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  1. 1. Parakhiya Vasant Presented<br />Selling Skills<br />
  2. 2. &quot;HI IMPACT SELLING&quot;<br />
  3. 3. SELLING OR HAGGLING?<br />
  4. 4. Who sells to whom?<br />Are you selling to the prospect?<br />Is the prospect selling to you?<br />The prospect sells to you that he can’t or won’t buy<br />Or…<br />You sell to him that he can and should buy<br />
  5. 5. This is your Customer … <br />
  6. 6. This is you … <br />
  7. 7. You deal with a customer<br />&<br />This is what can happen… <br />
  8. 8. He can make you … <br />… feel like this !<br />
  9. 9. Or this !<br />
  10. 10. But … <br />
  11. 11. We all want to … <br />
  12. 12. Have our cheese … <br />… and eat it too !<br />
  13. 13. Well … <br />How can you sell to the Customer And… <br />
  14. 14. Still feel happy about it ?<br />
  15. 15. “What is the discount you are offering ?”<br />customer !<br />You ! <br />“A very special discount for you Sir”<br />
  16. 16. “Oh Come on ! Your competitor is giving…”<br />customer !<br />You ! <br />“Really? Sir that is out of question” <br />
  17. 17. “I can buy it right now but I won’t accept anything less than …” <br />customer !<br />You ! <br />“You drive a hard bargain Sir. 50% is too high. I can offer you 25% discount ”<br />
  18. 18. “40% discount and nothing less” <br />customer !<br />You ! <br />“Have you noticed our new memory dialing system Sir. I can offer you a maximum of 30% discount. That’s the best I can do” <br />
  19. 19. So why then at the end of it all … <br />Do you feel like this ?<br />
  20. 20. Our ego … <br />It gets hurt !<br />
  21. 21. Hurt because… <br />You took a position <br />
  22. 22. Hurt because… <br />He took a position <br />
  23. 23. Furthermore you didn’t know … <br />Where to hide your face <br />
  24. 24. And he didn’t know … <br />Where to hide his face <br />
  25. 25. Saving face!<br />It bruises the ego !<br />
  26. 26. People lock themselves in! <br />
  27. 27. They defend against attack!<br />
  28. 28. They get committed!<br />
  29. 29. Attention is paid to...<br />Saving position & saving face<br />
  30. 30. Concerns … <br />Get thrown out of the window <br />
  31. 31. It become … <br />…a contest of will <br />
  32. 32. This is called … <br />
  33. 33. G<br />G<br />H<br />A<br />L<br />N<br />I<br />G<br />
  34. 34. Haggling leads to … <br />…a broken relationship <br />
  35. 35. Haggling is not … <br />…selling <br />
  36. 36. Haggling is not … <br />…Negotiating <br />
  37. 37. If you haggle … <br />…This is what you will look like !<br />
  38. 38. If you don’t want to haggle … <br />If you don’t want to get hurt … <br />You must … <br />
  39. 39. Satisfy the need of your organisation !<br />&<br />Satisfy the need of the Customer !<br />
  40. 40. Concern for the customer<br />Strategic advantage threshold <br />Minimum acceptable threshold<br />Professional selling skills<br />Concern for the company<br />Concern for the sale<br />Sales Troika Balance <br />
  41. 41. You can do this with the … <br />Selling skills<br />Programme <br />
  42. 42. The <br />S.P.I.N.<br />Method<br />
  43. 43. Are there special skills that makes someone successful in large sales? <br />Or is selling just selling whether the sale is small or large?<br />
  44. 44. ADVANCED SKILLS <br />Research<br />shows that <br />top salespeople <br />in LARGE sales<br />have SPECIAL SKILLS<br />
  47. 47. HOW MANY WERE FACTUAL? e.g. How many calls do you get per day?<br />HOW MANY ABOUT PROBLEMS DESIRES <br />e.g. What effect might that have on your customer response time?<br />
  48. 48. S.P.I.N.<br />S ituation ?<br />P roblem ?<br />QUESTIONS<br />I mplication ?<br />N eed payoff ?<br />
  49. 49. Write 5 typical “Situational Questions” <br />
  50. 50. Situation <br />QUESTIONS<br />How many people work here?<br /><ul><li>SUCCESSFUL SALESPEOPLE ASK THEM ECONOMICALLY.
  52. 52. THE MORE SENIOR THE BUYER THE LESS THEY LIKE ANSWERING FACTUAL QUESTIONS</li></li></ul><li>Situation <br />QUESTIONS<br />IMPACT: Least powerful of the SPIN questions. Can be negative. Most people ask too many.<br /> SO<br /><ul><li>ELIMINATE UNNECESSARY QUESTIONS
  53. 53. DO YOU HOMEWORK THOROUGHLY</li></li></ul><li>Write 5 typical “Problem Questions” <br />
  54. 54. Problem<br />QUESTIONS<br />What prevents you from achieving that objective?<br /><ul><li>A PRODUCT IS SOMETHING WHICH SOLVES A PROBLEM
  56. 56. THINK OF FIVE PROBLEMS THAT YOUR PRODUCT SOLVES</li></li></ul><li>Problem<br />QUESTIONS<br />IMPACT: More powerful than Situation Questions. People ask more as they become more experienced.<br /><ul><li>THINK OF YOUR PRODUCTS IN TERMS OF THE THE PROBLEMS THEY SOLVE FOR BUYERS- NOT THEIR FEATURES.</li></li></ul><li>Write 5 typical “Implication Questions” <br />
  57. 57. Implication<br />QUESTIONS<br />PROBLEMS<br />PROBLEMS<br />PROBLEMS<br />PROBLEMS<br />PROBLEMS<br />BUYER<br />. . . but what are the implications?<br />
  58. 58. Implication<br />QUESTIONS<br />???<br />INEXPERIENCED<br />SELLER<br />
  59. 59. Implication<br />QUESTIONS<br />Solution<br />Solution<br />Solution<br />Many experienced <br />sellers link solutions<br />to problems too soon<br />Solution<br />
  60. 60. Implied needs are a statement of wants and desires?<br />
  61. 61. No???<br />
  62. 62. A customer with a large problem is ready to accept a solution? <br />
  63. 63. No???<br />
  64. 64. One may have a … <br />Problem. Difficulty. Dissatisfaction<br />
  65. 65. 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.<br />
  66. 66. So the seller must establish and build the pain by Implication Questions<br />
  67. 67. YOU HAVE BUYER THINKSSOLUTION NOT WORTH COST <br />IMPLICATIONS<br />New products slow to market<br />Higher design costs<br />Lose best designers<br />Our design software allows you make design revisions much faster<br />
  68. 68. POSSIBLE IMPLICATION QUESTIONS<br /><ul><li>What will you do if your telephone lines are down for 72 hours?
  69. 69. If you receive a long distance call and cannot hear clearly then how do you feel?
  70. 70. How do you feel if you have to make ten complaints to rectify your phone and after that to bribe the linesmen to make it happen?</li></li></ul><li>Implication<br />QUESTIONS<br />IMPACT: Most powerful of all SPIN questions. Top salespeople ask lots of them..<br /><ul><li>THESE ARE THE HARDEST TO ASK AND MUST BE PLANNED CAREFULLY BEFORE KEY CALLS</li></li></ul><li>Write 5 typical “Need pay-off Questions” <br />
  71. 71. Need-payoff<br />QUESTIONS<br />How much business would you loose if your phone did not work for 24 hours?<br /><ul><li>UNLIKE THE OTHER 3 THEY FOCUS ON SOLUTIONS.
  73. 73. YOUR FINAL PRESENTATION CAN BE FOCUSSED ON ACKNOWLEDGED NEEDS</li></li></ul><li>Need-payoff<br />QUESTIONS<br />IMPACT: Constructive questions always used by top sales people and have positive affect on buyer.<br /><ul><li>BUYER SHOULD DO THE TALKING AND BE ALLOWED TO CONVINCE HIMSELVE</li></li></ul><li>THE SPIN PROCESS<br />WHAT IS YOUR <br />G:S<br />RATIO?<br />
  75. 75. Preliminaries<br />?<br />Which stage is missing?<br />Demonstrating Capability<br />Obtaining Commitment<br />
  76. 76. Preliminaries<br />INVESTIGATING<br />Demonstrating Capability<br />Obtaining Commitment<br />
  77. 77. INVESTIGATING!!<br /><ul><li>Hasdirect influenceon your success
  78. 78. This stage will most impactyour success
  79. 79. The key purpose is touncover implied needs
  80. 80. Investigating is done throughquestions</li></li></ul><li>The objective is to Move… <br />Implied Needs <br />into <br />Explicit Needs <br />
  81. 81. HOW?<br />
  82. 82. …Grow that need!<br />
  83. 83. Problems<br />A solution here has little impact.<br />Difficulties<br />Dissatisfactions<br />NEED<br />NEED<br />NEED<br />NEED<br />NEED<br />A strong need, your solution will have impact!<br />NEED<br />It begins in the form of <br />Problems, difficulties or dissatisfactions. These are Implied Needs.<br />Clear, Strong<br />When needs have developed into <br />Wants or Desires<br />we call them Explicit Needs.<br />Wants and Desires<br />
  84. 84. Needs <br />Need to…<br />Outweigh c o s t s!<br />
  85. 85. Don’t Buy<br />Buy<br />Hassle<br />Risks <br />Explicit Need<br />Hidden Extras<br />Explicit Need<br />Cost <br />Explicit Need<br />The cost of the solution<br />Perceived value Buyer<br />
  86. 86. CONTINUATION & ADVANCE<br />
  87. 87. CONTINUATION OR ADVANCE?<br /><ul><li>I liked your presentation. Let’s meet again sometime and discuss further.
  88. 88. I cannot make this decision, but I’ll arrange for you to meet our Operations Manager.
  89. 89. We would have to see the system in action. Can you arrange a demonstration?</li></li></ul><li>A customer states a problem<br />You can solve it!<br />Should you… immediately offer your solution?<br />No !<br />
  90. 90. Implied needs!<br />Implication questions demonstrates <br />Concern on the effect that the problem is having <br />Understanding of the issues and their consequences <br />
  91. 91. The timing… <br />Situation Qs. first<br />… Establish the key facts <br />Problem Qs. next<br />… Uncover the implied needs <br />Implied Qs. last<br />… Develop and extend implied needs <br />
  92. 92. Implication Qs. They...<br />Ensure your solution has maximum impact !<br />Build credibility and demonstrate concern !<br />
  93. 93. When you uncover an implied need… <br />Hold back !<br />Develop it !<br />… Offer your solution only at the very last ! <br />
  94. 94. Need payoff Qs. <br />Qs. which probe for Explicit Needs<br />… shifts attentions from <br />Problems to Solutions <br />It tells you the value of the benefit<br />
  95. 95. PUTTING SPIN INTO PRACTICE<br />TWO KEY FACTORS<br />PLANNING – Thinking through your SPIN questions and advances and putting them into a call plan<br />PARADIGM SHIFT- Shifting your perspective away from product and towards problem solving e.g. Xerox Corp. <br />
  96. 96. The roadmap … <br />Implied Needs<br />Situation Questions<br />Problem Questions<br />Implication Questions<br />Explicit Needs<br />Need-payoff Questions<br />BENEFITS<br />
  97. 97. IMPLIED OR EXPLICIT NEEDS ?<br />Explicit<br />Implied<br />Implied<br />Explicit<br />Implied<br />I need help in forecasting sales better<br />I’m worried about increasing competition<br />Our customers are having to wait too long- we’ve lost some!<br />We need to be able to send messages automatically to our sales team<br />Our communications systems aren’t as flexible as they should be<br />
  98. 98. NEEDS ACROSS FUNCTIONS<br />You can increase the strength of the need by looking at the clients entire business process to link different functions.<br />Link the needs you uncover and help buyers to understand how needs are connected.<br />Look for ways to link individual problems into an overriding one which affect whole organization.<br />
  99. 99. PROBLEM OR IMPLICATION QUESTIONS?<br />Are you concerned about increased workload?<br />How has the increased workload affected staff turnover?<br />Have these staff problem led you to lose clients?<br />How have you been handling the staff shortage?<br />Problem<br />Implication<br />Problem<br />Implication<br />
  100. 100. WHAT GOES INTO GOOD IMPLICATION QUESTIONS?<br />Planning- they do not flow automatically so don’t ‘wing’ it!<br />Business knowledge- You have understand why a problem might be important to the buyer and what the business issue are<br />Application knowledge- You must able to make the link between your product and their problems to be able to select the right Implied Needs <br />Divert the buyers attention from problems you can solve from problems you can’t solve<br />Timing. Always before introducing solution to Explicit Need.<br />
  101. 101. NEED- PAYOFF QUESTIONS<br />They probe the Explicit Needs<br />Reduce objections because cause buyer to explain solution<br />Move discussion forward towards action and commitment<br />
  102. 102. NEED-PAYOFF QUESTIONS?<br />How much would you save annually if we could eliminate your seasonal overtime costs?<br />Are you worries about the unreliability or your current system?<br />Has staff shortage caused you to miss important calls?<br />How important is it to double your response time?<br />Need-payoff<br />Problem<br />Implication<br />Need-payoff<br />
  103. 103. BE AN I.C.E. MAN (OR MAIDEN)!<br />Ask these questions after developing the seriousness<br /> of problem through Implication Questions but before<br /> describing your solution.<br />
  104. 104. Roleplay, videotaping & feedback<br />
  105. 105. CLOSING TECHNIQUES<br />Understand the value of closing the sale <br />Learn it !<br />
  106. 106. “Close”<br />It starts with a “C”<br />C stands for conviction <br />Take C out and you have Lose <br />
  107. 107. The heart of your sales career <br />
  108. 108. Selling is a transference of feeling<br />In order to transfer feeling <br />You got to have the feeling<br />Believers are closers !<br />
  109. 109. The “believer’s” close<br />… we believe so deeply. So completely. So fervently in what we are selling that we can’t understand why other people don’t buy <br />
  110. 110. A belief base needs to be… <br />Tied directly to the heart <br />The shortest route is from the heart into the customer’s pocket <br />
  111. 111. Closers own what they sell <br />The critical step is the step of honesty<br />Your total conviction, your belief that it is truly the best buy <br />
  112. 112. Can’t afford it <br />Unless you own it you can’t sell it <br />Own a 747? Well not exactly ! <br />Be loyal to the product. Be loyal to the company<br />
  113. 113. Encouraging closure <br />Put yourself in the other party’s shoes <br />Understand what might be preventing him <br />
  114. 114. Encouraging closure <br />Emphasise benefits <br />… show advantages not previously considered <br />
  115. 115. Encouraging closure <br />Avoid a win lose situation <br />…look for acceptable outcomes <br />
  116. 116. 5<br />5<br />Closure <br />&<br />Split the difference! <br />… partly yours & partly mine <br />
  117. 117. Or <br />Or <br />Closure <br />Suggest acceptable alternatives <br />
  118. 118. Closure <br />Be assertive not aggressive!<br />
  119. 119. Closure <br />If not satisfied do not sign!<br />
  120. 120. Closure <br />?<br />?<br />Does he have full authority?<br />
  121. 121. Closure <br />If...<br />If we came up…<br />If I reduce the…<br />If I give you…<br />First make a hypothetical proposal <br />Hypothetical proposals are not commitments <br />Test the issues important to the opposition <br />
  122. 122. Some closing techniques… <br />
  123. 123. The picture close… <br />Been to a 5 star Hotel recently ?<br />Asked for a …Green salad ?<br />No ! We don’t have that on the menu !<br />You can however order … <br />“A sensuous salad. A painter’s 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 !”<br />Yes Sir ! Hotels are word merchants<br />They know how to throw their words around to describe their food <br />
  124. 124. The picture close… <br />Roleplay<br />Situation <br />In colouful words describe how you would sell the benefit of a trouble free telephone connection to the customer<br />
  125. 125. The fear close… <br />You walk into a petrol station<br />The attendant lifts the hood of the car. He checks the oil<br />“My G-o-d ! You need 3 litres of oil”<br />“ 3 litres?”<br />“Is there no oil in the engine at all ?”<br />The attendant turns around and tells you … <br />“The oil in the car is awfully dirty. It will damage your engine. It won’t take 5 minutes I can change it for you.”<br />The attendant has put the fear into the mind of the car owner. The car owner can ignore the attendant but damage the car engine.<br />What do you recommend he does? <br />
  126. 126. The fear close… <br />Roleplay <br />Situation <br />You only have a limited number of connections to offer in this territory<br />Use the fear closing technique to sell him the scheme <br />
  127. 127. The post selling close… <br />I recently purchased a car. Less than 72 hours of bringing the car home. This is the letter I received.<br />Dear Mr. Khetarpal,<br />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.<br />Yours truly,<br />This letter gives assurance to me that I purchased the right car. It also told me that the dealership appreciates my needs and will look after my interests.<br />
  128. 128. The post selling close… <br />Activity <br />You have just made your first sale to your customer …<br />What letter post sale would you write to him so that you create a long term relationship.<br />
  129. 129. Other closing techniques … <br />The “building trust” close<br />The “Challenge” close<br />The “Special occasion” close<br />The “emotional” close<br />The “opportunity” close<br />
  130. 130. Roleplay, videotaping & feedback<br />
  131. 131. Show confidence!<br />
  132. 132. Your response !<br />Look for similarities <br />Wait for the other party to finish <br />“However”<br />Every concession you make is a major loss to you <br />Seek clarification. Paraphrase before your respond <br />Keep the other party guessing <br />Ask questions. Lots of them <br />Volunteer information sparingly <br />Make counter offers immediately <br />Counter offer with priorities of least importance <br />
  133. 133. Bargain the substance <br />Table the issues <br />
  134. 134. Tabling the issues <br />We tell you…<br />What are we thinking?<br />You tell us…<br />What are you thinking?<br />Our thinking!<br />Your thinking!<br />
  135. 135. Qs<br />Questions. Ask many many questions <br />
  136. 136. Uncovering needs <br />NEED<br />Uncover needs. Ask why?<br />Clarify ! <br />NEED<br />NEED<br />NEED<br />NEED<br />NEED<br />Turn Implicit needs <br />Into <br />Explicit needs<br />
  137. 137. Clarify<br />Restate! <br />Summarise! <br />Check it out! <br />Recap <br />… it maintains momentum <br />… it ensures that you understand <br />… it ensures agreement <br />Clarifying behaviour. Use it again and again <br />
  138. 138. Trade concessions <br />Offer the smallest concession first <br />Judge how much you need to yield <br />You may not need to go so far <br />
  139. 139. I give you...<br />And you give me...<br />Concede ground only if you receive something in return<br />
  140. 140. Each concession is a serious loss to you<br />
  141. 141. Make major concessions on minor issues <br />Make minor concessions on major issues <br />
  142. 142. Take a long term view <br />
  143. 143. Cast doubt on the validity of opponents information <br />Test the validity of the opponents claim <br />
  144. 144. Strengthen your position <br />Power <br />is in the head <br />
  145. 145. Strengthen your position <br />Cast doubt on validity of opponents information <br />
  146. 146. Strengthen your position <br />Look for errors of logic. Omissions of fact. <br />
  147. 147. Strengthen your position <br />Don’t attack individual personalities <br />… specially competitors <br />
  148. 148. Strengthen your position <br />Show emotions. Convey feelings!<br />
  149. 149. Strengthen your position <br />Test the validity of the opponents claim <br />
  150. 150. “The price is too high? ” <br />Prospect forgets price but remembers quality<br />Good things are not cheap !<br />Cheap things are seldom good !<br />
  151. 151. But…You must still close <br />There is a fear factor <br />Fear of making a mistake <br />Are you the right kind of person<br />Is it the right product?<br />Using the right technique<br />With the right motive <br />Well… you have a good chance! <br />
  152. 152. Closing is a learned skill<br />Not a natural one <br />Skill can be acquired <br />Are you willing to make the effort?<br />
  153. 153. Implementation <br />On reaching the agreement<br />Put it into your report <br />Draw up an action plan<br />Put the plan into effect<br />Thursday <br />Monday <br />Friday<br />Tuesday <br />WEDNESDAY <br />SATurday<br />Schedule the implementation <br />
  154. 154. Breakdown <br />The longer the breakdown <br />The more bitter it becomes<br />The harder it is to restore it <br />Reestablish communication <br />If all else fails. Use a mediator<br />Someone who can think laterally <br />Action is vital to prevent a situation becoming irretrievable<br />
  155. 155. The value adders !<br />Show him sales turnover <br />Talk about inventory holdings<br />Talk about working capital <br />Show him the customer pull <br />Tell him about customer loyalty <br />
  156. 156. Are you able to raise the value of the product In the prospects mind? <br />The minute... <br />Value equals the price <br />Value exceed the price <br />You now have...<br />“A hot prospect” <br />
  157. 157. Features/Advantages Benefits<br />Or <br />
  158. 158. FAB<br />Demonstrate capability<br />Make a benefit <br />Obtain commitment<br />
  159. 159. The more the features describe <br />The more likely the sale ?<br />
  160. 160. No!<br />
  161. 161. Features! <br />They are the characteristics of your product<br />They are neutral<br />Not very persuasive <br />They create low impact <br />…to be used restrictively!<br />
  162. 162. Advantages! <br />Show how your product or service can help the customer <br />Are more persuasive than features <br />Can have high impact early in the cycle <br />Impact dilutes with the sale progress<br />…to be used with caution!<br />
  163. 163. Benefits! <br />Show how the product meets an explicit need <br />It is the final step in the need development process <br />The most powerful of sales behavior <br />… To be used only after need has been expressed<br />
  164. 164. Benefits<br />Hi<br />(high impact always)<br />FEATURES. ADVANTAGES. BENEFITS.<br />(initially high but quickly falls off)<br />Impact on Customer<br />Advantages<br />Features<br />(low impact always)<br />Hi<br />Lo<br />Contact<br />Contact <br />
  165. 165. Features lead to price concerns <br />Advantages result in objections<br />Benefits receive…<br />Support & Agreement <br />
  166. 166. Commitment ! <br />More often you use the closing technique <br />The more likely customer will buy? <br />
  167. 167. No!<br />
  168. 168. Commitment ! <br />Ask for the commitment … but only after you have built the value <br />
  169. 169. Roleplay, videotaping & feedback<br />
  170. 170. Parakiya vasant presentation <br />Part-2<br />&quot;HI IMPACT SELLING&quot;<br />
  171. 171. “HI IMPACT SELLING” <br />DAY# 2<br />09:30-10:00a.m. Icebreaker <br />10:00-11:15a.m. Customer profiling <br />11:15-11:30a.m. Tea/Coffee <br />11:30-12:15p.m. Role plays, video taping & feedback <br />12:15-1:00p.m. Objection handling <br />1:00-1:45p.m. Lunch <br />1:45-2:45p.m. Communication skills & roleplays <br />2:45-3:15p.m. Empathy <br />3:15-3:30p.m. Tea/Coffee <br />3:30-4:15p.m. Active listening & roleplays <br />4:15-5:30p.m. Lead Management <br />
  172. 172. Customer Profiling <br />
  173. 173. The sales person type !<br /><ul><li> The fatalist
  174. 174. The exasperator
  175. 175. The appraiser
  176. 176. The relator
  177. 177. The love motivated </li></li></ul><li>The client type !<br /><ul><li>The silent listener
  178. 178. The critical examiner
  179. 179. The friend
  180. 180. The aggressive client
  181. 181. The competitor’s friend </li></li></ul><li>Characteristics <br />Types <br />Behavior<br /><ul><li>State purpose
  182. 182. Be honest & open
  183. 183. Seek permission to go ahead
  184. 184. Result/assertive
  185. 185. Takes risk
  186. 186. Open, honest, confident
  187. 187. Technology conscious
  188. 188. Seeks value
  189. 189. Highly knowledgeable </li></ul>Professional <br /><ul><li>State purpose
  190. 190. Tell benefit
  191. 191. Check for understanding
  192. 192. Aggressive
  193. 193. Wants best deal
  194. 194. Self focussed
  195. 195. Low loyalty
  196. 196. Conservative
  197. 197. Egoistic </li></ul>Bargaining <br /><ul><li>State purpose
  198. 198. Assure
  199. 199. Clarify & go ahead
  200. 200. Avoids risk
  201. 201. Takes time
  202. 202. Solicits others opinions
  203. 203. Goes for tried & tested products
  204. 204. Price is important </li></ul>Security <br />CLIENT BEHAVIOURS <br />
  205. 205. Dominant <br />P<br />B<br />Closed <br />Open <br />S<br />Sub dominant <br />CLIENT BEHAVIOUR MODEL<br />
  206. 206. CUSTOMER PROFILING<br />Hostile <br />Warm <br />X<br />The behavior measurement !<br />Somewhat more warm than hostile?<br />The problem...<br />“Do not have adequate information to read customer behavior” <br />
  207. 207. CUSTOMER PROFILING<br />…a better alternative <br />Dominance <br /><ul><li> Power
  208. 208. Status
  209. 209. Self esteem
  210. 210. Self actualisation
  211. 211. Autonomy
  212. 212. Achievement
  213. 213. Power Constitutional
  214. 214. Recognition
  215. 215. Security
  216. 216. Belonging </li></ul>Hostile <br />Warm <br /><ul><li> Security
  217. 217. Nurturing
  218. 218. Basic/psychological
  219. 219. Affiliation
  220. 220. Security
  221. 221. Security </li></ul>Submission<br />
  222. 222. CUSTOMER PROFILING<br />Indicates movement when motivational needs are threatened or denied <br />…satisfaction moves behavior to the upper right quadrant <br />
  223. 223. CUSTOMER PROFILING<br />I<br />IV<br />Dominance <br />…towards assertiveness, pursuit of quality, open to new ideas. Improved process & result<br />…towards aggressiveness & unpleasantness <br />Hostile <br />Warm <br />…towards agreeableness but with insecurity & inability to fulfill commitments <br />…towards mistrust & avoidance of commitment <br />II<br />III<br />Submission<br />
  224. 224. PERSONALITY PROFILING<br />Hot button <br />High Directive Need <br />HARD-DRIVEN<br />SOCIABLE<br />Personable<br />Dynamic<br />Risk taker<br />Impatient<br />Manipulative<br />Determined<br /> Practical<br />Insensitive<br />Critical<br />Aloof<br />Recognition<br />Winning<br />Dependent<br />Independent<br />Precise<br />Thorough<br />Consistent<br />Risk- avoider<br />Withdrawn<br />Caring<br />Enthusiastic<br />Sensitive<br />Impracticall<br />Indecisive <br />Helping<br />Being Right<br />Low Directive Need<br />DETAILED<br />DEVOTED<br />
  225. 225. CUSTOMER PROFILING<br />Quadrant IA Hostile - Dominant <br />Key motivation: Desire for security <br />Motivation satisfaction strategy:<br />“Attack is the best form of defense”<br />People characteristics <br />
  226. 226. CUSTOMER PROFILING<br />Quadrant IA<br />Hostile Dominant <br />PEOPLE CHARACTERISTICS <br /><ul><li> Brag incessantly
  227. 227. Drop impressive names & misquote “authorities”
  228. 228. Interrupt impatiently and often
  229. 229. Are unreasonably stubborn
  230. 230. Are argumentative without calls
  231. 231. Make broad generalisations & sweeping statements
  232. 232. Are dogmatic & opinionated
  233. 233. React without hearing the whole story</li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IA<br />Hostile Dominant <br />HANDLING TECHNIQUES <br /><ul><li> Be courteous but firm & assertive
  234. 234. You have nothing to lose
  235. 235. Ask closed questions frequently and keep control
  236. 236. Avoid justifying yourself, your product or idea
  237. 237. Stick to demonstrable fact whenever possible
  238. 238. Test every gross assertion politely but firmly
  239. 239. Expect to meet resistance to closing
  240. 240. Expect exaggerated objections </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IB Dominant - Hostile <br />Key motivation: Need for status & autonomy <br />Motivation satisfaction strategy: <br />Precision and outward indicators of power <br />People characteristics <br />
  241. 241. CUSTOMER PROFILING<br />QuadrantIB<br />Dominant-Hostile <br />PEOPLE CHARACTERISTICS <br /><ul><li> Are cold and detached
  242. 242. If angered remain cool but biting
  243. 243. Are angered if status is underestimated
  244. 244. Make precise statements when making a complaint
  245. 245. Are easily offended
  246. 246. Hold on to their evaluation of their own worth
  247. 247. React negatively when they perceive personal slight
  248. 248. Avoid sarcasm
  249. 249. Demand efficiency & respect </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IB<br />Dominant-Hostile <br />HANDLING TECHNIQUES <br /><ul><li> Stress benefits which offer prestige & recognition
  250. 250. Expect “I don’t need you” response-temporary rejection
  251. 251. Show conviction and strength
  252. 252. Not aggression
  253. 253. Be courteous
  254. 254. Precede all questions with a benefit
  255. 255. Only ask for information you really need
  256. 256. Never use leading questions </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IIA Hostile-Submissive <br />Key motivation: Security express through abnormal demands for protection<br />Motivation satisfaction strategy: <br />“What if” concerns <br />People characteristics <br />
  257. 257. CUSTOMER PROFILING<br />Quadrant IIA<br />Hostile-Submissive <br />PEOPLE CHARACTERISTICS <br /><ul><li> Express doubt about any statement made
  258. 258. Think up unlikely scenarios of what could go wrong
  259. 259. Demand totally unreasonable guarantees
  260. 260. Niggle and complaint
  261. 261. Doubt the validity of any new idea
  262. 262. Ask questions many of which are impossible to answer
  263. 263. Give little if any information in return
  264. 264. Ask you “Why you want to know”
  265. 265. Use aggressive body language but weak in behavior </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IIA<br />Hostile-Submissive <br />HANDLING TECHNIQUES <br /><ul><li> Remain patient even in the phase of disbelief
  266. 266. Assure and reassure to illustrate safe application
  267. 267. Give guarantees in writing where possible
  268. 268. Stress benefits which provide stability and low risk
  269. 269. Show genuine concern for customer’s needs
  270. 270. Spend time exploring the buyers key objectives
  271. 271. Ask safe closed questions until they begin to open up
  272. 272. Quote prestige users of your service or ideas </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IIB Submissive-Hostile <br />Key motivation: Fear of becoming committed or involved<br />Motivation satisfaction strategy: <br />Avoidance, withdrawal <br />People characteristics <br />
  273. 273. CUSTOMER PROFILING<br />Quadrant IIB<br />Submissive-Hostile <br />PEOPLE CHARACTERISTICS <br /><ul><li> Maintain physical distance from others
  274. 274. Move away from those in authority
  275. 275. Tight-lipped if questioned
  276. 276. Say nothing unless sensitively probed
  277. 277. Avoid commitment by any possible means
  278. 278. Are reluctant to take even minimal risk
  279. 279. Appear ill at ease when in company
  280. 280. Refuse new ideas without listening to arguments
  281. 281. If forced to chose will pick low risk options </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IIB<br />Submissive-Hostile <br />HANDLING TECHNIQUES <br /><ul><li> Approach slowly
  282. 282. Offer help as an opportunity to get into conversation
  283. 283. Ask safe closed questions
  284. 284. Keep away from personal questions
  285. 285. Stress benefits which minimise risk
  286. 286. Leave no doubt that benefits are without risk
  287. 287. Ensure ideas are accepted before moving on the next
  288. 288. Avoid aggressive body language
  289. 289. Expect silence and wait for responses </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IIIASubmissive-Warm <br />Key motivation: These people want to be loved. Affiliation to the extreme <br />Motivation satisfaction strategy: <br />Tries to be all things to all people <br />People characteristics <br />
  290. 290. CUSTOMER PROFILING<br />Quadrant IIIA<br />Submissive-Warm <br />PEOPLE CHARACTERISTICS <br /><ul><li> Become falsely enthusiastic about any idea
  291. 291. Ramble incessantly. Talk at length on unrelated subjects
  292. 292. Respond quickly and positively to any suggestions
  293. 293. Cause confusion and claim any role or authority level
  294. 294. Avoid raising objections
  295. 295. Are readily convinced but takes time to close
  296. 296. Have time for anything but the job in hand
  297. 297. Promises anything but rarely keeps promises
  298. 298. Despite signed contracts are likely to go back </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IIIA<br />Submissive-Warm <br />HANDLING TECHNIQUES <br /><ul><li> Use closed questions
  299. 299. Don’t get sucked into irrelevant discussion
  300. 300. Stress benefits seen as doing something for others
  301. 301. Focus on the business and leave limited room for gossip
  302. 302. Personalise the discussion use first name and often
  303. 303. Be firm but make it feel like support
  304. 304. Show that the two of you are operating as a team
  305. 305. Probe for hidden objections </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IIIB Warm-Submissive <br />Key motivation: A desire to do maximum good for maximum people <br />Motivation satisfaction strategy: <br />Actively pursues for welfare of others <br />People characteristics <br />
  306. 306. CUSTOMER PROFILING<br />Quadrant IIIB<br />Warm-Submissive <br />PEOPLE CHARACTERISTICS <br /><ul><li> Are intent on being pleasant
  307. 307. Respond positively to suggestions which do not threaten others
  308. 308. Try to pick out the benefits of neutral ideas
  309. 309. Will procrastinate rather than reject repugnant ideas
  310. 310. Give impression of agreement despite strong reservations
  311. 311. Sometimes take on more than they can fulfill
  312. 312. Are at the forefront of social activities</li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IIIB<br />Warm-Submissive <br />HANDLING TECHNIQUES <br /><ul><li> Present ideas and benefits that help other people
  313. 313. Maximise opportunities for personal interaction
  314. 314. Monitor and supervise implementation of that which is impersonal and important
  315. 315. Do not assume lack of opposition means agreement or commitment </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IVA&B Warm-Dominant-Warm <br />Key motivation: A strong desire to do a good job <br />Motivation satisfaction strategy: <br />To produce a quality output <br />People characteristics <br />
  316. 316. CUSTOMER PROFILING<br />Quadrant IV A&B<br />Warm-Dominant-Warm <br />PEOPLE CHARACTERISTICS <br /><ul><li> Express views clearly & frankly
  317. 317. Reject political solutions
  318. 318. Ask pertinent and searching questions
  319. 319. Admit their lack of understand and knowledge
  320. 320. Concentrate attention on what can be achieved
  321. 321. Place high demand on others values and principles
  322. 322. Demand high levels of achievement
  323. 323. Avoid blaming others
  324. 324. Are comfortable to own a problem </li></li></ul><li>CUSTOMER PROFILING<br />Quadrant IV A&B<br />Warm-Dominant-Warm <br />HANDLING TECHNIQUES <br /><ul><li> Prolonged searching for ideal solutions when the acceptable is at hand
  325. 325. A tendency to delegate rapidly followed taking over “to show how it is done”
  326. 326. They will change your best ideas to improve them-but at the least they were acknowledge the idea as yours </li></li></ul><li>YOUR BEHAVIOR STYLE<br />THE GAME<br />
  327. 327. THE 5 BEHAVIOUR PATTERNS<br />1Accommodating<br />2Avoiding <br />3Collaborating<br />4Competing<br />5Compromising<br />
  328. 328. 5 Behavior Patterns <br />#1 Accommodating<br />You are wrong. You allow a better position to be heard<br />Issues are more important to others than to you. <br />To satisfy others & maintain cooperation.<br />To build social credits for later issues.<br />To minimize loss when you are outmatched and loosing.<br />When harmony and stability are especially important.<br />To allow subordinates to develop by learning from their mistakes.<br />
  329. 329. 5 Behavior Patterns <br /># 2 Avoiding<br />When an issue is trivial or more important issues are pressing.<br />When you perceive no chance of satisfying your concerns.<br />When potential disruption outweighs the benefits of resolution.<br />To let people cool down and regain perspective.<br />When gathering information supersedes immediate-decision.<br />When others can resolve the conflict more effectively.<br />When issues seem tangential or symptomatic of other issues.<br />
  330. 330. 5 Behavior Patterns <br /># 3 Collaborating<br />To find solution when both sets of concerns are too important to be compromised.<br />When your objective is to learn.<br />To merge insights from people with different perspectives.<br />To gain commitment by incorporating concerns into a consensus.<br />To work through feelings which have interfered with a relationship.<br />
  331. 331. 5 Behavior Patterns <br /># 4 Competing<br />When quick, decision & action is vital (emergencies)<br />On important issues and unpopular actions <br />On issues vital to company welfare when you know you’re right<br />Against people who take advantage of non competitive behavior<br />
  332. 332. 5 Behavior Patterns <br /># 5 Compromising<br />When goals are important, but not worth the effort.<br />When opponents with equal power are committed to mutually exclusive goals.<br />To achieve temporary settlements to complex issues<br />To arrive at expedient solutions under time pressure.<br />As a backup when collaboration or competition is unsuccessful <br />
  333. 333. Behaviour styles <br />Assertive <br />Competing <br />Shark<br />Collaborating<br />Owl<br />Compromising <br />Fox <br />Attempting to satisfy one’s own concerns <br />Unassertive <br />Avoiding<br />Tortoise <br />Accommodating <br />Teddy bear <br />Uncooperative <br />Cooperative <br />Attempting to satisfy others’ concerns <br />
  334. 334. Objection Handling<br />
  335. 335. OBJECTION HANDLING<br />Classifying objections <br />Understanding objections <br />Handling objections <br />
  336. 336. Objections are the signs of interest <br />And therefore … <br />A good thing???<br />
  337. 337. Sorry!<br />Objections are a sign that there is a mismatch<br />
  338. 338. Objection handling <br />If you hear a negative reaction <br />Is it an objection?<br />
  339. 339. Objection handling <br />Value objections …<br />What is the <br />Worth or Usefulness <br />of your product?<br />
  340. 340. Objection handling <br />Capability objections …<br />What is the <br />Capability & Capacity<br />of your product?<br />
  341. 341. If you can’t meet a need … <br />Ask why?<br />
  342. 342. Perception of capability<br />Perception<br />of need<br />OBJECTION HANDLING<br />High <br />Important <br />Capability issue <br />Value Issue <br />Low<br />Unimportant <br />
  343. 343. 4<br />types of objections <br /><ul><li>Value objections
  344. 344. Capability Can objections
  345. 345. Capability Can’t objections
  346. 346. Non issues </li></li></ul><li>Value objections <br /><ul><li>Use SPIN
  347. 347. Build value before solution offer
  348. 348. Upgrade the need which has been </li></ul> devalued or denied <br /><ul><li>Avoid stating the solution capability </li></li></ul><li>Capability Can’t Objections <br /><ul><li>Acknowledge if you don’t have it
  349. 349. Use need payoff questions and benefits
  350. 350. Increase the value of the need you can meet
  351. 351. Trade off against the first </li></li></ul><li>Capability Can Objections <br /><ul><li>Acknowledge the concern
  352. 352. Demonstrate your capability
  353. 353. Show proof dispel doubt </li></li></ul><li>Non issues <br /><ul><li>Don’t explore these!
  354. 354. You risk turning them into real objections </li></li></ul><li>Price objection !<br />“That price is ridiculous !”<br />… virtually every sales person encounters this <br />Directly or indirectly <br />The prospect suggests that the product is <br />A little out of line<br />Is ridiculously and unreasonably over priced <br />
  355. 355. Price objection !<br />How do you deal with that? <br />
  356. 356. Price objection !<br />A suggestion … <br />Challenge the prospect !<br />Ask him?<br />“The price (pause) is ridiculous?”<br />(Your voice inflection…make it sound like a question) <br />
  357. 357. Price objection !<br />The challenge… <br />You are forcing him to defend his statement<br />Instead of you justifying the price <br />Quite a difference!<br />What?<br />One puts you in defense <br />The other puts you on the offence<br />The results can be substantially different <br />
  358. 358. Price objection !<br />“The fear of loss close” <br />The fear of loss is greater than the desire for gain<br />Establish in his mind that he is safe in dealing with you<br />That he won’t lose money or face <br />But… <br />He will lose the product benefits <br />If he doesn’t buy<br />
  359. 359. A buy of cosmetics !<br />“You or your spouse...” <br />Do you have unused cosmetics?<br />
  360. 360. A discount sale !<br />“Worth it ? ” <br />Should you have paid the regular price?<br />
  361. 361. “What is the price you paid? ” <br />What did it cost you?<br />“Cheap”!<br />It costs more !<br />
  362. 362. “We’ve decided…it is easier to explain price one time than…to apologize for quality for ever ” <br />
  363. 363. “Prospect has said no, he wont pay you more for the product or service than he feels it is worth ! ” <br />You persist!<br />Will he buy ?<br />You cant change or lower the price <br />But…you can dramatically the value<br />
  364. 364. “Roleplays”<br />
  365. 365. 9<br />Counter strategies <br />
  366. 366. 9<br />Counter strategies <br /> 1<br />Know your walk away…<br />Your price. Your terms. Your deliberables<br />… The least you will accept <br />More the variable ‘U’ have. More the options<br />… The better your options to close the deal <br />Focus on price &<br />…. ‘U’ increase animosity. <br /> 2<br />When under attack listen…<br />If custoemrs have locked into a position <br />Your brilliant arguments are of no good<br />When under attack. <br />Do no defend or counter attack.<br />It will generate heat.<br />
  367. 367. 9<br />Counter strategies <br /> 3<br />Keep the customer talking <br />New info will room for movement <br />Listening without defending will defuse anger <br />If ‘U’ are listening you’re not making concessions <br /> 4<br />Recap frequently <br />Summarise helps maintain momentum <br />New issues are not raised at the last moment<br />It reassures customers ‘U’ are listening <br /> 5<br />Assert your company’s needs <br />Too much focus on customer needs <br />It can work against you <br />Bargaining requires dual focus <br />Solve the problem to satisfy both parties<br />Failure to assert company needs leads to unnecessary concessions <br />
  368. 368. 9<br />Counter strategies <br /> 6<br />Commit a solution if it is certain to work <br />Don’t dig into a position. Suggest hypothetically<br />Invite customers to search for the solution together <br />Don’t definitely agree unless overall deal make sense <br />… agree to ‘X’ provided ‘U’ agree on ‘Y’ & ‘Z’<br /> 7<br />Save the hardest for the last <br />Don’t start with the toughest <br />Resolve the easy issues it creates momentum <br />Discussing easier issues will cover additional variables <br />Customer may see value of exploring new approaches <br />
  369. 369. 9<br />Counter strategies <br /> 8<br />Start high concede slowly <br />Start with something ‘U’ can afford to lose.<br />Let them win. Praise his skill<br />Don’t be candid ‘U’ will get cleaned out <br />For every concession given get something in return <br />Begin by giving what customer values highly <br />but incremental cost to ‘U’ is low <br />Customisation. Quality. Convenience. <br />Preferred treatment. Credit. Service.<br />Concede in small increments. Take time. <br />Not taking time is money <br /> 9<br />Don’t get emotionally blackmailed <br />Buyers use anger <br />3 ways to counter <br />Withdraw <br />Listen silently but do not reinforce<br />React & shift to non emotional issue<br />
  370. 370. Remember… <br />“I insist on” …try not to lay down the law !<br />
  371. 371. Remember… <br />“An eye for an eye” …avoid it !<br />
  372. 372. And finally… <br />Main objective … not be conceded !<br />Small points …accommodate !<br />“The wheels of diplomacy turn on the grease of ambiguity”<br />…a little ambiguity may enhance a proposal !<br />
  373. 373. COMMUNICATION <br />&<br />LISTENING SKILLS <br />
  374. 374.
  375. 375. LORD GANESH JI<br />Lord Ganeshji’s big head inspires us to <br />Think big and think about the customer<br />The big ears prompt us to <br />Listen to the needs of the customer<br />The narrow eyes point to <br />Deep concentration to do what the <br />customer wants well and quickly <br />The long nose tells us to <br />Poke around inquisitively to learn <br />what the customer wants<br />The small mouth reminds us to <br />Speak less and listen to the customer<br />Worship Lord Ganeshji <br />Learn to worship your customer<br />
  376. 376. COMMUNICATION <br />Quotable quotes…<br />“God gave us two ears and one mouth<br />It might be…<br />He intended us to listen twice as much as we speak”<br />The difference between you and me is only one of hearing <br />Where you hear a door close I hear a door open <br />The more noise a man or motor makes <br />The less power there is available <br />A soft voice is heard long after the shout <br />Gentleness is stronger than anger <br />The face, specially the eyes and the heart account for almost half of our communication <br />If someone remembers your suit and not your smile then…<br />You didn’t smile enough <br />
  377. 377. PERCEPTION<br />
  378. 378. A matter of perception...<br />Young or old?<br />
  379. 379. THE PERECEPTION GAP !<br />FLY <br />Do you see the arrow pointing downwards?<br />Can you see the monster?<br />
  380. 380. Your perception<br />Chicken? Lion? Dog? <br />
  381. 381. It is a rainy night. But there are two parking places directly in front of the store that are occupied by just one driver. The driver has left the car at an angle with part of it in both places. <br />Was the driver being considerate? What are your feelings? What is your attitude towards this driver?<br />Perception & understanding of others<br />There has been a bad car accident. The driver of the car parked carelessly, taking up two spaces, had driven to the drug store to get to a telephone to call an ambulance and the police. <br />Any change in feeling? How about your attitude toward the driver?<br />
  382. 382. COMMUNICATION<br />
  383. 383. How well do you communicate?<br />
  384. 384. EFFECTIVE COMMUNICATION <br />…Establishing the communication gap !<br />
  385. 385. EFFECTIVE COMMUNICATION <br />…your frustration level!!<br />You can not ask questions! You can not clarify! <br />How do you feel?<br />Sender’s feelings<br />Receiver’s feelings<br />Did you understand?<br />Were you understood?<br />
  386. 386. INFORMATION & PERCEPTION <br />Your brain…it is bombarded by... <br />Influenced by…<br /><ul><li>Alert / fatigue
  387. 387. Angry / calm
  388. 388. Drunk / sober</li></ul>Experiences Dreams <br />Expectations Desires <br />Hopes Fears <br /> ...Learning experiences<br />What you think you see is perception It is determined by your state of mind<br />
  389. 389. LEARNING EXERCISE <br />Imagine a good communicator <br />...List his/her characteristics <br />Need development…..Excellent <br /> ____________________________________<br /> ____________________________________<br />____________________________________<br />____________________________________<br />____________________________________<br />1 2 3 4 5 6 7<br />1 2 3 4 5 6 7<br />1 2 3 4 5 6 7<br />1 2 3 4 5 6 7<br />1 2 3 4 5 6 7<br />
  390. 390. Communication consists of…<br />COMMUNICATION<br />YOUR MESSAGE<br />YOUR BODY LANGUAGE<br />YOUR LISTENING ABILITY<br /><ul><li>CLOTHES YOUR WEAR
  391. 391. GESTURES
  393. 393. TONE OF VOICE
  394. 394. BODY LANGUAGE</li></ul>13% + 80% + 7% <br />= 100%<br />It is not what you say but how you say it! <br />
  395. 395. Communication <br />Your body language!<br />
  396. 396. NON VERBAL BEHAVIOURAL ASPECTS <br />Eye contact <br />Environment <br />Body space <br />Hand shake <br />NON VERBAL COMMUNICATION <br />Body posture <br />Timing <br />Facial expressions <br />Dressing style <br />Gestures <br />Voice <br />
  397. 397. The Eyes <br />Dilated pupils signify: <br />Little light, great interest, honesty, frankness, openness, sexual interest, consumption of alcohol, relaxation and well being<br />Contracted pupils signify:<br />Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang over, consumption of certain drugs.<br />
  398. 398. Head and shoulders<br />A raised head <br />A raised head signifies openness, interest, winner attitude, control over the situation<br />A lowered head <br />A tilted head <br />A lowered head indicates doubt, defeat, contempt, dissatisfaction, fear and insecurity.<br />A tilted head side ways means interest, curiosity or flirtation.<br />
  399. 399. REMEMBER…<br />If you are reading the customer’s body language<br />The customer is reading your body language <br />If you <br />Raise your shoulders <br />Blow your hair <br />Seem impatient <br />Speak with a tired or bored voice <br />The customer can easily think that you are not interested in your job <br />If you don’t control the situation <br />You are not likely to make the sale <br />
  400. 400. Read the face<br />The face is the most expressive part of a person. <br />The shape of the mouth and the angle of the eye brows are expressions of <br />Moods, feelings, sorrow, happiness, anger, hostility, doubt.<br />Are you a good face reader?<br />What are the feelings and moods?<br />E<br />B<br />D<br />C<br />A<br />J<br />I<br />H<br />G<br />F<br />
  401. 401. Read the face<br />Answers <br />E<br />B<br />D<br />C<br />A<br />Happy <br />Very sad <br />Childish <br />Poker <br />Indifferent <br />J<br />I<br />H<br />G<br />F<br />Sad <br />Very angry <br />Naughty <br />Bored <br />Suspicious <br />
  402. 402.
  404. 404. LEARNING PREFERENCE <br />Find the one that best describes you<br />I learn best when…<br />1. I can watch a video <br />2. I hear a lecture <br />3. I get on the job training <br />When driving I like to...<br />1. Look at my surroundings <br />2. Listen to music or tapes<br />3. Enjoy the experience of driving <br />I am most successful with a new computer function when...<br />1. I can read the manual<br />2. There is music playing during class instruction <br />3. An instructor lets me try it several times <br />I can assemble something best when...<br />1. I have printed directions <br />2. I can listen to a tape of directions<br />3. I watch someone else assemble the item first.<br />I often hear myself saying...<br />1.” I see what you mean.”<br />2. “This sounds great.”<br />3. “I feel good about this.”<br />
  405. 405. VISUAL LEARNER<br />RECOGNISE LEARNING PREFERENCES<br />How to recognise the visual learner. <br /><ul><li>“I see.”
  406. 406. “Please show me.”
  407. 407. “May I read the instructions?”</li></ul>Tips for connecting with the visual learner<br /><ul><li>Build reading or viewing into the presentation
  408. 408. Have printed directions (job aids)
  409. 409. Provide documentation
  410. 410. Follow up with a written letter
  411. 411. Use:
  412. 412. Printed lists
  413. 413. Graphics
  414. 414. Charts</li></ul>“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.”<br />
  415. 415. RECOGNISE LEARNING PREFERENCES<br />How to recognise the auditory learner. <br /><ul><li>“I hear you.”
  416. 416. “This sounds great.”
  417. 417. Notice this learner listens to a lot of music
  418. 418. This learner notices and enjoys rhythm.</li></ul>AUDITORY LEARNER<br />Tips for connecting with the auditory learner <br /><ul><li>Use lectures and discussions
  419. 419. Make sure the presentation content is clear </li></li></ul><li>KINESTHETIC LEARNER<br />RECOGNISE LEARNING PREFERENCES<br />How to recognise the kinesthetic learner. <br /><ul><li>“How do I do this?”
  420. 420. “I feel…”
  421. 421. “Could I try this now?”</li></ul>Tips for connecting with the kinesthetic learner<br /><ul><li>Use “on-the-job” training
  422. 422. Minimise use of printed materials
  423. 423. Include hands-on activities and role-plays
  424. 424. Have patience with errors </li></li></ul><li>
  425. 425. THE COMMUNICATION PROCESS<br />MESSAGE <br />SENDER<br />ENCODING <br />CHANNEL <br />MESSAGE<br />MESSAGE<br />MESSAGE <br />FEEDBACK <br />RECEIVER <br />DECODING <br />Message received is rarely sender intended!<br />
  426. 426. THE COMMUNICATION PROCESS<br />SENDER<br />Knowledge <br />Skill <br />Attitude <br />Social-cultural system <br />MESSAGE <br />Content <br />Codes/symbols <br />CHANNEL <br />RECEIVER<br />Prejudices <br />Perceptual skills <br />Knowledge <br />Attention span <br />Attitude <br />Social-culture <br />Accent <br />DISTORTION <br />APPREHENSION <br />Undue tension and anxiety about oral/written or both <br />
  427. 427. THE DISTORTION FACTORS...<br /><ul><li>Choice of symbols
  428. 428. Content
  429. 429. The channel
  430. 430. Prejudices
  431. 431. Knowledge
  432. 432. Perception
  433. 433. Attention plan </li></ul>At sender point:<br />Knowledge Cultural background<br />Skill Perceptions <br />Attitude <br />Through the medium:<br />Visual Written reports<br />Oral E-Mail<br />Whilst Encoding & Decoding: <br />Retranslation<br />At receiver point:<br />Knowledge Cultural background<br />Skill Perceptions <br />Attitude <br />
  434. 434. CHOICE OF CHANNEL CONTD. <br />The rich! The poor! <br /><ul><li>The richest channel</li></ul>“Face to face” <br />It transmits the maximum amount of information <br />Words Intonations <br />Posture Immediate feedback <br />Facial expressions Personal touch<br />Gestures <br /><ul><li>The poorest channel </li></ul>“Bulletins” <br />Impersonal written media <br />This is the poorest form !<br />
  435. 435. CHANNEL CHOICE DEPENDS ON…<br /><ul><li>The message
  436. 436. Complexity
  437. 437. Urgency
  438. 438. Its importance
  439. 439. Formal or informal
  440. 440. Intimacy
  441. 441. Anxiety
  442. 442. Fear
  443. 443. Your emotional expression </li></ul>QUALITY TRANSMISSION DEPENDS ON…<br /><ul><li>Skill
  444. 444. Attitude
  445. 445. Knowledge
  446. 446. The social cultural system </li></li></ul><li>Pitch <br />VOLUME<br />Tone & Tune <br />Pace <br />VOICE <br />Vary it <br />Keep it up !<br />A flat tone puts people to z z z z z<br />A mumbling delivery<br />…makes you seem unsure <br /> <br />Turn up the amplitude dB and frequency Hz<br />
  447. 447. <br /><br />VOICE <br />THE DON’T’S <br />Speak too softly <br />Swallow your words <br />Running out of breath <br />Audible pauses<br />Speak too rapidly <br />Unwavering voice tone <br />W H I S P E R<br />“What I mean is…”<br />“Umms” “Errs” “Well”<br />ÞßæÞßæ<br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />
  448. 448. ACTIVITY<br />Thursday <br />Monday <br />Tuesday <br />Friday<br />Starting with Monday<br />Recite the days of the week aloud<br />Starting with January <br />Recite the months of the year<br />Injectasmuchcolourasyoucan<br />WEDNESDAY <br />SATurday<br />SUNDAY<br />&gt; Speak louder<br />&lt; Speak softly<br />// Long pause <br />/ Short pause <br />Emphasise the point <br />
  449. 449. A good voice...<br />Expressions<br />Pleasantness<br />Alertness<br />Naturalness<br />Distinctness<br />
  450. 450. Qualities of a good voice<br />Alertness: Show that you are wide awake, ready to help <br />Expressions: Talk at a moderate rate and volume, but vary the tone in your voice. This will add up to what you say.<br />Naturalness: Use simple language. Avoid technical terms (jargon) and slang.<br />Pleasantness: Put a smile in your voice and sound welcoming <br />Distinctness: Speak clearly and concisely <br />Send a positive attitude by the <br />SOUND OF YOUR VOICE<br />
  451. 451. USING THE SPOKEN VOICE: THE CRITERIA <br /><ul><li>Articulation
  452. 452. Clarity
  453. 453. Warmth
  454. 454. Friendliness
  455. 455. Courtesy
  456. 456. Charm
  457. 457. Persuasiveness </li></li></ul><li>USING THE VOICE FOR IMPACT <br />The 4 P’s<br />Project your voice <br />Pronounce carefully<br />Pause frequently <br />Pace varied <br />MERK <br />Modulate the tone <br />Emphasise certain parts <br />Repeat key words <br />Keep eyes away from notes <br />
  458. 458. COMMUNICATIONS BARRIERS AND MEDIUMS<br />ACTIVITY<br />...How would you invite someone<br /><ul><li>Who you don’t like?
  459. 459. You disagree with?
  460. 460. Who’s boring?
  461. 461. Who’s interesting?</li></li></ul><li>
  462. 462. LISTENING <br />
  463. 463. ACTIVITY<br />THE CHINESE WHISPER <br />
  464. 464. A Road Accident!<br />“A car was travelling from Delhi to Agra. A bus was coming from the opposite direction. The bus hit a culvert and then the car on its right side. The car wen off the road and hit a electric pole. The driver fractured his left leg. The bus hit a truck coming from the other side. The bus driver died on the spot. The truck driver was rushed to hospital.” <br />
  465. 465. -<br />ve listening <br />Or <br />+<br />ve listening <br />
  466. 466.
  467. 467.
  468. 468. THREE LEVELS OF LISTENING <br />3<br />Empathetic listening <br />2<br />Hearing the words<br />1<br />Tuning in and tuning out<br />
  469. 469. LEVEL 1 OF LISTENING <br />1<br />Tuning in and tuning out<br /><ul><li>Listen in spurts
  470. 470. Somewhat aware
  471. 471. Pays attention to self
  472. 472. Listens, no response
  473. 473. Fakes attention
  474. 474. Thinks about unrelated matters
  475. 475. Makes judgements
  476. 476. Forms rebuttals or prepares advice
  477. 477. Thinks of what she wants to say next
  478. 478. Displays a blank stare
  479. 479. Wants to talk not listen </li></li></ul><li>LEVEL 2 OF LISTENING <br />2<br />Hearing the words<br /><ul><li>Stays at the surface level of communication
  480. 480. Makes little effort to understand what the speaker really means
  481. 481. Listens logically
  482. 482. Listens with concern about content but not feeling
  483. 483. Remains emotionally detached
  484. 484. Leads to dangerous misunderstandings because listener is only barely concentrating on what is said.</li></ul>… Appears to be really listening <br />
  485. 485. LEVEL 3 OF LISTENING <br />3<br />Empathetic listening <br /><ul><li>Conveys listening ability both verbally and non verbally
  486. 486. Does not judge the talker
  487. 487. Puts self in the other person’s place
  488. 488. Is caring
  489. 489. Tries to see things from the other’s point of view
  490. 490. Is aware
  491. 491. Is in this moment
  492. 492. Pays attention to the person’s total communication, including body language
  493. 493. Suspends own thoughts and feelings and listens completely</li></ul>… Listens from the heart<br />
  494. 494. THREE LEVELS OF LISTENING-ACTIVITY <br />What can you do to improve your listening?<br />___________________________________________________________________<br />___________________________________________________________________<br />What is your most common level of listening ?<br />___________________________________________________________________<br />___________________________________________________________________<br />How often do you listen at level 1?<br />__________________________________________________________________<br />___________________________________________________________________<br />When?<br />__________________________________________________________________<br />___________________________________________________________________<br />
  495. 495. Posture, facial expression <br />The wide band <br />Hesitations, silences <br />Emphasis, inflexions <br />The verbal content <br />Receiver <br />Sender <br />Tone and pitch of voice<br />The narrow band <br />Things left unsaid <br />Emotional undercurrents <br />LISTENING ON THE WIDE BAND <br />
  496. 496. ACTIVE LISTENING<br />What’s in a name?<br />You meet a person… <br />Why do you forget his name?<br />Distraction <br />…wondering what sort of person he is<br /><ul><li>Physically attractive or unappealing
  497. 497. Bright or unintelligent
  498. 498. Interesting or dull
  499. 499. Likes us or not
  500. 500. Attracted to us or not </li></ul>These messages distract <br />Distraction prevents you from remembering <br />Introduced only moments ago<br />And you forget his name<br />
  501. 501. LISTENING <br />When I ask you to listen to me…<br />And you start giving advice<br />You have not done what I asked.<br />When I asked you to listen to me… <br />And you begin to tell me why I shouldn’t feel that way,<br />You are tramping my feelings.<br />When I asked you to listen to me… <br />And you feel you have to do something to solve my problem,<br />You have failed me-strange that may seem.<br />Listen! All I asked was that you listen<br />Not talk or do-just hear me.<br />Advice is cheap <br />
  502. 502. LISTENING <br />Perhaps … <br />That’s why prayer works,<br />Because God is mute, and He doesn’t yell<br />But he DOES listen!<br />So…<br />Please listen and just hear me.<br />And if you want to talk, wait a minute for your turn<br />And I’ll listen to you.<br />
  503. 503. LISTENING ASSESSMENT EXERCISE <br />Your colleague is speaking to you. He requires a response. Tick the response that comes closer to what you would say in the situation.<br />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.<br />.‘I don’t know what I’m going to do. I’m making all kinds of mistakes, and I know my boss is unhappy with me. He’s already shouted at me twice.’<br />a) ‘Why do you make mistakes?’<br />b) ‘Why don’t you tell your boss how you feel?’<br />c) ‘It’s unpleasant to have someone shout at you when you make mistakes’<br />d) ‘Perhaps you boss has good reason to shout at you. You should do something about making so many mistakes.’<br />.‘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; I’ve been working hard for it. I know I could prove myself if I had a chance. Well, if that’s what they think of me, perhaps I’m not wanted.’<br />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.’<br />b.) )‘May be your qualifications don’t compare with those of the new man’.<br />c) I would make sure they know your view and let them know your interest in advance.’<br />d) )‘Did they discuss it with you at all?’<br />
  504. 504. .“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, “It’s your fault, you should watch for these mistakes,’ but they are really his errors…’.<br />a.) ‘I wouldn’t let anybody treat me in that way’.<br />b.) ‘You deeply resent the way your boss passes the blame to you for his mistakes, but you’re not sure what exactly you should do about it.’<br />c) ‘What kinds of mistakes does he ask you to cover up?’<br />.“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, “It’s your fault, you should watch for these mistakes,’ but they are really his errors…’.<br />a.) ‘I wouldn’t let anybody treat me in that way’.<br />b.) )‘You deeply resent the way your boss passes the blame to you for his mistakes, but you’re not sure what exactly you should do about it.’<br />c.) ‘What kinds of mistakes does he ask you to cover up?’<br />.‘It happens every time the manager appears in my department. He just takes over as if I weren’t there. When he does something he doesn’t like, he tells the employee what to do and how to do it. The employee gets confused, I get upset and finally he leaves. I’m responsible to him, so what can I do?<br />a.) ‘You should discuss your problems with your boss.’<br />b.) ‘When did this start to happen?’<br />c,) ‘The boss must be the boss, I suppose, and we all have to learn to live with it’.<br />d.) ‘It upsets you that your manager takes over and gives conflicting directions. You’re not sure what would be the best way to confront him, on this matter.’<br />
  505. 505. HEARING VS. LISTENING <br />What’s the difference?<br />
  506. 506. Did you hear what he said ?<br />Its not about what you say <br />Its about how you say it !<br />
  507. 507. Hear what the prospect is saying<br />Not just what he says <br />
  508. 508. The same words but with a change in your voice inflection you can make those 8 words say different things<br />
  509. 509. So… <br />Did you?<br /> Hear what the prospect is saying<br />And… <br />Not just what he said <br />
  510. 510. One sentence … <br />The same 8 words <br />can mean 8 different things !<br />“I did not say he stole the money”<br />That’s a simple factual statement <br />
  511. 511. “I did not say he stole the money”<br />Implies that it was said, but by someone else<br />
  512. 512. “I did not say he stole the money”<br />A vigorous denial that you said it !<br />
  513. 513. “I did not saayy he stole the money”<br />Hints that you might have implied it <br />But you did not say it<br />
  514. 514. “I did not say he stole the money”<br />Implies that someone other than the accused stole the money<br />
  515. 515. “I did not say he stole the money”<br />You hint that the accused might have “borrowed” the money but he didn’t actually steal it!<br />
  516. 516. “I did not say he stole the money”<br />Implies that he might have stolen some money but not the money <br />
  517. 517. “I did not say he stole the money”<br />Suggest that he might have stolen something but certainly not the money !<br />
  518. 518. SOME TIPS... <br />Always follow the order …<br />Hear, Understand, interpret and respond<br />Don’t jump from ‘Hear to Respond’<br /><ul><li>Focus on understanding someone’s meaning </li></ul>Formulate your response only thereafter.<br /><ul><li>Avoid interrupting people.</li></ul>Wait until they have finished making their point<br /><ul><li>Ask open-ended questions </li></ul>Draw out the person’s thoughts and feelings <br />Use phrases beginning with ‘what’, how’, ‘explain’.<br /><ul><li>Attend to the feelings and the content of the message.</li></li></ul><li>SOME TIPS... <br /><ul><li>Avoid close-ended questions </li></ul>Answered with a “yes” or a “no”<br /><ul><li>Use your knowledge of non-verbal behaviour.</li></ul>Assess the person’s feelings<br /><ul><li>Sit or stand squarely facing the other person. </li></ul>Lean forward to show interest.<br /><ul><li>Look and be interested.</li></li></ul><li>WHY SHOULD YOU LISTEN?<br /><ul><li>Learn
  519. 519. Win friends
  520. 520. Solve problems
  521. 521. Resolve disagreements
  522. 522. Better work and more cooperation
  523. 523. Make better decisions
  524. 524. Help you perform better
  525. 525. Prevent potential trouble
  526. 526. Time to think
  527. 527. Convey: I love you,… I respect you,… I accept you,… You are important </li></ul>Nature has intended us to listen twice as much we talk<br />
  528. 528. UNDERSTAND<br />SEE <br />Not just hearing <br /><ul><li>Resist distractions
  529. 529. Suspend judgement
  530. 530. See the customer’s point of view
  531. 531. Understand the customer’s feelings
  532. 532. Show that you are listening
  533. 533. Remember what the customer says </li></li></ul><li>Good listening tips... <br /><ul><li>Maintain eye contact
  534. 534. Be in receptive posture. Lean forward.
  535. 535. Stop talking! No interruptions.
  536. 536. Put the talker at ease
  537. 537. Look and act interested
  538. 538. Do not criticise
  539. 539. Empathise
  540. 540. Ask questions
  541. 541. Have patience
  542. 542. Paraphrase</li></li></ul><li>Listen. Ask questions. Restate. <br /><ul><li>Understanding skills help you see the customer’s point of view
  543. 543. We need to understand before we provide help </li></li></ul><li>‘RED BUTTON’ <br />Strong emotions. They are barriers. <br />If you are…<br />Angry <br />Anxious <br />Upset <br />…It will tie your tongue and block your ears <br />This is the red button effect <br />It triggers an emotional reaction <br />A powerful reaction. <br />A reaction which overwhelms you. <br />
  544. 544. GREEN FLAG<br />Flattery! It appeals. <br />The WIIFM factor <br />An emotional trap! <br />People will… <br />Praise you <br />Complement you <br />Flattery…<br />It will lower your defense guard <br />Make you misinterpret the communication <br />Postpone listening to emotionally charged messages. Calm down!<br />
  545. 545. DISMISSIVE LISTENING <br /><ul><li>Make up your mind </li></ul>What is the other person trying to say<br /><ul><li>You pay attention only to information</li></ul>Information which confirms your impression <br />You dismiss everything else as irrelevant <br />
  546. 546. JUDGMENTAL LISTENING <br />You pass judgement on somebody’s message <br />much before it has been said <br />Judgmental listening it prompts us to fit people into convenient pigeon holes <br />
  547. 547. DIAGNOSTIC LISTENING <br />Identify… <br />True feelings <br />Motives <br />Needs <br />Pay attention to…<br />Voice tone <br />Expressions <br />Gestures <br />Postures <br />Use the PIN approach <br />‘P’ – Focus on the Positive<br />‘I’ – Focus on the Interesting<br />‘N’ – Negative aspects only come last <br />
  548. 548. REFLECTIVE LISTENING <br />Repeat what you have just heard <br />Reconfirm what you have understood<br />It will avoid errors <br />Clarifies implications <br />
  549. 549. EMPHATIC LISTENING <br />Put yourself in the other person’s shoes<br />
  550. 550. EMPATHY<br />
  551. 551. Empathy <br />Put yourself in the customer’s shoes <br />
  552. 552. Empathy <br />It is an action of understanding<br />
  553. 553. Empathy <br />It is … being aware of <br />
  554. 554. Empathy <br />It is … being sensitive to <br />
  555. 555. Your empathy: Express it !<br />Let them know …<br /><ul><li>You hear and understand their feelings
  556. 556. Express feelings when the customer is frustrated or anxious
  557. 557. Paraphrase customer concerns
  558. 558. Demonstrate a focus on the customer’s problem</li></ul>Use phrases like…<br />“I understand…”<br />“I am sorry that you…”<br />“I would be frustrated too if…”<br />
  559. 559. When expressing empathy<br />The Feel Felt Found Method<br />Say … <br />“I understand that you feel …frustrated, angry etc.”<br />“I felt that way when I was in a similar situation”<br />“I found that if you … (start directing the customer to a solution)”<br />Empathy does not mean…<br /><ul><li>Agreeing with the customer’s opinion
  560. 560. Apologising for yourself
  561. 561. Giving customers whatever they want.</li></li></ul><li>When expressing empathy<br />The Feedback Method<br />Ask the customer for a feedback<br />Example: <br />“How does that answer your questions?”<br />“How’s that going?”<br />“Is that clear?”<br />“Are you familiar with that?”<br />“Have you done this before?”<br />“Any questions about what we talked so far?”<br />
  562. 562. IMPACT OF FEEDBACK <br />Negative and positive feedback will result in…<br />DEFENSIVE <br /><ul><li>Denial
  563. 563. Rationalisation
  564. 564. Projection
  565. 565. Displacement
  566. 566. Quick acceptance
  567. 567. Withdrawal
  568. 568. Aggression
  569. 569. Humour
  570. 570. Competition with authority
  571. 571. Cynicism
  572. 572. Intellectualisation
  573. 573. Generalisation
  574. 574. Pairing </li></ul>CONFRONTING <br /><ul><li>Owning
  575. 575. Self-analysis
  576. 576. Empathy
  577. 577. Exploration
  578. 578. Data collection
  579. 579. Expressing feelings
  580. 580. Help seeking
  581. 581. Concern
  582. 582. Listening
  583. 583. Positive critical attitude
  584. 584. Sharing concern
  585. 585. Experimenting
  586. 586. Relating to group </li></ul>Results in a Results in an<br /> conflicted self integrated self<br />
  587. 587. THE BARRIERS...<br /># 1 Your message contains errors <br />Pronunciation of words <br />Wrong usage of the word <br />Improper understanding of the facts <br />These can significantly alter your intended message<br /># 2 Your message contains ambiguities<br />Words have more than one meaning<br />Some typical newspaper headlines…<br />George Fernandes flies back to front<br />Does George Fernandes know how to fly!<br />Can he fly back to front!<br />American tourist critical…<br />If the American had been critically injured <br />He would not have been critical, he would be furious!<br />
  588. 588. THE BARRIERS...<br /># 3 Messages is misinterpreted<br />It is not so much the words which lead to message misinterpretation <br />It is the context in which it is spoken<br /># 4 Message is misunderstood<br />You incorrectly assume that your listener has knowledge of a vital piece of information. Lacking this information they can not understand your instructions.<br /># 5 Key points are forgotten<br />What you say first and what you say last gets most remembered. <br />Key points in the middle get lost.<br /># 6 Message interpretation<br />Listeners hear not what was said but what they thought was said. Their experiences, backgrounds, biases and emotional state influences their ability to interpret.<br />
  590. 590. THANK YOU<br />VISIT MY EMAIL ID<br /><br />
  591. 591. Thanks For Watching<br />Please Share<br />Check out more great forwards at<br /><br />Mo. No. :- 94279-13540<br />