Closing With YES!, Part II

March 7, 2006

Need: Something is wanted.
Feature: An aspect of a given product.
Benefit: An feature that has a value to a given individual.
Objection: An issue that can be mitigated.
Drawback: An issue that can’t be mitigated.
Open Probe: An open-end question asked to uncover a need from a prospect.
Closed Probe: A closed- end question used to verify a need.
We covered how to use open probes to uncover needs, verify the need with a closed probe, and affirm the prospect’s answer to reinforce the benefit that met the need.
Last month, we also uncovered two or three needs (and maybe more) and met those needs with benefits in a simulated conversation with a customer. But, what do we do when we run in to problems with The Pitch?
Problem One: The need that is actually not a need.
Let’s go back and start probing the prospect in the process of searching for needs.
You: “Jane, you said that you really wanted to have a stone with waves in it. Is that really important to you?”
Client: “Well, yes, but I am really concerned about the price.”
You: “So finding a stone that fits your budget is going to make a difference.”
Client: “Yes. We simply can not exceed the budget.”
DING!
Why is it critical to verify the need? Because, in this case, you may accidentally wind up spending a bunch of time selling an expensive exotic stone because the client said she wanted something with waves in it … but what she really wanted was a stone she could afford.
Always verify the need. Many sales have been lost simply because the seller took what the client said at face value and didn’t press further.
Problem Two: The client is not motivated or doesn’t state enough (or solid) needs.
Create a need! This is where you switch up to the closed probe.
You: “Do you do a lot of cooking?”
Client: “Yes.” (A closed probe is a control item, where you force a response.)
You: “Since you do a lot of cooking, is having a stone that is stain-resistant something that makes sense?”
Client: “Yes.”
You: “Would you like me to show you some samples that meet those criteria?”
Client: “Yes.”
Fair warning at this point: Getting the prospect to identify the need is always much-more-powerful than using closed probes to create or extract a need. Use the closed probe with care, as it can be perceived as manipulative by the prospect.
So we’ve established some serious needs and the customer is now on the bus. At this point, we’ll start the most-important part of the process: the close.
There are at least a hundred different ways to do this. In my opinion, the very best is to use what I call the “Rolling Close.”
I treat client at this point as if they’ve already made the choice to buy from me; I’m simply their guide on the journey. I’m there to facilitate the process.
The dreaded question is always: “What’s this going to cost?” However, I treat that as the paramount buying signal that they’re ready to make a purchase.
This is how I execute a rolling close:
Me: “Jane, before we sit down and crunch the numbers let go into the operations office and see if we can schedule the job.”
I’ll pull up the calendar and ask them when they would like us to template the job. I then look at our busy schedule.
Me: Hmmm … we are busy. .I could schedule your templating on the 15th. Would that work okay for you?”
Notice that I used a closed-control probe, and she’ll either say yes or no. If it’s a “no,” I’ll move along to:
Me: “What date would work best for you?”
Client: “Um … the 18th would work much better.”
See? She’s making a commitment, and we haven’t mentioned the price yet.
Here’s another of those sales voodoo tips: Throughout the sales process, always use affirmation. I use it to build expectation and create a motivating experience.
As I’m typing her into the schedule I might say:
Me: “Jane, you are going to go nuts when you see how amazing that stone is going to look with your cabinets.”
Or:
Me: “We installed a kitchen in that color last month. The clients loved it. It was breathtaking!”
You’ve picked a color and an edge, listened to the client’s needs, and met them with benefits. You’ve used the correct type of communication (visual/written) and given lots of affirmation. You’ve scheduled the job.
Now what?
For one thing, always do the next step face-to-face. I never give a client a quote unless that person is standing in front of me. (There are some exceptions, but mainly with commercial jobs and building contractors.)
Me: “Lets figure out what this is going to cost.”
In our shop, we can write most quotes in approximately five minutes. We like to present the contract and go for the close. We make every effort to stop the shopping.
This is the point in every sale where the rubber meets the road. Drawbacks and objections will surface; how you handle them is what will close the sale.
You: “Jane, your kitchen counters are going to cost $6,800.”
Client: “Wow, we only budgeted $6,000.”
Is this an objection or a drawback? The solution depends on how you handle the question. You could have two potential outcomes at this point.
You: “Jane, did you go over budget on any other parts of your project?”
Client: “Yes, we went several thousand dollars over on the cabinets.”
With that kind of answer, you can deduce that, most likely, the budget issue is an objection. You can overcome this by restating the benefits.
You: “Jane, we agreed that getting a gold-colored stone with movement was important, right?” (Note the closed-control probe.)
Client: “Yes.”
You: “We also agreed that the ogee edge was an important detail, is that correct?” (Closed-control probe again.)
Client: “Yes.”
You: “Considering that these two items add up to $800, is it that much money in the big scheme of things?” (The final closed probe, where the client must agree or disagree.)
Client: “Well … umm … no, you’re right. Let’s go ahead.”
Now, if it turns out this way:
Client: “There’s just no way we can go over $6.000. We simply don’t have the funds.”
You have a drawback on your hands that can’t be mitigated. You’ll have to downsell by changing the stone color, eliminating a detail or two, or, worst-case scenario, lowering your price.
Remember, these basic concepts are the brick-and-mortar of basic sales:
• Identify the needs.
• Verify the needs.
• Affirm the needs
• Meet the needs with benefits.
• Overcome objections and drawbacks by restating the benefits.
How you wind up employing these basics is up you. Understanding the basic concepts, though, will help you begin to sell like a pro.
If you have specific questions about sales, go to www.stoneadvice.com and post a question in the forum for our panel of moderators.
’Til next time … Mark Lauzon, stonecuttter.
Mark Lauzon is a fabricator in Oregon and the administrator of www.stoneadvice.com, a Website dedicated to slab fabrication.