Featured Coaching Training: Jim Cathcart's 15 Sales Moves
Are you in sales and struggling with closing a deal? In this series Jim Cathcart will teach you the sales moves necessary to improve customer relationships, how to respond to resistance from your customers, and helpful tips to close a deal.
Featured Coaching Excerpt - Notes & Transcript, Part 1
Lesson Nugget: Questions and concerns from customers help you to discover their needs and the problems you can solve.
Lesson Nugget: If the customer does not commit to the next action step or meeting, then they are really just rejecting you nicely.
Lesson Nugget: If the customer does not see how you can solve their problem, or help them get where they want to go, they won't pay you.
-Jim, how are you doing?
-I'm wonderful. This is fun. I'm loving this.
-We are now diving even deeper, deeper than ever before, into this book "Relationship Selling" with Mr. Jim Cathcart here. Now, Jim, this is move number 10 here.
-Yeah, it is. This is one of my favorite moves.
-Oh, yeah. And we're talking here about why customers resist. And I've realized that I've been in sales now for a while. And it does seem that many customers do tend to resist.
-Yes, they do.
-So this is something, if you're in sales, which all of us are to some extent, this is something we've to deal with, huh?
-What are we doing in this episode? Are we diving just deep into why they resist, specifically?
-In the book I go into a lot more detail than I'll be going into here. But I want to reframe this so that you think of a customer's resistance as a pleasant challenge. You know, oh good. He or she gave me some information. I know where their interests are. Now I know what to say and how to respond to that. Of course, if you don't know what to say, then the customer resists and you go, oh!
-Right. And then you freak out. You hang up right away, just hang up.
-Could you hold on while I get my sales manager? Or in the old days, the salesperson would say, let me go talk to my sales manager--
-See what I can do.
- --see we can do.
-How often do you see salespeople approach this incorrectly today? The companies you work with around the world?
-It's definitely a big need. Definitely.
-OK, so how impactful can this be now for the thrivers watching right now? How big can this be?
-I'd want to ask them. That's why I'm hesitating. I'd say, you tell us. Because I guarantee you that everyone in sales says, yeah. What do I do when the customer says, I don't think-- no, I don't know. I need to take it to the board. I've got to ask my husband, or wife, or brother, or partner, or whatever. No, we can't buy-- why don't you come back after the first of the year. No matter what time of the year. January 2nd, come you see us again after the first--
Or they just-- all those milestones in between. Next convenient milestone they use as an obstacle. Call back after Father's Day or Mother's Day, July 4th, OK--
-Whenever that next is.
-Call back after Labor Day. See me at the summer solstice. Whatever, good Lord. But all of those-- those are simply delays to buying that they're hoping will make you go away. Because they're feeling pressure. They feel like you're pushing--
- --and they're not ready.
-Why would they not be ready? Think about that. What would your answer be. Why would a person not feel ready to buy? What would be a reason?
-I feel like if they don't see the value and how it could impact them right then.
-OK. So if you don't see how it can help you, then why would you want to part with money to get it?
-You wouldn't be ready.
-Number one. Absolutely, the reason customers exist-- resist is because they don't see the value or the compulsion to act on their needs now. So, and it falls into predictable categories.
I remember this from ages ago. Zig Ziglar was here in Tulsa for a seminar, and I was in his audience.
-And this will tell you how long ago it was. He had on a yellow leisure suit.
-This was a day ago. And Zig Ziglar was one of the greatest speakers I've ever heard in my life. Absolute genuine, wonderful guy. And a brilliant salesman. And that day, he was introduced by I think Don Hudson, who was in charge of the meeting. And Don's also a sales trainer, wrote a book called "Selling Value."
And so they said, ladies and gentlemen, please welcome Zig Ziglar. Zig comes running out on stage, all full of energy.
-And here's what he said. Now this was the 1970s.
-And I still remember to this day what he said, and how he said it, and how he was dressed. That's pretty good.
-How would you like people to remember your sales call that way?
-This is huge. This is going to be a big episode, right here.
-Good. Thank you.
-Take care. Listen to "Why Customers Resist and What We Can Do About It."
-Thank you, Jim.
Featured Coaching Excerpt - Notes & Transcript, Part 2
5 Reasons a customer won't buy: 1. No Need, 2. No Trust, 3. No Authority, 4. No Money, 5. No Hurry
Lesson Nugget: People buy from those who they like and trust.
Lesson Nugget: You must talk to decision makers if you plan on selling something.
Lesson Nugget: Help your customers to find the money needed to pay you.
-And I'll be brief on this but Zig came out and he said there are five reasons, and five reasons only, why your customer won't buy from you today.
No need. They don't see the need for your product.
No trust. They don't trust you to be able to fill the need like you say you will.
No authority, meaning they don't have the ability to say yes. They don't have either the permission or whatever to say yes.
No money. They can't afford it.
Or no hurry. There's no urgency to do it now. OK.
So if there are five reasons, and five reasons only-- and I think that that's pretty valid-- then how can we learn from that and what can we do about it? Well, first up, if the entire sales contact is about finding and filling needs-- in other words, helping people-- then we address that one pretty straight on early in the sales dialogue.
So you do your homework in advance. You call on this person, you immediately take so much interest in them, you're uncovering need after need after need. You're finding out what they're interested in, what they're afraid of, what bothers them, what they're most pleased by, what they're hoping for with their next supplier or provider. Right?
So addressing that one, that's early on. And that's, kind of, overriding. All right.
No trust. Whoa. Well, if they don't trust you, what can you do about it? Or if they don't trust your company, what can you do about it?
Well, first off, if they don't trust you then that's a personal thing. OK. It's the way you're behaving, the way you present yourself. It's probably the level of interest you're showing-- sincere interest you're showing-- in them. So you can change your own behavior to that.
If it's your company or your product that they don't trust, then you need some way of proving that it has the value that you're claiming. That could be testimonials, that could be a demonstration. It could be a sample, it could be referrals. It could be endorsements that you got from other people. It could be a side-by-side comparison with whatever it is you're going up against.
In any number of ways, but if there's no trust, then you have to validate the reason to move forward and to alleviate the lack of trust. OK?
If there's no authority, you're talking to the wrong person. So what you need to do is quickly find out who might the right person be. And then, if you can, get the person you're now talking to to help be your champion to open the door to the other person. OK.
Because no matter how hard you push on that one, they're not going to buy. They don't have the authority to buy. They flat can't do it. OK.
If it's no money-- A lot of times, it's not a no money universal thing, it's a no money situational thing. Meaning we don't have that much in our budget.
Do you have that much? Yeah but not in our budget. Ah ha. So they've got the money, they just haven't allocated it to this use.
So what you might do is look for another budget line item they could draw it from. Like in my case, when I'm talking to someone about a speaking engagement at a convention. Maybe they don't have the line item in their convention budget to hire an outside speaker but they've got a training budget in their human resource department that could be used to provide this as training through their annual meeting. So they got the money, it just came from a different line item.
So a lot of times no money is not a no money as much as it is not easy to get to the money for this purpose. Right?
Another would be no hurry. What's the rush? Why should I get concerned about this right now? And that's where you have to focus on the value they will be missing by delaying the purchase.
You might even say to a person, you know, you're going to pay me either way. Or you're going to pay either way, excuse me. You would pay me to acquire the product or service and start getting the value and saving the money, and time and grief from having this.
Or you continue to spend what you're spending now in loss of time, loss of productivity, loss of expenses, and other things, to go with what you currently have. So either way, you're paying. I'm just suggesting we take action now to start saving you money, time, and effort.
So no need, no trust, no hurry, no ability, no ability or authority, no money. Those five that we were talking about, that's counting your checklist. And if you think through each one of those, and think of how could you respond to that in a way that makes them feel safe and secure in your caring hands, then you've got the sale and your customer will no longer resist.