The word “closing” itself can be controversial in sales. It implies we are ending the process rather than starting the partner relationship with the buyer. In modern times the word “commitment” from the buyer is often preferred. I am okay with both and I have chosen the word “closing”, simply because this is what most people can easily understand about this latter stage of the sales cycle. Closing doesn’t have to be something scary or any big deal. In fact, the less complicated we make it the better. There is a big difference between closing in Japan and in the US. When I listen to American sales trainers, I find their closing techniques are very forceful and direct. Well that just won’t work here in Japan, so we need a different approach. Let’s look at some non-aggressive closes, which are easy for clients to accept.
Direct Question:
We softly ask, “Shall we go ahead?’. This sounds natural after we have gone through the questioning process, the solution presentation process and the objection handling process.
This is what the client would be expecting and if the trust and professionalism have been built, they will be happy to proceed. We ask in a gentle, non-threatening manner and in a collegiate way, because we are trying to become their partner to help them solve their problems.
Alternate Choice Method:
We give the buyer a choice of two options and either way, if they answer in the affirmative, it signals they are buying. This is a very indirect way of asking for the order. This works well because it moves the sales conversation along and provides the buyer with different options, which doesn’t feel pushy. We might ask, “Would you want the delivery in this month or is next month preferable?”. No matter which option they choose, we know it means they are happy to move forward.
Minor Point Method:
We direct the buyer’s attention to a minor decision they will have to make which is tied to the purchase. The big decision is to buy or not and we don’t have to go there. We can slip off to the side and ask for the business in a tangential, low friction way. For example, we can ask, “Will you require a hard copy of the receipt?”. This is a small thing, but it is only relevant if you intend to buy and that is what we are trying to work out – are they ready to buy or is there some obstacle remaining which we have to clear.
Next-Step Method:
In this method we project past the sale and seek a decision from the buyer. This is a future decision they have to take after the purchase, which they probably haven’t even thought about yet. By flagging this decision now, we are projecting into the post purchase phase of the buying cycle. We could ask, “Shall we schedule the first follow-up post-installment inspection for next quarter or for the quarter after that?”. Again, if they are not interested in buying, then they will tell us because this post-purchase decision is pointless, if they are not actually going to buy.
Opportunity Method:
This is presenting the client with the opportunity to gain a benefit which has a time limit attached to it. They can only gain that benefit if they can move fast enough. This is the last “little black dress” close we often run into as consumers when we are out shopping for ourselves. “This is the last tie in that pattern, so you should buy it” now psychology.
In business we may say something like, “Shipping costs have gone up and they will be reflected in our pricing from the end of the following month. If you can make the purchase now, you will avoid those extra charges. Are you able to make that schedule?”. We are bringing some subtle pressure on the buyer to make a decision whether they will buy or not.
Weighing Method:
This is a visual method of helping clients to make a decision if they are stuck and can’t move. We take a sheet of paper and draw a vertical line right down the middle. On the right, we list up all of the reasons to make the purchase. We help the buyer with our suggestions.
On the left, we let them list up all the reasons not to make the purchase. We leave it to them to come up with the reasons. At the end of the exercise the list on the right is much more substantial than the one on the left. So we say, “it seems obvious which is the best decision, don’t you think”, and we lead them to agree to buy from us.
Some people think we shouldn’t just support the positives of the decision and that we should help with the negatives as well, in order to be perceived as objective. I get enough negativity already from buyers, so I probably wouldn’t go that route, but I mention it here as it may suit your style.
So here we have six very soft techniques for finding out if we are getting anywhere with this sales conversation or not. If we get push back we should welcome it. The danger is no feedback and no agreement, because mentally they have put a line through us as a supplier and they are just waiting for the meeting to end. We need to know where we stand with this purchase and these questions will certainly get us there and do it in a context which Japanese buyers will be happy with.
