Certain Success Part 28

_In one way or the other you can make progress._ Either you can brush the evasion aside and carry your prospect through to the closing stage of the sale of your services, or you can close an intermediate sale on the spot, as in the second ill.u.s.tration.

[Sidenote: Forcing Real Objection]

_Do not, therefore, treat evasions and postponements as real obstacles._ Even in case you cannot induce your prospect to go ahead with you, or close an intermediate sale, _you can avoid being blocked_ by his attempt to put you off. When he sees that he cannot get rid of you by his subterfuge, he will be forced to make a _real_ objection. He will not give you another weak excuse after you have disposed of his first attempt to evade. When he tries to block you by making a real objection, after the failure of his excuse or postponement, he will fall right into your plan of the sale. _You will be all ready for the objection he states._ You will know exactly how to handle it and turn it to good account so that his opposition will be weakened and you will add to your strength.

Let us suppose your prospect comes out with the flat statement, after you prevent him from putting you off, "No, I have made up my mind not to add any new employees for the present." He thinks that settles the question. In reality it affords you a sales opening. You retort, "Your att.i.tude is perfectly right. You do not want to add to expense. I should feel the same way myself, were I in your position. However, I am not going to be an _expense_. I shall be a _money-maker._ I know you have no objections to increasing your profits." His opposition would have given you your lead.

[Sidenote: Unsound Objection]

A man applied for a position in a bank. Business in general was dull; so the president tried to put him off. The position sought offered any one filling it opportunities to develop increased business for the bank along certain lines. Thus the objection of dull times was plainly _unsound_. The applicant felt, however, that it would be a mistake to urge very strongly his ideas about increasing the business. He believed the president would not accept them if fully stated. So the young man met the attempted evasion by drawing the banker on to a step that committed him only to the _beginning_ of the program outlined.

"I appreciate that business is not rushing at present," he said.

"Therefore you will have time to study how I propose to develop some new business. If you were very busy, you would not be able to investigate my plan thoroughly. You may not care to put it into effect just now, but while you have comparative leisure let me give you an ill.u.s.tration of ways in which my idea can be worked out.

"It is unnecessary to discuss salary or a definite engagement at present, if you prefer to wait awhile. But with your permission I should like to come in here for a month and demonstrate a few of my ideas in actual practice. At the end of that time I will show you a chart of the results."

[Sidenote: Evasion Turned to Selling Aid]

_The evasion was turned into a selling aid_. The banker, naturally desirous of making additional profits, could not very well turn down such a proposal. He would have felt a little ashamed to accept services without paying for them. Therefore he gave the applicant a chance and agreed to pay him a moderate salary from the beginning. The new man went to work immediately, and very soon demonstrated such value that his compensation was increased to an entirely satisfactory amount.

[Sidenote: Don't Fight Back]

Already in this chapter you have been warned against handling an objection in such a way that the natural antagonism of the man who makes it will be increased by your method of dealing with his opposition. When he resists you, or puts obstructions in your way, you of course must take the measures that are necessary to enable you to proceed with your purpose, notwithstanding the obstacles he raises. _But if he acts antagonistic, be careful not to appear to fight back._ Avoid making the impression that you regard him as an _opponent_. Your difficulty in closing the sale will be lessened if you keep him from feeling at any time that he needs to adopt measures of _self-protection_ against you.

[Sidenote: Diplomacy And Tact]

_When your progress is obstructed, it is necessary that you use a very high degree of diplomacy and tact._ This will carry you much farther toward your purpose than any manifestation of naked force. Of course you must meet many objections squarely. You will encounter obstructions that cannot be avoided, opposition that will not step aside. There will be occasions when it will be necessary for you to employ force. But you can always conceal "the iron hand in the velvet glove" if you exert your force in _tones_ and with _gestures_ or _movements_, rather than by making _word_ statements. _The art of suggestion can be employed as effectively at the objection stage as at any other step of the selling process._

Let us a.s.sume that you are a greenhorn. But you believe yourself capable of filling a certain position. You apply for it. Your prospective employer questions your capability because you lack experience. He refuses your application, and declares he is unwilling to run the risk of having you make mistakes that might be expensive to him.

[Sidenote: Using Suggestion Instead of Statement]

You know that you are very careful, and that you would not take any important action on your own responsibility if you were in doubt whether or not you were right. You feel that his objection is unsound; that he is exaggerating caution. But it would certainly be a mistake for you to say, "Nonsense!" That would make him bristle.

Of course you want to show him that you do not take his objections seriously. You can make the right impression by smiling at his statement. You can reinforce the effect of your smile by making a horizontal gesture with your hand. If you shake your head slightly, force will be added to your denial of incapacity or rashness. It may not be necessary for you to _say_ anything. Possibly your suggestion will be stronger if you simply ignore the point he has raised against you.

Usually, however, in such a case it is best to employ a few quiet words in disposing of the objection; _though chief reliance should be placed on the suggested meaning behind the statement_.

[Sidenote: Your Stake In Your Opportunities]

I recall the case of a man who handled an objection of that sort by first smiling while shaking his head and making a gesture of negation, and then said, "I could not lose much for _you_, but if I were reckless or irresponsible I certainly would lose for _myself_ this opportunity that you see I want very much. I have a great deal more at stake than you. You may be sure I shall not risk losing my chance to succeed, by causing you any losses." The tone used was the heart pitch of sincerity, with the final a.s.surance in the deeper tones of power. The tone and the manner of the applicant for the position indicated such strength that the prospect felt the weakness of his objection and did not persist in it.

[Sidenote: Direct and Qualified Admissions]

When you make a _direct admission_ of the point the prospect raises against you, _have a strong answer ready and give it to him at once_.

Otherwise you will not rid his mind entirely of the objection. In most cases it is preferable to make only an _indirect_ or _qualified_ admission of the point raised. Then the objection, not having been strengthened by your full confirmation, can be overcome without the use of much force or power.

[Sidenote: Straight-out Agreement With the Objection]

If your prospective employer says to you, "We are not making any money.

I do not intend to put on a new man," diplomacy requires you to admit unequivocally the truth of his a.s.sertion that his business is not profitable. He may be exaggerating a temporary condition, but he would take offense if you should question his blunt statement. Therefore agree with him, and having prepared the opening with your tact, _introduce to his mind agreeable ideas of satisfying his want for profits_. You might say, "I realize business is poor. That is one of the reasons I come to you just now. If you were making plenty of money, you would not appreciate the value of my ideas for increasing your profits. The results of the work I propose to do might not be sufficiently conspicuous among other large earnings to attract your especial notice.

This period of depression gives me the very opportunity I need to prove to you that I would be a money-maker, and not an expense to you. Surely you would like to have me demonstrate that. All I ask is a chance to convince you. Judge me by the results."

a.n.a.lyze this unequivocal admission of the validity of the objection.

Such cases can often be handled most effectively by granting the point raised, directly and without any reservations, and then answering the objection in such a way that it is completely removed as an obstruction.

This is good salesmanship.

[Sidenote: Indirect Admission]

Suppose, however, you feel the objection of poor business is unsound.

Let us a.s.sume that this prospective employer you are interviewing has a dull season every year. Therefore the condition of which he complains is simply normal, and his objection is put forward as an excuse for rejecting your application. _In such a case you do not want to make the obstruction more formidable by fully admitting its validity. Yet tact forbids you to deny its soundness._ It will be better salesmanship to recognize indirectly the point raised than it would be to give your full agreement with the objection, as in the above example of an unequivocal admission. You might use such an answer as this:

[Sidenote: "That is True, But"]

"I notice, Mr. Blank, that you are making some extensive repairs on your factory. Though this involves additional expense in your dullest season, you are having the work done now because this is your slackest time.

True, your profit showing at present will not be so good as it would be if you did not make the repairs. But the earnings of your business will be improved during your busiest season and you will avoid the extra expense of interrupting your production when it is at the maximum. This, of course, is the time to have your repair work done. It would not be good business to put it off.

"My proposal that you engage me now is directly along the line of your own policies. What I would do in your office might be called repair work. Your dull season is the time to have it done. I can introduce my efficiency ideas now without disorganizing your operations. Then, when you are busiest, the new system will be in perfect working order, for your service."

[Sidenote: Adapt Solutions To Your Own Problems]

When you study ill.u.s.trations of the application of basic principles, do not give them merely superficial consideration. _Examples are of slight value unless they suggest to you how you should use your imagination to make ill.u.s.trations of your own in actual practice of the principles._ Whatever your need for help in selling your services, and whatever difficulties you may have to overcome or get around, you will find in the pages of these books _cues_ to the methods of certain success.

Evidently, however, the scope of the series of chapters must be somewhat limited. None of the answers to the major problems of salesmanship are omitted from the contents, _but you must apply and fit the given solutions to your individual necessities_.

[Sidenote: Two Bases of Objections]

Turn your thought now to the different bases of objections. It is of the utmost importance that you know whether the obstruction is raised by the _mind_ or by the _heart_ of your prospect. _Mental_ resistance can be met and overcome by _ideas_, by points introduced by _your_ mind into the _mind_ of the _other_ man. His _heart_ may not be involved. But if there is "feeling" in his opposition, it is necessary that you displace it with a different _feeling_ toward you and your proposal. The heart of your prospect must be turned from antagonism to friendliness, if it is involved in an objection. Therefore when a point is made against you, _decide from the evidence whether the obstacle raised has an emotional or a mental basis_. Treat it accordingly. Use your own _mind_ princ.i.p.ally in dealing with the purely _mental_ objection of the prospect. But depend on drawing out _his heart with yours if his emotions are involved_ in his opposition.

[Sidenote: Mental Basis]

Suppose you have a plan about engaging in a certain business. You have worked it out carefully and are confident that it is "a winner." But you need financial backing. So you go to a man who has money, and apply to him for a loan. He listens to your plan. When you finish explaining, he refuses your request. He uses the mental tone of cold business when he states his reason. "You offer me no security. I am not in the habit of lending money without it." His words and manner indicate that he has listened to your plan without the slightest feeling of sympathy for your purpose. His _emotions_ have not been stirred. He is turning you down simply because his _mind_ is opposed to the form of investment you propose for his money. It would be futile for you to make an _emotional_ appeal to this man, in the hope of getting rid of his _mental_ objection. He would be disagreeably impressed were you to attempt to stir his heart. You cannot offer him the security he has in mind, but you need not be balked for that reason. It is possible for you to make an appeal to his mind only, and to suggest to him ideas of security that he has not considered.

"Mr. J.P. Morgan," you might remind him, "when asked the basis upon which he loaned money, replied, 'Character, princ.i.p.ally.' I offer you the security that Mr. Morgan considered most important. You know my reputation is good. You perceive that my plan is sound, and that I have thought it out thoroughly. You do not expect me to lose money. I have proposed to protect you as fully as possible by agreeing in advance that I will take no step until after your approval has been given. Therefore, in addition to my character, I am offering you the security of your own mature, sound judgment on all operations.

[Sidenote: A New Idea Of Security]

"Don't you believe that my squareness, guided by your advice, would secure you? I have applied for a loan of only ten thousand dollars. You will absolutely control the expenditure of the money. You know, therefore, that at the worst I could not have a large loss. I have offered you life insurance to protect you against the possibility of my death within the next five years. It is altogether improbable that I should have a loss of as much as a thousand dollars in the new business.

Certainly you have sufficient confidence in my ability and integrity to believe that I could and would repay you a thousand dollars with interest before the expiration of five years. I expect, and you expect, that my venture will prove successful. I have planned a sound business enterprise, free from the dangers of speculation. With the cooperation of your judgment, your loan would be a secure investment. I believe you are now convinced of that."

[Sidenote: Reaching Heart Through Mind]

Notice that the objection is dealt with powerfully; yet there is no appeal that is aimed away from the prospect's _mind_. For this very reason his sympathy with the proposal is likely to be stimulated. _Such salesmanship often has the effect of enlisting the heart of the other man after removing the objection of his mind._

[Sidenote: Objection on Emotional Basis]

Let us a.s.sume now that the prospect refuses to make the loan to you because he has been imposed upon before by some one he has backed. He may really want to lend you the money, but his heart has been so embittered by his previous experience that he turns a deaf ear to your proposition. His opposition is based chiefly on feeling. His heart, not his mind, is at the bottom of his refusal of your request for a loan. He would not be reached by the appeal that would be effective with the man in the first example. This second prospect should be addressed something like this:

"The experiences you have had hurt you, princ.i.p.ally because they have made you lose faith in men. This, not the money involved, was your greatest loss. So long as you have only those experiences to think about, you will be unable to get back your former belief in human nature. You would like to recover it. You would be happy to feel that the men who abused your confidence were exceptions, and not the rule.

[Sidenote: Selling a New Feeling]