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

They eventually learn on the job through experience

They perform adequately with a good script

They are better off in non-sales roles

According to Grant why do salespeople fail to perform well?

They are not given enough time to close deals

They do not train — and they are not successful because they are not trained

They do not have the right leads

They are not motivated by commission

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

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

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

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

Grant says training makes advertising dollars work better. This positions training not as a cost but as a multiplier. How should a telecaller apply this 'multiplier framing' principle when dealing with a prospect who says they already have sufficient budget allocated to other solutions?

Tell the prospect their current solutions are ineffective and should be replaced

Rather than competing with the existing budget allocation position your offering as something that amplifies the effectiveness of everything the prospect is already spending money on — making it an additive investment rather than a competitive one. This removes the zero-sum framing and allows both solutions to coexist

Ask the prospect to reallocate budget from their lowest-performing current solution

Agree with the prospect that their current solutions are sufficient and focus on future budget cycles

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

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

Training only works when done weekly in group sessions

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

Training works best when self-directed rather than structured

Grant uses the analogy of daily push-ups to describe the effect of daily training — 'you cannot say that about advertising.' What is the deeper strategic point he is making about the difference between training spend and advertising spend?

Training compounds daily into guaranteed capability improvement while advertising produces variable and unpredictable results depending on market conditions — making training a more reliable investment than advertising for improving revenue

Advertising is wasteful and companies should redirect all spending to training

Advertising has a higher ROI than training for most businesses

Training and advertising serve different purposes and should not be compared

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?

Training during work hours is acceptable only for new hires

Salespeople should never be taken off the phone for training purposes

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

Salespeople should train in the morning before calls begin

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 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

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

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 prospect who signs the contract

The top performing salesperson on the prospect's team

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 understand the company's financial health before discussing pricing

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

To qualify whether the company can afford the program