not (it is ``his" decision, not yours). You should be low-key, but at the same time, you have to do everything you can to help him see how the product will help him to help his customers.

The purpose of the assumptive close question is to make it easier for the dealer to reach a decision. Direct questions like, "Do you want it?" put a lot of pressure on the person. It makes it more difficult for the dealer to reach a decision.

In summary, the close question primarily does two things: it helps the person who is interested to decide. It makes it easier for the person who is not interested in buying to tell you so. Your primary goal is simply to bring your customer to a point of decision--you must help him overcome his natural tendency to procrastinate.
 

First To Talk Takes The Goods

Once you have asked the close question, "SHUT UP!" The first person to talk, after the close question, takes the product. When you ask the close question you must allow the prospect a chance to answer. He will answer with an objection, or with a positive response. If it is an objection, handle it, give "one more reason to buy," and ask the close question again (based on the new information, the prospect can now make a "new" decision). If his response is positive, immediately write the order--do not stall. Stalling by continuing to talk questions his decision, rather than reinforces it.

If a prospect hesitates to answer then just wait. It may take a minute or two but do not talk and let him off the hook--you must ensure a response, one way or the other. If there is a pause, then the prospect is merely "balancing the budget" in his own mind. Allow him time to do so. 

Handling Indecision

If the dealer is having a difficult time in making a decision then go into the physical action close and start filling out the order form--even if you have to leave it with him. By personalizing it it becomes "his" and lends itself to quicker attention.
 

Roller Coaster Closing

Many new reps make the fatal error of asking the close question when their dealer is at an emotional low. You never want to close your customer until he reaches an emotional high. In the presentation for example, everything you say and do from the approach to the price saving's buildup will help you bring your customer to an emotional high--which could be likened to the top of a roller coaster. Once you start talking about money, however, your customer will drop to an emotional low--to the bottom of the roller coaster hill. It is here that many new reps will close--causing "death to the sale." Before you can close effectively, you must get your dealer back to an emotional high, or back on top of the roller coaster hill. The best way to do this is through third person testimonials, by painting a picture, and reviewing your dealer's hot buttons.  

One More Reason To Buy

Perhaps one of the greatest lessons a salesperson can learn is how to close sales without any pressure. Pressure is felt when a prospect says "no" and then the salesperson attempts to close again without giving the prospect "another reason to buy." When the prospect says "no" he is really saying, "Based on the information you have presented thus far, I am not interested. BUT, if you can show me a significant benefit that I may have overlooked, I would gladly change my mind." You must give him one more reason to buy before closing again.  

Examples

• Reading another positive product review.
• Telling how other dealers have helped their customers with the product.
• Demonstrating additional features of the product, "Oh, I forgot to show you...," etc.

Once you have shown your dealer additional reasons why the product will help him then, and only then, do you close again.
 

Tips To Remember

1.   Close with a strong positive mental attitude. Assume your customer is going to buy and never doubt his intentions to do so.

2.   By the same token, you want to relax your customer by letting him feel it doesn't matter to you whether he buys or not. "Everyone likes to buy... nobody likes to be sold." Create a "buying atmosphere."

3.   Never pressure your customer with direct questions like, "Do you want it?"

4.   To be successful in closing, you must have the will to win. Selling is a win-win situation or a lose-lose situation.

5.   Always remember, "One more reason to buy."

6.   Continually reassure your customer that he is making the right decision by purchasing.

7.   In every presentation, always ask for the sale by asking the close question.

8.   After giving each "one more reason to buy," always ask for the sale by asking the close question again.

9.   It is important that there not be a distinction between the demonstration and the close. They should flow smoothly from one to the other.

10. RELAX--At this point in your demonstration, you can make your customer uptight or relax him, depending on what your attitude and feelings are. If you relax, he will relax. This helps establish trust and confidence.

11. Be sure to use third person testimonials.

12. Don't make your offer too wordy and confusing--remember, "a confused prospect never buys." Make the close as simple as possible. Go low and slow.
 

Questions

1.   Define "closing the sale?"
 

2.   ABC stands for _________ ____ _____________.
 

3.   What is "the" greatest close?
 

4.   Give an example of a trial close:
 

5.   Explain "red light," "green light," closing:
 

6.   What is "roller coaster" closing?

7.   Why should you always give "one more reason to buy" before asking the close question again.

8.   The first person to talk ________ ______ ____________.
Explain:

Keeping The Sale Closed

During the close you have to be aware of two things: First, emotion closes the sale, and second, logic keeps it sold. However, your presentation may have stirred the dealer to want to buy the eval, or stock the product, or even show additional interest, but he better be left with enough "logic" to convince him he should actually stamp the envelope and order the product, and recommend it once your gone. If he ordered, and gave you a check, he also may get "buyers remorse," and decide he doesn't want the product. That is why we must also leave enough "logic" behind for him to resell himself.

In addition to the materials your vendor supplies, you should also leave your dealer with an "Executive Summary." This summary contains a one to two paragraph product summary of each product, the vendor's phone number, and any special offers, all summarized on one page. It should also have your phone number so the dealer can contact you for additional questions. The dealer summary is your final chance to ensure the dealer remembers and acts on the products you showed. 

This Must Happen to Succeed

Imagine how you feel when your manager calls one of your accounts and discovers that they don't even remember your product--let alone your product's key selling features. If a field rep leaves the store without leaving an indelible remembrance of the key issues the company was paying for then the rep should not consider the account trained because he has not done his job!

Questions

• Emotion closes the sale and ___________ keeps it closed.
• An executive summary should contain at least three sections.
• How does a closing summary and executive summary help you sell more product?
• If a customer or vendor calls the dealer he can use your executive summary as a review and resource. True or False?
• EXERCISE: Create your own dealer executive summary letter. Make sure it includes all three sections.

Closing Techniques

Entire books are dedicated to closing techniques. However, only a few examples will be given here.

 ``Closing With Questions" Technique

When a dealer asks a question during the close, always answer with a question to get a commitment. Never answer a question in the close with a statement. The greatest master salesman ever was Jesus Christ and he always answered questions with questions. The format of the question would be somewhat like this. Examples:

• Dealer: "Can we get a store copy?"
• Field Rep: "Would you like a store copy?"
• Dealer: "Will (_______) send us leads?"
• Field Rep: _______ is inclined to send leads to stocking dealers. (Ask close question)

 “Assuming The Close” Technique

This close is self explanatory. In a very positive way you assume that the customer has purchased the product/eval as you give the presentation. A salesman has to have the outlook like he was given the job of going to a sweepstake winner's home to give him the choice of taking a check for $25,000 or a new BMW. You should remember that you do not serve when you do not sell. Examples:

• I can see by your comments you feel the same way about (________) that I do. (Ask Close Question)
• I know that (_________) will help you to help your customers. Let's get it in your store. (Ask Close Question)

The “Physical Action” Close Technique

In this close you do something that requires the customer to come to a decision. Since most people have a difficult time making decisions, the use of physical action in the close makes it much easier for a customer to decide. Example:

• The order form close is one of the most effective. You begin by filling out the order form and asking question. If the dealer lets you finish, you've made a sale.
• Another good physical action close is to hand the dealer the order form when you ask him to buy.

Your Examples

“Best Deal” Closing Technique

The inducement to buy close appeals to the "get something for nothing" emotion that everyone has. You tell the dealer he'll get a special bonus if he can make a decision "at this time" (avoid saying, "today" it sounds cliché). Most of these "best" deals will be determined by the vendor. Just make sure you know how to get some mileage out of them. Example:

• In the event you can decide to get an eval at this time I can also include a free T shirt, free copy, etc. (Ask Close Question)
• Right now, (________) has a special that if you order a copy from distribution within the next two days they'll send you, absolutely free, an eval copy to start working with. (Ask Close Question)

“Tie Down” Close Technique

Whenever you ask a question and then follow it with another question, usually a contraction, then you have used a "Tie Down" close. The tie down encourages the prospect to answer the question--getting one more "yes" toward a sale. Also, if they disagree and give you a negative response then you've isolated a "red" light so you can handle the problem before moving on. Examples of tie down words include couldn't, wouldn't, Isn't, etc. Example:

• This programs really is easy to use, isn't it?
• Wouldn't this Mitsubishi monitor be great to have? It would, wouldn't it?
• Can't you see how the Iomega Zip Drive could help you with the Rockwell account? It could, couldn't it?

Questions

• You should try to answer a "buying question" with a ____________.
• Get something for nothing is an example of the __________ __________ ____________.
• You have some examples of tie downs, don't you? List two tie down conjunctions that were not covered.

Overcoming Objections

Most objections appear when a field rep has failed during the presentation to show the dealer how the products meet his or her needs, solve his problems, and fulfill his desires. Overcoming objections is one of the most essential things a field rep can learn. One of the major skills a field rep needs to know in fielding objections is that a customer doesn't always give the real reason they are not buying. In most instances when a customer gives an objection it is merely a statement that they want to know more about the product. They might not realize this is the reason for their objection but a good field rep does realize it.  

Treat Objections As Questions

You should learn to treat objections as if the customer was saying, "I am not sold with the facts and information you have thus far presented. Could you please give me more information, so that I might make a positive decision?" Once a field rep learns that this is what the customer actually means, he will find that anytime an adverse statements is made, it is time to shift into "overdrive enthusiasm" and give other examples or tell of additional advantages and benefits of having the product. 

Agree With Thine Adversary

Far too many beginning salespeople use an opposition to begin a confrontation--such as starting sentences with "stop words" like "BUT." How many times has it been said that, "the salesman won the argument but lost the sale." Maybe this is what Jesus Christ had in mind in the book of Matthew when he said, "Agree with thine adversary quickly, whilest thou art in the way with him.." (Matthew 5:25) This doesn't mean that you have to agree that he's right and you're wrong. However, it does mean that you can agree with him that you understand his point of view. Remember another quote when handling oppositions, "A soft answer turneth away wrath: but grievous words stir up anger." (Proverbs 15:1) 

Bring It Up First

As a rule, the best way to overcome an objection is by bringing it up first and overcoming it in the presentation. For example, if you were having difficulty with the price of steel then remind the dealer six to eight times in your demo that, "we able to get you a better price if you order a large quantity." By the time you get to the close, "the price is too high" will not be an objection.

Feel, Felt, Found

The famous sales trainer, Zig Zigler, stated:

• "When an objection occurs, always use the fundamentals of FEEL, FELT, FOUND. It gives you an extra cushion of time and allows the prospect to identify himself with others." Example: "I see how you FEEL! Others have FELT the same way too until they FOUND..." (use appropriate example)

This type of response will soften any objection at the start because the customer will feel you really understand.
 

Questions

• When answering objections shift into _____________ ____________.

• What is Zig Zigler's famous formula for overcoming objections: ___________, __________, ___________

 The best way to handle objections is to bring them up ____________.

• What is a "stop word?"

• You can feed your family, or you can feed your ego--but not both. Explain