By Stephan Schiffman
Ebook Date: February 18, 2009
Many salespeople can line up clients, recite some great benefits of their services or products, and stir the curiosity in their patron. but if it involves truly final the deal, they fail and the sale falls aside. That's the place revenues guru Stephan Schiffman comes in--and saves the sale. during this ebook, Schiffman finds the pioneering recommendations that experience helped greater than part 1000000 salespeople nail the revenues that topic. This publication contains chapters on: the 4 phrases to prevent in the course of conferences; why salespeople shouldn't combine enterprise with excitement; an important be aware while ultimate a sale; and dealing current debts.
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Additional resources for Closing Techniques (That Really Work!) (4th Edition)
Appreciate what you would learn if you were to conduct detailed interviews with two hundred fifty thousand salespeople, in search of the common denominators of the top people. Gallup found unequivocally that selling is a natural-born talent. Business degrees are not relevant to sales performance—in fact, schooling of any kind is not relevant. Experience in your industry is also not relevant. Even past experience in sales is not a requisite—imagine! Only talent. And talent cannot be taught. This is not a trivial finding.
You must be sure to uncover a candidate’s true tolerance level to properly match your sale. 3. Persuasion: Adviser Versus Pleaser Another ideal example of where training fails to produce top levels of performance (in the absence of the required talents) is closing. The persuasion talent states that there are born advisers (which is my word for “closers”), and there are born pleasers. Unfortunately, the line between the two can be very faint—particu- T H E 1 0 S E L L I N G T A L E N T S 43 larly during a job interview, which explains why so many of you have hired awesome salespeople who, to your surprise and disappointment, just couldn’t close.
Self-starter, communication skills, team player, highly motivated—these “qualities” are not nearly specific enough. It is probably accurate to say that we would want to hire these qualities for all of the different sales jobs—perhaps for any job at all! You need to be far more precise in T H E 1 0 S E L L I N G T A L E N T S 35 naming the talents you seek. You must learn how to hire people that are naturally “wired” for your exact sale type. For instance, different sales jobs require salespeople to interact with varying levels of executives or managers.