You have to back away from their "punches" and literally kill them with
kindness.
___________ I certainly can understand that my calling on you gives you no reason to
be enthusiastic, but your friend
says that you are really "going great guns" in your business! I lust want
to meet you and show you the kind of work I do. (Make very sure the compliment is a
sincere one, otherwise you are "dead.")
· Be careful not to appe~r to be patronizing. Give them a
qualified or tentative agreement rather than argue with them. You will not win the
argument, but you may be able to point out the fact that they will "suffer a loss
unless they meet with you."
Even if you were in the market for life insurance, there would be no reason for you
to buy from me, but ______
____ has used our service and felt that you might be interested in seeing it.
· In the interview you should get right
down to business. If they lead you into small talk, the chances are very likely that some
controversial subject will lead to an argument and you will lose. Be enthusiastic,
tolerant and flexible and keep the presentation moving. Attempt to keep them from arriving
at a decision until you have made your entire presentation.
Many of my clients are concerned about that matter . . . I think you
will see how your concern is answered once you have had a chance to see the entire service
in action. Now, your children's ages are...
· Don't try to pressure them, since
this will bring out their hostility defense mechanism. "Needs basis" sales
procedures clearly pinpoint their responsibilities and produce a mechanically correct
solution to their needs. Simply point out to them the loss of benefits if they fail to
act, and make it easy for them to buy with an assumed consent close. This will let them
"save face" while doing what they know is right.
· Use of your Presentation Book sales
support sheets will give added strength to prove that your Solution is the only logical
and reasonable one available. It can also stress the "loss" they may incur if
they do not act on your suggestions.
,You question the fact that our dividends are not guarantees... and
that is a very valid observation. Dividends can only reflect the Company's experience and
are not guarantees or estimates for the future. As you can see from this actual dividend
history, Life Insurance Company's experience, primarily from higher interest earnings, has
enabled it generally to pay appreciably greater dividends to many policyowners than was
illustrated at the time their policies were purchased.
