Friday, 4 August 2006

Unusual Closes

In response to a lot of emails from my pals in Advertising sales,
here are the 'Unusual Closes' you requested.
These have been tried and tested and a lot of people are
spending a lot of money thanks to these.

No 1

Picture yourself at an airport, looking up at the screen that says ‘departures’.
You want to fly from New York to LA. There is a flight that leaves in 1 hour with
a stop in Chicago, and there is a non-stop flight that leaves in 5 hours.
You think about it…should you take the early flight or non stop? You walk
around and think about it and then you realize that the early flight, with the
Chicago stop, gets you to LA earlier than the direct flight. But, before you
realized it, the early plane has taken off. The decision has been made
for you – you didn’t make the decision. Time made it for you.
You lost your opportunity!
We are in the same situation here today. If you don’t make a decision,
time will make the decision for you. You will lose the opportunity.
Can you make the decision right now?


I find that when I think about placing an advertisement, and you wonder

if this is the best option for you, I know that you, like us, realize that this
is a totally unique platform to stand upon.


Imagine a time in your future, say six months from now, when you are

getting calls and business from all over the world, as you look back
at today, don't you feel glad you made the decision to buy, right now?


This is far more qualified than just advertising, advertising is merely

promoting your company in the hope that it may influence others to
work with you. Well, we already have members who, we know, are
in need of the kind of service you are able to provide and who will
work with companies who we recommend. So, in real terms, by
being involved in this, it’s as if these members have already
expressed an interest in your business and now, you are
simply providing them with the information they have
already asked for.


This may seem expensive if you compare it to other opportunities

on a cost per thousand basis. I can think of many mediums in
which you can promote yourself to far more people for less
money. If it’s numbers you are after. The real value inherent
within this initiative is two fold. First, the perception of
endorsement that your company will receive from us
by your involvement, because our members trust it
implicitly to give them nothing but the best advice.
Second, it has already been established that there
is a need among the membership for your service,
so therefore the response is far greater and a tangible result is inevitable.

Tuesday, 1 August 2006

What does the Guggenheim Museum have in common with sales success?

What does the Guggenheim Museum have in common with sales success? They recommend that you start at the top.
The museum is one big circular ramp. You take an elevator to the top floor and walk down eight inspiring floors. It's the same in sales. Why start at the bottom and fight your way up through people who can't decide and who'll use their 1 ounce of power to make your life miserable? Take the elevator and start at the top, man. Don't walk up-hill!
How high up the ladder do you dare go when making an initial approach to a prospect? The rule is: The higher you start, the more success you're likely to meet.
Getting there properly can be tricky. If you just ask for the president, the owner, the boss or the fearless leader, you may get through, but it will pay you to prepare before making a call to the CEO, especially if the prospect represents an important sale to you.
Here is a four-step plan for contacting and scoring a CEO appointment:

Get ready before you start. You only have one shot at it, make it your best one.
Have a written game plan. Target one to 10 companies and define in writing what you want to accomplish and what it will take to get what you want.
Be totally prepared to sell before you make the call. Have everything (sales pitch, concept, samples, daily planner) prepared before you make the first call.
Identify the leader (by name) and get as much information and as many characteristics as you can. Make calls to underlings, associates and associations to get pertinent information before you make the big call.

Use the right tactics when getting to and getting through.
Ask for help.
If you get the president's secretary, get her name and use it.
Be polite, but firm.
Be professional.
Persist. You can't take the first no or rebuff.
Get his or her name. You can try, "How do you spell his last name?" but it's embarrassing to hear J-O-N-E-S.
If they won't put you through the first time:
Get his extension number
Get the best time to call
Find out when he usually arrives
Find out when he takes lunch
Find out who sets his calendar
Find out when he leaves for the day
An example: You call; secretary says, "Mr. Jones is on vacation." You say, "Wow, that's great, Sally, where did he go?"
Get anything personal you can (golf, sales meeting time, important new product) and refer to it subtly when you get him or her on the phone.
Make sure the person closest to the boss likes you.
Take a chance on humor. Try this line: I know you actually run the company, but could I speak to the person who thinks they do?

When you get him or her on the phone, shoot quickly.
Have your opening line.
Get right to the point.
Make it compelling (the best Power Question and statement of your life).
Ask for no more than five minutes (offer to be thrown out if you go past five).
Have five comebacks if you are initially rebuffed.
Notes about the CEO and the process:
CEOs are hard to get to, harder to appoint and easiest to sell.
If the CEO is interested, he or she will take you by the hand and introduce you to the team member (underling) who will actually do the deal.
The CEO always knows where to send you to get the job done.
If they try to pawn you off without seeing you, it means you have not delivered a powerful enough message and he's not interested. The solution? Fix it. Keep trying until you get an appointment.
If you start lower than the top, there is danger. No matter how powerful someone says they are or appears to be, they usually have to ask someone else for final approval -- except the CEO. They usually just ask their secretary or administrative assistant if they liked you. Get the picture?
The benefits are obvious:
The leader is always the decider.
The CEO may not be directly involved in purchasing what you're selling, but his or her introduction after a brief "interest generating" meeting can be the difference between sale and no sale.
The power of being introduced by the CEO down to the decision maker is as real as you would hope it is.
Beware of the hand-off. If the boss tries to hand you off too early (before the proposed five-minute meeting), don't accept it. Say, "I appreciate your wanting to delegate, but the reason I wanted to meet with you personally is that this will impact your business significantly. I'd like five minutes to show you the highlights and get your reaction before I talk with anyone else in your firm. I know your time is valuable. If I take more than five minutes, you can throw me out."

Make your five-minute meeting the best you ever had:
Have a proposal in writing.
Have notes on everything you want to cover.
Have a list of anticipated questions and answers.
Have samples or something to demonstrate.
Have credibility builders -- your best letter, something in print.
Be early.
Look as sharp as you've ever looked.
Be knowledgeable. Have answers in terms of how it works for the buyer.
Be memorable. The thing that sets you apart, the thing that gets remembered is the thing that leads to the sale.
Deliver. You have one chance. Don't blow it by not following through.
It's the most challenging, rewarding fun you can have in sales!

The secret of Top Down Selling is the 4.5 R's:
Be resourceful
Be ready (prepared)
Be relentless
Be remembered

There is a 4.5 "R" - Risk it.
It's the only way to make it happen. Go for it.

New Euro Language Announced

European Commission has just announced an agreement whereby English will be the official language of the European Union rather than German, which was the other possibility.

As part of the negotiations, the British Government conceded that English spelling had some room for improvement and has accepted a 5-year phase-in plan that would become known as "Euro-English".

In the first year, "s" will replace the soft "c". Sertainly, this will make the sivil servants jump with joy.

The hard "c" will be dropped in favour of "k". This should klear up konfusion, and keyboards kan have one less letter.

There will be growing publik enthusiasm in the sekond year when the troublesome "ph" will be replaced with "f". This will make words like fotograf 20% shorter.

In the 3rd year, publik akseptanse of the new spelling kan be expekted to reach the stage where more komplikated changes are possible.

Governments will enkourage the removal of double letters which have always ben a deterent to akurate speling.

Also, al wil agre that the horibl mes of the silent "e" in the languag is disgrasful and it should go away.

By the 4th yer people wil be reseptiv to steps such as replasing "th" with "z" and "w" with "v".

During ze fifz yer, ze unesesary "o" kan be dropd from vords kontaining "ou" and after ziz fifz yer, ve vil hav a reil sensibl riten styl.

Zer vil be no mor trubl or difikultis and evrivun vil find it ezi tu understand ech oza. Ze drem of a united urop vil finali kum tru.

Und efter ze fifz yer, ve vil al be speking German like zey vunted in ze forst plas.