Starting with this issue, we will delve into the specifics of sales techniques; today we offer an overview, and we will explore the topic in greater depth in future articles.

As in any other human science, there are many theories and methods regarding sales, each with its own truths; not a single day goes by, at least in the West, without books appearing that reveal “secrets” about how to sell more and better, about sales techniques, and about what to do and what not to do. (Books on sales are second only in number to those on… how to become a billionaire.) What is interesting is precisely the fact that those who propose theories, secrets, and methods are not professional salespeople, but professors and psychologists who have not even thought to test the advice they give to others in the field.

So I’m not going to try to reveal some new, extraordinary, and miraculous method for selling anything to anyone; rather, I simply suggest that you approach the issue from a different perspective, based on my experience in sales and negotiation.

The True Essence of Selling: Ethical Exchange

As I stated in the first article, I have found that it is always more effective to focus on the principles, letting the specifics take shape naturally as a consequence of them. Beyond any method, theory, or summary, the essence of selling can be summed up in one sentence: discover what the customer wants and help them get what they want.
And so, the first general, fundamental principle is that of EXCHANGE. When sales negotiations are underway, both the seller and the customer have a GOAL in mind. The successful conclusion of a negotiation, therefore, means achieving those goals to the mutual satisfaction of both parties.

Before getting to the heart of the matter, a side note is in order: it is quite simple to sell an item on the spur of the moment, forcing the sale with manipulative techniques, but if, later on, it turns out not to be what the customer wants, you will face a whole series of problems that will make you regret that sale.

I don’t want to talk about ethics in business, but keep in mind that everyone relies on the trust they manage to build in their own market; if you sell someone something they don’t need or something other than what you promised, you’ve essentially deceived them, and the long-term loss is far greater than the immediate gain.
When we talk about applying sales techniques, we assume that you are genuinely convinced that your product is exactly what the customer needs and that the only challenge lies in explaining this effectively.

Otherwise, it’s better—much better—to walk away from the deal and refer the client to someone who can help them, rather than mislead them with false promises. (Which doesn’t mean that sometimes you can’t have to push a bit: for example, today everyone owns a computer, but back in 1981, when I was one of the first sellers of personal computers for small businesses, it’s not hard to imagine the resistance and lack of trust this mysterious, expensive, and difficult-to-use object faced. I often had to push the customer to buy, but I did so with the certainty that they would benefit enormously. And, in fact, that’s exactly what happened.)

Let me repeat: no matter how tempting an immediate profit may be, always remember that a sale that does not meet a real need is, in every respect, a scam, and in a market economy, it will only hinder your future business endeavors.

Professionalism First: The Basics You Can’t Ignore

What I am about to tell you assumes that you have already internalized and put into practice all the “basics” that are usually said about what a salesperson should do: you look clean and well-groomed, you are friendly and courteous, you are punctual for meetings, you promise only what you can deliver, you keep your samples in order, you keep your customer records up to date, you know the product inside and out, etc.

If you have any issues in this regard, resolve them quickly, because no sales technique can help you if you arrive late to a meeting, with a wrinkled shirt, and without knowing what you’re selling.

I’d especially like to emphasize this last point, because, given the tendency I’ve observed in Romania for people to improvise as “businesspeople” (who handle everything and make changes to operations at the drop of a hat), I found myself having utterly surreal “business discussions” with “middlemen” who didn’t even know what exactly they wanted to sell me.

Needless to say, none of these discussions led to any concrete results; worse still, they consistently left me with the impression of a lesson not learned and a lack of seriousness—an attitude that certainly does not benefit a young, growing economy.

In a market economy, the sales force is the element that drives development, on which the survival of the productive apparatus depends, and by which the efficiency of the entire system is judged; that is precisely why, if you wish to do business with foreign partners, you must know that your responsibility is very great: if you give the impression that you are unprepared and untrustworthy, this impression will also reflect on your country.

The 7 Fundamental Stages of a Sales Process

Having said that, let’s identify the seven fundamental stages of a sales process:

1. Clarify the customer’s objectives

The first observation regarding this topic is that no one wants a specific product, but rather a solution to a need—one that is often unexpressed and frequently irrational. You don’t sell a computer; you sell order, efficiency, and speed. You don’t sell a coat; you sell the opportunity to be elegant and well-liked. You don’t sell a washing machine; you sell cleanliness and savings.

What I explained in previous issues regarding goals and the questions to ask—tailored to the specific situation—will help you understand exactly what your client’s goals and needs are, and how they relate to what you have to offer. (Always remember that the person with confused ideas you are talking to is the client themselves; it is your duty to help them clearly express their own desires).

2. Use the rephrasing and exemplification techniques

To verify that you have correctly understood the client’s objective and to secure initial agreement, learn to rephrase and summarize their requirements; in other words, help them visualize the situation as if they already owned your product. To rephrase the client’s requirements, simply use a phrase such as “If I understand correctly, what you want is…”

Otherwise, once you understand the client’s desires and ambitions, it will be much easier to paint a picture of a situation in which those desires and ambitions will be fulfilled with the help of your product. Used at the right moment, this technique is particularly powerful, first because it will confirm that you have truly understood the client’s need—which will boost your own confidence. Second, because it will trigger an irresistible increase in your client’s desire for the product in question.

3. Heighten the client’s sensory awareness

I have already said that when a customer buys an item, they are not actually buying the item itself, but rather the feeling they experience when they own it. It follows that, based on what I’ve explained about how our minds work, we buy moods and sensory stimuli (visual, auditory, kinesthetic); therefore, learn to use vocabulary that stimulates the customer’s imagination and helps them amplify the positive sensations they associate with the product.

4. Obtain a conditional agreement

This is the next step in the “As if…” technique, to be used only once you have sufficiently clarified the client’s objections.

By rephrasing the client’s request, present a series of conditions and ask the client if, provided they are met, they will agree to the deal.

If so, you have secured initial agreement, narrowed the discussion to a few specific points that will be easier to argue, and greatly reduced the likelihood that the client will change their mind by raising new objections or demands at the last minute.

5. Anticipate the client’s objections

Objections often inspire fear, as they are seen as a major obstacle to the sale. However, they demonstrate interest in your product and, when correctly anticipated, are a tremendous help.

Remember that in 90% of cases, the customer raises objections out of ignorance, insecurity, or simply for the pleasure of putting you on the spot. On the other hand, you’ll realize that objections are always the same, regardless of the customer. Knowing all this, it won’t be difficult to prepare a set of responses that you can adapt to specific questions, which will immediately give the impression of confidence and professionalism (preparing for these questions is very important for understanding the product and should be done carefully at home—don’t forget this).

Obviously absurd objections can be handled calmly or with intelligent humor (the customer knows they’ve said something absurd and will therefore accept such a response).

If an objection is serious and puts you on the spot (which means you haven’t prepared enough), you’ll make a much better impression if you openly admit it, rather than improvising an answer that might turn out to be incorrect.

Nothing prevents you from asking permission to call your supervisor for clarification or to return with an answer in a few seconds. In any case, the impression you leave will be one of seriousness and responsibility.

6. Relate to the client

This is the most technical and interesting part, but space constraints force me to direct you to a future article, which will deal precisely and exclusively with this topic.

In previous articles, we discussed the “personal world map” that everyone possesses, which contains judgments, experiences, values, beliefs, and so on. Relating to a client means entering their “world map” and using it to communicate with them.

In short, it’s about maintaining, throughout the negotiations, effective communication at all levels (verbal, paraverbal, nonverbal), so that the client understands you and feels understood. While waiting for the next article, think of a situation where you experienced this empathy with someone and try to understand what exactly caused it; you might find some answers on your own.

7. End every conversation with a commitment

Whether or not the sale has been closed, don’t just say goodbye—ask for a way to stay in touch, even if it’s just a simple one, for the future. It could be a phone call, a meeting, or a follow-up message—the important thing is to maintain the relationship with the customer. If the sale didn’t close today, it doesn’t mean it won’t happen in the future. If, on the other hand, everything went well, you have one more reason to ensure the customer doesn’t feel abandoned and knows they can count on you.

I’ll conclude with a thought: sales techniques are only a part of negotiation techniques, which, in turn, are part of the broader field of communication. We’ve talked about the salesperson and the product, but you must be aware that at any given moment, each of us is selling something in order to receive something else: ideas, things, information, etc.

Above all, the first “product” we must sell is ourselves, and—beyond any sales technique—there is one essential requirement that no salesperson can ignore: believing in the product they are selling.

So, I’ll leave you with a question: how much do you believe in this product?