The Ultimate Sales Machine - Chet Holmes [112]
That was an interesting experience for me. Besides showing the technique of assuming the sale, it demonstrated how a salesperson has a huge impact on whether or not, or even when, the buyer will buy.
When I worked as a real estate salesperson, I was asked to go out with another salesperson in our office, one who was having trouble closing sales. So we go out with a young couple looking to buy their first home. Seven houses later we find the one they like. They start saying all the right things: the living room is perfect, the garage is great, the yard is large, and so on. If they were my customers, I would’ve casually said: “Well, let’s get an offer in to take the house off the market. You can’t imagine how many times I’ve seen a house taken right out from under you. Best to get an offer in that keeps other buyers away.”
A typical objection from this type of couple is, “Well, my dad is putting up the down payment for us, so we want him to see it.” To which I would answer: “Great. We’ll make that a contingency. If he doesn’t like it, you don’t have to buy it. How does that sound?” Closing.
But they weren’t my clients, so I just observed. Here this couple is ready to go. A little push and we’d be filling out that binder. Suddenly, the salesperson says: “Now don’t rush into anything. Buying a house is the biggest decision you’ll ever make, so you want to take your time.”
Slowly, my head turns to look at this salesperson in complete disbelief. I had to stop myself from reaching over, putting my hand over her mouth, and saying: “She’s running a fever. Ignore her. Let’s get that binder filled out.” The salesperson had not only not closed, she talked them right out of making a decision.
Important lesson. This comes from “weak ego strength,” as explained in Chapter Five. Inside, this salesperson was afraid to make the sale, do the close, or apply any pressure whatsoever, because the fear of rejection was making her weak. That’s why most salespeople don’t close well: weak ego strength and fear of rejection.
So let me help every one with this problem right now with the words taught to me by John J., the sales manager at that furniture store where I got my first sales training:
You see, these people come in here who’ve been looking for a living room set for, like, four months. They’ve been to a dozen stores. Know what that is? That’s weak salespeople who don’t know their job. Your job is to take those folks out of their misery. Ever see someone who’s been looking for six months and then the day they make that final decision to buy, they can’t wait to get that set in their home. Jeez, they’d take it the same day if they could get it. People don’t regret when they buy, unless they buy a lemon. Most people are thrilled when they buy. Your job, Chet, is to help people make that decision to buy. That is the greatest weakness in folks—they’re not good at making decisions. If you truly believe that your prospect should benefit from your product or ser vice, it’s your moral obligation to help them make a decision and get on with their lives.
Great speech. Stuck with me ever since. If you don’t believe in your product or ser vice, then by all means, don’t close. But if what you sell is truly going to serve that prospect, then go at him every which way until he buys.
Other ways to induce people to buy faster and with greater enthusiasm include risk reversal and offering a free product or ser vice with the sale. Can you add on something that motivates them to buy right now? Or can