Corporate Mission We are a global company with cosmic consciousness, served from India,aggregating audiences to network media brands, transiting through print
Response – The Role Leverage our Brands with existing Advertisers and offer Value Offerings to increase Consumption. Create Innovative Advertising (Engagement) Platforms to dig deep. Create newer and market relevant Properties for Advertiser relevant Audiences.
Business Philosophy Anyone who is in a Business and Needs to Communicate with their Customers are our Clients. We are not in the restricted Business of Space Selling – We Sell Solutions. The Needs of our Customers are Fragmented – Our approach is to Complement & Integrate Identify a Customer‟s Problem & we have a Product
In effect our approach isSay NO to NO Business!!
We Co-create Value through enablingrelationships with our associates. Response Mission
The Response Panchsheel Seek with passion new business opportunities Solve with innovation advertiser issues Complement with trust our strength with those of associatesIntegrate with vigour to ensure coverage & leverage Enhance with ownership the Unique Feeling Proposition for all .
Competency Model UC CC Application CI PracticeUI Knowledge
Program ObjectivesBy the end of the Program participants will beable to:• Get a Clear understanding of the Selling Environment• Develop the questioning, listening, and communications skills to enhance customer experience.•• Relate to the Different Need States of Consumers• Co-relate to the need-satisfaction process.• Enhance creative thinking and new approaches
SellingEffective selling is a highly disciplinedprocess.As budgets continue to shrink and thecompetition continues to increase,mastering the sales process is becominga vital part of survival.Today, people no longer buy a product ora service for its features.
SellingThey now want to know how thatproduct or service will benefit thembefore they make a purchasingdecision.To be successful in this environment,salespeople must be adept at bothuncovering customer needs anddemonstrating how they can fulfillthose needs.
Why do People Buy???They have a way of envisioning someresult through the purchaseBecause they feel that the purchasewill benefit themBecause through the purchase theywill be able to produce some resultswhich will enable them to meet somegoalsBecause they see some value in theproposal„Because there is something in it forthem‟
The Selling Environment
Selling Environment POLITICAL FACTORS STAKEHOLDERS P ECONOMIC FACTORS SUPPLIERS E A PEST analysis is sometimes expanded to BUSINESS incorporate legal and environmental factors; this is known as a PESTLE analysis or even SLEPT analysis.C1 S SOCIAL FACTORS T C2 C3 TECHNOLOGICAL FACTORS
Selling Environment Legislation such as the minimum wage or anti discrimination laws. STAKEHOLDERS Business codes and practices P Market regulations Trade agreements, tariffs or SUPPLIERS restrictions E Tax levies and tax breaks Type of government ,e.g BUSINESS communist, democraticC1 S T C2 C3
Selling Environment All businesses are affected by national and global economic factors. National STAKEHOLDERS and global interest rate and fiscal policy P will be set around economic conditions. SUPPLIERS The climate of the economy dictates E how consumers, suppliers and other organisational stakeholders such as BUSINESS suppliers and creditors behave within society. An economy undergoingC1 recession will have high unemployment, S low spending power and low stakeholder confidence. T C2 C3
Selling Environment STAKEHOLDERS Social forces affect our attitudes, P interest s and opinions. These forces shape who we are as people, the way SUPPLIERS we behave and ultimately what we E purchase. BUSINESS For example peoples attitudes are changing towards their diet and health.C1 S As a result we are seeing an increase in the number of people joining fitness clubs and a massive growth for the T demand of organic food C2 C3
Selling Environment Technology has created a society which expects instant results. This technological revolution has increased the rate at which information is STAKEHOLDERS exchanged between stakeholders P The Internet is having a profound SUPPLIERS impact on the marketing mix strategy E of organisations. Consumers can now shop 24 hours a day from their homes, BUSINESS work, Internet café‟s and via 3G phones and 3G cards.C1 S Technology is utilised by all age groups, children are exposed to technology from birth and a new C2 T generation of technology savvy pensioners known as “silver surfers” have emerged. Technology will C3 continue to evolve and impact on consumer habits and expectations.
Selling Environment COMMUNICATION BUYER MONEY POLITICAL FACTORS REPUTATIONNEEDS / DESIRES / REFERRALWANTS / DREAMS / GROWTH STAKEHOLDERS RESPECT VISION P SOCIAL STATUS ECONOMIC FACTORSABILITY / POWER / AUTHORITY SUPPLIERS TRANSACTION E SITUATION / IMPOSITION / ALTERNATIVES BUSINESS BCCL SOLUTIONS C1 COMMITMENT S GOODWILL RETENTION CAPACITY BENEFITS SOCIAL FACTORS UTILITY T SOLUTIONS C2 RELATIONSHIP RESULTS WINS C3 TECHNOLOGICAL FACTORS EXCHANGE OF INFORMATION
Effective Communication is Crucial to our Roles
Communicatingeffectively is a Challenge!
Communication is all about conveying your messagesto other people clearly and unambiguously.Its also about receiving information that others aresending to you, with as little distortion as possible
Your message has to be clearlyUnderstood……and not just by YOU!!
Communicating well can greatly improve ourProductivity…….…. .make us more effective and efficient both in Written & Spoken formats!!
Communication Goals• To Exchange Information• To Change Behavior• To get Action• To ensure Understanding• To Persuade or Collaborate
Communication is a TWO WAY Process
We must alsoremember thatCommunication Skills are both – VERBAL & NON-VERBAL
Elements of Communication
Communication ProcessSOURCEAs the source of the message, you need to be clear about why yourecommunicating, and what you want to communicate.You also need to be confident that the information yourecommunicating is useful and accurate.MESSAGEThe message is the information that you want to communicate
Communication ProcessENCODINGThis is the process of transferring the information you want tocommunicate into a form that can be sent and correctly decoded atthe other end.Your success in encoding depends partly on your ability to conveyinformation clearly and simply, but also on your ability to anticipateand eliminate sources of confusion (for example, cultural issues,mistaken assumptions, and missing information.)A key part of this is knowing your audience: Failure to understandwho you are communicating with will result in delivering messagesthat are misunderstood.
Communication ProcessCHANNELMessages are conveyed through channels, with verbal channelsincluding face-to-face meetings, telephone and videoconferencing.Written channels including letters, emails, memos and reports.Different channels have different strengths and weaknesses.For example, its not particularly effective to give a long list ofdirections verbally, while youll quickly cause problems if you givesomeone negative feedback using email.
Communication ProcessDECODINGJust as successful encoding is a skill, so is successful decoding(involving, for example, taking the time to read a messagecarefully, or listen actively to it.)Just as confusion can arise from errors in encoding, it can also arisefrom decoding errors.This is particularly the case if the decoder doesnt have enoughknowledge to understand the message.
Communication ProcessRECEIVERYour message is delivered to individual members of your audience.No doubt, you have in mind the actions or reactions you hope yourmessage will get from this audience.Keep in mind, though, that each of these individuals enters into thecommunication process with ideas and feelings that willundoubtedly influence their understanding of your message, andtheir response.To be a successful communicator, you should consider these beforedelivering your message, and act appropriately.
Communication ProcessFEEDBACKYour audience will provide you with feedback, as verbal andnonverbal reactions to your communicated message.Pay close attention to this feedback, as it is the only thing that cangive you confidence that your audience has understood yourmessage.If you find that there has been a misunderstanding, at least youhave the opportunity to send the message a second time.
Communication ProcessCONTEXTThe situation in which your message is delivered is the context.This may include the surrounding environment or broader culture(corporate culture, international cultures, and so on).
BarriersLengthy or Disorganized MessagesMessages which contains errors.Use of poor verbal and bodylanguage can also confuse themessage.Offering too much information toofast.Understand your audience‟sculture, making sure you canconverse and deliver your messageto people of different backgrounds.
Problems withcommunication canpop-up at every stageof the communicationprocess.At each stage, thereis the potential formisunderstandingand confusion.
Interactive Skills• When groups of people work together, they exhibit certain behavior patterns that can be identified and recorded by an observer.• In a process called „behavior analysis‟ these behaviors can be sorted into descriptive categories and the frequency with which they occur noted• The goal of understanding these behaviors is to give us an insight into the behavior patterns which lead us to being effective - both in groups & in one-to-one situations
Interactive Skills• The Huthwaite Research Group, England from the late 1960 had been working on a truly descriptive & useful system for classifying behaviors.• The result of this investigation was a set of general interaction categories consisting of eleven items• These general interaction categories are particularly appropriate because they are relevant to a variety of common interactive situations
Interactive Skills• After the general interaction categories were developed, a large scale study was undertaken to see how they applied in task oriented situations.• The study came up with three main class of behaviors important to any group that undertakes to solve a problem or a complete a task.
Interactive Skills BEHAVIOURS WHICH PUT BEHAVIOURS BEHAVIOURSFORWARD IDEAS, WHICH WHICH CONCEPTS, CONSTITUTE EXCHANGEA SUGGESTION OR AN EVALUATION INFORMATION, RECOMMEND A OF OTHER FACTS, COURSE OF PEOPLE‟S OPINIONS, ACTION CONTRIBUTION AND OFFER CLARIFICATION
Interactive SkillsPROPOSING INITIATING BUILDING BEHAVIOURS PROCESSDEFEND / ATTACK BRINGING IN REACTING SUPPORTINGDIS-AGREEING SHUTTING OUTTEST UNDERSTAND SEEKING INFO CLARIFYINGSUMMARIZING GIVING INFO
Proposing Interactive SkillsA behavior that initiates adiscussion.During a meeting / discussionthe key point is that thestatement is absolutely newto the discussion and isactionable. Proposals couldalso begin as questions“Let‟s try and work aroundthe problem that we arefacing”By forming a core team ofthree persons we would havea focus on the issue”
Interactive SkillsBuildingA behavior that builds on theoriginal suggestion/ proposalDuring a meeting / discussionthe statement is a furtherproposal linked to the originalone and is actionable. Buildingcould also begin as questions“In addition lets also agree onhow we are going to sort out theproblem”Let the core team also have thepower to implement changes
Interactive SkillsTesting UnderstandingA behavior that seeks to establishwhether or not an earliercontribution has been understood.It attempts to ensure agreement orconsensus of some kind and refersto a prior question“Can I presume that the proposalfor the campaign can now proceedto the finalization stage”“Can I just understand this better.What you are saying is.........”
Interactive SkillsSummarizingA behavior that summarizes or restates,in compact form the discussion or theevent.“Just to put the facts together, we havean agreement on the following points : The Times of India - all editions is the Media Vehicle The campaign would run over a period of 12 months and there would be a minimum of 4 insertions every month.
Interactive SkillsGiving informationA behavior that that gives out facts,clarifications or opinionsThere are at least 3 ways to get toMumbaiThe name is spelt with a „v‟ and nota „w‟I remember a case just like this one
Interactive SkillsSeeking informationA behavior that seeks facts, opinionsor clarifications from another person“What is the time”“Where is the great wall of China”“Are we meeting today afternoon”“Isnt this the proposal for TheEconomic Times campaign
Interactive SkillsSupportingA behavior that makes aconscious and directdeclaration of agreement withor support for another person,or for their concepts andopinions“I agree with ……and not …”“Yes, I will go along with that”“Sounds Ok by me”“Fine”“I accept that”
Interactive SkillsDisagreeingA behavior that makes a conscious and direct declarationof disagreement for the concepts & ideas.“No, I don‟t agree with that”“I don‟t like the idea one bit”“The earlier idea was better”“I don‟t accept that”
Interactive SkillsDefend / AttackA behavior that attacks anotherperson either directly or bydefensiveness. Defending/attacking behaviors usuallyinvolve value judgments andoften contain an emotionalovertones. They are usually aboutpeople, not issues. It is personal“That‟s stupid”“....And your last point is sheerstupidity”“Don‟t blame me, its Ashok‟s job”
Interactive SkillsBringing inA behavior that invitesviews or opinions from amember of the group who isnot actively participating ina discussion“Rekha do you haveanything you would like toadd on”
Interactive SkillsShutting outA behavior that excludes a person from or reduces theiropportunity to contribute. The most common form ofshutting out is interruptions
End of Day 1
There are five keyelements of activelistening.They all help you ensurethat you hear the otherperson, and that theother person knows youare hearing what theyare saying.Active Listening
Active ListeningPAY ATTENTIONGive the speaker your undivided attention andacknowledge the message.Recognize that what is not said also speaks loudly. • Look at the speaker directly. • Put aside distracting thoughts. Don‟t mentally prepare a rebuttal! • Avoid being distracted by environmental factors. • “Listen” to the speaker‟s body language. • Refrain from side conversations when listening in a group setting.
Active ListeningSHOW THAT YOU ARE LISTENINGUse your own body language and gestures to convey yourattention. • Nod occasionally. • Smile and use other facial expressions. • Note your posture and make sure it is open and inviting. • Encourage the speaker to continue with small verbal comments like yes, and uh huh.
Active ListeningPROVIDE FEEDBACKOur personal filters, assumptions, judgments, and beliefscan distort what we hear.As a listener, your role is to understand what is being said.This may require you to reflect what is being said and askquestions. • Reflect what has been said by paraphrasing. “What I‟m hearing is…” and “Sounds like you are saying…” are great ways to reflect back. • Ask questions to clarify certain points. “What do you mean when you say…” “Is this what you mean?” • Summarize the speaker‟s comments periodically.
Active ListeningDEFER JUDGEMENTInterrupting is a waste of time. It frustrates the speakerand limits full understanding of the message. • Allow the speaker to finish. • Don‟t interrupt with counter-arguments.
Active ListeningRESPOND APPROPRIATELYActive listening is a model for respect and understanding.You are gaining information and perspective.You add nothing by attacking the speaker or otherwiseputting him or her down. • Be candid, open, and honest in your response. • Assert your opinions respectfully. • Treat the other person as he or she would want to be treated.
Active ListeningIt takes a lot of concentration and determination to be anactive listener.Old habits are hard to break, and if your listening habits areas bad as many people‟s are, then there‟s a lot of habit-breaking to do!Be deliberate with your listening and remind yourselfconstantly that your goal is to truly hear what the otherperson is saying.
Active ListeningSet aside all other thoughts and behaviors andconcentrate on the message.Ask question,reflect, andparaphrase to ensure you understand the message.If you don‟t, then you‟ll find that what someone says toyou and what you hear can be amazingly different!
Active ListeningRe-PhraseUse Customer‟s WordsTest UnderstandUse Reflector QuestionsSummarizeMaintain a Positive Body LanguageMaintain Eye Contact
Active Listening involvesPhysically attending byFacing the speakerMaintaining eye contactKeeping an open postureLeaning slightly towards the speakerStaying relatively relaxed
Active Listening also involves Psychologically attending by Listening to what is being said byKeeping an open mindThinking aheadAnalyzing & evaluating themessageNot interruptingNot talking for more than aquarter of the time
Active Listening Listening to how it is being saidcan be byindicated by Interpreting the person‟sbeing tone of voiceinterested in Evaluating the non verbal signalstheCommunication Listening to what is not beingand……. said by Listening “between the lines” Searching for possible gaps in your understanding Asking the right questions
Active ListeningProfessional salespeople are problem solvers.But you cant isolate problems unless youknow how to listen.There are four basic barriers to effectivelistening. They are:1. Many salespeople think selling is a job ofpersuasion and that persuasion means talking-all the time. They tend to forget thatsalespeople cant listen themselves out of asale.
Active Listening2. Many salespeople over prepare for what they are goingto say. Then they use the listening time as a waitingperiod until its their turn to talk again. Thats passiveand unproductive listening.3. Many salespeople have emotional listening filters.They refuse to hear what they dont want to hear. Theymay even be so busy with their own needs that they failto hear valuable closing signals.
Active Listening4. People listen faster than they can speak.When salespeople are in listening mode, oftenthey tune out and daydream figuring theyknow what the prospect is going to say. Whensalespeople lose concentration, they missvaluable clues about the prospects buyingmotives, needs and objections
Listen with yourEyes!!
Use their Language! Amplification Pitch Tempo Pause Tone Silence
Tell Stories & drawpictures and buildScenarios!!
Tap in to the Emotions andtheir Rational Side!!
Avoid Technical Jargon
Non Verbal Skills
Facial ExpressionsHand Movement Body LanguageHead MovementLeg MovementEye Movement
Gestures Allowing Talking Interruptions Little Downcast Eyes Very Meek Tone Quietly Hand washing „Set‟ Mouth and other nervous Aggressive gestures Posture SUBMISSIVE Distance Sympathetic Gestures Staring HOSTILITY Eyes Proximity WARMTHHarsh Toneof Voice Relaxed Tone of Voice CONTROL / Talking DOMINATION Loudly „Crinkled‟ Quickly Eyes Ignoring Expansive Responses Gestures Stabbing „Controlling‟ Fingers and use of Voice other forceful gestures Interrupting
Group ExerciseForm 3 Groups to DebatePolitics makes for strange Bed FellowsGroup 1 : For the Positive FutureGroup 2 : Against the Positive FutureGroup 3 : Observer Group.
Opening the Sale
Opening the Sale NAMEINTRODUCTION COMPANY NAME AREA OF RESPONSIBILITYINTEREST STATEMENTRELATE TO BCCLGAIN CONDITIONAL COMMITMENTPROCESS JUSTIFICATION
Opening the Sale MY NAME IS.......INTRODUCTION I AM WORKING WITH BCCL AS A ......... IN THIS FUNCTION MY RESPONSIBILITIES ARE.........INTEREST STATEMENT LET ME SHARE WITH YOU WHAT GOT ME INTERESTED TO MEET YOU...... STATE WHAT IS THAT INTERESTING THING THAT YOU HAVE LEARNED OR OBSERVEDRELATE TO BCCL STATE HOW WHAT YOU OBSERVED OR LEARNED IS IMPORTANT TO YOUR BUSINESS WHAT CAN YOU DO HOW HIS HER ORGANISATION WILL BENEFITGAIN CONDITIONAL COMMITMENT IF BY THE END OF OUR DISCUSSION YOU FIND THAT OUR PROPOSAL IS OF INTEREST & HOLDS VALUE TO YOUR ORGANISATION, THEN ARE YOU OPEN TO DOING BUSINESS WITH BCCLPROCESS JUSTIFICATION TO BE ABLE TO UNDERSTAND YOUR ENVIRONMENT BETTER AND TO PROCEED FURTHER I WOULD NEET TO ASK YOU A FEW QUESTIONS WHICH WOULD TAKE 10 - 15 MINS. DO I HAVE YOUR PERMISSION TO GO AHEAD, AND IF ITS O.K WITH YOU TO ALSO MAKE SOME NOTES
Group ExerciseWrite out Opening the Sale Statements for2 of your Customers who you will visit rightafter this Program.Make it BriefPractice itInternalise it
End of Day 2
Probing & Need Development
Probing & Need Development• If we are to provide the solutions to the Problems of our Customers: we Need to KNOW them first• To obtain valid information about others - Needs, Ideas,Opinions, Feelings, etc.• To increase receptivity - prepare for change• To develop and maintain positive rapport - mutual trust• To increase involvement and understanding• Keep in mind, they may not know they need it
How do you uncover Needs?
Open ProbesUsed for collectinginformation.Questionsthat encourage thecustomer to speakfreelyWhereWhatWhenWhyWhoHow
Closed Probes • Used when you want specific answers/information. Which restrict the answers to „YES‟ or „NO‟ • Elicit precise information • Enable the sales person to steer the conversation to the main stream. Some key words: – Can – If – Are – Would
Probing - MEQsMultiple embedded questionsThis is a question embedded in a questionIndicates anxiety, impatienceWith M.E.Qs there is a loss of control of theconversationCustomer might answer, might not answer
Probing AreasSITUATION QUESTIONProvides Information of the DifferentSituations of the Customers Organization,Business, Area of Work as perceived by Him orHer
Probing AreasOPINION QUESTIONHelps us understand the CustomersPerceptions, Desires, Values, Aspirations,Attitudes etc. Helps in reinforcing a continuedcreations of the positive perception
Probing AreasCOMMITMENT QUESTIONHelps us understand to what all theCustomer will Commit to while making adecision.
Probing AreasLEADING QUESTIONThese are questions to which we mostoften that not already know the answerto.The Answer would most certainly be in aYES or a NO
Questioning AreasSome questions that could be asked during a Prospect Interview Man / Buying process What is your involvement in the decision making process? Who else might be involved in the decision making process? And what is your buying process? How would the funds for the purchase be allocated? At what stage are you in the buying cycle?
Questioning AreasSome questions that could be asked during a prospect interview Buyers Business What business are you in? And how many other locations does your organization have? In what way do you remain competitive in the marketplace? Why do your customers buy from you? How do you go about the distribution of products & services to your customers?
Questioning AreasSome questions that could be asked during a prospect interview Current requirements What are your immediate requirements? Are you looking at any new product launches? What in your estimation are the campaigns that your Organization would like to go in for? As a person heading the function if you were to plan for a campaign what would be the top three or four media platforms that you would like to use? What are your critical focus area for the next 6 months…….And how do you intend going about achieving these focus areas?
Questioning AreasSome questions that could be asked during a prospect interview Current systems What are the three most critical work processes in your Organization? How are they currently produced? Where are they produced? How do you engage with your consumers? How do you differentiate your products from your competitors? What are the current systems at work for the production of these Products? How much of your work is outsourced? In which way would you like to improve the current system?
Questioning AreasSome questions that could be asked during a Prospect Interview Future What future plans do you have in the next two to three years? Diversification, development, expansion? And how do you feel we might be associated in these plans through our products & services? And how will the ............. impact the creation and distribution of products throughout the organization? To what extent do you anticipate the ... impacting your Business Cycles? How do you plan to continue to attract Consumers to your products & services?
Questioning AreasMake conversation Use etiquette Use interactive skillsInterviewing questions Use different types of probes Use different types of questionsListen activelySummarize disclosuresThe measurement of a good interview and listening is basedon the number of disclosures you have been able to retain &summarise.
Questioning AreasRight through the Sales Call Test Understandand Summarize and Seek Information and GiveInformation and Propose and Build andIt helps to dig out any Objections the Customermight have or any misunderstanding that mighthave crept into the Conversation.It also proves you were listening
Closing Clues• Verbal cues -Sounds good… -There is no harm in trying• How do I make payment, monthly or per ad basis• When are you planning to come up with the feature• By when do I need to give the creative
Closing“Can the subsequent ads be repositioned onpage three if we find the campaign to beeffective”“Is there some way where I can pay before thedate of release of the ad”“Would you like me to mention the option onthe offer”
ClosingSummary & Alternative CloseSummaries the benefits & present alternativesfor a decision“Now Mr. Customer, we have agreed that TheTimes of India can take care of the two mainrequirements that you have of a. reaching SEC A+ Classification of Customers … and b. ensuring high visibility by positioning the Ad on the Front Page“Where would you like us to collect the ReleaseOrder from – Your office or from your agency”
ClosingCall Back CloseThis may be used when you have had a“no” and have had to leave without anyagreement on the next stepsCall back the customer and say........“Mr. Customer must apologise to you, Ican‟t think how it happened, but I forgotto tell you about the add on option ofHyderabad & BangaloreThis new or forgotten fact should begenuine and if possible significant (not - “Iforgot to mention that there is a 10%discount if you release the ad today)
ClosingThe Final Objection CloseThe objective is to obtain the customer‟sagreement that there is only one reason for notbuying - and that you have identified it correctly.Listen to the objection very carefully right throughto the end - make sure you understand itcompletely.“As I understand it Sir / Ma‟am, if I can satisfy youthat you can rely on the aspects of our circulationand our readership for The Economic Times, youwould go ahead and finalize the ad campaign hereand now.Of course you can only start the final objectionclose of you know you can answer the objection
ClosingI‟ll Think it over CloseProbably the most effective and powerful weaponused against a salesperson.And the next time you call - either the customer isbusy, or he is out, or he has bought a competitiveproduct
ClosingCUSTOMER I‟LL THINK IT OVERTRSP : I‟M DELIGHTED. I‟D HATE YOU TO MAKE A SNAPDECISION ABOUT SOMETHING SO IMPORTANT, ANDI‟M SURE YOU WOULD‟NT BE THINKING ABOUT IT IFYOU WERE NOT INTERESTED.CUSTOMER YES, I‟LL GIVE IT VERY CAREFULCONSIDERATION
ClosingTRSP : JUST SO THAT YOU HAVE ALL THE FACTS INYOUR MIND WHILE YOU ARE CONSIDERING THEDECISION, PERHAPS YOU CAN TELL ME WHAT IT ISTHAT I HAVE NOT SATISFIED YOU ABOUT, IS IT THEPOSITIONING OF THE AD ?AND YOU ARE BACK TO THE PROCESS OFELIMINATING THE BARRIERS TO THE CLOSE
ClosingSharp Angle CloseCan be used when a customer asks or commentsabout a particular feature of the PublicationCustomer : Ah! I was looking for a medium throughwhich we could reach the my Customer base in onlyGurgaon!TRSP : So what you are saying is that you would goahead and finalize the order now if you were able togeo-target your audience just Gurgaon.
ClosingCustomer : Yes !TRSP : In that case Sir / Ma‟am, we seem to havefound the Ideal Option for You! With a certainminimal additional costing we can make sure thatyou Ad campaign reaches out to your audience onlyin Gurgaon through the Zoned offering of our DelhiTimes.
Closing Experienced sales persons worldwide often close 5 times to get an orderREMEMBER The only way to learn to time your closes is with practice & experience Closing is the surest route to bringing out hidden objections that you can answer, therefore closing is a very positive technique
Objection Handling LISTEN TEST UNDERSTANDING GAIN COMMITMENTDOUBT/SCEPTICISM MISUNDERSTANDING REAL/PERCEIVED DRAWBACK REPHRASE MAXIMISE BENIFITS OFFER PROOF MINIMISE DISADVANTAGES TEST UNDERSTANDING CLARIFY CONFIRM ACCEPTANCE CLOSE
The Complete Process
Probing Pyramid THE GOLDEN SILENCE YES IMPLEMENTATION PLAN ASK THE CLOSING QUESTIONMANAGE THE OBJECTIONS HEAR & USE BUYING SIGNALS NO MANAGE THE OBJECTIONS YES CONTROL THE TWO WAY CONVERSATION FINAL USE SUMMARIES SUMMARY NO ASK OPEN QUESTIONS GAIN COMMITMENT TO A SOLUTION FEATURE.ADVANTAGE. BENEFIT EFFECT BUILDING OPPORTUNITIES & PROBLEMS QUESTIONS
ParadigmWHAT IS IMPOSSIBLE TO DO TODAY - ONCE CHANGED MAY BE THE NORM TOMORROW