Copyright © 2019 Asif Zaidi.

All rights reserved. No part of this book may be used or reproduced by any means, graphic, electronic, or mechanical, including photocopying, recording, taping or by any information storage retrieval system without the written permission of the author except in the case of brief quotations embodied in critical articles and reviews.

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ISBN: 978-1-5320-7598-8 (sc)

ISBN: 978-1-5320-7599-5 (hc)

ISBN: 978-1-5320-7597-1 (e)

Library of Congress Control Number: 2019908531

iUniverse rev. date: 06/25/2019

Contents

Preface

Introduction

I.       THE BASICS OF PERSONAL SELLING

1.     Personal Selling

2.     Helping Buyers Buy

3.     Identifying Customer Requirements

4.     Handling Objections

5.     In-Person Selling

6.     Influencing

7.     Negotiating

8.     Assertiveness

9.     Being An Agent of Change

10.   Making A Presentation

II.     THE ART OF PERSONAL SELLING

11.   Using Metaphors

12.   Asking Questions

13.   Anchoring

14.   Reframing

15.   Mirroring

16.   Storytelling

17.   Active Listening

18.   Likability

19.   Selling on Value

20.   Selling to The Old Brain

21.   Networking

22.   Using Voicemail

23.   Handling Rejection

Other Books by the Author

Preface

S

elling is the art of persuasion at its finest. It is a way to willingly influence others’ behavior, to develop relationships, to build credibility, and to let the world know what you have to offer. No one gets by without selling.

In fact, selling may be the single most important skill in human life. Whether you are a business person, a teacher, a prophet, or a parent, to get your point across you have to sell. The first skill we learn as babies is selling. We begin by crying and then move on to crowing, smiling, frowning, moaning, and beyond.

Selling is the second oldest profession in the world, after farming. Effective selling helps people make their decisions. A good business always thinks long-term and privileges building lasting relationships with its customers.

For the purposes of this book, we will limit our discussion to selling in business and the situations where face-to-face human interaction is warranted. In almost every situation where two people come together, there is an opportunity for someone to sell something. This book will help make you alert to selling situations and equip you with selling skills to use in such situations on a daily basis.

By the same token, this is not a book about when to use personal selling. Whether or not a company uses personal selling as part of its marketing mix depends on its industry and its business model.

Introduction

You have to learn the rules of the game. And then you have to play better than anyone else.

Albert Einstein

M any people do not see themselves as selling, whereas they are actually doing it all the time. But if you ask them professionally to sell a product, a service, an idea, or themselves, they feel awkward. Nothing sabotages business success more than viewing selling with trepidation or indifference. You can change that by seeing what you are selling as an instrument for other people to achieve their own goals. The shared economy powered by the digital revolution has shifted power from the seller to the buyer. More than ever, selling is about understanding the customer’s needs and creating a solution to fulfill them. The value of a selling proposition is dictated by each customer’s unique situation. If you cannot understand how your offering will benefit your prospects, then neither will they.

Digitalization is changing the way we buy and sell. Online channels are ubiquitous and getting cheaper. Customers like them for ease of use and because they make it convenient to compare information between products, competitors, and markets. In this situation it is easy to assume that personal selling can simply be transferred to online channels, or that customers are only interested in the transaction and see little value in interacting with a sales consultant.

However, we should not underestimate the human factor. It still plays an important role in a number of industries, especially in premium products. Surveys show that customers often remain open to being convinced, even after they have spent time researching a product. They find the human element reassuring. This offers salespeople the opportunity to be experts in their area and to provide value beyond the solution itself. Fortified with the right digital tools, process, and knowledge, salespeople can enable decision-making, improve the purchasing experience, and help customers build a relationship with the brand.

When your product or service has a high unit value, requires a demonstration of its benefits, and relies on differentiation, it is well suited for personal sales. Personal selling, though, needs a new approach; conventional sales strategies that rely on pushing customers into closing sales will no longer work in the digital age. Sales interactions must add value from the customer’s perspective. Current data suggests that salespeople whose interactions include customized product configuration, product knowledge, a systematic approach to sales talks, and measurement of value are more successful at selling. They sell at higher premiums, are better at cross-selling, are more likely to secure a sale, and command greater customer satisfaction.

PART I

THE BASICS OF PERSONAL SELLING

Salespeople from different industries go through similar basic stages when making a sale. While they may carry different names in different businesses, these activities include the following:

• Identifying the target market

• Prospecting

• Qualifying

• Planning the approach

• Research

• Presentation

• Demonstration

• Handling objections

• Negotiation

• Closing

• Follow-up

In this section, we will discuss how you can address the buyer’s needs and preferences and offer advice, information, and recommendations so that as a skilled salesperson, you can help buyers save money and time during the decision process.

1

Personal Selling

Salesmanship is limitless. Our very living is selling. We are all salespeople.

James Cash Penney

P ersonal selling is the process of interacting with prospects face-to-face with the intent of selling a product or service. What distinguishes personal selling from other methods of selling—online selling, advertising, sales promotion, public relations—is that the seller conducts business with the buyer in person. Most successful entrepreneurs and executives are highly skilled at personal selling. They are able to personally represent and promote their companies and products in the marketplace. Despite the increasing influence of technology in our interactions with others, personal selling remains alive, robust, and relevant. Personal interface with customers gives you the chance to build trust, create a stronger connection, and help in their decision-making process.

ADVANTAGES

Here are some of the advantages of personal selling.

1. It is focused: Unlike a mass-marketing message that reaches many people outside the target market, personal selling requires the sales force to pinpoint the target market, establish contacts, and make focused efforts, with a stronger probability of leading to a sale.

2. It helps build personal relationships: Personal selling is an effective means for building relationships with customers, which is important when a sale takes a considerable amount of time to complete. It also helps make international sales in cultures where personal relationships between the buyer and seller are often more important than seeking the best business deal.

3. It adapts solutions to customer requirements: Customers value being able to adapt products to their own needs. Customers generally appreciate the flexibility of being able to choose from a wide range of options, but they can be overwhelmed when faced with too many choices. Personal selling gives the salesperson an opportunity to reduce complexity and prevent choice overload. Customers are more satisfied with sales talks when they feel that the product or service configurations have been adjusted to best suit their needs.

4. It adds value through sales talk: The salesperson can add value at every interaction throughout the sales process by presenting pertinent, convincing content. For example, comparison with alternatives is a great tool to generate value. Personal selling also generates a focus on the content and not the price. The salesperson is also able to defend the price based on the benefits of the solution against those of the competition.

5. It offers flexibility: An important advantage of personal selling is its flexibility. Salespeople can customize their presentations to fit the needs, motives, and behavior of individual customers. You can gauge the customer’s reaction to a sales approach and immediately adjust the message to foster better understanding.

6. It brings a systematic approach to sales: Personal selling enables you to follow a structured sales process with strategic elements—such as cost-benefit analysis, comparative scrutiny, cross-selling, and upselling. Salespeople who employ an organized sales approach with a specific sequence achieve better results.

7. It shows the productivity of each step: You can measure the value of each step in the sales process, not just the results at the end. This gives you the opportunity to identify best practices and areas for improvement and to re-engineer your sales interaction accordingly. Most businesses have heavily invested in digital technologies to streamline and optimize sales operations. The challenge is to innovate and add value to your offline sales consultations beyond what is available online in order to increase cross-selling, upselling, and customer loyalty.

8. It adds precision: Personal selling enables you to target your message precisely to the customer and obtain immediate feedback. In this way, it is more precise and often more persuasive than other forms of promotion. Personal selling makes it easy for the customer to determine their return on investment (ROI).

9. It is a valuable source of information: Personal selling can be an important source of market information. It allows salespeople to learn about customers’ feedback, competitors’ products, market trends, or emerging customer needs.

10. It builds customer loyalty: When you act as a problem solver and advisor for customers rather than merely pushing for a sale, personal selling can help a business build loyal, long-term relationships with customers.

11. It gives an opportunity to close: The most significant advantage of personal selling is that a salesperson can effectively respond to and overcome concerns and reservations. You are in an excellent position to encourage the customer to act.

12. It is complementary to other promotional tools: Personal selling is a great way to support advertising, promotion, and publicity. It can render sales promotion tools more real by adding a personal touch.

13. It gets immediate feedback: This is the only selling technique that delivers immediate feedback from customers.

14. It draws on the prospect’s social drives: A salesperson can understand and draw on a buyer’s social motives—fear, love, hate, envy, status, or prestige—to make the sale.

CHALLENGES

Personal selling comes with challenges as well.

1. High cost: Personal selling entails higher costs—salaries, perks, travel, lodging and so on—and therefore is not competitive in every industry. Companies can, however, reduce sales costs by complementing personal selling with other techniques such as telemarketing, direct mail, toll-free numbers, and online communication with qualified prospects. Technology can be used to convey sales messages, reply to questions, take payment, and follow up.

2. Need for the right people: Probably the biggest challenge in personal selling is finding and retaining good salespeople. This book is written for that purpose—to make you a good salesperson and meet that demand.

3. Message inconsistency: It is difficult to get all salespeople to adhere to a uniform sales culture, message, and ethics. Many salespeople view themselves as independent from the organization, so they may devise their own sales techniques and use their own message strategies.

2

Helping Buyers Buy

Every sale has five obstacles: no need, no money, no hurry, no desire, no trust.

Zig Ziglar

T he art of selling requires you to concentrate on the buyer to understand their needs and to attract, engage, and then empower them to buy. Selling in this age of information and accessibility revolves totally around the buyer. It is no longer difficult to reach the buyer; what matters is how you help them buy. For that you have to be focused on the buyer and not on your product or yourself. To help a buyer buy, you must relate to the buyer’s top-of-mind concerns. Helping a buyer requires you to view every transaction as a win-win equation: you help a buyer with a solution to their need, and in the process help your business turn an idea into revenue.

Your competition is not just a competitor of your product or service; it can also be another priority in the buying organization. To help the buyer buy, you must often enable them to sell your solution within their organization. Once you have convinced a manager to buy, their work is only beginning. Many potential sales fail to materialize because the person you are dealing with is unable to justify their purchase decision to their colleagues.

There are four steps in a buying process: trust, needs, help, and hurry.

TRUST

Trust is the foundation of any successful relationship. People do business with people they like and trust, so let’s start with that. Trust is invariably the first step in the journey of selling. We all need to feel understood by others and find it easier to trust people who we think understand us. From my years in business, I can tell you that one common failing of many salespeople is that they fail to gain their buyer’s trust. Trust plays a greater role than ever because today’s customers buy differently; they know there is no urgency because good deals, good salespeople, and good companies show up every day. If you do not work on building trust, then you are missing out on a decisive distinguisher.

WINNING THE TRUST OF A BUYER

Trust is the foundation to all customer experiences. It cannot be developed in a day, but it can be wrecked fast. Pay attention to each customer individually instead of rushing to get things done. That can help create a long-term relationship of trust. Be intentional and strategic about the way you relate to the buyer. Here are some suggestions for gaining the trust of a buyer:

1. Be passionate about what you are selling: For every sale you miss because you’re too enthusiastic, you will miss a hundred because you’re not enthusiastic enough, said sales guru Zig Ziglar. And he was spot on.

Passion is when you view what you sell not as a job, but as your calling. Passion is contagious; deeply caring about what you sell attracts people to you. Tell your story of why you do what you do and what makes it special for you. Do not use bombast, but use your expertise to build credibility. A desire to share your story shows passion and builds bridges. Discover common ground with your customer to explore where your passions might intersect.

Your passion also motivates customers to recommend you to their peers; they will want to carry forth the message that both you and your offerings are worth the trust. Here are some suggestions for conveying passion for what you sell:

Build the right attitude. In sales, attitude and mindset are everything. If you lack enthusiasm for your offering and for how the buyer will benefit, you will not inspire their trust. Passion for what and how you are selling is essential for building trust with your customer.

Enjoy the process. Now that your journey has brought you face-to-face with the prospect, the next step is to arm them with knowledge and offer great advice, guiding them to their purchase decision. Enjoy demonstrating how your solution meets the prospect’s needs. Your buyer will trust you when they feel that you have a strong belief in the value and effectiveness of what you are selling. The buyer then sees you as a trusted advisor. They feel secure in the knowledge that you stand behind your claims and that their needs rank highest in your mind.

Sell the idea. A drill-machine manufacturer sells a hole. A coffee shop sells its barista experience, its coffee aroma, and its ambience. A gym sells a healthier you. No matter what you are selling, you are selling ideas. When you see the big picture through your customer’s eyes, you will feel more passionate about addressing their needs, hopes, wishes, desires, and fears. Be passionate about helping the customer make the best choice for them.

Listen well. Passion is not gauged by your rehearsed delivery of canned pitches; it comes through in how well you listen to your customer’s requests. And next, through how well you explain your solution’s fit with the customer’s needs as you have heard and understood them.

Work for the customer. You cannot become a trusted advisor without passion for the customer’s wellbeing. In wanting the best possible outcome for your customer, you create a happier, more fulfilled work life for yourself—one in which you are passionate about what you do. You also help your performance; the more customers trust you, the more they are likely to buy from you.

2. Do your research: Research your prospect so that you do not have to ask the obvious. Knowing your customer’s industry and competition helps you ascertain their buying criteria and performance imperatives. Be able to provide case studies and testimonials of other relevant winning experiences. Tell how you helped someone achieve the results that your customer hopes to achieve. Social proof is a highly effective tool for building trust.

3. Inquire: When a doctor or a car mechanic asks you specific, relevant questions to find more about your situation, that builds trust. Doesn’t it? The same holds true for your selling. Before they can trust your prescription, your customer has to feel that you understand their needs and their pain.

4. Build your ability: Do people see you as an authority in your profession? Can they count on your insights when they seek advice? Offering expertise that your customer can trust is a sure way to build trust. People have to be able to trust your ability, and not just your intent, to help them. Trust in a seller’s capability means buyers believe you can do what you say you can. Be an expert; know your buyer’s industry and business, competition, marketplace, full set of needs, and more. If you want to guide the way, you must be able to answer a buyer’s questions about your offerings and the market, as well as about the buying process itself. Be prepared to discuss, in concrete terms, what results the buyer can expect to achieve.

5. Be ethical: The foundation for trust consists not in what you do but in how you do it. An authentic person is authentic in every aspect of their behavior, and that also extends into their work. Never try to manipulate your customer; manipulation kills trust. Handle every aspect of the sales process with a high degree of professionalism. Make sure what you sell is the right fit. Even if you forego the sale, you will have made a friend and a business contact.

Regardless of a company’s reputation, customers choose to do business with people they trust. To build a group of customers who consider you a credible salesperson, you have to earn their trust by behaving ethically and conveying a commitment to customer needs. Here are some suggestions for ethical behavior:

Be transparent. Always present full and clear information. If you do not have the information a customer wants, be honest enough to admit it; let the customer know, and offer to find out. The customer must be confident that they can rely on the information you provide.

Be fair. Describe your competition and compare yourself with them fairly. Criticizing the competition unfairly is seen as unethical.

Give truthful advice. Your customer should be able to trust the advice and recommendations you give them. When your solution is not the right fit for them, say so and do not try to get a sale at all costs. Giving a customer untrue or biased information can quickly destroy trust.

Deal honestly with problems. When problems such as a quality issue, an unforeseen rise in costs, delays in delivery, or a change of specification arise, be upfront about them.

Accept responsibility. When something goes wrong, explain the reason and accept responsibility.

Be reliable. Be reliable in keeping every commitment you make—small or big.

6. Look to build relationships: Privilege developing long-term trust in customer relationships rather than simply making one-shot sales. Make it clear that you want to help, not just make a sale. Form a partnership in which your customer also plays an active part in finding the best solution.

7. Stay in touch: Stay in contact after the sale. Communicate regularly about delivery dates, installation, training, and other relevant matters. Make sure your customer is satisfied with their purchase. Help the customer track their results and analyze the efficacy of the solution.

8. Be dependable: Clarify expectations. Do what you promise and do it well. Make sure buyers are clear about how you operate and honor your commitments. In any business, customers expect the same standards. The last thing people want is to be surprised; they want dependability.

9. Offer social proof: When we see other people—especially those we hold in respect—endorsing something by using it, consuming it, or talking it up, it influences our opinion. Harness the bandwagon effect by using recommendations from similar customers or describing an instance when you helped a customer achieve stellar results. See if you share common connections with the prospect; check platforms such as LinkedIn and see if you can use any of your connections.

10. Maintain eye contact: Eye contact builds trust, whereas avoiding it carries negative connotations. Maintain healthy eye contact to communicate trustworthiness and confidence.

11. Show consistency: Being consistent is a significant factor in building trust. Show a behavior that is consistent with what you say. For example, if you say This will only take five minutes and stop promptly at the five-minute mark, the buyer knows that you mean what you say and will be more willing to trust you. Trust is built upon a foundation of consistency.

12. Trust the customer: When you find your prospect trustworthy, exhibiting your trust in them will reassure them to trust you back. This is a psychological phenomenon known as the Pygmalion effect, which holds that we treat others in ways that match our expectations of them, causing the person to behave in a way that confirms those expectations.

13. Show that you care: Show interest in your prospect’s welfare and person. When they divulge information about their lives, empathize. The best salespeople are concerned with helping their buyers above all else, and their sincere interest and empathy is rewarded with the buyer’s trust.

You can have the most efficient experience in the industry, but if customers do not feel that you care about them, they will not trust you. Here are some suggestions for showing your customers that you care:

Align your feelings. Care comes through when a salesperson aligns their own personal feelings with those of their prospect’s. You can do it by understanding the prospect’s interpretation of a situation, accepting it as valid, and advocating for the best solution.

Do not assume, ask. Do not assume things about your potential buyers. Ask them to tell you what their pain point is, what is hampering their performance, or what the biggest hurdle they face is. Once you know this, it is much easier to put yourself in their shoes and suggest a solution.

Build your emotional intelligence. A great salesperson invariably has high emotional intelligence. Making a connection with people you sell to is key. When you know how to regulate your emotional experience, it is easier to build trust.

Ask good questions. To be of genuine help, you need to get to the root of the problem. Ask good questions to understand what the customer’s pain is and how you can help. If you cannot help, say so. If you know someone (even a competitor) who can help, bring up their name.

Understand how your solution will improve the prospect’s life. Good salespeople know their customers’ needs. For example, if you are selling mattresses, experience sleeping on it so that you can explain to your customer how it will feel for them.

Send a handwritten note. A handwritten note is even more memorable in today’s digital world. Writing short handwritten notes—thank you, appreciation, good wishes—will have a huge impact.

Address the customer by their name: You and everyone within your company who regularly interacts with customers must remember their names, whether in person or over the phone. This small gesture tells your customers that you care about them.

Seek their opinion. Customers are willing to give you their feedback, suggestions, and ideas. All you need to do is ask. Asking for their opinion shows you care by wanting to improve the product and the customer experience. They will feel included and know that their opinions and ideas are important to you.

Personalize your communications. Rather than sending general emails or wishes to a broad group of contacts, send personalized messages. Show how your business can meet their needs by sending targeted, relevant information.

NEED

The next step in the buying process is need. A customer need is the motive that prompts them to buy a product or service. Every sale you make must address a real customer need. As Steve Jobs explained, you have to start with the customer experience and work backwards to the solution you offer. Jobs understood that when you try to reverse-engineer the need from the product, it is easy to lose touch with reality. The customer need is your why, the foundation of your entire business and what it offers. The more you know about your customers, the more you are likely to understand customer needs and expectations and to design outstanding solutions. The need is contextual; to understand it, you have to understand the customer’s context. This enables you to understand their current priorities and goals and, thus, the functional, emotional aspects of their need. When your message addresses the customer’s needs, they identify themselves with its every point. Only when the customer validates the need should you proceed to explain how you can address it.

ADDRESSING CUSTOMER NEEDS

Here are some suggestions to help you better address customer needs.

1. Put yourself in the customer’s shoes: The first step involves putting yourself in your customer’s shoes and thinking about the world from their perspective. When you know your customer’s thought process, you can focus on the benefits of your offering for the customer instead of