L Selling Skills

Day 1
Who sells to whom?

Are you selling to the prospect?
Is the prospect selling to you?
The prospect sells to you that he cant or wont buy

Or
You sell to him that he can and should buy
This is your Customer
This is you
You deal with a customer

&
This is what can happen
He can make you
feel like this !
Or this !
But
We all want to
Have our cheese
and eat it too !
Well
How can you sell to the Customer

And
Still feel happy about it ?
What is the discount you are

offering ?
customer !
You !
A very special discount for you

Sir
Oh Come on ! Your competitor is

giving
customer !
You !
Really? Sir that is out of

question
I can buy it right now but I

wont accept anything less
than
customer !
You !
You drive a hard bargain Sir. 50% is

too high. I can offer you 25%
discount
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. Thats the best I can do
So why then at the end of it all
Do you feel like this ?
Our ego
It gets hurt !
Hurt because
You took a position
Hurt because
He took a position
Furthermore you didnt know
Where to hide your face
And he didnt know
Where to hide his face
Saving face!
It bruises the ego !
People lock themselves in!
They defend against attack!
They get committed!
Attention is paid to...
Saving position & saving face
Concerns
Get thrown out of the window
It become
a contest of will
This is called
Haggling leads to
a broken relationship
Haggling is not
selling
Haggling is not
Negotiating
If you haggle
This is what you will look like !
If you dont want to haggle

If you dont want to get hurt
You must
Satisfy the need of your organisation !
&
Satisfy the need of the Customer !
Concern for the customer
Strategic advantage
threshold
Minimum acceptable
threshold
Professional
selling skills
Concern for the

company
Concern for
the sale
Sales Troika Balance
You can do this with the
Programme
Are there special skills that makes

someone successful in large
sales?
Or is selling just selling whether
the sale is small or large?
ADVANCED SKILLS
THE MOST IMPORTANT SET OF

SKILLS THAT THESE PEOPLE
HAVE IN COMMON ARE
S P I N SKILLS
NOW WRITE DOWN FIVE

TYPICAL QUESTIONS YOU
MIGHT ASK ON A SALES
CALL
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?
Write 5 typical Situational

Questions
How many people work here?

SUCCESSFUL SALESPEOPLE ASK
THEM ECONOMICALLY.
THEY DO THEIR HOMEWORK
THE MORE SENIOR THE BUYER THE
LESS THEY LIKE ANSWERING
FACTUAL QUESTIONS
IMPACT: Least powerful of the SPIN

questions. Can be negative. Most people
ask too many.
SO
ELIMINATE UNNECESSARY
QUESTIONS
DO YOU HOMEWORK THOROUGHLY
Write 5 typical Problem

Questions
What prevents you from achieving that objective?

A PRODUCT IS SOMETHING WHICH SOLVES
A PROBLEM
A TRANSPORT PROBLEM OR AN EGO
PROBLEM
THINK OF FIVE PROBLEMS THAT YOUR
PRODUCT SOLVES
IMPACT: More powerful than Situation

Questions. People ask more as they become
more experienced.
THINK OF YOUR PRODUCTS IN
TERMS OF THE THE PROBLEMS
THEY SOLVE FOR BUYERS- NOT
THEIR FEATURES.
Write 5 typical Implication

Questions
BUYER
PROBLEMS
PROBLEMS
PROBLEMS
PROBLEMS
PROBLEMS
. . . but what are the implications?
???
INEXPERIENCED
SELLER
Solution
Solution
Many experienced
sellers link solutions
to problems too soon
Solution
Solution
Implied needs are a statement

of wants and desires?
No???
A customer with a large

problem is ready to accept a
solution?
No???
One may have a
Problem. Difficulty. Dissatisfaction
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.
So the seller must establish and build

the pain by Implication Questions
YOU HAVE
SOLUTION
Our design software
allows you make
design revisions much
faster
BUYER THINKS
NOT WORTH COST
IMPLICATIONS
New products slow to
market
Higher design costs
Lose best designers
POSSIBLE IMPLICATION
QUESTIONS
o What will you do if your telephone lines are
down for 72 hours?
o If you receive a long distance call and
cannot hear clearly then how do you feel?
o 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?
IMPACT: Most powerful of all SPIN

questions. Top salespeople ask lots of them..
THESE ARE THE HARDEST TO ASK
AND MUST BE PLANNED CAREFULLY
BEFORE KEY CALLS
Write 5 typical Need pay-off

Questions
How much business would you loose if your phone

did not work for 24 hours?
UNLIKE THE OTHER 3 THEY FOCUS ON
SOLUTIONS.
THEY GET THE BUYER TO TELL YOU ABOUT
THE BENEFIT YOUR SOLUTION OFFERS
YOUR FINAL PRESENTATION CAN BE
FOCUSSED ON ACKNOWLEDGED NEEDS
IMPACT: Constructive questions always

used by top sales people and have positive
affect on buyer.
BUYER SHOULD DO THE TALKING
AND BE ALLOWED TO CONVINCE
HIMSELVE
THE SPIN PROCESS
WHAT IS YOUR
G:S
RATIO?
SEEKING IS MORE PERSUASIVE THAN GIVING.

SEEKING MEANS
ASKING QUESTIONS
GETTING TO KNOW YOUR CUSTOMER NEEDS
UNDERSTANDING CUSTOMER PROBLEMS
UNDERSTANDING HOW YOU CAN SOLVE HIS PROBLEMS
UNDERSTAND HOW YOU CAN BENEFIT HIS NEEDS
Preliminaries
Which stage is missing?

Demonstrating
Capability
Obtaining
Commitment
Preliminaries
INVESTIGATING
Demonstrating
Capability
Obtaining
Commitment
INVESTIGATING!!
Has direct influence on your success

This stage will most impact your success
The key purpose is to uncover implied needs
Investigating is done through questions
The objective is to
Move
Implied Needs
into
Explicit Needs
HOW?
Grow that need!
A solution here has little impact.
A strong need, your solution will have

impact!
Problems
Difficulties
It begins in the form of

Problems, difficulties or dissatisfactions.
These are Implied Needs.
Dissatisfactions
Clear, Strong
When needs have developed into
Wants and Desires
Wants or Desires
we call them Explicit Needs.
Needs
Need to
Outweigh c
s!
Buy
Dont Buy
Hassle
Explicit Need
Explicit Need
Explicit Need
Perceived value
Buyer
Risks
Hidden Extras
Cost
The cost of the

solution
CONTINUATION & ADVANCE

S IM P L E V S C O M P L E X S A L E S
SALES
C ALL
P o s s ib le
O u tc o m e s
SALE
O R
R EFUSAL
TO BU Y
C O N T IN U A T IO N
D is c u s s io n
c o n t in u e s
n o a c t io n
AD VAN C E
A g re e m e n t
o n a c t io n w h ic h
m o v e s s a le fo r w a r d
CONTINUATION OR ADVANCE?
o I liked your presentation. Lets meet again
sometime and discuss further.
o I cannot make this decision, but Ill arrange
for you to meet our Operations Manager.
o We would have to see the system in action.
Can you arrange a demonstration?
A customer states a problem

You can solve it!
Should you immediately
offer your solution?
No !
Implied needs!
Implication questions demonstrates
Concern on the effect that the

problem is having
Understanding of the issues and their
consequences
The timing
Situation Qs. first
Establish the key facts
Problem Qs. next
Uncover the implied needs
Implied Qs. last
Develop and extend implied needs
Implication Qs. They...
Ensure your solution

has maximum impact !
Build credibility and
demonstrate concern !
When you uncover an implied

need
Hold back !
Develop it !
Offer your solution

only at the very last !
Need payoff Qs.
Qs. which probe for Explicit Needs

shifts attentions from
Problems to Solutions
It tells you the value of the benefit
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.
The roadmap
Situation
Questions
Problem
Questions
Implied
Needs
Implication
Questions
Need-payoff
Questions
BENEFITS
Explicit
Needs
IMPLIED OR EXPLICIT NEEDS ?

I need help in forecasting sales better
Im worried about increasing
competition
Our customers are having to wait too
long- weve lost some!
We need to be able to send messages
automatically to our sales team
Our communications systems arent as
flexible as they should be
Explicit
Implied
Implied
Explicit
Implied
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.
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
WHAT GOES INTO GOOD

IMPLICATION QUESTIONS?
Planning- they do not flow automatically so dont 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 cant solve
Timing. Always before introducing solution to Explicit
Need.
NEED- PAYOFF QUESTIONS

They probe the Explicit Needs
Reduce objections because cause buyer to
explain solution
Move discussion forward towards action
and commitment
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
BE AN I.C.E. MAN (OR MAIDEN)!

D e v e lo p m e n t o f N e e d - p a y o ff Q u e s t io n s
STRENG TH OF YOUR PRODUCT
e .g . fa s te r
ID E N T IF Y
H o w u s e fu l w o u ld it b e
to h a v e a
fa s te r s y s te m ?
C L A R IF Y
Is s p e e d im p o r ta n t to
b e a b le to h a n d le
m o r e c lie n ts ?
EXTEND
C o u ld a fa s te r
s y s te m fr e e y o u r p e o p le
u p to d o o th e r th in g s ?
Ask these questions after developing the seriousness

of problem through Implication Questions but before
describing your solution.
Roleplay, videotaping &

feedback
Understand the value of closing the sale

Learn it !
Close
It starts with a C
C stands for conviction
Take C out and you have Lose
The heart of your sales career
Selling is a transference of feeling
In order to transfer feeling

You got to have the feeling
Believers are closers !
The believers close
we believe so deeply. So completely. So fervently

in what we are selling that we cant understand why
other people dont buy
A belief base needs to be
Tied directly to the heart

The shortest route is from the heart into the
customers pocket
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
Cant afford it
Unless you own it you cant sell it

Own a 747? Well not exactly !
Be loyal to the product. Be loyal to the company
Encouraging closure
Put yourself in the other partys shoes

Understand what might be preventing him
Encouraging closure
Emphasise benefits
show advantages not previously considered
Encouraging closure
Avoid a win lose situation

look for acceptable outcomes
Closure
Split the difference!

partly yours & partly mine
Closure
Or
Or
Suggest acceptable alternatives
Closure
Be assertive not aggressive!
Closure
If not satisfied do not sign!
Closure
??
Does he have full authority?
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
Some closing techniques
The picture close

Been to a 5 star Hotel recently ?
Asked for a Green salad ?
No ! We dont have that on the menu !
You can however order
A sensuous salad. A painters palate. A colourful array of fresh
spinach leaves mingled with ripe red tomatoes. Shredded
cucumber topped with onion rings and tossed with their superb
white sauce dressing !
Yes Sir ! Hotels are word merchants
They know how to throw their words around to describe their food
The picture close

Roleplay
Situation
In colouful words describe how you would sell the
benefit of a trouble free telephone connection to the
customer
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
wont 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?
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
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.
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.
Other closing techniques

The building trust close
The Challenge close
The Special occasion close
The emotional close
The opportunity close

feedback
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
Bargain the substance

Table the issues
Tabling the issues

We tell you
Our thinking!
What are we thinking?
You tell us
What are you thinking?
Your thinking!
Questions. Ask many many questions
Uncovering needs
Uncover needs. Ask why?
Clarify !
Turn Implicit needs

Into
Explicit needs
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
Trade concessions
Offer the
smallest concession first
You may not

need to go so far
Judge how much you need to yield
I give you...
And you give me...
Concede ground only if you receive something

in return
Each concession is a
serious loss to you
Make major
concessions on
minor issues
Make minor
concessions on
major issues
Take a long term view
Cast doubt on the validity of opponents information

Test the validity of the opponents claim
Strengthen your position
Power
is in the head
Cast doubt on validity of opponents

information
Look for errors of logic. Omissions of

fact.
Dont attack individual personalities

specially competitors
Show emotions. Convey feelings!
Test the validity of the opponents claim
The price is too high?

Prospect forgets price but
remembers quality
Good things are not cheap !
Cheap things are seldom good !
ButYou must still close

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!
Closing is a learned skill

Not a natural one
Skill can be acquired
Are you willing to make the effort?
Implementation
On reaching the agreement
Put it into your report
Draw up an action plan
Put the plan into effect
Monda
y
Tuesday
WEDNESDAY
Thurs
Frid
day
SATurday
ay
Schedule the implementation
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
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
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
Or
The more the features describe

The more likely the sale ?
No!
Features!
They are the characteristics of your
product
They are neutral
Not very persuasive
They create low impact
to be used restrictively!
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!
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
FEATURES. ADVANTAGES. BENEFITS.
Benefits
Hi
Impact on
Customer
(high impact always)
(initially high but

quickly falls off)
Advantages
(low impact always)

Lo
Contact
Contact
Features
Hi
Features lead to price concerns

Advantages result in objections
Benefits receive
Support & Agreement
Commitment !
More often you use the closing

technique
The more likely customer will buy?
No!
Commitment !
Ask for the commitment but only

after you have built the value

feedback
Bharti Telenet Limited
Day 2
Indus Corporation
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
The sales person type !
The fatalist
The exasperator
The appraiser
The relator
The love motivated
The client type !

The silent listener
The critical examiner
The friend
The aggressive client
The competitors friend
CLIENT BEHAVIOURS
Types
Professional
Bargaining
Security
Characteristics
Result/assertive
Takes risk
Open, honest, confident
Technology conscious
Seeks value
Highly knowledgeable
Aggressive
Wants best deal
Self focussed
Low loyalty
Conservative
Egoistic
Avoids risk
Takes time
Solicits others opinions
Goes for tried & tested
products
Price is important
Behavior
State purpose
Be honest & open
Seek permission to go
ahead
State purpose
Tell benefit
Check for
understanding
State purpose
Assure
Clarify & go ahead
CLIENT BEHAVIOUR MODEL

Dominant
B
Closed
Open
S
Sub dominant
CUSTOMER PROFILING
Hostile
Warm
The behavior measurement !

Somewhat more warm than hostile?
The problem...
Do not have adequate information to read
customer behavior
CUSTOMER PROFILING
a better alternative
Dominance
Power
Status
Autonomy
Recognition
Self esteem
Achievement
Security
Hostile
Belonging
Warm
Security
Self actualisation
Power
Constitutional
Basic/psychological
Nurturing
Security
Security
Submission
Affiliation
CUSTOMER PROFILING
Indicates movement when

motivational needs are
threatened or denied
satisfaction moves behavior to the

upper right quadrant
CUSTOMER PROFILING
towards
aggressiveness &
unpleasantness
towards
assertiveness, pursuit
of quality, open to new
ideas. Improved
process & result
Hostile
Warm
towards mistrust
& avoidance of
commitment
II
IV
Dominance
towards
agreeableness but
with insecurity &
inability to fulfill
commitments
Submission
III
PERSONALITY PROFILING
Hot button
SOCIABLE
Recognition
Dependent
Helping
High Directive
Need
Personable
Determined
Dynamic
Practical
Risk taker
Insensitive
Impatient
Critical
Manipulative
Aloof
Caring
Precise
Enthusiastic
Thorough
Sensitive
Consistent
Impracticall
Riskavoider
Indecisive
DEVOTED
Low Directive
Need
HARDDRIVEN
Winning
Independent
Being Right
Withdrawn
DETAILED
CUSTOMER PROFILING
Quadrant IA Hostile - Dominant
Key motivation: Desire for security
Motivation satisfaction strategy:
Attack is the best form of defense
People characteristics
CUSTOMER PROFILING
Quadrant IA
Hostile Dominant
PEOPLE CHARACTERISTICS
Brag incessantly
Drop impressive names & misquote authorities
Interrupt impatiently and often
Are unreasonably stubborn
Are argumentative without calls
Make broad generalisations & sweeping statements
Are dogmatic & opinionated
React without hearing the whole story
CUSTOMER PROFILING
Quadrant IA
Hostile Dominant
HANDLING TECHNIQUES
Be courteous but firm & assertive
You have nothing to lose
Ask closed questions frequently and keep control
Avoid justifying yourself, your product or idea
Stick to demonstrable fact whenever possible
Test every gross assertion politely but firmly
Expect to meet resistance to closing
Expect exaggerated objections
CUSTOMER PROFILING
Quadrant IB
Dominant - Hostile
Key motivation: Need for status & autonomy

Precision and outward indicators of power
CUSTOMER PROFILING
QuadrantIB
Dominant-Hostile
Are cold and detached
If angered remain cool but biting
Are angered if status is underestimated
Make precise statements when making a complaint
Are easily offended
Hold on to their evaluation of their own worth
React negatively when they perceive personal slight
Avoid sarcasm
Demand efficiency & respect
CUSTOMER PROFILING
Quadrant IB
Dominant-Hostile
HANDLING TECHNIQUES
Stress benefits which offer prestige & recognition
Expect I dont need you response-temporary rejection
Show conviction and strength
Not aggression
Be courteous
Precede all questions with a benefit
Only ask for information you really need
Never use leading questions
CUSTOMER PROFILING
Quadrant IIA Hostile-Submissive
Key motivation: Security express through
abnormal demands for protection
What if concerns
CUSTOMER PROFILING
Quadrant IIA
Hostile-Submissive
Express doubt about any statement made
Think up unlikely scenarios of what could go wrong
Demand totally unreasonable guarantees
Niggle and complaint
Doubt the validity of any new idea
Ask questions many of which are impossible to answer
Give little if any information in return
Ask you Why you want to know
Use aggressive body language but weak in behavior
CUSTOMER PROFILING
Quadrant IIA
Hostile-Submissive
HANDLING TECHNIQUES
Remain patient even in the phase of disbelief
Assure and reassure to illustrate safe application
Give guarantees in writing where possible
Stress benefits which provide stability and low risk
Show genuine concern for customers needs
Spend time exploring the buyers key objectives
Ask safe closed questions until they begin to open up
Quote prestige users of your service or ideas
CUSTOMER PROFILING
Quadrant IIB
Submissive-Hostile
Key motivation: Fear of becoming

committed or involved
Avoidance, withdrawal
CUSTOMER PROFILING
Quadrant IIB
Submissive-Hostile
Maintain physical distance from others
Move away from those in authority
Tight-lipped if questioned
Say nothing unless sensitively probed
Avoid commitment by any possible means
Are reluctant to take even minimal risk
Appear ill at ease when in company
Refuse new ideas without listening to arguments
If forced to chose will pick low risk options
CUSTOMER PROFILING
Quadrant IIB
Submissive-Hostile
HANDLING TECHNIQUES
Approach slowly
Offer help as an opportunity to get into conversation
Ask safe closed questions
Keep away from personal questions
Stress benefits which minimise risk
Leave no doubt that benefits are without risk
Ensure ideas are accepted before moving on the next
Avoid aggressive body language
Expect silence and wait for responses
CUSTOMER PROFILING
Quadrant IIIASubmissive-Warm
Key motivation: These people want to be
loved. Affiliation to the extreme
Tries to be all things to all people
CUSTOMER PROFILING
Quadrant IIIA
Submissive-Warm
Become falsely enthusiastic about any idea
Ramble incessantly. Talk at length on unrelated subjects
Respond quickly and positively to any suggestions
Cause confusion and claim any role or authority level
Avoid raising objections
Are readily convinced but takes time to close
Have time for anything but the job in hand
Promises anything but rarely keeps promises
Despite signed contracts are likely to go back
CUSTOMER PROFILING
Quadrant IIIA
Submissive-Warm
HANDLING TECHNIQUES
Use closed questions
Dont get sucked into irrelevant discussion
Stress benefits seen as doing something for others
Focus on the business and leave limited room for
gossip
Personalise the discussion use first name and often
Be firm but make it feel like support
Show that the two of you are operating as a team
Probe for hidden objections
CUSTOMER PROFILING
Quadrant IIIB Warm-Submissive
Key motivation: A desire to do maximum
good for maximum people
Actively pursues for welfare of others
CUSTOMER PROFILING
Quadrant IIIB
Warm-Submissive
Are intent on being pleasant
Respond positively to suggestions which do not
threaten others
Try to pick out the benefits of neutral ideas
Will procrastinate rather than reject repugnant ideas
Give impression of agreement despite strong
reservations
Sometimes take on more than they can fulfill
Are at the forefront of social activities
CUSTOMER PROFILING
Quadrant IIIB
Warm-Submissive
HANDLING TECHNIQUES
Present ideas and benefits that help other people
Maximise opportunities for personal interaction
Monitor and supervise implementation of that which is
impersonal and important
Do not assume lack of opposition means agreement or
commitment
CUSTOMER PROFILING
Quadrant IVA&B Warm-Dominant-Warm
Key motivation: A strong desire to do a good
job
To produce a quality output
CUSTOMER PROFILING
Quadrant IV A&B
Warm-Dominant-Warm
Express views clearly & frankly
Reject political solutions
Ask pertinent and searching questions
Admit their lack of understand and knowledge
Concentrate attention on what can be achieved
Place high demand on others values and principles
Demand high levels of achievement
Avoid blaming others
Are comfortable to own a problem
CUSTOMER PROFILING
Quadrant IV A&B
Warm-Dominant-Warm
HANDLING TECHNIQUES
Prolonged searching for ideal solutions when the
acceptable is at hand
A tendency to delegate rapidly followed taking over to
show how it is done
They will change your best ideas to improve them-but at
the least they were acknowledge the idea as yours
YOUR BEHAVIOR STYLE

THE GAME
THE 5 BEHAVIOUR PATTERNS
Accommodating
Avoiding
Collaborating
Competing
Compromising
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.
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.
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
relationship.
feelings
which
have
interfered
with
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 youre right
Against people who take advantage of non competitive behavior
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
Behaviour styles
Assertive
Competing
Shark
Compromising
Fox
Attempting to
satisfy ones own
concerns
Unassertive
Collaborating
Owl
Accommodating
Teddy bear
Avoiding
Tortoise
Uncooperative
Cooperative
Attempting to satisfy others concerns
Objections are the signs of interest

And therefore
A good thing???
Sorry!
Objections are a sign that there is a
mismatch
Objection handling
If you hear a negative reaction

Is it an objection?
Objection handling
Value objections
What is the
Worth or Usefulness
of your product?
Objection handling
Capability objections
What is the
Capability & Capacity

of your product?
If you cant meet a need

Ask why?
OBJECTION HANDLING
Perception of
capability
Perception
of need
High
Important
Ca
pa
bi
lit
y
e
u
s
Is
is
e sue
u
l
a
V
Unimportant
Low
4 types of objections
Value objections
Capability Can objections
Capability Cant objections
Non issues
Value objections
Use SPIN
Build value before solution offer
Upgrade the need which has been
devalued or denied
Avoid stating the solution capability
Capability Cant Objections
Acknowledge if you dont have it

Use need payoff questions and benefits
Increase the value of the need you can meet
Trade off against the first
Capability Can Objections
Acknowledge the concern

Demonstrate your capability
Show proof dispel doubt
Non issues
Dont explore these!

You risk turning them into real objections
Price objection !
That price is ridiculous !

virtually every sales person encounters this
Directly or indirectly
The prospect suggests that the product is
A little out of line
Is ridiculously and unreasonably over priced
Price objection !
How do you deal with that?
Price objection !
A suggestion
Challenge the prospect !
Ask him?
The price (pause) is ridiculous?
(Your voice inflectionmake it sound like a question)
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
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 wont lose money or face
But
He will lose the product benefits
If he doesnt buy
A buy of cosmetics !
You or your spouse...

Do you have unused cosmetics?
A discount sale !
Worth it ?
Should you have paid the regular price?
What is the price you paid?

What did it cost you?
Cheap!
It costs more !
Weve decidedit is easier to explain

price one time thanto apologize for
quality for ever
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
Butyou can dramatically the value
Roleplays
Counter strategies
Counter strategies
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.
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.
Counter strategies
Keep the customer talking

New info will room for movement
Listening without defending will defuse anger
If U are listening youre not making concessions
Recap frequently
Summarise helps maintain momentum
New issues are not raised at the last moment
It reassures customers U are listening
Assert your companys 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
Counter strategies
Commit a solution if it is certain to work

Dont dig into a position. Suggest hypothetically
Invite customers to search for the solution together
Dont definitely agree unless overall deal make sense
agree to X provided U agree on Y & Z
Save the hardest for the last

Dont start with the toughest
Resolve the easy issues it creates momentum
Discussing easier issues will cover additional variables
Customer may see value of exploring new approaches
Counter strategies
Start high concede slowly

Start with something U can afford to lose.
Let them win. Praise his skill
Dont be candid U will get cleaned out
For every concession given get something in return
Begin by giving what customer values highly
but incremental cost to U is low
Customisation. Quality. Convenience.
Preferred treatment. Credit. Service.
Concede in small increments. Take time.
Not taking time is money
Dont get emotionally blackmailed
Buyers use anger
3 ways to counter
Withdraw
Listen silently but do not reinforce
React & shift to non emotional issue
Remember
I insist on try not to lay down the law !
Remember
An eye for an eye avoid it !
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 !
Step 1
The acid test
Communication
effectiveness
Step 2
Step 4
Listening
ME
Communication
options
Organisational
GE
A
S
RESPONSIBILITY
Step 3
Communication
process
MESSAGE
Personal
E
AR
EP
PR
Step 5
A
S
ES
PL
A
AN
PO
ST
EFFECTIVE COMMUNICATION MODEL
D
E
L
IV
E
R
LORD GANESH JI
Lord Ganeshjis 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
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 didnt smile enough
PERCEPTION
A matter of perception...
Young or old?
THE PERECEPTION GAP !
FLY
Do you see the arrow pointing downwards?

Can you see the monster?
Your perception
Chicken? Lion? Dog?
Perception & understanding of others

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.
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.
Was the driver being considerate?

What are your feelings? What is
your attitude towards this driver?
Any change in feeling? How

about your attitude toward
the driver?
COMMUNICATION
How well do you

communicate?
EFFECTIVE
COMMUNICATION
Establishing the communication gap !
EFFECTIVE COMMUNICATION
your frustration level!!
You can not ask questions! You can not clarify!
How do you feel?
Senders feelings
Receivers feelings
Were you understood?
Did you understand?
INFORMATION & PERCEPTION
Your brainit is bombarded by...

Experiences
Dreams
Expectations
Desires
Hopes
Fears
...Learning experiences
Influenced by
Alert / fatigue
Angry / calm
Drunk / sober
What you think you see is perception It is determined

by your state of mind
LEARNING EXERCISE
Imagine a good communicator

...List his/her characteristics
Need development..Excellent
____________________________________
____________________________________
____________________________________
____________________________________
____________________________________
Communication consists of
COMMUNICATION
YOUR MESSAGE
YOUR BODY
LANGUAGE
13%
YOUR LISTENING
ABILITY
CLOTHES YOUR WEAR

GESTURES
EYES EXPRESSION
TONE OF VOICE
BODY LANGUAGE
80%
= 100%
7%
It is not what you say but how you say it!
Communication
Your body language!
NON VERBAL BEHAVIOURAL ASPECTS

Environment
Eye contact
Body space
Body
posture
Hand shake
NON VERBAL
COMMUNICATION
Facial
expressions
Timing
Dressing
style
Gestures
Voice
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.
Head and shoulders

A raised head
A raised head signifies openness, interest, winner attitude, control over the situation
A lowered head
A lowered head indicates

doubt, defeat, contempt,
dissatisfaction, fear and
insecurity.
A tilted head
A tilted head side ways

means interest, curiosity
or flirtation.
REMEMBER
If you are reading the customers 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 dont control the situation
You are not likely to make the sale
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?
Read the face

Answers
Indifferent Very sad
F
Sad
Happy
Very angry
Naughty
D
Childish
E
Poker
Bored Suspicious
Step 1
Communication
effectiveness
The acid test
Organisational
Listening
GE
A
S
RESPONSIBILITY
ME
Step 3
Communication
process
Step 2
MESSAGE
Personal
E
AR
EP
PR
Step 5
Step 4
A
S
ES
PL
A
AN
PO
ST
Communication
options
D
E
L
IV
E
R
HEARING
IDENTIFY YOUR STYLE!
KINESTHETIC
LEARNER
SEEING
AUDITORY LEARNER
VISUAL LEARNER
LEARNING PREFERENCE
DOING
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...
I often hear myself saying...
1. I have printed directions
1. I see what you mean.
2. I can listen to a tape of directions
2. This sounds great.
3. I watch someone else assemble the item first.
3. I feel good about this.
RECOGNISE LEARNING PREFERENCES

How to recognise the visual learner.
I see.
Please show me.
Tips for connecting with the visual learner

Build reading or viewing into the presentation
Have printed directions (job aids)
Provide documentation
Follow up with a written letter
Use:
- Printed lists
VISUAL LEARNER
May I read the instructions?
- Graphics
- Charts
Visual learners take in a lot of information but may not be able to do anything
with it unless a written or very structured action plan is shown to them.

How to recognise the auditory learner.
I hear you.
Notice this learner listens to a lot of music
This learner notices and enjoys rhythm.
Tips for connecting with the auditory learner

Use lectures and discussions
Make sure the presentation content is clear
AUDITORY LEARNER
This sounds great.

How to recognise the kinesthetic learner.
How do I do this?
I feel
Tips for connecting with the kinesthetic learner

Use on-the-job training
Minimise use of printed materials
Include hands-on activities and role-plays
Have patience with errors
KINESTHETIC LEARNER
Could I try this now?
Step 1
Communication
effectiveness
The acid test
Organisational
Listening
GE
A
S
RESPONSIBILITY
ME
Step 3
Communication
process
Step 2
MESSAGE
Personal
E
AR
EP
PR
Step 5
Step 4
A
S
ES
PL
A
AN
PO
ST
Communication
options
D
E
L
IV
E
R
THE COMMUNICATION PROCESS
SENDER
MESSAGE
CHANNEL
ENCODING
MESSAGE
FEEDBACK
MESSAGE
RECEIVER
MESSAGE
DECODING
Message received is rarely sender intended!
THE COMMUNICATION PROCESS
SENDER
Knowledge
Skill
Attitude
Social-cultural system
MESSAGE
Content
Codes/symbols
CHANNEL
DISTORTION
APPREHENSION
Undue tension and anxiety
about oral/written or both
RECEIVER
Prejudices
Perceptual skills
Knowledge
Attention span
Attitude
Social-culture
Accent
THE DISTORTION FACTORS...

Choice of symbols
Content
The channel
Prejudices
Knowledge
Perception
Attention plan
At sender point:
Knowledge
Skill
Attitude
Cultural background
Perceptions
Through the medium:

Visual
Oral
Whilst Encoding & Decoding:
Retranslation
Written reports
E-Mail
At receiver point:
Knowledge
Skill
Attitude
Cultural background
Perceptions
CHOICE OF CHANNEL CONTD.

The rich! The poor!
The richest channel
Face to face
It transmits the maximum amount of information
Words
Intonations
Posture
Immediate feedback
Facial expressions
Personal touch
Gestures
The poorest channel

Bulletins
Impersonal written media
This is the poorest form !
CHANNEL CHOICE DEPENDS ON
The message
Complexity
Urgency
Its importance
Formal or informal
Intimacy
Anxiety
Fear
Your emotional expression
QUALITY TRANSMISSION DEPENDS ON

Skill
Attitude
Knowledge
The social cultural system
VOICE
Vary it
Pitch
VOLUME
Keep it up !
Tone & Tune
A flat tone puts people to z z
Pace
A mumbling delivery
zz
makes you seem unsure

Turn up the amplitude dB and frequency Hz
VOICE
THE DONTS
Speak too softly

Swallow your words
WH
I S
What I mean is
Running out of breath

Audible pauses
Speak too rapidly
Unwavering voice tone
Umms Errs Well
ACTIVITY
Thurs
Frid
day
ay
Monday
Tuesday
Starting with Monday
WEDNESDAY
Recite the days of the week aloud SATurday
SUNDAY
Starting with January
Recite the months of the year
Inject as much colour as you can

// Long
pause
> Speak louder
/ Short pause
< Speak softly

Emphasise the point
A good voice...
Expressions
Pleasantness
Alertness
Naturalness
Distinctness
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
USING THE SPOKEN VOICE: THE CRITERIA

Articulation
Clarity
Warmth
Friendliness
Courtesy
Charm
Persuasiveness
USING THE VOICE FOR IMPACT

The 4 Ps
Project your voice
Pronounce carefully
Pause frequently
Pace varied
MERK
Modulate the tone
Emphasise certain parts
Repeat key words
Keep eyes away from notes
COMMUNICATIONS BARRIERS AND

MEDIUMS
ACTIVITY
...How would you invite someone
Who you dont like?
You disagree with?
Whos boring?
Whos interesting?
Step 1
Communication
effectiveness
The acid test
Organisational
Listening
GE
A
S
RESPONSIBILITY
ME
Step 3
Communication
process
Step 2
MESSAGE
Personal
E
AR
EP
PR
Step 5
Step 4
A
S
ES
PL
A
AN
PO
ST
Communication
options
D
E
L
IV
E
R
LISTENING
ACTIVITY
THE CHINESE WHISPER
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.
ve listening
Or
ve listening
LISTENING-THE MOST IMPORTANT
Reading
16%
Talking
35%
Writing
9%
Listening
40%
Most often used for learning

More than reading, writing or speaking
LISTENING
Reading
16%- 6-8 years of training
Talking
35%-1-2 years of training
Writing
9%- 12 years of training
Listening
40%-0-1/2 years of training
We receive almost no formal training in how to listen
THREE LEVELS OF LISTENING
Empathetic
listening
Hearing the
words
Tuning in and
tuning out
LEVEL 1 OF LISTENING
Tuning in and
tuning out
Listen in spurts
Somewhat aware
Pays attention to self
Listens, no response
Fakes attention
Thinks about unrelated matters
Makes judgements
Forms rebuttals or prepares advice
Thinks of what she wants to say next
Displays a blank stare
Wants to talk not listen
Hearing the
words
Stays at the surface level of communication
Makes little effort to understand what the speaker really
means
Listens logically
Listens with concern about content but not feeling
Remains emotionally detached
Leads to dangerous misunderstandings because listener is
only barely concentrating on what is said.
Appears to be really listening
Empathetic
listening
Conveys listening ability both verbally and non verbally
Does not judge the talker
Puts self in the other persons place
Is caring
Tries to see things from the others point of view
Is aware
Is in this moment
Pays attention to the persons total communication, including
body language
Suspends own thoughts and feelings and listens completely
Listens from the heart
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?
__________________________________________________________________
___________________________________________________________________
LISTENING ON THE WIDE BAND

Posture, facial expression
The wide
band
Hesitations, silences
Emphasis, inflexions
The verbal content

Receiver
Sender
Tone and pitch of voice
Things left unsaid
Emotional undercurrents
The narrow
band
ACTIVE LISTENING
Whats in a name?
You meet a person
Why do you forget his name?
Distraction
wondering what sort of person he is
Physically attractive or unappealing

Bright or unintelligent
Interesting or dull
Likes us or not
Attracted to us or not
These messages distract

Distraction prevents you from remembering
Introduced only moments ago
And you forget his name
LISTENING
When I ask you to listen to me
And you start giving advice
You have not done what I asked.
When I asked you to listen to me
And you begin to tell me why I shouldnt feel that way,
You are tramping my feelings.
When I asked you to listen to me
And you feel you have to do something to solve my
problem,
You have failed me-strange that may seem.
Listen! All I asked was that you listen
Not talk or do-just hear me.
Advice is cheap
LISTENING
Perhaps
Thats why prayer works,
Because God is mute, and He doesnt yell

But he DOES listen!
So
Please listen and just hear me.
And if you want to talk, wait a minute for your turn
And Ill listen to you.
LISTENING ASSESSMENT 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 dont know what Im going to do. Im making all kinds of mistakes, and I know my
boss is unhappy with me. Hes already shouted at me twice.
a) Why do you make mistakes?
b) Why dont you tell your boss how you feel?
c) Its unpleasant to have someone shout at you when you make mistakes
d) Perhaps you boss has good reason to shout at you. You should do something about making so many
mistakes.
.The company policy is supposed to be to hire from within the company. And now I
find out that this new guy is coming in to replace my boss. I had my eyes on that
job; Ive been working hard for it. I know I could prove myself if I had a chance. Well,
if thats what they think of me, perhaps Im not wanted.
a.)It can be disappointing when the company seems to have forgotten about you hiring outside the
company, especially when you put a lot of hard work into your job.
b.) )May be your qualifications dont compare with those of the new man.
c) I would make sure they know your view and let them know your interest in advance.
d) )Did they discuss it with you at all?
.My superior often makes mistakes and has me handle the situation for him. This way he
avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault,
you should watch for these mistakes, but they are really his errors.
a.) I wouldnt let anybody treat me in that way.
b.) You deeply resent the way your boss passes the blame to you for his mistakes, but youre not sure what exactly
you should do about it.
c) What kinds of mistakes does he ask you to cover up?
.My superior often makes mistakes and has me handle the situation for him. This way he
avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault,
you should watch for these mistakes, but they are really his errors.
a.) I wouldnt let anybody treat me in that way.
b.) )You deeply resent the way your boss passes the blame to you for his mistakes, but youre not sure what exactly
you should do about it.
c.) What kinds of mistakes does he ask you to cover up?
.It happens every time the manager appears in my department. He just takes over as if I
werent there. When he does something he doesnt like, he tells the employee what to do and
how to do it. The employee gets confused, I get upset and finally he leaves. Im responsible
to him, so what can I do?
a.) You should discuss your problems with your boss.
b.) When did this start to happen?
c,) The boss must be the boss, I suppose, and we all have to learn to live with it.
d.) It upsets you that your manager takes over and gives conflicting directions. Youre not sure what would be the
best way to confront him, on this matter.
HEARING VS. LISTENING

Whats the difference?
Hearing is
A purely physical function
A simple activity
you just hear sounds
Automatic; doesnt take effort
Listening is
A mental and emotional experience
uses logic and feelings
A complex activity
requires analysis, interpretation,
translation
Requires dedicated effort attention
and long-term concentration
A natural function
A learned skill
unless hearing is impaired
Can take in all sounds Isolates sounds, looks for specific
combined
meanings and ideas
Easy
Can be difficult and tiring
Everyone who can, hears
Few people are excellent listeners
A prerequisite for listening.

It has no intrinsic value
Listener enjoys whats being said.

He gets valuable information from it
Yields personal and career benefits
Its not about what you say

Its about how you say it !
Hear what the prospect is saying

Not just what he says
The same words but with a change in your

voice inflection you can make those 8
words say different things
So
Did you?
Hear what the prospect is saying
And
Not just what he said
One sentence
The same 8 words
can mean 8 different things !
I did not say he stole the money

Thats a simple factual statement

Implies that it was said, but by someone else

A vigorous denial that you said it !
I did not saayy he stole the money

Hints that you might have implied it
But you did not say it

Implies that someone other than the accused stole
the money

You hint that the accused might have borrowed
the money but he didnt actually steal it!

Implies that he might have stolen some money but
not the money

Suggest that he might have stolen something but
certainly not the money !
SOME TIPS...
Always follow the order
Hear, Understand, interpret and respond
Dont jump from Hear to Respond
Focus on understanding someones meaning
Formulate your response only thereafter.
Avoid interrupting people.
Wait until they have finished making their point
Ask open-ended questions
Draw out the persons thoughts and feelings
Use phrases beginning with what, how, explain.
Attend to the feelings and the content of the
message.
SOME TIPS...
Avoid close-ended questions

Answered with a yes or a no
Use your knowledge of non-verbal behaviour.
Assess the persons feelings
Sit or stand squarely facing the other person.
Lean forward to show interest.
Look and be interested.
WHY SHOULD YOU LISTEN?

Learn
Win friends
Solve problems
Resolve disagreements
Better work and more cooperation
Make better decisions
Help you perform better
Prevent potential trouble
Time to think
Convey: I love you, I respect you, I accept you, You
are important
Nature has intended us to listen twice as much we talk
Not just hearing
SEE
UNDERSTAND
Resist distractions
Suspend judgement
See the customers point of view
Understand the customers feelings
Show that you are listening
Remember what the customer says
Good listening tips...

Maintain eye contact
Be in receptive posture. Lean forward.
Stop talking! No interruptions.
Put the talker at ease
Look and act interested
Do not criticise
Empathise
Ask questions
Have patience
Paraphrase
Listen. Ask questions. Restate.

Understanding skills help you see the
customers point of view
We need to understand before we provide help
RED BUTTON
Strong emotions. They are barriers.

If you are
Angry
Anxious
Upset
It will tie your tongue and block your ears
This is the red button effect
It triggers an emotional reaction
A powerful reaction.
A reaction which overwhelms you.
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!
DISMISSIVE LISTENING
Make up your mind

What is the other person trying to say
You pay attention only to information
Information which confirms your impression
You dismiss everything else as irrelevant
JUDGMENTAL LISTENING
You pass judgement on somebodys message

much before it has been said
Judgmental listening it prompts us to fit people
into convenient pigeon holes
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
REFLECTIVE LISTENING
Repeat what you have just heard

Reconfirm what you have understood
It will avoid errors
Clarifies implications
EMPHATIC LISTENING
Put yourself in the other persons shoes
Empathy
Put yourself in the customers shoes
Empathy
It is an action of understanding
Empathy
It is being aware of
Empathy
It is being sensitive to
Your empathy: Express it !

Let them know
You hear and understand their feelings
Express feelings when the customer is frustrated or anxious
Paraphrase customer concerns
Demonstrate a focus on the customers problem
Use phrases like

I understand
I am sorry that you
I would be frustrated too if
When expressing empathy

The Feel Felt Found Method
Say
I understand that you feel frustrated, angry etc.
I felt that way when I was in a similar situation
I found that if you (start directing the customer to a solution)
Empathy does not mean

Agreeing with the customers opinion
Apologising for yourself
Giving customers whatever they want.
When expressing empathy

The Feedback Method
Ask the customer for a feedback
Example:
How does that answer your questions?
Hows that going?
Is that clear?
Are you familiar with that?
Have you done this before?
Any questions about what we talked so far?
IMPACT OF FEEDBACK
Negative and positive feedback will result in
DEFENSIVE
Denial
Rationalisation
Projection
Displacement
Quick acceptance
Withdrawal
Aggression
Humour
Competition with authority
Cynicism
Intellectualisation
Generalisation
Pairing
CONFRONTING
Owning
Self-analysis
Empathy
Exploration
Data collection
Expressing feelings
Help seeking
Concern
Listening
Positive critical attitude
Sharing concern
Experimenting
Relating to group
Results in a
conflicted self
Results in an
integrated self
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!
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.
Finally
COMMUNICATION & REMEMBERANCE
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

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Day 1

Who sells to whom?

The prospect sells to you that he cant or wont buy

This is your Customer

You deal with a customer

He can make you

feel like this !

Have our cheese

and eat it too !

How can you sell to the Customer

Still feel happy about it ?

What is the discount you are

A very special discount for you

Oh Come on ! Your competitor is

Really? Sir that is out of

I can buy it right now but I

You drive a hard bargain Sir. 50% is

40% discount and nothing less

Have you noticed our new

So why then at the end of it all

Do you feel like this ?

You took a position

Furthermore you didnt know

Where to hide your face

And he didnt know

Where to hide his face

People lock themselves in!

They defend against attack!

They get committed!

Attention is paid to...

Saving position & saving face

Get thrown out of the window

This is what you will look like !

If you dont want to haggle

Satisfy the need of your organisation !

Concern for the customer

Concern for the

Sales Troika Balance

You can do this with the

Are there special skills that makes

THE MOST IMPORTANT SET OF

NOW WRITE DOWN FIVE

HOW MANY WERE FACTUAL?

Write 5 typical Situational

How many people work here?

IMPACT: Least powerful of the SPIN

Write 5 typical Problem

What prevents you from achieving that objective?

IMPACT: More powerful than Situation

Write 5 typical Implication

. . . but what are the implications?

Implied needs are a statement

A customer with a large

One may have a

Problem. Difficulty. Dissatisfaction

But the buyer must be ready to

So the seller must establish and build

IMPACT: Most powerful of all SPIN

Write 5 typical Need pay-off

How much business would you loose if your phone

IMPACT: Constructive questions always

THE SPIN PROCESS

SEEKING IS MORE PERSUASIVE THAN GIVING.