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

Grant says he can take a 5-year-old and make them the best Girl Scout cookie salesperson in 30 days. This is a bold claim made in the middle of a sales call. How does making a deliberately extreme and memorable statement serve a specific sales purpose beyond just conveying confidence?

It distracts the prospect from price concerns by making them laugh

Extreme statements only work when the salesperson has a pre-existing relationship with the prospect

A deliberately extreme and memorable statement functions as a pattern interrupt — it breaks the predictable rhythm of a sales conversation forces the prospect to pay full attention creates a memorable emotional moment associated with the salesperson and anchors the claim of the product's effectiveness in a story that the prospect will repeat to Ed when making the internal case. Memorable moments become the currency of champion conversations

It is a credibility risk that could backfire if the prospect takes it literally

Grant asks Shannon 'when you go to Ed how would you make sense of $1800 a month?' What is the strategic purpose of this question?

To check whether Shannon understands the pricing structure

To teach Shannon how to present the ROI case to Ed — effectively training his champion to handle the same objections Grant just handled so the internal conversation mirrors the sales conversation

To test whether Shannon genuinely believes in the product

To identify whether $1800 is within Shannon's own budget authority

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

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

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

When Grant asks the prospect 'what did you make last year and how much training did you do?' what is the strategic purpose of these two questions together?

To establish the gap between their current results achieved with zero training and the potential results possible with daily training — making the investment feel obvious

To qualify whether the company can afford the program

To understand the company's financial health before discussing pricing

To build rapport by showing interest in the company's history

Grant offers a month-to-month option at a higher price and a contract option at a lower price. What objection does this dual-structure directly address and how does it serve both types of prospects?

It addresses the price objection by giving budget-conscious prospects a lower option

It addresses the 'it won't work' objection by reducing the financial risk of trying it

It addresses the commitment objection — prospects who fear being locked in can start month-to-month while prospects who are confident in the value can commit to a contract for a better rate. Both feel in control of their own risk level

It addresses the decision maker objection by giving the non-DM an option they can approve independently

Grant says 'sell your product set your hook and get a call with the DM' when dealing with a non-decision maker. What does 'set your hook' mean in this context and why is it critical?

Ask for a written referral to the decision maker

Leave behind a product brochure for the non-DM to share

Mention the price early to anchor the prospect's expectations

Create enough genuine interest and conviction in the non-DM that they are motivated to advocate for the product to the decision maker — the hook is the emotional and logical case that makes the non-DM want to carry the conversation forward

What does Grant say the purpose of the Wednesday live call is as part of the product offering?

To deliver new sales scripts to the team

To provide a monthly performance report

To give the company a weekly check-in for support — covering new people people who have fallen off the program or anyone having difficulty

To review the team's call recordings and give feedback

What technique does Grant use when he asks 'there are only two reasons you wouldn't do this — can I share them with you?'

A rapport-building opener to start the conversation

A pre-emptive objection handling technique that surfaces and addresses objections before the prospect raises them

A qualifying question to understand the prospect's budget

A closing technique used at the end of the call

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

Training works best when self-directed rather than structured

Training only works when done weekly in group sessions

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

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

What does Grant say about the cost of training per person per year when broken down?

It costs more than the average employee's salary

At the contract rate it is $2333 per person per year — less than what the company spends on insurance per person

It is comparable to the cost of one week of advertising

It costs approximately $5000 per person per year