Closing With YES!, Part I

February 6, 2006

Our company is mantra is: “We don’t sell countertops and tile; we sell relationships, scheduling and service.” Actually, we don’t go around chanting that, but you get the idea.
I recall this from some training I received a long time ago in another life. If I remember correctly, Xerox Corp. was the company that codified modern sales as a system in the 1950s; it taught salesmen how to sell copy machines.
Since the beginning of time there have been great “natural” salesmen. It’s the other 90 percent that struggled, but it doesn’t mean they can’t sell.
I think of it like playing the piano. Ten percent of the population can sit down with little formal training and effortlessly play like a master. Eighty percent of the population can become effective by learning the system and practice.
The last ten percent could not sell heated socks in Siberia. If you fall into the last group, stop reading and go hire a salespersonn.
The basic concept that Xerox came up with involved breaking the art of sales into a process. I don’t recall the exact methodology they used, nor am I trying to copy it word-for-word. I’m going from memory and lots of diversified formal training that I was fortunate to get.
What follows is how I approach sales. It’s the method I used to teach this to other salespeople in my previous career (which, by the way, wasn’t with Xerox) and I still use it today.
Before you engage in the sales process you’ll need some props. This is important, because customers expect this. Some folks love to look at pictures, and others want to read your warranty or your company history.
So, you have a nice photo album of some of your work, and you a have a little flyer that talks about your company and your warranty. Now what?
Repeat after me: meet, greet and establish rapport.
The most-common method used to set up meeting is the telephone. When first establishing contact via phone I have three basic rules.
1. Smile when you speak into the phone. If you don’t believe me, set up a tape recorder and read something without a smile on your face. Then, do it again with a big grin. You’ll be shocked at how different your voice sounds.
2. Keep it short and concise, get the required info, set a time for the meeting, and get off the phone. (If the customer insists on jibber-jabbering, let them do so to a point – but don’t answer too many direct questions)
3. Don’t sell over the phone. Face-to-face contact almost always generates a positive result. You can get to NO very quickly on a telephone. The point of sales is getting to YES.
Greeting and establishing rapport are critical to get the “sell” going on the right course. It isn’t all in a smile and a shoeshine. Here’s my voodoo tip to make sure you’re on the right path.
After you greet the person, ask them an open-ended question that requires some thought. It is critical that you pay very close attention to their eyes. When they pause to think, they’ll do one of three things.
1. They will look up, pause, and answer the question
2. They will look ahead, pause, and answer the question.
3. They will look down, pause, and answer the question.
If they fail to pause, ask another open-ended question and look at the eyes for a response.
This is possibly the most-critical data you’ll cull from the prospect; It’s your clue as to what and how you’re going to sell.
Folks that look up when thinking are looking for visual data. These types of individuals are visual learners, so this prospect is going to want to look focus on more visual data. In other words, show them the pictures.
Individuals that gaze out are balanced learners, and they tend to use a balanced approach to decisions. Use the flyer and the photo album.
Finally, the ones that look down are detail-orientated learners who use written data to assimilate information. At the very least, they’ll need the flyer.
I’m not suggesting you don’t show pictures to the last group, or use detailed written information to pitch the visual learners. What’s critical, from a sales perspective, is that you learn how the person processes information. Use that knowledge as you see fit.
Then again, why does someone purchase something? The answer is very, very simple.
When we need something, we try to fill the need; it doesn’t matter if the need is real or perceived. The need has to be filled for the pitch to be effective. (If you would like to learn more, read about Maslow’s Hierarchy of Needs)
Before we delve into the finer points of need-based selling, let’s define a few terms.
Need: A condition where something is required or wanted, as in, “My wife says we have to have granite counters.”
Feature: An aspect of a given product, as in, “Granite is very hard.”
Benefit: A feature that someone actually wants or cares about, as in, “It’s important that I can put hot pots on a granite slab.” It’s critical that, when delivering the pitch, you don’t sell features. A feature only has value if it’s recognized as a need or important feature to the prospect.
Objection: This occurs when the client feels that there is an issue with the product, as in, “The granite is so damn expensive.” An objection can be mitigated; it’s a perception.
Drawback: This occurs when a issue crops up that can’t be mitigated, such as, “I want to use Korean granite” Since it is impossible to obtain, it’s a drawback.
Open Probe: A question asked of the prospect in order to uncover needs, objections and drawbacks, as in “Tell me what you know about granite.” The open probe is the most-powerful asset you have. Use it often, and use it well.
Closed Probe: A question asked to verify information, such as, “You said that you wanted an earth-tone color – do you mean a color like amber?” It’s fundamental that you understand exactly what the customer “needs,” so that when you deliver the pitch, it’ll actually work.
Once you’ve established rapport, it’s time to go to work. Done correctly, the client will do 80 percent of the talking.
Have you ever wondered why car sellers are so damn annoying? They talk too much. They don’t listen. They bombard you with features, and don’t take the time to figure out what you want.
Now, let’s get into it! The entire focus of a needs-based approach is simple: Identify two to three (or more) needs and close.
How does this happen? You start by asking open-probe questions. You allow the prospect to answer the question and identify a need.
And, for those of you who don’t think they could possibly do this, or think it’s impossble to do in selling stone, here’s a sample of putting everything I’ve said in practice:
You: “Jane, what are you looking for in a granite kitchen?”
Client: “I want a nice, soft, light-colored stone with lots of waves in it.”
(At this point, verify the need by asking a closed probe.)
You: “So, finding a interesting, light-colored stone with movement is pretty important in the big scheme of things?”
Client: “Yes, that is exactly what I want!”
(Affirm the answer.)
You: “Jane, stones with movement and character are my favorite. They’re like small gifts from nature.”
(BANG! You have identified, verified and affirmed the first need. Show some slabs or samples and proceed to the next need.)
You: “Jane, we decided you liked the Lapidus. That’s a pretty-expensive stone. Have you considered the cost of natural-stone counters?
Client: “Yes, we know that the exotic colors are very expensive. and are prepared to spend lot of money.”
(OK, so you’ll not hear that very often. Verify with a closed probe, and transition to an open one.)
You: “Speaking of things that can effect the cost of a kitchen, have you considered an edge detail.”
Client: “I like the round one.”
You: “Do you mean a bullnose?” (Show a picture of an example.)
Client: “Yup, that’s the edge I love!”
(Affirm the answer.)
You: “That is a very classic profile. It’s one of our best-sellers.”
(Don’t be a car-lot jockey and start showing her all the other trick edges you can do. She knows what she wants, so go on and identify another need.)
I canned the questions and answers for this example to show the mechanics of the process. It never works that smoothly in the real world, so next month I’ll share with you how to handle the pitch when things start to go sideways, such as:.
“I can’t afford this!” (Objection)
“Your bid is $900 more than the other guy” (Drawback)
“I really wanted the other edge, but I can’t spend more than $6,000.” (Drawback)
“What do you mean, I have to wait six weeks for my kitchen!” (Drawback)
The key to the entire process is knowing how to identify the needs, meeting the needs with benefits, dealing with drawbacks, overcoming objections, and making the close. I’ll share more sales voodoo to help with these items next month.
If you have any questions related to fabrication or this article be sure to visit the forum at www.stoneadvice.com. We’ll do our best to answer your questions.
‘Til next time … Mark Lauzon, stonecutter.
Mark Lauzon is a fabricator in Oregon and the administrator of www.stoneadvice.com, a Website dedicated to slab fabrication.