If your prospects complain about the cost of becoming a distributor, maybe they don’t see the value of your business proposition. You can solve this problem easily by building value in your closing offer.

Try saying something like this:

“So how much would it be worth to you to add an extra $500 a month to your regular income?”

Wait for an answer. Your prospect is thinking that maybe the opportunity is worth at least $500 and probably a lot more. Your prospect is now becoming aware of the tremendous value of your program.

Remember, the key is to allow your prospect the time to think about the value.

Don’t interrupt. The longer you wait, the more value is being added in your prospect’s mind.

My worthless sponsor was late for the breakfast club meeting last week, so I asked him what happened. He said:

“My wife and I aren’t talking to each other. We’re giving each other the silent treatment, and I didn’t want to be the first one to break the silence and lose. So I wrote a note on a piece of paper: ‘Please wake me up at 6:30am.’

“Well, I didn’t wake up until 8:30am. Boy, was I mad that my wife didn’t wake me up. Then I noticed a piece of paper on my pillow that said: ‘It’s 6:30am. Wake up.’”

You’ve heard this saying, and it is true. Curiosity is a strong, strong motivator.

About 35 years ago, I attended an opportunity meeting as a guest of a friend. The speaker knew how to use curiosity as a close to get prospects to step forward, and make a commitment.

Here is what the speaker did.

As the meeting progressed, the speaker turned page after page from his presentation flipchart in the front of the room. Each page had a better benefit than the page before. Everyone wanted to join as a distributor.

All of a sudden the speaker stopped and said:

“Folks, as you can see, there is much, much more to our opportunity. But I’m not allowed to show the good stuff. We only reveal the really good stuff to distributors who commit to become SuperExecutives.

“If you want to be a SuperExecutive, you have to do this. You have to call your boss and tell him that you won’t be at work tomorrow morning. Then, you’ll have to come back here for a special three-hour training where we will reveal the secret of how to earn the big money you always wanted.”

I looked around the room. Some guests shuffled their feet, but most of the guests had fire in their eyes. They couldn’t wait until tomorrow morning. They wanted to learn the insider secrets, the trade secrets, the big money plan and more.

No one had to close the prospects in that room.

Interesting close, don’t you think?

With interest rates around 2%, how much money do you need in a savings account to earn $500 a month in interest?

A. $50,000

B. $150,000

C. $300,000

What did you guess?

The correct answer is $300,000.

Just think how long you would have to work to earn $300,000 after taxes. And then you could relax and collect that extra $500 a month.

Earning an extra $500 a month in network marketing sure sounds a lot better.

“The rat race is for … rats!”

Great headline, eh? If you don’t capture your prospect’s imagination and attention with a great first sentence or headline … you don’t have a prospect. :)

Always think hard about what your first sentence will be. Your career depends on it.

* “So what did you do for your last vacation?”

* “This is really weird … but it works.”

* “This is not a bribe, really.”

* “How to earn the big bonuses, just like greedy bankers.”

These are just a few ideas to get us thinking.

Remember, first sentences are used by your competition. Everyone is vying for your prospect’s money.

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How? By asking for small commitments.

Instead of asking them to change all of their telephone lines to your long distance service, why not ask them to change just one line?

Instead of asking them to try your entire skin care line, why not ask them to try just one product first?

Instead of asking them to try your nutritional package, why not ask them to try just one item first?

It is easier for prospects to make a small, trial commitment.

This gives you a chance to prove yourself, and to prove your products and services.

To create leaders, you must delegate responsibility. You must help your distributors learn to accept personal responsibility for their actions and for their results. Why?

Too often your struggling distributor will push the blame from himself and on to … you!

It’s your fault he isn’t successful. It’s your fault his last appointment cancelled. It’s your fault he has worked so hard and earned so little.

Sound familiar?

So what are you going to do about it? How are you going to fix your distributor’s problem?

The answer is: Don’t!

Instead, delegate the responsibility of the problem to your distributor. This is one way he will learn to become a leader.

If your distributor comes to you with a problem such as, “I just can’t recruit,” then say:

“If you were a leader, what would you recommend?”

Now your distributor must come up with his own solution. This is an effective way to teach distributors to become self-sufficient leaders. And, this technique keeps your distributors from coming to you with every problem.