An older presentation on a great subject; finding the pain the customer has and filling it.

1. A Selling Method for Large Project Selling
The Evans Group LLC
August, 2006
1

2. 8 PER YEAR
2

3. AGENDA
The Evolution of Selling – Where we have been / Where we are Going
What Not To Do
Old Model
New Model
SPIN Model
Selling Sequence
Ten Business Needs
Real Life In The Trenches
I OBJECT !!
The Ease His Pain Selling Method
Is It Safe? Pain Probing Method
Ease His Pain - Trial Closing Methods
Thou Shalt Know Thy Competition
If…
Next Steps 3

4. The Evolution of Selling
Where we have been
Where we are going
4

5. What Not To Do
5

6. Old Model Of Selling
10% Intro/ Relate
20% Qualify
30% Presentation
40% Close
6

7. New Model
40% Trust
30% Needs
20% Present
10% Close
7

8. SPIN Model
Building trust by asking the right
questions at the right time
8

9. Neil Rackham, a research behavioralist,
was funded by major corporations to
research the sales process as no one
had done before. It spanned 12 years,
covered 35,000 sales calls and required
an investment of over $1,000,000. He
documented every single behavior in
the sales process
9

10. “SPIN”
An Acronym for the different kinds of
questions that can be asked during the
sales process
• “S”ITUATION
• “P”ROBLEM
• “I”MPLICATION
• “N”EED – PAYOFF
10

11. Basic Findings
• In successful sales calls, it’s the
BUYER who does most of the talking
• How do you get the buyer to talk? By
asking SMART QUESTIONS in a
particular sequence
11

12. Situation Questions
• Asks for information that is current
(collects facts, information and
background info on existing situations)
– “Who are your present suppliers?”
– “What kind of delivery are you receiving?”
12

13. Research Found:
– The more Situation Questions in a sales
call, the less likely it was to succeed
– Most people asked a lot more Situation
Questions than they realized
– Successful salespeople ask these
questions economically. They do their
homework. They find basic factual
information from other sources, NOT THE
BUYER
13

14. Situation Questions Summary
• DEFINITIION: Finding out facts about
the buyer’s existing situation
• EXAMPLES: “How many people do
you employ at this location?” “Could you tell
me how the system is configured?”
• IMPACT: Least powerful of the
SPIN® questions. Negative relationship to
success. Most people ask too many
• ADVICE: Eliminate unnecessary
Situation Questions by doing your homework
in advance
14

15. Inexperienced people
don’t link problems
and solutions… Solution
Problem Problem
Problem
BUYER
SELLER
15

16. Experienced people see the
link between problems and
solutions – all too clearly
Solution
Problem
Problem
Solution
Problem
Solution
BUYER
SELLER
16

17. Problem Questions
• Most experienced
sales people spend their
qualifying time asking these -
(probes for problems, difficulties or
dissatisfaction)
– “Are backorders a problem for you?”
– “Have you been experiencing any quality
problems with your product?”
17

18. Research found:
• Problem Questions are more strongly linked to
sales success than Situation Questions
• In smaller sales, the link was strong; the more
Problem Questions asked, the greater the
success of the call
• In larger sales, or where there was an ongoing
relationship between buyer and seller, Problem
Questions were not strongly linked to sales
success
• The ratio of Situation to Problem Questions
asked by sales people is a function of their
experience. Experienced Sales people ask a
higher proportion of Problem Questions
18

19. Problem Questions Summary
• DEFINITIION: Asking about problems;
difficulties or dissatisfactions that the buyer is
experiencing with the existing situation
• EXAMPLES: “What makes this operation
difficult?” “Which parts of the system create errors?”
• IMPACT: More powerful than Situation
Questions. People ask more Problem Questions as they
become more experienced at selling
• ADVICE: Think of your products or
services in terms of the problems they solve for buyers –
not in terms of the details or characteristics that your
products possess
19

20. Implication Questions
• Once a problem (Implied Need) has been
stated by the customer, the SPIN sales
person begins asking Implication Questions –
linking one problem already stated to another
problem that might also be occurring because
of the first problem)
• Take a problem the buyer perceives to be
small and develop and demonstrate to the
buyer, through questions, that the problem is
large enough to justify his action
20

21. • Research found:
• No other type of question had so much
influence on the customer’s decision to buy
• Extremely difficult to ask
• 95% of all sales training dollars are spent on
product knowledge and technical selling skills
• Many sales people think they are already
asking these questions and may, but the key
is linking problems and solutions
21

22. Implication Questions Summary
• DEFINITIION: Asking about the
consequences or effects of a buyer’s problems,
difficulties or dissatisfactions
• EXAMPLES: “What effect does that
problem have on output?” “Could that lead to
added costs?”
• IMPACT: The most powerful of all
questions. Top salespeople ask lots of Implication
Questions
• ADVICE: These questions are the
hardest to ask. Plan them carefully before key
calls
22

23. Need – Payoff Questions
• These questions investigate and develop the
customer’s needs, wants or desires for a
solution to the problems you have exposed.
Increases a customer’s desire for a solution
to a problem:
– “Is it important for you to solve this
problem?”
– “Why would you find this solution so
useful?”
– “Is there any other way this could help
you?”
23

24. Need-Payoff Questions Summary
• DEFINITIION: Asking about the value or
usefulness of a proposed solution
• EXAMPLES: “How would a quieter
printer help?” “If we did that, how much could
you save?”
• IMPACT: Versatile questions used a
great deal by top salespeople. Positive impact on
customers who rate calls high in Need-Payoff
Questions as helpful and constructive
• ADVICE: Use these questions to get
buyers to tell you the benefits that your solution
can offer
24

25. THE SALES PRESENTATION
• Sooner or later you have to
demonstrate that you have a solution to
help solve the buyer’s problems
• In large sales, introducing your solution
later is clearly more effective than
sooner
25

26. MOST SALES PEOPLE “TELL”
THROUGHOUT SALES PROCESS,
THEN “ASK” FOR ORDER
26

27. SPIN SALES PEOPLE “ASK”
THROUGHOUT THE SALES
PROCESS AND THEN “TELL” THE
PROSPECT WHAT TO DO NEXT
27

28. CALL OUTCOME
• Obtaining the RIGHT Commitment
– In simple sales there are two possible
call outcomes
1. An Order
2. No Sale
– In large sales, it may result in an action
that moves you closer to the sale
– An Advance – a successful outcome
– The key is getting buyer agreement on an
action that moves you towards the sale,
if it doesn’t
– A Continuation – an unsuccessful outcome
28

29. Obtaining Commitment
• Top sellers close more calls, more
effectively, by:
– Turning Continuations into Advances
– Understanding what kind of Advance can
make the call successful
– Setting realistic closing objectives that
move the sale forward
29

30. The Ease His Pain
Selling Method
30

31. Putting it all Together for
Large Project Sales
A Selling Sequence at work here, too
Ten Business Needs of All Businesses
Spin Selling Questions
Useful Listening and Closing Tips
31

32. MAXIMIZING YOUR POTENTIAL
… MASTERING THE SELLING SEQUENCE
• Pre-Call Planning • Future Needs
• Greeting Along the Path • Problem Solving
• Rapport Building • Exiting
• Make Another
• Want Lists, Order Guides or Call?
Inventory
• Review Ordering History
• •
Walking the Catalog(s)/Sell Post-Call
Systems Planning
• Flyers and Hot Sheets
• Samples & New Ideas
32

33. TEN BUSINESS NEEDS
1. Increase Sales
2. Increase Profits
3. Attract New Customers
4. Retain Customers
5. Lower Costs
6. Attract & Retain Quality Personnel
7. Stay Out of Regulatory Trouble
8. Reliable Source of Goods and Services
9. Improve Cash Flow
10. Create A Competitive Advantage
33

34. BUT FIRST, I OBJECT!!!
• Anticipate the Dealership objections
• Handle them proactively
• What are they?
34

35. I OBJECT!!!
• You’re too small
• You’re too big
• You don’t know our business
• You’re too far away
• We do it ourselves
35

36. Don’t forget these useful
expansion for learning
tips:
• Mirroring
• Extending
• Summarizing
36

37. To Mirror is to utilize a key
word in the customer’s
answer back to them as a
question for more detail.
• “Effective?”
• “Broken?”
• “Difficult?”
• “Impossible?”
Learn more about their pain from
their detailed response.
37

38. It’s easy to get them to
extend upon details –
just ask!
• “Tell me more”
• “Then what happened?”
• “What happened next?”
38

39. And now, the most
important 5 words in
listening…
“So what you are saying is …”
The mark of a good listener.
Gives you an opportunity to
confirm details or the pain.
39

40. I OBJECT!!!!!!
• Anticipate the Business Objections
• Practice Handling Them
• Utilize Testimonials. . .
• “We’re too far along in the opening
•
– That’s the same way
Customer B felt. . .
40

41. Ease his Pain
Pre-call Planning
PREPARE Trial Closing during the Interview
TESTIMONIALS # 4 AND # 7
AND KNOW
A CURED PATIENT
PRACTICE THEM AN EFFECTIVE TESTIMONIAL
Tu Setinways was in the same situation, trapped in the new store opening
tornado. It’s a real storm cloud of activity isn’t it?
Tu found that we were able to quote his job from his plans while he managed
the job site with the General Contractor.
We gave Tu a competitive price in a few days without any site interruption.
With our great attention to detail and our stocked items, Tu found our
Dealership was able to consolidate his order and alleviate the chaos of drop
ship equipment cluttering the job site before it was needed.
Jason was glad he met us and let us into his evaluation process even at the
last minute. Today, we are doing Tu’s 10th store!
41

42. To know one's objection… … is to know his Pain
Pre-call Planning Pre-call Planning
#1 #2
DIAGNOSE ANTICIPATE
THE PAIN THE OBJECTION
too much to do to open a new store too far along in the process
UNDERSTAND THAT WHY UNDERSTAND THAT ANY
A CUSTOMER BUYS DEALER SALES OPPORTUNITY
IS HAS
TO SOLVE A BUSINESS NEED THE SAME OBJECTION POTENTIAL
TEN BUSINESS NEEDS DEALERSHIP OBJECTIONS
INCREASE SALES 1)
INCREASE PROFITS
2)
ATTRACT NEW CUSTOMERS
RETAIN CUSTOMERS 3)
LOWER COSTS
ATTRACT & RETAIN QUALITY PERSONNEL 4)
STAY OUT OF REGULATORY TROUBLE 5)
RELIABLE SOURCE OF GOODS AND SERVICES
6)
IMPROVE CASH FLOW
CREATE A COMPETITIVE ADVANTAGE 7) 42

43. Is it Safe?
Pain Probing Method
43

44. 44

45. Is it Safe?
Pre-call Planning
Probing during the Interview
#3
FIND THE PAIN
ASK SITUATIONAL QUESTIONS
1)
2)
3)
45

46. THE BRIGHT LAMP QUESTIONS
too many are interrogating
They provide facts or background - set the stage for problem
questions
Types: Are you. . . ?
Do you know if . . .?
Have you. . .?
How many. . .?
What kind of. . .?
How old. . .?
Did you. . .?
How do you. . .?
Who's in charge of. . .?
What's the. . .?
How much. . .?
Am I right in thinking that. . .?
When did you first notice that. . ?
Has the . . .remained. . .?
Have the number of. . .increased. ?
Does the . . .?
Is there. . .?
What is . . .?
These questions get at facts! Buyers get bored with too many!
Remember the one word mirror!!!
study?
finalize?
create?
problem?
issue?
broken?
not helpful?
tough?
difficult? 46
then be quiet

47. Is it Safe?
Pre-call Planning
Probing during the Interview
#4
EXPOSE THE PAIN
ASK PROBLEM QUESTIONS
1)
2)
3)
47

48. THE COUCH QUESTIONS
help identify the problem/pain
Isolate and confirm problem/need No problem? - Nothing to solve
Types: Are concerned that . . .?
Are you worried that . . .?
How are you handling . . .?
Is it hard to . . . ?
Do you have any problem with . . .?
Have you had any difficulty with. .?
Does that concern. . .?
How long does it take. . .?
How often. . .?
Where is the breakdown. . .?
How satisfied are you . . .?
Are there parts that. . .?
Could you explain. . .?
Are you worried about . . .?
Who usually has to deal with. . .?
Where. . .?
When . . .?
What happens. . .?
These surface buyers feelings! Going to fast is risky-know first!
Remember tell me more!!!
what else can you tell me?
really?
you're kidding?
tell me more about that?
can you believe it?
does that happen a lot?
could that be the cause?
could you expand on that?
could there be other factors?
48
then be quiet

49. Is it Safe?
Pre-call Planning
Probing during the Interview
#5
CONFIRM THE PAIN
ASK IMPLICATION and NEED QUESTIONS
1)
2)
3)
49

50. THE EXAM ROOM QUESTIONS
get at the seriousness of the problem
They link problems and identify How big the problem(pain) is
Types: Has that affected . . . ?
Has that led you to . . . ?
How has that impacted . . .?
Could that be causing . . .?
How much do you estimate that. . .?
Have these problems. . .?
Could an increase in . . .?
How might that affect. . .?
How often does that. . .?
What does that result in. . .?
Does that ever lead to. . .?
What are the implications of . . .?
How will the team. . .?
Do you feel there is a risk. . .?
What are the downsides of . . .?
Are you going to keep up. . .?
Are you going to be able. . .?
Can you talk about. . .?
These intensify the pain!!! Create self-awareness of the pain!!!
Remember to summarize first-
So what your're saying is. . .
So what your're saying is. . .
So what your're saying is. . .
So what your're saying is. . .
So what your're saying is. . .
So what your're saying is. . .
So what your're saying is. . .
So what your're saying is. . .
So what your're saying is. . .
50
Summarize often-creates a listener!

51. Ease His Pain Trial Closing
Method
51

52. 52

53. Ease his Pain
Pre-call Planning
Trial closing during the Interview
#6
PRESCRIBE
THE REMEDY FOR THE PAIN
1)
2)
3)
53

54. TAKE THE JUMP QUESTIONS
allow you to test a solution
They need you to summarize first Then take a try at closing
Then what you're saying is. . .
If you had a . . That would solve.. .
Having that. . Is important. . .
By getting. . .you be able. . . .
Knowing that. . .
By working with a reliable . . .
So what you're saying is. . .
If we could shorten. . .
So what you're saying is. . .
It would be a help if. . .
So what you're saying is. . .
You could save if . . . . .
Establishing a . . .
Knowing that . . .
Create a pain summary. Test your remedy.
54

55. Testimonials help when
you get shut down on the trial close
you don't understand yet
the buyer needs more time
the buyer needs to sell himself
You need more time
Have more than one Testimonial ready
what related examples could work?
1)
3)
2)
3)
55

56. Ease his Pain
Pre-call Planning
Presenting during the Interview
# 3 AND # 8
PRESENT
the features and benefits of
of your Dealership
1) TOOL
PROBLEM IT SOLVES You
rD
e al e
rsh
2) F
ip
B
3) F
B
56

57. Understand that
Anything you say during a sales call that is not followed by a ?
Is either a Presentation or a Close
If you have not properly exposed the Pain, you will be asking for
the Objection to raise it’s ugly head
MAKE SURE YOUR
SITUATIONAL QUESTIONS
PROBLEM QUESTIONS
IMPLICATION QUESTIONS
SUMMARIZING TECHNIQUES
MIRRORING TECHNIQUES
PROBING TECHNIQUES
TRIAL CLOSING TECHNIQUES
TESTIMONIAL STORIES
Have all combined to isolate and intensify the pain that is relative
to the objection you anticipate
if you build the bridge they will come!
57

58. Ease his Pain
Pre-call Planning
CLOSEing THE DEAL during the Interview
#9
PRESCRIBE AGAIN
THE REMEDY FOR THE PAIN
1)
2)
3)
58

59. TYPES OF CLOSING
AFTO
AFTO
AFTO
Written Close
Oral Close
Ben Franklin Close
The Sharp Angle Close
My Dear Old Mother Close
I'll Think it Over Close
Reduce to Ridiculous Close
Negative Close
Puppy Dog Close
Bridge
Tie-down
CONFIRM NEXT STEPS
have a reason to return. . . Gain agreement
59

60. Oral Close
• Nothing more than a question you ask
• The simplest, easiest and best close to
master
“What’s your PO number?”
60

61. Written Close
• “Let Me Make A Note
Of That” Close
• Answer a question with a question
– Q - Does it come in walnut?
• A – Is that the color you want?
– Q – Yes, I think so
• A – Let me make a note of that
As you write it down, you’ll probably be asked
why, and might even say they’re not giving
you an order
61

62. • The basic written close is this, “Mr. Customer,
I’m just writing it down for reference, to
organize my thoughts, and to be sure I have
all the right information. I just don’t want to
forget anything that would affect you.”
– Ask as many questions as you can that
the customer won’t hesitate to answer and
while asking, write down things
• Ask questions like:
– Names, correct spelling?
– Shipping Address?
– Billing Address?
– What else will you consider?
– Where will you be using the product?
62

63. The Assumptive Close
If you’ve done everything properly and
know the products/services are right for
this customer, but you sense hesitation
– act and speak as if the customer is
going ahead with the purchase
63

64. The Benjamin Franklin Balance
Sheet Close Pros Cons
Validate it with old Ben
– Remember him?
“Mr. Customer, all of us in America have
long thought Benjamin Franklin one of our
wisest, greatest men. You do, don’t you?
Well, whenever Ben found himself in a
situation like you’re in, he’d always think if it
was the right or wrong thing to do. He
always made up a yes and no list, he’d take
a sheet of paper and list the pros and cons.
Let’s do that.”
64

65. The Sharp Angle Close
• In order to use this close,
you first have to maneuver the customer into
making a demand or expressing a desire that
you can meet
• Almost any benefit that people want can be
sharp-angled:
– Getting an order before a price increase
– Guaranteed delivery by a certain date
– Credit terms
– Installation assistance
– On-Site training
– Color choices 65

66. The Secondary Question Close
• Pose the major decision with a question, and
without pausing, add another question that is
an alternative advance involvement question
– AKA…”The Colombo Close”
• Example – “As I see it, John, you’re ready for a
30-quart mixer. You see it will reduce labor,
make a better product, and you’re clear it’s the
right brand. By the way, will you use it for
dough, or a lot of different applications?”
Losers Wing It – Winners Prepare
66

67. The Higher Authority Close
• A person known and
respected by the customer
• Select the higher authority
figure in advance (competition
they have is great stuff to start
with)
• Recruit your higher authority figure
and ask them to be a reference
• Set your higher authority figure up for the
specific sales situation
• Set your customer up for the higher authority
figure close
• Close after the call 67

68. The Similar Situation Close
• When you find yourself with a prospect who
has an objection or problem similar to one
you’ve already overcome, tell your prospect
about the similar situation
• The average sales person does this
• To be a pro, you have lots of notes, when you
need to prove a point, you get out the notes
and show the customer how you’ve already
solved the problem for someone else
68

69. The My-Dear-Old Mother Close
Whenever you ask a closing question, shut up!
The first person who speaks, loses!
• Here’s a clever way to break the silence…
when you’re talking and they are silent, what
do you do?
– Don’t push, Don’t cajole
– Don’t be discouraged
– Don’t be aggressive
• Smile ear to ear. Stand relaxed
“My dear old mother used to
say, Silence means consent.
Was she right?” 69

70. The “I’ll Think It Over” Close
• “Let me sleep on it”
• “Leave it with me and
I’ll get back to you”
• “I’ll let you know next week”
– With any statement like this,
they expect that you will
leave and they will be free
– If you are average – you will
agree with them, and make
notes to bring it up again
next time.
Your odds are now reduced by
80%
70

71. • What to do?
– Agree with them. Confirm the fact that
they are really going to think it over
– Make them squeak – ask “John, you’re not
just saying that to get rid of me, are you?”
– Clarify and twist harder – ask “Have I
don’t something wrong, are you
questioning my integrity or how I’ll
perform?”
– Ask benefit questions – “Isn’t it the right
product?” “Aren’t the terms right”, “So the
problem really is money, right?”
– Imply guilt – “Did I do something in my
presentation that made you think I couldn’t
delivery the goods right, or mislead you?”
71

72. – Confirm that it’s the money
• If you are able to do this, all the other
objections wash away and with the
implication of guilt you can ask the right
question:
– “Will I get this order when you confirm the
money? I thought you had decided it was
an investment you had to make and from
what you’ve said, I’m the guy. Want to get
the order in now and get it over with? Come
on, want to see a picture of my kids or my
worn out shoe soles?”
• Smile, be relaxed. Be fluid. Don’t be
flashy. Don’t hesitate
72

73. The Reduction to the Ridiculous
Close
• “It’s higher than
we want to go.”
• “Too much money!”
• The first step is to
find out how much is
too much? Reduce it
to the simplistic, also known
as the “Lowest Common Denominator Close”
• Specialize this to your company
73

74. – Your goal, if you haven’t already figured it
out – is to reduce the objection to the
ridiculous
– Once they see their concern is larger than
reality, the door is open
– Close
74

75. The Negative Close
• Simple, effective close, but
needs practice to be done effectively
• If you express doubt in your prospect’s
ability to do something, he’ll tend to do it
just to prove you are wrong
75

76. The Puppy Dog Close
• How do you sell
a puppy dog?
– Let them take it home
on a trial basis
– It works in business too
– Offer a guarantee of
money back (let them try it).
– Never close the sale while they are trying
the goods. Just ask if it’s working, if they
like it and shut up
76

77. • To insure 100% satisfaction, be sincere and
really mean what you are saying:
• Get the product there
• Call and make sure it arrived, ask if they need
any help, further instructions, have any
questions. Solve any problems. Express
concern that they want the product
• Emphasize guilt as you call. Tell them you are
sticking your neck out with your company, may
have to pay a penalty to return it, but you want
to do the right thing for them
77

78. • Don’t close. Shut up
• Ask again later. This time tell them it’s like a
puppy dog. Ask one simple question in a basic
way, “I hope you are satisfied, did my gamble
work?” “ I’m not going to get in trouble am I?”
“Will you keep the product?”
– This only works when you’ve done your
homework, sold the right product, made
sure they are using it right
– When you know your customer you’ll give
them the right product and imply guilt, if
they even think of returning it!
78

79. The “Why Don’t You Love
Me?” Close
Use it with prospects, long term
customers, with a man or woman,
always sitting down and hands
clasped on the table (with
sincere puppy dog eyes)
“What am I doing wrong? Is it me? Have I
not presented well? I understand you to
say that you won’t buy from me. Give me
some fatherly/motherly advise. Why don’t
you love me?”
79

80. • One of two things will happen: You’ll close the
sale. Objections will come up honestly and you
can close the sale
OR
• You’ll learn what you do wrong. The customer
will be brutally honest and you’ll learn for the
future
– It takes an incredible amount of practice.
You must be smooth, soft and sincere.
Not only will you learn a lot, but you’ll gain
a real customer, filled with respect for you
80

81. To Close Effectively You Must
BRIDGE
• Apologize
– Tell the customer you
don’t want to push, you
just want the sale
• “I’m sorry, I thought you were ready to go ahead
with the purchase”
• Summarize, using tie-downs
– “You wouldn’t talk to me if you didn’t have
an interest, would you?”
– “Have I and my company been good to you
in the past?”
– “So I’m just asking to be supplier to you.
Do you mind my asking that?” 81

82. • Ask a Lead-In question:
– “These are all the things we’ve discussed
so far, and we have agreed on all of them,
correct?”
• Bridging is done between closes. It
may be necessary to go from one close
to another fluidly, and bridge techniques
help the customer to know you are
trying to understand their needs
82

83. Understanding Tie Downs
• Tie Downs are questions you put at the end
of statements that call for agreement from the
client, leading them to a close
• Most are leading questions, getting the client
to elaborate on their thoughts about your
statements. Examples:
– Aren’t they
– Don’t we?
– Isn’t it?
– Didn’t it”
83

84. – Aren’t you”
– Shouldn’t it?
– Wasn’t it?
– Isn’t that right?
– Can’t you?
– Wouldn’t it?
– Haven’t they?
– Won’t They?
– Couldn’t it?
– Hasn’t he?
– Hasn’t she?
– Won’t you?
– Doesn’t it? 84

85. Telephone Closing
• Amplify your voice
• Speak clearly
• Don’t rush (especially when leaving voicemail
messages)
• Stand
• Smile
• Speak professionally
• Vary your tone and inflection
• Use picture-drawing words
85

86. Thou Shalt
Know Thy Competition!!!
• Who are they?
• What do they do well?
• What don’t they do well?
86

87. If You Build It, They Will
Come
Closing Methods
87

88. 88

89. If you build it they will come .
Pre-call Planningand Post-call Planning
# 1 and # 10
BE PREPARED
. . .before, during and after. . .
Know your selling Sequence
Anticipate all Dealership objections prior to any call
Thou Shalt Know Thy Competition!!!!
Always build Business Rapport
Write down your Goals for the Call
Know the PAIN EXPOSURE Plan
89

90. Don't close too early
ASK QUESTIONS
Brush up on your Testimonial
Brush up on your applicable Features and Benefits
Summarize
Summarize
Summarize
Summarize
Summarize
Summarize
Summarize
Summarize/Jump
Is it Safe?
AFTO
AFTO
AFTO
Take notes for the next call
Ease his Pain
If you build it, they will come
90

91. If you find their pain, and if
you take your time, they
will close.
91

92. Next Steps
92