7. Stage 4 - Close

  1. A sale is not a sale until it's closed. Closing IS selling. Everything you do is about the CLOSE.

  2. Get the appointment. Use the assumptive close, “Which day is best for you, Tuesday or Wednesday?”

  3. Create doubt, “When was the last time you went to market for X?”

  4. Establish the buying criteria, “What would be your key reasons for changing your supplier of X?”

  5. Align advantages to drivers, “How would a change in approach align with your company drivers?”

  6. Test early commitment, “If we could do X, Y, and Z, would you be interested in taking this to the next step?”

  7. Understand the advantages, “What improvements would this deal bring to your organisation?”

  8. Establish the ease of the deal, “Do you have the resources to support the project/sale?”

  9. Identify the other stakeholders, “Which colleagues will you be discussing this with?”

  10. Re-qualify the signatories, “How many people will need to sign off a deal of this type?”

  11. Qualify the anxieties, “Assuming you're OK with our proposal, what factors would stop this deal from proceeding?”

  12. Establish if there is budget, “Will this be funded from your Capex or Opex budget? This year or next?”

  13. Re-qualify the stakeholders, “How many people need to review & approve this project/deal?”

  14. Test commitment, “When would you next like me in to meet the other stakeholders?”

  15. Re-test commitment, “How else can I help you gain internal approval for this deal/project?”

  16. Understand the legal sign-off process, “How long will your legal team take to review the paperwork?”

  17. Test the urgency, “When would you like to take delivery/start the project?”

  18. Test commitment, “Is this week or next best to agree the paperwork?” (Avoid the word, “Contract”)

  19. Don't prolong the sale: “Assuming you like it, would you like to place an order?”

  20. Last chance saloon (If they say, “no” try to re-open discussion). “What should we do differently next time?”