ospect should buy.

For example, counter price objections with value for money/benefit statements, such as:

'Even though our quote is higher than your present supplier, if you install our equipment what is your estimate of the savings you will make on wastage reduction in the first year?'

and attempt to close after the prospect has responded with:

'Now doesn't that mean doing business with us makes more sense over the longer term?'

Other objections relating to such factors as frequency of delivery, quality, reputation can be countered in similar ways. A small business may lack reputation, an

Many ask the question: 'When should I start the attempt to close the sale?' The simple answer is that the close starts at the beginning of the sales interview. It is the logical result of a well-researched, planned and conducted interview.

The inexperienced approach the close with fear, apprehension and uncertainty. This is the bit which they think will turn the prospect against then and sour the rapport they have built up through the interview. The problem is lack of confidence.

If you have done your job properly the prospect will want you to close, they will want their problem solved. Often the prospect will indicate that the time for your close is ripe by asking closed questions such as:

'What is the extent of your after-sales service?'
'What is the minimum order quantity?'
'How frequency can you deliver?'
In what sizes and colours?'
'What discount do you offer on bulk purchases?'

Questions such as these tend to indicate they are more than interested, they want to buy. Don't miss the opportunity to close when it is handed to you. Have confidence, be enthusiastic.

In attempting to close you will undoubtedly come across objections. Some will be genuine, some merely excuses for not buying and others the result of misunderstanding.

Genuine objections occur where there is definite mismatch with what you are selling and what the prospect wants. If this is the case then even though you will not make the sale you can still gain a positive outcome by helping the prospect find the solution to their problem with another company.

Even if this means giving a competitor business. The long term benefit to you is the trust that ensues. The prospect may buy something else from you at another time. They are also likely to tell others about you. They may also recommend to you another company.

Misunderstandings are the easiest to rectify. However, if you come across many objections of this type it would seem to indicate that there is something wrong with your overall style and technique - identify what is wrong and take action.

If you have correctly identified the prospect's problem and motivation, offered the right incentives to buy, communicated them well, then any objections the prospect puts in your path we can correctly identify as 'false' or 'excuses' for not buying.

These can and should be overcome. False objections should never be addressed directly. They should be turned into reasons why the prospect should buy.

For example, counter price objections with value for money/benefit statements, such as:

'Even though our quote is higher than your present supplier, if you install our equipment what is your estimate of the savings you will make on wastage reduction in the first year?'

and attempt to close after the prospect has responded with:

'Now doesn't that mean doing business with us makes more sense over the longer term?'

Other objections relating to such factors as frequency of delivery, quality, reputation can be countered in similar ways. A small business may lack reputation, and

ll indicate that the time for your close is ripe by asking closed questions such as:

'What is the extent of your after-sales service?'
'What is the minimum order quantity?'
'How frequency can you deliver?'
In what sizes and colours?'
'What discount do you offer on bulk purchases?'

Questions such as these tend to indicate they are more than interested, they want to buy. Don't miss the opportunity to close when it is handed to you. Have confidence, be enthusiastic.

In attempting to close you will undoubtedly come across objections. Some will be genuine, some merely excuses for not buying and others the result of misunderstanding.

Genuine objections occur where there is definite mismatch with what you are selling and what the prospect wants. If this is the case then even though you will not make the sale you can still gain a positive outcome by helping the prospect find the solution to their problem with another company.

Even if this means giving a competitor business. The long term benefit to you is the trust that ensues. The prospect may buy something else from you at another time. They are also likely to tell others about you. They may also recommend to you another company.

Misunderstandings are the easiest to rectify. However, if you come across many objections of this type it would seem to indicate that there is something wrong with your overall style and technique - identify what is wrong and take action.

If you have correctly identified the prospect's problem and motivation, offered the right incentives to buy, communicated them well, then any objections the prospect puts in your path we can correctly identify as 'false' or 'excuses' for not buying.

These can and should be overcome. False objections should never be addressed directly. They should be turned into reasons why the prospect should buy.

For example, counter price objections with value for money/benefit statements, such as:

'Even though our quote is higher than your present supplier, if you install our equipment what is your estimate of the savings you will make on wastage reduction in the first year?'

and attempt to close after the prospect has responded with:

'Now doesn't that mean doing business with us makes more sense over the longer term?'

Other objections relating to such factors as frequency of delivery, quality, reputation can be countered in similar ways. A small business may lack reputation, an

ing and others the result of misunderstanding.

Genuine objections occur where there is definite mismatch with what you are selling and what the prospect wants. If this is the case then even though you will not make the sale you can still gain a positive outcome by helping the prospect find the solution to their problem with another company.

Even if this means giving a competitor business. The long term benefit to you is the trust that ensues. The prospect may buy something else from you at another time. They are also likely to tell others about you. They may also recommend to you another company.

Misunderstandings are the easiest to rectify. However, if you come across many objections of this type it would seem to indicate that there is something wrong with your overall style and technique - identify what is wrong and take action.

If you have correctly identified the prospect's problem and motivation, offered the right incentives to buy, communicated them well, then any objections the prospect puts in your path we can correctly identify as 'false' or 'excuses' for not buying.

These can and should be overcome. False objections should never be addressed directly. They should be turned into reasons why the prospect should buy.

For example, counter price objections with value for money/benefit statements, such as:

'Even though our quote is higher than your present supplier, if you install our equipment what is your estimate of the savings you will make on wastage reduction in the first year?'

and attempt to close after the prospect has responded with:

'Now doesn't that mean doing business with us makes more sense over the longer term?'

Other objections relating to such factors as frequency of delivery, quality, reputation can be countered in similar ways. A small business may lack reputation, an

erstandings are the easiest to rectify. However, if you come across many objections of this type it would seem to indicate that there is something wrong with your overall style and technique - identify what is wrong and take action.

If you have correctly identified the prospect's problem and motivation, offered the right incentives to buy, communicated them well, then any objections the prospect puts in your path we can correctly identify as 'false' or 'excuses' for not buying.

These can and should be overcome. False objections should never be addressed directly. They should be turned into reasons why the prospect should buy.

For example, counter price objections with value for money/benefit statements, such as:

'Even though our quote is higher than your present supplier, if you install our equipment what is your estimate of the savings you will make on wastage reduction in the first year?'

and attempt to close after the prospect has responded with:

'Now doesn't that mean doing business with us makes more sense over the longer term?'

Other objections relating to such factors as frequency of delivery, quality, reputation can be countered in similar ways. A small business may lack reputation, an

ospect should buy.

For example, counter price objections with value for money/benefit statements, such as:

'Even though our quote is higher than your present supplier, if you install our equipment what is your estimate of the savings you will make on wastage reduction in the first year?'

and attempt to close after the prospect has responded with:

'Now doesn't that mean doing business with us makes more sense over the longer term?'

Other objections relating to such factors as frequency of delivery, quality, reputation can be countered in similar ways. A small business may lack reputation, and be viewed as unreliable. The counter to this is that you ca offer the prospect a quick and personal response to any problems. Refer them to testimonials from other customers.

Many prospect raise 'false objections' when they have to make a decision which will directly affect their success or failure within a company. You must reassure the prospect that they are making right decision. The key is to identify and understand the prospect's personal motivations. It helps if you know who they are accountable to and for what.