The document discusses selling skills, specifically the SPIN method of asking questions. It emphasizes asking implication questions to uncover implied needs and develop them into explicit needs before introducing solutions. Implication questions demonstrate concern for how problems are affecting the customer and help build credibility. The document also discusses closing techniques like using colorful language to describe benefits, creating a sense of fear of loss, and following up with customers after a sale. Roleplaying and focusing on implication questions are presented as ways to improve selling skills.

1. Parakhiya Vasant Presented Selling Skills

2. "HI IMPACT SELLING"

3. SELLING OR HAGGLING?

4. Who sells to whom? Are you selling to the prospect? Is the prospect selling to you? The prospect sells to you that he can’t or won’t buy Or… You sell to him that he can and should buy

5. This is your Customer …

6. This is you …

7. You deal with a customer & This is what can happen…

8. He can make you … … feel like this !

9. Or this !

10. But …

11. We all want to …

12. Have our cheese … … and eat it too !

13. Well … How can you sell to the Customer And…

14. Still feel happy about it ?

15. “What is the discount you are offering ?” customer ! You ! “A very special discount for you Sir”

16. “Oh Come on ! Your competitor is giving…” customer ! You ! “Really? Sir that is out of question”

17. “I can buy it right now but I won’t accept anything less than …” customer ! You ! “You drive a hard bargain Sir. 50% is too high. I can offer you 25% discount ”

18. “40% discount and nothing less” customer ! You ! “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”

19. So why then at the end of it all … Do you feel like this ?

20. Our ego … It gets hurt !

21. Hurt because… You took a position

22. Hurt because… He took a position

23. Furthermore you didn’t know … Where to hide your face

24. And he didn’t know … Where to hide his face

25. Saving face! It bruises the ego !

26. People lock themselves in!

27. They defend against attack!

28. They get committed!

29. Attention is paid to... Saving position & saving face

30. Concerns … Get thrown out of the window

31. It become … …a contest of will

32. This is called …

33. G G H A L N I G

34. Haggling leads to … …a broken relationship

35. Haggling is not … …selling

36. Haggling is not … …Negotiating

37. If you haggle … …This is what you will look like !

38. If you don’t want to haggle … If you don’t want to get hurt … You must …

39. Satisfy the need of your organisation ! & Satisfy the need of the Customer !

40. Concern for the customer Strategic advantage threshold Minimum acceptable threshold Professional selling skills Concern for the company Concern for the sale Sales Troika Balance

41. You can do this with the … Selling skills Programme

42. The S.P.I.N. Method

43. Are there special skills that makes someone successful in large sales? Or is selling just selling whether the sale is small or large?

44. ADVANCED SKILLS Research shows that top salespeople in LARGE sales have SPECIAL SKILLS

45. THE MOST IMPORTANT SET OF SKILLS THAT THESE PEOPLE HAVE IN COMMON ARE ‘S P I N’ SKILLS

46. NOW WRITE DOWN FIVE TYPICAL QUESTIONS YOU MIGHT ASK ON A SALES CALL

47. HOW MANY WERE FACTUAL? e.g. How many calls do you get per day? HOW MANY ABOUT PROBLEMS DESIRES e.g. What effect might that have on your customer response time?

48. S.P.I.N. S ituation ? P roblem ? QUESTIONS I mplication ? N eed payoff ?

49. Write 5 typical “Situational Questions”

51. THEY DO THEIR HOMEWORK

55. A TRANSPORT PROBLEM OR AN EGO PROBLEM

57. Implication QUESTIONS PROBLEMS PROBLEMS PROBLEMS PROBLEMS PROBLEMS BUYER . . . but what are the implications?

58. Implication QUESTIONS ??? INEXPERIENCED SELLER

59. Implication QUESTIONS Solution Solution Solution Many experienced sellers link solutions to problems too soon Solution

60. Implied needs are a statement of wants and desires?

61. No???

62. A customer with a large problem is ready to accept a solution?

63. No???

64. One may have a … Problem. Difficulty. Dissatisfaction

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.

66. So the seller must establish and build the pain by Implication Questions

67. YOU HAVE BUYER THINKSSOLUTION NOT WORTH COST IMPLICATIONS New products slow to market Higher design costs Lose best designers Our design software allows you make design revisions much faster

69. If you receive a long distance call and cannot hear clearly then how do you feel?

72. THEY GET THE BUYER TO TELL YOU ABOUT THE BENEFIT YOUR SOLUTION OFFERS

74. SEEKINGIS MORE PERSUASIVE THANGIVING. SEEKING MEANS ASKINGQUESTIONS GETTING TO KNOW YOUR CUSTOMER“NEEDS” UNDERSTANDING CUSTOMER“PROBLEMS” UNDERSTANDING HOW YOU CANSOLVEHIS PROBLEMS” UNDERSTAND HOW YOU CAN“BENEFITHIS NEEDS”

75. Preliminaries ? Which stage is missing? Demonstrating Capability Obtaining Commitment

76. Preliminaries INVESTIGATING Demonstrating Capability Obtaining Commitment

78. This stage will most impactyour success

79. The key purpose is touncover implied needs

81. HOW?

82. …Grow that need!

83. Problems A solution here has little impact. Difficulties Dissatisfactions NEED NEED NEED NEED NEED A strong need, your solution will have impact! NEED It begins in the form of Problems, difficulties or dissatisfactions. These are Implied Needs. Clear, Strong When needs have developed into Wants or Desires we call them Explicit Needs. Wants and Desires

84. Needs Need to… Outweigh c o s t s!

85. Don’t Buy Buy Hassle Risks Explicit Need Hidden Extras Explicit Need Cost Explicit Need The cost of the solution Perceived value Buyer

86. CONTINUATION & ADVANCE

88. I cannot make this decision, but I’ll arrange for you to meet our Operations Manager.

90. Implied needs! Implication questions demonstrates Concern on the effect that the problem is having Understanding of the issues and their consequences

91. The timing… Situation Qs. first … Establish the key facts Problem Qs. next … Uncover the implied needs Implied Qs. last … Develop and extend implied needs

92. Implication Qs. They... Ensure your solution has maximum impact ! Build credibility and demonstrate concern !

93. When you uncover an implied need… Hold back ! Develop it ! … Offer your solution only at the very last !

94. Need payoff Qs. Qs. which probe for Explicit Needs … shifts attentions from Problems to Solutions It tells you the value of the benefit

95. PUTTING SPIN INTO PRACTICE TWO KEY FACTORS PLANNING – Thinking through your SPIN questions and advances and putting them into a call plan PARADIGM SHIFT- Shifting your perspective away from product and towards problem solving e.g. Xerox Corp.

96. The roadmap … Implied Needs Situation Questions Problem Questions Implication Questions Explicit Needs Need-payoff Questions BENEFITS

97. IMPLIED OR EXPLICIT NEEDS ? Explicit Implied Implied Explicit Implied I need help in forecasting sales better I’m worried about increasing competition Our customers are having to wait too long- we’ve lost some! We need to be able to send messages automatically to our sales team Our communications systems aren’t as flexible as they should be

98. NEEDS ACROSS FUNCTIONS You can increase the strength of the need by looking at the clients entire business process to link different functions. Link the needs you uncover and help buyers to understand how needs are connected. Look for ways to link individual problems into an overriding one which affect whole organization.

99. PROBLEM OR IMPLICATION QUESTIONS? Are you concerned about increased workload? How has the increased workload affected staff turnover? Have these staff problem led you to lose clients? How have you been handling the staff shortage? Problem Implication Problem Implication

100. WHAT GOES INTO GOOD IMPLICATION QUESTIONS? Planning- they do not flow automatically so don’t ‘wing’ it! Business knowledge- You have understand why a problem might be important to the buyer and what the business issue are Application knowledge- You must able to make the link between your product and their problems to be able to select the right Implied Needs Divert the buyers attention from problems you can solve from problems you can’t solve Timing. Always before introducing solution to Explicit Need.

101. NEED- PAYOFF QUESTIONS They probe the Explicit Needs Reduce objections because cause buyer to explain solution Move discussion forward towards action and commitment

102. NEED-PAYOFF QUESTIONS? How much would you save annually if we could eliminate your seasonal overtime costs? Are you worries about the unreliability or your current system? Has staff shortage caused you to miss important calls? How important is it to double your response time? Need-payoff Problem Implication Need-payoff

103. BE AN I.C.E. MAN (OR MAIDEN)! Ask these questions after developing the seriousness of problem through Implication Questions but before describing your solution.

104. Roleplay, videotaping & feedback

105. CLOSING TECHNIQUES Understand the value of closing the sale Learn it !

106. “Close” It starts with a “C” C stands for conviction Take C out and you have Lose

107. The heart of your sales career

108. Selling is a transference of feeling In order to transfer feeling You got to have the feeling Believers are closers !

109. The “believer’s” close … we believe so deeply. So completely. So fervently in what we are selling that we can’t understand why other people don’t buy

110. A belief base needs to be… Tied directly to the heart The shortest route is from the heart into the customer’s pocket

111. Closers own what they sell The critical step is the step of honesty Your total conviction, your belief that it is truly the best buy

112. Can’t afford it Unless you own it you can’t sell it Own a 747? Well not exactly ! Be loyal to the product. Be loyal to the company

113. Encouraging closure Put yourself in the other party’s shoes Understand what might be preventing him

114. Encouraging closure Emphasise benefits … show advantages not previously considered

115. Encouraging closure Avoid a win lose situation …look for acceptable outcomes

116. 5 5 Closure & Split the difference! … partly yours & partly mine

117. Or Or Closure Suggest acceptable alternatives

118. Closure Be assertive not aggressive!

119. Closure If not satisfied do not sign!

120. Closure ? ? Does he have full authority?

121. Closure If... If we came up… If I reduce the… If I give you… First make a hypothetical proposal Hypothetical proposals are not commitments Test the issues important to the opposition

122. Some closing techniques…

123. The picture close… Been to a 5 star Hotel recently ? Asked for a …Green salad ? No ! We don’t have that on the menu ! You can however order … “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 !” Yes Sir ! Hotels are word merchants They know how to throw their words around to describe their food

124. The picture close… Roleplay Situation In colouful words describe how you would sell the benefit of a trouble free telephone connection to the customer

125. The fear close… You walk into a petrol station The attendant lifts the hood of the car. He checks the oil “My G-o-d ! You need 3 litres of oil” “ 3 litres?” “Is there no oil in the engine at all ?” The attendant turns around and tells you … “The oil in the car is awfully dirty. It will damage your engine. It won’t take 5 minutes I can change it for you.” 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. What do you recommend he does?

126. The fear close… Roleplay Situation You only have a limited number of connections to offer in this territory Use the fear closing technique to sell him the scheme

127. The post selling close… I recently purchased a car. Less than 72 hours of bringing the car home. This is the letter I received. Dear Mr. Khetarpal, This is just to thank you for your courtesy and the trust and confidence that you placed in buying the car from Vivek automobiles yesterday. I very much enjoyed talking to you. I am proud that you are now the owner of a car from our showroom. I am sure that you will be pleased with the performance of the vehicle. I shall be in touch with you in the future to see if I can be of any service to you. If you should need any assistance of any kind please feel free to contact me. Yours truly, This letter gives 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.

128. The post selling close… Activity You have just made your first sale to your customer … What letter post sale would you write to him so that you create a long term relationship.

129. Other closing techniques … The “building trust” close The “Challenge” close The “Special occasion” close The “emotional” close The “opportunity” close

130. Roleplay, videotaping & feedback

131. Show confidence!

132. Your response ! Look for similarities Wait for the other party to finish “However” Every concession you make is a major loss to you Seek clarification. Paraphrase before your respond Keep the other party guessing Ask questions. Lots of them Volunteer information sparingly Make counter offers immediately Counter offer with priorities of least importance

133. Bargain the substance Table the issues

134. Tabling the issues We tell you… What are we thinking? You tell us… What are you thinking? Our thinking! Your thinking!

135. Qs Questions. Ask many many questions

136. Uncovering needs NEED Uncover needs. Ask why? Clarify ! NEED NEED NEED NEED NEED Turn Implicit needs Into Explicit needs

137. Clarify Restate! Summarise! Check it out! Recap … it maintains momentum … it ensures that you understand … it ensures agreement Clarifying behaviour. Use it again and again

138. Trade concessions Offer the smallest concession first Judge how much you need to yield You may not need to go so far

139. I give you... And you give me... Concede ground only if you receive something in return

140. Each concession is a serious loss to you

141. Make major concessions on minor issues Make minor concessions on major issues

142. Take a long term view

143. Cast doubt on the validity of opponents information Test the validity of the opponents claim

144. Strengthen your position Power is in the head

145. Strengthen your position Cast doubt on validity of opponents information

146. Strengthen your position Look for errors of logic. Omissions of fact.

147. Strengthen your position Don’t attack individual personalities … specially competitors

148. Strengthen your position Show emotions. Convey feelings!

149. Strengthen your position Test the validity of the opponents claim

150. “The price is too high? ” Prospect forgets price but remembers quality Good things are not cheap ! Cheap things are seldom good !

151. But…You must still close There is a fear factor Fear of making a mistake Are you the right kind of person Is it the right product? Using the right technique With the right motive Well… you have a good chance!

152. Closing is a learned skill Not a natural one Skill can be acquired Are you willing to make the effort?

153. Implementation On reaching the agreement Put it into your report Draw up an action plan Put the plan into effect Thursday Monday Friday Tuesday WEDNESDAY SATurday Schedule the implementation

154. Breakdown The longer the breakdown The more bitter it becomes The harder it is to restore it Reestablish communication If all else fails. Use a mediator Someone who can think laterally Action is vital to prevent a situation becoming irretrievable

155. The value adders ! Show him sales turnover Talk about inventory holdings Talk about working capital Show him the customer pull Tell him about customer loyalty

156. Are you able to raise the value of the product In the prospects mind? The minute... Value equals the price Value exceed the price You now have... “A hot prospect”

157. Features/Advantages Benefits Or

158. FAB Demonstrate capability Make a benefit Obtain commitment

159. The more the features describe The more likely the sale ?

160. No!

161. Features! They are the characteristics of your product They are neutral Not very persuasive They create low impact …to be used restrictively!

162. Advantages! Show how your product or service can help the customer Are more persuasive than features Can have high impact early in the cycle Impact dilutes with the sale progress …to be used with caution!

163. Benefits! Show how the product meets an explicit need It is the final step in the need development process The most powerful of sales behavior … To be used only after need has been expressed

164. Benefits Hi (high impact always) FEATURES. ADVANTAGES. BENEFITS. (initially high but quickly falls off) Impact on Customer Advantages Features (low impact always) Hi Lo Contact Contact

165. Features lead to price concerns Advantages result in objections Benefits receive… Support & Agreement

166. Commitment ! More often you use the closing technique The more likely customer will buy?

167. No!

168. Commitment ! Ask for the commitment … but only after you have built the value

169. Roleplay, videotaping & feedback

170. Parakiya vasant presentation Part-2 "HI IMPACT SELLING"

171. “HI IMPACT SELLING” DAY# 2 09:30-10:00a.m. Icebreaker 10:00-11:15a.m. Customer profiling 11:15-11:30a.m. Tea/Coffee 11:30-12:15p.m. Role plays, video taping & feedback 12:15-1:00p.m. Objection handling 1:00-1:45p.m. Lunch 1:45-2:45p.m. Communication skills & roleplays 2:45-3:15p.m. Empathy 3:15-3:30p.m. Tea/Coffee 3:30-4:15p.m. Active listening & roleplays 4:15-5:30p.m. Lead Management

172. Customer Profiling

174. The exasperator

175. The appraiser

176. The relator

178. The critical examiner

179. The friend

180. The aggressive client

182. Be honest & open

183. Seek permission to go ahead

184. Result/assertive

185. Takes risk

186. Open, honest, confident

187. Technology conscious

188. Seeks value

190. Tell benefit

191. Check for understanding

192. Aggressive

193. Wants best deal

194. Self focussed

195. Low loyalty

196. Conservative

198. Assure

199. Clarify & go ahead

200. Avoids risk

201. Takes time

202. Solicits others opinions

203. Goes for tried & tested products

204. Price is important Security CLIENT BEHAVIOURS

205. Dominant P B Closed Open S Sub dominant CLIENT BEHAVIOUR MODEL

206. CUSTOMER PROFILING Hostile Warm X The behavior measurement ! Somewhat more warm than hostile? The problem... “Do not have adequate information to read customer behavior”

208. Status

209. Self esteem

210. Self actualisation

211. Autonomy

212. Achievement

213. Power Constitutional

214. Recognition

215. Security

217. Nurturing

218. Basic/psychological

219. Affiliation

220. Security

221. Security Submission

222. CUSTOMER PROFILING Indicates movement when motivational needs are threatened or denied …satisfaction moves behavior to the upper right quadrant

223. CUSTOMER PROFILING I IV Dominance …towards assertiveness, pursuit of quality, open to new ideas. Improved process & result …towards aggressiveness & unpleasantness Hostile Warm …towards agreeableness but with insecurity & inability to fulfill commitments …towards mistrust & avoidance of commitment II III Submission

224. PERSONALITY PROFILING Hot button High Directive Need HARD-DRIVEN SOCIABLE Personable Dynamic Risk taker Impatient Manipulative Determined Practical Insensitive Critical Aloof Recognition Winning Dependent Independent Precise Thorough Consistent Risk- avoider Withdrawn Caring Enthusiastic Sensitive Impracticall Indecisive Helping Being Right Low Directive Need DETAILED DEVOTED

225. CUSTOMER PROFILING Quadrant IA Hostile - Dominant Key motivation: Desire for security Motivation satisfaction strategy: “Attack is the best form of defense” People characteristics

227. Drop impressive names & misquote “authorities”

228. Interrupt impatiently and often

229. Are unreasonably stubborn

230. Are argumentative without calls

231. Make broad generalisations & sweeping statements

232. Are dogmatic & opinionated

234. You have nothing to lose

235. Ask closed questions frequently and keep control

236. Avoid justifying yourself, your product or idea

237. Stick to demonstrable fact whenever possible

238. Test every gross assertion politely but firmly

239. Expect to meet resistance to closing

242. If angered remain cool but biting

243. Are angered if status is underestimated

244. Make precise statements when making a complaint

245. Are easily offended

246. Hold on to their evaluation of their own worth

247. React negatively when they perceive personal slight

248. Avoid sarcasm

250. Expect “I don’t need you” response-temporary rejection

251. Show conviction and strength

252. Not aggression

253. Be courteous

254. Precede all questions with a benefit

255. Only ask for information you really need

258. Think up unlikely scenarios of what could go wrong

259. Demand totally unreasonable guarantees

260. Niggle and complaint

261. Doubt the validity of any new idea

262. Ask questions many of which are impossible to answer

263. Give little if any information in return

264. Ask you “Why you want to know”

266. Assure and reassure to illustrate safe application

267. Give guarantees in writing where possible

268. Stress benefits which provide stability and low risk

269. Show genuine concern for customer’s needs

270. Spend time exploring the buyers key objectives

271. Ask safe closed questions until they begin to open up

274. Move away from those in authority

275. Tight-lipped if questioned

276. Say nothing unless sensitively probed

277. Avoid commitment by any possible means

278. Are reluctant to take even minimal risk

279. Appear ill at ease when in company

280. Refuse new ideas without listening to arguments

282. Offer help as an opportunity to get into conversation

283. Ask safe closed questions

284. Keep away from personal questions

285. Stress benefits which minimise risk

286. Leave no doubt that benefits are without risk

287. Ensure ideas are accepted before moving on the next

288. Avoid aggressive body language

291. Ramble incessantly. Talk at length on unrelated subjects

292. Respond quickly and positively to any suggestions

293. Cause confusion and claim any role or authority level

294. Avoid raising objections

295. Are readily convinced but takes time to close

296. Have time for anything but the job in hand

297. Promises anything but rarely keeps promises

299. Don’t get sucked into irrelevant discussion

300. Stress benefits seen as doing something for others

301. Focus on the business and leave limited room for gossip

302. Personalise the discussion use first name and often

303. Be firm but make it feel like support

304. Show that the two of you are operating as a team

307. Respond positively to suggestions which do not threaten others

308. Try to pick out the benefits of neutral ideas

309. Will procrastinate rather than reject repugnant ideas

310. Give impression of agreement despite strong reservations

311. Sometimes take on more than they can fulfill

313. Maximise opportunities for personal interaction

314. Monitor and supervise implementation of that which is impersonal and important

317. Reject political solutions

318. Ask pertinent and searching questions

319. Admit their lack of understand and knowledge

320. Concentrate attention on what can be achieved

321. Place high demand on others values and principles

322. Demand high levels of achievement

323. Avoid blaming others

325. A tendency to delegate rapidly followed taking over “to show how it is done”

327. THE 5 BEHAVIOUR PATTERNS 1Accommodating 2Avoiding 3Collaborating 4Competing 5Compromising

328. 5 Behavior Patterns #1 Accommodating You are wrong. You allow a better position to be heard Issues are more important to others than to you. To satisfy others & maintain cooperation. To build social credits for later issues. To minimize loss when you are outmatched and loosing. When harmony and stability are especially important. To allow subordinates to develop by learning from their mistakes.

329. 5 Behavior Patterns # 2 Avoiding When an issue is trivial or more important issues are pressing. When you perceive no chance of satisfying your concerns. When potential disruption outweighs the benefits of resolution. To let people cool down and regain perspective. When gathering information supersedes immediate-decision. When others can resolve the conflict more effectively. When issues seem tangential or symptomatic of other issues.

330. 5 Behavior Patterns # 3 Collaborating To find solution when both sets of concerns are too important to be compromised. When your objective is to learn. To merge insights from people with different perspectives. To gain commitment by incorporating concerns into a consensus. To work through feelings which have interfered with a relationship.

331. 5 Behavior Patterns # 4 Competing When quick, decision & action is vital (emergencies) On important issues and unpopular actions On issues vital to company welfare when you know you’re right Against people who take advantage of non competitive behavior

332. 5 Behavior Patterns # 5 Compromising When goals are important, but not worth the effort. When opponents with equal power are committed to mutually exclusive goals. To achieve temporary settlements to complex issues To arrive at expedient solutions under time pressure. As a backup when collaboration or competition is unsuccessful

333. Behaviour styles Assertive Competing Shark Collaborating Owl Compromising Fox Attempting to satisfy one’s own concerns Unassertive Avoiding Tortoise Accommodating Teddy bear Uncooperative Cooperative Attempting to satisfy others’ concerns

334. Objection Handling

335. OBJECTION HANDLING Classifying objections Understanding objections Handling objections

336. Objections are the signs of interest And therefore … A good thing???

337. Sorry! Objections are a sign that there is a mismatch

338. Objection handling If you hear a negative reaction Is it an objection?

339. Objection handling Value objections … What is the Worth or Usefulness of your product?

340. Objection handling Capability objections … What is the Capability & Capacity of your product?

341. If you can’t meet a need … Ask why?

342. Perception of capability Perception of need OBJECTION HANDLING High Important Capability issue Value Issue Low Unimportant

344. Capability Can objections

345. Capability Can’t objections

347. Build value before solution offer

349. Use need payoff questions and benefits

350. Increase the value of the need you can meet

352. Demonstrate your capability

355. Price objection ! How do you deal with that?

356. Price objection ! A suggestion … Challenge the prospect ! Ask him? “The price (pause) is ridiculous?” (Your voice inflection…make it sound like a question)

357. Price objection ! The challenge… You are forcing him to defend his statement Instead of you justifying the price Quite a difference! What? One puts you in defense The other puts you on the offence The results can be substantially different

358. Price objection ! “The fear of loss close” The fear of loss is greater than the desire for gain Establish in his mind that he is safe in dealing with you That he won’t lose money or face But… He will lose the product benefits If he doesn’t buy

359. A buy of cosmetics ! “You or your spouse...” Do you have unused cosmetics?

360. A discount sale ! “Worth it ? ” Should you have paid the regular price?

361. “What is the price you paid? ” What did it cost you? “Cheap”! It costs more !

362. “We’ve decided…it is easier to explain price one time than…to apologize for quality for ever ”

363. “Prospect has said no, he wont pay you more for the product or service than he feels it is worth ! ” You persist! Will he buy ? You cant change or lower the price But…you can dramatically the value

364. “Roleplays”

365. 9 Counter strategies

366. 9 Counter strategies 1 Know your walk away… Your price. Your terms. Your deliberables … The least you will accept More the variable ‘U’ have. More the options … The better your options to close the deal Focus on price & …. ‘U’ increase animosity. 2 When under attack listen… If custoemrs have locked into a position Your brilliant arguments are of no good When under attack. Do no defend or counter attack. It will generate heat.

367. 9 Counter strategies 3 Keep the customer talking New info will room for movement Listening without defending will defuse anger If ‘U’ are listening you’re not making concessions 4 Recap frequently Summarise helps maintain momentum New issues are not raised at the last moment It reassures customers ‘U’ are listening 5 Assert your company’s needs Too much focus on customer needs It can work against you Bargaining requires dual focus Solve the problem to satisfy both parties Failure to assert company needs leads to unnecessary concessions

368. 9 Counter strategies 6 Commit a solution if it is certain to work Don’t dig into a position. Suggest hypothetically Invite customers to search for the solution together Don’t definitely agree unless overall deal make sense … agree to ‘X’ provided ‘U’ agree on ‘Y’ & ‘Z’ 7 Save the hardest for the last Don’t start with the toughest Resolve the easy issues it creates momentum Discussing easier issues will cover additional variables Customer may see value of exploring new approaches

369. 9 Counter strategies 8 Start high concede slowly Start with something ‘U’ can afford to lose. Let them win. Praise his skill Don’t be candid ‘U’ will get cleaned out For every concession given get something in return Begin by giving what customer values highly but incremental cost to ‘U’ is low Customisation. Quality. Convenience. Preferred treatment. Credit. Service. Concede in small increments. Take time. Not taking time is money 9 Don’t get emotionally blackmailed Buyers use anger 3 ways to counter Withdraw Listen silently but do not reinforce React & shift to non emotional issue

370. Remember… “I insist on” …try not to lay down the law !

371. Remember… “An eye for an eye” …avoid it !

372. And finally… Main objective … not be conceded ! Small points …accommodate ! “The wheels of diplomacy turn on the grease of ambiguity” …a little ambiguity may enhance a proposal !

373. COMMUNICATION & LISTENING SKILLS

375. LORD GANESH JI Lord Ganeshji’s big head inspires us to Think big and think about the customer The big ears prompt us to Listen to the needs of the customer The narrow eyes point to Deep concentration to do what the customer wants well and quickly The long nose tells us to Poke around inquisitively to learn what the customer wants The small mouth reminds us to Speak less and listen to the customer Worship Lord Ganeshji Learn to worship your customer

376. COMMUNICATION Quotable quotes… “God gave us two ears and one mouth It might be… He intended us to listen twice as much as we speak” The difference between you and me is only one of hearing Where you hear a door close I hear a door open The more noise a man or motor makes The less power there is available A soft voice is heard long after the shout Gentleness is stronger than anger The face, specially the eyes and the heart account for almost half of our communication If someone remembers your suit and not your smile then… You didn’t smile enough

377. PERCEPTION

378. A matter of perception... Young or old?

379. THE PERECEPTION GAP ! FLY Do you see the arrow pointing downwards? Can you see the monster?

380. Your perception Chicken? Lion? Dog?

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. Was the driver being considerate? What are your feelings? What is your attitude towards this driver? Perception & understanding of others 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. Any change in feeling? How about your attitude toward the driver?

382. COMMUNICATION

383. How well do you communicate?

384. EFFECTIVE COMMUNICATION …Establishing the communication gap !

385. EFFECTIVE COMMUNICATION …your frustration level!! You can not ask questions! You can not clarify! How do you feel? Sender’s feelings Receiver’s feelings Did you understand? Were you understood?

387. Angry / calm

388. Drunk / soberExperiences Dreams Expectations Desires Hopes Fears ...Learning experiences What you think you see is perception It is determined by your state of mind

389. LEARNING EXERCISE Imagine a good communicator ...List his/her characteristics Need development…..Excellent ____________________________________ ____________________________________ ____________________________________ ____________________________________ ____________________________________ 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1 2 3 4 5 6 7

391. GESTURES

392. EYES EXPRESSION

393. TONE OF VOICE

394. BODY LANGUAGE13% + 80% + 7% = 100% It is not what you say but how you say it!

395. Communication Your body language!

396. NON VERBAL BEHAVIOURAL ASPECTS Eye contact Environment Body space Hand shake NON VERBAL COMMUNICATION Body posture Timing Facial expressions Dressing style Gestures Voice

397. The Eyes Dilated pupils signify: Little light, great interest, honesty, frankness, openness, sexual interest, consumption of alcohol, relaxation and well being Contracted pupils signify: Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang over, consumption of certain drugs.

398. Head and shoulders A raised head A raised head signifies openness, interest, winner attitude, control over the situation A lowered head A tilted head A lowered head indicates doubt, defeat, contempt, dissatisfaction, fear and insecurity. A tilted head side ways means interest, curiosity or flirtation.

399. REMEMBER… If you are reading the customer’s body language The customer is reading your body language If you Raise your shoulders Blow your hair Seem impatient Speak with a tired or bored voice The customer can easily think that you are not interested in your job If you don’t control the situation You are not likely to make the sale

400. Read the face The face is the most expressive part of a person. The shape of the mouth and the angle of the eye brows are expressions of Moods, feelings, sorrow, happiness, anger, hostility, doubt. Are you a good face reader? What are the feelings and moods? E B D C A J I H G F

401. Read the face Answers E B D C A Happy Very sad Childish Poker Indifferent J I H G F Sad Very angry Naughty Bored Suspicious

403. KINESTHETIC LEARNER LEARNING PREFERENCE VISUAL LEARNER AUDITORY LEARNER SEEING HEARING IDENTIFY YOUR STYLE! DOING

404. LEARNING PREFERENCE Find the one that best describes you I learn best when… 1. I can watch a video 2. I hear a lecture 3. I get on the job training When driving I like to... 1. Look at my surroundings 2. Listen to music or tapes 3. Enjoy the experience of driving I am most successful with a new computer function when... 1. I can read the manual 2. There is music playing during class instruction 3. An instructor lets me try it several times I can assemble something best when... 1. I have printed directions 2. I can listen to a tape of directions 3. I watch someone else assemble the item first. I often hear myself saying... 1.” I see what you mean.” 2. “This sounds great.” 3. “I feel good about this.”

406. “Please show me.”

408. Have printed directions (job aids)

409. Provide documentation

410. Follow up with a written letter

411. Use:

412. Printed lists

413. Graphics

414. Charts“Visual learners take in a lot of information but may not be able to do anything with it unless a written or very structured action plan is shown to them.”

416. “This sounds great.”

417. Notice this learner listens to a lot of music

420. “I feel…”

422. Minimise use of printed materials

423. Include hands-on activities and role-plays

425. THE COMMUNICATION PROCESS MESSAGE SENDER ENCODING CHANNEL MESSAGE MESSAGE MESSAGE FEEDBACK RECEIVER DECODING Message received is rarely sender intended!

426. THE COMMUNICATION PROCESS SENDER Knowledge Skill Attitude Social-cultural system MESSAGE Content Codes/symbols CHANNEL RECEIVER Prejudices Perceptual skills Knowledge Attention span Attitude Social-culture Accent DISTORTION APPREHENSION Undue tension and anxiety about oral/written or both

428. Content

429. The channel

430. Prejudices

431. Knowledge

432. Perception

433. Attention plan At sender point: Knowledge Cultural background Skill Perceptions Attitude Through the medium: Visual Written reports Oral E-Mail Whilst Encoding & Decoding: Retranslation At receiver point: Knowledge Cultural background Skill Perceptions Attitude

436. Complexity

437. Urgency

438. Its importance

439. Formal or informal

440. Intimacy

441. Anxiety

442. Fear

444. Attitude

445. Knowledge

447.   VOICE THE DON’T’S Speak too softly Swallow your words Running out of breath Audible pauses Speak too rapidly Unwavering voice tone W H I S P E R “What I mean is…” “Umms” “Errs” “Well” ÞßæÞßæ           

448. ACTIVITY Thursday Monday Tuesday Friday Starting with Monday Recite the days of the week aloud Starting with January Recite the months of the year Injectasmuchcolourasyoucan WEDNESDAY SATurday SUNDAY > Speak louder < Speak softly // Long pause / Short pause Emphasise the point

449. A good voice... Expressions Pleasantness Alertness Naturalness Distinctness

450. Qualities of a good voice Alertness: Show that you are wide awake, ready to help Expressions: Talk at a moderate rate and volume, but vary the tone in your voice. This will add up to what you say. Naturalness: Use simple language. Avoid technical terms (jargon) and slang. Pleasantness: Put a smile in your voice and sound welcoming Distinctness: Speak clearly and concisely Send a positive attitude by the SOUND OF YOUR VOICE

452. Clarity

453. Warmth

454. Friendliness

455. Courtesy

456. Charm

459. You disagree with?

460. Who’s boring?

462. LISTENING

463. ACTIVITY THE CHINESE WHISPER

464. A Road Accident! “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.”

465. - ve listening Or + ve listening

468. THREE LEVELS OF LISTENING 3 Empathetic listening 2 Hearing the words 1 Tuning in and tuning out

470. Somewhat aware

471. Pays attention to self

472. Listens, no response

473. Fakes attention

474. Thinks about unrelated matters

475. Makes judgements

476. Forms rebuttals or prepares advice

477. Thinks of what she wants to say next

478. Displays a blank stare

480. Makes little effort to understand what the speaker really means

481. Listens logically

482. Listens with concern about content but not feeling

483. Remains emotionally detached

484. Leads to dangerous misunderstandings because listener is only barely concentrating on what is said.… Appears to be really listening

486. Does not judge the talker

487. Puts self in the other person’s place

488. Is caring

489. Tries to see things from the other’s point of view

490. Is aware

491. Is in this moment

492. Pays attention to the person’s total communication, including body language

493. Suspends own thoughts and feelings and listens completely… Listens from the heart

494. THREE LEVELS OF LISTENING-ACTIVITY What can you do to improve your listening? ___________________________________________________________________ ___________________________________________________________________ What is your most common level of listening ? ___________________________________________________________________ ___________________________________________________________________ How often do you listen at level 1? __________________________________________________________________ ___________________________________________________________________ When? __________________________________________________________________ ___________________________________________________________________

495. Posture, facial expression The wide band Hesitations, silences Emphasis, inflexions The verbal content Receiver Sender Tone and pitch of voice The narrow band Things left unsaid Emotional undercurrents LISTENING ON THE WIDE BAND

497. Bright or unintelligent

498. Interesting or dull

499. Likes us or not

500. Attracted to us or not These messages distract Distraction prevents you from remembering Introduced only moments ago And you forget his name

501. LISTENING When I ask you to listen to me… And you start giving advice You have not done what I asked. When I asked you to listen to me… And you begin to tell me why I shouldn’t feel that way, You are tramping my feelings. When I asked you to listen to me… And you feel you have to do something to solve my problem, You have failed me-strange that may seem. Listen! All I asked was that you listen Not talk or do-just hear me. Advice is cheap

502. LISTENING Perhaps … That’s why prayer works, Because God is mute, and He doesn’t yell But he DOES listen! So… Please listen and just hear me. And if you want to talk, wait a minute for your turn And I’ll listen to you.

503. LISTENING ASSESSMENT EXERCISE Your colleague is speaking to you. He requires a response. Tick the response that comes closer to what you would say in the situation. You are not looking for right response or how you would like to respond, but how you would, in fact, respond to people in these situations. .‘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.’ a) ‘Why do you make mistakes?’ b) ‘Why don’t you tell your boss how you feel?’ c) ‘It’s unpleasant to have someone shout at you when you make mistakes’ d) ‘Perhaps you boss has good reason to shout at you. You should do something about making so many mistakes.’ .‘The company policy is supposed to be to hire from within the company. And now I find out that this new guy is coming in to replace my boss. I had my eyes on that job; 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.’ a.)‘It can be disappointing when the company seems to have forgotten about you hiring outside the company, especially when you put a lot of hard work into your job.’ b.) )‘May be your qualifications don’t compare with those of the new man’. c) I would make sure they know your view and let them know your interest in advance.’ d) )‘Did they discuss it with you at all?’

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…’. a.) ‘I wouldn’t let anybody treat me in that way’. 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.’ c) ‘What kinds of mistakes does he ask you to cover up?’ .“My superior often makes mistakes and has me handle the situation for him. This way he 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…’. a.) ‘I wouldn’t let anybody treat me in that way’. 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.’ c.) ‘What kinds of mistakes does he ask you to cover up?’ .‘It happens every time the manager appears in my department. He just takes over as if I 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? a.) ‘You should discuss your problems with your boss.’ b.) ‘When did this start to happen?’ c,) ‘The boss must be the boss, I suppose, and we all have to learn to live with it’. d.) ‘It upsets you that your manager takes over and gives conflicting directions. You’re not sure what would be the best way to confront him, on this matter.’

505. HEARING VS. LISTENING What’s the difference?

506. Did you hear what he said ? Its not about what you say Its about how you say it !

507. Hear what the prospect is saying Not just what he says

508. The same words but with a change in your voice inflection you can make those 8 words say different things

509. So… Did you? Hear what the prospect is saying And… Not just what he said

510. One sentence … The same 8 words can mean 8 different things ! “I did not say he stole the money” That’s a simple factual statement

511. “I did not say he stole the money” Implies that it was said, but by someone else

512. “I did not say he stole the money” A vigorous denial that you said it !

513. “I did not saayy he stole the money” Hints that you might have implied it But you did not say it

514. “I did not say he stole the money” Implies that someone other than the accused stole the money

515. “I did not say he stole the money” You hint that the accused might have “borrowed” the money but he didn’t actually steal it!

516. “I did not say he stole the money” Implies that he might have stolen some money but not the money

517. “I did not say he stole the money” Suggest that he might have stolen something but certainly not the money !

519. Win friends

520. Solve problems

521. Resolve disagreements

522. Better work and more cooperation

523. Make better decisions

524. Help you perform better

525. Prevent potential trouble

526. Time to think

527. Convey: I love you,… I respect you,… I accept you,… You are important Nature has intended us to listen twice as much we talk

529. Suspend judgement

530. See the customer’s point of view

531. Understand the customer’s feelings

532. Show that you are listening

534. Be in receptive posture. Lean forward.

535. Stop talking! No interruptions.

536. Put the talker at ease

537. Look and act interested

538. Do not criticise

539. Empathise

540. Ask questions

541. Have patience

544. GREEN FLAG Flattery! It appeals. The WIIFM factor An emotional trap! People will… Praise you Complement you Flattery… It will lower your defense guard Make you misinterpret the communication Postpone listening to emotionally charged messages. Calm down!

546. JUDGMENTAL LISTENING You pass judgement on somebody’s message much before it has been said Judgmental listening it prompts us to fit people into convenient pigeon holes

547. DIAGNOSTIC LISTENING Identify… True feelings Motives Needs Pay attention to… Voice tone Expressions Gestures Postures Use the PIN approach ‘P’ – Focus on the Positive ‘I’ – Focus on the Interesting ‘N’ – Negative aspects only come last

548. REFLECTIVE LISTENING Repeat what you have just heard Reconfirm what you have understood It will avoid errors Clarifies implications

549. EMPHATIC LISTENING Put yourself in the other person’s shoes

550. EMPATHY

551. Empathy Put yourself in the customer’s shoes

552. Empathy It is an action of understanding

553. Empathy It is … being aware of

554. Empathy It is … being sensitive to

556. Express feelings when the customer is frustrated or anxious

557. Paraphrase customer concerns

558. Demonstrate a focus on the customer’s problemUse phrases like… “I understand…” “I am sorry that you…” “I would be frustrated too if…”

560. Apologising for yourself

563. Rationalisation

564. Projection

565. Displacement

566. Quick acceptance

567. Withdrawal

568. Aggression

569. Humour

570. Competition with authority

571. Cynicism

572. Intellectualisation

573. Generalisation

575. Self-analysis

576. Empathy

577. Exploration

578. Data collection

579. Expressing feelings

580. Help seeking

581. Concern

582. Listening

583. Positive critical attitude

584. Sharing concern

585. Experimenting

586. Relating to group Results in a Results in an conflicted self integrated self

587. THE BARRIERS... # 1 Your message contains errors Pronunciation of words Wrong usage of the word Improper understanding of the facts These can significantly alter your intended message # 2 Your message contains ambiguities Words have more than one meaning Some typical newspaper headlines… George Fernandes flies back to front Does George Fernandes know how to fly! Can he fly back to front! American tourist critical… If the American had been critically injured He would not have been critical, he would be furious!

588. THE BARRIERS... # 3 Messages is misinterpreted It is not so much the words which lead to message misinterpretation It is the context in which it is spoken # 4 Message is misunderstood You incorrectly assume that your listener has knowledge of a vital piece of information. Lacking this information they can not understand your instructions. # 5 Key points are forgotten What you say first and what you say last gets most remembered. Key points in the middle get lost. # 6 Message interpretation Listeners hear not what was said but what they thought was said. Their experiences, backgrounds, biases and emotional state influences their ability to interpret.

589. WHAT I WANT TO SAY YOU NEVER GOT TO SAY WHAT YOU WANT TO SAY THIS IS WHAT YOUR CUSTOMER HEARS THIS IS WHAT HE UNDERSTANDS THIS IS WHAT HE WILL REMEMBER AFTER I AM GONE Finally… COMMUNICATION & REMEMBERANCE

590. THANK YOU VISIT MY EMAIL ID Vparakhiya@gmail.com

591. Thanks For Watching Please Share Check out more great forwards at vparakhiya@rediffmail.com Mo. No. :- 94279-13540