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In his bestseller, “The
Tipping Point,” Malcolm Gladwell provided insights to
understanding why change occurs. For example, he asks why a
major city suddenly has a drop in violent crime for no apparent
reason. Or, why an outbreak of flu flares up without a known
cause. Gladwell’s conclusion is that there is an identifiable
entity that makes the difference. As a result of a specific
incremental change – the “tipping point” – people behave
differently and the action ripples outward so that
transformation occurs. In his examples, a minor shift in police
activity and a two percent increase in the number of flu
contacts were the tipping points.
Where is the tipping point in a sale?
In traditional selling, the close is the tipping
point. It is relied on as the crucial element that makes or
breaks a sale. Books have been published, articles written, and
presentations made to illustrate the many hundreds of closes.
Each is trumpeted as a powerful solution to concluding a sale
successfully. Examples include: Impending Event Close (“the
price is going up on Monday”), Ben Franklin Close (“let’s decide
this in the same way that a great American made decisions”),
Puppy Dog Close (“just hold this and get the feel of it, I know
you’ll love it”), God Close (“it’s not between you and me if you
buy it, it’s between you and your Maker”), Better Alternative
Close (“do you want this delivered on Wednesday or Friday?”),
Yes-Yes-Yes Close (get them to say yes to a series of questions
to form the habit), and Enlightened Path Close (“if I can show
you a way”). They all make us wince because of their
artificiality. They all reek of “sales-y-ness.” Rather than
being unique intellectual ploys, they are shallow traps. Closes
like this are a sure giveaway that the salesperson is
manipulating the prospect.
The center of gravity is the salesperson and how
cleverly he closes to entrap the prospect is the key. No wonder
the stereotype of salespeople is so shabby. Inherent in the
ornate presentations and the snazzy closes is an aura of
trickery that destroys trust. Despite all the shortcomings,
however, traditional selling does produce sales. And, its
tipping point is at the close.
What’s the tipping point in the Sandler Selling
System? It occurs at the very beginning of the selling
process. Without ruse, the Sandler-trained salesperson
establishes the ground rules for time, objectives, role
responsibilities, and outcome (called the Up-Front Contract) and
insists on mutual agreement on all points before continuing.
Without consensus, the sales interview does not proceed. At
that instant of mutual agreement, the tipping point is reached
and the salesperson continues to close the sale or close the
file. There must be crystalline understanding and mutual
concurrence before continuing.
By so doing, the prospect relaxes because he
understands what is going to happen during the sales meeting and
what is not going to happen. Perhaps more importantly, he
believes that he has the power to end the call if he chooses.
At its deepest significance, the Up-Front
Contract levels the playing field. It demolishes the scenario
of the prospect elevated to a lofty position issuing commands
and demands to the subservient salesperson like they were coins
to the impoverished. In the stereotype, the prospect dictates
“send me literature” or “submit a proposal” or “call me after I
think it over” and the salesperson capitulates by saying “I’ll
send it immediately” or “I’ll call you next month.” Rather, the
Up-Front Contract forges an agreement between mature adults to
decide to do business only if there is a reason. Nothing more,
nothing less. The Up-Front Contract makes them equal players on
a level field. The entire debilitating and humiliating
stereotype of the salesperson is erased with the use of an
Up-Front Contract.
The tipping point occurs when there is mutual
agreement on the Up-Front Contract. The salesperson establishes
control and closes the sale before any presentation is made.
The prospect, on the other hand, is secure because he knows
what’s going to happen and has agreed to it. He feels that he
is in control because he has a mechanism to escape. Most
importantly, the focus is on the prospect and the prospect’s
problems. All this is achieved without trickery or gadgets.
The prospect tips the sale when he agrees to the Up-Front
Contract.
© Sandler Systems, Inc. All rights reserved.
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