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Closing the deal is the most critical step in the entire sales process. If you fail to close, your entire business fails. In fact, the whole sales process is a process of "pushing." Pushing requires skill—not too hasty, not too slow, but with a balanced rhythm, step by step, appealing to reason and emotion. Let's explore how to push for the order.
Think about this: Why hasn't the customer signed yet? What's the reason? Many colleagues say the customer is always delaying. I think it's not the customer who is delaying, but you—you're not changing. You're always waiting for the customer to change. Is that possible? In sales, we never emphasize objective reasons. If the customer doesn't sign, there must be something you haven't done well. Think about it—this is a mindset issue!
Know your customer, understand their current situation, and what obstacles are in your way. You must firmly believe that every customer will eventually cooperate with you; it's just a matter of time. Our job is to move that time forward, and forward again. Reasons: weak awareness, no plan, poor sales, just an agent, building a new factory or relocating, undergoing restructuring, single product line, limited customers, too busy, price too high, lack of understanding or trust in you or your company, no one managing, etc. We must stay firm in our belief.
As long as your thoughts don't slip, methods will always outnumber difficulties. Don't panic, don't get flustered. Keep a clear head and clear thinking. If there are problems, we analyze and solve them. Problems are normal; we love challenges—it's interesting. Life is full of fun, like a battle.
Grasp the customer's psychology—think what the customer thinks, worry about what the customer worries about. You need to know what they are really thinking, what they are worried about, and what other concerns they have.
Everything is under control; you are the director. Your mindset must be positive. How do you guide the customer to turn weaknesses into strengths and unfavorable factors into favorable ones?
Solve problems for the customer. Help the customer do things, be responsible and earnest, do practical things and good deeds for them, so they feel your work attitude.
Conquer the customer, carry forward the leech's spirit of biting and sucking. This spirit applies not only during work hours but also in your spare time. Be patient, persistent, and indomitable. Move the customer with your perseverance, so they say, "Hey, young man, I really admire you. Your spirit is worth learning from our sales staff. Come work for me! I'll hire you at a high salary."
Solve what you can; for what you can't, downplay it, avoid it, or sidestep it. This requires your mind to be flexible.
The assumed-close technique is one of the common methods we use in sales. First, let them look at our customer cases, etc. Or before signing, fill out a form. When the discussion is almost done, say, "Let's handle the formalities" (sign the contract and make the payment), avoiding too blunt words.
Pushing for the order is like "half push, half yield." It's the forced-close technique—overwhelm the customer with momentum and get it done in one go, making them feel an irresistible force.
Create a "dream." Let the customer imagine the various benefits our network brings them, making their dream come true.
Give the customer some benefits. This can be the final trump card. You must grasp the customer's psychology—how to say it, who to give it to, who is the key person, how to give it—so the customer feels comfortable and at ease. Or use gifts.
Give up, but only temporarily. Retreat to advance. Don't waste too much time on "stubborn" customers. Take it slow, just make sure they don't forget you.
If the middle manager is dragging their feet, not playing a positive role, and not recommending you to the boss: Solution: Put pressure on this middle manager, instill in them: We recommended it to them; if they didn't report to the boss, and when the boss later pays attention, they find the middle manager didn't report, or the competitor did well but our company didn't, the boss will hold the middle manager responsible. Through this method of assigning blame, make them not dare to be negligent. If the middle manager doesn't take it seriously and it affects the negotiation process, you can find the general manager's contact information through other channels and talk directly.
Learn to observe and listen. When negotiating with customers, always observe more. Through observing the customer (eye contact, gestures, expressions, etc.), promptly understand their psychological changes and eliminate obstacles in the bud. Through listening, you can understand the customer's true needs, making it easier to reach consensus.
Opportunity knocks but once. When negotiating with a customer, if your introduction has already aroused their desire, use the assumed-close technique. While chatting, take out the contract and attachments, and while talking about unrelated things (like their competitors' development or giving them a compliment), fill in the contract and attachments and have them sign and stamp.
Seize the customer's weak point and make the final push. When negotiating, if the customer says they will definitely want the product but need to compare more, and tells you to wait for their call, don't wait. Seize their weak point—compliment first, then push for the close.
Seize the moment to close the deal. People's thoughts cannot be hidden; they always show through language or behavior. Pay attention during visits. Generally, the following are signs that the customer's buying desire is stirring:
(1) Verbal signals:
- When they bargain or ask for a price reduction.
- When they ask about specific service items or production effects.
- When they ask about the production cycle.
- When they ask about the network's effects and which clients have benefited.
- When they show sympathy toward you or the conversation reaches a climax.
(2) Behavioral signals:
When they keep flipping through company materials.
When they ask to visit the company and show strong interest during the visit.
When they start discussing with a third party.
When they show excited expressions.
When they lean forward, nod, and smile.
When they show a hesitant expression.
Prompt the customer to make a final decision. When your negotiation reaches a certain point and hits obstacles, try to facilitate the other party's final decision. For different situations, you can try the following methods:
(1) Assume the customer has agreed to sign: When the customer repeatedly shows buying signals but hesitates, use this technique to make them decide according to your thinking. For example, if the customer doesn't know much about the internet industry but feels it's beneficial for their company and product promotion, and doesn't know which version to choose, you can say, "Mr./Ms. [Name], would you like to first set up your website temporarily and add features based on results, or build a comprehensive promotion for your company and products all at once? If you do it, do it best, right? It's not much money anyway! What do you think?" This draws the customer into your thinking—not whether to do it, but how to do it, which effectively means they agree. This leads to an agreement through a two-option discussion.
(2) Help the customer choose: Some customers, even if they intend to do it, don't like to sign quickly; they linger on issues like company selection or website effectiveness. At this time, we should assess the situation, dispel the customer's doubts, and not rush to talk about the order.
(3) Play hard to get: Some customers are naturally indecisive. Although they are interested in your service, they procrastinate and delay making a decision. At this point, you might deliberately pack up your things and act like you're leaving. This behavior sometimes prompts the other party to make up their mind. However, in a competitive situation, you can't really leave the customer; even if you leave, you must contact them immediately to avoid someone else taking advantage.
(4) Learn from the master: When you've exhausted your words and tried every method to no avail, and the deal seems lost, try this method. For example, say, "Mr./Ms. [Name], although I know internet promotion is very important for your company, maybe my ability is poor and I can't convince you. I admit defeat. But before I give up, please point out my mistakes so I can improve." Such humble words not only easily satisfy the other's vanity but also break down the adversarial attitude. They might correct you while encouraging you, and perhaps bring another chance to sign.
(5) Suggest closing: a) Since everything is settled, let's sign an agreement! b) Do you still have questions about the payment method? c) Do you have any other questions or need to consult someone? d) Let's sign an agreement first, and I'll start preparing the next steps so your advertising can reach consumers sooner and benefit sooner. e) If we sign now, what other work do you think we need to do? f) When do you want your advertising to face consumers? If you need it soon, we'll have to hurry—like signing the agreement and preparing materials.
- Precautions when signing: (1) Be careful not to gossip, so as not to undo all your hard work; don't easily concede on price. (2) Decide things within your authority as much as possible; if you really can't, call the manager for approval. Make sure the customer feels you've done your utmost to help them get the most benefits. (3) Don't show excessive joy or overly happy expressions. (4) Try to eliminate the other party's anxiety, making them feel this is the best choice. (5) Leave early. (6) Don't argue with the customer—at the final stage, don't argue over their picky remarks. (7) Immediately propose payment.
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