Now, before I begin, this is NOT about contacting the ‘head honcho, big cheese or top dog’ because that would be too obvious and straight out of the usual traditional sales manual!

In actual fact these people, the decision makers, are probably the worst people to ask for a decision or a commitment from anyway!

Let me explain, in most cases, who is the person least likely to use your product or service during their working day? The staff  or the decision maker you’re presenting to? The decision maker right, so why are you asking them for their opinion?

So, if that’s the case then wouldn’t it be great if your sales staff had an opportunity to ask the staff members directly? Asking them personally as to whether having your product or service would be of benefit to them if it ultimately was going to make their jobs easier, make them more productive and more efficient? No doubt if you did this you would get a resounding YES!

Unfortunately, though, it is nigh on impossible to actually ask this type of questions to staff members whilst on a call or in an initial sales presentation because 1 you probably don’t have time and 2, you’re unlikely get the permission to walk around the business asking staff members whether what you have would benefit them and whether the decision maker should buy it. (If only)

Taking Advantage of their Psychology to Please

Have you ever bought something for someone that you couldn’t necessarily see the benefit of for yourself? [For example, A handbag for your wife, a ridiculous Xbox for a boyfriend or even a set of screwdrivers for a husband]

One Saturday afternoon I was with my partner and son in a shopping mall. On passing a men’s tailors I noticed a suit in the shop window which had been discounted from £795.00 down to £395.00. The suit looked perfect so we went inside and found out that they also had it in my size.  As I stood there admiring how handsome I looked, (again, if only) something bazaar happened!

I that moment I can only describe this feeling as ‘self-questioning, self-doubt and a huge sense of guilt’. I noticed I was questioning myself about the potential purchase:

Can I justify spending £395.00 on another suit?
Could I use the money better elsewhere?
Do I really need another suit?

All these questions started to flood my mind and within seconds I Had left the shop having NOT bought the suit and admiring my self-control.

So, about 30 minutes later we were passing a shop when my partner spotted a dress in the window that was in the sale priced at £370.00 from the original price of £590.00.

She absolutely loved it as it was coming up to her employers Christmas party [although she already had bought a dress for it!], so we stopped and looked at it, asked what sizes they had available and luckily, they had it in her size. She came out of the changing room and looked gorgeous and I said to her, ‘Do you like it?’ to which she replied, ‘Yes I love it’.

Guess what I said?

“You look amazing, let’s get it!”

Hang on…. At NO stage did the questions, doubts, or guilt enter my head that I had had only 30 minutes previous about whether we could afford it or was it really necessary.

It didn’t even enter my mind because I wanted to please my partner and could see she really wanted it and would benefit from it.

It’s Easier to Commit to What Others Will Benefit From

Without a doubt this has to be one of the simplest yet most effective principles for you to employ and see the results instantly.

I know traditional sales techniques of yesteryear will encourage you to offer ‘trail closes’ or ‘commitment points’ by asking the prospect/decision maker whether they can see the benefit of XYZ feature or would you be interested in blah blah blah, however, it is highly probable that all you’ll be get back is ‘Nah, I don’t think so’, ‘Meh, possibly’ or ‘Yeah, I guess’.

[Concept 2] I have sat in 100’s of sales meeting when assessing my clients salespeople and I am always amazed how they DON’T hear a ‘Meh, possibly’ but instead hear, ‘Yes that would be great’ and then tell their superiors it was a fantastic meeting and the prospect was really interested!

How to Get HUGE Compliance

Relate ALL BENEFITS towards the staff members who will ultimately benefit from your product and service! DO NOT ask the decision maker for their opinion.

Paraphrased Examples:

“…Can you see how, for example, this would result in your Customer Service Team being able to provide a much more personal service and aid in conflict resolutions?”

[Concept 3] Get the decision maker to answer on behalf of the customer service team not on behalf of themselves.

“…I think you’ll agree, for those who work away from the office this would allow them to be more productive and more efficient whilst away from the office environment?”

 

“…I think if we asked the service team if this would benefit to them, I’m imagining they’d want it now, correct?”

“…If we asked your customers whether they’d view this as fantastic customer service they’d no doubt respond with an absolutely!”

Summary

It is a fact that as human beings we find it far easier to commit to something when it is related to a 3rd person as opposed to when we relate to ourselves.

If I asked you whether you would be prepared to put 20% of your salary into a pension fund starting today you would probably respond with a NO or Not at the moment.

If I asked you whether you agreed that your family, friends and colleagues should be putting 20% of their salaries into a pension fund to protect their futures, you’d no doubt respond with a YES!

The psychology is simple:

It is far more easier for you to make a decisions on behalf of others because there are no consequences, no guilt or internal self-doubting questioning (Commitment Oscillation).

[Concept 4] Imagine during your presentation whether over the phone or face to face and you hear the decision maker saying ‘Yes I can see how that would work for them’, ‘Yes they’d love it’ and ‘Yes that would really help them’ throughout your presentation.

How hard is it now for that decision maker to say NO to at least an initial meeting?

In order to say NO the decision maker has to do something they will feel very uncomfortable with and that is to go back on their word, especially if they’ve admitted that there are some real benefits to staff members. (See my blog: ‘3 Psychological Triggers Used By Corporations)

[Remember, the decision makers job is to ensure that their staff are working as best they can to ensure the company’s future prosperity. To go back on what they agreed would ‘help’ that process is a very difficult thing to do.]

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