5 Fundamental Closing Techniques

Hello everyone, welcome to the Magnetic Marketing Podcast. Today we get to listen in to Dan Kennedy and Bill Glazer as they share the 5 fundamental closing techniques that you need in order to increase your close rates. Now, whether or not you feel comfortable on the sale or not, these 5 things are going to increase that conversion rate massively. You're going to get real-world experiences plus how to overcome the most common flaws and knee-jerk reactions in the close. Let's listen in.

I don't think there's anybody that has had a bigger impact in the field of direct response than Dan Kennedy.

The legend of Dan Kennedy should be ignored at your own peril. They're not really lessons, they're kind of laws that you live by. Dan opened my eyes to what small business marketing looks like. Dan teaches strategic direct response that is timeless. His ripple effect touches people who don't even know his name.

The world as we know it was changed because Dan Kennedy became obsessed with marketing.

Welcome to the Magnetic Marketing Podcast with your host, Dan Kennedy. Hello, Glazer Kennedy Gold Plus members. This is Bill Glazer with another one of our monthly Gold Plus calls. This call is going to be twofold today. Number one, it's going to be sort of a next-level follow-up of last month's call when Dan and I talked about the 8 control factors that control closing percentages. Today's call is sort of like the second part to that, which is 5 fundamental closing techniques. Dan and I are going to go through those with you today. With that, I'm happy to say that Dan Kennedy is with us today. Dan, how are you doing?

I'm doing great.

Dan, why don't we jump right into this. The 5 fundamental closing techniques, I guess in preparation for the 5 that we developed, it's probably good to say that these 5 that we're going to be going over today are kind of the 5 and they're not necessarily new. I mean, although to many of you that listen to them, hear them, we'll be talking about things that you probably have never thought about before, but— and also these work in any kind of media environment, whether it's direct mail, whether it's online, whether it's face-to-face selling, anywhere at all. So, Dale, let's sort of dig into the very first one is a very clear call to action. And I'm going to ask you if you could sort of start that off and explain what we mean by that and expand on that any way you'd like to.

Well, I think you would agree it is one of the most common flaws we see in selling in print, in sales letters or their online equivalent. When I first started in selling, one of the first things I heard was our friend Zig Ziglar talking about the fact that there are a lot of professional visitors but not a lot of professional salespeople. The difference being asking somebody to buy. I found that the more clear you are in your instructions— I like to say that people are pretty good at following instructions; marketers often aren't very good at giving them instructions. The clearer you are, the better, all the way through to not only being very clear about the call to action, what it is you want them to do, how you want them to do it, when you want them to do it, but what will happen immediately upon them doing that. When I started to do a lot of work with chiropractic, In 1979, I think, I learned there's a device used in sales material and literature and letters and ads for chiropractic practices that dates back into the '50s called "What will happen at your first appointment?" And so on closing people to come into an appointment, One of the things that's useful is to tell them what's going to happen. They want to know things. They want to know whether they're going to have to disrobe or they're going to be able to keep their clothes on. They want to know how many minutes they're going to be there. They want to know whether they're going to have to have x-rays, etc., etc. And so if that close is happening in print or that close is happening on the phone when someone calls in to schedule, If those questions aren't answered, then the success rate goes down. I've borrowed it and used it exactly as I just described it and adapted it in business after business after business so that the call to action is linked to an explanation of what happens when you do follow instructions and do as we've asked you to do. Again, I think if you look at a lot of sales letters, you'll find that they get the ball to the goal line here and then kind of get timid or unclear about these two things: what they want the prospect, the reader, to do and what's going to happen as soon as they do it.

Just to be very, very clear to everybody because, Dan, you made the point of We see this mistake a lot in print and we see this mistake a lot in the equivalent of print, which is online. But also, Dan, I know you would agree that we also see this mistake a lot in face-to-face selling, which is, you know, I mean, I spent the first 15-plus years of my entrepreneurial career in face-to-face selling. And I say 15-plus because the first 15 years was probably predominantly face-to-face and then even beyond that.— it was a lot of face-to-face in my retail business. Then the same thing even in speakers who are speaking from the stage and asking people to buy something after their presentation is done is that there is not a very, very clear call to action. Your point, Dan, which is a really important point, is the word "clear" is a very important word in this first technique. It's not that there's a call to action, but a very, very clear call to action so you're telling people exactly what the next steps are that they should be taking without any confusion at all. Oftentimes, and I suffer from this myself, oftentimes I will create a sales letter or sell from the stage Afterwards, I go back and I see others doing it as well. After I go back and I do see people having a call to action, but it's a lot of confusion. People aren't clear what they need to— what the next steps are. We also see it at our own events. People will come through the back of our room. One of our speakers will offer a resource and people come to the back of the room with a resource form., and they're confused themselves about what it is that, you know, what are the options and what am I getting, what am I buying. So this very, very clear call to action is really a very important closing technique. The next one on our list is, and I mean I clearly learned this from Dan, and I used it when I learned it, I immediately implemented it in my own retail business. Was this whole issue of what Dan refers to as an assumptive summary. So Dan, I'm going to let you explain that, what an assumptive summary is.

Well, the problem with long and complex sales presentations, however they're done, and generally speaking the best ones are long and complex. Or sales presentations for significant decisions and significant price points are long and complex. The problem with them is that the prospect forgets part of them, often the middle, by the time they get to the end. And so there's a thing, for example, called primacy and recency, which is if you take somebody and you offer them $100 if they can remember a chain of numbers you're going to rattle off, tell them to close their eyes and rattle off about 10 random numbers, 2, 8, 46, 38, all over the place. Most people are going to be able to remember the first few and the last few, but they're going to botch up the ones in the middle. And so like in a retail environment, just as an aside, people remember what happened to them when they came in and they remember what happened to them as they were departing. They don't necessarily remember everything that went on while they were there. So first impression, last impression is critically important. So in a long and complex sales presentation, the person has lost track of everything they get, the values stated for everything they get, what they get when. What they get in what order, you know, and so forth. And so in a sense, the longer and/or more complex the sales presentation, in a sales letter the more pages there are, then the more important a summary is. Then to make it assumptive, the languaging is all more like the language in a fast start guide than in a sales letter. The languaging is as if they had already made the decision and already owned this thing. Now, again, telling them what's going to happen, when they're going to get something, how they're going to use it, what they're going to do first, and so the summary of the things they get is delivered in language as if indoctrinating, orienting, training, helping an owner, a new owner, as opposed to still making a sale where a decision is pending.

So at the end of a sales letter, let's say, if it's used there, although It can be used again in any media. I keep emphasizing that over and over again, but at the end of the sales letter, what is sort of an example of how that language normally sounds, Dan, in order to then go into the list of everything that they get?

When you receive your first of 6 boxes, the big blue box with the red sticker on it, You should find the copper-colored envelope first and you'll immediately take out Item A, Item B, and Item C and you'll immediately hand Item A to your receptionist so she can begin doing blub blub blub and you'll immediately take Item B and you'll stick it up on the wall above your desk so blub blub blub as opposed to and you get item A and item B and item C.

Now I'm concerned, Dan, that we're going to be spawning hundreds of our members to add balutabulup into their copy.

Yeah, well, let them try and spell it. That's right.

So yeah, and like, so, and as soon as I learned it from you, Dan, I mean, I started implementing it right away. A kind of a rule that I followed, and I don't know that this rule was set in stone, but the rule that I sort of followed is that anything that was at least a 4-page sales letter always had what was called the assumptive summary at the end because, you know, Dan, like you say, if they read the first 3 pages, they can't remember it all. The other thing is that they don't necessarily have read all the 3 pages, so there's this whole issue that we teach which is called double readership path, which a lot of times they sort of skim, you know, bullets and subheads and things like that, so they don't necessarily even see it all. So oftentimes this sort of a sum of summary is very, very important towards the end of a sales letter, and I find that sort of that 4-page thing is where you've already now delivered enough information where it warrants having that. And then the other place that I use it a lot and get angry at myself when I forget to use it, but I don't miss it too often, is even on things such as online or offline order forms. So where again on the order form, again whether it's online or offline, there's this assumptive summary of everything that you're— that you're getting with what you are buying and/or investing in.

And you'll often find on order forms too the difference between bland and good restatement of the offer. You know, and often the offer will be summarized now when it's done well in the voice of the person who's buying it. So it's like— Yes, Dan, I'm excited about starting your XYZ program and I understand that I have 4 years to try everything out and if during that period of time I don't grow hair and lose weight and make more money, I can return everything for a full refund and I can even keep my gifts. And so it's said in the voice of the person who's making the decision rather than the institutional third-person voice. And the summary is sort of built into that statement of everything that's in the offer.

And, you know, and the other thing that we should be pointing out about order forms, which is this is really not a— you know, we're sort of touching into copywriting, but it's really not a copywriting call. But the other thing that should be mentioned that ties into this whole thing of a summary is that—

and I had a—

this morning I had a half-day consultation with a client of mine that has a very high-priced coaching program in the auto repair industry. And they showed me their sales letter and order form for their— big event they have coming up in February 2009. And I looked at the order form or the registration form in this particular case, and all it had asked for was name and address and credit card information, but there was nothing at all about any of the other important things that should have been on there, which my immediate question to the client— now I want all of our members to think of this— is when you get a long you get a sales letter in the mail and/or online, by the way, what's the first question that sort of comes across your mind is, well, how much does this thing cost? So a lot of us are trained to go to order forms, whether online or offline, by the way, first because we know on the order forms there's typically all this important information. Which is again another very important point why you need to put this assumptive summary on every order form because people are first— they're looking there before they may be even looking at the sales letter. If you online— online if you track your— how many people come to your order form online but don't buy. If you ever look at that statistic and there's very easy ways by the way to be able to get that data, it's staggeringly high, staggeringly high. Well over 90% come to your order forms online and never buy. And it's all because of this reason I just pointed out, which is because they're trained to know that the sort of the short form of what this is— what they're getting and how much it's costing is all sort of listed there. So if that's the case, then you need to make sure that your online or offline order forms do this heavy lifting for you to be able to be another sales tool for you in order to further get a good result.

Well, and look, that's why all forms of selling other than face-to-face are more difficult because you sacrifice control. I mean, no encyclopedia salesman or vacuum cleaner salesman salesman or fire alarm salesman ever arrives at the house, walks in and says, "By the way, the price is $2,800. Shall we go further?" You'd never sell any encyclopedias, vacuum cleaners or fire alarms doing that. And so, you know, the price is revealed at a particular point in time in a particular way after a appropriate sales presentation within context, etc., and the salesperson has an opportunity to respond to price questions and objections. So we take all that away every time we sell by other media. Now some people sacrifice it more than others. So you take a website, do you let them hop around it or do you not? But some people try and control it a little in direct mail, the technique of, you know, the order form is inside the second sealed envelope, etc. But basically we lose that control when we sell by any means other than face-to-face. And that requires then Herculean effort to be sure that we make up for it every place we can, every way we can.

By the way, to that point, as far as having less control in that kind of an environment. And I'm going to be showing a lot of great examples of this at the InfoSummit during the evening when Dan and I teach advanced copywriting for information marketers. Although this applies to just more beyond just information marketers. It's one of the real darlings right now, the whole online sales process is sort of the delivery of online video/webinar, which my belief of why conversion seems— is significantly higher using that tool. I'm going to be showing actual examples. People will be watching how it works. It's because you are now in more control of the sales process with that tool than you were previously with just putting up long-form sales letters online and letting people hop around and see— do whatever they want to do. Now you can control the path of the person better now. So it's sort of It's a new tool that's— I don't know how new it is, but it's a much more advanced tool that's now available to us to help us with our online sales presentations. Let's move on to number 3. And number 3 in many ways is my favorite one and only because I'm reaching back to my retail days. But it's called the alternative sales close and let me just sort of— and this is actually Actually, I discovered this pre-Dan Kennedy, so there are maybe like 2 things I've learned. I would hope so. The thing that I used to have the most fun at in my retail business— and Dan, I mean, I have never told you this, and it's unbelievable how stupid this is, but in my retail business, because I was all about getting the customer from prospect to customer. To at least agreeing to buy the first thing. Once you can get them to buy the first thing, the difficulty of getting them to buy a lot more almost was erased. So it was getting them to make that first buying decision. A lot of times when I had a prospect that was stalling, my simple close was always, "Would you like that in a bag or a box?" That was my alternative close. I couldn't believe how well that thing worked. Once I started using that. Dale, why don't you sort of describe a little better, then I'll come back and talk about a little bit more about the alternative sales close. What exactly do we mean by that?

Well, as you've just illustrated, it's awkward to say no to a choice of 2 or more options, any of which of course are acceptable to you the seller. So to the question of bag or box, the answer no is not a natural answer. It's an awkward answer. We had this— he's deceased now, but there was a very famous telephone sales trainer who I produced tapes for years ago. His name was Tom Norman and Tom's whole premise was, you know, your end to every statement and every question regardless of what the person said at the other end of the call was to set the appointment was always, "Which would be better for you, morning or afternoon?" "Which would be better for you, Tuesday or Thursday?" "Which would be better for you—" you know, because it's awkward to say no. The two structures that I've always liked best are are good, better, best, where they are choosing between good value, better value, best value, that sort of thing. Or where they— and so like even the guy that runs the dog resort where the million-dollar dog goes, I mean, there's a choice of 3 suites, 3 types of suites. Or there's self-selecting choices. Which like in financial services is like which is more important to you, growth or preservation of capital. And 2 or 3 of those choices leading up to the ultimate one virtually guarantees that the ultimate one is going to be made, by the way. But I've never liked And I learned the same way you did from face-to-face selling that yes or no questions invite nos. And you never want to structure a question that invites a no.

Yeah, and you know, a couple other sort of examples of how this is often used is sort of with choice of payments. I mean, you know, did you want to— 2 months, 4 months, 6 months. Another way, which is one of my very favorite ways to use in a very successful campaign I once created for a bank, was choice of premium.

I'm a big fan of that. Pardon me?

I've used that a lot. Yeah, and it's one of my favorites. In the case of the bank, I dangled 6 different premiums in front of them and let them choose which one of the 6 they wanted. And which again, I have found— so most people when they use premiums, they're offering one premium. And I've found the multiple premium choice significantly increases response and it also is a great closing percentage because now it's sort of hard to turn down. Now that you have them engaged in picking out which one they would want, it's hard for them now to turn down the opportunity to move forward.

Well, it shifts the focus of the— decision from, "Do I want to buy this thing or not?" to, "Which of these goodies do I want?" It makes the buying of the thing now a past tense decision. As soon as you are into the choice of the premium, you are beyond the purchase. In cookware direct sales, it's always— have you ever seen that presentation when somebody comes in the house? No. Spreads the pots and pans out all over the floor and then does the close. Well, the close is all about the choice of premiums. It was about $800. I suppose today it's about a $2,000 sale, which, you know, is a lot of money for pots. But the choice is all about the choice of premiums. And so typically it's like a relevant premium and one or more irrelevant premiums. So it'll be like a set of cutlery and fine china and coffee maker and, you know, it will be a collection of that stuff or it will be like the whiz-bang barbecue thing because the guy might pick that or it will be a trip to Vegas. And they literally wind up now in discussion with each other about which of the premiums they are going to take. Which you now never really ever had a "are you going to buy the cookware or not" conversation. It went away and you were right into these choices. The way out on that, by the way, which I carry over sometimes in the newsletter offers, you'll see it's pretty traditional in the newsletter business. We don't do it anymore. People who are doing term subscriptions, there will be like 30 special reports and if you subscribe for 1 year you can pick any 3. If you subscribe for 2 years you can pick any 6. If you subscribe for 3 you can pick any 8. And then the way out is if you want them all you just add X amount to your order. So the cookware business is the same way. Ultimately the way out of that is, well, if you want all the premiums we just add $2.92 a month to to your payment and they take them all. But it bypasses the buying choice for the primary product, which is what's so cool about it.

And listen, I would imagine in any— clearly any in-home sales presentation that would easily be transferable. And then many, many face-to-face sales presentations that could be applicable also. I mean, that's just really brilliant. I mean, I've never really seen the, you know, which one of these— let's work together to figure out which one of these would be best for you. It's terrific. Let's move to number 4. And number 4, I would basically make the statement that number 4 must be really present in every one of the 5. So you— if you don't use number 4, you're going to significantly suffer what response you could achieve. And number 4, obviously, is urgency, is adding urgency to the sale.

So again, Dan, I'm going to let you first start again talking about this and we'll go from there. Well, you know, clearly, you know, the direct response rule is no deadline, no offer. The urgency issue is that just as the temptation, the almost instinctive ingrained reaction when you walk into a store and somebody says, "May I help you?" You say, "I'm looking," even if you actually want help to find something. It's just like a knee-jerk reaction and everybody's knee-jerk reaction to finally reaching the point where it is time to fill out a form, write out a check, sign a contract, pick up the phone and call and make a purchase, the knee-jerk reaction is to set it aside to do it later. And so everybody on the call, you'll see a TV infomercial, you'll be intrigued by the product, They will have you 99.99% of the way ready to buy the product and still you scribble the 800 number down on a piece of paper with a note about what the product was and you set it aside to do it later rather than picking up the phone and calling right then and there. If you are a catalog buyer, you fold corners down of pages of things you want and then set the catalog aside. You don't immediately go buy it. Etc., etc. So this is in our way of getting a sale closed and getting immediate response. And it's significant and so it requires significant measures to overwhelm it. The ones that I was reminding myself of, one is that you need really strong reason why for your deadlines or deadline or scarcity claim. However you build the reason for urgent action, it's got to be believed. Multiple reasons are better than single reasons. Carrot and stick is better than one or the other, meaning that there's benefit for immediate action and there's penalty or risk of loss or fear of loss for delayed action. Deadlines can be in terms of time or X number of or whichever comes first. And if you're selling not face-to-face, if you're not making an immediate sale by phone or in person, you are setting up a sale against a deadline that's going to have subsequent steps, one of the types of follow-ups that I like best is the day-to-day or hour-to-hour countdown. You see that used— well, QVC and HSN use it constantly in home shopping. You also see it, Dan, a lot now online where Yeah, it has moved from television shopping to infomercials to online with the countdown clock.

Right, right.

Yeah. Urgency is best expressed in minutes. Next best expressed in hours. Next best in days. The urgency weakens as the time increment lengthens. So weeks are weaker than days and a month is weaker than weeks.

It's amazing how many people get that wrong too because when I was doing originally, when I was doing most of my work in retail, I used to— especially the quote-unquote seasoned veteran retailers used to fight me on that all the time with on giving relatively shorter deadlines because they would say, well, you know, the guy's not ready now, but maybe 6 weeks from now or 2 months from now he'll be ready. So why, you know, why am I got to get this— why are you suggesting to me to do this deadline now? I mean, listen, I get that fight right now with Ford Motor Company when we send out a— something for them to— an offer to fill up their repair bays. With repairs, they fight me tooth and nail on the— Yeah, you get that fight with everybody.

You get it with restaurant owners. We got it with Miracle-Ear. I get it with information marketing clients for their seminar and boot camp campaigns. They extend the deadline so long that it does not apply urgent pressure on the reader and recipient. And their fear is, well, what if somebody leaves a letter on for a week and reads it and then they don't have time to respond? That's more than an acceptable trade-off against the ones who now have maximum pressure to respond. And it's why a long campaign that extends over months for something really has to be busted up into a series of short campaigns. That's right. With really time-tight deadlines.

Expire dates. It's also the whole— I mean, when you go back to the original Magnetic Marketing System where you teach sequential marketing, one of the important component parts of the sequential marketing is that each of those has— it's a way to take a longer campaign but add a lot more urgency to it in little bite-sized pieces. And you know, whenever I— from the stage I usually say that my rule for deadlines is historically no more than 2 weeks. Now there are reasons to break those rules and I break them myself. But 2 weeks— in my retail business I never was more than 2 weeks. And I actually found in my retail business either 4 days or 1 day oftentimes brought me a better result. Than 2 weeks even brought me, so which proves your point, Dan, exactly about the shorter deadlines often will increase response. And I'm also glad that you pointed out, and I want to make sure nobody missed it, that, you know, your comment about no deadline, no offer, that historically when we say that to people, what comes through their mind is deadline, they immediately equate deadline with date. But another way that you can be successful with deadline, you mentioned, is also with sort of the limited quantity. So it doesn't have to just be date, but you do have to have urgency, and if they don't respond, they're going to lose out on something, and they've got to feel that pressure.

Yeah, you can do scarcity and you can do impending event. I mean, in my early multi-level days, there is no real— if I do a recruiting presentation, if I show you the opportunity on the chalkboard tonight, what is the urgency to join? Because it is the same deal next week and the same deal the week after that. So the urgency created has to either be A) I only accept 3 people a month to work with and after that you are on a waiting list. Or better yet, I've got 2 evenings open next week to work with new people and after that there is a 4-week wait. Which of these evenings do you want, Tuesday or Thursday? So in every sales circumstance, and when you can't do it, it's a real problem. The fire alarm business is fresh in my mind because Bill Driscoll from T-Tech was just He was at the Chicago seminar I just did and one of the problems in the fire alarm business is if they come in and make a fire alarm presentation to you in your home tonight, to you and Karen, they have to convince you that your house could burn down around you like tonight. This precludes, however, making the sale and coming back and installing the alarms next week. Because it's incongruent. And so whoever is the salesman has to at least be capable of hanging one alarm and better have one with them to hang. And years ago, they have found a way to do business which I never thought they would, but years ago I had a guy at a seminar who was mad at me for days because he's the inventor of fireproof paint and you actually can paint wood with this stuff, then pour gasoline on it and it won't light. So you can't have a completely fireproof house. The problem is, amongst other problems with this product like shipping weight and so forth, but the real problem is if I send a sales guy into your house tonight and he convinces you and Karen your house could burn down tonight, how does he paint it before you go to bed? I can hang an alarm. I can't paint it. And, you know, unless he's going to get you to go pack your bag and move you out to the Holiday Inn right now, there's a real incongruency in there. But when it can be done well, the impending event is a great urgency because you have to make a decision because this thing is happening right now, tonight, tomorrow. The scheduling is a critical thing. Occurring or this could happen to you tonight if you don't make this choice.

The last one, which is one of our 5 fundamental closing techniques, and in many ways is attached to the second one we did, which is an assumptive summary because the operative word there is assumptive. This one also has an assumptive component to it, which is making the assumption and focusing on what happens next. So you're now— it's an assumptive sale and the big focus— and Dan actually gave kind of an example of it before, but what happens next. So Dan, why don't you explain that a little bit more detail, and I do believe that even in the summary you kind of alluded to it at that point.

Yeah, I really sort of sloppily hooked it to both number 1 and number 2. To call to action in a substantive summary. I mean, basically, if you can get people again to just bypass the actual buying decision and get into some version of what happens now that they own it, so measuring for where in your house the plasma TV is going to go, the scheduling of which 2 nights a week your kids are going to come to the martial arts classes, which of the next 2 orientations they are going to be at, some version of moving right into usage. So placement of product, delivery of product, use of product, some variation of movement directly into that, just like the premiums, is a way to now completely bypass the buying choice and essentially bypass closing. There is no real close. There is a leap right into use of product or fulfillment of service.

Yeah, and you know, it was interesting. I was the other— this week I had coaching calls for people in my VIP mastermind group. One of the people, and he might very well be on today's call, is a gentleman by the name of Jeff Waltz. Who sells a rather pricey piece of machinery that takes a piece of metal and turns it into— reconfigures it into a piece of metal that you can use— that's used as adding onto some kind of equipment or something. So it kind of reconfigures the metal, I guess, is the best way to describe it. And it's several hundred thousand dollars to buy this piece of equipment and the sales cycle on it is typically very long. And truth be told that this approach that you just outlined here, which is sort of the assumptive approach then focusing on what happens next, would be a really smart way to shorten that sales cycle. So talking about, you know, when the piece of equipment will be delivered, how many of them Why it needs to be delivered by this particular time because if not we can only get it, which is true in his case. He's a limited supply of the number that he can get. How the production of the shop will go up by now having this. So now how the shop can be— can turn out, you know, 10,000 more of these things every day than they were before. All talking about what happens next after the delivery of the equipment is— would be a very, very smart way to utilize this strategy.

It's amazing the number of people who put themselves into a sales situation, in person or phone, and don't have this kind of ending structured at all. I had one call today and I had a phone appointment about a week ago. In each case it was somebody attempting to sell me something and both fairly complex sales. And at the end of the call, they basically like stopped. I mean, they did not have a, now here's what happens and you're going to be doing this and getting that. And I can, I can give you my FedEx number to send in the stuff or I can send a messenger to pick it up or no structure to really closing the sale. They just stopped. Since I'm not going to do their work for them, both of the calls ended with nothing happening. I don't know if they do that regularly and routinely or if for some reason And they feel like they have to behave differently because they are on the phone with me. I don't know. But I see it all the time where somebody does a pretty good job right up to the point of making something happen and they are completely ill-prepared. They have no structured approach.

Well, there you have it. So once again, you've got the 5 closing techniques. Once again, very clear call to action, number 1. Number 2 is an assumptive summary, assumptive being the key word. Number 3 is the alternate sales close. Number 4 is urgency. And number 5, which is making the assumptive and then focusing on what happens next.

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