3 Tips to Dominate with Follow-Ups

Look, most people don’t know that 63% of people requesting information on your product will not purchase for 3 months. That means for 2/3 of your clients you need to be paying attention to you for 90 days. 20% won’t buy for more than a year. 83% of people are not buying anything for somewhere between 90 days and 12 months. Some of the most loyal customers I’ve had took the longest to get. It’s vital to have superb follow-up, to have strategies, tactics, and a schedule to close customers later who you don’t close today.

With repetitive follow-up you will learn things you wouldn’t with minimal follow-up, like that the “decision maker” you’ve been talking to isn’t actually the decision maker. When I was 27 I was in a company and didn’t have any executive power, but I was the shot caller. If you could get to me I could get it done. Most vendors had no idea I was the most influential person in the company. Proper follow up can show you who the real influencers are and give you monster numbers of new sales.

Here are 3 ways to improve your follow-up today:

1. Gatekeeper Skills—The inability to get past gatekeepers is a big problem for many people. I’ve been asked for 30 years how to get past these filters. You have to be creative. You have to love gatekeepers—not hate them. If you hate on a gatekeeper, you’ll always be on the outside. You need to think like they think. They were given a task to protect their boss from people getting to them. You want to treat the gatekeeper like a million bucks. Most people treat the gatekeeper like they don’t exist, but the more the gatekeeper likes you the better off you’ll be. They have the keys to the deal. Send gifts. Tell them you appreciate them—pour it on. They have the keys to the gate!

2. Regular Newsletter—Use a newsletter or blog. They are great ways for you to stay in touch, establish, justify, and bring credibility to your brand. What do you do in a newsletter? It’s not about selling your product, even though you can do a little bit of that, the purpose of a newsletter or blog is to be first in your buyer’s mind. That means you have to give data. I do this newsletter once a week, usually on a Thursday or Friday, which you can sign up for at GrantCardoneSuccess.com, where I provide people with content. I want to remind people who I am, what I do and give data. Keep dripping and keep paying attention to them. Newsletters should be filled with helpful information.

3. Five “No” Calls and Flip—Whether in person or on the phone, on the first day start thinking about how you can move an individual to a no. “Hey, could you agree to move up this order date?” They’ll respond, “What do you mean I said I’m not doing this?” You respond with, “I know, the reason I’m calling is I just want to see if there’s any possibility, any chance of you moving up the order date”. They’ll say “No”. Boom, you got no #1. The thing to remember here is that you are in conversation and communication.

“Would you agree to take out the time in your decision making, assuming I can handle all other issues that you’ve mentioned?” Here I’m asking for the second no. “For your budget considerations of your next quarter, could we move up the schedule, if I could figure out how to delay the payment schedule?” Again I’m looking for a third no. Your question might be put another way—these are just examples. “Look, I really know how much your company is going to benefit from this product, this service, and that’s why I continue to persist with you. Can we do this? Can I get you to change your mind on this?” I’m looking for a fourth no.

“You’ve told me how you can’t do this, let me ask you how could you make it work?” This is the fifth no. Now the next call is where the flip is, where management makes a call for you to find out from this customer why they have not bought. “My name’s Grant, I’m the manager, I have a request. First of all, I have two questions for you, number one, do you have 25 seconds?” They say “yes”. Number two, “I want to know why you have not bought our product yet?” At that point just listen, the manager should not try and close, although a close may present itself.