Latest / Closing Sales in Nigeria - Sales For The Nigerian Business Person: The Sales and Marketing Blueprint / Turning Politeness into Profit

Transcript

Turning Politeness into Profit · Closing Sales in Nigeria - Sales For The Nigerian Business Person: The Sales and Marketing Blueprint

• 0:00
  Whether you are in Nigeria, in Ghana, in Malaysia, South
• 0:05
  Africa, America or New Zealand, or ever, it is not uncommon for
• 0:11
  you to finish with your presentation and to have
• 0:13
  somebody say something like, we'll consider it.
• 0:17
  Now, if you're a regular listener of the show, you've
• 0:19
  probably heard me deal with objections like this that are
• 0:22
  similar. But we know that every single
• 0:24
  day people are finding the podcast brand new.
• 0:27
  So for the sake of those people, it's OK that we repeat things
• 0:31
  every once in a while or that we answer some questions in a
• 0:33
  different shade. So yeah, today we're going to
• 0:37
  look at what to do when people listen to you.
• 0:41
  And then the next thing out of their mouth is they say we will
• 0:45
  consider it. So definitely this is a problem.
• 0:51
  The reason why it's a problem is because whenever we issue a
• 0:54
  proposal, we make a presentation, we give our pitch.
• 0:58
  The whole point of the pitch or the proposal or the presentation
• 1:01
  is we're trying to show the potential customer, we're trying
• 1:04
  to show the client that this is how our product or our service
• 1:08
  can help them achieve whatever it is that they said.
• 1:12
  So if you've just had a meeting with someone, you guys have been
• 1:15
  chatting 5 minutes, 10 minutes, 15 minutes, one hour, no matter
• 1:19
  how long we're short. And the whole point of the
• 1:22
  exercise was for you to tell the person that this is how I can
• 1:25
  help you achieve XYZ with my product or service.
• 1:28
  And then the person says we'll consider it.
• 1:30
  Then clearly it could be a sign of a couple of things.
• 1:35
  It could be a sign that they are not interested.
• 1:38
  It could be a sign that some things are unclear.
• 1:40
  It could be a sign that there was some unanswered questions in
• 1:44
  the proposal or in the presentation or throughout the
• 1:47
  sales process. Or sometimes it could be a fact
• 1:51
  that they lack confidence in you.
• 1:54
  So everything you have said makes sense.
• 1:56
  But they just think guy, this guy is a small boy or is a small
• 1:59
  girl or man. This thing is too good to be
• 2:02
  true. There's no way that this thing
• 2:04
  can work. So there are lots of reasons why
• 2:07
  people can say things like we will consider it.
• 2:12
  Now, what you do in this situation is there's no point in
• 2:15
  trying to guess because people waste too much time trying to
• 2:18
  guess. Sometimes I'm talking with
• 2:20
  clients and they're wondering about the kind of objections
• 2:22
  that come up and they say, oh, maybe the person was thinking
• 2:25
  this. Maybe the person was thinking
• 2:27
  that. Maybe the person was coming at
• 2:29
  it. From this angle, there is no
• 2:30
  point in trying to guess. We are not mind readers, so
• 2:34
  don't bother. You drive yourself sick with
• 2:37
  worry. Now what you need to do is you
• 2:39
  need to try and all I put it now you need to do a couple of
• 2:44
  things. Whenever people give you
• 2:45
  objections like this, like we'll consider it, it's a three-step
• 2:48
  process that I've spoken about time and time again.
• 2:51
  So First off, you have to empathize.
• 2:54
  You have to agree because you want people to see that you know
• 2:57
  they are being reasonable. And then you also want to take
• 3:01
  the sales out of the all I put it now out of the resistance.
• 3:05
  When somebody says we'll consider it, their wall is up,
• 3:08
  their guard is up. You know, chances are that
• 3:11
  trying to push you away, you know, but you need people to
• 3:14
  calm down. You need people to pipe low.
• 3:17
  You need them to relax. It is when they relax that
• 3:19
  you'll be able to do the next thing, which is ask questions.
• 3:22
  And it is those questions that will help you to figure out
• 3:25
  whether they are still interested.
• 3:28
  Maybe some things are unclear, maybe you they have unanswered
• 3:32
  questions or there was something that you said or did or haven't
• 3:36
  said or done throughout the whole process that has given
• 3:40
  them cause to lack confidence in you.
• 3:43
  So it's from asking questions while they are on the phone with
• 3:47
  you or while you are in the Zoom session or while you are in the
• 3:51
  physical meeting face to face while they are there.
• 3:54
  It is the questions that you ask that will help you figure out
• 3:56
  what exactly is going on. When you know what it is that is
• 4:00
  going on, it is then that you're going to be able to put a new
• 4:02
  proposal on the table. You know the path where I say,
• 4:05
  oh, Madam, I'm absolutely sorry. I thought the policy on
• 4:08
  warranties was quite clear. Oh, I'm terribly sorry.
• 4:11
  It doesn't mean this. It actually means this.
• 4:14
  In fact, Ma, I'm going to amend the proposal right away.
• 4:17
  I can have a new copy in your e-mail by tomorrow morning, 8:00
• 4:21
  AM. Is that OK, Madam?
• 4:24
  So you're not going to know what kind of proposal to make next,
• 4:28
  what kind of modifications to make next until you ask
• 4:31
  questions. So remember, empathize, agree,
• 4:34
  let the emotional temperature calm down.
• 4:37
  When the temperature calms down, you ask some questions.
• 4:39
  If you do a good job, people will answer from the information
• 4:42
  that you get. You will now be able to put a
• 4:44
  new proposal on the table and then you'll try and seek an
• 4:47
  advancement. Now an advancement is just when
• 4:51
  two people or two groups of people who are having a meeting
• 4:55
  or who are in a relationship collectively, they jointly agree
• 4:59
  that this is what we will do next.
• 5:02
  If you leave a meeting without an advancement where both of you
• 5:06
  did not agree, this is what we're doing next.
• 5:08
  Do not be surprised when everything enters ghost mode
• 5:12
  when they don't pick your call or they pick your call and they
• 5:14
  say, oh, where are we? Sorry, forgive me, I've
• 5:18
  forgotten. Can you remind me?
• 5:20
  So we should always have an advancement had been over every
• 5:23
  single call. We should get to that point at
• 5:25
  the end of a call, at the end of a meeting, at the end of a Zoom
• 5:28
  session, at the end of a WhatsApp, at the end of a Skype,
• 5:31
  at the end of whatever it is, at the end of a networking session,
• 5:35
  whatever you're doing, we should always have an advancement.
• 5:37
  That's the part where you and the other party are going to
• 5:40
  agree that oh, OK, it makes sense for us to do this next.
• 5:43
  Will you be free by so, so, so and so should we do so, so, so
• 5:46
  and so next. We should always secure an
• 5:48
  advancement. So in a general brush, that is
• 5:54
  how we deal with that's how we deal with objections like we'll
• 6:01
  consider it where people say, oh, thank you very much for the
• 6:03
  proposal. Thanks for the presentation.
• 6:05
  Thanks for the this, thanks for the that we will consider it and
• 6:09
  we will get back to you. Now if you'd like to connect
• 6:13
  with me, then call me, send me a text message or WhatsApp message
• 6:18
  on 08064662140. If you're interested in the 15
• 6:24
  minute sale audit or you want me to look at some of your business
• 6:27
  processes, you can WhatsApp me on the same number 08064662140.
• 6:33
  And if you'd like to join my WhatsApp channel, then you can
• 6:36
  send me a WhatsApp message on the same number.
• 6:38
  And yeah, we'll get you started. Now, the reason why I'd like you
• 6:43
  to get in touch is because applying these principles that
• 6:45
  we're talking about can be tricky.
• 6:46
  So if you need help with how you're going to adapt it to your
• 6:49
  own particular circumstances, just reach out to me.
• 6:51
  I've given my contact details, but before I run off, let me
• 6:56
  just try and flesh it out just a little bit.
• 7:00
  So I have mentioned in broad strokes that what you're going
• 7:03
  to do is you empathize and agree, then you ask a couple of
• 7:06
  questions, then you secure an advancement or a proposal.
• 7:09
  Now, to empathize or to agree doesn't how I put it.
• 7:14
  OK, what's this guy's name again?
• 7:17
  Grant Cardone. Yes.
• 7:18
  So Grant Cardone has said that when somebody says your price is
• 7:21
  too expensive, if you're going to agree or empathize, you don't
• 7:23
  say, yes, I'm too expensive. No, we don't talk like that.
• 7:26
  You know, our salespeople, we have to be a little bit
• 7:27
  creative. So no matter what it is that the
• 7:30
  person says, we are going to be able to find at least from a
• 7:33
  human, from us, from a human angle, we're going to be able to
• 7:38
  find at least one thing, one kernel that we can agree with in
• 7:43
  whatever it is that they have said.
• 7:45
  So when somebody says we'll consider it, you can say
• 7:48
  something like, oh, that makes sense.
• 7:50
  I wouldn't want to, if it were me, I wouldn't want to make any
• 7:57
  take any decisions, you know, especially since, you know, what
• 8:00
  we're looking at is very, very expensive.
• 8:03
  So I want to make sure that I consider all the details before
• 8:06
  coming to a final choice. So Bros Oga, Madam, yeah,
• 8:10
  actually makes a lot of sense that you would want to consider
• 8:13
  it. Now, if that's your attitude
• 8:15
  when somebody hears, we'll consider it.
• 8:17
  And you say, oh, actually it makes sense that you consider it
• 8:19
  because we put a lot of parameters on the table.
• 8:21
  So, yeah, Madam, you actually need to take your time to
• 8:23
  consider it. Now, Madame Olga or whoever is
• 8:27
  on the other side of the table, like I said, it's going to
• 8:30
  become, you become, and they'll be cool and they will listen to
• 8:33
  you if they say we'll consider it.
• 8:36
  And then you start saying auger, Madame Bros, what is there to
• 8:41
  consider? It is not the best.
• 8:43
  Is it not the cheapest? Is it not the fastest?
• 8:45
  This is not a sweet deal. I've given you 20% off, blah,
• 8:48
  blah, blah. You're getting yourself into a
• 8:50
  very combative mode and the more you continue to push back, the
• 8:54
  more their walls are going to rise up.
• 8:56
  Now this is sales here. We're trying to get people's
• 8:58
  walls to come down so we can have frank and honest
• 9:01
  conversations. And if there is alignment in our
• 9:04
  motives, alignment in our positions, this is what I'm
• 9:08
  trying to achieve. This is what you're trying to
• 9:10
  achieve. There's a mutually beneficial
• 9:11
  meeting point. Then that is what we're trying
• 9:14
  to move forward so we don't argue.
• 9:16
  Somebody says we'll consider it a Bros makes sense honestly.
• 9:20
  So this three hour meeting, we don't talk, we don't talk, you
• 9:23
  know, to talk where we talk, you know, you know, you don't need
• 9:25
  plenty. So I understand you need to
• 9:27
  chill and you need to consider it's no no problem.
• 9:30
  So that is empathizing. Then you're going to ask
• 9:34
  questions. Now, whenever I tell people that
• 9:36
  you need to move into questions, some people are uncomfortable.
• 9:39
  They're like, I've just said this.
• 9:41
  How will I start interrogating them?
• 9:42
  OK, no problem. Now if you're worried about
• 9:44
  interrogating them or if you're worried about being too harsh,
• 9:47
  what you do is you use softeners or you use modifiers or you try
• 9:51
  and use permission statements to move into questions.
• 9:55
  All I put it, OK, a softener or a modifier or a permission
• 9:59
  statement is the thing that you say to all I put it, OK, now you
• 10:05
  say forgive me. Now you say to just ask.
• 10:08
  Ask you just ask for permission to ask questions basically.
• 10:11
  I guess that's what is I'm trying to say.
• 10:12
  So in this case, when you say boss, you know, it makes sense
• 10:15
  that you know, because we're talking about a lot of stuff.
• 10:17
  So I'm sure you actually do need to take time and consider a
• 10:19
  couple of things. So the modifier that I like to
• 10:22
  use is I say, oh, just curious. And then I go ahead and I say
• 10:27
  some other people might say, oh, no pressure, you know, like that
• 10:31
  attitude. Like I was talking to a client
• 10:34
  of mine and he was in the business of producing audio
• 10:37
  content for Nigerian authors so that they can take their non
• 10:40
  fiction books and then sell it on sites, you know where you
• 10:46
  sell ebooks and things like that.
• 10:48
  So the approach that we agreed that would work for him because
• 10:51
  remember this depends on your own personality, how you like to
• 10:57
  express yourself, things like that.
• 10:59
  So the approach that we took for him was the no pressure
• 11:01
  approach. So more like, Oh yeah, sure, no
• 11:04
  problem. I understand.
• 11:05
  We've spoken about a lot. So yes, there's lots of things
• 11:08
  that you want to consider. But by the way, no pressure, you
• 11:11
  know, when you do business with me is not by force.
• 11:14
  By force. I don't force anybody to enter
• 11:16
  into business at all. So don't worry, I'm not trying
• 11:18
  to pressure into anything, but I'm just curious.
• 11:21
  And then from there you enter into question.
• 11:24
  So you see how the guy modifier, his own modifier is from the
• 11:27
  angle of a no pressure. Relax, not be by force.
• 11:31
  That's his own way. For me, I've just always gone
• 11:34
  with, hey, I'm just curious. And then I asked the question.
• 11:37
  So whatever kind of softener or modifier or whichever way you're
• 11:41
  going to ask permission that is sweet in your own mouth, that is
• 11:44
  what you do. So the way that I would do it.
• 11:47
  Yeah, bro, I understand. We've spoken about a lot.
• 11:49
  It's been very long meeting. It's been 3 hours.
• 11:51
  I'm sure there's a lot they have to consider.
• 11:54
  Or. Bro, I beg.
• 11:54
  No, Vex, I'm just curious. Is there anything so far of all
• 11:58
  the things you've spoken about that you're unclear about now?
• 12:01
  Just keep quiet and then hear what the person has to say.
• 12:03
  That is one kind of question. Now, if you've done a good job
• 12:07
  of paying attention, watching body language, listening to
• 12:11
  inflections, watching facial cues, things like that, you
• 12:16
  might have gotten a sense that there are some things that you
• 12:19
  are saying that people just didn't jail.
• 12:20
  Like as we're hearing the team know, you understand, you know,
• 12:25
  they resonate. Like we're not quite agreeing
• 12:27
  with you. This is the point where you say,
• 12:29
  oh, bro, yeah, I understand. It's been a 2 hour meeting.
• 12:31
  I'm sure you have a lot to consider.
• 12:32
  No, no problem. But bro, I beg no Vex.
• 12:35
  I'm just curious. There was that time when I was
• 12:38
  talking about XYZ should be. Was that part of the proposal?
• 12:42
  Proposal. That's the one that was shook in
• 12:43
  you RB. And then you just ask and then
• 12:46
  you keep quiet and then you hear what the person has to say.
• 12:49
  Remember, the reason why we're asking these questions is we're
• 12:52
  trying to figure out are they interested?
• 12:54
  Is there anything that was unclear?
• 12:56
  Are there some questions that are left unanswered or have I
• 12:58
  done anything? Or did I fail to do something
• 13:01
  that has given them her reason to lack confidence in me?
• 13:05
  So I'm asking questions to try and tease this out now.
• 13:08
  OK, I mentioned Grant Cardone earlier and one technique that I
• 13:11
  learned from him was funneling, which is where to move the
• 13:15
  conversation forward, you just prevent someone with a couple of
• 13:18
  options, two or three, and then you just ask them to choose
• 13:21
  whichever line they choose. We'll show you where they're
• 13:24
  leaning towards and we'll also allow you to ask certain kinds
• 13:28
  of questions to uncover the truth.
• 13:30
  Now, this is an example. So if I was around a funnel in
• 13:34
  this case would be something like this.
• 13:35
  The guy says we'll think, we'll consider it.
• 13:38
  OK, I've been saying guy, let me say lady.
• 13:40
  So the lady, the the woman says thanks for the presentation.
• 13:44
  We'll consider it also, Madam. Yeah, I understand.
• 13:46
  You know, it's been a long day. We've spoken a lot, especially
• 13:49
  since we've been at this for about 3 weeks.
• 13:54
  But Madam, I beg no Vex, I'm just curious.
• 13:58
  Usually when people say we'll consider it to me, I've found
• 14:02
  that it's either one or two things.
• 14:05
  Number one usually means that people have more questions and
• 14:09
  I've not answered it or #2 the people are just not confident
• 14:14
  that what I've said so far I'm going to be able to pull it off.
• 14:18
  So Madam, which is it? Don't worry, Matt, don't be you
• 14:23
  all hurt my feelings. I'm a professional salesperson.
• 14:25
  So don't worry Madam, it's no problem.
• 14:27
  But the reason why I'm asking is I also want to respect your time
• 14:30
  so that I will just be doing endless follow up with you.
• 14:33
  So I'm just asking so that we can just be clear on exactly
• 14:37
  what it is. So Madam, which is it?
• 14:39
  Now you have more questions. I'd be you're not confident that
• 14:42
  I can pull up, pull this thing off.
• 14:45
  So the whole point with, excuse me, the whole point we're
• 14:47
  following now is you are asking and giving alternatives if
• 14:52
  people go down one path. OK, at least now you know where
• 14:55
  the problem might lie. And you know what more questions
• 14:57
  needs to ask you do my laughs and she says you can't pull it
• 15:00
  off. What are you saying that you,
• 15:02
  you give me, you'll grow my profits by 30%?
• 15:06
  Are you the first sales trainer that I've hired?
• 15:08
  In fact, all the other people, they said exactly the same thing
• 15:11
  and nothing came of it. Very good, because Madam has
• 15:14
  answered that way. At least now we know what the
• 15:16
  real problem is. The thing that is on her mind,
• 15:19
  she's saying it. We're still in the conversation,
• 15:22
  we're still in the game, we're staying in the pocket.
• 15:24
  And so because of that, we have hope.
• 15:26
  If my name says, we'll consider it.
• 15:28
  What is at the back of her mind is see all these boys, sweet
• 15:31
  mouths. That's how the last two people
• 15:33
  said the same thing. Meanwhile they did not deliver
• 15:36
  because she never said it. We will not know what the real
• 15:39
  problem is. How we go follow up, we'll not
• 15:41
  know. The issue that was supposed to
• 15:43
  be joining with her will not know.
• 15:45
  How we tackle this thing will not know.
• 15:48
  So the whole point of dealing with objections is to pipe them
• 15:52
  down, get the emotional temperature to calm down,
• 15:56
  empathize, agree, ask questions, figure out exactly what is going
• 15:59
  on. That is what will allow you to
• 16:01
  now make a new proposal, put a new proposal on the table.
• 16:06
  So I've mentioned that advancements, yes, when two
• 16:13
  people or two parties having a meeting, trying to pursue an
• 16:18
  agenda or in some sort of interaction where they jointly
• 16:21
  agree that this is the next step.
• 16:26
  And the reason why this is important is because if we are
• 16:28
  not securing advancements, then we cannot know for sure if
• 16:32
  people are interested. Because when people are
• 16:33
  interested, they want to know the next thing to do.
• 16:35
  I mean, it's like in aromatic relationships, you have a date
• 16:38
  with a young lady or you have a date with a young man.
• 16:40
  You guys finish. Nobody proposes the next date.
• 16:44
  It's a sign that there could be problem.
• 16:46
  You ask the BIM, oh, I have fun, hope you have fun too.
• 16:49
  She says, yes, I had fun. You know, ask her, OK, so can we
• 16:52
  do this again next week? Friday She says, oh, Friday I
• 16:54
  have fellowship is OK. How about Saturday or Saturday?
• 16:57
  I'm going for a wedding. And what about Sunday?
• 16:59
  Oh, Sunday I'm going to go and visit.
• 17:01
  I'm going to go and visit my uncle.
• 17:03
  OK, what about Monday? Monday I'm going to be, I'm
• 17:07
  going to be studying for exams or what about Tuesday or
• 17:10
  Tuesday? I promise my big sister I'm
• 17:11
  going to do this. What about Wednesday, bro?
• 17:14
  Have you forgotten I just told you that Wednesday is
• 17:16
  fellowship? So you're trying to secure
• 17:19
  advancement. The baby's posting, you posting,
• 17:21
  you posting you could be a sign she's not interested.
• 17:24
  So when you secure advancements, whether in business or whether
• 17:27
  in relationships, when two parties are able to secure an
• 17:31
  advancement, it's a sign that we are moving in the right
• 17:34
  direction. Now I tell people that your
• 17:36
  advancements would even have to be exact.
• 17:39
  I would prefer that when you have an advancement, you have a
• 17:43
  clear advancement on the table. So let's say the advancement is
• 17:48
  we have agreed to a meeting date.
• 17:49
  I'll prefer for the advancement to be that you will have agreed
• 17:53
  that you're seeing next week Wednesday at 9:30 in the
• 17:56
  morning. But if you can't get an exact
• 18:01
  date like that next week Wednesday, 9:30 in the morning,
• 18:03
  but the person says, oh, I should be back in Lagos
• 18:06
  Wednesday, Thursday. And you say OK, All right, in
• 18:08
  that case, Madam, I hope you don't mind, I'll buzz you on
• 18:10
  Monday just to confirm, just to confirm availability and next
• 18:16
  steps. And, and Madam says sure, no
• 18:18
  problem. Call me on Monday to see if I'll
• 18:20
  be back in Lagos Tuesday or Wednesday.
• 18:22
  For me, that's, that's an advancement that is good enough.
• 18:25
  We've gotten a commitment that she might be back in Lagos
• 18:28
  Tuesday, Wednesday. But it's OK for you to call on
• 18:31
  Monday to find out how far. So even that I'll consider as an
• 18:35
  advancement. So in this case, now an
• 18:39
  advancement could be something like, OK, let's say it was that
• 18:43
  something's won't clear back to my earlier example where I said
• 18:46
  maybe Madam is unclear on some warranty or guarantee or some
• 18:49
  other thing. I say, oh, Madam, is it like
• 18:52
  that? No problem now.
• 18:53
  Sorry Madam, it's my fault. I didn't explain it properly.
• 18:56
  This is actually what this part of the proposal meant.
• 18:58
  In fact, man, I can have a revised copy on your in your
• 19:04
  inbox or, you know, sent to your secretary to be on your desk by
• 19:10
  tomorrow, 8:00 AM. It's not going to be OK by you.
• 19:14
  And then hear what Madam has to say.
• 19:16
  That's just a soft, you know, just a trial.
• 19:19
  Madam says yes, it's OK. Good, no problem.
• 19:21
  So if I have it on your desk by tomorrow morning, 8:00 AM, does
• 19:25
  that mean we'll be able to have a meeting next week Wednesday,
• 19:27
  just to consider it and then hear what she has to say?
• 19:30
  Of course, it might be the bouncing back and forth or
• 19:32
  Wednesday is not convenient for me, blah, blah, blah.
• 19:34
  Eventually you narrow it down. But you see, in this case, this
• 19:37
  is your new advancement. Oh, sorry, Madam, was this the
• 19:40
  problem? But I'm not small to you now.
• 19:43
  This is exactly what it is that I meant.
• 19:45
  In fact, the new one will be in your inbox.
• 19:47
  Gone, gone, gone. Tomorrow morning before 9:30
• 19:50
  will be your inbox. Madam says, OK, I have no
• 19:52
  problem. That's good.
• 19:53
  That's good. So OK.
• 19:54
  So Madam, if it's like that now, OK, today is Friday.
• 19:57
  Sure. We can see again on Tuesday.
• 19:58
  We can see again on Wednesday. That's it.
• 20:03
  Both of you jointly agreeing, this is the next step.
• 20:07
  An advancement could also sound something like, OK, no problem.
• 20:11
  You say you're going to consider it as absolutely fine.
• 20:14
  Let's assume that you don't ask any question at all.
• 20:17
  Let's say you're not aware of this process.
• 20:18
  You didn't ask any question. At least when somebody says
• 20:21
  we'll consider it, at the very least, please try and secure an
• 20:25
  advancement and say something like, OK, no problem, I
• 20:28
  understand you need to consider it.
• 20:30
  Most of our happiest customers have taken about two to three
• 20:33
  days to look over any proposal that we give them.
• 20:36
  Would you say that's just about right for you?
• 20:38
  Would that be the same for you? Is two or three days OK for you
• 20:40
  to consider the proposal? Man now says, ah, two or three
• 20:44
  days ago you didn't see this kind of proposal.
• 20:46
  Everyone to show lawyer yourself, let's give it maybe
• 20:48
  like one week or say, OK, no problem, One week, I'll be OK,
• 20:51
  no problem. So does that mean that by next
• 20:54
  week Wednesday, today is Wednesday?
• 20:57
  So at least by my like, by like next week Wednesday, Thursday
• 21:01
  means we can't talk again whether we're going ahead or
• 21:04
  not. I didn't hear all Madam has to
• 21:06
  say. Madam says, Oh yeah, sure, we
• 21:09
  can talk next week Wednesday. We'll now know whether we're
• 21:11
  going ahead or not. OK, no problem.
• 21:13
  At least now hopefully you know that in the week's time you're
• 21:16
  going to be discussing whether you will move ahead or you will
• 21:20
  not. But you both agreed that next
• 21:23
  week we're moving towards a decision.
• 21:25
  Now, this doesn't mean that everything is going to go
• 21:27
  according to plan. But The thing is when you learn
• 21:30
  how to start conducting your sales processes this way, your
• 21:33
  business negotiations this way, building your business
• 21:37
  relationships this way, managing your stakeholder engagements
• 21:41
  this way, you increase the odds, you increase the chances that
• 21:45
  things are going to start looking good overall.
• 21:49
  But sure, any which way we should be trying to get an
• 21:52
  advancement. Now some of you are going to ask
• 21:54
  what if we can secure an advancement?
• 21:56
  I've already said it, so let me stress it again.
• 21:59
  And I use the relationship, you know, like man, woman matter to
• 22:02
  explain. If you can't get an advancement,
• 22:05
  it's a sign that something fundamentally wrong has happened
• 22:09
  in the sales process. If you're with a babe and you
• 22:12
  ask the babe, I hope you had fun.
• 22:15
  I had fun hanging out with you. She smiles back.
• 22:18
  She says, yes, I had for hanging out with you.
• 22:20
  It's OK, no problem. I'd love to do this again.
• 22:22
  Would you like to hang out with me again?
• 22:24
  And she's like, OK, well, that first of all, that's a sign.
• 22:30
  And then you now start trying to narrow it down.
• 22:32
  And then you walk from Wednesday this week all the way to
• 22:35
  Wednesday next week. She has blocked every single
• 22:38
  opportunity. It could be a sign that
• 22:40
  something fundamental has gone wrong in the toasting process.
• 22:43
  It's the same thing. You can't secure an advancement.
• 22:46
  Something fundamental has gone wrong in the sales process.
• 22:49
  Now there are different ways of trying to look at it and
• 22:51
  different ways of trying to diagnose.
• 22:53
  One simple formula, I'll be, should I say formula?
• 22:56
  I'll be framework that I like to use as Tom Hopkins.
• 22:59
  I can't remember the book anyway, but Tom Compton has this
• 23:01
  framework where he talks about sales resistance and sales
• 23:05
  acceptance. Then in the beginning, when you
• 23:08
  meet somebody, at first people are just uptight.
• 23:10
  You know, their guard is up, Everybody lock up.
• 23:14
  That is what we call sales resistance.
• 23:16
  Nobody wants to be sold to, Nobody wants to be bothered.
• 23:18
  And that we overcome sales resistance by trying to build
• 23:22
  trust and by trying to understand people's need.
• 23:25
  So a fundamental problem in the sales process could be that if
• 23:30
  these people don't want any kind of advancement, they don't want
• 23:33
  to meet with you again, they don't want to see you again,
• 23:36
  they don't want to smell you again.
• 23:38
  You have not been able to establish trust or you have not
• 23:41
  correctly understood their need and so they think it is a waste
• 23:44
  of time for me to continue talking with this person.
• 23:48
  Sales resistance then sales acceptance for Tom Hopkins, he
• 23:51
  says you build sales acceptance. That's when you get somebody
• 23:54
  hungry that don't work with you. Like I correct, want to work
• 23:57
  with this guy, want to work with his babe, want to work with his
• 23:59
  business. That is where you're able to
• 24:01
  demonstrate to them that you can help them.
• 24:03
  This is how your product or service will help them solve
• 24:05
  their problem. And then you also try and get
• 24:09
  them to hurry and to take action.
• 24:11
  You build some urgency into the process or you take advantage of
• 24:15
  whatever urgency exists. So if somebody doesn't want an
• 24:19
  advancement, they don't want to meet with you, they don't want
• 24:21
  to see you, they don't want to smell you, they don't want to
• 24:23
  hang around with you. They don't want you to come to
• 24:25
  the office. They don't want to come to your
• 24:26
  office. They imposed you anyhow.
• 24:29
  It could be a sign that you've not been able to demonstrate
• 24:32
  that this is how your product or service is going to be able to
• 24:34
  help them and you will not be able to take advantage of now
• 24:38
  you've not been able to establish urgency or you've not
• 24:40
  been able to take advantage of the urgency that should be there
• 24:43
  in the situation. So this is one way of looking at
• 24:47
  it, that if you can't secure an advancement, something
• 24:50
  fundamentally wrong has happened.
• 24:52
  Now what do you do when something fundamentally wrong
• 24:54
  has happened? Unfortunately, what you do is
• 24:58
  you start the process all over again.
• 25:00
  Is that simple or you tuck your tail between your legs and then
• 25:08
  just run away anyway? So it's up to you.
• 25:10
  But either way, that's a very long something.
• 25:13
  I'll make that the subject of another podcast episode.
• 25:17
  Excuse me. So that's it for today.
• 25:20
  If you've gotten value from today's episode, then connect
• 25:23
  with me, call me, send me a text message, send me a WhatsApp
• 25:25
  message on 08064662140. If you're interested in the 15
• 25:32
  minute sale audit or you want me to go over some parts of your
• 25:35
  business process, send me a WhatsApp message on the same
• 25:38
  number 08064662140. Or you can join my WhatsApp
• 25:44
  channel. Just WhatsApp me or hook you up.
• 25:47
  You can stay updated on some interesting stuff, you know
• 25:50
  going on and you get to see all the podcast episode updates,
• 25:55
  things of that nature. Or just connect with me to say
• 25:57
  hi if that's all you want to do. So call me, send me a text
• 26:01
  message, send me a WhatsApp message 0806466 2140.
• 26:07
  Thanks for your time and attention.
• 26:08
  I'll catch you all at the next episode.