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In one of his films, W.C. Fields plays an executive whose desk is in a state of clutter. In one particular scene, he returns to find that someone has cleaned, organized, and re-arranged his desk. The desktop is clean and a picture of neatness and efficiency. Completely frustrated because he cannot find anything, Fields grabs a stack of papers and thrusts them into the air. Watching the papers settle, he backs off with a smile and grins with satisfaction.

Change is often the hardest thing to accept and even more difficult to put into practice. Salespeople resist change and usually dislike doing many of the things necessary to create better results. The real "power" in selling rests in your understanding of how to effectively negotiate. Understanding the principles below will help you "change" for the better, with results you can be proud of.

1. People buy based on emotion, never on the technical aspects of
your product or service. Technical information will be used to
support the reasons behind the sale, but emotion is what triggers
the buying process. Negotiating the sale relies upon your ability
to "emotionally" create the imagery surrounding the customers
needs, wants, and desires. The only way to this is by asking
questions that get the customer to talk freely with you. Un-
covering the emotional hot-buttons of your customer will increase
the odds of making the sale.

2. It's not enough to just ask questions, you've got to ask the
"right kinds of questions." Anyone can ask a question, and most
salespeople understand this part of the process. Very few, how-
ever, know how to position questions in such a way that not only
provides information, but also a pleasant experience. Two ques-
tions that I use more often than any other whenever I encounter
an objection are:

a. "If I could show you a way that you could ________, would that
be of interest to you? and
b. "Obviously you have a reason for saying that, may I ask what
it is?"

Getting potential customers to provide you with needs, wants, and
desires takes skill and practice if you are to be effective.

3. If you don't prove that it costs more to "put off a buying deci-
sion" or "do nothing," the customer will do nothing. Most sales
are lost because of the inability of salespeople to help the cus-
tomer to a buying decision. You must know the costs of a cus-
tomer's indecision and be able to articulate this to the customer
so that he/she understands the consequences, thereby, increasing
the sense of urgency to buy.


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