Make the Sale Happen Before Lunch: 50 Cut-to-the-Chase Strategies for Getting the Business Results You Want (PAPERBACK)


“Stephan Schiffman can make a believer, and a winner, out of almost anyone!”
—Ken and Daria Dolan, former hosts of CNN’s Dolans Unscripted

All great salespeople have one skill in common: They know how to build powerful relationships that benefit everyone.

Stephan Schiffman, America’s top sales trainer, has taught this maxim with impressive results to more than 600,000 salespeople at some of the world’s top ...

See more details below
$17.37 price
(Save 3%)$18.00 List Price

Pick Up In Store

Reserve and pick up in 60 minutes at your local store

Other sellers (Paperback)
  • All (23) from $2.09   
  • New (12) from $4.65   
  • Used (11) from $2.09   
Make the Sale Happen Before Lunch: 50 Cut-to-the-Chase Strategies for Getting the Business Results You Want (PAPERBACK)

Available on NOOK devices and apps  
  • NOOK Devices
  • Samsung Galaxy Tab 4 NOOK 7.0
  • Samsung Galaxy Tab 4 NOOK 10.1
  • NOOK HD Tablet
  • NOOK HD+ Tablet
  • NOOK eReaders
  • NOOK Color
  • NOOK Tablet
  • Tablet/Phone
  • NOOK for Windows 8 Tablet
  • NOOK for iOS
  • NOOK for Android
  • NOOK Kids for iPad
  • PC/Mac
  • NOOK for Windows 8
  • NOOK for PC
  • NOOK for Mac
  • NOOK for Web

Want a NOOK? Explore Now

NOOK Book (eBook)
$9.99 price
(Save 44%)$18.00 List Price


“Stephan Schiffman can make a believer, and a winner, out of almost anyone!”
—Ken and Daria Dolan, former hosts of CNN’s Dolans Unscripted

All great salespeople have one skill in common: They know how to build powerful relationships that benefit everyone.

Stephan Schiffman, America’s top sales trainer, has taught this maxim with impressive results to more than 600,000 salespeople at some of the world’s top companies. In Make the Sale Happen Before Lunch, he offers 50 proven, easy-to-implement strategies you can use to:

  • Get your next phone call returned
  • Set up a meeting with a reluctant prospect
  • Formulate one simple question to learn where you stand with your contact
  • Rebound instantly from real or perceived obstacles
  • Frame questions to get a favorable response
  • Recast your product to fit your contact’s specific needs

Once you master Schiffman’s 50 cut-to-the-chase strategies, you’ll get in the habit of setting something important in motion for the future—each and every business day.

Read More Show Less

Product Details

  • ISBN-13: 9780071788687
  • Publisher: McGraw-Hill Professional Publishing
  • Publication date: 12/1/2011
  • Edition number: 1
  • Pages: 176
  • Sales rank: 1,414,439
  • Product dimensions: 5.90 (w) x 8.90 (h) x 0.50 (d)

Meet the Author

Stephan Schiffman is the founder of DEI Sales, which has trained more than 600,000 professionals in over 9,000 companies during the past 30 years. Schiffman has written dozens of bestselling books that have sold well over a million copies, including The 25 Toughest Sales Objections—and How to Overcome Them, The Power of Positive Selling, The 25 Sales Habits of Highly Successful Salespeople, Cold-Calling Techniques, and Closing Techniques.

Read More Show Less

Read an Excerpt

Rule 1: Throw Out the Ball

The legendary agent Irving "Swifty" Lazar had a motto: "Make something happen before lunch."

Many people think that, in holding to this motto, Lazar meant that his goal was to finalize a new deal every day before lunch. Something tells me, though, that even with a client list that included such luminaries as Humphrey Bogart, Vladimir Nabokov, Truman Capote, Richard Nixon, Jeanne Kirkpatrick, and many, many others, Lazar probably didn't close a movie deal or land a multimillion-dollar book contract every single business day of the year. After all, there are at least 250 working days in a year. That's a lot of books and movies to sell! So what did Lazar mean when he talked about "making something happen"?

Here's one theory. Perhaps Hollywood's greatest agent simply meant that he wanted to move at least one relationship forward each and every day. In fact, I believe that that daily habit - identifying something two people can agree is worth moving forward on - is a recipe for success in virtually every area of human endeavor.

Let me give you an example of what I mean. You're about to read dialogues from two telephone calls that actually took place. Each call moved its relationship forward to a new stage. People who follow Lazar's example, and make things happen before lunch, get into the habit of asking for action in this way - and measuring the relationship by what happens next.

The first exchange was a call I made to the CEO of a major national telecommunications company. Initially, he was resistant to meet with me. Before I'd made contact with him on that call, he'd never heard of me or my organization. Here's how the call concluded:

Me: I'd really like to meet with you to so we can talk about what we've been able to do for some of the companies in your industry.

Prospect: (Cutting in.) Why don't you just send me some literature first so I can get a better idea of what your company does?

Me: Actually, I really prefer not to mail literature. Why don't we just get together instead? How's next Wednesday at one?


Prospect: Ahh. Gee, Wednesday's booked. It would have to be Friday.

Me: Friday, then. One o'clock? Prospect: Okay. Friday at one.

By standing my ground and making a concrete suggestion for a date and time, I was able to set an appointment. That face-to-face meeting eventually turned into a sales training contract, one that was worth well over a quarter of a million dollars. It was a good thing I asked for the meeting that second time!

How about the other exchange? Well, this was a call that allowed me to move forward on my goal of re-recruiting a superb trainer named Steve Bookbinder. Steve had once worked for us, but had decided to change course and to seek opportunities elsewhere. Meanwhile, our training business grew, and grew, and grew. Before long, we had reached a point where we needed someone who knew our company's material inside and out, who could handle a new program on a moment's notice, and who could deliver our training sessions with unparalleled authority and confidence. Since we pride ourselves on hiring trainers who really do sell on the front lines, the person also had to be an extraordinary sales professional. That was a tall order!

The call I made started the process that brought Steve back to our company. I remember it clearly. Here's how it wrapped up:

Me: You know what? I think you should come in and talk to me about working for us again.

(Pause.) Steve: Well, how do I know it's the right step?

Me: Let's talk about it. Come in to the office. We'll go over everything. Come in on Monday morning. Let's find a way to make sure this step matches up with what you want to do next.

Steve: Look, I'm flattered. It's just - I don't want to make a mistake.

Me: We're not going to make a mistake. Why don't you come in so we can talk it over?

Steve: You're sure? Me: I'm sure. It's time to come home.

Steve: All right. We'll talk it over. I'll see you Monday.

Since Steve rejoined our company, he's become our lead trainer and once again claimed his place as an invaluable member of the sales team. Steve has had a lot to do with the dramatic growth we've experienced in the past six years. But that's not why I'm telling you about the call.

What I want you to notice is that, in each of the two calls, I did not attain my objective instantly. I had to resume control of the conversation (tactfully, but firmly) and reposition myself to set up action that would allow me to discuss something that I firmly believed to be in the interests of both parties.

I had to stay focused, had to keep from getting flustered, and had to avoid getting sidetracked. Most important of all, I had to suggest a specific course of action without apology or hesitation.

I had to take responsibility for making something happen - for moving the relationship forward.

During our sales training programs, we always toss out a small plastic ball toward one of the participants. Ninetynine times out of a hundred, the person we throw the ball to catches it and throws it back. Why do you suppose we would build something like that into a training program for salespeople?

Building relationships with business contacts is a lot like playing ball. We have to take responsibility for getting prospects to play ball with us. We have to take the initiative to throw the ball out in the first place. When we do this, the other person must react somehow - by dropping the ball, or by deflecting it, or by avoiding it altogether, or by catching it and throwing it back. Often, we have to be ready to throw the ball again, so the other person can catch it.

But we do have to take the initiative to throw the ball first. We have to say, "Let's meet Wednesday so I can tell you about what we've been able to do for other companies in your industry." We have to say, "Come in on Monday morning so we can talk about how to make this work for you the second time around."

To get the most we possibly can out of our lives and our relationships, we have to take responsibility for making something happen. We have to ask for action from the other person. I believe this principle applies to everyone, not just to salespeople. Not all of us earn a living as professional salespeople, but we are all selling ideas to everyone we meet all the time. And that means we all stand to benefit by learning how to move relationships forward.

This book is about selling your ideas, whether that means getting an appointment from a reluctant CEO, winning the allegiance of a potential superstar contributor, or accomplishing virtually anything else that's worthwhile and involves other people.

I sell each and every day - and so do you, whether you realize it or not. In fact, everyone sells. But not everyone sells effectively. To sell effectively, you have to be willing to practice asking for action, not just once, but several times. Tactfully, of course. But you do have to ask. That's the secret of making something happen before lunch. Ultimately, that's what all 50 of the rules in this book are about.

The most successful people I know are those who have made a habit of taking the initiative in their business relationships. They persistently "throw out the ball" -just as I did in the two conversations you read a moment ago - to see what happens. The art of making something happen before lunch is nothing more or less than the art of throwing out enough balls, and getting the right people to play ball with you.

Think about that for a moment. If I throw a ball to you, and you catch it and throw it back to me, there's a relationship. By the same token, if you catch the ball, drop it on the floor, and turn and walk away, there really isn't a relationship yet. But at least I know where I stand!

In this book, you will learn how to get the right people to play ball with you. You will learn how to take the initiative, throw out a suggestion, and move your relationship forward to a Next Step that makes sense to both parties. With practice, that habit of throwing out the ball will become second nature to you. And you'll be on your way to mastering the neglected art of making something happen before lunch...

Read More Show Less

Table of Contents

Part One: Make Something Happen By...Getting Obsessed About the Right Stuff.

Part Two: Make Something Happen By...Using a Process That Gets You To The Next Step.

Part Three: Make Something Happen By...Toughing It OUt Until You Catch A Break.

Read More Show Less

Customer Reviews

Be the first to write a review
( 0 )
Rating Distribution

5 Star


4 Star


3 Star


2 Star


1 Star


Your Rating:

Your Name: Create a Pen Name or

Barnes & Review Rules

Our reader reviews allow you to share your comments on titles you liked, or didn't, with others. By submitting an online review, you are representing to Barnes & that all information contained in your review is original and accurate in all respects, and that the submission of such content by you and the posting of such content by Barnes & does not and will not violate the rights of any third party. Please follow the rules below to help ensure that your review can be posted.

Reviews by Our Customers Under the Age of 13

We highly value and respect everyone's opinion concerning the titles we offer. However, we cannot allow persons under the age of 13 to have accounts at or to post customer reviews. Please see our Terms of Use for more details.

What to exclude from your review:

Please do not write about reviews, commentary, or information posted on the product page. If you see any errors in the information on the product page, please send us an email.

Reviews should not contain any of the following:

  • - HTML tags, profanity, obscenities, vulgarities, or comments that defame anyone
  • - Time-sensitive information such as tour dates, signings, lectures, etc.
  • - Single-word reviews. Other people will read your review to discover why you liked or didn't like the title. Be descriptive.
  • - Comments focusing on the author or that may ruin the ending for others
  • - Phone numbers, addresses, URLs
  • - Pricing and availability information or alternative ordering information
  • - Advertisements or commercial solicitation


  • - By submitting a review, you grant to Barnes & and its sublicensees the royalty-free, perpetual, irrevocable right and license to use the review in accordance with the Barnes & Terms of Use.
  • - Barnes & reserves the right not to post any review -- particularly those that do not follow the terms and conditions of these Rules. Barnes & also reserves the right to remove any review at any time without notice.
  • - See Terms of Use for other conditions and disclaimers.
Search for Products You'd Like to Recommend

Recommend other products that relate to your review. Just search for them below and share!

Create a Pen Name

Your Pen Name is your unique identity on It will appear on the reviews you write and other website activities. Your Pen Name cannot be edited, changed or deleted once submitted.

Your Pen Name can be any combination of alphanumeric characters (plus - and _), and must be at least two characters long.

Continue Anonymously

    If you find inappropriate content, please report it to Barnes & Noble
    Why is this product inappropriate?
    Comments (optional)