selling skills complete
TRANSCRIPT
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Day 1
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Who sells to whom?
Are you selling to the prospect?
Is the prospect selling to you?
The prospect sells to youthat he cant or wont buy
Or
You sell to him that he can and should buy
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This is your Customer
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This is you
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You deal with a customer&
This is what can happen
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He can make you
feel like this !
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Or this !
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But
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We all want to
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and eat it too !
Have our cheese
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How can you sell to the CustomerAnd
Well
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What is the discount you
are offering ?
A very special discount for you
Sir
customer !
You !
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Oh Come on ! Your competitor is
giving
Really? Sir that is out of
question
customer !
You !
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I can buy it right now but I
wont accept anything less
than
You drive a hard bargain Sir. 50% is
too high. I can offer you 25%discount
customer !
You !
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40% discount and nothing less
Have you noticed our new
memory dialing system Sir. I canoffer you a maximum of 30%
discount. Thats the best I can do
customer !
You !
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Do you feel like this ?
So why then at the end of it all
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It gets hurt !
Our ego
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You took a position
Hurt because
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He took a position
Hurt because
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Where to hide yourface
Furthermore you didnt know
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Where to hide his face
And he didnt know
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Saving face!
It bruises the ego !
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People lock themselves in!
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They defend against attack!
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They get committed!
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Attention is paid to...
Saving position & saving face
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Concerns
Get thrown out of the window
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a contest of will
It become
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This is called
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Haggling leads to
a broken relationship
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Haggling is not
selling
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If you haggle
This is what you will look like !
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If you dont want to haggle
You must
If you dont want to get hurt
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Satisfy the need of yourorganisation !
&
Satisfy the need of the Customer !
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Sales Troika Balance
Concern for the customer
Concern for the
companyConcern for
the sale
Strategic advantage
threshold
Minimum acceptable
threshold
Professional
selling skills
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You can do this with the
Programme
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Are there special skills that makes
someone successful in large
sales?
Or is selling just selling whetherthe sale is small or large?
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ADVANCED SKILLS
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THE MOST IMPORTANT SET OF
SKILLS THAT THESE PEOPLE
HAVE IN COMMON ARE
S P I N SKILLS
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NOW WRITE DOWN FIVETYPICAL QUESTIONS YOU
MIGHT ASK ON A SALES
CALL
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HOW MANY WERE FACTUAL?
e.g. How many calls do you get
per day?
HOW MANY ABOUT PROBLEMS
DESIRES
e.g. What effect might that have
on your customer response time?
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Write 5 typical SituationalQuestions
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IMPACT: Least powerful of the SPIN
questions. Can be negative. Most people ask
too many.SO
ELIMINATE UNNECESSARY
QUESTIONSDO YOU HOMEWORK THOROUGHLY
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Write 5 typical ProblemQuestions
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What prevents you from achieving that objective?
A PRODUCT IS SOMETHING WHICHSOLVES A PROBLEM
A TRANSPORT PROBLEM OR AN EGOPROBLEM
THINK OF FIVE PROBLEMS THAT YOURPRODUCT SOLVES
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IMPACT: More powerful than SituationQuestions. People ask more as they become
more experienced.
THINK OF YOUR PRODUCTS INTERMS OF THE THE PROBLEMSTHEY SOLVE FOR BUYERS- NOTTHEIR FEATURES.
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Write 5 typical ImplicationQuestions
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PROBLEMS
PROBLEMS
PROBLEMS PROBLEMS
PROBLEMS
BUYER
. . . but what are the implications?
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???
INEXPERIENCED
SELLER
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Solution
Solution
Solution
Solution
Many experiencedsellers link solutions
to problems too soon
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A customer with a large
problem is ready to accept a
solution?
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No???
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One may have a
Problem. Difficulty. Dissatisfaction
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But the buyer must be ready to
perceive that he has the a need
and that his problem is serious
enough to justify the cost and
hassle of finding a solution.
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So the seller must establish and buildthe pain by Implication Questions
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POSSIBLE IMPLICATION
QUESTIONSo What will you do if your telephone lines are
down for 72 hours?
o If you receive a long distance call andcannot hear clearly then how do you feel?
o How do you feel if you have to make ten
complaints to rectify your phone and afterthat to bribe the linesmen to make it
happen?
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IMPACT: Most powerful of all SPIN
questions. Top salespeople ask lots of
them..
THESE ARE THE HARDEST TO ASK
AND MUST BE PLANNED CAREFULLYBEFORE KEY CALLS
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Write 5 typical Need pay-offQuestions
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How much business would you loose if yourphone did not work for 24 hours?
UNLIKE THE OTHER 3 THEY FOCUS ONSOLUTIONS.
THEY GET THE BUYER TO TELL YOU
ABOUT THE BENEFIT YOUR SOLUTIONOFFERS
YOUR FINAL PRESENTATION CAN BEFOCUSSED ON ACKNOWLEDGED NEEDS
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IMPACT: Constructive questions always
used by top sales people and have positive
affect on buyer.
BUYER SHOULD DO THE TALKING
AND BE ALLOWED TO CONVINCEHIMSELVE
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SEEKINGIS MORE PERSUASIVE THANGIVING.
SEEKING MEANS
ASKINGQUESTIONS
GETTING TO KNOW YOUR CUSTOMER NEEDS
UNDERSTANDING CUSTOMERPROBLEMS
UNDERSTANDING HOW YOU CAN SOLVEHIS PROBLEMS
UNDERSTAND HOW YOU CANBENEFITHIS NEEDS
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Preliminaries
?
Demonstrat ing
Capabil i ty
Obtaining
Commitment
Which stage is missing?
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Preliminaries
INVESTIGATING
Demonstrat ing
Capabil i ty
Obtaining
Commitment
INVESTIGATING!!
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INVESTIGATING!!
Hasdirect influenceon your success
This stage will most impactyour success
The key purpose is touncover implied needs
Investigating is done throughquestions
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The objective is toMove
Implied Needs
intoExplicit Needs
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HOW?
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Grow that need!
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Problems
Difficulties
Dissatisfactions
A solution here has little impact.
A strong need, your solution will have
impact!
It begins in the form of
Problems, difficulties or dissatisfactions.
These are Implied Needs.
Clear, Strong
Wants and Desires
When needs have developed into
Wants or Desires
we call them Explicit Needs.
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Needs
Need to
Outweigh co
st
s!
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Buy Dont Buy
Explicit Need
Explicit Need
Explicit Need
Perceived value
Buyer
Hassle
Risks
Hidden Extras
Cost
The cost of the
solution
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CONTINUATION OR ADVANCE?
o I liked your presentation. Lets meet again
sometime and discuss further.
o I cannot make this decision, but Ill arrangefor you to meet our Operations Manager.
o We would have to see the system in action.
Can you arrange a demonstration?
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A customer states a problem
You can solve it!
Should you immediately
offer your solution?
No !
Implied needs!
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Implied needs!
Implication questions demonstrates
Concern on the effect that the
problem is having
Understanding of the issues and theirconsequences
The timing
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The timing
Situation Qs. first Establish the key facts
Problem Qs. next
Uncover the implied needs
Implied Qs. last
Develop and extend implied needs
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Ensure your solution
has maximum impact !
Implication Qs. They...
Build credibility and
demonstrate concern !
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Hold back !
When you uncover an implied
need
Develop it !
Offer your solution
only at the very last !
Need payoff Qs
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Need payoff Qs.
Qs. which probe forExplicit Needs
shifts attentions from
Problems to Solutions
It tells you the value of the benefit
PUTTING SPIN INTO
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PUTTING SPIN INTO
PRACTICE TWO KEY FACTORS
PLANNINGThinking through your
SPIN questions and advances and puttingthem into a call plan
PARADIGM SHIFT- Shifting your
perspective away from product andtowards problem solving e.g. Xerox Corp.
Th d
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Situation
Questions
Problem
Questions
Implication
Questions
Need-payoff
Questions
BENEFITS
Implied
Needs
Explicit
Needs
The roadmap
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IMPLIED OR EXPLICIT NEEDS ?
I need help in forecasting sales better
Im worried about increasingcompetition
Our customers are having to wait toolong- weve lost some!
We need to be able to send messagesautomatically to our sales team
Our communications systems arent asflexible as they should be
Explicit
Implied
Implied
Explicit
Implied
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NEEDS ACROSS FUNCTIONS
You can increase the strength of the need bylooking at the clients entire business processto link different functions.
Link the needs you uncover and help buyersto understand how needs are connected.
Look for ways to link individual problems
into an overriding one which affect wholeorganization.
PROBLEM OR IMPLICATION
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PROBLEM OR IMPLICATION
QUESTIONS?
Are you concerned about
increased workload?
How has the increased workload
affected staff turnover?
Have these staff problem led you
to lose clients?
How have you been handling thestaff shortage?
Problem
Implication
Problem
Implication
WHAT GOES INTO GOOD
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IMPLICATION QUESTIONS?
Planning- they do not flow automatically sodont wing it!
Business knowledge- You have understand whya problem might be important to the buyer and
what the business issue are Application knowledge- You must able to make
the link between your product and their problemsto be able to select the right Implied Needs
Divert the buyers attention from problems youcan solve from problems you cantsolve
Timing. Always before introducing solution toExplicit Need.
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NEED- PAYOFF QUESTIONS
They probe the Explicit Needs
Reduce objections because cause buyer to
explain solution Move discussion forward towards action
and commitment
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NEED-PAYOFF QUESTIONS?
How much would you save annuallyif we could eliminate your seasonalovertime costs?
Are you worries about theunreliability or your current system?
Has staff shortage caused you tomiss important calls?
How important is it to double yourresponse time?
Need-payoff
Problem
Implication
Need-payoff
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BE AN I.C.E. MAN (OR MAIDEN)!
Development of Need-payoff Questions
IDENTIFY
How useful would it be
to have a
faster system?
CLARIFY
Is speed important to
be able to handle
more clients?
EXTEND
Could a faster
system free your people
up to do other things?
STRENGTH OF YOUR PRODUCT
e.g. faster
Ask these questions after developing the seriousness
of problem through Implication Questions but before
describing your solution.
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Roleplay, videotaping &
feedback
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Understand the value of closing the sale
Learn it !
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Close
It starts with a C
C stands for conviction
Take C out and you have Lose
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Selling is a transference of feeling
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Selling is a transference of feeling
In order to transfer feeling
You got to have the feeling
Believers are closers !
The believers close
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we believe so deeply. So completely. So fervently
in what we are selling that we cant understand why
other people dont buy
A belief base needs to be
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Tied directly to the heart
The shortest route is from the heart into the
customers pocket
Closers own what they sell
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y
The critical step is the step of honesty
Your total conviction, your belief that it is truly the
best buy
Cant afford it
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Unless you own it you cant sell it
Own a 747? Well not exactly !
Be loyal to the product. Be loyal to the company
Encouraging closure
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Put yourself in the other partys shoesUnderstand what might be preventing him
Encouraging closure
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Emphasise benefits show advantages not previously considered
Encouraging closure
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Avoid a win lose situationlook for acceptable outcomes
Closure
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Split the difference!
partly yours & partly mine
Closure
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Or Or
Suggest acceptable alternatives
Closure
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Be assertive not aggressive!
Closure
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If not satisfied do not sign!
Closure
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Does he have full authority?
??
Closure
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If...If we came upIf I reduce the
If I give you
First make a hypothetical proposal
Hypothetical proposals are not commitments
Test the issues important to the opposition
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Some closing techniques
The picture close
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Been to a 5 star Hotel recently ?Asked for a Green salad ?
No ! We dont have that on the menu !
You can however order
A sensuous salad. A painters palate. A colourful array of fresh
spinach leaves mingled with ripe red tomatoes. Shredded
cucumber topped with onion rings and tossed with their superb
white sauce dressing !
Yes Sir ! Hotels are wo rd merchants
They know how to throw their words around to descr ibe their food
The picture close
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Roleplay
Situation
In colouful words describe how you would sell the
benefit of a trouble free telephone connection to the
customer
The fear close
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You walk into a petrol stationThe attendant lifts the hood of the car. He checks the oil
My G-o-d ! You need 3 litres of oil
3 litres?
Is there no oil in the engine at all ?
The attendant turns around and tells you
The oil in the car is awfully dirty. It will damage your engine. It
wont take 5 minutes I can change it for you.
The attendant has pu t the fear into the m ind of th e car owner. The
car owner can igno re the attendant but d amage the car engine.
What do yo u recommend he does?
The fear close
R l l
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Roleplay
Situation
You only have a limited number of connections to offer in thisterritory
Use the fear closing technique to sell him the scheme
The post selling close
I tl h d L th 72 h f b i i th
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I recently purchased a car. Less than 72 hours of bringing the car
home. This is the letter I received.
Dear Mr. Khetarpal,
This is just to thank you for your courtesy and the trust and
confidence that you placed in buying the car from Vivek
automobiles yesterday. I very much enjoyed talking to you. I am
proud that you are now the owner of a car from our showroom. I
am sure that you will be pleased with the performance of the
vehicle. I shall be in touch with you in the future to see if I can be
of any service to you. If you should need any assistance of any
kind please feel free to contact me.
Yours truly,
This letter gives assu rance to me that I pu rchased the righ t car. It
also told m e that the dealership appreciates my needs and w il l loo k
after my in terests.
The post selling close
A ti it
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Activity
You have just made your first sale to your customer
What letter post sale would you write to him so that you create along term relationship.
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Other closing techniques
The building trust close
The Challenge close
The Special occasion close
The emotional close
The opportunity close
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Your response !
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Look for similarities
Wait for the other party to finish
However
Every concession you make is a major loss to you
Seek clarification. Paraphrase before your respondKeep the other party guessing
Ask questions. Lots of them
Volunteer information sparingly
Make counter offers immediatelyCounter offer with priorities of least importance
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Table the issues
Bargain the substance
Tabling the issues
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We tell you
What are we thinking?
You tell us
What are you thinking?
Our thinking!
Your thinking!
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Questions. Ask many many questions
Qs
Uncovering needs
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Turn Implicit needs
Into
Explicit needs
Uncover needs. Ask why?
Clarify !
Clarify
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Recap
it maintains momentum
it ensures that you understand
it ensures agreement
Clarifying behaviour. Use it again and again
Restate!
Summarise!
Check it out!
Trade concessions
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Offer the smallest concession first
Judge how much you need to yield
You may not
need to go so far
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Each concession is a
serious loss to you
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Make majorconcessions on
minorissues
Make minor
concessions onmajor issues
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Take a long term view
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Cast doubt on the validity of opponents information
Test the validity of the opponents claim
Strengthen your position
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Power
is in the head
Strengthen your position
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Cast doubt on validity of opponentsinformation
Strengthen your position
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Look for errors of logic. Omissions of
fact.
Strengthen your position
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Dont attack individual personalities
specially competitors
Strengthen your position
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Show emotions. Convey feelings!
Strengthen your position
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Test the validity of the opponents claim
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The price is too high? Prospect forgets price but
remembers quality
Good things are not cheap !
Cheap things are seldom good !
ButYou must still close
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There is a fear factorFear of making a mistake
Are you the right kind of personIs it the right product?
Using the right technique
With the right motive
Well you have a good chance!
Closing is a learned skill
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Not a natural oneSkill can be acquired
Are you willing to make the effort?
Implementation
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On reaching the agreement
Put it into your report
Draw up an action plan
Put the plan into effect
Schedule the implementation
Monda
yTuesdayWEDNESDAY
Thursd
ayFrid
aySATurday
Breakdown
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The longer the breakdown
The more bitter it becomes
The harder it is to restore it
Reestablish communication
If all else fails. Use a mediator
Someone who can think laterally
Action is vital to prevent a situation
becoming irretrievable
The value adders !
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The value adders !
Show him sales turnover
Talk about inventory holdings
Talk about working capitalShow him the customer pull
Tell him about customer loyalty
Are you able to raise the value of the
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Are you able to raise the value of the
product In the prospects mind?The minute...
Value equals the price
Value exceed the price
You now have...
A hot prospect
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Or
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The more the features describe
The more likely the sale ?
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Features!
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They are the characteristics of your
product
They are neutral
Not very persuasive
They create low impact
to be used restrictively!
Advantages!
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Show how your product or service can
help the customer
Are more persuasive than features
Can have high impact early in the cycle
Impact dilutes with the sale progress
to be used with caution!
Benefits!
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Show how the product meets an explicit
need
It is the final step in the need development
process
The most powerful of sales behavior
To be used only after needhas been expressed
FEATURES. ADVANTAGES. BENEFITS.
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Hi
Impact on
Customer
(high impact always)
(initially high butquickly falls off)
(low impact always)
Benefits
Advantages
Features
Contact Contact
HiLo
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Features lead to price concernsAdvantages result in objections
Benefits receive
Support & Agreement
Commitment !
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More often you use the closing
technique
The more likely customer will buy?
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No!
Commitment !
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Ask for the commitment but only
after you have built the value
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Roleplay, videotaping &
feedback
Bharti Telenet Lim ited
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Indus Corporat ion
Day 2
HI IMPACT SELLING
DAY# 2
09:30-10:00a m Icebreaker
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09:30-10:00a.m. Icebreaker
10:00-11:15a.m. Customer profiling11:15-11:30a.m. Tea/Coffee
11:30-12:15p.m. Role plays, video taping & feedback
12:15-1:00p.m. Objection handling
1:00-1:45p.m. Lunch1:45-2:45p.m. Communication skills & roleplays
2:45-3:15p.m. Empathy
3:15-3:30p.m. Tea/Coffee
3:30-4:15p.m. Active listening & roleplays
4:15-5:30p.m. Lead Management
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The sales person type !
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The fatalist
The exasperator
The appraiser
The relator
The love motivated
The client type !
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= The silent listener
= The critical examiner
= The friend
= The aggressive client
= The competitors friend
CLIENT BEHAVIOURS
Result/assertive
CharacteristicsTypes Behavior State purpose
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Result/assertive
Takes risk
Open, honest, confident
Technology conscious
Seeks value
Highly knowledgeable
Aggressive
Wants best deal Self focussed
Low loyalty
Conservative
Egoistic
Avoids risk
Takes time
Solicits others opinions
Goes for tried & testedproducts
Price is important
Professional
Bargaining
Security
State purpose
Be honest & open
Seek permission to goahead
State purpose
Tell benefit
Check forunderstanding
State purpose
Assure
Clarify & go ahead
CLIENT BEHAVIOUR MODEL
D i t
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PB
S
Closed
Sub dominant
Open
Dominant
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CUSTOMER PROFILING
a better alternative
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Hostile Warm
Dominance
Submission
Status
Autonomy
Recogni t ion
Power Self esteem Self actual isation
Achievement Power
Const i tut ional
Belonging
Nurtur ing
Securi ty
Securi ty
Basic /psychological
Affi l iat ion
Securi ty
Securi ty
CUSTOMER PROFILING
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Indicates movement when
motivational needs are
threatened or denied
satisfaction moves behavior to the
upper right quadrant
CUSTOMER PROFILING
DominanceI
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Hostile Warm
Submission
towards
aggressiveness &
unpleasantness
towards mistrust
& avoidance of
commitment
towards
agreeableness but
with insecurity &
inability to fulfill
commitments
towardsassertiveness, pursuit
of quality, open to new
ideas. Improved
process & result
I
II III
IV
PERSONALITY PROFILING
High Directive
NeedSOCIABLEHARD-
Hot button
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Dependent Independent
Need
Low Directive
Need
Personable
Dynamic
Risk taker
Impatient
Manipulative
Caring
Enthusiastic
Sensitive
Impracticall
Indecisive
Precise
Thorough
Consistent
Risk-avoider
Withdrawn
Determined
Practical
Insensitive
Critical
Aloof
SOCIABLE
DEVOTED DETAILED
DRIVEN
Recognition Winning
HelpingBeing Right
CUSTOMER PROFILING
Quadrant IA Hostile - Dominant
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Key motivation: Desire for security
Motivation satisfaction strategy:
Attack is the best form of defense
People characteristics
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CUSTOMER PROFILING
Quadrant IA
Hostile Dominant
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HANDLING TECHNIQUES
Be courteous but firm & assertive
You have nothing to lose
Ask closed questions frequently and keep control
Avoid justifying yourself, your product or idea
Stick to demonstrable fact whenever possible
Test every gross assertion politely but firmly
Expect to meet resistance to closing
Expect exaggerated objections
Hostile Dominant
CUSTOMER PROFILING
Quadrant IB Dominant - Hostile
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Key motivation: Need for status & autonomy
Motivation satisfaction strategy:
Precision and outward indicators of power
People characteristics
CUSTOMER PROFILING
QuadrantIB
Dominant Hostile
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Dominant-Hostile
PEOPLE CHARACTERISTICS
Are cold and detached
If angered remain cool but biting
Are angered if status is underestimated Make precise statements when making a complaint
Are easily offended
Hold on to their evaluation of their own worth
React negatively when they perceive personal slight
Avoid sarcasm
Demand efficiency & respect
CUSTOMER PROFILING
Quadrant IB
Dominant Hostile
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HANDLING TECHNIQUES
Stress benefits which offer prestige & recognition
Expect I dont need you response-temporary rejection
Show conviction and strength
Not aggression
Be courteous
Precede all questions with a benefit Only ask for information you really need
Never use leading questions
Dominant-Hostile
CUSTOMER PROFILING
Quadrant IIA Hostile-Submissive
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Key motivation: Security express throughabnormal demands for protection
Motivation satisfaction strategy:
What if concerns
People characteristics
CUSTOMER PROFILING
Quadrant IIA
Hostile-Submissive
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Hostile-Submissive
PEOPLE CHARACTERISTICS
Express doubt about any statement made
Think up unlikely scenarios of what could go wrong
Demand totally unreasonable guarantees Niggle and complaint
Doubt the validity of any new idea
Ask questions many of which are impossible to answer
Give little if any information in return
Ask you Why you want to know
Use aggressive body language but weak in behavior
CUSTOMER PROFILING
Quadrant IIA
Hostile-Submissive
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HANDLING TECHNIQUES
Remain patient even in the phase of disbelief
Assure and reassure to illustrate safe application
Give guarantees in writing where possible
Stress benefits which provide stability and low risk
Show genuine concern for customers needs
Spend time exploring the buyers key objectives Ask safe closed questions until they begin to open up
Quote prestige users of your service or ideas
Hostile-Submissive
CUSTOMER PROFILING
Quadrant IIBSubmissive-Hostile
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Key motivation: Fear of becomingcommitted or involved
Motivation satisfaction strategy:
Avoidance, withdrawal
People characteristics
CUSTOMER PROFILING
Quadrant IIB
Submissive-Hostile
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Submissive-Hostile
PEOPLE CHARACTERISTICS
Maintain physical distance from others
Move away from those in authority
Tight-lipped if questioned Say nothing unless sensitively probed
Avoid commitment by any possible means
Are reluctant to take even minimal risk
Appear ill at ease when in company
Refuse new ideas without listening to arguments
If forced to chose will pick low risk options
CUSTOMER PROFILING
Quadrant IIB
Submissive-Hostile
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HANDLING TECHNIQUES
Approach slowly
Offer help as an opportunity to get into conversation
Ask safe closed questions
Keep away from personal questions
Stress benefits which minimise risk
Leave no doubt that benefits are without risk Ensure ideas are accepted before moving on the next
Avoid aggressive body language
Expect silence and wait for responses
Submissive Hostile
CUSTOMER PROFILING
Quadrant IIIASubmissive-Warm
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Key motivation: These people want to beloved. Affiliation to the extreme
Motivation satisfaction strategy:
Tries to be all things to all people
People characteristics
CUSTOMER PROFILING
Quadrant IIIA
Submissive-Warm
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Submissive Warm
PEOPLE CHARACTERISTICS
Become falsely enthusiastic about any idea
Ramble incessantly. Talk at length on unrelated subjects
Respond quickly and positively to any suggestions Cause confusion and claim any role or authority level
Avoid raising objections
Are readily convinced but takes time to close
Have time for anything but the job in hand
Promises anything but rarely keeps promises
Despite signed contracts are likely to go back
CUSTOMER PROFILING
Quadrant IIIA
Submissive-Warm
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HANDLING TECHNIQUES
Use closed questions
Dont get sucked into irrelevant discussion
Stress benefits seen as doing something for others
Focus on the business and leave limited room forgossip
Personalise the discussion use first name and often
Be firm but make it feel like support
Show that the two of you are operating as a team
Probe for hidden objections
Submissive Warm
CUSTOMER PROFILING
Quadrant IIIB Warm-Submissive
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Key motivation: A desire to do maximumgood for maximum people
Motivation satisfaction strategy:
Actively pursues for welfare of others
People characteristics
CUSTOMER PROFILING
Quadrant IIIB
Warm-Submissive
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Warm Submissive
PEOPLE CHARACTERISTICS
Are intent on being pleasant
Respond positively to suggestions which do notthreaten others
Try to pick out the benefits of neutral ideas
Will procrastinate rather than reject repugnant ideas
Give impression of agreement despite strong
reservations Sometimes take on more than they can fulfill
Are at the forefront of social activities
CUSTOMER PROFILING
Quadrant IIIB
Warm-Submissive
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HANDLING TECHNIQUES
Present ideas and benefits that help other people
Maximise opportunities for personal interaction
Monitor and supervise implementation of that which isimpersonal and important
Do not assume lack of opposition means agreement orcommitment
Warm Submissive
CUSTOMER PROFILING
Quadrant IVA&B Warm-Dominant-Warm
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Key motivation: A strong desire to do a goodjob
Motivation satisfaction strategy:
To produce a quality output
People characteristics
CUSTOMER PROFILING
Quadrant IV A&B
Warm-Dominant-Warm
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PEOPLE CHARACTERISTICS
Express views clearly & frankly
Reject political solutions
Ask pertinent and searching questions
Admit their lack of understand and knowledge
Concentrate attention on what can be achieved
Place high demand on others values and principles
Demand high levels of achievement
Avoid blaming others
Are comfortable to own a problem
CUSTOMER PROFILING
Quadrant IV A&B
Warm-Dominant-Warm
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HANDLING TECHNIQUES
Prolonged searching for ideal solutions when theacceptable is at hand
A tendency to delegate rapidly followed taking over toshow how it is done
They will change your best ideas to improve them-but atthe least they were acknowledge the idea as yours
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YOUR BEHAVIOR STYLE
THE GAME
THE 5 BEHAVIOUR PATTERNS
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1 Accommodating
2 Avoiding
3 Collaborating
4 Competing
5 Compromising
5 Behavior Patterns
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#1 Accommodat ing
You are wrong. You allow a better position to be heard
Issues are more important to others than to you.
To satisfy others & maintain cooperation.
To build social credits for later issues.To minimize loss when you are outmatched and loosing.
When harmony and stability are especially important.
To allow subordinates to develop by learning from their
mistakes.
5 Behavior Patterns
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# 2 Avoiding
When an issue is trivial or more important issues are pressing.
When you perceive no chance of satisfying your concerns.
When potential disruption outweighs the benefits of resolution.
To let people cool down and regain perspective.
When gathering information supersedes immediate-decision.
When others can resolve the conflict more effectively.
When issues seem tangential or symptomatic of other issues.
5 Behavior Patterns
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# 3 Collabo rating
To find solution when both sets of concerns are too important to
be compromised.
When your objective is to learn.
To merge insights from people with different perspectives.
To gain commitment by incorporating concerns into a consensus.
To work through feelings which have interfered with a relationship.
5 Behavior Patterns
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# 4 Competing
When quick, decision & action is vital (emergencies)
On important issues and unpopular actions
On issues vital to company welfare when you know youre right
Against people who take advantage of non competitive behavior
5 Behavior Patterns
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# 5 Comp rom is ingWhen goals are important, but not worth the effort.
When opponents with equal power are committed to
mutually exclusive goals.
To achieve temporary settlements to complex issues
To arrive at expedient solutions under time pressure.
As a backup when collaboration or competition is
unsuccessful
Behaviour styles
Competing CollaboratingAssertive
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Competing
Shark
Collaborating
Ow l
Compromising
Fo x
Avoiding
Tortoise
Accommodating
Teddy bear
Uncooperative Cooperative
Unassertive
Attempting to
satisfy ones own
concerns
Attempting to satisfy others concerns
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Objections are the signs of interest
And therefore
A good thing???
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Sorry!
Objections are a sign that there is a
mismatch
Objection handling
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If you hear a negative reaction
Is it an objection?
Objection handling
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Value objections
What is the
Worth or Usefulness
of your product?
Objection handling
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Capability objections
What is the
Capability & Capacity
of your product?
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If you cant meet a need
Ask why?
OBJECTION HANDLING
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Unimportant Low
Perceptionof need
Perception ofcapability
Important High
types of objections4
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Value objections
Capability Can objections
Capability Cant objections
Non issues
Value objections
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Use SPIN
Build value before solution offer
Upgrade the need which has been
devalued or denied
Avoid stating the solution capability
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Capability Can Objections
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Acknowledge the concern
Demonstrate your capability
Show proofdispel doubt
Non issues
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Dont explore these!
You risk turning them into real objections
Price objection !
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That price is ridiculous !
virtually every sales person encounters this
Directly or indirectly
The prospect suggests that the product is
A little out of line
Is ridiculously and unreasonably over priced
Price objection !
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How do you deal with that?
Price objection !
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A suggestion
Challenge the prospect !
Ask him?
The price (pause) is ridiculous?
(Your voice inflectionmake it sound like a question)
Price objection !
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The challengeYou are forcing him to defend his statement
Instead of you justifying the price
Quite a difference!What?
One puts you in defense
The other puts you on the offence
The results can be substantially different
Price objection !
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The fear of loss closeThe fear of loss is greater than the desire for gain
Establish in his mind that he is safe in dealing with you
That he wont lose money or face
But
He will lose the product benefits
If he doesnt buy
A buy of cosmetics !
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You or your spouse...
Do you have unused cosmetics?
A discount sale !
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Worth it ?
Should you have paid the regular price?
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What is the price you paid?
What did it cost you?
Cheap!
It costs more !
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Weve decidedit is easier to explainprice one time thanto apologize for
quality for ever
Prospect has said no, he wont pay you
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p , p y y
more for the product or service than he
feels it is worth !
You persist!
Will he buy ?
You cant change or lower the price
Butyou can dramatically the value
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Roleplays
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Counter strategies9
Know your walk away
Counter strategies9Your price. Your terms. Your deliberables
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1
2When under attack listen
The least you will accept
More the variable U have. More the options
The better your options to close the deal
Focus on price &
. U increase animosity.
If custoemrs have locked into a position
Your brilliant arguments are of no good
When under attack.
Do no defend or counter attack.
It will generate heat.
Keep the customer talking
Counter strategies9New info will room for movement
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3Recap frequently
4
Assert your companys needs
5
Listening without defending will defuse anger
If U are listening youre not making concessions
Summarise helps maintain momentum
New issues are not raised at the last moment
It reassures customers U are listening
Too much focus on customer needs
It can work against youBargaining requires dual focus
Solve the problem to satisfy both parties
Failure to assert company needs leads to
unnecessary concessions
Commit a solution if it is certain to work
Counter strategies9
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6
7Save the hardest for the last
Dont dig into a position. Suggest hypothetically
Invite customers to search for the solution together
Dont definitely agree unless overall deal make sense
agree to X provided U agree on Y & Z
Dont start with the toughest
Resolve the easy issues it creates momentum
Discussing easier issues will cover additional variables
Customer may see value of exploring new approaches
8Start high concede slowly
Counter strategies9Start with something U can afford to lose.
Let them win. Praise his skill
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9Dont get emotionally blackmailed
Dont be candid U will get cleaned out
For every concession given get something in return
Begin by giving what customer values highly
but incremental cost to U is low
Customisation. Quality. Convenience.Preferred treatment. Credit. Service.
Concede in small increments. Take time.
Not taking time is money
Buyers use anger3 ways to counter
Withdraw
Listen silently but do not reinforce
React & shift to non emotional issue
Remember
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I insist on try not to lay down the law !
Remember
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An eye for an eye avoid it !
And finally
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The wheels of diplomacy turn on the grease
of ambiguity
a little ambiguity may enhance a proposal !
Main objective not be conceded !
Small points accommodate !
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Step 1
EFFECTIVE COMMUNICATION MODEL
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RESPONSIBILITY
Personal
Organisational
Step 5The acid test
Step 2
Communication
options
Step 3Communication
process
Listening
Step 4
Communication
effectiveness
LORD GANESH JI
Lord Ganeshjis big h eadinspires us to
Think big and think about the customer
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The big earsprompt us toListen to the needs of the customer
The narrow eyespoint to
Deep concentration to do what the
customerwants well and quickly
The long nosetells us toPoke around inquisitively to learn
what the customerwants
The smal l mouthreminds us to
Speak less and listen to the customer
Worship Lord Ganeshji
Learn to worship yourcustomer
COMMUNICATION
Quotable quotes
God gave us two ears and one mouth
It might be
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He intended us to listen twice as much as we speak
The difference between you and me is only one of hearing
Where you hear a door close I hear a door open
The more noise a man or motor makes
The less power there is available
A soft voice is heard long after the shout
Gentleness is stronger than anger
The face, specially the eyes and the heart account for almost half of our
communication
If someone remembers your suit and not your smile then
You didnt smile enough
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A matter of perception...
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Young or old?
THE PERECEPTION GAP !
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Do you see the arrow pointing downwards?Can you see the monster?
Your perception
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Chicken? Lion? Dog?
Perception & understanding of others
There has been a bad car
accident. The driver of the
car parked carelessly,
It is a rainy night. Bu t there are two
parking p laces direct ly in front of
the store that are occup ied by just
d i Th d i h l ft th
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taking up two spaces, had
dr iven to the drug s tore to
get to a telephone to call an
ambu lance and th e pol ice.
An y change in feel ing? Howabout your att i tude toward
the dr iver?
one driver. The driver has left the
car at an angle with p art of i t in bo th
places.
Was the dr iver being co nsiderate?
What are you r feel ings? What is
you r att i tude towards this dr iver?
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COMMUNICATION
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How well do you
communicate?
EFFECTIVE
COMMUNICATION
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Establishing the communication gap !
EFFECTIVE COMMUNICATION
your frustration level!!
You can not ask questions! You can not clarify!
H d f l?
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Senders feelings
Were you understood?
Receivers feelings
Did you understand?
How do you feel?
INFORMATION & PERCEPTION
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Your brainit is bombarded by...
Experiences Dreams
Expectations DesiresHopes Fears
...Learning experiences
What you think you see is perception It is determinedby your state of mind
Influenced by
Alert / fatigue
Angry / calm
Drunk / sober
LEARNING EXERCISE
I i d i t
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Imagine a good communicator
...List his/her characteristicsNeed development..Excellent
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
1 2 3 4 5 6 7
Communication consists of
COMMUNICATION
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YOUR MESSAGE YOUR BODY
LANGUAGE
YOUR LISTENING
ABILITY
- CLOTHES YOUR WEAR
- GESTURES
- EYES EXPRESSION- TONE OF VOICE
- BODY LANGUAGE
13% + 80% + 7%
= 100%It is not what you say but how you say it!
Communication
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Your body language!
NON VERBAL BEHAVIOURAL ASPECTS
Eye contactEnvironment
Body space
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NON VERBALCOMMUNICATION
Hand shakeBody space
Bodyposture
Facial
expressions
Gestures Voice
Dressing
style
Timing
The EyesDilated pup i ls signi fy:
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Little light, great interest, honesty, frankness, openness, sexual interest, consumption
of alcohol, relaxation and well being
Contracted pup i ls s igni fy :
Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang
over, consumption of certain drugs.
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REMEMBER
If di th t b d l
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If you are reading the customers body language
The customer is reading your body language
If you
Raise your shoulders
Blow your hair
Seem impatientSpeak with a tired or bored voice
The customer can easily think that you are not
interested in your job
If you dont control the situation
You are not likely to make the sale
Read the faceThe face is the most expressive part of a person.
The shape of the mouth and the angle of the eye brows are expressions of
Mood s, feel ing s, so rrow, happin ess, anger, ho sti l i ty, do ub t.
Are you a good face reader?
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Are you a good face reader?
What are the feelings and moods?
A B C D E
F HG I J
Read the faceAnswers
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A B C D E
F HG I J
Indifferent Very sad Happy Childish Poker
Sad Very angry Naughty Bored Suspicious
Step 5Step 1
Communication
EFFECTIVE COMMUNICATION MODEL
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RESPONSIBILITY
Personal
Organisational
Step 5The acid test Communicationeffectiveness
Step 3
Communication
process
Listening
Step 4
Communicationoptions
Step 2
LEARNING PREFERENCE
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SEEING
HEARING
DOINGIDENTIFY YOUR STYLE!
LEARNING PREFERENCEFind the one that best descr ibes you
I learn best when
1. I can watch a video
2. I hear a lecture
3. I get on the job training
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3. I get on the job training
I can assemble something best when...1. I have printed directions
2. I can listen to a tape of directions
3. I watch someone else assemble the item first.
I am most successful with a new computer function when...
1. I can read the manual
2. There is music playing during class instruction
3. An instructor lets me try it several times
When driving I like to...
1. Look at my surroundings
2. Listen to music or tapes
3. Enjoy the experience of driving
I often hear myself saying...1. I see what you mean.
2. This sounds great.
3. I feel good about this.
RECOGNISE LEARNING PREFERENCESHow to recog nise the visu al learner.
I see.
Please show me.
May I read the instructions?
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May I read the instructions?
Tips fo r connect ing w ith the visual learner
Build reading or viewing into the presentation
Have printed directions (job aids)
Provide documentation
Follow up with a written letter
Use:
- Printed lists
- Graphics
- Charts
Visual learners take in a lot of information but may not be able to do anything
with it unless a written or very structured action plan is shown to them.
RECOGNISE LEARNING PREFERENCES
How to recognise the auditory learner.
I hear you.
This sounds great.f
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This sounds great. Notice this learner listens to a lot of music
This learner notices and enjoys rhythm.
Tips for co nnect ing with the audito ry learner
Use lectures and discussions
Make sure the presentation content is clear
RECOGNISE LEARNING PREFERENCES
How to recog nise the kin esthet ic learner.
How do I do this?
I feel
C ld I t thi ?
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Could I try this now?
Tips fo r connect ing w ith the kinesthet ic learner Use on-the-job training
Minimise use of printed materials
Include hands-on activities and role-plays
Have patience with errors
Step 5Th id t t
Step 1Communication
EFFECTIVE COMMUNICATION MODEL
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RESPONSIBILITY
Personal
Organisational
Step 5The acid testeffectiveness
Listening
Step 4
Communicationoptions
Step 2
Communication
process
Step 3
SENDER ENCODING CHANNELMESSAGE
THE COMMUNICATION PROCESS
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SENDER ENCODING CHANNEL
FEEDBACK RECEIVER DECODING
MESSAGE
MESSAGE
MESSAGE
Message received is rarely sender intended!
SENDER MESSAGE
THE COMMUNICATION PROCESS
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SENDER
Knowledge
Skill
Attitude
Social-cultural system
MESSAGE
Content
Codes/symbols
DISTORTION
APPREHENSION
Undue tension and anxiety aboutoral/written or both
RECEIVER
Prejudices
Perceptual skills
Knowledge
Attention span
Attitude
Social-culture
Accent
CHANNEL
THE DISTORTION FACTORS...
Choice of symbols
Content
The channel
Prejudices
Knowledge
Perception
Attention plan
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At sender point :
Knowledge Cultural background
Skill Perceptions
Attitude
Through the medium:
Visual Written reports
Oral E-Mail
Whi lst Encoding & Decoding:
Retranslation At receiver point :Knowledge Cultural background
Skill Perceptions
Attitude
CHOICE OF CHANNEL CONTD.
The rich! The poor!
The r ichest channel
Face to face
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ace to aceIt transmits the maximum amount of information
Words Intonations
Posture Immediate feedback
Facial expressions Personal touch
Gestures
The poorest channel
Bulletins
Impersonal written media
This is the poorest form !
CHANNEL CHOICE DEPENDS ON
The message
Complexity
Urgency
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Its importance
Formal or informal
Intimacy
Anxiety
Fear
Your emotional expression
QUALITY TRANSMISSION DEPENDS ON
Skill
Attitude
Knowledge
The social cultural system
PitchVary it
VOICE
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VOLUME
Tone & Tune
Pace
Keep it up !
A flat tone puts people to z z z z zA mumbling delivery
makes you seem unsure
Turn up the amplitude dB and frequency Hz
VOICE
Speak too softly W H I S P E R
THE DONTS
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Swallow your words
Running out of breath
Audible pauses
Speak too rapidly
Unwavering voice tone
Umms Errs Well
What I mean is
ACTIVITY
Starting with Monday
Recite the days of the week aloud
Monday
TuesdayWEDNESDAY
Thursd
ayFrid
aySATurday
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Recite the days of the week aloud
Starting with January
Recite the months of the year
Injectasmuchcolourasyoucan
WEDNESDAY aySATurday
SUNDAY
> Speak louder< Speak softly
// Long pause/ Short pause
Emphasisethe point
Alertness
Expressions
N t l
Pleasantness
Di t i t
A good voice...
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Alertness Naturalness Dist inctness
Alertness:Show that you are wide awake,
ready to help
Express ions: Talk at a moderate rate and
Qualities of a good voice
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Express ions:Talk at a moderate rate and
volume, but vary the tone in your voice.
This will add up to what you say.
Naturalness:Use simple language. Avoid
technical terms (jargon) and slang.Pleasantness:Put a smile in your voice
and sound welcoming
Dist inctness:Speak clearly and concisely
Send a positive attitude by the
SOUND OF YOUR VOICE
Articulation
Clarity
USING THE SPOKEN VOICE: THE CRITERIA
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Warmth
Friendliness
Courtesy
Charm
Persuasiveness
USING THE VOICE FOR IMPACT
The 4 Ps
Project your voice
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Project your voice
Pronounce carefully
Pause frequently
Pace varied
MERK
Modulate the toneEmphasise certain parts
Repeat key words
Keep eyes away from notes
ACTIVITY
COMMUNICATIONS BARRIERS AND
MEDIUMS
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ACTIVITY
...How would you invite someone
Who you dont like?
You disagree with?
Whos boring?
Whos interesting?
Step 5The acid test
Step 1Communication
effectiveness
EFFECTIVE COMMUNICATION MODEL
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RESPONSIBILITY
Personal
Organisational
effectiveness
Communicationoptions
Step 2
Communication
process
Step 3
Step 4Listening
LISTENING
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LISTENING
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ACTIVITY
THE CHINESE WHISPER
A Road Accident!
A car was travelling from Delhi to Agra. A
bus was com ing f rom the opposi te
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g ppdirect ion. The bus hit a cu lvert and then
the car on its r igh t side. The car wen off
the road and hit a electr ic pole. The driver
fractured h is lef t leg. The bus hit a truck
com ing from the other side. The bus
dr iver died on the spo t . The truck d r iver
was rushed to hospital.
ve listening
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+
-ve listening
ve listening
Or
Writing9%
Reading16%
LISTENING-THE MOST IMPORTANT
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9%
Listening
40%
Talking
35%
16%
Most often used for learning
More than reading, writing or speaking
Writing9% 12 years of training
Reading16%- 6-8 years of training
LISTENING
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9%- 12 years of training
Listening40%-0-1/2 years of trainingTalking
35%-1-2 years of training
16%- 6-8 years of training
We receive almost no formal training in how to listen
THREE LEVELS OF LISTENING
Empathetic
listening
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Hearing thewords
Tuning in andtuning out
LEVEL 1 OF LISTENING
Li t i t
Tuning in andtuning out
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Listen in spurts
Somewhat aware
Pays attention to self
Listens, no response
Fakes attention
Thinks about unrelated matters
Makes judgements
Forms rebuttals or prepares advice
Thinks of what she wants to say next
Displays a blank stare
Wants to talk not listen
LEVEL 2 OF LISTENING
Hearing thewords
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Stays at the surface level of communication
Makes little effort to understand what the speaker really
means
Listens logically
Listens with concern about content but not feeling
Remains emotionally detached
Leads to dangerous misunderstandings because listener isonly barely concentrating on what is said.
Appears to be really listening
Conveys listening ability both verbally and non verbally
LEVEL 3 OF LISTENING
Empatheticlistening
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y g y y y
Does not judge the talker
Puts self in the other persons place
Is caring
Tries to see things from the others point of view
Is aware
Is in this moment
Pays attention to the persons total communication, includingbody language
Suspends own thoughts and feelings and listens completely
Listens from the heart
What can you do to improve your listening?
___________________________________________________________________
___________________________________________________________________
THREE LEVELS OF LISTENING-ACTIVITY
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What is your most common level of listening ?
___________________________________________________________________
___________________________________________________________________
How often do you listen at level 1?
__________________________________________________________________
___________________________________________________________________
When?
__________________________________________________________________
___________________________________________________________________
The wide
band
Posture, facial expression
Hesitations, silences
Emphasis, inflexions
LISTENING ON THE WIDE BAND
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The verbal content
Receiver
The narrow
band
Tone and pitch of voice
Things left unsaid
Emotional undercurrents
Sender
ACTIVE LISTENING
Whats in a name?
You meet a person
Why do you forget his name?
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Distraction
wondering what sort of person he is
Physically attractive orunappealing
Bright orunintelligent Interesting ordull
Likes us ornot
Attracted to us ornot
These messages distractDistraction prevents you from remembering
Introduced only moments ago
And you forget his name
LISTENING
When I ask you to listen to me
And you start giving advice
You have not done what I asked.
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When I asked you to listen to me
And you begin to tell me why I shouldnt feel that way,
You are tramping my feelings.
When I asked you to listen to me
And you feel you have to do something to solve my
problem,
You have failed me-strange that may seem.
Listen! All I asked was that you listen
Not talk or do-just hear me.
Advice is cheap
Perhaps
LISTENING
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Thats why prayer works,
Because God is mute, and He doesnt yell
But he DOES listen!
So
Please listen and just hear me.
And if you want to talk, wait a minute for your turn
And Ill listen to you.
LISTENING ASSESSMENT EXERCISEYour colleague is speaking to you. He requires a response. Tick the
response that comes closer to what you would say in the situation.
You are not looking for right response or how you would like to
respond, but how you would, in fact, respond to people in these
situations.
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.I dont know what Im going to do. Im making all kinds of mistakes, and I know my
boss is unhappy with me. Hes already shouted at me twice.a) Why do you make mistakes?
b) Whydont you tell your boss how you feel?
c) Its unpleasant to have someone shout at you when you make mistakes
d) Perhaps you boss has good reason to shout at you. You should do something about making so many
mistakes.
.The company policy is supposed to be to hire from within the company. And now I
find out that this new guy is coming in to replace my boss. I had my eyes on that
job; Ive been working hard for it. I know I could prove myself if I had a chance. Well,
if thats what they think of me, perhaps Im not wanted.
a.)It can be disappointing when the company seems to have forgotten about you hiring outside the
company, especially when you put a lot of hard work into your job.
b.) )May be your qualifications dont compare with those of the new man.
c) I would make sure they know your view and let them know your interest in advance.
d) )Did they discuss it with you at all?
.My superior often makes mistakes and has me handle the situation for him. This way he
avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault,
you should watch for these mistakes, but they are really his errors.
a.) I wouldnt let anybody treat me in that way.
b.) You deeply resent the way your boss passes the blame to you for his mistakes, but youre not sure what exactly
you should do about it.
c) What kinds of mistakes does he ask you to cover up?
.My superior often makes mistakes and has me handle the situation for him. This way he
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avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault,
you should watch for these mistakes, but they are really his errors.
a.) I wouldnt let anybody treat me in that way.
b.) )You deeply resent the way your boss passes the blame to you for his mistakes, but youre not sure what exactly
you should do about it.
c.) What kinds of mistakes does he ask you to cover up?
.It happens every time the manager appears in my department. He just takes over as if I
werent there. When he does something he doesnt like, he tells the employee what to do and
how to do it. The employee gets confused, I get upset and finally he leaves. Im responsible
to him, so what can I do?a.) You should discuss your problems with your boss.
b.) When did this start to happen?
c,) The boss must be the boss, I suppose, and we all have to learn to live with it.
d.) It upsets you that your manager takes over and gives conflicting directions. Youre not sure what would be the
best way to confront him, on this matter.
HEARING VS. LISTENING
Whats the difference?
Hearing is Listening is
A purely physical function A mental and emotional experienceuses logic and feelings
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A simple activityyou just hear sounds
A complex activityrequires analysis, interpretation,translation
Automatic; doesnt take effortRequires dedicated effort attentionand long-term concentration
A natural functionunless hearing is impaired A learned skill
Can take in all soundscombined
Isolates sounds, looks for specificmeanings and ideas
Easy Can be difficult and tiring
Everyone who can, hears Few people are excellent listeners
A prerequisite for listening.It has no intrinsic value Listener enjoys whats being said.He gets valuable information from it
Yields personal and career benefits
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Its not about what you say
Its about how you say it !
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Hear what the prospect is saying
Not just what he says
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The same words but with a change in your
voice inflection you can make those 8
words say different things
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So
Did you?
Hear what the prospect is saying
And
Not just what he said
One sentence
The same 8 words
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can mean 8 different things !
I did not say he stole the money
Thats a simple factual statement
I did t h t l th
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Idid not say he stole the money
Implies that it was said, but by someone else
I did not say he stole the money
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I did notsay he stole the money
A vigorous denial that you said it !
I did not saayy he stole the money
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I did not saayyhe stole the money
Hints that you might have implied it
But you did not say it
I did not say he stole the money
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I did not say hestole the money
Implies that someone other than the accused stole
the money
I did not say he stole the money
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I did not say he stolethe money
You hint that the accused might have borrowed
the money but he didnt actually steal it!
I did not say he stole the money
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I did not say he stole themoney
Implies that he might have stolen some money but
not the money
I did not say he stole the money
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I did not say he stole the money
Suggest that he might have stolen something but
certainly not the money !
SOME TIPS...
Always follow the order
Hear, Understand, interpret and respond
Dont jump from Hear to Respond
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Focus on understandingsomeones meaning
Formulate your response only thereafter.
Avoid interrupting people.Wait until they have finished making their point
Ask open-ended questions
Draw out the persons thoughts and feelings
Use phrases beginning with what,how,explain.
Attend to the feelings and the content of the
message.
Avoid close-ended questions
Answered with a yes or a no
SOME TIPS...
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Use your knowledge of non-verbal behaviour.
Assess the persons feelings
Sit or stand squarely facing the other person.
Lean forward to show interest.
Look and be interested.
WHY SHOULD YOU LISTEN?
Learn
Win friends
Solve problems
Resolve disagreements
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Better work and more cooperation
Make better decisions
Help you perform better
Prevent potential trouble
Time to think
Convey: I love you, I respect you, I accept you, You
are important
Nature has intended us to l is ten tw ice as m uch we talk
Not just hearing
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Resist distractions
Suspend judgement
See the customers point of view
Understand the customers feelings
Show that you are listening
Remember what the customer says
SEE
UNDERSTAND
Maintain eye contact
Be in receptive posture. Lean forward.
Stop talking! No interruptions.
Good listening tips...
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Put the talker at ease
Look and act interested
Do not criticise
Empathise
Ask questions
Have patience
Paraphrase
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Listen. Ask questions. Restate.
Understanding skills help you see thecustomers point of view
We need to understand before we provide help
RED BUTTON
Strong emotions. They are barriers.
If you are
Angry
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Angry
Anxious
Upset
It will tie your tongue and block your earsThis is the red bu tton effect
It triggers an emotional reaction
A powerful reaction.
A reaction which overwhelms you.
GREEN FLAG
Flattery! It appeals.The WIIFM facto r
A i l !
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An emotional trap!
People will
Praise you
Complement youFlattery
It will lower your defense guard
Make you misinterpret the communication
Postpone listening to emotionally charged messages.
Calm down!
DISMISSIVE LISTENING
Make up your mind
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What is the other person trying to say
You pay attention only to information
Information which confirms your impression
You dismiss everything else as irrelevant
JUDGMENTAL LISTENING
You pass judgement on somebodys message
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You pass judgement on somebody s message
much before it has been said
Judgmental listening it prompts us to fit peopleinto convenient pigeon holes
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Repeat what you have just heard
REFLECTIVE LISTENING
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Repeat what you have just heard
Reconfirm what you have understood
It will avoid errorsClarifies implications
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Empathy
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Put yourself in the customers shoes
Empathy
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It is an action of understanding
Empathy
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It is being aware of
Empathy
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It is being sensitive to
Your empathy: Express it !
Let them know
You hear and understand their feelings
Express feelings when the customer is frustrated or anxious
Paraphrase customer concerns
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Paraphrase customer concerns
Demonstrate a focus on the customers problem
Use phrases like
I understand
I am sorry that you
I would be frustrated too if
When expressing empathyThe Feel Felt Found Method
Say
I understand that you feelfrustrated, angry etc.
I feltthat way when I was in a similar situation
I f d th t if ( t t di ti th t t l ti )
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I foundthat if you (start directing the customer to a solution)
Empathy does not mean
Agreeing with the customers opinion
Apologising for yourself
Giving customers whatever they want.
When expressing empathy
The Feedback MethodAsk the customer for a feedback
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Example:
How does that answer your questions?
Hows that going?
Is that clear?
Are you familiar with that?
Have you done this before?
Any questions about what we talked so far?
IMPACT OF FEEDBACK
Negative and positive feedback will result in
DEFENSIVE
Denial
Rationalisation
Projection
Displacement
Quick acceptance
CONFRONTING