Seven steps to every sale

If you’re interested in developing master-level sales skills, here’s the method that will positively help you accomplish this.

The following Seven Steps to Every Sale make this method revolutionary. These seven steps are essential to every sale. There is, however, a principle that’s essential for success with the seven steps.

No skill is gained by mere intellectual engagement.

There is a missing ingredient to almost every sales training programme, and it’s not information. In fact, the “better” (based upon popularity) sales training programmes usually have more information, better information, and even more advanced ideas and concepts.

Herein lies the problem with most sales training programmes: You do not gain skill by intellectual engagement. For example, you might be very capable of understanding the principle behind a judo flip, but to be able to do it, you have to practice it! To do it perfectly every time, you haveto practice it continually.

If you’ve ever been part of a highly trained team, you know the sense of confidence that translates into success. The secret to building an excellent sales force (or team of any kind) is in repeating core training on basic sales skills again and again.

The levels of learning…

The lowest level of learning is memory. It’s easy to memorise the seven steps to every sale, but that doesn’t mean that you can apply them. However, it’s an excellent starting point.

The highest level of learning is known as synthesis. This means that you have learned the material so well that you can synthesize it into your own style and method of doing things.
Synthesis requires a lot of repetition and practice.

To achieve synthesis in your sales team, begin by having them commit the following seven steps to memory, then set about polishing each skill area until your people are masters of each.

The Seven StepstoEverySale…

1. Establish rapport.

You will find that you close a much higher percentage of sales if you have good, solid rapport with your client. The ultimate definition of rapport is: They like you, they trust you, and they respect you.

Respect and trust lead to influence. Influence leads to control over your  market or the buying situation at hand. Work to design standards for establishing rapport.

2. Qualify the buyer (find the need).

To reset a customer’s buying criteria in favour of your product or service, you must begin by gaining a complete understanding of his or her current buying criiteria.
Develop the six to ten questions that you would like to know about every prospect before you begin to present your product or service. Ensure anyone involved in sales can
recite them by heart.

3. Build value.

After you have assessed your customers buying criteria, you must begin to build value around your product or service. Make a presentation at this point in the sales process. The presentation should be targeted to the buyer, not to   your product or service.

4. Create desire.

Be clear on this important point: Your buyer will be a lot more motivated if his or her current situation becomes unacceptable. To create desire,  you must motivate your buyer using a combination of problems and olutions, even if you’re the one pointing out the problems that they haven’t really considered. For example, one company that sold information
services to accountants showed the accountants how much new tax information they have to know each year. This information made the  accountants feel overwhelmed and predisposed to  purchasing anything that would help them survive the tax-information  plight. The company actually helped create the “plight” by introducing the accountants to the very real market statistics that existed but that no one else was  showing them. It was very, very powerful.

5. Overcome objections.

A talented salesperson does such a good job of  finding the need that objections are covered earlier in the sales process.  A top salesperson will qualify the buyer’s buying criteria right down to his or her toes before they  even begin to sell. However, an  “objection” can still surface when it’s time to close the sale (see below). If you remember  that “an objection is an opportunity to close,” you will always be happy to  hear one. For example,

  • The client states an  objection: “I’d love to buy it, but I just can’t afford it right now.”
  • Agree that the  objection is valid. The client will drop his or her guard: “If you can’t afford it, you can’t afford it (meaningful pause). But let me ask you a question: Is money the only thing standing between you and the purchase of this product?” At this point, if there are more objections, they will surface. If not, the client will say, “No, if I could afford it, I’d buy it.” You have just moved a huge step closer to closing the sale.
  • Lock down the sale: You say, “So, if I can find a way for you to  afford this product, you will buy it?” If the client says yes, you  have just closed the sale. You will now need to
    be more creative in the financing of the product or service or help create more desire, so the prospect will pay the extra moneyto buy the product or service.

Getting commitment is key to closing the sale.

6. Close the sale.
In truth, the best salespeople I have witnessed do not “close,”  they “bring the sale to a logical conclusion.” They have helped set up such a logical buying  criteria that the prospect and the salesperson walk to  the close together. That being said, it should also be stated that most people need help making decisions.

This article cannot cover all the aspects of closing a sale, but it can  cover the oldest close of all: assuming the sale. Do this by asking a  question like, “Who do we send the bill to?”
or “How did you want to  pay for this?”

7. Follow up –
Last but not least, be prepared for The Cool-Off Factor. Because enthusiasm and rapport are extremely influential in the sales  process, a salesperson must know that a prospect is going to “cool off” after the salesperson  leaves the room.
How do you avoid this? Follow up strongly after the sale! A good follow-up  letter faxed, emailed or sent hours after the sale, or the next day at the latest, can go a long way toward
avoiding the cool-off factor.


These seven steps are core sales skills and procedures. Just as sports coaches must constantly train their players, sales managers must constantly train themselves and their people on polishing every angle of the Seven Stepsto Every Sale.

Smart companies build tools, policies, and procedures that support these seven steps. The more standards you set, the higher the performance you can expect from every level of talent.

Go forth and master The Seven Steps to Every Sale. Only constant practice and repetition will create master-level salespeople