PDF Summary:Secrets of Closing the Sale, by Zig Ziglar

The process of selling can seem mysterious and incomprehensible, but in Secrets of Closing the Sale, salesman and public speaker Zig Ziglar pulls back the curtain on successful salesmanship. You’ll learn what qualities you must develop as a salesperson, how customers tend to behave in sales situations, and the strategies you can employ to maximize the impact of your pitch and close the sale every time.

Alongside Ziglar’s selling advice, we’ll include commentary connecting Ziglar’s ideas to other, more contemporary sales techniques from sales experts like Daniel K. Pink (To Sell Is Human), Jordan Belfort (Way of the Wolf), and Grant Cardone (Sell Or Be Sold). We’ll also discuss specific methods of implementing Ziglar’s advice and scientific support for his claims about human behavior in selling.

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Here are the six common customer behaviors.

Behavior #1: Customers Give You One Reason for Not Buying When It’s Really Another

Customers often unwittingly express false reasons for not wanting to buy the product, claims Ziglar. For instance, someone might argue they can’t afford the product when in reality, they simply already own a similar product. As a salesperson, you must listen well (as discussed in Part I) to figure out what their true objection is so you can address it. We’ll talk more about addressing objections in the next section.

(Shortform note: Ziglar contends that people often give false reasons for not wanting to buy a product, and indeed, other experts agree that people generally aren’t as in tune with themselves as they think they are. Humans are good at evaluating themselves on certain traits—they tend to correctly evaluate how emotionally stable they are, for instance—but they’re bad at evaluating themselves on traits like intelligence and generosity. You might take advantage of humans’ habit of thinking of themselves as smarter than they perhaps are by flattering their intelligence to make a sale.)

Behavior #2: Customers Decline to Buy Because They Don’t Have Enough Information

Often, a lead declines to buy because they don’t have enough information on the product to make the choice to buy, writes Ziglar. They want you to provide more information so they can feel secure in their decision to buy. For instance, a lead might decline to buy your smartwatch because they don’t understand all its capabilities. When you explain these to the customer, they feel confident they’re getting value from the product and buy.

(Shortform note: In Way of the Wolf, Jordan Belfort elaborates on the idea that leads are more likely to buy when they have comprehensive information about a product. A lead’s certainty about a product falls somewhere on a scale from one to 10. As a salesperson, your job is to move them to 10 on the scale. What’s more, he argues, there are also scales of certainty about you, the salesperson, and the company you work for. Establishing credibility in the eyes of the lead, as we discussed in Part I, can be seen as moving the lead’s certainty about you to 10.)

Behavior #3: Customers Buy Things They Want, Not Things They Need

Customers far more often buy products they want over products they need, contends Ziglar. This means you must appeal to peoples’ desires, not their needs. When selling your smartwatch, don’t pitch it on its utility but rather on its stylishness and modernity, for instance.

(Shortform note: Donald Miller would disagree with Ziglar on the notion that people buy things they want, not things they need. In Building a StoryBrand, Miller claims that people are motivated to purchase by the basic need to stay alive and prosper. Any marketing or brand that doesn’t speak to these basic human needs will fail. In other words, if a lead doesn’t feel your product will fulfill a basic human need (like securing shelter or building self-esteem), they won’t buy.)

Behavior #4: Customers Buy the Pleasure the Product Promises, Not the Product Itself

Ziglar also believes that customers buy the experience of pleasure the product promises, not the product itself. So, when selling, stress the joy the product will give the purchaser. For example, when selling your smartwatch, emphasize the freedom the customer will feel when they don’t have to track their exercise themselves.

(Shortform note: In Building a StoryBrand, Donald Miller provides even more targeted advice on how to sell the experience of pleasure: Be very specific. It’s easier for customers to imagine and desire a specific future pleasure than a vague one, which will then make them more likely to buy. For instance, rather than telling a lead your smartwatch “will make you feel great,” tell them your smartwatch “will make you feel like there’s nothing in the world holding you back.”)

Behavior #5: Customers Dislike Losing Something More Than They Like Gaining Something

Buyers fear loss more than they appreciate gain, asserts Ziglar. Customers will often be motivated to buy when they feel they’ll miss out if they don’t. You can use this knowledge to sell by showing customers that their lives are worse off for not owning the product. For example, emphasize to a customer how much harder it is to track their exercise without your smartwatch.

(Shortform note: Behavioral psychologists Daniel Kahneman and Amos Tversky were able to put a specific number to our fear of loss: We dislike losing 2.5 times more than we like gaining. They came to this conclusion in an experiment in which they gave subjects the chance to win $100 or lose $100 if a coin landed heads or tails respectively. Most subjects declined this bet and only took the bet when their winnings could be $250.)

Common Customer Objections and How to Address Them

Now that we’ve discussed customer behaviors, let’s look at five common reasons why Ziglar believes customers don’t buy from you and how to address those reasons.

Objection #1: They Don’t Need the Product

Leads will argue that they don’t need your product, warns Ziglar. In such cases, the lead often simply doesn’t have enough information to understand how the product will benefit them (we discussed this idea earlier in this section). Ask questions to glean what they don’t yet understand and then provide the missing information to show the product will improve their life.

(Shortform note: While you may be able to convince a lead who claims they don’t need your product that they do need it, a better approach might be to more effectively filter your leads so you only approach people who very likely do need your product. According to Mike Weinberg in New Sales. Simplified., filter your leads by asking yourself who your current best customers are, what they have in common, and where you can find more such customers.)

Objection #2: They Don’t Want the Product

Ziglar asserts that customers may tell you they don’t want the product (this differs from the first objection in that “wanting” implies an emotional desire while “needing” implies a utilitarian requirement). To address the customer’s lack of desire for the product, make them consider that not buying means missing out on something (as discussed earlier in this section, people are more motivated to act by the fear of loss than the possibility of gain). For instance, if your customer doesn’t desire your smartwatch, explain that they’re missing out on the ability to share their exercise regimen with their friends.

(Shortform note: In modern parlance, Ziglar is talking about creating a sense of “FOMO” in your customer: the fear of missing out on something good. While this can be an effective way to get your lead to buy, you might also consider creating a fear of losing something the lead already has. This, too, motivates people to act. For instance, you might convince a lead to invest in a new digital organization tool because doing so reduces the chances they’ll lose their current job as a result of disorganization.)

Objection #3: They Don’t Feel It’s Urgent to Buy Now

Many customers also don’t feel they need the product immediately, writes Ziglar. To overcome the customer’s lack of urgency, first agree that there’s no rush, then tell them that if they wait for the perfect moment to make the purchase, they’ll spend all that time without the product when they could be enjoying it now.

(Shortform note: There are many other tactics companies use to create a sense of urgency to buy: Offering a product at a discounted price only for a limited time, using words and phrases that imply urgency, and creating a feeling of scarcity by offering only a limited amount of the product. However, these tactics merely create the illusion of urgency, while Ziglar’s approach seeks to convince the customer there truly is urgency.)

Objection #4: They Think the Product is Too Expensive

Many customers pass because they don’t feel the cost of the product reflects its value, asserts Ziglar. Therefore, point out the value of your product by showing that it’s more satisfying and higher quality than a cheaper product. For example, you might explain that your smartwatch is more expensive than competitors’ because of its superior battery life, which lets you use it more before recharging.

(Shortform note: The act of showing how your product provides greater value than competitors’ is called differentiating your product. According to A.G. Lafley and Roger Martin in Playing to Win, this means creating a product that appeals to consumers because it’s higher quality or has better branding. Lafley and Martin point out an added benefit of differentiating, beyond allowing you to make the immediate sale: It creates brand loyalty, which makes you and your company more resilient to passing market trends.)

Objection #5: They Don’t Trust You

It’s possible the customer won’t want the product because they don’t trust you, writes Ziglar. This is the hardest objection to overcome, and it’s best to preempt it by adhering to the principles and developing the qualities we discussed in Part I. It’s nearly impossible to change the mind of someone who doesn’t trust you.

(Shortform note: In Start With Why, Simon Sinek agrees with Ziglar that you can’t convince someone to trust you using logic and that you must earn trust over the long term. However, Sinek provides a different way to earn trust: by convincing the other person that you share their values and beliefs. In a sales situation, you might tell your customer that you believe selling should be a win-win situation to earn their trust, for example.)

Part III | Secrets About the Sale

Now that you know what you as the seller must bring to a sale and how leads tend to behave in buying situations, you can move on to crafting an effective pitch. Do this by following these five rules.

Rule #1: Help the Customer Decide to Buy

The best way to make a sale is to lead the customer to their own conclusion that they need the product, emphasizes Ziglar. When the customer convinces themselves that they need what you’re offering, they’re almost sure to buy. Help the customer come to their own conclusion by asking them targeted questions. For example, a question might be: “Wouldn’t it help you get in shape if you knew exactly how much you were exercising each day?”

(Shortform note: In How to Win Friends and Influence People, Dale Carnegie offers a more empathetic way to get customers to convince themselves to buy: Instead of asking obvious leading questions, solicit their opinion or suggestions to improve the product. Customers who feel you value their opinion might end up appreciating the product more. Alternatively, consider taking a hands-off approach and simply provide the customer with references so they can make inquiries independently.)

Rule #2: Sell Over the Long Term

Keep selling the product after the deal has gone through by offering additional services and checking in on the customer’s satisfaction level, advises Ziglar. This maintains your seller-buyer relationship, making future sales to the customer possible.

(Shortform note: Not only should you maintain your relationship with your customer over the long-term, but you must also continuously adapt to their changing needs, insist Ken Blanchard and Sheldon Bowles in Raving Fans. You can do this by making small, repeated improvements to your product that keep it up-to-date.)

Rule #3: Address Both Logic and Emotion in Your Pitch

When pitching, speak both to the customer’s logic and emotion, recommends Ziglar. This means you must make a coherent, logical argument for why they should purchase your product and also speak to their emotional desires. Doing this ensures your customer rationally understands why they should buy your product and sincerely believes it will improve their lives.

For instance, when pitching your smartwatch, you might outline the watch’s capabilities—its battery life, waterproof casing, and ability to play music—and also explain how the watch will make the customer feel free and in control of their lives.

(Shortform note: If you need more detailed guidance on how to speak to both logic and emotion, consider Brian Tracy’s recommendation in The Psychology of Selling to adopt a “show, tell, ask” format for your pitches. The first “show” portion most directly addresses logic, pointing out the product’s features. The “tell” portion creates a narrative that explains how the customer will benefit from the product—this speaks to emotion. Finally, in the “ask” part, you ask the customer questions that force them to use logic to justify their purchase.)

To Address Logic and Emotion, Create a Vivid Demonstration

To help the customer understand and feel that they need your product, illustrate its value using a vivid demonstration, advises Ziglar. One such demonstration could be breaking the cost of the product down into the cost per use or per time period. For instance, if trying to sell a smartwatch for $500, break that into a $0.27 per-day cost if the lead keeps the watch for five years. This makes it easier for the lead to justify the cost.

(Shortform note: In To Sell Is Human, Daniel H. Pink frames the use of demonstrative techniques like breaking down cost not as a way to address logic and emotion, but as a way to establish clarity for the lead. Often, leads require clarity when choosing between two buying options because humans struggle to select superior yet delayed rewards over inferior yet immediate rewards (for example, paying less upfront for a service than paying more per month). Breaking down both costs can give them the clarity they need to make the superior choice.)

Additionally, use props to illustrate the value of your product. To show how durable your watch is, run over it with your car, for example.

(Shortform note: A marketing tool that proves how successful Ziglar’s advice can be is the infomercial, a long-form advertisement frequently featuring product demonstrations and pioneered by Ron Popeil. His first infomercial, which aired in the early 1950s, was for the Ronco Chop-o-Matic, a food chopping device, which Popeil demonstrated.)

Finally, if you can’t use math or props, use vivid descriptive language to paint a picture of the lead’s future happiness as a result of buying your product. For instance, you might describe the lead’s run through a beautiful, verdant forest while using your smartwatch.

(Shortform note: Ziglar proposes you paint a picture of your lead’s future happiness to induce them to buy, and there is indeed scientific evidence that visualization can catalyze action. When you can envision a future scenario—sitting on a sunny beach, for example—you’re more likely to take the actions that lead to it (buying a plane ticket, for example).)

Ziglar adds that to create vivid demonstrations, you must prepare extensively for them. Develop a script or some talking points so you can pitch flawlessly.

(Shortform note: Jordan Belfort proposes several specific ways for you to write a good script: Spread information on the product throughout the script (rather than front-loading it), adopt a casual mode of speech, and write pauses into the script.)

Rule #4: Address Objections Effectively

Your customer will likely bring up objections, writes Ziglar. This is good because it means the customer is seriously considering the purchase. Nonetheless, you must address all objections effectively to make the sale.

(Shortform note: In Sell or Be Sold, Grant Cardone proposes that perhaps you don’t need to address all objections yourself: Allow the customer to address their own objections by asking them what they would do about the problem they’re raising. If they propose a viable solution, then you’ll have even greater certainty that the customer is serious about buying.)

Here are three techniques to counter objections:

Technique #1: Elicit And Address All Objections Immediately

Elicit the lead’s objections before they bring them up themselves so you can address them immediately, suggests Ziglar. Do this by asking targeted questions; for example, “Do you have any concerns about the durability of this smartwatch?” If the lead voices a concern, address it head-on.

(Shortform note: One of the most effective and trust-building ways to address objections is to acknowledge your or your product’s flaws when applicable, writes Mark Manson. Doing so makes companies more likable and turns their imperfections into assets. For instance, you might acknowledge to a customer that your company’s not great with customer service but that you’re working hard to improve and that their feedback on it is valued. This greatly increases customer trust and may be enough to overcome an objection.)

If the lead flat-out says no to the purchase, straightforwardly ask why they’re not interested and then address those objections, advises Ziglar.

(Shortform note: While Ziglar recommends persisting in eliciting objections even once the lead has given a firm “no,” sometimes, a “no” really means the lead isn’t going to buy. If there’s an opportunity cost to persisting with a difficult sale (for instance, if you have other prospects you could be visiting), consider terminating the pitch and moving on.)

Technique #2: Address Objections One at a Time, Appealing to Logic and Emotion

When addressing objections, do so one at a time, while always appealing to the customer’s logic and emotions, advises Ziglar. Addressing objections one at a time keeps you in control and maintains the clarity of your pitch. Also, structure your responses to objections so you first logically and then emotionally invalidate them.

For instance, if your customer is worried about using their smartwatch for swimming, first assure them that the watch is designed to be water-resistant up to 20 meters (logic), and then assure them that if something does go wrong with the watch while swimming, they’ll get a free replacement (emotion).

Alternative Advice on Addressing Objections

Jordan Belfort also recommends addressing objections one at a time, but he recommends first deflecting the objections by repeating your script to outline the more general value of your product—essentially, he advises that you re-present the emotional and logical case for your product. He calls this process “looping,” because it’s a process wherein to address an objection, you loop back to your presentation. If the customer again objects, then Belford advises that you address the content of the objection specifically.

The difference between this approach and Ziglar’s is that while Belford suggests "deflecting" the customer's concern and returning to the script, Ziglar advises immediately addressing the specific content of each objection the first time a customer raises it.

Technique #3: Stay Calm When Objections Are Unfair

If the lead raises an objection you feel is nonsensical or even malicious, maintain your positive attitude by responding courteously and thoughtfully, insists Ziglar. You can do this by agreeing with the customer on their objection before addressing it.

(Shortform note: In Sell Or Be Sold, Grant Cardone presents another reason why maintaining a positive attitude in the face of objections is important: If the lead buys, you can sell your continued kind and patient service as a feature of the product. If the lead is impressed with your calm and courteous demeanor, they may be willing to pay extra to secure your help.)

Rule #5: Tailor Your Pitch to the Customer and Circumstances

The final rule of crafting a good pitch is to tailor it to your lead and their circumstances, writes Ziglar. This requires you to listen well to the lead (as discussed in Part I) so you can learn as much about them and their needs as possible. Once you understand who they are and what they want, you can determine the best way to deliver your pitch—with humor, seriousness, or a bit of both—and what facets of the product to highlight (for instance, if your customer is a runner, emphasize the running function of your smartwatch).

(Shortform note: As important as it is to understand your customer so you can tailor your pitch to their needs, you must also understand yourself so you can play to your strengths when delivering your pitch. To do this, you might apply Ziglar’s advice to listen well to the lead to yourself: Pay attention to your thoughts and behaviors to understand what sort of seller you are. You might also consider if you fall into a particular category of salesperson—a “caretaker” or “professional” salesperson, for example—and then build on that strength.)