le it’s time to close the next stage. That may involve scheduling a face-to-face meeting (if your initial appointment was on the phone) or a continuation meeting that would cover things in a more in-depth manner.

Once that’s been decided upon, closing to make sure that your next encounter includes the decision-maker is an extremely important element. That’s assuming your initial meeting was not with the person who has the final word. Skipping this point tends to drag out the process.

Ah sales. The word is so easy to say and spell. It flows off the tongue without effort. But hidden beneath that single syllable word is a myriad of situations and problems. Organizations, jobs, stock markets, and economies rise and fall with the ramifications of its impact. “Sales?” “Yep, got some more.” “Alright! Let’s go out and celebrate.” Or “Sales?” “Not yet. I promise tomorrow.” “Eh - Gimme some more Pepto.”

Closing a sale is sometimes as simple as running into someone, listening to his or her distress, needs, and pleasures and helping them achieve relief or attain their desires by giving them the product or service you have that addresses those emotions. Yes, people usually buy emotionally, not rationally (I have a feeling you may have heard that from me before).

Sometimes it takes a bit, or in some cases a lot, more work.

What’s your percentage of one-call closes? If you said 100% I want you to call me NOW! And be ready to be anointed King or Queen of Selling. By the way – you don’t have to be a “salesperson” to experience what I’m discussing. Quite often executives and managers go through the same process when they’re selling their thoughts, strategies and tactics to their teams or others.

More often then not a sale gets completed in stages. First you have to close to get a conversation with your prospect – which may result in a “no reason to move forward” close. That’s not a bad thing, why waste any more of your time or the prospect’s time? It’s a non-renewable resource don’t squander it. That closed door will enable you to move more quickly to a “yes” prospect.

Next you have to close to get an appointment. That involves making sure you’ve qualified the prospect and have initiated some distress relief and/or pleasure inducing elements. A “no” could come at this juncture (from you or your prospect) if either of you realize that a match doesn’t exist.

If, however you sense that a match does seem probable it’s time to close the next stage. That may involve scheduling a face-to-face meeting (if your initial appointment was on the phone) or a continuation meeting that would cover things in a more in-depth manner.

Once that’s been decided upon, closing to make sure that your next encounter includes the decision-maker is an extremely important element. That’s assuming your initial meeting was not with the person who has the final word. Skipping this point tends to drag out the process.

ing to his or her distress, needs, and pleasures and helping them achieve relief or attain their desires by giving them the product or service you have that addresses those emotions. Yes, people usually buy emotionally, not rationally (I have a feeling you may have heard that from me before).

Sometimes it takes a bit, or in some cases a lot, more work.

What’s your percentage of one-call closes? If you said 100% I want you to call me NOW! And be ready to be anointed King or Queen of Selling. By the way – you don’t have to be a “salesperson” to experience what I’m discussing. Quite often executives and managers go through the same process when they’re selling their thoughts, strategies and tactics to their teams or others.

More often then not a sale gets completed in stages. First you have to close to get a conversation with your prospect – which may result in a “no reason to move forward” close. That’s not a bad thing, why waste any more of your time or the prospect’s time? It’s a non-renewable resource don’t squander it. That closed door will enable you to move more quickly to a “yes” prospect.

Next you have to close to get an appointment. That involves making sure you’ve qualified the prospect and have initiated some distress relief and/or pleasure inducing elements. A “no” could come at this juncture (from you or your prospect) if either of you realize that a match doesn’t exist.

If, however you sense that a match does seem probable it’s time to close the next stage. That may involve scheduling a face-to-face meeting (if your initial appointment was on the phone) or a continuation meeting that would cover things in a more in-depth manner.

Once that’s been decided upon, closing to make sure that your next encounter includes the decision-maker is an extremely important element. That’s assuming your initial meeting was not with the person who has the final word. Skipping this point tends to drag out the process.

of Selling. By the way – you don’t have to be a “salesperson” to experience what I’m discussing. Quite often executives and managers go through the same process when they’re selling their thoughts, strategies and tactics to their teams or others.

More often then not a sale gets completed in stages. First you have to close to get a conversation with your prospect – which may result in a “no reason to move forward” close. That’s not a bad thing, why waste any more of your time or the prospect’s time? It’s a non-renewable resource don’t squander it. That closed door will enable you to move more quickly to a “yes” prospect.

Next you have to close to get an appointment. That involves making sure you’ve qualified the prospect and have initiated some distress relief and/or pleasure inducing elements. A “no” could come at this juncture (from you or your prospect) if either of you realize that a match doesn’t exist.

If, however you sense that a match does seem probable it’s time to close the next stage. That may involve scheduling a face-to-face meeting (if your initial appointment was on the phone) or a continuation meeting that would cover things in a more in-depth manner.

Once that’s been decided upon, closing to make sure that your next encounter includes the decision-maker is an extremely important element. That’s assuming your initial meeting was not with the person who has the final word. Skipping this point tends to drag out the process.

ospect’s time? It’s a non-renewable resource don’t squander it. That closed door will enable you to move more quickly to a “yes” prospect.

Next you have to close to get an appointment. That involves making sure you’ve qualified the prospect and have initiated some distress relief and/or pleasure inducing elements. A “no” could come at this juncture (from you or your prospect) if either of you realize that a match doesn’t exist.

If, however you sense that a match does seem probable it’s time to close the next stage. That may involve scheduling a face-to-face meeting (if your initial appointment was on the phone) or a continuation meeting that would cover things in a more in-depth manner.

Once that’s been decided upon, closing to make sure that your next encounter includes the decision-maker is an extremely important element. That’s assuming your initial meeting was not with the person who has the final word. Skipping this point tends to drag out the process.

le it’s time to close the next stage. That may involve scheduling a face-to-face meeting (if your initial appointment was on the phone) or a continuation meeting that would cover things in a more in-depth manner.

Once that’s been decided upon, closing to make sure that your next encounter includes the decision-maker is an extremely important element. That’s assuming your initial meeting was not with the person who has the final word. Skipping this point tends to drag out the process. However, if the decision-maker can’t be there, continue the sale in order to gain an internal advocate.

During each step, make sure that you remain focused on uncovering needs, distresses and pleasures so you can have a clear picture of what you have to provide for your prospect.

Above all don’t forget to remain realistic. Salespeople and many managers have a tendency to become overly optimistic. Often a prospect or team member won’t be able to say “no” because they think he or she may not be liked if they react negatively, feel that they’ve been put in an uncomfortable situation, believe that a “yes” is necessary because the “seller” is a superior, or perhaps they’re unrealistic themselves. That’s when the seasoned salesperson or executive/manager has to enable the prospect to say no or recognize the unrealistic nature of the situation. You can soften things by letting the prospect know that it’s ok to say no. Helping them understand that you still appreciate the opportunity they’ve given you makes their negative response easier for them (and creates a possible referral source, return visit at another time, or perhaps even a call from them later more likely).

Selling to someone who doesn’t really need your services or products, can’t afford them (always get a budget or budget parameters), or would be in more distress if they purchased them, is not worth the effort. It’s not unusual to find that when people are “sold” as opposed to coming to the conclusion that they want to “buy” the bad client syndrome occurs. And…who needs that?

Qualifying is the key in each closing step. If it’s done right you’re on your way to healthier client relations, more referrals, and a better bottom line.