Never Be Closing Lib/E

by Tim Hurson

Everyone knows that the first rule of sales is “always be closing.” But what if the less time you spend trying to close, the more time you can devote to helping people solve problems and seize opportunities? And what if following the new rule of sales, “always be useful,” results in more business? If you sell and if you aim to sell better, you need to know about the stranger’s dilemma. A stranger doesn’t have the leverage of instant credibility. So it’s not surprising that a wide range of sales tactics, tools, and closing techniques have been developed as a substitute for credibility. Their purpose is often to wrangle a commitment to buy, even when buying may not be in the best interests of the client. The approach advocated in Never Be Closing is designed to overcome the stranger’s dilemma, but in a very different way. This book isn’t just a catalog of techniques to wrestle money out of a client’s pocket. It’s a comprehensive strategy that starts with a well-researched process for identifying and solving problems. It shows you how to access your creativity to establish and maintain relationships that will be truly useful for both you and your clients over time. In a very real sense, this book will show you how to become less of a stranger. Never Be Closing expands on the principles of Tim Hurson’s first book, Think Better, by offering a simple and repeatable Productive Selling framework to make the most of new opportunities. From getting your foot in the door to delivering the perfect sales pitch to debriefing after a meeting, Hurson and Dunne have an all-encompassing plan to improve your sales results, Eight Paths to Credibility, proven methods that establish your authority to ask key questions that reveal your client’s issues, challenges, and goals. Q-Notes, a powerful strategy to make your notes doubly useful—to both record and guide your sales meeting. Three-Act Structure, a creative way to design the sales conversation to explore client needs, offer solutions, and deliver value. Hurson and Dunne show that outstanding selling isn’t just about mastering the art of persuasion. Instead, the most successful selling comes from a sincere interest in your clients and their needs. These methods will enable you to sell more effectively than ever before.

Genres: Business, Nonfiction

Audio CD

First published July 10, 2014

Reviews

[Brad Hayes · Rating 5 out of 5]

“selling is not about the art of persuasion . . . the best kind of selling emerges naturally from your genuine interest in the person you’re working with and your sincere desire to be of use”

[Yamato · Rating 4 out of 5]

Love the concept.

I do not like the concept of "closing" the deal, it feels like it is all about what we as the seller want and less about what the customer is getting. So this book was great. It provides practical advice to come from a place of value and service.

Based on productive thinking process
What is going on, what does success look like, what question are we answering, generate answer, find solutions, align resources.

"It's not personal, it's just business" This is not true. People who are taking actions that they are ashamed of say this to themselves.

Discover your true values by asking yourself why you are taking the actions. Ask why 5 times.... get to the source and discover if this is who you are.

Research your client before the meeting. Prepare DRIVE before the meeting.
Desired Outcomes, Risks to Avoid, Investment Not To Exceed, Visions or Values, Essential Outcomes

Q-Note template. 4 quadrant (one axis is during and after meeting, other axis is Discovery and Delivery). Agenda, Value, Key Information, Follow-Ups

Actual meeting: 3 phases. Establish credibility, explore needs, deliver value.

After the meeting: Debrief, review your Q-notes
What happened (what?), what did it mean (so what?), Now what (what might be useful to do differently?)

[Ajay · Rating 2 out of 5]

It is commonly known that the first rule of sales is "always be closing". But common sense isn't always right and this book does a good job of introducing a viable alternative strategy, "productive selling". This is a strategy to overcome the strangers dilemma, create credibility, understand your client and their problems, and seize the opportunity to offer solutions and build a strong relationship.

This is book is practical, actionable, and frankly I needed some help learning how to sell -- yet this book is victim to a issue with most business literature. It focuses on simple, repeatable acronyms and multi-step programs -- trying to create an approach so comprehensive, redundant, and formulaic so that even an idiot could sell a grain of rice in exchange for a kingdom.

This is hyperbole, but it does underscore the point that unless you want to learn how to rearrange the alphabet to form jargon filled templates and 3, 5, or 11 step solutions. This book can be passed on

There is one quote that I did like in this book quite a bit, "the best kind of selling emerges naturally from your genuine interest in the person your working with and your sincere desire to be of use."

[Gabriel Trevizo · Rating 5 out of 5]

Great book, regardless what you’re selling.

The best salespeople I know are fully committed into solving their client’s problems. Tim Hurson brings a comprehensive methodology to make our sales efforts truly productive.

[Jonny Klar · Rating 3 out of 5]

It’s a sales book at heart, it presents a much more ethical and process driven idea to sales. And while I see it’s value, definitely felt like a chore to read. A sponge book, absorbing its information rather than enjoy it. Yet, for my career very good info

[Linda Ferguson · Rating 5 out of 5]

Clear. Well-written. It manages to be practical and fun.

[Delhi Irc]

Location: PTI IRC
Accession No: DL0271170

[Margot Note]

"Never call a prospect if you have nothing to say" (75).

"Ask your client to articulate one or more itches--those things that bug them, that are out of balance, that create worry. Explore the impact of each itch--why is it a problem? Probe for more information about the itch--what are its known causes, what doesn't the client now about it that might be useful to discover? Find out who's involved in the itch--who's affected by it, who might cause it, who might benefit if things were to change? Dig deeper to understand how the itch links to the visions or values of the organization or its people" (167).