Most often when we lose a sale it is simply because we give up too early.  When you hear an objection to your pitch it is important that you don't take offense or get angry.  Just try to figure out what exactly your customer is objecting to.
 
The best way to do this is ask an open ended question.  Here are Blair Singer's rules for handling objections from his Sales Dogs Training School Kit:
 
RULE #1:  NEVER, ever, ever, ever, ever negate the experience or view of the prospect!!!!
 
RULE #2:  Answer each objection with an immediate "thank you" or an acknowledgement of the objector's position or point of view.  If it is a true objection or disagreement, or if it is a true inquiry, first acknowledge the source and then respond briefly with a concise, courteous answer.  Then ask the question, "May I ask why?"  DO NOT answer anything until you ask a question first.
 
RULE #3:  DO NOT ask "trapping" questions to corner or close the prospect.  Instead, ask "Why, How and What specifically" questions.  Make sure you are really concerned and interested in the response.
 
RULE #4:  Always have a succinct, one line response to potential questions prepared.  These responses should be unique to each customer.
 
If you follow these rules you will vastly increase your sales percentages.
 
The following is a common objection and some recommended responses to keep your prospect involved in the sale:
 
OBJECTION -
 
I have a relative in the business who can get the product for me cheaper.  My cousin knows someone who can get it or who gave some good advice about this stuff.  (Uncle Louie Objection)
 
RESPONSES -
 
That's great!  Is it possible to get together with him/her and make sure that we're all on the same page.
 
Excellent!  Perhaps we can give him a call right now and make sure that we're talking about the same thing.
 
For more responses to the Uncle Louie Objection please refer to ourSales Dogs Training School Kit.  The kit includes training on objection handling as well as responses to the top 30 objections that stump unprepared salespeople all over the world.

In sales one of the first strategies people employ is to blanket their market with sales letters or e-mails in attempt to single out the most interested parties.
 
This is a fine idea, but it is incredibly important to make sure that your sales letter is exciting before you spend money to distribute it.  If the letter is boring, confusing or unappealing your campaign could cost you dearly.
 
Some sales letters really grab your attention.  Some go directly into the trash.  Below are 10 steps outlined by Alexi Neocleous that will make your offer too good to refuse.
 
Step One:  Be sure you have completed your market research.  You should know who your ideal client is and what problems you are helping them solve.
 
Step Two:  Go out and collect models to put in your own "swipe" file.  Keep sales letters that have caught your attention.  You should always copy successful models.
 
Step Three:  Create, or better yet copy, a great headline that stands on its own.  Magazine covers and news articles have great examples of enticing headlines.
 
Step Four:  Create, or swipe sub-headlines.  Be sure they too are in "caps."  These headlines should follow the initial "grabber" headline and draw your customer into the body of the letter.
 
Step Five:  Start with "Dear Friend" and then mention the market's massive problem or list your benefits.
 
Step Six:  Don't be afraid to add an extra "eye-catcher" or "grabber."  Use a bolded headline to break up a large body of text and keep your customers eyes moving.
 
Step Seven:  Get straight into the offer at this time.  What are you selling, what's the deal, how can you solve the problem?
 
Step Eight:  Address the offer so the prospect fully understands why you are sending the offer to them.  Be brutally honest and close the first page on a "cliff hanger."
 
Step Nine:  Make sure you have included headlines throughout with bold print, key points.  Let the key points pull the reader through the letter.
 
Step Ten:  Add a benefit's list.  Put the dollar signs in their eyes.  Articulate the benefits in a specific manner.  Then explain the reason why the benefit is good.  Testimonials are effective here as well.
 
"Don't forget that you are here to solve the client's problem.  This process is not about you.  It is about your client."  - Alexi Neocleous
 
Also remember to respect your customer.  Don't insult their intelligence by trying to be sneaky, just be honest and excited about the benefits of your product or service.
 
For an example of a very successful sales letter including expert analysis from Blair Singer and Alexi Neocleous please refer to our Automatic Lead Generator System Training Kit.

Often times in business and our personal lives we will look at our past decisions and blame ourselves for a choice that brought us undesirable results.

In some cases people even let these feelings balloon into a generalization.  You may think to yourself, "I'm an idiot for not knowing that," or "I never make the right choice, I must be stupid."

Ironically this attitude does make you less intelligent.  It's self-fulfilling prophecy, if the belief that you are going to fail stops you from even trying then you automatically fail.  Then you attribute the new failure to your inability to produce results and the process continues to drive you deeper into a downward spiral.

This is all a result of the hindsight bias (the inclination to see events that have occurred as more predictable than they in fact were before they took place.)

The key here is to not blame yourself.  You were not born all-knowing.  Failure is a process by which we learn.  Just chalk the blunder up to learning and resign yourself to be better in the future.

The following is an excerpt from Blair Singer's book "Little Voice" Mastery.  This is technique # 14 (of 21) that will help you in your fight against the hindsight bias.

How to Banish "Should've, Would've, Could've" Thinking and Regain Power

"When you're feeling that you've failed to accomplish something, and your little voice starts beating up on you, it's time to make another list.  This time, your list will include all the things your little voice says you should have done, could have done, or would have done.

For example, your list might read, "I could have gone to the gym," "I should have called my mother," or "I would have made more sales had I made more calls."  List everything you can think of.  Just be as whiny as you can possibly be.

Then read them carefully, over and over again, considering each one.  If you have to, add to the list until you get them all out.  Interestingly enough, at some point you'll find them humorous, you'll laugh, your energy will lift, and your guilt will erode as you're able to let each of them go.  This magical little tool sort of cleans up and corrects that little voice in your brain.

The cool thing about this technique - and actually, the rest of them too - is that if you repeat the techniques, they become automatic.  You may not even need to write them down, because if you've practiced them enough, your brain stops making those justifications.

As for that pesky guilt, you can try this, although I'll warn you, it's a tough one.  When you get to feeling guilty about a failed accomplishment, assume a push-up position on the floor and hold it for as long as you insist on feeling guilty.  Stay there until you let go of that guilt, even if your arms are quivering and the sweat is rolling down your forehead.  It's not so easy, is it?

Maybe next time you'll ease up on yourself."

For more on this subject and the remaining 20 techniques to winning the war between your ears please refer to Singer's book, "Little Voice" Mastery.

An excerpt from Blair Singer's Book, The ABC's of Building a Business Team That Wins.  

"Greatness doesn't happen by chance, nor does it occur in a vacuum.  Greatness comes from, first, a passion for what you do; and second, a clear understanding of what you can and want to be best at.

The third component involved in any great story about someone going from rags to riches, overcoming adversity, achieving success in any area of life is a personal Code of Honor, a set of personal rules and agreements that they are unwilling to compromise.

Do you have a Code of Honor for you?  What are your rules?  To what do you hold yourself accountable?  Who the heck are you?

You see, because when all the smoke clears, they can take away your money, your possessions, your friends and even your health, and what you are left with is your honor.

In those terms, what is your Code of Honor?  I have found that the most powerful people are not always found on the cover of Newsweek, Fortune Magazine or Sports Illustrated.

Sometimes they may be sitting in the office next door.  They are those who have decided in life to take a stand about who they are, what their standards are and who the want to be without regrets.

My suggestion is this:  If you haven't don so already, sit down and look at your financial life, your health, your relationships and your values, and create your code.  What are you willing to commit to for yourself and your family?  What do you stand for?"

Try this exercise.  Answer each of the following questions in the form of a list:

What am I most passionate about?

What can I be best at?

What do I want to be best at?

What do I stand for?

What do I want out of life?

How can I achieve my goals?

Who do I know that has what I want (or admire?)  Why do I admire them?

What do I see as unacceptable behaviors for successful people?

What do I dislike?  What would I like to avoid?

What are my necessities in life?

What should every person try at least once before they die?

Can you think of any more questions?  Use your answers to begin to form your personal code.  Once you have your code you will find a new level of focus and a more defined path to achieving your life goals.

For more about creating a Code of Honor please refer to Blair Singer's book, The ABC's of Building a Team That Wins or his Code of Honor Training Kit.

In business the best way to ensure that your staff is motivated and giving their best effort is to hold them accountable.

That means that you should have a clear set of rules (or code of honor) and you should have consequences for breaking the rules.

 It is also very important for your staff's morale that you, as a leader, hold yourself accountable to the same set of rules so as not to seem unfair.

 If you don't hold your staff accountable to a clear set of rules then you risk hours of wasted time in employee reparations and even a mutinous attitude amongst staff members.

Being accountable really boils down to three things:

 1.  Willingness to admit your mistakes - be willing to look in the mirror and admit both mistakes and wins.  Be willing to own it.  You've got to be able to admit when you screw up.  This is not about beating yourself up; it's about owning your actions, good or bad.

 2.  Being thankful for what you have.  Be thankful that you are living and breathing and for your ability to actually admit your mistakes, and your ability to do something about them.

 3.  Committing to good deeds or acts that you will perform, today, tomorrow and for the rest of your life.

 So admit your mistakes and own them.  Be thankful for what you've got - all the good things that surround you, and the resources and opportunities to correct mistakes.  And finally commit to doing something good with your gifts.

 Remember consequences for broken rules should not necessarily be punishments.  Just hold a meeting to retrain and correct behavior.  You are not looking to attack or hurt anybody, but rather solve the problem for future instances.

 What good things will you do for yourself?  For your family?  For your business?  For your community?  For your planet?

 For more information on establishing a self-governed set of rules please refer to our Code of Honor Training Kit.  For more inspirational words from Blair Singer on accountability please refer to his book "Little Voice" Mastery.

In Blair Singer's book The ABC's of Building a Business Team That Wins Singer speaks of three keys that every team needs to aspire to greatness.

They are as follows:

1. Pressure builds great teams in all arenas.  Embrace it and don't run from it.
2. Find constructive ways to release stored emotion so that the evolutionary process can proceed - exercise, sports, discussion, whatever works.
3. Use a code of honor to hold the team together under pressure.  More than ever, if you stick by it in the heat, you will emerge more powerful, with better results and with a sense of incredible pride and accomplishment.

Here is a drill that you can do with your team to help them release stored emotion and bond simultaneously:

Describe moments of high pressure and how they were handled - well or not so well.

How could they have been handled better knowing what you know now?

Make sure that you encourage participation by all and are open to every idea.

 Once you have incorporated the three keys above into an automated system you will be well on your way to massive success.

If you would like to know more about strengthening your team with a code of honor please refer to Singers book The ABC's of Building a Business Team That Wins.

It is often said that "chance favors the prepared."  This is definitely true of sales.  If you find yourself in a serendipitous sales situation you are better served if you have a system engrained in your mind.  Below are 7 tips that should be an integral part of your sales process.

 
Note:  Before you work on these tricks make sure that you are also strong at objection handling (click here for help with this) and make sure that you have a clear understanding of your desired outcome (i.e. are you trying to make a sale or just book an appointment etc.)

 
Trick #1:  Dress and Present Yourself Well

 
Always dress one level above what your prospect dresses.  You should always look well-groomed and professional when approaching a sale.  Your appearance can project an aura of confidence and success that people will find enticing.

 
Trick #2:  Keep Quiet

 
One of the biggest mistakes sales people make is they talk too much.  Ask a question and then wait.  Listen to your client.  Let them tell you what they are looking for.

 
Trick #3:  Build Rapport

 
When you are talking to somebody, match their tones, words, and feelings.  Show genuine concern for your client and make sure that you communicate that you understand things from their perspective.  Mirror their actions.

 
Trick #4:  Dominate Modality Chart

 
Analyze your client's preferred learning/interaction style.  Are they visual, audio or kinesthetic?  Visual and kinesthetic prospects vastly out number audio prospects.  Spend less time explaining your service or product; show it, let your prospect feel the benefits.

 
Trick #5:  As Is'ing

 
If your client is checking out or you feel like they are withholding valuable information don't be afraid to call it as it is.  Break from the conversation and ask them something like, "I may be wrong but, you seem preoccupied, is there something on your mind?"

 
Trick #6:  Adopt A Stance of Innocence

 
Find out what the prospects really want and devise a plan to help them get it.  Don't trap or manipulate your prospects.  Don't over think the closing process.  Closing is simply a  process and an attitude of making arrangements.  Assume the prospect wants your service and book an appointment.

 
Trick #7:  Hot Questions

 
Emotion always hides under a hot question.  A "hot question" is a question that comes out of the blue that is usually rooted in anger or fear and intended to throw you off or send you away.  Ignore these questions, avoid your emotions and ask an immediate question to get to the root of the hot question, for example, "I understand, what makes you say that?"

 
If you practice these 7 skills you will vastly increase your sales success rates.

 
Remember:  Never practice on prospects.  Drill with a fellow employee or hire a SalesPartner to help you hone your skills.

 
For more on this topic please refer to our Eight Sales and Marketing Steps to Financial Freedom Training Kit.

An excerpt from SalesDogs by author and CEO of SalesPartners Worldwide, Blair Singer.

Play To Your Strength

"I am a firm believer that you should know your strength and play to it.  Yet sometimes your strengths can get in the way of excellence.

Early on in my career, I discovered this to be true for myself.  One of my natural attributes is that I am skilled at studying, analyzing and adapting the qualities of others.  I have spent a good deal of time admiring and researching the success of others.

I have always figured that if they were more successful than me, there was something they had - some special trait that propelled them to the top.  It became my goal to understand and acquire that trait.

Not bad thinking, except when it is taken to the extreme.  When you totally mask your own spirit, spark and uniqueness to emulate someone else it becomes a deterrent to developing your own identity.  You surrender your own strengths in the pursuit of acquiring the strengths of others.

The result for me was that there have been times when I tried to actually become someone else.  Don't get me wrong, modeling the strengths of others is one of the most powerful tactics you can use to increase your own power.  However, I discovered very early on that trying to be someone else only ends in frustration, struggle, unhappiness and poor results.

Many of my friends, even to this day, are very strong, aggressive individuals.  They have the ability to push and coerce others into agreement through sheer persistence, boldness, strength and power.  While I enjoy participating in that energy, I have never been one to bully or confront others into a position of submission.

Many would think that with my lack of aggressiveness I would make a very poor salesperson.  But fortunately, my personal success is proof to the contrary.

I often find myself seemingly trapped in difficult situations, only to manage to wiggle out with seconds to spare.  Through it all, I have found that my natural tendency to seek peace rather than war and my ability to turn nasty situations into favorable events have paid tremendous dividends."

For the rest of this chapter or to find out more about Singer's low to no pressure sales process, please click here.