Tip: Problem = Opportunities for Future Sales.
SERVICE IS SENIOR TO SELLING
No amount of slick advertising or public relations can make up for poor service. Twice a year my wife and I go shopping for new clothes, and one time we decided to go to a big department store in our neighborhood that had recently started promoting a new image of personal service and customer satisfaction. After twenty minutes of walking around this store, not a single person had greeted us. Not even a hello! It was unbelievable. We were two qualified buyers with the intent to buy something and there was no one willing to help us or even acknowledge that we were there. What were these people thinking? I left that store feeling infuriated and swore I would never buy there again. I would never waste another minute of my time in that place. It would have been easier to steal the merchandise than to buy the merchandise there. When I got home, I opened the mail and what did I find? A slick invitation from that same department store inviting me to come down and shop its big sale!
Service is always senior to selling—always. One of the best people I know who is an example of high levels of service is my friend Gavin Potter. While I consider Gavin a friend, he sells me constantly on contributing money to projects for which he raises funds. I consider him a friend and not a salesperson because of the extraordinary service he gives me. He is an incredible salesperson, but beyond that, he’s dedicated to high levels of service and thoroughly convinced of his cause. His commitment to his purpose alone and his dedication to high levels of service is what makes him great. One without the other results in mediocrity. Gavin has both barrels loaded: Service and purpose. I guarantee you that if Gavin were to run his statistics, he would find that his sales rise with every service-oriented action he performs. He knows that service is senior to the sale, and that’s why he’s in a league of his own as a salesperson.
If you incorporate these simple truths about giving and providing stellar service, I assure you that you’ll become a master of your trade. You’ll experience a confidence that you cannot put any value on, and that is worth more than money itself. You’ll be able to name your price, go where you want, work with whomever you choose, sell whatever products you choose to sell, and provide for yourself and your family in ways that most people only dream of! You’ll also experience a lifestyle that very few people actually have—one free of stress, worry, and problems. So give, give, give of yourself fully and provide unparalleled levels of service!
CHAPTER ELEVEN QUESTIONS
In your own words, what does the author mean when he writes, “Selling is about giving, not getting; servicing, not selling”?
What are four things you could give away other than the lowest price, products, or services?
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Give four actual examples of how you give something without it costing you anything.
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What does the author mean when he says you should love the one you’re with?
What things would you have to improve immediately about yourself to be rated as a Ritz-Carlton?
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What is the only way to higher prices and less competition?
CHAPTER TWELVE
HARD SELL
THE HARD SELL
It has been said that you have to ask someone five times before you get a yes. I don’t know if that’s true or not, but I do know that most people will not buy without someone asking them to, and people will never say yes to someone who quits asking. It has been my experience that the moment you quit asking, the deal is dead.
It’s also been my experience that most people will not just give you the money without you asking, persisting, and being willing to “hard sell.” I’m not talking about pressuring the buyer. I’m talking about being willing to get to that hard place in the close where everyone gets a little bit uncomfortable. The salesperson must be willing to stay in the deal and persist through to the close because he believes deep down inside that the product or service is right for the buyer. The salesperson must be willing to persist even when it gets hard, difficult, or uncomfortable. That’s what I mean by “hard sell.”
A buyer once told me, “Grant, you’re pressuring me.” To that I explained, “Sir, you’re confusing my belief and passion in knowing this is the right product for you and your company with pressure. Please don’t misinterpret my enthusiasm for pressure. Now, let’s do this.”
When you hit “hard sell” status, you’ve become convinced that your company or product is the only answer and any other choice would be a disservice. At the place of “hard sell,” you’re certain that your service is superior to that of anyone anywhere and ultimately the only right choice your customer can make, and you insist on it because of this belief. Because you believe this so deeply, you’re willing to stay in the deal even when it gets uncomfortable and people are squirming, making excuses, and becoming difficult.