| Prospects lose interest in your pitch for many | | | | winner, and no one will be able to change that. |
| reasons. So before they do, use it to meet more | | | | Tak'n It to the Streets |
| and higher level people to generate shared | | | | 5. When the prospect shows signs of interest, |
| interest. | | | | ask immediately, "Who else would also have to be |
| Prepare Yourself | | | | interested?" You want him to divulge info while |
| 1. Your attitude has to always be, "Get to the | | | | he's still anxious for more of your presentation, |
| leaders." A prospect's interest doesn't mean much | | | | and before he shuts you out with, "I'll get back to |
| if you haven't talked to the leader. Subordinates | | | | you." If he refuses to tell, ask him what his |
| can be helpful, but don't expect them to sell your | | | | concerns are. Obviously he's not sold yet and |
| offering to their bosses. It requires effort and risk | | | | wants to keep you back until he is. His answer to |
| for a questionable reward for them. | | | | the concerns question will tell you what else |
| 2. Whenever you approach an opportunity or | | | | you've got to do to win him over. |
| prospect, ask (in your own words), "Who else will | | | | 6. When the prospect wants the pricing or a |
| be involved and who do those people report to?" | | | | presentation, always say to yourself or your |
| You can't depend on your contact to generate | | | | associates, "This decision will be made at a higher |
| interest in all the other people who will have a say | | | | level and if I give all the information to this |
| in the purchase. If your contact is interested, get | | | | subordinate, I'll never get a chance to make a |
| him or her to introduce you to the other people. | | | | case to the real decision makers." |
| 3. Always think and always say in your own | | | | 7. Now practice with a real person. Practice is |
| words, "It's important that I know who the | | | | what makes people great. What will you say |
| leaders are and I get to them." It's important that | | | | when s/he shows interest? What will you'll say to |
| you do. Believe it and think it. If you do, you'll ask | | | | that contact to side step giving the price? "Before |
| those contacts to introduce you because you | | | | I quote or present, I'd like to talk with these |
| want to make the sale. You can not be reluctant | | | | people to understand their expectations to make |
| to ask. What's the worse that can happen? If | | | | sure I've got everything included." For a |
| they say, "No," ask, "How come?" | | | | presentation say, "Before I present, I'd like to talk |
| 4. Believe that you can and believe that you will | | | | with these people so I can be sure to cover what |
| get to the leaders. Then it will happen and you'll | | | | they're interested in." And after either say, "Will |
| have the opportunity to interview the ultimate | | | | you arrange that?" |
| decision makers. You know you can get to the | | | | Practice these before every sales call so that |
| top. Consider when you were losing a sale and | | | | you're conditioned and ready to respond when |
| you got to the leader person to plead your case. | | | | they come up. |
| Well, get there early and you'll become the | | | | |