Sales Closing Quotes

When two people are cuddled close, they can really warm up one burrito. It may take all night, but I like my cheese melted. #CuddleChampion

When tragedy hits close to home, like your neighbor’s house, it really makes you stop and think. And while you’re thinking, I’ll be speeding off in the getaway car.

I was depressed, but that was a side issue. This was more like closing up shop, or, say, having a big garage sale, where you look at everything you've bought in your life, and you remember how much it meant to you, and now you just tag it for a quarter and watch 'em carry it off, and you don't care. That's more like how it was.

Closing sales is a different process altogether. It is as important as marketing. Marketing can bring you the leads but the last step of turning those leads into customers decide the fate of all your efforts. This is known as closing sales.

the fear of loss is greater than the desire for gain.

You can have everything in life you want if you will just help enough other people get what they want.

Ghastly," continued Marvin, "it all is. Absolutely ghastly. Just don't even talk about it. Look at this door," he said, stepping through it. The irony circuits cut in to his voice modulator as he mimicked the style of the sales brochure. " 'All the doors in his spaceship have a cheerful and sunny disposition. It is their pleasure to open for you, and their satisfaction to close again with the knowledge of a job well done.' " As the door closed behind them it became apparent that it did indeed have a satisfied sighlike quality to it. "Hummmmmmmyummmmmmmah!" it said.

A good lawyer, just like a good poker player, must always keep his cards close to his chest.

Creativity is not just for artists. It’s for businesspeople looking for a new way to close a sale; it’s for engineers trying to solve a problem; it’s for parents who want their children to see the world in more than one way.

You can change everything about your business by changing your thinking about your business.

It is unwise to pay too little. When you pay too much, you lose a little money, that is all. When you pay too little, you sometimes lose everything because the thing you bought was incapable of doing what it was bought to do. The common law of business balance prohibits paying a little and getting a lot . .

If you do not believe in your product or service enough to offer it to your own family and friends, then you should question the value of what you are selling.

Do you see that man in the black Porsche?" I asked the women. They squinted out at Ranger. "Yes," they said."Your partner." "He's homeless. He's looking for a place to stay and he might be interested in renting Singh's room." Mrs.Apusenja's eyes widened. "We could use the income."She looked at Nonnie and then back at Ranger. "Is he married?" "Nope. He's single. He's a real catch." Connie did something between a gasp and a snort and buried her head back behind the computer. "Thank you for everything." Mrs.Apusenja said. "I suppose you are not such a bad slut. I will go talk to your partner.: "Omigod," Connie said, when the door closed behind the Apusenja's. "Ranger's going to kill you." The Apusenjas stood beside the Porsche, talkig to Ranger for a few long minutes, giving him the big sales pitch. The pitch wound down, Ranger responded, and Mrs. Apusenja looked disappointed. The two women crossed the road and got into the burgundy Escort and quickly drove away. Ranger turned his head in my direction and our eyes met. His expression was still bemused, but this time it was the sort of bemused expression a kid has when he's pulling the wings off a fly. "Uh-Oh,"Connie said. I whipped around and faced Connie. "Quick, give me an FTA. You're backed up, right? For God's sake, give me something fast. I need a reason to stand here until he calms down!" Connie shoved a pile of folders at me. "Pick one. Any one! Oh shit, he's getting out of his car.".... He leaned into me and his lips brushed the shell of my ear. "Feeling playful?" "I don't know what you're talking about." "Watch your back babe. I will get even." -Ranger and Stephanie

I'm a rich man, Brick, yep, I'm a mighty rich man. Y'know how much I'm worth? Guess, Brick! Guess how much I'm worth! Close to ten million in cash an' blue chip stocks, outside, mind you, of twenty-eight thousand acres of the richest land this side of the valley Nile! But a man can't buy his life with it, he can't buy back his life with it when his life has been spent, that's one thing not offered in the Europe fire-sale or in the American markets or any markets on earth, a man can't buy his life with it, he can't buy back his life when his life is finished... Big Daddy: (pp. 65)

Tony sat in the only chair, a large, overstuffed, ripped and torn chair that had huge wings that made it look as if it was going to close itself around Tony and somehow swallow and digest him and he would end up on a shelf somewhere in the dark and dusty corner of a secondhand furniture store staring back at the cat sitting on the floor staring up at him, a not-for-sale sign hanging from his chest.

Before reaching Grassy Butte, though, Dad spied a farmhouse with two pumps in the drive and a red-and-white sign out front saying DALE'S OIL COMPANY. Another sign said CLOSED, but a light was on in the house and Dad pulled in, saying, "I believe we might prevail on Dale. What do you think?" "Prevail on Dale," I repeated to Swede. "To make a sale," she added. "And if we fail, we'll whale on Dale--" "Till he needs braille!" "Will you guys desist?" Dad asked.

Why settle for the ‘get by’ when in the long run the good costs less?

Change your introduction so that you can change the outcome. Engage clients or they'll be thinking divorce.

This was probably rooted in a belief that had been inculcated to him from the get-go: that there was an objective reality, which all people worth talking to could observe and understand, and that there was no point in arguing about anything that could be so observed and so understood. As long as you made a point of hanging out exclusively with people who had the wit to see and to understand that objective reality, you didn’t have to waste a lot of time talking. When a thunderstorm was headed your way across the prairie, you took the washing down from the line and closed the windows. It wasn’t necessary to have a meeting about it. The sales force didn’t need to get involved.

Funny isn't it, that such a large percentage of people believe in the possibility of ghosts yet scoff at stories about then; whereas less than a fifth of one percent think there actually may be vampires, yet glamorize and romanticize them into millions of dollar of sales. Perhaps the real irony is that the thought of ghosts is just a little too close to people’s comfort level.

We came to the corner, waited for the light, and crossed. I had no idea where we were going. I said, “I didn’t realize you were so depressed.” “I was depressed, but that was a side issue. This was more like closing up shop, or, say, having a big garage sale, where you look at everything you’ve bought in your life, and you remember how much it meant to you, and now you just tag it for a quarter and watch ’em all carry it off, and you don’t care. That’s more like how it was.

Things that have happened to me that have generated more sympathy than depression Having tinnitus. Scalding my hand on an oven, and having to have my hand in a strange ointment-filled glove for a week. Accidentally setting my leg on fire. Losing a job. Breaking a toe. Being in debt. Having a river flood our nice new house, causing ten thousand pounds’ worth of damage. Bad Amazon reviews. Getting the norovirus. Having to be circumcised when I was eleven. Lower-back pain. Having a blackboard fall on me. Irritable bowel syndrome. Being a street away from a terrorist attack. Eczema. Living in Hull in January. Relationship break-ups. Working in a cabbage-packing warehouse. Working in media sales (okay, that came close). Consuming a poisoned prawn. Three-day migraines.

If you want to make more money by closing online leads, you have to pick up the damn phone. If you have more usernames and passwords than customers you are doing it wrong.

These seven key result areas are prospecting, building rapport, identifying needs, presenting, answering objections, closing the sale, and getting resales and referrals.

I think the best punishment for a misbehaving child is to strap them to a chair and make them listen to Lady Gaga. Actually, perhaps that’s too cruel, too close to torture.

The fact is, if you are having a hard time getting appointments, getting to decision makers, getting information, or closing the deal, 9 out of 10 times it is because you are not asking.

Music is crucial... Let's say you're southbound on the interstate, cruising along in the middle lane, listening to AM radio. Up alongside comes a tractor trailer of logs or concrete pipe, a tie-down strap breaks, and the load dumps on top of your little sheetmetal ride. Crushed under a world of concrete, you're sandwiched like so much meat salad between layers of steel and glass. In that last, fast flutter of your eyelids, you looking down that long tunnel toward the bright God Light and your dead grandma walking up to hug you - do you want to be hearing another radio commercial for a mega, clearance, close-out, blow-out liquidation car-stereo sale?

Language is the proper way to communicate, followed closely by five balled up fingers forming a fist and flying at a face. Violence is never the answer—unless the question is: What the fuck are you going to do about it?

Helen of Troy Does Counter Dancing The world is full of women who'd tell me I should be ashamed of myself if they had the chance. Quit dancing. Get some self-respect and a day job. Right. And minimum wage, and varicose veins, just standing in one place for eight hours behind a glass counter bundled up to the neck, instead of naked as a meat sandwich. Selling gloves, or something. Instead of what I do sell. You have to have talent to peddle a thing so nebulous and without material form. Exploited, they'd say. Yes, any way you cut it, but I've a choice of how, and I'll take the money. I do give value. Like preachers, I sell vision, like perfume ads, desire or its facsimile. Like jokes or war, it's all in the timing. I sell men back their worst suspicions: that everything's for sale, and piecemeal. They gaze at me and see a chain-saw murder just before it happens, when thigh, ass, inkblot, crevice, tit, and nipple are still connected. Such hatred leaps in them, my beery worshipers! That, or a bleary hopeless love. Seeing the rows of heads and upturned eyes, imploring but ready to snap at my ankles, I understand floods and earthquakes, and the urge to step on ants. I keep the beat, and dance for them because they can't. The music smells like foxes, crisp as heated metal searing the nostrils or humid as August, hazy and languorous as a looted city the day after, when all the rape's been done already, and the killing, and the survivors wander around looking for garbage to eat, and there's only a bleak exhaustion. Speaking of which, it's the smiling tires me out the most. This, and the pretense that I can't hear them. And I can't, because I'm after all a foreigner to them. The speech here is all warty gutturals, obvious as a slam of ham, but I come from the province of the gods where meaning are lilting and oblique. I don't let on to everyone, but lean close, and I'll whisper: My mothers was raped by a holy swan. You believe that? You can take me out to dinner. That's what we tell all the husbands. There sure are a lot of dangerous birds around. Not that anyone here but you would understand. The rest of them would like to watch me and feel nothing. Reduce me to components as in a clock factory or abattoir. Crush out the mystery. Wall me up alive in my own body. They'd like to see through me, but nothing is more opaque than absolute transparency. Look - my feet don't hit the marble! Like breath or a balloon, I'm rising, I hover six inches in the air in my blazing swan-egg of light. You think I'm not a goddess? Try me. This is a torch song. Touch me and you'll burn.

So herein lies the paradox and predicament of young black men labeled criminals. A war has been declared on them, and they have been rounded up for engaging in precisely the same crimes that go largely ignored in middle-and upper-class white communities—possession and sale of illegal drugs. For those residing in ghetto communities, employment is scarce—often nonexistent. Schools located in ghetto communities more closely resemble prisons than places of learning, creativity, or moral development. And because the drug war has been raging for decades now, the parents of children coming of age today were targets of the drug war as well. As a result, many fathers are in prison, and those who are “free” bear the prison label. They are often unable to provide for, or meaningfully contribute to, a family. Any wonder, then, that many youth embrace their stigmatized identity as a means of survival in this new caste system?

Value can’t be created without understanding what people want (market research). Attracting customers first requires getting their attention, then making them interested (marketing). In order to close a sale, people must first trust your ability to deliver on what’s promised (value delivery and operations). Customer satisfaction depends on reliably exceeding the customer’s expectations (customer service). Profit sufficiency requires bringing in more money than is spent (finance).

Bast’s ears pricked at this news. Oh yes, this is good, she gloated inwardly. Felicity could be a useful tool if she was close to the Vanguard’s commanding officer. A plan began to form in her mind, an opportunity for some amusement and a chance to take down her target. Too good to miss. She laughed. “Lucky you. I don’t suppose he has any spare seats for us poor sales reps out here scrabbling to earn a living.” Felicity smiled. “I’d ask, but I suspect the answer would be only if I stayed here to free up a seat—and I’m not that self-sacrificial.” She laughed. “See you on the Dock, Yelendi. Mr Cardington, maybe I’ll be able to catch up with you soon. It’s been nice chatting with you both.

you don’t need “the” decision maker. You need a consensus.

the style of delivery by the “Closer” which is crucial to the sale..

I want you to know that evangelism is not about closing a sale. Evangelism is about loving people.

A counterfeit is a knock off. A cat’s tail swiping a knickknack placed perilously close to the edge of a shelf is also a knock off. How do you think my heart got broken?

Diversity is like a buffet, only with people. That’s why I like associating with individuals who are as close to macaroni and cheese as humanly possible.

I’m big on body language. If you give me the air hand job gesture, I might try to stick my dick in your closed, circular hand.

When I’m cold and I fart, I always admonish myself saying, “Stop! Close the back door. You’re letting all the cold air in.

No part of the sales process can be about you or what you need. Selling isn’t something you do to someone. It is something you do for someone and with someone.

time has never helped anyone make a better decision. They need more information and better counsel.

Customers don't care at all whether you close the deal or not. They care about improving their business. It’s easy to forget this in the heat of a sales cycle.

Prospecting doesn’t bring in revenue—closing brings in revenue.

Influence whispers where argument shouts.

Great closers don't chase. They create the ache to be chased.

The unsaid line closes harder than the spoken one.

There are no guarantees, no magic pills, no holy grail. There is only poetry and probability.

Winners always accept responsibility themselves for the consequences of their actions. Losers never do but instead always have some kind of explanation for why they are doing poorly.

a motivated person who was willing to get in front of enough people and simply tell their story would almost always outsell the ‘sales pro’ with the slick closes and fancy techniques.

The students tend to stick close to campus. There is nothing for them to do in Blacksmith proper, no natural haunt or attraction. They have their own food, movies, music, theater, sports, conversation and sex. This is a town of dry cleaning shops and opticians. Photos of looming Victorian homes decorate the windows of real estate firms. These pictures have not changed in years. The homes are sold or gone or stand in other towns in other states. This is a town of tag sales and yard sales, the failed possessions arrayed in driveways and tended by kids.

When you care about helping other people generate the results that they can’t generate without you, your outward focus is part of what creates a preference and makes you easier to buy from.

put it up for sale at an asking price of $25 million. I first looked at Mar-a-Lago while vacationing in Palm Beach in 1982. Almost immediately I put in a bid of $15 million, and it was promptly rejected. Over the next few years, the foundation signed contracts with several other buyers at higher prices than I’d offered, only to have them fall through before closing. Each time that happened, I put in another bid, but always at a lower sum than before. Finally, in late 1985, I put in a cash offer of $5 million, plus another $3 million for the furnishings in the house. Apparently, the foundation was tired of broken deals. They accepted my offer, and we closed one month later. The day the deal was announced, the Palm Beach Daily News ran a huge front-page story with the headline MAR-A-LAGO’S BARGAIN PRICE ROCKS COMMUNITY. Soon, several far more modest estates on property a fraction of Mar-a-Lago’s size sold for prices in excess of $18 million. I’ve been told that the furnishings in Mar-a-Lago alone are worth more than I paid for the house. It just goes to show that it pays to move quickly and decisively when the time is right. Upkeep

Not ​everything is a priority, and in some cases, this means that there are tasks that may not get done. That's okay. Keep the pipe full and get the deals closed and no one will ever remember.

I drew a self-portrait of myself, drawn with my eyes closed from a memory someone else may or may not have had of me. After I drew it I made the remark, "Gee, I guess someone thinks I am a dog.

not only are they not going to be embarrassed, they will look like winners for having made such an innovative and effective change. And you must assure them that they do really need to change now.

The psychic said I would have two children. This makes me shake my head. I know you are not supposed to leave a baby alone. Not even for a minute. But after a while I think, What could happen to a baby in the time it would take for me to run to the corner for a cappuccino on the go? So I do it, I run to the corner and get the cappuccino. And then I think how close the store is that is having the sale on leather gloves. Really, I think, it is only a couple of blocks. So I go to the store and buy the gloves. And it hits me--how long it has been since I have gone to a movie. A matinee! So I do that, too. I go to a movie. And when I come out of the theater it occurs to me that it has been years since I have been to Paris. Years. So I go to Paris, and come back three months later and find a skeleton in the crib.

As you discuss this with your team, you are no doubt going to have questions and concerns. I want to make sure that I am here to address those questions and concerns for you. How do you look at this same time next week?

What do they all say? That will never work. By now, I hope you know what my answer to that line is. Nobody Knows Anything. I only get to write this book once. And I’d feel like I missed an opportunity if I ended this story without giving you some advice. The most powerful step that anyone can take to turn their dreams into reality is a simple one: you just need to start. The only real way to find out if your idea is a good one is to do it. You’ll learn more in one hour of doing something than in a lifetime of thinking about it. So take that step. Build something, make something, test something, sell something. Learn for yourself if your idea is a good one. What happens if your idea doesn’t work? What happens if your test fails, if nobody orders your product or joins your club? What if sales don’t go up and customer complaints don’t go down? What if you get halfway through writing your novel and get writer’s block? What if after dozens of tries – even hundreds of attempts – you still haven’t seen your dream become anything close to real? You have to learn to love the problem, not the solution. That’s how you stay engaged when things take longer than you expected.

Goals: Setting and Achieving Them on Schedule, How to Stay Motivated, and Secrets of Closing the Sale by Zig Ziglar: “Zig is your grandfather and my grandfather. He’s Tony Robbins’s grandfather. None of us would be here if it weren’t for Zig.

Girls mature faster than boys, cost more to raise, and statistics show that the old saw about girls not knowing about money and figures is a myth. Girls start to outspend boys before puberty—and they manage to maintain this lead until death or an ugly credit manager, whichever comes first. Males are born with a closed fist. Girls are born with the left hand cramped in a position the size of an American Express card. Whenever a girl sees a sign reading, “Sale, Going Out of Business, Liquidation,” saliva begins to form in her mouth, the palms of her hands perspire and the pituitary gland says, “Go, Mama.” In the male, it is quite a different story. He has a gland that follows a muscle from the right arm down to the base of his billfold pocket. It's called “cheap.” Girls can slam a door louder, beg longer, turn tears on and off like a faucet, and invented the term, “You don't trust me.” So much for “sugar and spice and everything nice” and “snips and snails and puppydog tails.

A human!” He grasps my hand with both of his and dances me in a circle. Then he stops and pulls out his notebook and a pen, flips it open to a blank page, and poises his pen over the page. “Do you have dreams when you sleep at night? What do you dream about? What did you eat for breakfast? How often do you eat in a day? Omnivore, herbivore, or carnivore? Let me look at your teeth.” He steps close as if he would open my mouth for me and inspect it as if I were a horse for sale. I take a step back and bump into the stall door behind me.

Twist and wring out the budget, work extra hours, sell something, or have a garage sale, but quickly get your $1,000. Most of you should hit this step in less than a month. If it looks as though it is going to take longer, do something radical. Deliver pizzas, work part-time, or sell something else. Get crazy. You are way too close to the edge of falling over a major money cliff here. Remember, if the Joneses (all the broke people) think you are cool, you are heading the wrong way. If they think you are crazy, you are probably on track.

But Sony couldn’t. It had pioneered portable music with the Walkman, it had a great record company, and it had a long history of making beautiful consumer devices. It had all of the assets to compete with Jobs’s strategy of integration of hardware, software, devices, and content sales. Why did it fail? Partly because it was a company, like AOL Time Warner, that was organized into divisions (that word itself was ominous) with their own bottom lines; the goal of achieving synergy in such companies by prodding the divisions to work together was usually elusive. Jobs did not organize Apple into semiautonomous divisions; he closely controlled all of his teams and pushed them to work as one cohesive and flexible company, with one profit-and-loss bottom line. “We don’t have ‘divisions’ with their own P&L,” said Tim Cook. “We run one P&L for the company.

No problem, no sale In every sale there’s a gap All sales are about change Customers don’t like change Sales are emotional Customers do like change when they feel it’s worth the cost Asking “Why?” gets customers to “Yes” Sales happen when the future state is a better state No one gives a shit about you

I'VE SAVED THE BEST FOR LAST: There is ONE technique that can work to both find the risk, and close the deal. BUT it's a delicate one that requires mastery through preparation and practice. The strategy is called: What's the risk? What's the reward? When a prospect hesitates, you simply ask him or her to list the risks of purchase. Actually write them down. Prompt others. If the prospect says "I'm not sure," you ask, "Could it be ..." After you feel the list is complete, ask the prospect to list the rewards. Write them down, and embellish as much as possible without puking on the prospect. Then eliminate the risks one by one with lead in phrases like: Suppose we could ... did you know that ... I think we can ... Then you simply ask, "can you see any other reasons not to proceed?" One at a time, brick by brick, remove the risks that the buyer perceives as fatal mistakes in his decision-making process. Then drive home the rewards, both emotionally and logically.

Gaiman wrote the first draft in fountain pen, in several five-hundred-page, leather-bound sketchbooks that he purchased in a close-out sale. "I really wanted a second draft," says the author. "It's my experience with computers that they do not give you a second draft. Computers give you an ongoing, ever-improving first draft.

In the car that morning, I described the ideal selling system. Here’s how it would work: Prospects would deliver the presentations themselves. They would raise the stalls and objections, and they would resolve them. They would qualify themselves financially. They would close the sale. And finally, they would thank me for calling on them!

Trumpeting feature benefits that may or may not be of value to your customer will not get you closer to the sale. Mentioning your place on the Fortune 500 will not get you any closer to the sale. In fact, every time you talk about yourself, you risk triggering those change-resistant, emotionally fraught thoughts and feelings in your customers.

And when we combine the information from the first document that Boswell recorded—the deed or act of sale, which showed that Pierce was selling Ellen to Barthelemy Bonny of Orleans Parish for $420—with a second one, we can see that in the 1820s enslavers had also come as close to fully monetizing human bodies and lives as any set of capitalists have ever done.

Pham Nuwen spent years learning to program/explore. Programming went back to the beginning of time. It was a little like the midden out back of his father’s castle. Where the creek had worn that away, ten meters down, there were the crumpled hulks of machines—flying machines, the peasants said—from the great days of Canberra’s original colonial era. But the castle midden was clean and fresh compared to what lay within the Reprise’s local net. There were programs here that had been written five thousand years ago, before Humankind ever left Earth. The wonder of it—the horror of it, Sura said—was that unlike the useless wrecks of Canberra’s past, these programs still worked! And via a million million circuitous threads of inheritance, many of the oldest programs still ran in the bowels of the Qeng Ho system. Take the Traders’ method of timekeeping. The frame corrections were incredibly complex—and down at the very bottom of it was a little program that ran a counter. Second by second, the Qeng Ho counted from the instant that a human had first set foot on Old Earth’s moon. But if you looked at it still more closely. . .the starting instant was actually some hundred million seconds later, the 0-second of one of Humankind’s first computer operating systems. So behind all the top-level interfaces was layer under layer of support. Some of that software had been designed for wildly different situations. Every so often, the inconsistencies caused fatal accidents. Despite the romance of spaceflight, the most common accidents were simply caused by ancient, misused programs finally getting their revenge. “We should rewrite it all,” said Pham. “It’s been done,” said Sura, not looking up. She was preparing to go off-Watch, and had spent the last four days trying to root a problem out of the coldsleep automation. “It’s been tried,” corrected Bret, just back from the freezers. “But even the top levels of fleet system code are enormous. You and a thousand of your friends would have to work for a century or so to reproduce it.” Trinli grinned evilly. “And guess what—even if you did, by the time you finished, you’d have your own set of inconsistencies. And you still wouldn’t be consistent with all the applications that might be needed now and then.” Sura gave up on her debugging for the moment. “The word for all this is ‘mature programming environment.’ Basically, when hardware performance has been pushed to its final limit, and programmers have had several centuries to code, you reach a point where there is far more signicant code than can be rationalized. The best you can do is understand the overall layering, and know how to search for the oddball tool that may come in handy—take the situation I have here.” She waved at the dependency chart she had been working on. “We are low on working fluid for the coffins. Like a million other things, there was none for sale on dear old Canberra. Well, the obvious thing is to move the coffins near the aft hull, and cool by direct radiation. We don’t have the proper equipment to support this—so lately, I’ve been doing my share of archeology. It seems that five hundred years ago, a similar thing happened after an in-system war at Torma. They hacked together a temperature maintenance package that is precisely what we need.” “Almost precisely.

Paul, all I know is that this is the third time we've talked tonight, you're saying 'fuck' to me, I'm a guy, and your penis has been mentioned numerous times. Jesus, you're acting like you're some teenager. Work through this shit with a shrink, man. I don't care if you're gay.' Here again, I achieved silence. But not for long. The breathing became heavy and then, 'What the fuck kind of game are you playing?' 'It's no game, man. You want to close a sale? I want to see your penis. It's a fair exchange if you ask me.' He hung up again, and I reached for my perfectly spicy, scratch-your-throat-like-a-cat-claw-hot Blenheim ginger ale and took a long swallow. This particular credit card company has not called me again. And, to my delight, AT&T never called me again after I asked one of their friendly Southern females if by any chance she happened to be a male-to-female transsexual, and if so, what vaginal depth her surgeon had managed to attain for her. 'Four inches is pretty common,' I told her. 'But if you dilate religiously, you can probably achieve five.' I even got the phrase 'self-lubricating' out before she hung up on me.

CREDIBILITY STATEMENT EXERCISE Take a moment to think of one credibility statement you can incorporate into your sales approach. Make sure it clearly and convincingly communicates how you or your company is an expert in an area that will provide meaningful value to your potential customers. Once you create it, begin to use it when selling and you’ll see how the statement will increase buyer receptiveness.

Can I share one idea with you and make a recommendation?” Pause here and wait until your prospect agrees, then continue. “A lot of the questions and concerns that come up when our clients meet with their teams are technical or have to do with how we will respond to their needs or challenges. If we are there to answer these questions, they will get a better understanding of our commitment to them. I recognize

Perhaps talk of counters turned the boy’s thoughts to his father’s glove shop. His father would have accounted for all his transactions using the tokens. They were hard and round and very thin, made of copper or brass. There were counters for one pair of gloves, and for two pairs, and three and four and five. But there was no counter for zero. No counters existed for all the sales that his father did not close.

I never did understand the prospect of spending coin for pleasure, but my sister loved to shop. She ran her fingers lovingly over the fabrics on sale: silks and velvets and satins imported from England, Italy, and even the Far East. She buried her nose in bouquets of dried lavender and rosemary, and closed her eyes as she savored the tart taste of mustard on the doughy pretzel she had bought. Such sensuous enjoyment.

At IBM, a corporation that embodied the ideal of the company man, the sales force gathered each morning to belt out the company anthem, “Ever Onward,” and to harmonize on the “Selling IBM” song, set to the tune of “Singin’ in the Rain.” “Selling IBM,” it began, “we’re selling IBM. What a glorious feeling, the world is our friend.” The ditty built to a stirring close: “We’re always in trim, we work with a vim. We’re selling, just selling, IBM.

The greater the risk or investment, the more concerns and the deeper they will be. This is completely natural. Aren’t you especially concerned and in need of greater assurances when you make a major purchase, like buying a house or car? Don’t you want to be sure, before you commit to making a big investment, that it’s going to work for you, that you haven’t overlooked something, and that you aren’t going to be surprised, embarrassed, or dismayed down the line?

If You Only Track Five Metrics… Track as many of these as you can in your sales force automation system’s dashboards: New leads created per month (also, from what source). Conversion rate of leads to opportunities. Number of, and pipeline dollar value of, qualified opportunities created per month. This is the most important leading indicator of revenue! Conversion rates of opportunities to closed deals. Booked revenues in three categories: New Business, Add-On Business, Renewal Business.

Here lies the challenge in finding good salespeople. You need excellent empathizers who aren't so empathetic they can't close a sale. And you need people with strong ego needs who can still take a moment to figure out what another person wants. They must be aggressive enough to close, but not so aggressive they put people off. Too much empathy and you'll be a nice guy finishing last. Too much ego drive and you'll be scorching earth everywhere you go. Not enough of either and you shouldn't be in sales at all. It's a miracle anyone can do this job.

Most organizations equate salespeople’s results with the skill of closing. The theory goes, if salespeople aren’t making their numbers; they must have a problem with closing. I’ve spent the majority of my professional life working with individuals and companies to improve their sales performance, and I can say without any hesitation that closing, the so-called skill of asking for the order, is not the big problem. Often my clients discover that the real problem with closing is not adequately defining or diagnosing the prospect’s problems in the first place.

Regardless of the circumstances, what makes the most difference in whether a girl leaves or not when that door opens up is if she believes that she has options, resources, somewhere to go, and the support she’ll need once she’s out. Without that glimmer of hope, whether it comes in the form of family, a program like GEMS, or a church community like the one that helped me, it’s unlikely that she’ll leave. And then the door will close just as quickly as it opened, leaving her feeling trapped once more. and this time even more convinced that this is the life that she’s destined to lead.

Old maps make sense to me. With their strange collections of obscure landmarks. It's how we all got around when young. An hour to Gainesville. Turn off where they have the livestock fair. Then past an airport owned by my stepdad's family. A Rotunda. Tiny Horses. Dani's house. Jonesville didn't have much back then. Rosie's Bar and a Lil' Champ. Still when we saw the sign we knew we were close. "HAY!" Screamed by a face on the side of a store. We'd all yell it as we passed. For good luck. Later that sign was stolen. This created suspicions. Some asked if we had taken it. No. But we should have.

I made the out of town trip once, walked a mile, and endured product placement rather than putting an item where it made sense. There were plastic smiles of overworked, underpaid employees who not only didn’t want to help you, they didn’t want to be there. Crowds, lots of crowds, because everything was always on sale. And after I’d wandered aimlessly for a couple of hours, running from one side of the store to the next caught in some perverse scavenger hunt, I stood in the line. Then there was the one open line in a row of fifty closed ones trying to check out a store full of tired suburbanites, their screaming kids, and clueless teenagers.

Every deal can be closed. Every prospect can become a buyer. Every no can turn into a yes. In any market. In any economy. There is always an angle. There is always another attempt. There is no law against how much you can prospect, or how many times you can try to close a deal. There are more than enough ideas and millions of resources and billions of people out there to make any dream that you want, a reality. The only mental chain that will ever imprison you in a life of scarcity, is a belief that there is not enough, or that there is not a way to make what you want possible.   This chapter is going to awaken and stir up a monster of influence and achievement inside you. This monster works by being totally aware of all the resources that you have at your disposal, and not being afraid to any means to influence. ” Excerpt From: “Unlimited Influence: Sell Any Idea One On One - Chapter: Gun To Your Head

When I started my marketing company, I fell into the same trap most entrepreneurs do in the early stages of their business. Desperate for sales I created page after page on my website, offering everything and anything from logo design and email marketing to Google AdWords and SEO. It was only when I stripped all of this noise away and focused almost exclusively on Google AdWords and PPC marketing that things started to happen for me. It was easier to rank my website on Google because the whole website was optimised around specific niche keywords. It was easier to close customers, because they wanted professional PPC services and I could demonstrate with little effort that I was a PPC specialist. In most cases I didn't even need to demonstrate this point because 5 seconds spent on my website would tell the client that my whole business was Google AdWords PPC. By making it look like the only thing I specialised in was PPC consultancy, I cornered the market in every channel my services were advertised.   But

Richard was, at bottom, a guy who did stuff. A farmer. A plumber. A Barney. What he wasn't so good at was manipulating the internal states of other humans, getting them to see things his way, do things for him. His baseline attitude toward other humans was that they could all just go fuck themselves and that he was not going to expend any effort whatsoever getting them to change the way they thought. This was probably rooted in the belief that had been inculcated to him from the get-go: that there was an objective reality, which all people worth talking to could observe and understand, and that there was no point in arguing about anything that could be so observed and so understood. As long as you made a point of hanging out exclusively with people who had the wit to see and to understand that objective reality, you didn't have to waste a lot of time talking. When a thunderstorm was headed your way across the prairie, you took the washing down from the line and closed the windows. It wasn't necessary to have a meeting about it. The sales force didn't need to get involved.

The public offering occurred exactly one week after Toy Story’s opening. Jobs had gambled that the movie would be successful, and the risky bet paid off, big-time. As with the Apple IPO, a celebration was planned at the San Francisco office of the lead underwriter at 7 a.m., when the shares were to go on sale. The plan had originally been for the first shares to be offered at about $14, to be sure they would sell. Jobs insisted on pricing them at $22, which would give the company more money if the offering was a success. It was, beyond even his wildest hopes. It exceeded Netscape as the biggest IPO of the year. In the first half hour, the stock shot up to $45, and trading had to be delayed because there were too many buy orders. It then went up even further, to $49, before settling back to close the day at $39. Earlier that year Jobs had been hoping to find a buyer for Pixar that would let him merely recoup the $50 million he had put in. By the end of the day the shares he had retained—80% of the company—were worth more than twenty times that, an astonishing $1.2 billion. That was about five times what he’d made when Apple went public in 1980.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

I heard a story about a critical, negative barber who never had a pleasant thing to say. A salesman came in for a haircut and mentioned that he was about to make a trip to Rome, Italy. “What airline are you taking and at what hotel will you be staying?” asked the barber. When the salesman told him, the barber criticized the airline for being undependable and the hotel for having horrible service. “You’d be better off to stay home,” he advised. “But I expect to close a big deal. Then I’m going to see the Pope,” said the salesman. “You’ll be disappointed trying to do business in Italy,” said the barber, “and don’t count on seeing the Pope. He only grants audiences to very important people.” Two months later the salesman returned to the barber shop. “And how was your trip?” asked the barber. “Wonderful!” replied the salesman. “The flight was perfect, the service at the hotel was excellent; I made a big sale, and I got to see the Pope.” “You got to see the Pope? What happened?” The salesman replied, “I bent down and kissed his ring.” “No kidding! What did he say?” “Well, he placed his hand on my head and then he said to me, ‘My son, where did you ever get such a lousy haircut?’” There’s

Liturgy gathers the holy community as it reads the Holy Scriptures into the sweeping tidal rhythms of the church year in which the story of Jesus and the Christian makes its rounds century after century, the large and easy interior rhythms of a year that moves from birth, life, death, resurrection, on to spirit, obedience, faith, and blessing. Without liturgy we lose the rhythms and end up tangled in the jerky, ill-timed, and insensitive interruptions of public-relations campaigns, school openings and closings, sales days, tax deadlines, inventory and elections. Advent is buried under 'shopping days before Christmas.' The joyful disciplines of Lent are exchanged for the anxious penitentials of filling out income tax forms. Liturgy keeps us in touch with the story as it defines and shapes our beginnings and ends our living and dying, our rebirths and blessing in this Holy Spirit, text-formed community visible and invisible. When Holy Scripture is embraced liturgically, we become aware that a lot is going on all at once, a lot of different people are doing a lot of different things. The community is on its feet, at work for God, listening and responding to the Holy Scriptures. The holy community, in the process of being formed by the Holy Scriptures, is watching, listening to God's revelation taking shape before an din them as they follow Jesus, each person playing his or her part in the Spirit.

His baseline attitude toward humans was that they could all just go fuck themselves and that he was not going to expend any effort whatsoever getting them to change the way they thought. This was probably rooted in the belief that had been inculcated to him from the get-go: that there was an objective reality, which all people worth talking to could observe and understand, and there was no point in arguing about anything that would be so observed and so understood. As long as you made a point of hanging out exclusively with people who had the wit to see and understand that objective reality, you didn't have to waste a lot of time talking. When a thunderstorm was headed your way across the prairie, you took the washing down from the line and closed the windows. It wasn't necessary to have a meeting about it. The sales force didn't need to get involved... ...It was time, in other words, to call out the sales force, take Jones to lunch, begin gardening personal contacts, shape his perception of the competitive landscape. Forge a partnership. Exactly the kind of work from which Richard had always found some way to excuse himself, even when large amounts of money were at stake. Yet now his life was at stake, and no one was around to help him, and he still wasn't doing it. He simply couldn't get past his conviction that Jones could go fuck himself and that he wasn't going to angle and scheme and maneuver for Jones' sake.

But here they are, leaving the stress and shit food and endless misunderstandings. Leaving. The jobcentre, the classroom, the pub, the gym, the car park, the flat, the filth, the TV, the constant swiping of newsfeeds, the hoover, the toothbrush, the laptop bag, the expensive hair product that makes you feel better inside, the queue for the cash machine, the cinema, the bowling alley, the phone shop, the guilt, the absolute nothingness that never stops chasing, the pain of seeing a person grow into a shadow. The people’s faces twisting into grimaces again, losing all their insides in the gutters, clutching lovers till the breath is faint and love is dead, wet cement and spray paint, the kids are watching porn and drinking Monster. Watch the city fall and rise again through mist and bleeding hands. Keep holding on to power-ballad karaoke hits. Chase your talent. Corner it, lock it in a cage, give the key to someone rich and tell yourself you’re staying brave. Tip your chair back, stare into the eyes of someone hateful that you’ll take home anyway. Tell the world you’re staying faithful. Nothing’s for you but it’s all for sale, give until your strength is frail and when it’s at its weakest, burden it with hurt and secrets. It’s all around you screaming paradise until there’s nothing left to feel. Suck it up, gob it, double-drop it. Pin it deep into your vein and try for ever to get off it. Now close your eyes and stop it. But it never stops. They

freeze, so she opted for pants with a thick, nubbly sweater that added substance to her frame. As always, her necklace was in place, and she donned a lovely bright cashmere scarf to keep her neck warm. When she stepped back to appraise herself in the mirror, she felt she looked almost as good as she had before chemotherapy started. Collecting her purse, she took a couple more pills—the pain wasn’t as bad as yesterday, but no reason to risk it—and called an Uber. Pulling up to the gallery a few minutes after closing time, she saw Mark through the window, discussing one of her photographs with a couple in their fifties. Mark offered the slightest of waves when Maggie stepped inside and hurried to her office. On her desk was a small stack of mail; she was quickly sorting through it when Mark suddenly tapped on her open door. “Hey, sorry. I thought they’d make a decision before you arrived, but they had a lot of questions.” “And?” “They bought two of your prints.” Amazing, she thought. Early in the life of the gallery, weeks could go by without the sale of even a single print of hers. And while the sales did increase with the growth of her career, the real renown came with her Cancer Videos. Fame did indeed change everything, even if the fame was for a reason she wouldn’t wish upon anyone. Mark walked into the office before suddenly pulling up short. “Wow,” he said. “You look fantastic.” “I’m trying.” “How do you feel?” “I’ve been more tired than usual, so I’ve been sleeping a lot.” “Are you sure you’re still up for this?” She could see the worry in his expression. “It’s Luanne’s gift, so I have to go. And besides, it’ll help me get into the Christmas spirit.

Suppose that you need to hire a sales representative for your firm. If you are serious about hiring the best possible person for the job, this is what you should do. First, select a few traits that are prerequisites for success in this position (technical proficiency, engaging personality, reliability, and so on). Don’t overdo it—six dimensions is a good number. The traits you choose should be as independent as possible from each other, and you should feel that you can assess them reliably by asking a few factual questions. Next, make a list of those questions for each trait and think about how you will score it, say on a 1–5 scale. You should have an idea of what you will call “very weak” or “very strong.” These preparations should take you half an hour or so, a small investment that can make a significant difference in the quality of the people you hire. To avoid halo effects, you must collect the information on one trait at a time, scoring each before you move on to the next one. Do not skip around. To evaluate each candidate, add up the six scores. Because you are in charge of the final decision, you should not do a “close your eyes.” Firmly resolve that you will hire the candidate whose final score is the highest, even if there is another one whom you like better—try to resist your wish to invent broken legs to change the ranking. A vast amount of research offers a promise: you are much more likely to find the best candidate if you use this procedure than if you do what people normally do in such situations, which is to go into the interview unprepared and to make choices by an overall intuitive judgment such as “I looked into his eyes and liked what I saw.

Russia selling arms to China, U.S. Navy concerned July 30, 1997 Web posted at: 12:00 P.M. EST (1700 GMT) From Washington chief correspondent Michael Flasetti WASHINGTON (TCN)—As tensions mount in the South China Sea, a confrontation between the Chinese and UN military, led by the U.S. Navy, seems inevitable. Adding to the danger of the situation is the news, reportedly obtained by the CIA, that Russia has been arming China with advanced weapons, among them nuclear attack submarines that may be deployed into the waters surrounding the Spratly Islands. The news that Russia has been selling arms to the Chinese is not new. Over the past two years, China has taken delivery of four Russian Kilo-class diesel submarines, which are considerably less advanced than Russia’s nuclear submarines. However, the possibility that Russia has sold more advanced submarines to the Chinese is of great concern to White House military advisers. A source close to the Joint Chiefs of Staff has disclosed that the Russians have even collaborated with the Chinese on a prototype nuclear attack submarine, and that the submarine may see action in the Spratly conflict. If true, this presents a possible shift in the balance of naval power in the region, and a great concern to the recently downsized U.S. Navy. Russian president Gennadi Zyuganov, himself a conservative Communist like Chinese leader Li Peng, refused to comment on the possibility of advanced weapons sales to China, yet did say that Russia enjoys a balanced trade agreement with China on the sales of certain weapons, including Kilo class submarines. Russia, cash-poor since the breakup of the Soviet Union, clearly depends on submarine sales to China to help fund social and economic projects, as well as the upgrading of its own navy.

Beware, and be on your guard against every form of greed; for not even when one has an abundance does his life consist of his possessions. -LUKE 12:15 One of our universal problems is the overcrowding of our homes. Whether we have an apartment or a six bedroom home, every closet, cupboard, refrigerator, and garage are all crammed with abundance. Some of us have so much that we go out and rent additional storage spaces for our possessions. Bob and I are no different than you. We buy new clothes and cram them into our wardrobes. A new antique goes in the corner, a new quilt hangs over the bed, a new potted plant gathers sunlight by the window. On and on it goes. Pretty soon we feel as though we are closed in with no room to breathe. We continually struggle to keep a balance in our attitudes regarding possessions. It is simpler to manage if you are single and live alone-it's just you. Life becomes more complicated with a spouse and children. You soon get that "bunched in" feeling. This creates more stress, and you can lose your cool and blow relationships when your calm is broken. We have made a rule in our home about abundance. Simply stated, it says, "One comes in and one goes out." After every purchase we give away or sell a like item. (We have an annual garage sale.) With a new blouse, out goes an older blouse; with a new table, out goes a table; and so on. Naturally if you're a newlywed this rule is not for you because you probably don't have an abundance of possessions. There's another strategy that's very effective. We have informed our loved ones that we don't want any more gifts that take up space or that have to be dusted; we prefer receiving consumable items. Remember-your life is not based on your possessions. Share with others what you aren't using.

No matter how many times I read the novel, I am always moved by the scene in which the pastor empties the offering can in front of the congregation, begins to count the money, and tells them it is not enough. He reminds them that one of their own, Helen Robinson, needs help while her husband is in jail. He then closes the church doors and announces that no one will leave until they’ve collected ten dollars. I can honestly say I have never witnessed this in a church service, have never heard of it happening, and can’t even imagine it taking place in real life, but there is something so moving about the pastoral determination of the reverend. In the silence that follows, he begins to call out by name the churchgoers who have not contributed enough. Scout tells us that after several long and uncomfortable moments, the ten dollars are finally collected and the church doors are unlocked. How could you read this scene and not think that we need more pastors like Reverend Sykes of First Purchase Church? You can almost feel the discomfort of the closed door, the sweating, the heat of the room, the smell of perfume, the rhythm of people fanning themselves to stay cool, and Reverend Sykes’s eyes raking over each parishioner as he scans the sanctuary, determined to make sure that Helen Robinson can feed her family that week. Isn’t this the way church should work? Not a soul openly questions the reverend’s authority in this scene. They are set on caring for one another. This was the way the early church operated in caring for its own community: “And so it turned out that not a person among them was needy. Those who owned fields or houses sold them and brought the price of the sale to the apostles and made an offering of it. The apostles then distributed it according to each person’s need” (Acts 4:34–35 MSG).

I am excited to report that I may have gotten a job as an elevator attendant. It's a three-flight elevator, and my primary objective is to push one of three buttons, 1,2, or 3. I know, it seems complicated, but I am sure I am intellectually mature enough to handle it. I feel confident that I have this job because the owner of the elevator operating company, Mr. Pushkin, of Pushkin Push-button Services, shook my hand, winked at me, examined my index finger for button-pushing capabilities and then licked my armpit. It was very flattering. Since he is obviously a man who is continually rising in the elevator world, I asked him for some life advice. And do you know what he told me? He leaned in close so that his blue eyes were about two inches from my face, and then he leaned around to my ear and whispered, “Some men never leave the ground floor, and some men rise to the top. Still other men, like myself, enable these penthouse executives to reach the pinnacle of their company. But I never carry on conversation in an elevator, or at a urinal, and I’d never install a urinal on an elevator, for fear that men would be more inclined to converse freely as they traveled and emptied their bladder.” And without hesitation I replied, “Mr. Pushkin, I never shake a man’s hand after he just got done pissing, or shake my penis more than three times after pissing, but I am certain that I could operate an elevator equipped with a urinal. I know how to keep both my mouth and my pants zipped shut.” That’s when he glanced down and noticed that my fly was down. I was so embarrassed until he reached his hand down to my crotch and zipped me up as he winked and said, “It happens to the best of us.” And that’s when I noticed that not only was his fly unzipped, but his penis had been hanging out the whole time he’d been talking to me.

Lucid Motors was started under the name Atieva (which stood for “advanced technologies in electric vehicle applications” and was pronounced “ah-tee-va”) in Mountain View in 2008 (or December 31, 2007, to be precise) by Bernard Tse, who was a vice president at Tesla before it launched the Roadster. Hong Kong–born Tse had studied engineering at the University of Illinois, where he met his wife, Grace. In the early 1980s, the couple had started a computer manufacturing company called Wyse, which at its peak in the early 1990s registered sales of more than $480 million a year. Tse joined Tesla’s board of directors in 2003 at the request of his close friend Martin Eberhard, the company’s original CEO, who sought Tse’s expertise in engineering, manufacturing, and supply chain. Tse would eventually step off the board to lead a division called the Tesla Energy Group. The group planned to make electric power trains for other manufacturers, who needed them for their electric car programs. Tse, who didn’t respond to my requests to be interviewed, left Tesla around the time of Eberhard’s departure and decided to start Atieva, his own electric car company. Atieva’s plan was to start by focusing on the power train, with the aim of eventually producing a car. The company pitched itself to investors as a power train supplier and won deals to power some city buses in China, through which it could further develop and improve its technology. Within a few years, the company had raised about $40 million, much of it from the Silicon Valley–based venture capital firm Venrock, and employed thirty people, mostly power train engineers, in the United States, as well as the same number of factory workers in Asia. By 2014, it was ready to start work on a sedan, which it planned to sell in the United States and China. That year, it raised about $200 million from Chinese investors, according to sources close to the company.

I open the box, and there are notes. Notes and notes and notes. Peter’s notes. Peter’s notes I threw away. “I found them when I was emptying your trash,” she says. Hastily she adds, “I only read a couple. And then I saved them because I could tell they were important.” I touch one that Peter folded into an airplane. “Kitty…you know Peter and I aren’t getting back together, right?” Kitty grabs the bowl of popcorn and says, “Just read them.” Then she goes into the living room and turns on the TV. I close the hatbox and take it with me upstairs. When I am in my room, I sit on the floor and spread them out around me. A lot of the notes just say things like “Meet you at your locker after school” and Can I borrow your chemistry notes from yesterday?” I find the spiderweb one from Halloween, and it makes me smile. Another one says, “Can you take the bus home today? I want to surprise Kitty and pick her up from school so she can show me and my car off to her friends.” “Thanks for coming to the estate sale with me this weekend. You made the day fun. I owe you one.” “Don’t forget to pack a Korean yogurt for me!” “If you make Josh’s dumb white-chocolate cranberry cookies and not my fruitcake ones, it’s over.” I laugh out loud. And then, the one I read over and over: “You look pretty today. I like you in blue.” I’ve never gotten a love letter before. But reading these notes like this, one after the other, it feels like I have. It’s like…it’s like there’s only ever been Peter. Like everyone else that came before him, they were all to prepare me for this. I think I see the difference now, between loving someone from afar and loving someone up close. When you see them up close, you see the real them, but they also get to see the real you. And Peter does. He sees me, and I see him. Love is scary: it changes; it can go away. That’s part of the risk. I don’t want to be scared anymore. I want to be brave, like Margot. It’s almost a new year, after all.

The collapse, for example, of IBM’s legendary 80-year-old hardware business in the 1990s sounds like a classic P-type story. New technology (personal computers) displaces old (mainframes) and wipes out incumbent (IBM). But it wasn’t. IBM, unlike all its mainframe competitors, mastered the new technology. Within three years of launching its first PC, in 1981, IBM achieved $5 billion in sales and the #1 position, with everyone else either far behind or out of the business entirely (Apple, Tandy, Commodore, DEC, Honeywell, Sperry, etc.). For decades, IBM dominated computers like Pan Am dominated international travel. Its $13 billion in sales in 1981 was more than its next seven competitors combined (the computer industry was referred to as “IBM and the Seven Dwarfs”). IBM jumped on the new PC like Trippe jumped on the new jet engines. IBM owned the computer world, so it outsourced two of the PC components, software and microprocessors, to two tiny companies: Microsoft and Intel. Microsoft had all of 32 employees. Intel desperately needed a cash infusion to survive. IBM soon discovered, however, that individual buyers care more about exchanging files with friends than the brand of their box. And to exchange files easily, what matters is the software and the microprocessor inside that box, not the logo of the company that assembled the box. IBM missed an S-type shift—a change in what customers care about. PC clones using Intel chips and Microsoft software drained IBM’s market share. In 1993, IBM lost $8.1 billion, its largest-ever loss. That year it let go over 100,000 employees, the largest layoff in corporate history. Ten years later, IBM sold what was left of its PC business to Lenovo. Today, the combined market value of Microsoft and Intel, the two tiny vendors IBM hired, is close to $1.5 trillion, more than ten times the value of IBM. IBM correctly anticipated a P-type loonshot and won the battle. But it missed a critical S-type loonshot, a software standard, and lost the war.

The successful individual sales producer wins by being as selfish as possible with her time. The more often the salesperson stays away from team members and distractions, puts her phone on Do Not Disturb (DND), closes her door, or chooses to work for a few hours from the local Panera Bread café, the more productive she’ll likely be. In general, top producers in sales tend to exhibit a characteristic I’ve come to describe as being selfishly productive. The seller who best blocks out the rest of the world, who maintains obsessive control of her calendar, who masters focusing solely on her own highest-value revenue-producing activities, who isn’t known for being a “team player,” and who is not interested in playing good corporate citizen or helping everyone around her, is typically a highly effective seller who ends up on top of the sales rankings. Contrary to popular opinion, being selfish is not bad at all. In fact, for an individual contributor salesperson, it is a highly desirable trait and a survival skill, particularly in today’s crazed corporate environment where everyone is looking to put meetings on your calendar and take you away from your primary responsibilities! Now let’s switch gears and look at the sales manager’s role and responsibilities. How well would it work to have a sales manager who kept her office phone on DND and declined almost every incoming call to her mobile phone? Do we want a sales manager who closes her office door, is concerned only about herself, and is for the most part inaccessible? No, of course not. The successful sales manager doesn’t win on her own; she wins through her people by helping them succeed. Think about other key sales management responsibilities: Leading team meetings. Developing talent. Encouraging hearts. Removing obstacles. Coaching others. Challenging data, false assumptions, wrong attitudes, and complacency. Pushing for more. Putting the needs of your team members ahead of your own. Hmmm. Just reading that list again reminds me why it is often so difficult to transition from being a top producer in sales into a sales management role. Aside from the word sales, there is truly almost nothing similar about the positions. And that doesn’t even begin to touch on corporate responsibilities like participating on the executive committee, dealing with human resources compliance issues, expense management, recruiting, and all the other burdens placed on the sales manager. Again,

21. THE HABIT OF INDISCRIMINATE SPENDING. The spend-thrift cannot succeed, mainly because he stands eternally in FEAR OF POVERTY. Form the habit of systematic saving by putting aside a definite percentage of your income. Money in the bank gives one a very safe foundation of COURAGE when bargaining for the sale of personal services. Without money, one must take what one is offered, and be glad to get it. 22. LACK OF ENTHUSIASM. Without enthusiasm one cannot be convincing. Moreover, enthusiasm is contagious, and the person who has it, under control, is generally welcome in any group of people. 23. INTOLERANCE. The person with a "closed" mind on any subject seldom gets ahead. Intolerance means that one has stopped acquiring knowledge. The most damaging forms of intolerance are those connected with religious, racial, and political differences of opinion. 24. INTEMPERANCE. The most damaging forms of intemperance are connected with eating, strong drink, and sexual activities. Overindulgence in any of these is fatal to success. 25. INABILITY TO COOPERATE WITH OTHERS. More people lose their positions and their big opportunities in life, because of this fault, than for all other reasons combined. It is a fault which no well-informed business man, or leader will tolerate. 26. POSSESSION OF POWER THAT WAS NOT ACQUIRED THROUGH SELF EFFORT. (Sons and daughters of wealthy men, and others who inherit money which they did not earn). Power in the hands of one who did not acquire it gradually, is often fatal to success. QUICK RICHES are more dangerous than poverty. 27. INTENTIONAL DISHONESTY. There is no substitute for honesty. One may be temporarily dishonest by force of circumstances over which one has no control, without permanent damage. But, there is NO HOPE for the person who is dishonest by choice. Sooner or later, his deeds will catch up with him, and he will pay by loss of reputation, and perhaps even loss of liberty. 28. EGOTISM AND VANITY. These qualities serve as red lights which warn others to keep away. THEY ARE FATAL TO SUCCESS. 29. GUESSING INSTEAD OF THINKING. Most people are too indifferent or lazy to acquire FACTS with which to THINK ACCURATELY. They prefer to act on "opinions" created by guesswork or snap-judgments. 30. LACK OF CAPITAL. This is a common cause of failure among those who start out in business for the first time, without sufficient reserve of capital to absorb the shock of their mistakes, and to carry them over until they have established a REPUTATION. 31. Under this, name any particular cause of failure from which you have suffered that has not been included in the foregoing list.

supposed weakness on national security. Ours was a brief exchange, filled with unspoken irony—the elderly Southerner on his way out, the young black Northerner on his way in, the contrast that the press had noted in our respective convention speeches. Senator Miller was very gracious and wished me luck with my new job. Later, I would happen upon an excerpt from his book, A Deficit of Decency, in which he called my speech at the convention one of the best he’d ever heard, before noting—with what I imagined to be a sly smile—that it may not have been the most effective speech in terms of helping to win an election. In other words: My guy had lost. Zell Miller’s guy had won. That was the hard, cold political reality. Everything else was just sentiment. MY WIFE WILL tell you that by nature I’m not somebody who gets real worked up about things. When I see Ann Coulter or Sean Hannity baying across the television screen, I find it hard to take them seriously; I assume that they must be saying what they do primarily to boost book sales or ratings, although I do wonder who would spend their precious evenings with such sourpusses. When Democrats rush up to me at events and insist that we live in the worst of political times, that a creeping fascism is closing its grip around our throats, I may mention the internment of Japanese Americans under FDR, the Alien and Sedition Acts under John Adams, or a hundred years of lynching under several dozen administrations as having been possibly worse, and suggest we all take a deep breath. When people at dinner parties ask me how I can possibly operate in the current political environment, with all the negative campaigning and personal attacks, I may mention Nelson Mandela, Aleksandr Solzhenitsyn, or some guy in a Chinese or Egyptian prison somewhere. In truth, being called names is not such a bad deal. Still, I am not immune to distress. And like most Americans, I find it hard to shake the feeling these days that our democracy has gone seriously awry. It’s not simply that a gap exists between our professed ideals as a nation and the reality we witness every day. In one form or another, that gap has existed since America’s birth. Wars have been fought, laws passed, systems reformed, unions organized, and protests staged to bring promise and practice into closer alignment. No, what’s troubling is the gap between the magnitude of our challenges and the smallness of our politics—the ease with which we are distracted by the petty and trivial, our chronic avoidance of tough decisions, our seeming inability to build a working consensus to tackle any big problem. We know that global competition—not to mention any genuine commitment to the values

extent, Polly Lear took Fanny Washington’s place: she was a pretty, sociable young woman who became Martha’s closest female companion during the first term, at home or out and about, helping plan her official functions. The Washingtons were delighted with the arrival of Thomas Jefferson, a southern planter of similar background to themselves, albeit a decade younger; if not a close friend, he was someone George had felt an affinity for during the years since the Revolution, writing to him frequently for advice. The tall, lanky redhead rented lodgings on Maiden Lane, close to the other members of the government, and called on the president on Sunday afternoon, March 21. One of Jefferson’s like-minded friends in New York was the Virginian James Madison, so wizened that he looked elderly at forty. Madison was a brilliant parliamentary and political strategist who had been Washington’s closest adviser and confidant in the early days of the presidency, helping design the machinery of government and guiding measures through the House, where he served as a representative. Another of Madison’s friends had been Alexander Hamilton, with whom he had worked so valiantly on The Federalist Papers. But the two had become estranged over the question of the national debt. As secretary of the Treasury, Hamilton was charged with devising a plan to place the nation’s credit on a solid basis at home and abroad. When Hamilton presented his Report on the Public Credit to Congress in January, there was an instant split, roughly geographic, north vs. south. His report called for the assumption of state debts by the nation, the sale of government securities to fund this debt, and the creation of a national bank. Washington had become convinced that Hamilton’s plan would provide a strong economic foundation for the nation, particularly when he thought of the weak, impoverished Congress during the war, many times unable to pay or supply its troops. Madison led the opposition, incensed because he believed that dishonest financiers and city slickers would be the only ones to benefit from the proposal, while poor veterans and farmers would lose out. Throughout the spring, the debate continued. Virtually no other government business got done as Hamilton and his supporters lobbied fiercely for the plan’s passage and Madison and his followers outfoxed them time and again in Congress. Although pretending to be neutral, Jefferson was philosophically and personally in sympathy with Madison. By April, Hamilton’s plan was voted down and seemed to be dead, just as a new debate broke out over the placement of the national capital. Power, prestige, and a huge economic boost would come to the city named as capital. Hamilton and the bulk of New Yorkers and New Englanders

Successful con men are treated with considerable respect in the South. A good slice of the settler population of that region were men who’d been given a choice between being shipped off to the New World in leg-irons and spending the rest of their lives in English prisons. The Crown saw no point in feeding them year after year, and they were far too dangerous to be turned loose on the streets of London—so, rather than overload the public hanging schedule, the King’s Minister of Gaol decided to put this scum to work on the other side of the Atlantic, in The Colonies, where cheap labor was much in demand. Most of these poor bastards wound up in what is now the Deep South because of the wretched climate. No settler with good sense and a few dollars in his pocket would venture south of Richmond. There was plenty of opportunity around Boston, New York, and Philadelphia—and by British standards the climate in places like South Carolina and Georgia was close to Hell on Earth: swamps, alligators, mosquitoes, tropical disease... all this plus a boiling sun all day long and no way to make money unless you had a land grant from the King... So the South was sparsely settled at first, and the shortage of skilled labor was a serious problem to the scattered aristocracy of would-be cotton barons who’d been granted huge tracts of good land that would make them all rich if they could only get people to work it. The slave-trade was one answer, but Africa in 1699 was not a fertile breeding ground for middle-management types... and the planters said it was damn near impossible for one white man to establish any kind of control over a boatload of black primitives. The bastards couldn’t even speak English. How could a man get the crop in, with brutes like that for help? There would have to be managers, keepers, overseers: white men who spoke the language, and had a sense of purpose in life. But where would they come from? There was no middle class in the South: only masters and slaves... and all that rich land lying fallow. The King was quick to grasp the financial implications of the problem: The crops must be planted and harvested, in order to sell them for gold—and if all those lazy bastards needed was a few thousand half-bright English-speaking lackeys in order to bring the crops in... hell, that was easy: Clean out the jails, cut back on the Crown’s grocery bill, jolt the liberals off balance by announcing a new “Progressive Amnesty” program for hardened criminals.... Wonderful. Dispatch royal messengers to spread the good word in every corner of the kingdom; and after that send out professional pollsters to record an amazing 66 percent jump in the King’s popularity... then wait a few weeks before announcing the new 10 percent sales tax on ale. That’s how the South got settled. Not the whole story, perhaps, but it goes a long way toward explaining why George Wallace is the Governor of Alabama. He has the same smile as his great-grandfather—a thrice-convicted pig thief from somewhere near Nottingham, who made a small reputation, they say, as a jailhouse lawyer, before he got shipped out. With a bit of imagination you can almost hear the cranky little bastard haranguing his fellow prisoners in London jail, urging them on to revolt: “Lissen here, you poor fools! There’s not much time! Even now—up there in the tower—they’re cookin up some kind of cruel new punishment for us! How much longer will we stand for it? And now they want to ship us across the ocean to work like slaves in a swamp with a bunch of goddamn Hottentots! “We won’t go! It’s asinine! We’ll tear this place apart before we’ll let that thieving old faggot of a king send us off to work next to Africans! “How much more of this misery can we stand, boys? I know you’re fed right up to here with it. I can see it in your eyes— pure misery! And I’m tellin’ you, we don’t have to stand for it!...

As NYU social psychologist Jonathan Haidt observes, “The human mind is a story processor, not a logic processor.

their curiosity, a layer of sparkles to create their

Practically speaking, the implications of this are staggering. After all, if you can lower a person’s action threshold, then you can turn some of the toughest buyers into easy buyers—which is something that we do with great effect in the latter stages of the sale, and that sets up the possibility of being able to close anyone who is closeable.

In essence, pain creates urgency, which makes it the perfect vehicle for closing these tougher sales.

Face time matters in sales. Whenever I have a client who is on the fence about a deal, or hesitating to move forward, I schedule a face-to-face meeting right away. People often struggle to make decisions, and if they’re not in front of you it’s out of sight and out of mind. It’s easy to ignore texts and emails, but it’s not easy to ignore someone sitting right across from you. I take in-person meetings whenever I can. An in-person meeting shows a client your level of commitment. In the end you’ll also save time, close more sales, and be ready to tackle that next ball.

The list goes on, and the only thing I’ve said NO to was having a live tiger at an open house—that’s just going too far. But it was that first big deal with Mr. X that showed me the true power of YES when it comes to making volume sales. I sell more because I say YES when other people would say no, and I can keep moving a client forward until that deal is done. Saying yes to every opportunity was my way of believing in myself and showing everyone I was the best—even when I wasn’t. I’ve also learned that quickly flipping negatives into positives will help you close deals faster and more frequently. Sometimes this is as simple as asking yourself, “Is this negative really even a negative?” For example, if I’m selling an apartment with no light I’ll push this as a positive to a client who is almost never home, or only home at night. Why pay for a view you won’t even see? Take the time to think about the usual objections you have in your area of sales; it’s likely you’ll hear the same objections over and over. How can you show clients that this isn’t really a negative? How can you turn this around? Anticipating objections and immediately turning them into positives will result in you selling more. Get ready to juggle more balls and cash bigger checks! AN UNEXPECTED SALES WEAPON: IMPROV If you visited my office on a random Monday morning during our team meeting, you might think you had mistakenly walked into a circus or a lunatic asylum.

toward closing and a nice big check), you need to listen to what your client is saying to you. You can’t be a one-note salesperson. Not everyone responds to the same song, and it’s your job to adjust the tune and play the right notes. You have to constantly ask yourself, “What does this client need from me?” and respond at their level. Ask yourself:

Most salespeople are either too pushy and aggressive, and only focused on the sale. Or they’re too accommodating—robotic, and say yes to whatever the client asks. Both of these scenarios prevent deals from closing. To be an effective closer, you have to maintain a connection but focus on the deal first.

As I started to close more deals, I saw that when I made a genuine connection with clients I was able to show how my product fit into their lifestyles—and not vice versa. If my client loved golf, I’d point out how much fun it would be to live near the driving range at Chelsea Piers. Making that personal connection between product and client is key, and it lays the groundwork for a transaction. It’s the difference between closing or losing a sale. If

fit for them. Steve Jobs said it best: “People don’t know what they want until you show it to them.” Linus wanted an apartment in Murray Hill, but I sold him a townhouse in Park Slope. This didn’t happen because I just told him where it was, when it was built, and what the square footage was; based on what I knew about Linus I believed it was the best choice for him—and that he would love it. Closing a deal is about tapping into emotions. The sooner you can learn to take off the “salesman’s hat” and get in tune with your client’s emotions and desires, the better you’ll become at working the deal. If you’re not sure how to do that, remember what makes an exceptional salesperson: a salesperson who works for The Deal.

Shifting your focus back to the deal will remind you that you have one job: to close a sale for a happy customer, who will then come back and buy from you for the rest of their lives. When you work for the deal:

Demian Farnworth offers this definition: “Content marketing means creating and sharing valuable content to attract and convert prospects into customers, and customers into repeat buyers. The type of content you share is closely related to what you sell; in other words, you’re educating people so that they know, like, and trust you enough to do business with you.”2

Ironically, the only drug that has been shown to stimulate violent behavior, through its psychopharmacological effects on brain and behavior, is one that is legal — alcohol. And the most dangerous drug of all, without any close competitors — the drug whose very use is an act of violence, since it kills both those who use it and those whom they expose to it, and kills incomparably more people than are killed in the gang wars precipitated by the illegal drugs — is another legal drug, tobacco. So the net effect of the drug laws has been to outlaw the drugs that prevent violence, legalize the one that causes violence, legalize the other one whose use is an act of violence, precipitate violence over the sale of the illegal (but violence-preventing) drugs, subsidize an illegal drug industry which as a result is powerful enough to destabilize several fragile Third World countries, exacerbate the AIDS epidemic, and so on. Clearly, repealing these laws and providing treatment rather than punishment would be one of the most important and effective steps we could take in the secondary prevention of violence. The RAND Corporation (Caulkins, et al., Mandatory Minimum Drug Sentences, 1997), for example, found that treatment of heavy users of drugs reduced serious crimes against both persons and property ten times as much as conventional law enforcement did, and fifteen times as much as mandatory minimum sentences. And, not surprisingly, treatment was also vastly more effective in reducing cocaine consumption than either conventional law enforcement or mandatory minimum sentences.

Do I guide clients toward one decision over another? Possibly. Do I push a little when someone is nervous about making a decision? Of course. When I sell someone an apartment they love, it’s because I listened carefully to their wants, needs, and concerns, and I am able to assure them that they’re making the right choice. I always make a point of keeping my eye on the target, and my bulls-eye is always a closed deal.

Now, before we move on, let’s quickly go through the process of how to handle buy signals when they arise in the back half of the sale. In other words, as your prospect starts to become more and more certain about the Three Tens, they will start sending you signals that they are interested in buying, in the form of leading questions about the closing process. For example, the prospect might say, “How much did you say it would run me?” or “How long will it take until I receive the product?” or “How long until I start to see results?” Those are just a few examples of the more common buy signals.

just answer it and ask for the order again; instead, you’re going to loop back into the sale once more and move your prospect to an even higher level of certainty for each of the Three Tens, using the secondary language patterns that you created for this exact purpose. Now, from here, rather than going straight to the close (like you did with your first loop), you’re first going to run an extremely powerful language pattern that will allow you to crack the fourth number in your prospect’s buying combination—namely, their action threshold.

Jim, please don’t misconstrue my enthusiasm for pressure; it’s just that I know that this truly is a perfect fit for you …,” and now you have two options. Option one is to use this as an opportunity to loop back into the sale, yet again, and give it one more shot—paying very close attention to your tonality and body language as well as the tonality and body language of your prospect. In your case, you want steer clear of any unconscious communication that speaks of either absolute certainty or bottled enthusiasm, and focus on utter sincerity and “I feel your pain.” In the case of your prospect, you want to focus on both their conscious and unconscious communication, and if either one signals that they’re feeling pressured or perturbed in the slightest way, then I would immediately transition to option number two. Option two is to use this as an opportunity to get back into rapport with your prospect so you can end the encounter on a high note, while also setting up the possibility for a callback. In this case, you would say something like: “Jim, please don’t misconstrue my enthusiasm for pressure; it’s just that I know that this truly is a perfect fit for you.” Then you’d change your tonality to one of utter sincerity, and add: “So, why don’t we do this: let me email you the information you’re looking for”—or whatever the prospect’s last objection was—“and then give you a few days to look through everything and also to discuss it with your wife”—or whatever their secondary objection was; if there was none, then you’d just omit this—“and

It’s like framing out a new house: you have to do it in stages. First you put up the actual frame, then the drywall, then the paint. It’s the same thing with a sale. You can’t expect to close so soon. There are going to be objections, so be prepared for a prolonged battle. You have to get your foundation in place first. In essence, human beings are not built in a way where we go from zero to 100 mph in one shot. There have to be these little stopping-off points, where we can take a deep breath and consolidate our thoughts. In other words, the way you raise someone’s level of certainty is bit by bit; you can’t do it all at once.

Enjoy being creative—it will help you attract shiny new balls, get publicity, and close deals. Once I hired an artist to paint the naked bodies of models and then made a 100-foot-long banner out of the images and hung it on the building I was selling to create buzz.

The first rule for that first call is: Always have something useful to say.

The three acts of the sales conversation are: I: Earning the Right to Ask II: Exploration III: Demonstrating Usefulness. In Act I, you work to earn the credibility to ask probing questions. In Act II, you explore your client’s needs by asking a series of carefully designed questions that help both you and your client better understand the issues and challenges that need to be resolved. In Act III, you demonstrate usefulness to your client by offering resources and insights, matching your client’s needs to your products or services, and establishing the basis for a continuing relationship.

The strategic objective of your sales conversation is to demonstrate value to your clients, to show them how you can help solve their problems or move them forward in some way.

Yes! I reminded my buyer this was an off-market deal. She was getting in early, and P.S. her daughter had been searching for an apartment for four years! Wouldn’t she like to see her happily settled? She agreed to come up $250,000 for “a quick sale.” Just like that, the million-mile distance was slashed in half. I know I’m talking about big numbers here, but what you should understand is that I’m making the gap relative. Whether you’re trying to close a million-dollar gap or a $10 one, break it down. I basically asked each side to come up, relatively speaking, $2.50. That doesn’t sound nearly as bad as bridging a million-dollar gap, now does it?

So how do you open with a pattern interrupt? We recommend something like this: “This is William Rogers with ABC Company. I am guessing you probably have not heard of me or my company.” Another example could be, “This is William Rogers with ABC Company. I am guessing my name is not ringing any bells.” Finally, our personal favorite: “This is William Rogers with ABC Company. Just to be completely honest with you, this is an inbound solicitation to discuss business. I don’t like sending these any more than you like getting them, but if you could take 47 seconds to read this and let me know if it even would make sense to have a further discussion (and I understand if it is a no), I would truly appreciate it.

Since it played no sound, the fire brigade band provided the backing track. When D saw Neil Armstrong take his first step on the moon, he thought that anything was possible—all it took was the right attitude and the right outfit. So, the next day, after approaching the hardware store for the thirty-ninth time, he stepped inside it, in the most polished shoes the city had ever seen, and offered his Kramp products to the person in charge. Nails, saws, hammers, handles, and door viewers. He didn’t close a sale, but he was told to come back the following week. D treated himself to a coffee and jotted down on the napkin: “Every life has its own moon landing.

Imagine a Sapiens group - a tribe of five hundred, say, in bands of twenty-five or so--living around 55,000 years ago in the lowlands near the headwaters of the White Nile in what is today southern Sudan. They are the inheritors of the modern culture that has spread from southern Africa, and they survive with the skillful hunting and fishing techniques developed over the millennia, the close-knit organizations that establish and maintain group harmony, the communications capabilities of at least a rudimentary language, and a healthy diet based on both plants and animals in abundance. But there are other inheritor bands around, for the region is fertile and the climate generally benign, and they continue to grow in population and this means that in time it gets harder and harder to find new fields of tubers, or large herds of impala, or the usual swamp tortoises. Human pressure on the area is pushing it past its carrying capacity, and relations with other bands in other tribes become increasingly stressful as competition intensifies.

As soon as the prospect interrupts you, or responds to you, stop! Don’t talk. You already know what you’re going to say. It’s far more important to know what’s on the prospect’s mind. Perhaps you’ll discover the sale has been closed and there’s no need to continue.

Closing is a transfer of enthusiasm.

Believe In What You Sell

this deep belief in the goodness of what you’re selling,

When you ask the prospect to buy, you must confidently expect them to buy.

Confidence in selling comes from knowledge. It comes from practice.

Question number one; does the prospect need what you're selling?  Question number two, can the prospect use what you're selling?  Many

Number three; can the person afford the product?  And number four; does the person want the product?

In some products, especially in real estate, the close is largely determined by how well you present the product to the prospect.

much, the fear of being criticized by other people.

One of the key factors in successful selling is to be prepared to hear a no and continue.

Hello Mr. Jones, this is Brian Tracy.  Would you like to see a method that would enable you to increase your sales by 20 to 30 percent over the next 12 months?

Mr. Prospect, if it's not exactly what you're looking for, there's no charge at all.

The art of persuasion is a paradox. The more we attempt to persuade people, the more they tend to resist us. But the more we attempt to understand and create value for them, the more they tend to persuade themselves.

These were the men who made deals with desperate industrialists to provide transportation for the goods stalled in their warehouses—or, failing to obtain the percentage demanded, made deals to purchase the goods, when the factory closed, at the bankruptcy sale, at ten cents on the dollar, and to speed the goods away in freight cars suddenly available, away to markets where dealers of the same kind were ready for the kill. There were the men who hovered over factories, waiting for the last breath of a furnace, to pounce upon the equipment—and over desolate sidings, to pounce upon the freight cars of undelivered goods—these were a new biological species, the hit-and-run businessmen, who did not stay in any line of business longer than the span of one deal, who had no payrolls to meet, no overhead to carry, no real estate to own, no equipment to build, whose only asset and sole investment consisted of an item known as “friendship.” These were the men whom official speeches described as “the progressive businessmen of our dynamic age,” but whom people called “the pull peddlers”—the species included many breeds, those of “transportation pull,” and of “steel pull” and “oil pull” and “wage-raise pull” and “suspended sentence pull”—men who were dynamic, who kept darting all over the country while no one else could move, men who were active and mindless, active, not like animals, but like that which breeds, feeds and moves upon the stillness of a corpse.

I was watching myself fall back onto the classic sales approach, with its tired old script: First become likable and build rapport, then explain “features and benefits,” next do a trial close, and then fight like an alley cat to overcome all the objections the buyer has come up with.

Paying close attention to WTP throughout the customer journey allows you to see opportunities for increasing customer delight in a myriad of ways. Motivating consumers to purchase a product and facilitating its sale (by placing vending machines before the turnstiles) is a far narrower concern than the ambition to create a great customer experience. Recognizing

First, you need to hire a 1031 Qualified Intermediary before you close on the sale of one of your properties. That person will act as your guide and escrow agent as you move through the sale of one property and the purchase of the next. After the sale of your “relinquished property” you have 45 days to identify the “replacement property” and a total of 180 days to close on that second property. You want to be looking for the replacement property before or during the marketing of the property you are selling. If you find a good opportunity, you can enter into a contract with a right to assign clause if your first property does not sell or with a 1031 clause in the purchase agreement if it does.

David Hutchens summarizes this idea nicely in the pithy phrase, “it’s not manipulation when there is participation.

The very worst use of time is to do very well what need not be done at all.

A company can record or recognize a sale when it delivers a product or service to a customer. That’s a simple principle. But as we suggested earlier in the book, when you put it into practice, you immediately run into complexity. In fact, the issue of when a sale can be recorded is one of the more artful aspects of the income statement. It’s the one where accountants have the most discretion and that managers therefore must understand most closely.

The plan dreamt up by Taylor and the other traders was to update the Soviet-era sugar-for-oil deal for the capitalist age. The traders would, in effect, take on the role that had previously been played by Moscow. They would agree to buy Cuba’s sugar months in advance of the harvest, providing desperately needed financing to the Cuban government. And Havana, in turn, would use that credit to buy oil and fuel from the traders. Then Cuba would pay the traders with the sugar, closing the loop.

Here’s the trick to significantly improving your SaaS email marketing skills—you have to become a student of it. This means you should: Start collecting great email copy, CTAs, and designs. Understand the objective behind each and every email that businesses send. Try to understand the rationale behind copy, link, and design decisions. There are great websites like Really Good Emails11, Good Email Copy12, and Good Sales Emails.com13 that you can use for your research. These sites categorize email copy and designs by types. As well as this, you should sign up to receive emails from some of the leading SaaS brands. Those include, among others: Drift MailChimp Pipedrive Shopify SurveyMonkey Trello Wistia Zapier You should also sign up to competing products and mailing lists from companies in your sector. I personally signed up to thousands of products and newsletters. It’s great for benchmarking and research. At the time of writing, I’ve already passively collected more than 60,000 emails. Obviously, don’t sign up to your competitors’ products with a business email address! I have a special email address I use for this. This account allows me to get data, understand what other organizations are doing, and find good copy ideas. For example, here’s what a search for ‘Typeform’ gives me: Figure 18.1 – Inbox Inspiration It’s not uncommon for me to sign up several times to the same product or newsletter. This allows me to see what they have learned and to track the evolution of their email marketing program. At LANDR, we created a shared document to keep track of subject lines, offers, and copy we wanted to test. Our copywriter was even going through his junk mail folder to find ideas and inspiration. There are tests we ran that were inspired by copy found in his spam folder. Some of them turned out to be really successful too—so keep your eyes open for inspiration. You can use Evernote, Paper, or any other platform to collaborate on idea generation. Alternatively, you can subscribe to paid services like Mailcharts14 or Mailody15. These services will help you track and understand your competitors’ email programs. Build processes to find and access copy and design ideas. It will help you create better emails, faster. In the next chapter we’ll get started creating our first email sequences.

The data we’d collected over the years through many tests just reinforced this. Shipping promotions drove significantly higher growth than any other type of promotion. The perceived value of free shipping was higher than straight discounting of product prices. Put another way, if the average discount of a free shipping promotion was 10 percent, we’d see significantly more demand lift (called elasticity) by offering free shipping than by discounting product prices by 10 percent. It wasn’t even close. Free shipping drove sales. We just had to figure out a sustainable way to offer free shipping.

It's also important for tech product managers to have a broad understanding of the types of analytics that are important to your product. Many have too narrow of a view. Here is the core set for most tech products: User behavior analytics (click paths, engagement) Business analytics (active users, conversion rate, lifetime value, retention) Financial analytics (ASP, billings, time to close) Performance (load time, uptime) Operational costs (storage, hosting) Go‐to‐market costs (acquisition costs, cost of sales, programs) Sentiment (NPS, customer satisfaction, surveys)

We are one of the most experienced homebuyers in Vegas, having purchased dozens of homes estimated at over a million dollars. We have a track record of making generous offers and believing in the story behind each home. In fact, we work hard to complete and close a sale as soon as possible, once the owner agrees to our offer.

Arbitrages: The purchase of a security and the simultaneous sale of one or more other securities into which it was to be exchanged under a plan of reorganization, merger, or the like. Liquidations: Purchase of shares which were to receive one or more cash payments in liquidation of the company’s assets. Operations of these two classes were selected on the twin basis of (a) a calculated annual return of 20% or more, and (b) our judgment that the chance of a successful outcome was at least four out of five. Related Hedges: The purchase of convertible bonds or convertible preferred shares, and the simultaneous sale of the common stock into which they were exchangeable. The position was established at close to a parity basis—i.e., at a small maximum loss if the senior issue had actually to be converted and the operation closed out in that way. But a profit would be made if the common stock fell considerably more than the senior issue, and the position closed out in the market. Net-Current-Asset (or “Bargain”) Issues: The idea here was to acquire as many issues as possible at a cost for each of less than their book value in terms of net-current-assets alone—i.e., giving no value to the plant account and other assets. Our purchases were made typically at two-thirds or less of such stripped-down asset value. In most years we carried a wide diversification here—at least 100 different issues.

Read the notes.Never buy a stock without reading the footnotes to the financial statements in the annual report. Usually labeled “summary of significant accounting policies,” one key note describes how the company recognizes revenue, records inventories, treats installment or contract sales, expenses its marketing costs, and accounts for the other major aspects of its business.7 In the other footnotes, watch for disclosures about debt, stock options, loans to customers, reserves against losses, and other “risk factors” that can take a big chomp out of earnings. Among the things that should make your antennae twitch are technical terms like “capitalized,” “deferred,” and “restructuring”—and plain-English words signaling that the company has altered its accounting practices, like “began,” “change,” and “however.” None of those words mean you should not buy the stock, but all mean that you need to investigate further. Be sure to compare the footnotes with those in the financial statements of at least one firm that’s a close competitor, to see how aggressive your company’s accountants are. Read more. If you are an enterprising investor willing to put plenty of time and energy into your portfolio, then you owe it to yourself to learn more about financial reporting. That’s the only way to minimize your odds of being misled by a shifty earnings statement. Three solid books full of timely and specific examples are Martin Fridson and Fernando Alvarez’s Financial Statement Analysis, Charles Mulford and Eugene Comiskey’s The Financial Numbers Game, and Howard Schilit’s Financial Shenanigans. 8

What are you trying to buy? Asset type? Size? Price? To determine the answer to the first question, do the following: Start with your own net worth. Add in friends and family. The total team net worth is your starting point. Choose a market. Consider travel time and expense. You must be able to be in your market to look at deals at least once a month. Determine the viability of your market. Job growth? Population growth? Get deal flow from the market. Real estate agents Find all commercial realty companies in the city. Get on all their mailing lists. Analyze deals online from realtors in the area. Call the realtors about their listings. Direct to owners Get lists of owners. Create a system to reach owners directly. Mail Text Cold calling Analyze deals. Income approach Income – Expenses = Net operating income Net operating income – Debt service = Cash flow Check with lenders for current terms on debt. What is the CoC return? Cap rate? Debt ratio? Comparable data Check the analyzed cap rate against cap rates in the area for similar properties. Check comparable sale prices. Comps should be close in size and age to the subject property. Comps should have similar amenities. Comps should be within a few miles of the subject property. Exit Hold and operate. Refinance. Sell or flip. Consider upcoming market conditions. Debt Check with lenders or a mortgage broker to determine the availability of loans for this type of property. What are the terms and conditions? Is this the information you used to analyze the deal originally? Make the offer. Use an LOI to submit the offer in writing. The LOI will summarize the main deal points. If your offer is less than 15 percent of the asking price, speak with the realtor before you submit the offer. Once the offer is accepted, send the LOI to your attorney and have them draft the purchase agreement. Draft the purchase and sale agreement. Now that you have a fully executed contract, the clock starts. Earnest money goes into escrow. Do your due diligence. Financial inspection Physical inspection Lease audit Begin your loan application. The lender will complete three inspections. Appraisal Environmental inspection Physical engineer inspection of the buildings Do your closing. The lender will wire the loan proceeds to the closing escrow. Wire your down payment funds to the closing escrow. You own a new property! Engage property management for takeover of operations.

Some people love animals of a particular species so much that they seem unable to help themselves, even if they know the rules and risks. They simply must have them. The decision might be split-second, with people finding animals for sale and being overcome with the desire to possess them -- or even to 'save' them, according to Burgess. Imagine strolling through a market on a hot day and seeing a monkey in a little cage, looking sad and weak. 'To some extent maybe you want to rescue the animal because it looks heat stressed,' she says. 'A lot of people really genuinely love animals and want to be close to them,' Nuwer told me. 'The idea of being close to the wild and tapping into our natural selves is really compelling. It is trying to fulfill some vague longing that some of us have inside us.

This strategy, together with the partial dismantling of measures to fight poverty, partly explains the continuous rise of inequalities in India. However, some of the rich have become richer for other reasons as well, including the close relationship between the Modi government and industrialists. FROM CRONY CAPITALISM TO COLLUSIVE CAPITALISM While the Modi government is not responsible for the enrichment of Indian tycoons, which began in most cases prior to the BJP victory in 2014, it continued to help them. In Gujarat, the Modi government had apparently granted unwarranted advantages to industrialists, including the sale of land below market prices, dispensations from environmental standards, unjustified tax rebates, interest-free loans, and so on.136 After forming the central government, the NDA government allegedly shielded Indian industrialists from banks to which these men owed billions. Such collusion has contributed to destabilizing a banking system undermined by dubious debts—particularly those held by these big investors, who do not pay back their loans.137 Even if the problem began under the previous government, it has persisted in part owing to collusion between businessmen and the ruling class. The government’s cronies continued to receive huge loans from public-sector banks (whose heads have trouble disobeying the government),138 which they proved unable to pay back. In May 2018, nonperforming assets (NPAs) vested in public banks—in other words, loans for which the borrower had not made payment on either the interest or the principal in at least ninety days—accounted for 12.65 billion dollars, or about 14 percent of their total loans (compared to 12.5 percent in March the previous year139 and only 3 percent in March 2012).140 A small number of borrowers were largely responsible for this evolution, among whom were prominent large industrialists.141 In 2015, in a fifty-seven-page document, Credit Suisse gave a detailed analysis of the astounding level of debt of ten Indian corporations that continued to borrow even though all the red flags had gone up.142 In 2018, 84 percent of the dubious loans were owed by major corporations, and twelve of them accounted for 25 percent of the outstanding NPAs.143 Among them is the group owned by Gautam Adani, a supporter of Prime Minister Narendra Modi since 2002.144 In 2015, the group increased its debt level by 16 percent to acquire a seaport and two power plants. Consequently, its debt soared to 840 billion rupees (11.2 billion USD), compared to only 331 billion rupees (4.41 billion dollars) in 2011.145

Persuasion psychology expert Robert Cialdini

You’ll know that the sale has been closed even before you deliver the presentation. Sometimes, you don’t even have to deliver the presentation!

The technology for electrification of larger commercial fleets is moving fastest for buses. Global electric bus sales increased by 32 percent in 2018, according to Bloomberg New Energy Finance. China is the largest producer of electric buses, with close to 20 percent of its buses currently electrified. The European Union has a target of 75 percent of new bus sales in European cities to be electric by 2030. New York City has pledged to achieve a 100 percent electric bus fleet by 2040. Shanghai will achieve 100 percent electrified buses by 2020.

at SixFigureSalesAcademy.com

Because prospecting is everything. If

A pattern is taking shape in these verses. A version of the terrible events of thirteen years ago seems to be happening again, but in reverse. Thirteen years ago, Joseph was first stripped of his clothes and then thrown in a pit; now, he is first taken out of a “pit,” and then given new clothes. And it is not just the order in which the events occur that is reversed; their significance is reversed, as well. Last time around, Joseph was thrown into a pit, and now he is pulled out of one. Last time around, Joseph was stripped of clothes; now he’s getting new ones. The pattern of reverses continues. The next thing Pharaoh does is the reverse of something that happened thirteen years ago, before Joseph was thrown in a pit, and before he was stripped of his new clothes. Here’s how the text describes the event: And Pharaoh sent for Joseph (Genesis 41:14) The opposite of being brought close to someone, is being sent away from someone. And that’s exactly what happened to Joseph before he was stripped of his clothes: He was sent away from Jacob. His father had sent him to go check on his brothers. That event—his father’s decision to send him—was the first in a series of terrible dominoes that culminated in Joseph’s sale into slavery. It was the initial step toward that first “pit.” Now, that whole disastrous chain of events would be redeemed. Instead of a man sending him away toward a pit, another man would now bring him close, after pulling him out of a “pit.” That man was Pharaoh. Through this pattern, the Torah may well be telling us something about the relationship Pharaoh is beginning to create with Joseph. Pharaoh is acting out a precise inverse of Jacob’s role in this story. Whatever disappointment Joseph might have felt toward his own father—How could you have sent me away? Where were you when I was stripped, and begging to be taken out of the pit?—it is all being redeemed by the actions of Pharaoh, who will be a father-in-exile for him. Thirteen years ago, his father sent him away. Now, a new father will bring him close.

This dynamic is even stronger for digital goods, which can be produced almost for free. Once Amazon has formatted an e-book for sale, selling new copies of it doesn’t take any additional paper, ink, or labor—so it sells for a nearly infinite multiple of its marginal cost. As a result, the close relationship between marginal cost, price, and consumers’ willingness to pay has been weakened. In the case of services whose marginal cost is low enough that they can be free to consumers altogether, that relationship breaks down completely. Once Google has designed its search algorithms and built its server farms, providing a user with one additional search costs almost nothing.

Success in sales isn't just about closing deals; it's about creating lasting value, building trust, and transforming relationships. Embrace a client-centered approach, and you'll find fulfillment and unparalleled success.

Your prospects know you’re not perfect, so don’t pretend to be. People become suspicious when something appears to be too good to be true. If an offer has no obvious downsides, your prospects will start asking themselves, “What’s the catch?” Instead of making them wonder, tell them yourself. By being up front with your prospects regarding drawbacks and Trade-offs, you’ll enhance your trustworthiness and close more sales.

FREE BOOKS & SALES Stephanie always has FREE books and sales running and they’re constantly changing… CLICK HERE for current Freebies and Deals

People will remember a story about a product or service for years, but they will forget all the technical details in ten minutes.

You can use a relevant story close is when the prospect is having difficulty making a decision. You can use it in the middle of a presentation, as well. You can tell a relevant story about another prospect who was hesitating about buying this product or service, and they finally decided to do it.

Mr. Prospect, I know you're not in a position to make a decision today.  But could you give me the names of two or three people who you think may be able to take advantage of this offer?

After making sure that they don't have any problems, making sure they're happy, he gets two or three referrals from each.

sales techniques by using them face to face with a live prospect.  When you meet a person who’s not going to buy, develop your skills by using them all.

The key to sales success is to act boldly and to close boldly.

ask. Speak strongly.  Ask as though you expect the person to say yes.

you will succeed, and you will become one of the great sales people of your generation.

With a pair of scissors in my pocket, a bottle of rum in my hand, and Martina, we walked towards Plaza Trippy to go to the alley behind it called Carrer de la Rosa. Martina didn't know what this was all about; I tried to make it a surprise. At the gate, I asked Martina to hold the scissors until I climbed up the wall of the building and cut off the sign. I never had the chance to tell her that I used to do indoor climbing. Just like Adam. It was so dusty and rusty, abandoned and old, that I got dirty. The sign was quite new, or at least it looked new, but it was dustier than I had thought - it must have been up there for years. I cut the zip ties on the four corners, holding the sign to the old metal railings and then I jumped down from the wall to jump into Martina's arms in the tight alley. We were laughing. We went up and left, and up and right a few blocks until we crossed Ferran Street, I think, and finally, I thought we were safe: let's take a picture of the sign and get rid of it. I didn’t want anyone to see us in front of the place or on the busy Carrer Escudellers taking a picture of the 'For Sale' sign. Only Martina knew that we were going to have a club and that it would be right there. I gave my iPhone to Martina to take a picture of me holding the sign. I was so happy. I had my new girlfriend, suddenly from the sky, and she seemed to be “The One”. Celestial. I was wearing my beige suede Adidas shoes with white sole which Sabrina had surprised me with a year earlier on my birthday, my dark green Globe pants, and my black Breach jacket, a black hoodie, smiling ear to ear while holding a dirty sign in front of a store's closed metal shutter decorated with graffiti. After throwing out the sign in the trash can with Martina, I sent Adam the picture. He replied late at night: „:DDDDDDDDDDDDDDDDDDDDDD” Finally, it took a year to make Adam happy, even though Sabrina wouldn't let me make her happy. I got the place to make 'Aso Golan', the only place it could ever take place; to be one of the largest coffeeshops in Barcelona. I knew it would take another year to quickly fix up the place and pass the inspection before we could open it. I knew that in few years, we would be rich, looking back to the day I made my first order at the Sagrada Familia. Or the night we took off the FOR SALE sign with Martina.

Of course, Adam was still counting days the old way, as Sunday was the first day of the week, so he was misinforming me as to which day his father actually arrived in Spain, seemingly by accident, by mistake. Perhaps it was a mistake that Adam had confused the European calendar with the Israeli calendar from time to time; perhaps it was not a mistake. Ferran actually arrived the following day, Tuesday, according to the Gregorian calendar and not Monday, when we had all been preparing for his arrival with Martina in vain. I had wanted to introduce her to the old man nicely. However, Tuesday, when he was scheduled to arrive, Mario Larese - Mister Twister - showed up, banging the glass of the store-front door, echoing throughout the entire store and upstairs apartment, as if he was about to break the glass if I did not go down to open it. He was knocking on the plain, large glass of the door with either a lighter or with his metal ring; I don't know which, but it was terrible. I knew Ferran could arrive at any moment, so I told Martina it might be best if she went home to Paola and let me take care of the business. I couldn't ignore Mario, who was almost breaking the glass, seemingly because he had seen my scooter parked in front of the store. I opened the door and he started pushing his way inside, saying, “Let's smoke a joint and drink a coffee.” I replied, “Slow down, cowboy. I've got company, I'm expecting more company, and I just woke up. I have no time now; sorry, Mario.” He kept banging the door because he wanted to smoke somewhere early in the morning, and Canale Vuo was still closed. I was so tempted to slap him. Unintentionally, I let slip that I was expecting Ferran, which only increased his refusal to leave. Theatrical. Dramatic. He wasn't going to get out of my store, my way, my day, my life, my struggle, or my schedule. Meanwhile, the same time, Nico was bugging me on the phone to make sure I delivered a box of 1,000 cones for La Silla because they needed it to make pre-rolled joints for their smokers. They sold 2-3,000 pre-rolled joints a week, ordering two boxes weekly, thus making me waste my time for free. I started to think it had all been planned just to make me lose time every week. They sold 3,000 joints a week and yet couldn't afford more than two boxes of cones to purchase to keep up. Tuesday morning was so urgent for La Silla to get those 1,000 brown cones right then. Just for Nico's 5-euro commission and so he wouldn't be embarrassed in front of his friends at La Silla with his sales performance - no problem. I couldn't kick out Mario, and I didn't want to kick out Martina, who apparently didn't want to leave. I asked them to leave, but Mario was leaning on the kitchen table and unable to look up or turn toward me to meet my gaze. Martina was looking at me angrily. So, I told them both, “OK then, stay here; let the old man inside once he arrives. I have to deliver this box of cones to La Silla right away, but I will be right back. 20 minutes tops.” Adam had also failed to inform me that he had copied a set of keys for his dad at one point, and he had somehow sent them to Israel by mail, I guess. Martina did not need to stay in the store to let Ferran in, but I did not know that. Adam was always secretive and brief with his words, as if it cost him money to say words out of his mouth or dictate to Rachel what to write in an email or what he was supposed to tell me on the phone. I thought that Martina had to stay to let Ferran into the store in case he arrived just when I went to La Mesa to do a favor for Nico. I was on my way back to Urgell from La Silla, when Adam suddenly called me from Amsterdam, screaming on the phone.

Never offer a prospect the choice between something and nothing. Always make it a choice between one of two items.

Why don't you take this little puppy home and just play with it for the weekend.  And if you don't like it, you can bring it back on Monday.” The

just throw it away.  Okay?

One man sets great value on fasting, and believes himself to be leading a very devout life, so long as he fasts rigorously, although the while his heart is full of bitterness;--and while he will not moisten his lips with wine, perhaps not even with water, in his great abstinence, he does not scruple to steep them in his neighbour's blood, through slander and detraction. Another man reckons himself as devout because he repeats many prayers daily, although at the same time he does not refrain from all manner of angry, irritating, conceited or insulting speeches among his family and neighbours. This man freely opens his purse in almsgiving, but closes his heart to all gentle and forgiving feelings towards those who are opposed to him; while that one is ready enough to forgive his enemies, but will never pay his rightful debts save under pressure. Meanwhile all these people are conventionally called religious, but nevertheless they are in no true sense really devout. When Saul's servants sought to take David, Michal induced them to suppose that the lifeless figure lying in his bed, and covered with his garments, was the man they sought; and in like manner many people dress up an exterior with the visible acts expressive of earnest devotion, and the world supposes them to be really devout and spiritual-minded, while all the time they are mere lay figures, mere phantasms of devotion. But, in fact, all true and living devotion presupposes the love of God;

The demonstration close is what you use to qualify the prospect with your opening words, and to get a clear statement from the prospect that he is in a position to buy and to pay for this product.

Good sales people are those who question skillfully and listen carefully to the answers.

The Freudian slip concept says that if you ask enough questions and give prospects enough opportunity to talk, they will tell you everything that you need to know to sell them.

really selling when you are asking questions and giving them the opportunity to tell you what they're looking for, what they want, what they need, what they're concerned about, what their worries are. You are only really selling when you are listening attentively.

hot button.

Your job is to discover and then push the hot button over and over again.

The trial close is a technique that a professional sales person asks throughout the presentation to find out how well he is doing.

check close.

Does this make sense to you?  Is this what you're looking for?  Is this what you had in mind?  Is this an improvement on what you are doing right now?

The best thing about a trial close is that the prospect can answer “no” and it doesn't end the presentation.

You continually create mental pictures of what it's going to be like to use, to enjoy, to benefit, and to own the product.

Why don't you give it a try?” is a very subtle way of saying that you still have your options open.

How do you like the house?” If