Assessment On: How to Sell More Than 99% Of People By Jeremy Miner

Welcome to Your Assessment Test

Topic: 7-How to Sell More Than 99% Of People By Jeremy Miner

This assessment is designed to evaluate your understanding of the key concepts covered in How to Sell More Than 99% Of People (3 Hour Masterclass) by Jeremy Miner. Topics include the complete NEPQ (Neuro Emotional Persuasion Questions) framework, the distinction between problem-finding and product-pushing approaches, the three modes of selling, the power of dialogue-driven sales conversations, and the strategic use of situation, problem awareness, and solution awareness questions.

The assessment also covers advanced communication techniques such as verbal cues, verbal pacing, verbal pauses, status positioning, emotional engagement, and objection prevention strategies that help sales professionals guide prospects toward informed buying decisions without creating resistance.

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

According to Jeremy what do the three periods in his written question scripts represent?

Placeholders for prospect-specific information to be inserted

Transitions between different parts of the question

Grammatical pauses for punctuation

Verbal pauses — deliberate points in the question where the salesperson slows down to let the prospect internalize the question

Jeremy teaches that when a prospect says 'I need to talk to my spouse' the telecaller should not try to overcome this objection at the moment it arises. Instead they should set a second appointment and then — before the prospect leaves — ask what they were wanting to go over in their mind. Why is this two-step approach more effective than directly handling the spouse objection?

It gives the salesperson more time to prepare a better response

It is a compliance technique designed to prevent the prospect from leaving without a commitment

It respects the prospect's need for time and builds trust through patience

Setting the appointment first lowers the prospect's guard — they believe the conversation is over and feel safe. In that relaxed state the question 'what were you wanting to go over in your mind?' causes them to reveal the real concern naturally. The telecaller can then address it right there while trust is high often eliminating the need for the second appointment entirely

According to Jeremy what are the two biggest emotional drivers that cause a human being to want to change?

Desire for status and fear of missing out

Social pressure and financial incentive

Pain they are currently experiencing and fear of future pain

Logic and rational self-interest

Jeremy teaches that asking 'how do you see your life being different if you could hear like you did 20 years ago?' is far more effective than 'wouldn't it be nice if you could hear like this all the time?' Both ask essentially the same thing — why does the word choice produce dramatically different responses?

The first question is more appropriate for consultative selling while the second works better for transactional selling

The second question can be answered with a simple yes — it is a closed question disguised as an open one. The first question forces the prospect to actively construct and describe a specific future — engaging their imagination and emotions in a way that a yes-no question never can. The act of constructing that future creates emotional investment in achieving it

The first question uses more professional language that resonates with older demographics

The first question is more empathetic while the second is more transactional

What does Jeremy say is the number one reason prospects give vague and surface-level answers to questions?

The salesperson asks questions too fast giving the prospect no time to internalize and think deeper about what was asked

The questions are too complex or technical

The salesperson uses too many closed questions

The prospect is not interested in the product

Jeremy says 'success is simply a choice' and frames the entire training around the skills game. For a telecalling team where some members consistently outperform others what does this philosophy imply about management's responsibility — and what specifically should change about how underperforming telecallers are developed?

Management should focus on increasing call volume targets for underperformers to build experience

If success is a skills game then underperformance is a skills gap — not a motivation gap or a personality gap. Management's responsibility is to diagnose specifically which skills are underdeveloped — questioning technique verbal pacing tonality objection prevention gap-building — and provide targeted skill-specific training rather than motivational sessions or volume increases

Management should monitor call recordings for script compliance to ensure consistency

Management should reassign underperformers to easier lead lists to build confidence

What are the three modes of selling Jeremy describes in order from least to most persuasive?

Scripted selling relationship selling and solution selling

Cold calling warm calling and inbound selling

Product selling needs-based selling and value selling

Boiler room selling consultative selling and dialogue-based selling

Jeremy says prospects do not buy from people they like — they buy from people they trust can get them the best result. How does this update Dale Carnegie's 1936 principle and what are the practical implications for a telecaller who has been trained to focus heavily on rapport-building?

The shift applies only in B2B sales — in consumer telecalling rapport remains the primary trust builder

In 1936 prospects were not bombarded with constant advertising and sales attempts. Today they are sold to from the moment they wake up — on their phone TV radio and in person. This has created defensive mechanisms where every friendly opener is immediately decoded as a sales attempt. Trust in 2024 is built through demonstrated competence in understanding the prospect's specific situation — not through friendliness. A telecaller over-indexed on rapport is spending time on the 1936 problem rather than the 2024 one

Rapport is still necessary but should be built after the sale is closed

Jeremy is wrong — rapport is still the most important factor in modern selling

Jeremy uses the phrase 'those are fairly decent' when referring to a competitor's product rather than saying either 'those are great' or 'those are terrible.' What specific psychological effect does this neutral phrase achieve?

It avoids legal liability from making negative claims about competitors

It seeds subtle doubt in the prospect's mind about their current solution without triggering defensiveness — causing them to start questioning whether what they have is actually good enough while keeping their guard down

It is used only when the competitor's product is genuinely average in quality

It signals to the prospect that you are objective and unbiased

What does Jeremy mean by 'results-based thinking' versus 'price or cost-based thinking'?

Results-based thinking is used by buyers while cost-based thinking is used by salespeople

Results-based thinking gets the prospect focused on the outcome they want to achieve while cost-based thinking keeps them focused on what they are spending — and prospects in results-based thinking are far more likely to buy

Results-based thinking is appropriate for high-ticket sales only

Results-based thinking focuses on ROI while cost-based thinking focuses on upfront investment