Stephan Schiffman (New York, NY) has been cited as America's #1 Corporate Sales Trainer. He is the author of numerous best-selling books including Cold Calling Techniques That Really Work (now in its 4th edition).

Chapter 1. It costs too much:How to overcome the problem of pricing;Chapter 2. It's not good enough: You need to meet the challenge of quality head on and figure out what the customer is really objecting to. Most of the time, it's not quality, it's function;chapter 3. I'm worried about it: What's the customer worried about? That it won't solve his problem?; chapter 4. If I buy it, I'll lose my job: The customer is concerned about his place in the company pecking order. How to reassure him;Chapter 5. I really hate the rep: You? Or the previous rep? How to overcome the reputation of your company;Chapter 6. This isn't the kind of thing our customers need: So whatdo your customers need. Figuring out your client's real problem;Chapter 7. I don't need the service or product: Yes, you do. You just don't know it. How to understand what the customer's really saying;Chapter 8. You have not offered me one real reason to buy: What does the customer want you to say?; Chapter 9. Your company has a bad track record: Yes, but how are you different? If your company's messed up in the past, how to rebuild trust;Chapter 10. We don't need some of the product's features:You do, but you don't know it. The difference between what your customer thinks he wants and what he really wants;Chapter 11. We're switching to overseas vendors: The value of staying with what you know. Overseas vendors are a difficult challenge; Chapter 12. Your service doesn't fit in with our company's culture: Well, what is your company's culture? And why is that culture beneficial to the company's overall goals?;Chapter 13. Give me a better price:Price is a negotiating point. We can always find a better price, but it's going to be at the expense of something else;Chaptert 14. I can not get delivery when I need it: Delivery dates are flexible. But what's the customer willing to give up to get the delivery date he needs?;Chapter 15. The product is a commodity and I can get it elsewhere: What's unique about your product? What can you supply that the customer can't get elsewhere;Chapter 16. Let me think about it: Sure, but the offer isn't stagnant. Make your customer understand that you've got other clients anxious for your services;Chapter 17. You haven't been honest with me: Trust is essential in a business relationship. What you've got to be open about;Chapter 18. I'm getting out of the business that your product is aimed at:If your client is thinking about getting into another business, that's a whole new set of opportunities;Chapter 19. Price is no object: If the client doesn't have a problem with price, there's going to be a trade off with something else. How to figure out what it is;Chapter 20. I make the decisions, there is no one else to see: But there's always someone else to see. How to get past the guardians of the upper echelons;Chapter 21. The board of directors will have the final say: Sure, they will. But what can you decide on? How to make sales at lower levels of the organization;chapter 22. You have to meet with the board which is impossible: The board never wants to make decisions. They delegate that power to someone else. How to find out who that "someone else" is; Chapter 23. We are happy with our current vendor: No, you're not. Otherwise we wouldn't be talking. Somewhere, somehow, your current vendor isn't doing everything you want; Chapter 24. We bought from your company in the past: Companies always like to find fresh vendors, but there's a comfort factor in staying with the tried and true;Chapter 25. Everything you say is true: How to overcome the non-decision decision. Everyone likes closure; take advantage of this;Chapter 26. We don't need any at this time: This is an opening. Even if the company doesn't need what you're selling at the moment, clinch future sales;Chapter 27. I am an idiot: How to deal with an incompetent manager/buyer. Sometimes they're the best people to sell to;Chapter 28. NO: When is an object truly an objection and how you can change that into a sales opportunity.