Those are three very simple words that I was quickly taught as soon as I began selling cars, just after my freshman year of college.Select, sounds easy enough. It was my job as the salesperson to get a customer to select a car. I had to pick out one car, period.Commit, this was the toughest part of putting a deal together. It was my job to get the customer to commit to purchasing the new before we presented figures. My final trial close was always after driving the car, right before we would go into the showroom. I would ask, “Mr. and Mrs. Customer, if we can get the price, can we earn your business?” or “Mr. and Mrs. Customer, is this the car you want to own?” Nine times out of ten, the customer would throw up the objection that was keeping them from doing business:* If you can give me enough for my car.* Only if my payments are affordable.* Depends on the price.I knew we had a deal and we just had to negotiate the details.The negotiation phase always started with the write up and the same questions, “Mr. and Mrs. Customer, whose name is the new vehicle going on?” Which lead to the next question, “Can I have your driver’s license,moncler vests for women?” Then I got the insurance cards, the registration to the trade, the title if they had it. That was the simple part, the next question we asked opened Pandora’s Box. “Mr. and Mrs. Customer, you told me that you wanted to take home the new Camry if we can make the payment affordable, is that right?” Then they would say yes and throw out some ridiculously low payment. I would then get the standard disclosure signed, “Customer will purchase now subject to monthly payments and interest rate.” Back then, we didn’t even give customers monthly payments from the sales desk, everything was done in the business office. I would ask the customer for the “glue” before I would take their offer to the desk. Whatever I could get, money down, credit cards, title to the trade, then go to the desk for figures. Back then we would always negotiate the price, no matter what the customer was asking for. Then once we agreed on the price, the business manager would take over. When my customers would go into the business office, I would pace around the showroom like an expectant father not having any idea if the deal was going to happen or not.This was almost twenty years ago and the car business has changed drastically. Grant Cardone says all the time in his seminars, “Do you have a commitment?” Isn’t that what every sales manager asks each sales person when the come to the desk? “Of course, they are committed,” Grant would respond, “they are here aren’t they?” He would ask sarcastically with his Cajun-drawl.I took several of Grant’s rules and tried to combine them with the simplistic process of Select, Commit, Negotiate.Selecting the right vehicle. Many salespeople can not land a customer on one single car, customers can’t decide between an SUV and a car. I still write them up, but I don’t like to present two different buyer’s orders on first pencil. That generally leads to, “Let us go home and think about it.” If the salesperson can’t get them to lean towards their “dream” vehicle than a manager can go in and ask. “If money were no object, which of these two vehicles would best fit your needs?” Generally these customers still need to be asked more questions before they decide, then present the numbers and load the salesperson’s mouth with one of Grant’s closes. “Mr. and Mrs. Customer if you decide to go with the Camry instead of the Rav4, you would save about $3000, saving you about $60 per month.” If they like the idea of saving the money, re-demo the car, bring them in and represent a new buyer’s order.It is crucial to get the commitment from the customer, but if you can’t get the customer to buy the car, write them up anyway. Again, you can’t close them, if you don’t write them.This one becomes a real issue, especially for weaker sales people. They just refuse to ask for the commitment because they are afraid of the rejection and this allows their deals to spin out of control from the very beginning. It is crucial for management to get involved early with these salespeople and show them it is perfectly okay to ask for the business.You have to write up everyone, if you don’t write them you can’t sell them.Don’t let the salesperson start the deal, unless he is going to write the buyer’s order at full MSRP and ask the customer to buy the car. “Sign here, here and here, press hard, three copies.”Negotiate on the customer’s terms. If the customer wanted to discuss monthly payments, lets give them monthly payments. If they want to see more for their trade,mens moncler ski jackets sale, lets show them more for their trade. If they wanted discount, lets show them discount. If the salesperson can learn the customer’s hot button during negotiations it makes the negotiation process go more smoothly and allows the store to maintain higher grosses.Never fight on two fronts. Many customers want to get more money for their trade and then lower the payment $200 per month. Most of the time, their math doesn’t equal the monthly payment budget. I would train the salespeople on isolating the money objection to one point, most of the time that would be the payments. “Mr. and Mrs. Customer, I understand what you are telling me. We aren’t giving you enough for your trade. Can we forget about the numbers for a second? If I can get your monthly payment where you are comfortable, can we earn your business?” At this point, a manager gets involved in the deal,spyder ski goggles sale.Never back and forth to the desk more than three times. Shorten the negotiation process, higher customer satisfaction and higher gross. If the salesperson is struggling, in goes the manager.Obviously, nothing in retail is 100% effective but these methods have helped me sell hundreds of cars month in and month out and hope that they will help you too.