Assessment On: A Live Sales Call by Grant Cardone By Grant Cardone

Welcome to Your Assessment Test

Topic: 8-A Live Sales Call by Grant Cardone By Grant Cardone

This assessment is designed to evaluate your understanding of the key concepts demonstrated in A Live Sales Call by Grant Cardone. Topics include identifying the decision maker early in the sales conversation, understanding the three primary reasons prospects do not buy, building influence through internal champions when direct access to the decision maker is unavailable, and effectively communicating return on investment (ROI) to address price-related concerns.

The assessment also covers sales progression techniques, including establishing price before attempting a close, handling common buying barriers, maintaining control of the conversation, and ensuring that every interaction advances the prospect toward a clear next step, even when an immediate sale is not possible.

Assessment Instructions

The assessment consists of 10 Multiple Choice Questions (MCQs).
Each question carries 1 mark.
Only one option is correct for each question.
There are no negative marks for incorrect answers.
Questions skipped or left unanswered will be considered as 0 marks.
Retakes are not permitted once the assessment has been submitted.
The total duration of the assessment is 15 minutes.
The timer will start automatically once you enter your Name and Email Address and click on "Start Test".
Ensure you have a stable internet connection and complete the assessment within the allotted time.
Read each question carefully and submit your responses before the timer expires.

All the best!

Name

What does Grant say about salespeople who do not train?

They are better off in non-sales roles

They eventually learn on the job through experience

They perform adequately with a good script

They are not successful because they do not have the skills — and unsuccessful salespeople do not want to sell

What is a 'champion' in the context of this sales call?

A non-decision-maker who is convinced of the product's value and will advocate for it internally to the actual decision maker

The person who originally referred the prospect to the salesperson

The top performing salesperson on the prospect's team

The prospect who signs the contract

Grant says 'there's no money in training — I want my guys doing this at night.' What principle does this reveal about how Grant structures his team's time and what lesson does it hold for a telecaller?

Salespeople should train in the morning before calls begin

Salespeople should never be taken off the phone for training purposes

Training during work hours is acceptable only for new hires

Revenue-generating activity — calls meetings closes — must dominate work hours. Training should happen outside those hours so the team maximizes productive selling time. A telecaller should protect their calling block as sacred and use off-hours for skill development

What analogy does Grant use to explain why a company must invest in tools for their salespeople even if they hire trained staff?

A driver who still needs a car even if they have a licence

A chef who still needs a kitchen even if they are a trained cook

A teacher who needs textbooks even if they are qualified

A mechanic who brings their own toolbox to a dealership — the employer still needs to provide the tools

What does Grant say about the relationship between daily training and performance improvement?

Training is most effective during onboarding and becomes less important over time

Training works best when self-directed rather than structured

Training must be done daily without exception — like exercise — and unlike advertising it guarantees improvement

Training only works when done weekly in group sessions

Grant asks 'what did you make last year and how much training did you do?' and uses the answers to build an ROI case. This technique — using the prospect's own numbers against their objections — is called consultative selling. Why is it more persuasive than presenting pre-built ROI statistics?

Consultative ROI cases require too much preparation to be practical for telecallers

Pre-built statistics are faster to deliver and more efficient in a telecalling environment

Pre-built statistics are more credible because they are based on larger sample sizes

When the ROI case is built from the prospect's own numbers the prospect cannot dispute the inputs — they provided them. This makes the conclusion feel inevitable rather than claimed removing the skepticism that pre-built statistics always face because the prospect knows their own business better than any external data

What is the second reason Grant Cardone says a prospect will not buy?

They are comparing with other vendors

They don't think they are going to use it

They need to consult their team

They don't have budget approval

Grant identifies that Shannon is not the decision maker within 60 seconds. How does he adjust his strategy for the rest of the call based on this discovery rather than ending the conversation?

He immediately asks for Ed's contact details and ends the call

He asks Shannon to set up a three-way call with Ed immediately

He shifts his objective from closing the deal to convincing Shannon to become an internal champion who will sell the product to Ed on his behalf

He lowers the price to give Shannon something he can approve independently

Shannon tells Grant that Ed wants to see progress and results before committing. How does Grant handle this 'show me results first' objection without offering a free trial?

He offers a 30-day money-back guarantee to reduce Ed's risk

He shares case studies from similar companies to prove results

He asks Shannon to start on a month-to-month basis and track results over 60 days before reviewing

He reframes the entire conversation — pointing out that $4.5 million was made with zero training that the cost is 0.01% of their net and asking whether they think they could make $42000 more which covers the entire annual cost

Grant's entire call strategy is built around three frameworks: the three reasons framework champion building and ROI reframing. How do these three work together as a system rather than as independent techniques — and what breaks down if any one of them is missing?

The three frameworks form a sequential system: the three reasons framework identifies the real barrier and determines strategy champion building converts the non-DM into an internal advocate when direct closing is impossible and ROI reframing neutralizes the financial objection. Remove any one and the system fails — without the three reasons framework you pitch without direction without champion building you leave the non-DM unconvinced and passive without ROI reframing the price objection has no answer

The three frameworks are alternatives — you choose one based on the type of prospect

The frameworks only work together in high-ticket B2B sales environments

They are independent techniques that can be deployed in any combination depending on the situation