Closing Techniques – 5 Superb NLP Closing Techniques to Close Sales Successfully

Any salesperson will tell you the same thing – the more and more diverse closing techniques you use the more likely you are to close the sale. If you use NLP techniques to close sales, your chances of success are even greater.

All you have to do is add the following NLP closing techniques to your arsenal to close more sales.

1) Show the prospect he will be one step further in front of the crowd/competition.

This one of the NLP closing techniques is similar to the well-known intelligent close. However, it goes one step further. You have to show the customer that by buying and using your product, the will “stand out in the crowd” and be one step ahead of everyone else.

The close is really simple. If you are selling a new piece of equipment to a manager you can readily say to him, “As a successful and innovative manager, you will definitely make the most out of this product that automatically allows you to get one step ahead of the competition.”

2) Use the traditional emotional close by asking a question.

This is another one of the NLP closing techniques that uses a traditional close plus a more effective twist. All you have to do is ask the prospect how he feels about the product.

Basically, instead of pacing and leading with a description sentences, you need to use a question with presupposition. This may sound complex, if you are not familiar with the NLP terms, but it is actually quite simple. Let me show you.

You simply have to ask your prospect, “How happy are you about using this product?” You are presupposing that the person is happy and he will give you a precise answer.

Then you simply have to tell the prospect, “Imagine how much happier you will be using this product every single day, after buying it.”

This one of the NLP closing techniques will work like magic because it has everything in it – presupposition, emotion elicitation and a quantitative phrase (using this product every day), which highlights the benefit further.

3) Use an intelligent close with getting agreement.

This is another version of the popular intelligent close. The beauty of this one of the NLP closing techniques is that the prospect customer will have no choice, but to say yes. Let me show you how it works.

All you have to say is, “As an intelligent/successful/smart person, you will agree with me that by buying this product you will solve your problem and get the benefits you want.”

The trick here is that the prospect will automatically agree with the first part of the sentence (that he is an intelligent and/or successful person), so he will have no choice, but to agree with the second part of the sentence as well.

4) Urge the prospect to buy using an obvious threat.

Indecisiveness is one of the biggest obstacles salespersons face. The person wants to buy the product, but he is still wondering whether he will get sufficient benefits. This is where this so called urgent close comes in.

It has some negativism in it, but you can readily use it, if all positive closing techniques you apply fail.

The pattern you need to use is, “Don’t wait to get/delay buying the product. Threat X isn’t waiting.”

I’ll illustrate the idea with an example. Let’s say you are selling diet pills. You can say to the prospect, “Don’t delay getting these pills and slimming down. Obesity isn’t waiting.”

If you are selling a business product you can say, “Don’t wait to get this business solution to boost productivity. Your competition isn’t waiting.”

5) Show your prospect a successful example to follow.

This one of the NLP closing technique is also simple and effective. What you are doing with it is showing your prospect that by buying your product they will get only real benefits that someone else already has. This is a foolproof strategy.

If you are in B2B sales and selling a business product, you can say, “Do what corporation X did. Get and use this product to boost your profit by 50%.” The prospect will automatically assume that he will get this incredible benefit, so he will automatically agree to buy.

Just remember that you have to use genuine facts, when taking advantage of this close.

Now you can use all of these NLP closing techniques effectively. Remember that the more you learn the better.

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Intercultural Management – Getting the Best From the World

In order to provide modern solutions to modern problems the 21st century manager has to adopt accordingly. One area which requires such emphasis is in their intercultural management skills. Almost all the major companies nowadays get involved with buying, selling or working with people from varied cultural background.

Multinationals have offices around the world; native audiences are not the sole consumer of products or services; manufacturers have to depend on foreign markets and distributors or even labor.

In a nutshell all companies must understand intercultural communication requirements.

Intercultural Management – The Basic Issues

In today’s world of cut-throat competition, companies are realizing that to attain an advantage and for overall growth and diversification, intercultural management skills have become crucial. The term “intercultural management skills” is loosely defined as the ability of a manager to deal and communicate with people from different cultures. In all forms of people management, communication is a recognized key ingredient for success and intercultural communication is a term of increased complexity.

Where you have a multinational organization, intercultural communication is necessary for business development in many ways. Within the business, an multicultural manager plays the role of a go-between for senior personnel and employees and must have clear and effective communication with all.

The manager must also build and oversee an efficient team of often worldwide employees to ensure that and strategies and global plans get delivered at the sharp end. Externally a multicultural manager will have expertise in broad and varied cultural awareness for supervising the entrance into foreign markets. The selection and training of people who will work in foreign interests must be overseen.

Negotiation and client conflicts should be managed. Potential areas of success and failure arising from culture differences must be analyzed carefully, managed effectively and, where possible leveraged for the value such expertise brings.

Intercultural Management – Clear, Focused and Experienced

The intercultural manager therefore must ensure that there are no misunderstandings due to cultural differences between colleagues, customers and clients.

For achieving this goal the intercultural manager must possess certain attributes such as:-

1. A broad international awareness

2. Vision to capitalize on differences

3. Multicultural and personal behavioral flexibility

4. A great sense of patience!

Intercultural awareness is the basis of wide ranging management skills. Having a hands-on experience of working amongst varied cultures is critical.

Knowledge about the different relationships and their manifestations across international boundaries is necessity, because such managers can only develop the requisite skills by absorbing the many intercultural differences in the target country.

Flexibility Is The Key For Cross-cultural Managers

Flexibility will often happen naturally once a manager becomes aware of cultural differences and can see beyond superficial level experiences. Flexibility means thinking out of the box, when considering solutions to intercultural challenges.

A flexible manager deals with such problems smoothly with positive solutions. Likewise a manager with international responsibilities must use intercultural differences positively. Despite the challenges, cross cultural differences can only yield positive results when managed well.

Thus the assessment of the potential of personnel, products and policies leveraging cultural differences is a huge opportunity. Managed well, by an effective manager, experienced in extracting the benefits of such a role, will lead to added value for the organization, as well as to the advantage of employees in the target country too.

There is a Dutch proverb that says, “A handful of patience is worth more than a bushel of brains”.

Thus patience is the key for success in intercultural management, because it helps maintain focus and leads to a coherent analysis and an effective solution.

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Top Team Understanding and Commitment

If you examine all the companies who have successfully implemented any initiative of any kind into an organisation you discover one simple truth; they all have a common understanding and commitment to the initiative which has been chosen at the very top of the organisation. Think of Jack Welsh at GE or Bill Smith at Motorola, they and their board agreed that they would use Six Sigma as their improvement initiative and everyone agreed; the rest is history.

This is why you always hear the phrase ‘Top Down commitment is essential for successful deployment’. The problem is that you don’t always have all your managers with common understanding and therefore commitment to an initiative. Top managers also constantly change their ideas and launch a new initiative which gives the organisation all kinds of problems.

The fact is that most senior managers don’t understand the methodology they have selected to implement, don’t understand their own business and its culture and certainly don’t understand the work required to make it a success. They then get frustrated as they don’t get the results they expect, so they pick another idea and run with that. The result is that when we go into organisations to help them you hear things like – we tried that before and it didn’t work; don’t mention xxx around hear as it was a disaster; we are different, that kind of thing never works for us.

Why do senior managers not understand the initiatives they are trying to implement?

When we start to spend time with an organisation which is looking to change, they ask us what we can do to solve their problems. They want a quick fix and rapid changes to the organisation as they are in trouble, which is why they have asked us to come and see them in the first place. As a result they don’t have in their view point the time to spend understanding where they are, then working out how to turn things around and lastly understanding themselves how to change things.

If you ask a senior manager what they do with their time you get some interesting answers. Ask them to split their time in the last few weeks as an average into the following categories:

o Strategy, Leadership and Motivation for the workforce

o Tactical day to day chasing of orders, checking things have been done and answering issues

o Financial elements of the business

The answer is normally staggering. Most senior managers spend 80% of there time doing tactical day to day issues and virtually no time doing strategy and motivation. Guess what successful senior managers spend more time on strategy and motivation than anything else. This explains why when we say lets get the senior managers together even for 1 day so few can make the time to start to understand what Lean Six Sigma is and how to deploy it. How then do you think that they can get enough of an understanding to motivate and drive the methodology through the organisation? The answer is they can’t?

Toyota took 30 – 40 years to change the culture of their organisation with Ohno and Sengo providing the thoughts and drive for lean to be implemented. It took GE and Motorola decades to implement Six Sigma fully into their organisations. Yet today’s senior managers expect instant results. I think a good analogy would be football teams in the UK who switch and change managers looking for instant success where as successful team – Manchester United and Arsenal have giving there managers time to get it right.

To ensure success, it is vital that the senior management team take some time to understand the following essential elements of any Lean Six Sigma deployment.

o What is Lean Six Sigma

o How can Lean Six Sigma help your business

o How to deploy a successful program

o How to structure your organisation to ensure success

o What is the role of Lean Six Sigma Champion and sponsor

o How to select projects

o How to support and motivate your people

If a top team can spend the time understanding and planning the above then they can start to implement Lean Six Sigma and there might be success.

o It means that when they stand up to talk about the subject they know what it is about enabling them to talk with credibility.

o They understand how much time each Green or Black Belt needs in order to be successful and can be given the right kind of support.

o When they run gate reviews they ask the right questions and ask for the right behaviours from Green and Black Belts. Meaning a greater chance of projects being a success.

o They know how to structure the organisation and to choose the right people and projects.

o They know how to link the strategy of the company to the Lean Six Sigma deployment.

How to obtain top management buy in?

If you are in the situation where you know that Lean Six Sigma is the best thing for your organisation and you need to convince your management, you must consider a few things to convince them. You must also have the skills to influence people throughout the organisation that Lean Six Sigma is the best thing for the benefit of the organisation. Influencing skills are being recognised as essential in business if you wish to be successful.

The items below will help you influence and convince senior managers.

Show benefits

If you can demonstrate how the approach will help the organisation and the kind of benefits you can obtain, then you will catch the attention of your Senior Managers. To do this, Deployment Champions run a few improvement projects under no name in particular. They can then calculate the benefits using the finance community to validate them. Some benchmarking can also be done, showing what has been achieved in other similar organisations. Lastly you can highlight where your current problems are and then explain how Lean Six Sigma will help to address these issues.

Explain the concept and how to ensure success

If you understand the concepts, then you have the knowledge to explain how Lean Six Sigma can benefit a company and how to set up for success. If you don’t, then you could ask an expert to come and talk to your Senior Management group. 100% Effective Training have enjoyed the challenge of talking to management groups in many different industries and answering the questions of the Senior Management group.

Understand where it can help

Identifying where to run your projects is vital in any deployment and even more so in the early stages. You must pick projects which are not so easy that any attention would have solved them, or projects which are so big it would be like solving world hunger. If you pick a meaningful project which brings great results both monitory and other wise then you can usually gain the attention of Senior Management and then move to a full deployment in your organisation. Another problem we have been encountering is that businesses don’t really know where there real problems are. They work on solving symptoms and putting out fires, they don’t actually know where the root causes are. In this instance then, we would suggest obtaining a diagnostic of your business which would then tell you where to start in your program deployment.

Understand what motivates your Managers

If you understand the motivations of your management team then you will know what buttons to press to get the concepts accepted. This might require some work and research and would include things like how they are measured, how their bonuses are made up, where they wish to take the company, what they believe the current issues are, what they know about the concepts and what they have tried in the past. If you work on these areas, your pitch to your Managers will be considered, have the right detail and will have a chance of working.

Can you deploy without top management buy in?

The simple answer is yes you can. It is however a lot harder; you must ensure that you get quick wins to demonstrate the benefits of the approach. You must also start to use the skills of influencing with Senior Management to convince them that Lean Six Sigma is the way forward.

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Derren Brown vs David Blaine

On Friday the 11th of September 2009 a 2 hour special magic was shown on Channel 4 in the UK. First up was Derren Brown explaining how he Predicted the lottery and this was followed by David Blaine performing What Is Magic. The next day a new conversational topic was born:

Who’s the best magician David Blaine or Derren Brown?

Both DB-UK & DB-USA started off as close-up magicians and both got their big break by demonstrating card magic. Derren performed Smoke and David performing a myriad of card tricks including; Ambitious Card and 2 Card Monte respectfully. Ironically neither is considered ‘a magician’ any more David Blaine is more of an endurance artist and Derren is a Psychological Illusionist.

So what makes a good magician?

Identity / Brand Having a strong Identity in magic is one of the main keys to success, Houdini was the Escapologist, Paul Daniels was the cheeky close-up magician, David Copperfield the Illusionist, Penn & Teller the aggressive revealers of magic. David Blaine Became the Street Magician who could levitate and through a deck of cards through a window. Derren brown became the mind reader who could control people’s decisions to the extent he would risk his life in the Russian Revolution challenge. Both Derren and David have established a good, strong consistent identity:-Derren: sophisticated, cheeky, playful, intelligent, mischievous David: Mysterious, deep, troubled, calm, spiritual.

Result: Draw

Tricks performed David Blaine’s most talked about trick was card through window. Even now around 10 years after it first aired on TV, magicians still get asked how he achieved the feat. Just like Michael Jackson did not invent the Moonwalk; David Blaine did not invent the idea for this trick or even the method, but it is still widely known by the public as, David Blaine’s ‘Card Through Window’. Derren Brown has performed more tricks on TV than David, has had more Television series broadcast and has had about the same amount of 1 off TV specials. He also performs a stage show annually throughout the UK. For some strange reason, people talk about how Amazing Derren was but they don’t pick out a specific memorable trick. So although Derren wins the battle for quantity David Bliane gets more talk time after his shows.

Result: David Blaine

Entertainment Value After David Blaine started doing endurance tests his entertainment value was significantly reduced. He seemed to master staying in the one place for a very long time without doing anything. Derren performs a branch of magic referred to in the business as Mentalism. Mentalism is often thought of as boring but Derren incorporates humour to break up the act.

Result: Derren Brown

Originality David Blaine has taken many effects not original to his own and has incorporated them into his act with his performance style

Likewise, Derren has incorporated many of other people’s effects but Derren can take an effect like the sympathetic silks – a trick with 2 handkerchiefs with a knot and somehow convert it into a mind reading effect.

Result: Derren

Likeability factor Possibly the most important weapon in a magicians arsenal is the likeability factor. If the audience doesn’t like the magician, they will not care for his tricks. It was the main downfall of Paul Daniels. In the magic world he’s unbelievably highly respected; but, it almost seems cool to dislike him. People generally say he became annoying but it’s more a case of familiarity breeds contempt.

David Blaine has never really been a likeable character because he is so distant and the eye on the hand stunt with Eamonn Holmes was a PR nightmare. However, with recent voiceovers during his series about his childhood and coming back to his roots in the street magic. His likeability factor has grown considerably. On the other hand, Derren’s popularity has taken a dip recently. With the 3rd most number of complaints with his Russian Revolution stunt, his baffling explanation of the lottery prediction and his failure to have his audience stuck to their chairs has lowered his likeability factor. This however, will not bother Derren in the slightest as he goes out of his way in his publications to offend certain groups of people.

This is a hard decision because until recently Derren has been more popular but at the time of writing this the pendulum has swung in favour of…

Result: David Blaine

Over all Result: Draw

As I’ve never been one to sit on the fence and I’m a massively biased Derren Brown fan, I’ve decided to create another category)

Technical Ability

This should have no bearing on the overall decision but it would be unfair not to mention it. The magic fraternity looks upon ones skill with a deck of cards as the Jedi Knights look upon ones skill with the light sabre. So although both are strong with the force Derren is awarded a higher degree of respect in the magic world

David Blaine performs with methods that do not rely on complex digital dexterity and often many magicians can replicate his tricks. However, Derren Brown performs several tricks that rely on complex card manipulation that magicians cannot replicate easily.

Result: Derren

Final Result: Derren 3 David 2 Winner Derren Brown

In the true definition of who is a best magician, David Blaine would win because he makes people believe in magic. However, if people investigate David’s tricks, they will discover his methods. Derren Brown has started “revealing” the methods of how tricks are done. His aim is to educate people that if we put our minds to anything it can be achieved. If people investigate this… they will find out it’s true. This essay is an opinion essay, the facts may be incorrect and it’s largely biased and subjective. I hope you enjoyed reading it but if you are going to quote any part of it, please think carefully and do the proper research.

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An Ivory Tower at the Emirates

As a lifelong Arsenal fan, I was obviously going to jump at the chance of free corporate hospitality tickets at the Emirates Stadium (thanks, Dad). We’re not just talking club level; we’re talking our own private box of nine people, owned by my Dad’s company. Even better; my Dad had managed to hustle three tickets, meaning that my Dad, brother and I could all go together (something that we had previously been deprived of).

You see, back in the day we had two season tickets in the East Stand Upper (or the ‘Highbury Library’ as I so familiarly recall). My brother and I used to share games between us and take it in turns to accompany my Dad (Mum was quite happy at home, away from what she termed a shabby, yobbish and unpleasant experience). But we were hardly deprived. If anything, on most match days I’d feel like the luckiest kid in the world.

Match days represented something so much more to me than the games themselves; they represented a fatherly-daughterly ritual. We would park in the same place, meet the same people (the shy but intelligent Tony whose death a few years ago came far too prematurely), and walk the same route to the stadium. I would cling to my Dad’s hand, desperately trying to keep up with his insane pace, whilst clocking every swear word I have and will ever learn from men with large bellies. My hair would become wrapped in the smell of fags and fried onions – an adult smell – and I’d listen intently to everything my Dad was teaching me about the beautiful game. I clearly remember the feeling I experienced when seeing the pitch for the first time at the first ever game I attended (we lost 2-1 to Everton): awe; delight; surprise; love. The brain’s capacity to exactly remember these important ‘firsts’ always impresses me.

But enough reminiscing. Yesterday, the three of us stomped across to the impressive Emirates stadium, sharing adult perspectives on childhood memories. The walking distance somehow felt shorter, and my Dad seemed to be walking slower than he used to. But again, it’s just a matter of perspective: the distance was further and now my longer legs can now take bigger strides than Dad’s.

There’s something very welcoming about being in a sea of football fans wearing the same colour. It’s a uniform, a comradeship. Arsenal fans aren’t exactly known for their hooliganism and raucousness, so there was no sense of threat, only anticipation.

The first difference between standard tickets and box-level tickets is the entrance. No metal turnstiles for you to rub your thighs against. A sleek little automated ticket-reader (not unfamiliar to the one I use every day in my optimum-security offices at Canary Wharf) let me in, while apparently ladies’ bags checks are no longer mandatory. Or maybe I just look trustworthy.

Then, the option of an escalator or lift to take you to your seats (nothing like the myriad of concrete steps I used to huff and puff my way up at Highbury). We opted for the escalator, which opened out on to a lobby from which I could see various bars and restaurants, more like a five-star hotel or first-class airport waiting lounge: nothing ‘football’ about it. The main reminder that we were inside the Arsenal football stadium came from the chants reverberating around the ground, and perhaps the large beaded curtain with an imprint of Arsene Wenger’s face on it. Elegant.

Helpful staff (in odd air steward uniforms) directed us up a floor: above club level and to the exclusive box level. I’m told the next level up is ‘diamond’, an invitation-only type affair, where seats are worth one-hundred grand and members are flown to away games, amongst other things. We were taken along a corridor (carpeted, elegantly lit) with closed doors (not at all unlike a hotel) until we came to our destination: Box 62.

It really was incredible. Buffet lunch, silver service (from our own private host), free bar, free programmes, flatscreen TV showing the game, two seats (indoors and outdoors) and a perfect, unobstructed view. We staked our claim on seats at the very front, looking down on the flawless pitch, and feeling rather important all of a sudden. Oh, and I can’t not mention that there was no queue for the ladies: something I have never experienced at a football match (or indeed any other day outing for that matter).

Not many words needed about the game, other than it was a 6-0 thumper, with Theo claiming a hatrick (lovely how the players are now referred to by first names). We also got to see the delights of Cesc and Robin, who were brought on for a pleasurable knock-about for the last thirty minutes. In fairness to the Blackpool fans, they made one hell of a racket, presumably just enjoying the day out as opposed to actually expecting anything from their players. I got caught up in the carnival and joined in with a bit of home chanting (still the same old classics), and fondly remembered a few that rose to popularity and died out when the players left the club (Dave Platt and Vieira anyone?) and even the golden oldie of ’98 (“Arsene Wenger’s magic, he wears a magic hat…”).

So did yesterday’s classier experience top all those childhood years watching the games in cattle class? Absolutely impossible to compare. Do I still love going to watch Arsenal play with the best men in my life? You bet ya. We all agreed that Mum should get the next box seat game; after all, it’s not too shabby anymore.

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