High Probability Selling

On an evening in 1980, I was standing at the bar talking with Jo Anne Astrow, one of the owners of the Improv Comedy Club in West Hollywood.  As usual, the club was packed with a large spirited crowd, including several well-known entertainers.

Robin Williams came up and said “Hey, Jo” and gave her a hug.  His frenetic energy was like a burst of static electricity.

Jo Anne said, “Meet my cousin Jacques. He’s visiting from Philly.”

I said, “What are you up to Robin?”

“Trying to perfect a new routine – something that connects better and gets more laughs.”

I said, “You seem to be getting the hang of it lately.”

Robin said, “If I can’t do that I might have to wash dishes.  What do you do?”

“I’m in sales.”

“How are you doing?” he asked.

“I’m the sales manager of a company that just became the industry leader.”

Robin said, “Then we’re both up to the same thing – unless you wanted a career in dish washing.”

Yes, we are both up to the same thing.  In a way, all of us are in sales.  We each have to get very good at selling in order to be successful in doing whatever it is that we want to do.  Otherwise, we might as well be washing dishes.

I got a call from someone named Ed.  “I’m interested in your sales training programs,” he said.

“What does it mean when you say you’re interested,” I asked.

“What would happen if I took your sales training courses?”

I said, “I don’t know.  Why do you ask?”

He said, “I’ve been in sales for over twenty years, and I’ve made a decent living.  But now we have a son who’s a freshman in college and a daughter who’s sixteen.  Tuition for both of them, even with student loans, might break us.  Frankly, I need to make more money.  What can you do for me?”

“What do you mean?” I asked.

“I have been reading up on all kinds of sales training and yours seems to be the only one that is entirely different from the way I’ve been selling all along.”

“Why is selling differently important?” I asked.

“It’s like the difference between a tricycle and a Harley.  I need something with a lot more power.  And, your book describes a way of selling that has a lot more power.”

“Isn’t it a lot more difficult to learn to ride a Harley than a tricycle?” I said.

Ed said, “I’m willing to do whatever it takes.”

“I suggest that you fill out two questionnaires that will give us an estimate of how likely it is that you will be successful with High Probability Selling.  If they indicate that you are a good candidate for High Probability Selling, then you might want to take the starter course called ‘Powerful Listening.’  Does that work for you?”

“What does that cost?”

“There’s no charge for the questionnaires,” I said.  “The cost of the Powerful Listening Workshop is $165.”

“I’m in a hurry to get started, said Ed.  “Is there any reason you don’t want me to just sign up for the training immediately?  I’m at your website and I know what the costs are.”

“We would rather be confident that High Probability Selling is a good fit for you before you enroll,” I said.  “That would be better for us.  How would it be for you?”

“How long before I’ll get results from those questionnaires?” Ed asked.

“Between three and four working days is normal.  What do you want to do?”

Ed said, “If you tell me how to find your questionnaires I’ll answer the questions immediately.  And, thank you for being so helpful.”

I said, “You’re welcome.”

He said, “This whole conversation has been just like what’s in your book.  I can’t wait to learn how to do that.  Thanks again.”

I said, “You’re welcome, again.  Good bye.”

Links:

• How to find the questionnaires:  www.HighProbSell.com/compatibility
• Where to read about or sign up for our Powerful Listening Workshop:  www.HighProbSell.com/workshops/listening.html
• Article on our blog:  Will High Probability Selling Work for Me, or Not?

I did not create the sales process that I call High Probability Selling, I discovered it.  I discovered that the top 1% of sales producers do things very differently from the other 99%.  I also discovered that most of them cannot explain what they do, and are unable to teach it to others.

However, you can learn what they do and how to do it yourself by watching them and taking lots of notes.  That’s what I did, with hundreds of top producing salespeople in many different industries.

The result is High Probability Selling, a non-persuasive sales process that is based upon studying what top salespeople actually do.  This process is illustrated in the book “High Probability Selling” and is taught in our sales training courses.

For more information about us, or about the book or our training courses, please visit our main website at www.HighProbSell.com.

Here is a question that we’ve heard hundreds of times.  I heard it again, when Shawn called and said, “I have always been told that you should talk about benefits, not features.  Why do you teach salespeople to do the opposite?”

My response was, “Suppose you are sitting in your office, and a salesperson calls you to say, ‘My Company can increase your profits without any out-of-pocket costs.  Let’s get together and I’ll show you how we do that.  Which is better for you, Tuesday at 10:00 or Thursday at 2:30?’  How would you react?”

Shawn answered, “Well, it is obvious that he is trying to get an appointment without revealing what he is selling.  My  prospecting pitch is not so obvious.”

So, I asked him to tell me what he says.

Here it is:  “My name is Shawn.  I’m with the Process Technology division of RMC.  We can lower your machine maintenance costs while increasing your profits.  How much is machine maintenance and downtime costing you now?”

My reply was, “Shawn, if that is working for you, why did you call us?”

“Well, it isn’t working very well,” he said, “that’s why I called.  Almost everyone refuses to answer the question.  Once in a while, someone will ask me to explain how we do that.  Then, I try to set an appointment to show them, and they refuse.”

“Why do you think you have been getting those results?” I asked.

“I think that people are so sick and tired of getting sales calls, that they treat all salespeople badly.”

I replied, “Top salespeople seldom get those kinds of reactions.  Have you considered that you might be creating those results?”

“Why would anyone not want to save money and increase profits?” he asked.

“Perhaps your ‘pitch’ makes them feel like a fish that is being offered a worm, with a great big hook sticking out of it,” I said.  “Most intelligent people react that way when presented with benefits that are intended to entice them.”

Most people who have a need for your products or services already know that they have the need.  Those prospects want a clear, very brief description of what you are selling, and they want to know a couple of important features.  If they can perceive the benefit of at least one of those features, you will usually get a positive response.”

“So, why does our sales manager tell us to only use benefits in our pitches?” Shawn asked.

“It’s probably because he believes that it is the right way to sell.  But, he does not remember how ineffective it was when he was selling – before he became a manager and trainer.”

“Well, if I don’t do it his way, I’ll probably lose my job,” he said.

“If you continue to do it his way, and your sales do not improve, do you think that you will keep your job?” I asked.

Shawn said he would have to think about that.

What do you think?