Hopkins 6-Figure Sales Office

Build a Fortune Managing Paperwork, Time and Office Systems
1. Auflage 2015
ISBN: 978-1-61339-778-7
Verlag: Made For Success Publishing
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 100 Seiten

Autoren/Hrsg.

Hopkins, Tom

Leseproben

CHAPTER 1 A Clutch of Moneygrabbers The product or service that you help people acquire, and the location you work in, are less important than your techniques, planning, and determination to do the most productive thing possible at every given moment. If you make all the habits of the Champion your habits, you’ll become a Champion. You’ll have the prestige, the money, the recognition, and the self-acceptance that all Champions have. I’m talking now about the great ones who earn in a good week what the average worker earns in a year. Now let’s talk about eight systems that the great ones use to turn little dollars into big dollars. Turn Little Dollars into Big Dollars The Super-Champions, and most of the top producers, combine all the techniques given in this book to build a base of referrals into an ongoing operation that continues to generate its own momentum. The average salesperson has a hard time getting referrals from the people he sells; the Super-Champion often gets referrals after a short phone conversation with people he’s never seen. The Super-Champion paid the price to acquire his skills, and he has the confidence to use them to the fullest possible extent. “Nothing succeeds like success,” Alexandre Dumas wrote more than a hundred years ago, and the words were never truer than they are today. To succeed, gather the skills and knowledge that are the tools of success. Then use them. Having done that, you’ll be ready for the systems to magnify the values you work with. Money-clutching system 1 is multiplying money. The people you involve in your product are surrounded by other people who have the same aspirations, interests, and financial capabilities. Each person you sell can be multiplied by the number of his associates who are prospects for your offering. The average family has two and a half automobiles, but the average automobile salesperson stops when he sells them one car. Why? Because he’s organized to work only with the people who come into his showroom. The concept that every buyer is a referral base for more sales is foreign to him. Yet Champions work with their buyers and multiply the one sale by a factor of two—three—five—sometimes ten or more over a period of time. Highlight this thought: If they’ll take one, they or their friends will always take more. You’ve got to do the job, of course. You have to work with them, make sure they’re happy with the service, and handle any problems quickly. So highlight this idea also: Work with every buyer as though that person represents a thousand referrals. Let’s think about this for a moment. Suppose you make only one small sale this week. However, you give fine service and obtain four prequalified leads from that buyer. On Week 2, you work with those four prequalified leads and sell the number you should sell, 50 percent. So you pick up two sales. You also get four leads from each of your new buyers. During Week 3, you work with your eight leads, sell half of them, and ring up four sales. When all this happens, let’s say that you’re working in a home appliance store. A terrific new product has just come out, a kitchen blender priced at $79.95. You make ten percent—eight dollars—on each blender you sell. There’s something about that blender that makes you decide to give it a good solid push. Here’s how your results look after three weeks: Not very impressive is it? You’ve pushed that dang blender hard for three weeks—and all you’ve made is a measly fifty-six dollars. Now here’s what I’d like you to do. Take your calculator and work out what would happen if you doubled the sales of the blender for ten weeks, getting four leads from each sale, two of which you sell the following week. In other words, extend the table above a full ten weeks. It’ll only take you a minute. Rather than give you all the answers here and spoil your fun, I’ll just tell you one thing. If you could actually do that with the blender for ten weeks, and then hold your sales at that level for a full year, your income would be one-fifth of a million dollars. $200,704, to be exact, assuming that you take three weeks off. Isn’t that exciting? Of course, it may not be realistic to plan on selling that many units of the same appliance out of one retail store. But you could have a good thing going on several different appliances, including some priced at ten times what our blender goes out the door for. This example illustrates the enormous multiplying effect of the referral. Use this concept. Why be satisfied to let a buyer—and his thousand possible connections—walk out with only one of your products? Probe a little. Among his friends, relatives, and fellow workers, there are bound to be several people who need the benefits you’re purveying. During my last year in sales before I went into training, my business was 99 percent referrals. It wasn’t just the service I gave—I used this concept. The only time I prospected, I was showing other salespeople how to do it. Now, what did the referral nature of my business allow me to do? Spend every bit of my selling time working with people who trusted me. About all I did was qualify and close. If you’re new, of course, you can’t start right out working with referrals—you have to wait until you make your first sale. Most new salespeople are so concerned with making each sale that they don’t open their minds to the tremendous number of opportunities that a single sale can create for them. Money-clutching system 2 is making add-on sales. The second system for expanding volume involves using your imagination. Keep thinking of ways to add on accessories and additional products, and of ways to find different uses for your product or service with the same client. Always keep this question in the front of your mind: How can I add on to what my clientele already has? If you’re selling to companies and you get one of your products into the shipping department of a firm, are you satisfied? Or will you service that shipping department and work with them to give you a referral to their accounting department or production department? Of course, it depends on your product or service, but I keep hearing about salespeople who go in with a piece of equipment that many different departments of a company could use. They sell one department and forget about the rest of that firm. Here’s a fundamental rule for add-on sales that I recommend you highlight: Never go for the add-on sale until you’ve completely closed the original sale. If I walk into your appliance store looking for a vacuum cleaner, I don’t want to discuss the fantastic new blender you’re all excited about until I’ve satisfied my need to suck up dirt. Once that’s off my mind, you have a chance to arouse my blending urges. But don’t even mention blending until I own the best vacuum cleaner you can provide me. J. Douglas Edwards and I were close friends and next-door neighbors in Scottsdale. We frequently swapped stories that people told us at our separate seminars. Doug came back from a speaking tour in Canada one day and told me, “A young man in Toronto said, ‘I’ve become a multimillionaire since the last time I heard your program, and it’s all because of one sentence in your speech.” Now, that’s heady stuff to a speaker. It’s the hope of hearing exciting success stories—though rarely as spectacular as this—that keeps professional speakers climbing on planes. “From one sentence?” I asked, somewhat wistfully. “What was it?” His answer is the name of the next and my favorite system for turning small change into big money: Money-clutching system 3 is to sell them in bunches, like bananas. Here’s what the young man, Ed Dardon, did with the concept he discovered in Toronto at Doug’s seminar. A few weeks later, Ed went out to see a referral. The man had a challenge, of course. He was a member of a real estate syndicate that had built a magnificent apartment complex. The problem came when they completed the project and set their rents to earn a return on their investment. They had priced themselves out of the market; their project was just too magnificent. So it sat vacant. Taxes and expenses were mounting up, and nothing was coming in to service those costs and the mortgages. So, Ed Dardon opened his mind and came up with a plan. Then he met with the entire syndicate and outlined his program. Condominiums are very popular today, but at that time they weren’t well known. Ed convinced the syndicate that the only profitable way out of their predicament was to convert the apartments to condominiums and sell out. Speed was essential. Ed trained a small, capable sales force around the concept of selling the condominiums in bunches, like bananas. He packaged them by threes, fours, and fives—and often they sold two or three bunches to one investor. The people who bought weren’t intent on getting immediate cash flow because of the tax advantages. Along with his sales organization, Ed also set up a management company to handle the rental details for the new owners. Both companies were profitable and grew rapidly. Ed’s success at turning a financial fiasco into a profitable venture for the original developers brought him a flood of new opportunities. Not only was the word out that Ed was someone special, but the...