The Tipping Point in the Sandler Selling System

July 26th, 2010

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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What a wonderful presentation today! So much positive feedback from our members! I will be working on the 2010 schedule of events next month and will get you scheduled.

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