Samurai Business Training – Seventh Session in the Dojo – Closing the Sale

“Always be closing!” WRONG! It is the role of the Samurai to assist the prospect in selecting the best option that fits their needs. If you have not fully completed the buying decision model, gained a full understanding of the prospect’s apparent and compelling reasons, and gained trust, your closing rate will be abysmal.

So how do you move the prospect to client? How  do you get the prospect to select you and your offering? First, you must help the prospect fully complete the “Buying Decision Model.” The goal is to determine if there is a true need for your product of service, and at the same time assist the buyer in determining what they want.

During the process you should have taken copious notes. You are clear as to both the apparent and compelling reasons. You have connected the dots between the apparent and compelling reasons.

“We need a reliable and scalable IT solution. We are rapidly growing our business. And I need to stay on budget. The last system I selected was cheap, but it does not scale, continuously breaks down and it’s almost impossible to get service. I’m getting nervous with how this is perceived in the boardroom. The last memo from upstairs was pretty harsh.”

You have discussed solutions. Integrate your company’s servers to the current system to save on cost. Or replace the system and provide 24/7 technical support. Structure a lease-buy program to keep costs down. Not as inexpensive as integrating new servers, but much more reliable. The buyer prefers the second option. Now it is time for your presentation.

First, don’t email your presentation. Your presentation should be made in person, if at all possible. This allows you to judge reactions and answer silent concerns – body and facial language. If it is impossible to present your proposal live, then use an online screen share service so you can control the flow of the presentation.

The proposal should have three sections: an Executive Summary; the main proposal; and an appendix with any data, statistics or other details that support the proposal. The proposal needs to address both the apparent and compelling reasons, and written using the language of the buyer. Remember that you need to have taken copious notes to use the buyer’s language (were you listening or talking?).

As you make your presentation, keep it interactive. First summarize the compelling reasons and check on changes. Ask for feedback, changes or corrections. Then cover the compelling reasons in detail and the solutions offered. Let them decide what happens next. If there need to be changes, when can you reconvene? If they need to meet to discuss the proposal, when should you schedule a follow up meeting?

Finally, check for certainty. What are their concerns? If there are problems, deal with them. Be okay with questions. And if you can keep your emotions in check during the presentation, they will signal when they want to move forward and buy.

For further details on “Closing the Sale,” contact either Dan Kreutzer or Robert Lambert or visit the Samurai Business Group website.

Spencer Maus, of SpencerConnect, is a senior-level, public relations executive. Samurai Business Group is a client and providing compensation to SpencerConnect