I get a ton of emails from people seeking insight or asking me to solve their sales dilemmas. Here are a few that may relate to your job, your life and (most important) your sales thought process right now.
This is my first week in car sales. Can you tell me what sections of any of your books I could go to for help with deflecting that first, “What’s your best price?” question. I want to build rapport and provide the value of my services in addition to the vehicle. I was thinking of using your “Can you close a sale in five questions?” as my porcupine close, ignoring the price question, and asking my own question, “Jeffrey, how do you select a car or truck?” Any suggestions?
Yes, I have a bunch of suggestions. First of all, you’re battling 100 years worth of doing it the wrong way. Yes, there have been a lot of cars sold, but oftentimes in spite of themselves. And the reason people come in and want the best price is because they’ve already shopped online. They already know what the car costs. The customer is now more educated in the car business than the car salesperson is because the customer has probably shopped 10 different brands and the car salesman pretty much only knows his own.
So the challenge for you as a salesperson is if you get a question of, “What is your best price?” get it down to the model and say, “Look, I’ll give you my best price, but don’t you want to know if this is the right car for you? Why don’t we take it for a drive and then we’ll talk about how much it is if you really want it. If you don’t want it, there’s no sense in negotiating for it and I’m assuming if I give you may best price, you’ll say “Thanks” and buy it. Otherwise, you’re going to go shop around and thank me and then go talk to my competition and that’s not what we want to do. We want to put you in a car. We want to make you feel great, and we want you to get the best car for your money today and when you sell it, and we want to make sure along the way that it’s maintained. Is that fair enough?”
I’m in sales and the manager of the office is also an agent. She distributes the Internet leads for the other agents and regularly keeps the highest-dollar leads for herself. We have a transparent database that percentage-wise shows she’s been doing this for over a year, yet she denies it. How do I deal with a manager like this?