JOHN COSTIGAN: The Sales Process: Close Page 1 of 5

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1 All right, so our last section is close. It s probably the one word that everybody wants to know. How do you close more business, how do you close more business? Remember, when I talked earlier about the step right between discovery and delivery, where if you re looking for the red flags, which I won t grab the... Here it is. Grab the red marker. There s a red flag. You re looking for red flags, and then you... Remember, I did the inverted triangle. I said gather information and then try to close an end product. I d go, Hey, great if we can do all that, hey where do we go from here. What happens next? That s actually one of your first closes. The closing part, I feel like I m going to let you down here. I got to tell you, most of all of the opportunities that most people win is usually where they... You re going down the path the whole way and you re doing clear next steps to where when you finally get to the close, it s not like it s a tight ball game that s three and two count, bottom of the ninth, and there s all this anxiety and nervousness, it s not. It just pretty much happens at a point where they go, Okay, sign the agreement. That s it. It s been pretty rare when I ve had some complete surprise deals where they called and they go, You won. I m like, Really, when did that happen? I mean, you pretty much know in this area if you ve got an opportunity to win something. Correct? Even if you re going door to door, obviously you re one of those folks, a small business and you re trying to bust down doors and just do small deals, you pretty much know early on right there if you re probably going to win, right? At the end of the day, the close isn t some big culminating event usually. It s not. What I will tell you is a couple of things, this is that. I m going to show you a couple of things to do if you want to close a deal by the end of the year, where you re going to save face and not give away the farm before you need to give away the farm. one of the first ways that I ve actually told people to close is, number one is, I just said I call grab a pen. I just actually did one of these on LinkedIn, it was great. It was like 1,000 people went on it, really really fast. I was really happy, because obviously I did it towards the end of the quarter of last year, and the timeliness of it, everybody wanted to go to it. Grab a pen. Really what this means is this is that, people don t mind being told what to do, as long as you make it about them, like a doctor, Hey, you know that hurts, let s get you fixed. It s one of my favorite lines, is Let s get you fixed. Okay, let s get you fixed. Okay, it s one of my favorite lines. In this case, you re going to hear me use that line right here. Usually, if I have a deal where I ve been working with the customer and it got a little stalled, and we re not sure if going to get closed, sometimes what I ll do is I ll call this person. I ll go, and I ll be bigger than life. I m like, Hey Susan. It s John, how are you? Now remember, I m talking like this because number one, I want to be the confident doctor. The Sales Process: Close Page 1 of 5

2 I m going to be the confident doctor. I ve already met Susan and talked to Susan a lot. I have a connection, I ve done the discovery. I ve already delivered the... I mean, I ve done all of this, right? It s not like this is a... This is like I don t even know this person, right? I might go, Hey, Susan, it s John, how are you? Good how are you John? Great, hey you got a pen? I m like, What? I actually kind of called grab a pen. I go, You got a pen? They re like, Yeah, why? I go, Sign that thing, let s get you fixed. Then stop talking. On the LinkedIn, I mentioned we did 51 deals, 2.9 million dollars in one day. In one day using this technique with a large sales organization I had with them. A bunch of reps in a room, we treated it like the floor of the stock exchange. No one got to leave that room all day. We started training around five o clock in the morning. We went to like seven o clock in the morning, and then they had all day to close. This was the number one technique we did. It was called grab a pen. Okay, again, people don t mind being told what to do as long as you make it about them. Hey, grab a pen. Let s get you fixed. If it doesn t go, they re going to give you either one or two reasons where you think it s held up. Okay, but it s just fun to do, and nobody does it. Think about you being the confident doctor. One of the largest deals ever closed for ipods was done with this technique, with the Apple corporation. I know that it works, because I gave the advice to the guy who did it, and it closed the deal. One of the favorite ones, one of my largest accounts I ve ever had in my life. The guy kept moving my proposal around the desk over and over, and I didn t even know that that... I didn t even know that this technique was really the one that was going to work until he told me in Bangalore, India when I started training over there, where he said, Yeah, by the way, John did this technique, and I signed it. I was like, You know you re right, I ve been moving around my desk so much, let s just do it. Anyway, this is a great technique if you can pull it off. You got to be confident, you just can t do it passively, okay. That s number one. Number two, another close is this. One of my favorite closes is that, if you re going to discount. If you re going to discount, just make sure you do this. You have to say to them, you can t say, you can t go run around and get the discount before you got confirmation that they would do it with you. If you re going to reduce the money, you have to do this. You have to say, Hey listen Bob, listen, there may be an opportunity right now to possibly get this done by the end of the year if I reduce the rate. I m not sure I can really, not. Let me ask you, if I can do it, is that something that you think might make things a little more palatable? If he says, or she says, in this case I said, Bob. If he says, Well, I m not sure, but tell me. Why don t you see what you can do? That s where a lot of reps, they hang up and then they start to go do that. The Sales Process: Close Page 2 of 5

3 One of the things I do is I tell, I tell managers, I go, Listen, if a representative comes to you, to always ask managers. I go, Have you ever given a discount, and you still didn t get the deal? They all go, Absolutely. I go, That s your fault. I said, The reason is because when a rep comes to you, they get happy ears, they think they got a great opportunity. They go, Hey can we get a deal on this? Of course you re going to go, Well, why? Why would I discount it? When you do that, when you say why to your sales rep, do you know what you do? You just put a wall up on your sales rep, and they went on the defensive. Now you made your sales rep defensive. Okay, so if he goes, or she comes in your office, and says, I need a discount. You go, Okay but why? Now you made them defensive, they probably start getting happy ears, they may start embellishing, they may start thinking the deal s a little better than they thought. In actuality, it really wasn t, so then you give the discount, they go back and they don t get it. One of the things I ve always told managers to do is to say, Hey, when someone comes in your office, the first thing you should do is when the rep comes and says, Hey, can we get a discount, don t say why, just go, Okay, well, tell you what, sure. Today s your lucky day, I ll give you the discount. Just say yes. If you say yes, their guard goes down immediately. You go, Yeah, okay, you got it. The reps will be like, Really? Yeah, okay, I mean, if you want me to do it, if you want me to help you, I ll see if this makes sense, but hang on, really quick. If I give you the discount, what happens next? If the rep goes, Well, I mean, we got a great. I go, Hang on, tell you what. You re not allowed to say I think, or any derivative of my think, like my gut says. You ve got to say, Hey, you got to tell me what you know. Would you bet your salary on it? If you ve got to come in my office, and you want to get a discount, and I m going to give it to you. I m not sure I can yet, but if I did, what would happen next, and you go, Oh I know it. He said, if I get to that number, we got a done deal. Then I go, Great, go give them the number, or maybe not. I m not sure if you want a discount or not. My point is, the lesson here is this. As a manager, just say yes once in a while, and see how the rep feels, but make sure they don t leave your office before you say, Hey listen, if I do that, what happens? You re not allowed to say the word, you re not allowed to say the word think or gut or anything close to it. You ve got to tell me what you know, what you would bet on. Meanwhile, back to the rep. The rep would say this to the customer. Hey, Mr. Customer, I m not sure if I can do this or not, but if I did, what would happen next? By the way, these customers are smart. They re going to say, Well, tell you what, why don t you go figure that out? Why don t you go see if you can do it? That s where you have to say, Hey, listen, the last thing I can do is go into my boss s office right now and say, Hey, if you do this, I m not sure, but it might help The Sales Process: Close Page 3 of 5

4 us. He s going to laugh me right out of there. I got to tell you right now is that, I can t be like the little boy who cried wolf walking in there, trying to beat him up, because right now, the size of the hammer I have with what you and I are saying here, Bob. I know, Bob, that you have a problem, you re trying to get this fixed, and I d love to be able to help you get it fixed by the end of the year. Remember, making it about them. I said, But, Bob, I ll tell you one thing. If I walk in there right now, I got a ball peen hammer, I don t have a sledge hammer. I tell you what, if I do do this, Bob, what happens next? If he goes, Well, I m not sure. Why don t you go see if you can do it? This is where you got to go, Tell you what, can you go run this up the flagpole, and see if this is going to work with your people. You can t say the discount yet, because I don t know. Why don t you go call your people and go, Hey listen, if these guys can do this by this point in time, are we good? If call me back and go, Yep, I ran it by my boss, we re good. Now, I can run it to my boss s office with a sledge hammer. I just referenced in the earlier sections about the VP of sales I was talking to on the west coast. He s meeting his CEO at lunch. Just to let you know, I did not discount or anything. I simply just said, Hey David, tell you what, before... Now this is me not running around doing all this work, okay? I said, David, tell you what. Why don t you just reference your boss and say, Listen, I got this guy, he s going to be able to do this and this and this, here s roughly the cost. Why don t you just do that? I said, Unless you really need something in front of you, and you re going to be embarrassed if you don t. He goes, No, it s at lunch. I go, Great, why don t you just have a casual conversation, go, Here s a guy, I ve been using him, I really like him, and because David went to a new company, and let s just have lunch and if he says yep, great, do it, then call me back and go, Yeah, I got approval, now send me something to fish. I go, You got it. You know what happened? I didn t have to work, he got to go sell it on his end. Remember the red flag part? He s now invested. Isn t Johnny running around doing everything. Why he s just sitting calm while I go do that. By the way, David s a great guy. David s like, Hey, why don t you, can you put something together. I said, How about this, David. Before I start calling my staff and running around doing all that, when are you supposed to meet with him? Are you going to talk with him. That s when he said, I have lunch. I go, Do you mind if you just bounce it off of him, get some feelings back first, and then call me back. He s like, You got it, done. By the way, I think we re done. Done meaning we got that deal. At the end of the day, make sure they re invested too. These are my two real big techniques. I m going to have a whole other section on the online training, it s called the top five ways to close The Sales Process: Close Page 4 of 5

5 business. I wanted to give you a couple of them here, but the biggest one is this. Probably the last one really quick is this. Whenever people are delayed, just make sure you remind them about the pain of why they even wanted to get fixed to begin with. That s a big one. You want to be able to say, Hey listen, remember when we got together, you wanted to get this done this year because of these reasons? Hey listen, is that still going on or not? You got to remind people of their pain sometimes, of their challenges. These are the three simple ones. Grab a pen. If you re going to discount get confirmation from them first and have them sell their deal internally first before you then go to your boss or go anywhere. Here, listen, I own my own company. I don t have to get approval from anybody I can discount it myself. In this case, I said, Hey, David, why don t you go sell your deal first, and then come back to me, and we ll see what s up. He did, I didn t have to go... If he comes back, and says, Hey John, the number s now here. I can now decide if I want to do it or not. Of course now I m into the whole quid pro quo. I m like, Okay, if I have to discount, then how about we do a longer term deal, and I ll give you more of this, but I ll hit that number. You know the game, we ll go back and forth in terms of working it out. Anyway, the thing I love about it, I m always in control. Not them. I m in control, member, I m the doctor. You re the one with the problem, not me. I don t say it that way, but that s what I m thinking. You have the challenge, not me. I m just here to help you, and if I can, let s move forward. There s some of my closing techniques. You just saw the four step sales process. Connect, discover, deliver, close. Those are the four things to do every time you become engaged with a customer. Every single time. Kind of funny, talking about David. I did these four things. Hey David, how s it going, bada bada bah. I discovered [inaudible 00:11:27] conversation. Make sure I remind you had this going on. I did discovery, I then, because they did great, if I can do all this, where we going? We got his boss, he s having lunch. I delivered, how I was going to do it. Finally, I got a close. That happens every single time you re on the phone. Those four things. If you re on a 20 minute conversation, those four things should happen. You never leave without clear next steps. I mean, calendar clear next steps. If you do that, that s how you simplify this whole concept of you got a problem, you got no money, you want to fix it. Okay, so hey. I m John Costigan. You just saw the whole darn process, and I hope you enjoyed it. I know I jumped around a lot in terms of just, animated and getting going. I tell you one thing, I hope you stay engaged with this process, because it s a winner, and it works. This isn t something I just pulled out of a book. This is real life stuff. This is what works. We ll see you soon. The Sales Process: Close Page 5 of 5

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