H A NDBOOK

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Baroda Apex Academy Gandhinagar

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 Handbook

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sales & marketing

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Bank of Baroda

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Baroda Apex Academy,
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6th Floor, GH – 4,
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Near Udhyog Bhavan, Sector – 11,

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Gandhinagar – 382011,
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Gujarat, India
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T – 079- 23973201 -240

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Email – sc.ahmedabad@bankofbaroda.com
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Sales & Marketing Handbook: Updated Up to 30.09.2021

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Note - “The information contained in this handbook is confidential, privileged and intended
strictly for internal circulation only and not for any public use/consumption.
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The Information contained in this handbook is general in nature and prepared for learning
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purpose only. This handbook should not be construed as substitute for the
Guidelines/Circulars/Book of Instructions. All decisions should strictly be taken in accordance
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with the Guidelines specified in the Circulars/Book of Instructions/Manuals/ SOPs etc. issued by
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the Bank from time to time. Query, if any, may be taken up with the concerned vertical.”
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 Foreword

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I congratulate team Apex Academy for coming up with

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the first edition of Sales & Marketing Handbook.

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With the fast paced changes in Banking Industry, a

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right mix of skill set and attitude of Human Resource

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serves as the key for attaining excellence for any

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organization. I quote Zig Ziglar, Great Writer &
Motivational Speaker- “Your attitude, not your

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aptitude, will determine your altitude.” It is our

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endeavor that our employees acquire the requisite

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attitude and skill set to steer ahead of their peers from

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other Banks and take our Bank to pinnacle of success.

Baroda Academy has always been a pioneer in

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launching knowledge building initiatives through
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various learning channels to the operating staff. This

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handbook is one such effort.

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The Handbook is not a substitute for guidelines or

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Book of Instructions, but a guiding material and serves

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as a ready reckoner for any subject related reference.

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I am sure that due care has been done while preparation

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of this handbook, however, scope for improvement is

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always inevitable. All staff members are therefore

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requested to share their valuable inputs with Apex

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team to make this handbook a ‘valuable asset’.

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Dipankar Guha
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Head - Apex Academy

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 Contents
1. Communication Skills ........................................................................................................... 7
1.1. Effective Welcome Address.................................................................................................. 8

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1.2. Speaking Skills ...................................................................................................................... 9

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1.2.1. Public Speaking .......................................................................................................... 9

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1.3. Questioning Skill .................................................................................................................. 10

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1.3.1 Why Ask Questions? ............................................................................................................... 11

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1.3.2 How to Ask Questions ................................................................................................... 11

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1.4. Writing Skills .............................................................................................................................. 14
1.4.1 Business Writing Tips ............................................................................................................. 14

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1.4.2 Letter/ Email Writing:.................................................................................................... 16

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1.4.3 Letter to customers: ............................................................................................................. 19

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1.5 Listening Skill .............................................................................................................................. 22

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1.6. Reading Skills............................................................................................................................. 25
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1.7. Types of Communication:- ...................................................................................................... 28
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1.7.1 Non Verbal Communication ................................................................................................... 29

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1.7.2. Non Verbal Skills ............................................................................................................. 31

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1.8. Mass Communication ................................................................................................................. 42

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1.8.1 Types of Mass Communication ............................................................................................... 43

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1.8.2 Presentation Skills ............................................................................................................ 43

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2.Business Etiquette ..................................................................................................................... 50

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2.1 Etiquette - Meaning, its Need and Types of Etiquettes:-................................. 51

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2.2 Mobiquette (Mobile Etiquette) ......................................................................................... 51

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2.3 Telephone Etiquette ................................................................................................................... 52

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2.4 Visiting Card:- ............................................................................................................................ 54

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2.5 Handshake Etiquettes............................................................................................................... 55

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2.6 Types of Handshakes and What they mean: ............................................................................ 56

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2.6.1 Sweaty Palms................................................................................................................. 57

2.6.2 Dead Fish: .......................................................................................................................... 57
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2.6.3. Hand Crusher: .................................................................................................................. 57

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2.6.4 Queen Finger Tips: ........................................................................................................... 57

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2.6.5 The Hand Hug: ................................................................................................................... 57

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 2.6.6 The Dominator: ............................................................................................................. 58
3. Selling Skills and Sales Process ..................................................................................... 60
3.1 Communication: ...................................................................................................................... 61
3.1.1 Verbal Communication ................................................................................................. 61

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3.2 Persuading, Influencing And Negotiating Skills ....................................................................... 63

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3.2.1 Persuading: .................................................................................................................... 63

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3.2.2 Ethos, Pathos & Logos – Modes of Persuasion ........................................................ 64

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3.2.3 Barriers to Successful Persuasion ............................................................................... 67

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3.2.4 Emotional Intelligence: ................................................................................................ 67
3.3 Negotiating: ............................................................................................................................. 71

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3.4 How to Overcome Fear of Rejection .................................................................... 74

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3.5 How to Negotiate With Customers ........................................................................................ 75

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3.6 The six laws of influence ......................................................................................................... 76

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3.7 Ways of Lead Generation ........................................................................................................ 77
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3.8 Customer data management: How to build a customer database .................. 81
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3.9 Sales Funnel For Lead Generation ......................................................................................... 84

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3.10 Identifying Customer Needs ................................................................................................. 89

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3.11. Cross-selling & Up Selling................................................................................................... 93

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4. Customer Relationship Management .......................................................................... 95

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4.1 Customer .................................................................................................................................. 96

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4.1.1 Definition: ....................................................................................................................... 96

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4.1.2 Type of Customers: - ...................................................................................................... 96

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4.2 Customer Segmentation:- .................................................................................................. 98

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4.3 Implementing a Better Market Segmentation Plan ........................................................... 99

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4.4 Customer Service Request: ...................................................................................................... 99

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4.4.1 Different Types of Service Requests: ................................................................................... 100

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4.5 Basic Customer Expectation: ................................................................................................... 101

4.6 Serving through Our Core Values: ........................................................................................... 103
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4.7 Customer expectation, satisfaction and delight .................................................................... 103

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4.7.1 Consumer Expectation:- .............................................................................................. 104

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4.8 Handling Tough/ Irate Customers: - ........................................................................................ 104

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4.8.1 Types of difficult customers:- ............................................................................................. 105

4.8.2 Dealing with them professionally ..................................................................................... 105

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 4.8.3 Dealing with angry customers: .............................................................................. 105
4.8.4 Support from Branch Manager’s side:- ........................................................................... 106
4.8.5 Don't take it personally................................................................................................... 106
4.9 Difference between service request and service complaints: ........................................... 106

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4.9.1 Service Request:- ..................................................................................................... 106

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4.9.2 Service Complaints;-.............................................................................................. 106

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4.10 Identifying the Customer’s Problems :-................................................................................ 107

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4.10.1 Five Step Problem-Solving Approach ................................................................. 107

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4.11Standardized Public Grievances Redressal System (SPGRS) :- ............................................ 108
4.12 BCSBI Codes :-...................................................................................................................... 108

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4.12.1 Objectives of the Code- .................................................................................................. 109

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4.12.2 Application of the Code ........................................................................................ 109

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4.13 Engaging customers into conversation ............................................................................... 110

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4.14 To build lasting relationships with customer ...................................................................... 112
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5. Communication Policy of Bank .................................................................................... 115
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5.1 Purpose .............................................................................................................................. 116

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5.2 Background ........................................................................................................................ 116

5.3 Goals of Communication Policy ......................................................................................... 116
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5.4 Guiding Principles of Communication ................................................................................ 116

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5.5 Operational Practices......................................................................................................... 117

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5.5.1 Spokesperson: ............................................................................................................. 117

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5.6 Investor Relations .................................................................................................................. 117

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5.7 Media/Sponsorship Activities ............................................................................................... 117

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5.8 Brand-Guidelines ................................................................................................................... 118

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5.9 Crisis Management and Response Plan for adverse reputation events ............................... 118
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5.10 Major Communication Tools ........................................................................................... 119

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5.10.1 Advertising ................................................................................................................. 119

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5.10.2 Press Release ............................................................................................................ 119

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5.10.3 Internet ...................................................................................................................... 119

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5.10.4 Intranet ................................................................................................................. 119

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5.10.5 Annual Report ...................................................................................................... 119

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5.10.6 Internal News-Letter/Magazine ............................................................................ 119

5.10.7 Social Media ........................................................................................................... 119

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 5.11 Official Language Policy & implementation ...................................................................... 119
5.12 Dissemination of Communication Policy ........................................................................... 120
6. Social Media Policy for Bank’s Employees ............................................................... 122
6.1 Introduction........................................................................................................................... 123

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6.2 Purpose: ................................................................................................................................ 123

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6.3 Management of Social Media ............................................................................................... 124

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6.3.1 The role and responsibility of the Administrator Team would include: .............. 124

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6.4 Policy for Employees: ............................................................................................................ 126

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6.4.1 Using social media at work: ...................................................................................... 127
6.4.2 Rules for use of social media:.................................................................................. 127

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6.4.3 Monitoring of social media: ...................................................................................... 129

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6.5 Violation Consequences ........................................................................................................ 130

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6.6 Regulations, Legal and compliance: ...................................................................................... 131

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6.6.1 Applicability of Law:.................................................................................................... 131
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6.6.2 Ethics of Data Usage .................................................................................................. 132
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6.7 Information Security guidelines: ........................................................................................... 132

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6.7.1 Access Management ................................................................................................... 132

6.7.2 Monitoring and Logging ............................................................................................. 133
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6.7.3 Testing .......................................................................................................................... 133

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6.8 Monitoring and review of policy: .......................................................................................... 134

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7. Brand Guidelines ............................................................................................................... 137

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7.1. Brand Identity Guidelines ................................................................................................... 138

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7.2 Importance of Brand Identity Guidelines ............................................................................. 138

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7.3 The Bank of Baroda Brand Identity .................................................................................... 139

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7.4 Bank of Baroda Logo ............................................................................................................ 139

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7.4.1 Bank of Baroda Logo : Proportions and exclusion zone ....................................... 140
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7.4.2 Brand colours............................................................................................................... 141

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7.4.3 Logo on different backgrounds ................................................................................. 141

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7.5 The Bank of Baroda typographical style ................................................................................ 141

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7.5.1 Helvetica Neue ............................................................................................................ 142

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7.5.2 Shree Dev..................................................................................................................... 142

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7.6 Advertising............................................................................................................................. 142

7.6.1 Print applications......................................................................................................... 143

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 7.6.2 Electronic Media .......................................................................................................... 143
7.7 Co-branded advertising ......................................................................................................... 143
7.7.1 The Logo ...................................................................................................................... 143
7.8 Addendum : Brand Guidelines .............................................................................................. 144

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7.8.1 Sub-Brand : Baroda Next ......................................................................................... 144

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7.8.2 E Lobby Signage ........................................................................................................ 145

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7.8.3 Baroda Express ......................................................................................................... 145

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7.9 Signature Tune..................................................................................................................... 146

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 Chapter 1

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1. Communication Skills

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Learning Outcome

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After the session, participants
Quick Bites should be able to
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 Bank of Baroda was established on 20th July, 1908 at Baroda by ruler of erstwhile Baroda State,
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 Give effective Welcome Address considering use of Pitch, Pace and Pause while speaking
His Excellency Maharaja SayajiraoGaekwad-III.
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 Introduce self and other impact fully

 Ten banks have since been merged with BOB.
 Skill up in story Telling
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 Differentiate and practice Assertive communication, aggressive communication and passive communication
 Learn various types of questioning techniques and its impact
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 Identify various types of listening skills

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 Communication Skill

1.1. Effective Welcome Address:-

Many a times there are situations where you are asked to introduce dignitaries at the beginning of

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any event or give vote of thanks after the end of any event. It makes a very lasting impression in

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the mind of the dignitaries as to how you do this. A good introduction is essential to get a speaker

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off to a good start. The tendency for event hosts to go casual and say a few non-substantive words
or worse, to try to make a joke at the speaker’s expense hurts both the speaker and the meeting.

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Here’s why, and how to give a good intro that will help the speaker and the event to succeed.

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Things to be kept in the mind while introducing any dignitary:

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1. Use adjectives for the welcome: Warm Welcome, Hearty welcome, Honoured etc.
2. Use adjective for guests: Esteemed guests, Respected guest, Distinguished guest etc.
3. Have a brief write up about the speaker/s: There should not be a situation where you

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are not able to go beyond the name. Know about the achievements about the person

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and how he has made a mark of himself/herself.

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4. If there are more than 1 dignitary: One should take the names of all the persons
present the as per the scale/designation.

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5. Welcoming Audience: Make sure you welcome the audience as well

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Make a mark in the introductory speech:
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Be Brief: When you introduce a speaker, give your audience the necessary information, get your
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audience excited, and then leave them wanting more. A good rule of thumb is to speak about a
minute.
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Give Background: First, evaluate the audience. If your audience knows the speaker relatively well,
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then only the major highlights of his or her career are necessary. If the speaker is someone the
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audience is less knowledgeable about, you may need to give more information about the speaker,
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especially as it pertains to the subject he or she will be speaking on. Be sure to pronounce the
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speaker’s name correctly and make sure that all of your facts are correct.
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Create Excitement: Give the speaker enough ‘build up’. If you are excited about the speaker, then
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your audience will also be the same. Do you have a related anecdote about the speaker? Is there
an especially interesting fact about him or her? Keeping in mind the time limit, look for ways to
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build your audience’s interest.

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End with a bang: Finishing your speech with an introductory statement allows the speaker to know
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when it is his or her turn to come up front while creating a smooth transition for your audience.
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Examples: “Please join me in welcoming…” “I am very pleased to introduce…” “Ladies and

gentlemen, I present to you…”
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Other tips:
 Ensure you've got the names of all the special guests you need to mention specifically and, that
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you know how to pronounce them.

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Double check that the remarks you're going to make about your guests are factually correct.

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  Use your introduction of them/or the event, as a "teaser" for what is going to come. It will help
create anticipation in the audience. Don't ruin it by giving too much away. Just enough to
tempt and no more.
 Unless you've been requested to do otherwise, keep it brief. One to two minutes is generally
sufficient.

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1.2. Speaking Skills

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1.2.1. Public Speaking – At first ask the participants of incidents when they had a
chance to speak in front of a huge gathering and what was the reaction when

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they were asked to speak. “Glossophobia” is a term used for people who
have fear of talking in public. Basically it is assumed that 3 out of 4 people

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have this fear and overall 41% people have voted it to be most feared thing in
life even most feared than the death itself. We are very conscious of our

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surrounding and we are not able to perform.

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Personalities like Thomas Jefferson, Mahatma Gandhi, Warren Buffet, and Abraham Lincoln

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were some of the personalities who overcame their fear of public speaking and emerged as

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people who have really moved the world through their speeches.
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It is generally believed that the people actually fear the “fear of public speaking”. There are
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four state changes that fear can cause:

1. Emotions : Fear, Nervousness, stress, worry
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2. Thought : Forgetting the words, losing concentration

3. Behaviour : Trembling, moving in awkward way
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4. Physiology: Upset breathing, increased heartbeat.

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15 tips for public speaking that apply to shining at work, and just about everywhere:-
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1. Lead with your best stuff, either read/teleprompt or impromptu

It is very important to equip yourself with relevant materials, be it pics, audio visuals or
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others. While on stage be confident and make an impact with your body language as well.
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A speech without reading creates far more impact than the one that is being read out.
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2. Organize Your material in the most effective manner to attain your purpose.
Create the framework for your speech. Write down the topic, general purpose, specific
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purpose, central idea, and main points. Make sure to grab the audience’s attention in the
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first 30 seconds.
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3. Gratitude is always the best place to begin with.

Every experience is an honour. Thank the host, and thank the audience for the possible
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mountains they moved to show up and listen to you.

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4. Being prepared is an act of ‘half job done’. And intelligence.

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No matter how much you master your speech, do a complete run through in advance of
your speech and preferably jot down the points of your speech. It can be any place, your
bedroom, your washroom etc.
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5. Know who you’re talking to. Research and respect your audience

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 It is very important to know your audience. The examples and the humour should be such
that the

6. Structure your material in three sections– Grabber, Middle, Close. Know your
material. Get really interested in the topic. Find good stories.

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7. Nervousness is normal. Practice and Prepare-
The best way to overcome anxiety is to prepare, prepare, and prepare some more. Take

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the time to go over your notes several times. Once you have become comfortable with the
material, practice a lot. Videotape yourself, or get a friend to critique your performance.

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8. Visualize yourself successful: See yourself at the end of the speech surrounded by
people asking questions, visualize the applause.

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9. Watch for Feedback and Adapt to It.

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Keep the focus on the audience. Gauge their reactions, adjust your message, and stay

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flexible. Delivering a canned speech will guarantee that you lose the attention of audience
or confuse even the most devoted listeners.

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10. Go easy on the apologies.

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This is a tricky one, because elegance is the numero uno concerno. But things like, “Sorry

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to keep you waiting,” “My apologies for the technical snafu,” can create more snags in your
fabric. Sometimes, most of the time, it’s better to just keep going. An ice skater doesn’t
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apologize for slipping. He keeps skating, distracting you with the next great move.
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11. Use Humor, Tell Stories, and Use Effective Language.

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Inject a funny anecdote in your presentation, and you will certainly grab your audience’s
attention. Audiences generally like a personal touch in a speech. A story can provide that.
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12. Dress up
When you’re on stage being well dressed says, “I cared about you enough to polish it up.”
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13. Ask questions.

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Frame your stories into questions and you’ve created a conversation.

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14. Learn from the mistakes

It is very important to learn from the mistakes that were committed in the public speaking.
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Be it the wrong words, body language or any other.

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Get experience Take every opportunity you can get to speak (and listen to other speakers).
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Prepare well ahead of time. Experience builds confidence, which is the key to effective speaking.
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1.3. Questioning Skill

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“Garbage in, garbage out," is a popular truth, often said in relation to computer
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systems: If you put the wrong information in, you'll get the wrong information out.”
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The same principle applies to communications in general: If you ask the wrong questions, you'll
probably get the wrong answer, or at least not quite what you're hoping for.

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 Gathering information is a basic human activity – we use information to learn, to help us solve
problems, to aid our decision making processes and to understand each other more clearly.

Questioning is the key to gaining more information and without it interpersonal communications
can fail. Questioning is fundamental to successful communication - we all ask and are asked
questions when engaged in conversation.

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1.3.1 Why Ask Questions?

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Although the following list is not exhaustive it outlines the main reasons questions are asked in
common situations.

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 To Obtain Information: The primary function of a question is to gain information – ‘What
time is it?’

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 To help maintain control of a conversation: While you are asking questions you are in
control of the conversation, assertive people are more likely to take control of conversations
attempting to gain the information they need through questioning.

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 Express an interest in the other person: Questioning allows us to find out more about the
respondent, this can be useful when attempting to build rapport and show empathy or to

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simply get to know the other person better.

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 To clarify a point: Questions are commonly used in communication to clarify something that

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the speaker has said. Questions used as clarification are essential in reducing
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misunderstanding and therefore more effective communication.
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 To explore the personality and or difficulties the other person may have: Questions
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are used to explore the feelings, beliefs, opinions, ideas and attitudes of the person being
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questioned. They can also be used to better understand problems that another person maybe
experiencing – like in the example of a doctor trying to diagnose a patient.
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 To test knowledge: Questions are used in all sorts of quiz, test and exam situations to
ascertain the knowledge of the respondent. ‘What is the capital of France?’ for example.
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To encourage further thought: Questions may be used to encourage people think about
something more deeply. Questions can be worded in such a way as to get the person to think
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about a topic in a new way. ‘Why do you think Paris is the capital of France?”
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 In group situations: Questioning in group situations can be very useful for a number of
reasons, to include all members of the group, to encourage more discussion of a point, to keep
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attention by asking questions without advance warning. These examples can be easily related
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to a classroom of school children.

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1.3.2 How to Ask Questions

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Being an effective communicator has a lot to do with how questions are asked. Once the purpose
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of the question has been established you should ask yourself a number of questions:
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 What type of question should be asked –(Question Types: Discussed below)

 Is the question appropriate to the person/group?
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 Is this the right time to ask the question?

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 How do I expect the respondent will reply?

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 When actually asking questions – especially in more formal settings some of the
mechanics to take into account include:

Being Structured: In certain situations, for example if you are conducting a research project or
you work in a profession that requires the recording of information, it may be necessary to ask

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large numbers of questions. for example, “In order to help you with your insurance claim it will be

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necessary for me to ask you about your car, your health and the circumstances that led up to the
accident”.

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Use Silence: Using silence is a powerful way of delivering questions as with other interpersonal

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interactions pauses in speech can help to emphasise points and give all parties a few moments to
gather their thoughts before continuing, a pause of at least three seconds before a question can

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help to emphasise the importance of what is being asked

Encouraging Participation: In group situations leaders often want to involve as many people as

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possible in the discussion or debate. This can be at least partially achieved by asking questions of

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individual members of the group. One way that the benefits of this technique can be maximised is

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to redirect a question from an active member of the group to one who is less active or less inclined
to answer without a direct opportunity. Care should be taken in such situations as some people find

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speaking in group situations very stressful and can easily be made to feel uncomfortable,

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embarrassed or awkward. J
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1.3.3 Types of Questioning:
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Although there are numerous reasons for asking questions the information we receive back (the
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answer) will depend very much on the type of question we ask.

Questions, in their simplest form, can either be open or closed - this page covers both types but
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also details many other question types and when it may be appropriate to use them, in order to
improve understanding.
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Closed Questions: Closed questions invite a short focused answer- answers to closed questions can
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often (but not always) be either right or wrong. Closed questions are usually easy to answer - as
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the choice of answer is limited - they can be effectively used early in conversations to encourage
participation and can be very useful in fact-finding scenarios such as research.
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Closed questions are used to force a brief, often one-word answer.

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Closed questions can simply require a ‘Yes’ or ‘No’ answer, for example: ‘Do you smoke?’, ‘Would
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you like a cup of tea?’

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Closed questions can require that a choice is made from a list of possible options, for example:
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‘Would you like beef, chicken or the vegetarian option?’, ‘Did you travel by train or car today?’
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Closed questions can be asked to identify a certain piece of information, again with a limited set of
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answers, for example: ‘What is your name?’, ‘What time does the supermarket open?’, ‘Where did
you go to University?’
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Open Questions: By contrast, to closed questions, open questions allow for much longer responses
and therefore potentially more creativity and information. There are lots of different types of open
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question; some are more closed than others.

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 Leading or ‘Loaded’ Questions: A leading question, usually subtly, points the respondent’s answer
in a certain direction.

Asking an employee, ‘How are you getting on with the new finance system? ’ This question prompts
the person to question how they are managing with a new system at work. In a very subtle way it
raises the prospect that maybe they are not finding the new system so good.

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‘Tell me how you’re getting on with the new finance system ’ is a less leading question – the

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question does not require any judgement to be made and therefore does not imply that there may
be something wrong with the new system.

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Recall and Process Questions: Questions can also be categorised by whether they are ‘recall’ –
requiring something to be remembered or recalled, or ‘process’ – requiring some deeper thought

.(N
and/or analysis. Examples include, ‘What skills can you bring to this organisation that the other
applicants cannot?’ or ‘What are the advantages and disadvantages of asking leading questions to
children?’

R
A
Rhetorical Questions: Rhetorical questions are often humorous and don’t require an answer.

M
‘If you set out to fail and then succeed have you failed or succeeded? ’ Rhetorical questions are

U
often used by speakers in presentations to get the audience to think – rhetorical questions are, by

K
design, used to promote thought. J
Funnelling: We can use clever questioning to essentially funnel the respondent’s answers – that is
A
R

ask a series of questions that become more (or less) restrictive at each step, starting with open
questions and ending with closed questions or vice-versa.
EE

For example:
N

"Tell me about your most recent holiday."

H

"What did you see while you were there?"

G

"Were there any good restaurants?"

N

"Did you try some local delicacies?"

SI

The questions in this example become more restrictive, starting with open questions which allow
r.

for very broad answers, at each step the questions become more focused and the answers become
M

more restrictive.
y:

Probing: When seeking more detail, there are a number of probes you can use, depending on
what they are saying and what you want to discover. When they use vague or unclear language, or
B

when you just need more detail, seek to further understand them by asking for clarification.
d
de

What exactly did you mean by 'XXX'?

oa

What, specifically, will you do next week?

Could you tell me more about YY?

nl
ow

Purpose: Sometimes they say things where the purpose of why they said it is not clear. Ask them
to justify their statement or dig for underlying causes.
D

Why did you say that?

13 | P a g e
 What were you thinking about when you said XX?

Relevance: If they seem to be going off-topic, you can check whether what they are saying is
relevant or salient to the main purpose of inquiry.

Is that relevant to the main question?

)
98
How is what you say related to what I asked?

89
Completeness and accuracy: You can check that they are giving you a full and accurate account by

9
probing for more detail and checking against other information you have. Sometimes people make

S0
genuine errors (and sometimes deliberate), which you may want to check.

.(N
Is that all? Is there anything you have missed out?

How do you know that is true?

R
How does that compare with what you said before?

A
M
1.4. Writing Skills

U
K
Writing skills are an important part of communication. Good writing skills allow you to
J
communicate your message with clarity and ease to a far larger audience than through face-to-face
A
or telephone conversations.
R
EE

 Grammar, Spelling and Punctuation

Correct grammar, punctuation and spelling are key in written communications. The reader will
N

form an opinion of you, the author, based on both the content and presentation, and errors are
H

likely to lead them to form a negative impression.

G

 Improving your Writing Skills

N
SI

The good news is that writing is a skill which can be learned like any other skill. One trick for
checking and improving your work is to read it aloud. Reading text forces you to slow down and
r.

you may pick up problems with the flow that your eye would otherwise skip over.
M

Another way to improve your writing skills is to read - as you read you pick up new vocabulary and
y:

engage with different writing styles.

B

 Writing under Specific Circumstances

d
de

There are many times in your life when you will be asked to write something very specific. Whether
this is to take notes of a conversation, write the minutes of a formal meeting, or prepare a report,
oa

all these types of writing require specific skills, and usually a particular style.
nl

1.4.1 Business Writing Tips

 Focus on Content and Style
ow

Is your writing organized along the following essential features and rules?
D

I. Simple Language – Create reader-friendly content by avoiding adjectives, using the

active voice, and opting for commonly-known, shorter words. Your aim is to communicate

14 | P a g e
 your point across as effortlessly and as quickly as possible. Avoid "hidden verbs" by being
conscious of unnecessary nominalization; for example, instead of saying, "We’d love to be
of assistance" say instead, “We’d love to assist you.” The second sentence is more
effective and customer-friendly, because it’s direct, efficient, and comprehensible.

)
II. Conciseness and Brevity – Business writing has to be succinct. Your audience doesn’t

98
have the luxury to browse through multiple report pages to get the information they seek.
Respect your recipients’ time; they should be able to access important information easily.

89
You can achieve this when you:

9
 Stick to your subject matter

S0
 Focus on facts
 Aim for clarity and avoid ambiguity

.(N
 Choose short words
 Avoid unnecessary décor (adjectives and adverbs)

R
III. Distinguishing Opinion From Facts – These two aspects of communication should be

A
clearly separated in business writing. Ensure the reader can tell with certainty when
something is a fact or merely your viewpoint. This way you’ll avoid misunderstandings and

M
you’ll keep your writing ambiguity-free.

U
Serving a Purpose – Each piece of business communication should serve a clear purpose.

K
IV.
Make an effort to not divert from this purpose. If you’re emailing a colleague with a follow-
J
up email about a report due, don’t include three other unrelated requests in the same
A
email.
R

 Use Formatting Wisely:

EE

Every piece of writing should be properly formatted to maximize efficiency. Use headlines, bullet
N

points, numbering and other formatting features (bold, italics, different colors) to ensure the
reader can skim and scan with ease through your text. But don't overdo it! Too many distracting
H

visual elements take the focus off your message.

G

This applies to all types of writing. Whether it's an email, a report, or a presentation, formatting
N

helps your writing become clear and user-friendly. When possible, substitute text with visual
SI

presentations, graphics or charts.

r.

 Proofread Thoroughly, Revise Ruthlessly

M

Your first draft shouldn’t be your final product. Especially if we’re talking about a business proposal
y:

or report, it’s crucial that you review and edit it multiple times until you’ve created a respectable
version.
B
d

 Putting so much work in creating a professional piece of writing should wrap up with thorough
de

proofreading.
oa

Ensure you check for syntactical, grammatical and typographical errors. If you cannot
proofread your own work, have it proofread by someone else to make sure it has flow and
readability and it’s free of embarrassing errors.
nl
ow

 You can also run it through an online spell-checker to catch common grammatical errors and
misspellings, but remember that spell-checkers cannot detect contextual spelling errors (e.g. if
the misspelled word is a properly spelled different word, like their/they’re, accept/except,
D

right/write, here/hear). Spelling errors can be avoided by improving your spelling skills using
software like Ultimate Spelling.

15 | P a g e
  Being aware of commonly misspelled words or your grammatical weaknesses will help you
anticipate and prevent them from spoiling your writing.

 Be Aware of Attitude and Perspective:

This is a rarely emphasized aspect of business writing. It’s not enough to know your audience and

)
98
what they want from you. It’s crucial that you also know the different layers of meaning your
writing conveys.

89
Word choice, sentence structure, viewpoints and expressions all reveal more than you think about

9
your attitude and perspective on what you’re writing about.

S0
.(N
1.4.2 Letter/ Email Writing:
In the 21st century it’s very important to have good writing skills. Since we have strong presence on
social media it is very important that one should have good writing skills which can be used in

R
proper communication. In print media writing is the way to communicate your idea.

A
M
Even a comma can change the meaning of the whole sentence.

U
K
J
A
R
EE
N
H
G

We can see that even a punctuation mark or a capital letter can change the meaning of a
N

sentence. It is very important to have a good writing skill to make the right impact.
SI
r.

It is very important to have proper email writing skill as people can easily judge
M

you if you don’t write correctly.

y:

 Some of the tips to write an effective emails are:

B

1. Subject Line
d
de

Always have a subject line that summarises briefly and clearly the contents of the message
(example: Re: Summary of Our Meeting with ABC Suppliers).
oa

Don’t make your email look overcrowded by trying to use too many technical terms or long words.
nl

It is good to use complex and compound-complex sentences, but ensure that they are easy to
ow

understand. The most common mistake that many of our students make is to translate directly
from their own language. This can often lead to confusing sentences. A popular rule that you could
D

adapt is to use the KISS Test – Keep It Short and Simple.

2. Understand your target group

16 | P a g e
 Is it a colleague, a client or your boss? Should the email be informal or formal? Most business
emails these days have a neutral tone. Note the difference between Informal and Formal:

Informal – Thanks for emailing me on 15th February

Formal – Thank you for your email dated 15th February

)
98
Informal – Sorry, I can’t make it.
Formal – I am afraid I will not be able to attend

89
Informal – Can you…?

9
Formal – I was wondering if you could….?

S0
Some emails to colleagues can be informal if you have a long working relationship and know them

.(N
well. This is the style that is closest to speech, so there are often everyday words and
conversational expressions that can be used. For instance, ‘Don’t forget’, ‘Catch you later’, ‘Cheers’.

R
The reader may also accept or overlook minor grammatical errors in informal emails. However, if

A
the email is going to a client or senior colleague, bad grammar and an over-friendly writing style

M
will most probably not be acceptable.

U
3. Be very careful of capital letters, punctuation, spelling and basic grammar

K
While these can be tolerated in informal emails, they are very important in business emails as they
J
are an important part of the image you create. Give yourself time to edit what you’ve written
A
before you push that Send button.
R
EE

In today’s busy world, it’s very easy to send out many emails without checking them thoroughly: as
an English learner, you should make a conscious effort to double check before sending.
N

4. Think about how direct or indirect you want to be

H
G

In some cultures, it is common practice to be very direct in email correspondence. However, this
can cause a problem if you’re writing to someone in another country and in a language that is not
N

your mother tongue. They might find your directness rude and possibly offensive.
SI

Consider these:
r.
M

Direct – I need this in half an hour.

Indirect and polite – Would it be possible to have this in half an hour?
y:

Direct – There will be a delay

B

Indirect – I’m afraid there may be a slight delay.

d
de

Direct – It’s a bad idea

Indirect – To be honest, I’m not sure if that would be a good idea.
oa

By adjusting your tone, you are more likely to get a positive response from your reader.
nl

5. Be positive!
ow

Look at these words: helpful, good question, agreed, together, useful, I will do my best, mutual,
D

opportunity.

Now look at these: busy, crisis, failure, forget it, I can’t, it’s impossible, waste, hard.

17 | P a g e
 The words you use show your attitude to life, so choose your words wisely.

6. Get feedback

Try and get some feedback on the emails that you write. This could be from your English Teacher
or someone you know whose English is at a good level.

)
98
Study the English in any emails you receive. If it is a well-written email, look carefully at some of

89
the language used. Start your own phrase book by collecting a bank of phrases from what you hear
or read all around you; they may be useful in the future.

9
S0
Apart from the above it is also important to understand the 5 basic requirements of writing formal
emails:

.(N
How to write a formal email

R
Follow these five simple steps to make sure your English emails are perfectly professional.

A
Begin with a greeting

M
U
Thank the recipient

K
State your purpose J
Add your closing remarks
A
R

End with a closing

EE
N

Begin with a greeting

H

Always open your email with a greeting, such as “Dear Lillian”. If your relationship with the reader
G

is formal, use their family name (eg. “Dear Mrs. Price”). If the relationship is more casual, you can
simply say, “Hi Kelly”. If you don’t know the name of the person you are writing to, use: “Dear
N

Sir/Madam”.
SI

Thank the recipient

r.
M

If you are replying to a client’s inquiry, you should begin with a line of thanks. For example, if
someone has a question about your company, you can say, “Thank you for contacting ABC
y:

Company”. If someone has replied to one of your emails, be sure to say, “Thank you for your
B

prompt reply” or “Thanks for getting back to me”. Thanking the reader puts him or her at ease,
and it will make you appear more polite.
d
de

State your purpose

oa

If you are starting the email communication, it may be impossible to include a line of thanks.
Instead, begin by stating your purpose. For example, “I am writing to enquire about …” or “I am
nl

writing in reference to”.

ow

Make your purpose clear early on in the email, and then move into the main text of your email.
D

Remember, people want to read emails quickly, so keep your sentences short and clear. You’ll also
need to pay careful attention to grammar, spelling and punctuation so that you present a
professional image of yourself and your company.

18 | P a g e
 Add your closing remarks

Before you end your email, it’s polite to thank your reader one more time and add some polite
closing remarks. You might start with “Thank you for your patience and cooperation” or “Thank you
for your consideration” and then follow up with, “If you have any questions or concerns, don’t
hesitate to let me know” and “I look forward to hearing from you”.

)
98
End with a closing

89
The last step is to include an appropriate closing with your name. “Best regards”, “Sincerely”,

9
and “Thank you” are all professional. Avoid closings such as “Best wishes” or “Cheers” unless you

S0
are good friends with the reader. Finally, before you hit the send button, review and spell check
your email one more time to make sure it’s truly perfect.

.(N
1.4.3 Letter to customers:
Most of the time we are sending either email or letter to customers either apologizing for any issue

R
or it may also be “Thank you” letter or it may also be a sales letter. It is very important to have a

A
good writing skills so that the letter can really make an impact on the minds of the customers.

M
Some of the tips to write an effective letter are:

U
K
a) Use a professional letterhead. The business letter will be a representation of your
company. So it should look distinct and high quality. It should also bear your company’s logo or
J
brand.
A
b) Identify your audience. The tone of the letter should always remain professional, regardless
R

of the audience. But you will likely adjust your language or word choice based on who you are
EE

writing to. But if you are writing to a specific customer, you may use more informal or casual
language. Identifying your audience also means you will avoid confusing your audience. Avoid
N

using terminology your reader won't understand. A customer likely won't know the acronyms
used for the space program at your company, for example, so avoid using them in the letter.
H

The number one rule of writing a good business letter is to be clear, concise, and courteous.
G

c) State the purpose of the letter in the first line. Consider the purpose of the letter. Is it to
N

let your customers know about your new location in a new part of town? Is it to remind a
SI

customer about an unpaid bill or outstanding balance? Or respond to a customer complaint?

With this purpose in mind, craft a first line that lets the reader know right away what the letter
r.

will be about. Don’t be vague about the purpose of the letter.

M

d) Use the active, rather than the passive, voice. We use the passive voice all the time in
common speech. But the passive voice can make your writing seem dull or confusing. The
y:

active voice is much more effective in a business letter because it establishes a more assertive
B

tone. An example of the passive voice might be: “What specific complaints can I address for
you?” The subject of the sentence, the customer ("you"), appears at the end of the sentence,
d

rather than at the beginning of the sentence . An example of the active voice might be: “What
de

can I do to address your complaints?” This version of the phrase, in the active voice, is much
oa

clearer and easier to understand for the reader. The use of the passive voice can be a good
way to get your message across without calling attention to an error or an unflattering point.
nl

But use it only in this instance. In general, the active voice is much more effective in business
ow

letters.
e) Refer to a previous event or a previous communication with the reader, if
D

applicable. Maybe you contacted Nina Brown earlier last month with a warning about her
unpaid bill. Or perhaps a customer expressed their frustration with the space program last
month at a conference. If you have already been in touch with the reader, acknowledge this. It

19 | P a g e
 will remind the reader of your previous contact and make the business letter feel more
immediate and important.
f) Make a request or offer help. Establish a positive tone with the reader by making a polite
request or offering help in the form of a working relationship.
g) Wrap up the letter. Include a call to action, on your part, or on the part of the reader. This

)
could be a demand for payment by a certain date, or a note about setting up a formal meeting

98
with the reader.

89
 Include a sentence about talking to the receiver of the letter in the future. “I look

9
forward to seeing you at the budget meeting next week." Or “Looking forward to

S0
discussing this further with you during your visit to our headquarters”.

.(N
 Note any documents you have including with your letter. Add a phrase like “Please find
enclosed your unpaid bill” or “You will find enclosed a copy of our space outreach
program.”

R
A
 End the letter with a closing phrase. Use “Sincerely” or “Sincerely yours” for clients or

M
customers.

U
 Use “Yours faithfully” for formal letters to individuals you do not know at all.

K
 Only use “Regards” or “Best Regards” if you are writing to someone you know well or
J
have a working relationship with.
A
R

1.4.4 Preparation of Minutes:

EE

Minutes are a tangible record of the meeting for its participants and a source of information for
N

members who were unable to attend. In some cases, meeting minutes can act as a reference
point. Minutes are not basically the minutes in the literal sense but it is the record/ notes taken
H

during the meeting.

G

There are essentially five steps involved with meeting minutes:

N
SI

1. Pre-Planning
r.

2. Record taking - at the meeting

M

3. Minutes writing or transcribing

y:

4. Distributing or sharing of meeting minutes

B

5. Filing or storage of minutes for future reference

d
de

1. Pre planning: Pre planning activity involves the planning of the agenda for the meeting to
oa

be conducted. A well-planned meeting helps ensure effective meeting minutes. If the

nl

Chair and the Secretary or minutes-taker work together to ensure the agenda and meeting
are well thought out, it makes minute taking much easier. Meeting agenda is basically the
ow

outline for the meeting. Agenda needs to be distributed among the members so that all
D

can be ready and can also know the expectations of the meetings.

20 | P a g e
 2. Record taking - at the meeting : Record taking is another very important aspect of
meeting minutes.

Before you start taking notes, it’s important to understand the type of information you
need to record at the meeting. As noted earlier, your organization may have required

)
content and a specific format that you’ll need to follow, but generally, meeting minutes

98
usually include the following:

89
 Date and time of the meeting

9
 Names of the meeting participants and those unable to attend (e.g., “regrets”)

S0
 Acceptance or corrections/amendments to previous meeting minutes

.(N
 Decisions made about each agenda item, for example:

Actions taken or agreed to be taken

R
o

A
o Next steps

M
o Voting outcomes – e.g. (if necessary, details regarding who made motions; who seconded

U
and approved or via show of hands, etc.)

o Motions taken or rejected

K
J
A
o Items to be held over
R

o New business
EE

o Next meeting date and time

N
H

3. Minutes writing or transcribing:

G

Once the meeting is over, it’s time to pull together your notes and write the minutes. Here
N

are some tips that might help:

SI

 Try to write the minutes as soon after the meeting as possible while everything is fresh in
r.

your mind.
M

 Review your outline and if necessary, add additional notes or clarify points raised. Also
y:

check to ensure all decisions, actions and motions are clearly noted.
B

 Check for sufficient detail:

d

include a short statement of each action taken by the board and a brief explanation of the
de

o
rationale for the decision
oa

o when there is extensive deliberation before passing a motion, summarize the major
nl

arguments
ow

 Edit to ensure brevity and clarity, so the minutes are easy to read

Be objective.
D

o Write in the same tense throughout

21 | P a g e
 o Avoid using people’s names except for motions or seconds. This is a business document,
not about who said what.

o Avoid inflammatory or personal observations. The fewer adjectives or adverbs you use, the
better.

)
98
o If you need to refer to other documents, attach them in an appendix or indicate where

89
they may be found. Don’t rewrite their intent or try to summarize them.

4. Distributing or sharing of meeting minutes: As the official “minutes-taker” or

9
S0
Secretary, your role may include dissemination of the minutes. However, before you share
these, be sure that the Chair has reviewed and either revised and/or approved the minutes

.(N
for circulation.

R
5. Filing or storage of minutes for future reference:

A
M
Most committees and Boards review and either approve or amend the minutes at the

U
beginning of the subsequent meeting. Once you’ve made any required revisions, the

K
minutes will then need to be stored for future reference. Some organizations may store
these online (e.g., in Google docs or SkyDrive) and also back these up on an external hard
J
A
drive. You may also need to print and store hard copies as well or provide these to a staff
R

member or Chair for filing.

EE
N

1.5 Listening Skill

Listening is the ability to accurately receive and interpret messages in the communication process.
H
G

Listening is key to all effective communication. Without the ability to listen effectively, messages
N

are easily misunderstood. As a result, communication breaks down and the sender of the message
can easily become frustrated or irritated.
SI

If there is one communication skill you should aim to master, then listening is it.
r.
M

“Effective listening is a skill that underpins all positive human relationships. Spend some time
y:

thinking about and developing your listening skills – they are the building blocks of success”
B
d

We spend a lot of Time Listening

de

Adults spend an average of 70% of their time

oa

engaged in some sort of communication. Of

this, research shows that an average of 45%
nl

is spent listening compared to 30% speaking,

16% reading and 9% writing. (Adler, R. et al.
ow

2001). That is, by any standards, a lot of time

listening. It is worthwhile taking a bit of extra
D

time to ensure that you listen effectively.

22 | P a g e
 Effective listening requires concentration and the use of your other senses - not just hearing the
words spoken. Listening is not the same as hearing and in order to listen effectively you need to
use more than just your ears.

Types of listening:

)
98
There are seven types of listening:

89
Appreciative Listening:

9
Listening to enjoy what you hear.

S0
Informative Listening: Listening to gather information such as facts, directions, news, or

.(N
instructions.

Critical Listening: Listening to examine and evaluate the message for logic, truth, and value.

R
Empathetic Listening: Listening to another person’s feelings or thoughts, with the ability to put

A
yourself in their shoes.

M
U
Precision Listening: Listening to single out one particular sound with exactness and clarity.

K
Discriminative Listening: Listening to distinguish between all the sounds in your environment
J
Social Listening: Listening with just enough effort to give a response.
A
R

The 10 principles of listening:-

EE

A good listener will listen not only to what is being said, but also to what is left unsaid or only
N

partially said.
H

Effective listening therefore involves observing body language and noticing inconsistencies between
G

verbal and non-verbal messages, as well as just what is being said at any given moment.
N
SI

For example, if someone tells you that they are happy with their life but through gritted teeth or
with tears filling their eyes, you should consider that the verbal and non-verbal messages are in
r.

conflict. Maybe they don't mean what they say.

M

Listening is therefore not just a matter of using your ears, but also your eyes. There are ten
y:

principles behind really good listening.

B
d

1. Stop Talking
de

Don't talk, listen.

oa

“If we were supposed to talk more than we listen, we would have two tongues and one ear.”
nl

When somebody else is talking listen to what they are saying, do not interrupt, talk over them or
ow

finish their sentences for them. Stop, just listen.

When the other person has finished talking you may need to clarify to ensure you have received
D

their message accurately.

23 | P a g e
 2. Prepare Yourself to Listen

Relax.

Focus on the speaker. Put other things out of mind. The human mind is easily distracted by other
thoughts – what’s for lunch, what time do I need to leave to catch my train, is it going to rain – try

)
98
to put other thoughts out of mind and concentrate on the messages that are being communicated.

89
3. Put the Speaker at Ease

9
Help the speaker to feel free to speak.

S0
Remember their needs and concerns. Nod or use other gestures or words to encourage them to

.(N
continue.

Maintain eye contact but don’t stare – show you are listening and understanding what is being said.

R
4. Remove Distractions

A
M
Focus on what is being said.

U
Don’t doodle, shuffle papers, look out the window, pick your fingernails or similar. Avoid

K
unnecessary interruptions. These behaviours disrupt the listening process and send messages to
J
the speaker that you are bored or distracted.
A
5. Empathise
R
EE

Try to understand the other person’s point of view.

N

Look at issues from their perspective. Let go of preconceived ideas. By having an open mind we
can more fully empathise with the speaker. If the speaker says something that you disagree with
H

then wait and construct an argument to counter what is said but keep an open mind to the views
G

and opinions of others.

N

6. Be Patient
SI

A pause, even a long pause, does not necessarily mean that the speaker has finished.
r.
M

Be patient and let the speaker continue in their own time, sometimes it takes time to formulate
what to say and how to say it. Never interrupt or finish a sentence for someone.
y:
B

7. Avoid Personal Prejudice

d

Try to be impartial.
de

Don't become irritated and don't let the person’s habits or mannerisms distract you from what the
oa

speaker is really saying.

nl

Everybody has a different way of speaking - some people are for example more nervous or shy
than others, some have regional accents or make excessive arm movements, some people like to
ow

pace whilst talking - others like to sit still.

D

Focus on what is being said and try to ignore styles of delivery.

8. Listen to the Tone

24 | P a g e
 Volume and tone both add to what someone is saying.

A good speaker will use both volume and tone to their advantage to keep an audience attentive;
everybody will use pitch, tone and volume of voice in certain situations – let these help you to
understand the emphasis of what is being said.

)
98
9. Listen for Ideas – Not Just Words

89
You need to get the whole picture, not just isolated bits and pieces.

9
Maybe one of the most difficult aspects of listening is the ability to link together pieces of

S0
information to reveal the ideas of others. With proper concentration, letting go of distractions, and
focus this becomes easier.

.(N
10. Wait and Watch for Non-Verbal Communication

R
Gestures, facial expressions, and eye-movements can all be important.

A
We don’t just listen with our ears but also with our eyes – watch and pick up the additional

M
information being transmitted via non-verbal communication.

U
K
1.6. Reading Skills
J
Reading is an art which most of us fail to understand. Most of us basically focus on reading
A
speed without focusing on reading skills. It is more important to improve your reading
R

skills than your reading speed. Being focused and selective in your reading habits will
EE

reduce the time you spend reading. One general rule that applies to the reading is “You
cannot improve your reading skills without reading a lot.”
N

In banking it is very important to have a good reading skills as one has to read either
H

Circulars, official RBI circular, official letters, DO letters, MCB proposals, Industry level
G

books or any other reference materials. It is very important to have the art of reading
N

between the lines and bring out the inferences of the things that one is reading.
SI

In adolescent reading process is divided into

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25 | P a g e
 )
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.(N
R
A
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J
A
R

The theory of reading is divided into

EE

1. Word Recognition- Understanding the words and trying to recall all that you have
read.
N

2. Language Comprehension- Trying to understand the background of the text that

you are reading. Understanding and applying the ideas behind the words.
H

3. Executive Process- Evaluating all that you have read and create a new idea out of
G

the reading process.

N
SI

How can one improve the reading skills?

r.
M

1. "Never read a book without a pen in your hand." ~ Benjamin Franklin - That's great advice
whether you write in your books or take notes in a notebook. Personally, I write, scribble, highlight,
y:

argue and draw symbols in all my books.

B

2. Read a whole paragraph / section BEFORE you stop to highlight or take a note. Don't stop right
d

when you see something interesting; keep reading to get the "big picture" or context of what stood
de

out to you. Then "reread" when you make your notes.

oa

3. Read important sections out loud. A person reads much slower when you read out loud than
nl

when you read silently, but studies show that if you read out loud, you tend to retain things better
because you're engaging multiple senses (hearing and seeing).
ow

4. Read silently with quick "check-marks." There are times when you should read silently and
D

simply use a pencil to "check" sections in the margins you want to go back and reread later. This
will help you get through a book quicker without being distracted by stopping to highlight or write.

26 | P a g e
 1.7. Types of Communication:-

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.(N
R
A
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J
A
R
EE
N
H
G
N
SI

5. Explain what you read. When you finish a chapter / section of a book, take a break and "think"
about what you've read and, in your mind, "explain it" to someone. See if you can structure your
r.

thoughts so as to be able to repeat back to someone what you've read.

M

6. Learn to "X-ray" a book by reviewing the Table of Contents and only reading the sections /
y:

chapters that will be benefit you. And don't feel like you have to read an entire book.
B

7. Pay attention to summary words - "therefore" or "as a result" or "in conclusion." When you see
d
de

a summary / conclusion word, make sure you understand the author's points and argument that
has led to his conclusion.
oa

8. Circle / Underline key words in a sentence.

nl
ow

9. Mark words you don't know - and look them up. If you have a Kindle this is much easier.
Looking up words you don't know increases your understanding of the author's intent, but it also
increases your vocabulary.
D

27 | P a g e
 VERBAL NON VERBAL

Spoken skills Writing skills Presentation skills 1. Body Language

1. Public Speaking 1. Letter and 1. PPT 2. Tone of Voice

Email Writing presentation
2. Vote of Thanks 3. Eye Contact

)
98
2. Script writing 2. Creating
3. Introduction of 4. Gestures
for speech PPT

89
Dignitaries
5. Dressing and
3. Letter to 3. Delivery of
4. Telephone Skills Appearance

9
Customer PPT

S0
5.Conduct of 6. Body/hand
4. Preparation of
Meeting Movement

.(N
minutes
6. Media Briefing

R
A
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J
A
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N
H
G
N
SI
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1.7.1 Non Verbal Communication

What is Non Verbal Communication – At first it is important to understand the non-verbal
D

1.
communication.

28 | P a g e
 Non-verbal Communication= Communication without words

Non-verbal communication is a process of communication through sending various wordless

messages. Even the verbal communication contains the parts of non-verbal communication. Like

)
98
even if the person is talking but the tone of the voice is such that the person is not able to make the
impact. The use of non-verbal communication can give a new meaning to the communication. It is

89
often termed to be the natural form of communication.

9
2. Difference between verbal and non-verbal communication:

S0
Verbal and non-verbal communication can both make an impact but the non-verbal has far more
impact than the verbal. The fact also states that both verbal and nonverbal are interconnected and

.(N
they operate together in communication except for the writing communication which do not have
any non-verbal communication.

R
Apart from the differences, both the forms has to match each other. It is widely seen that in the

A
event of non-matching of the verbal and the non-verbal communication, people tend to perceive the

M
non-verbal more that the verbal communication. For example if a person says that Everything is fine

U
but his body language, tone of voice or other things do not match then people would not believe

K
him.
J
The basic difference between the two is that in Verbal we use voice/words for the communication
A
but in the non verbal communication we use the various body signs for communication.
R

The differences between Verbal and Non Verbal

EE
N
H
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N
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3. Importance and power of non verbal communication : The non verbal communication forms a very
important part of communication:

29 | P a g e
 No doubt that the Non-verbal
makes a larger impact on any
person than the verbal

)
communication.

98
“The most important thing in

89
communication is to hear

9
what isn’t being told”

S0
-Peter F Drucker

.(N
R
A
M
4. Types of nonverbal communication: There are basically 7 types of nonverbal communication that we
do in our day today life.

U
K
Sr Type Description J
A
1 Kinesics Body language
R

2 Haptics Touch
EE

Voice tone
3 Vocalics
N

Space Distancing
H

4 Proxemics.
G

5 Chronemics Time
N

6 Oculesics Eye Contact

SI

7 Appearances Physical appearance

r.
M

Let us understand each and every type of body language as mentioned above:
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1.7.2. Non Verbal Skills

1. Kinesics: The word kinesics comes from the root word kinesis, which means “movement,” and

30 | P a g e
 refers to the study of hand, arm, body, and face movements. Specifically, this section will outline
the use of gestures, head movements and posture, eye contact, and facial expressions as
nonverbal communication.
Kinesics communication is communicating by body movement and is perhaps the most well-
known non-verbal form of communication, although it is not the only way to talk with others

)
without words.

98
Body posture

89
The way that the body is held can communicate many different messages.

9
S0
An open body that takes up a lot of space can indicate comfort and domination, whilst a closed-
in body that makes itself small can signal inferiority.

.(N
Copying of the other person's body shows agreement, trust and liking.

R
Gestures

A
Gesture is communicating through the movement of body and arms.

M
U
Ekman and Friesen (1969) identified five types of gesture:

K
Emblems: Direct replacements for words. J
A
Illustrators: Shaping what is being said.
R

Affect displays: shows of emotion.

EE

Regulators: for controlling the flow of conversation.

N

Adaptors: Self-oriented tension relievers and other forms.

H
G
N
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Facial signals

When we communicate with others, we look mostly at their face. This is not a coincidence as

31 | P a g e
 many signals are sent with the 90-odd muscles in the face. The way the head tilts also changes
the message.

The eyes are particularly important, and when communicating we first seek to make eye contact.
We then break and re-establish contact many times during the discussion.

)
98
Eyebrows and forehead also add significant signals, from surprise to fear to anger.

89
The mouth, when not talking can be pursed, downturned or turned up in a
smile.

9
S0
.(N
R
A
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U
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J
A
R
EE
N
H

2. Haptics: Haptics is basically the science of touch. It comes from the Greek word “I touch”.
G

Touch is also very important part of communicating. Haptics is closely related to the study of
Proxemics (the study of space in body language). In both cases we deal with personal space and
N

territory - touch is usually the direct result of allowing others into our intimate space. We
SI

obviously wouldn't allow others to touch us if we don't feel comfortable being around them.
r.
M

1. Touch is the most 'real' way to sense the world around us. It's hard to believe something is
real unless we can actually touch and feel it. So while we take it mostly for granted, our sense of
y:

touch should not be taken lightly.

B

Without the sense of touch we would feel very isolated and helpless. Our skin, the largest organ
d

of our body, is also a sensor - it's filled with many sensory nerves sensitive to heat and cold,
de

pressure, vibration and pain.

oa

We receive an endless stream of information about our environment from our skin. In fact,
nl

studies show that babies who lack a sense of touch have a low chance of survival, in contrast to
the lack of other senses. That's probably why it's the first sense we develop when we're
ow

embryos.
D

2. Touch is a very emotional type of communication, you can say it's the most 'human' contact
we have. In a sense, it's like delivering our emotions in a physical form. There's probably no
better way to comfort someone but to embrace and hold them, or to show your disapproval with

32 | P a g e
 a sounding slap on the face.

With these 2 qualities in mind we can understand that we're dealing here with something very
"touchy" and volatile – it's like an emotional dynamite. It's a strong communication tool, perhaps
the strongest, but if it's used improperly it will backfire hard and that's why it deserves some
close attention. So I've prepared a small guide that hopefully will clear some misconceptions and

)
98
allow you to communicate better with touch.

9 89
The Power of Touch

S0
What are the benefits of using touch with others?

.(N
First of all, let us understand that touch by default is something we genetically crave for, it's not
as if we can turn it off. We are born with the desire to touch and be touched. We're not

R
machines and we need that type of connection with others.

A
When we fulfil that need, we get more healthy, happy and content in our lives. Here are some

M
demonstrations to the power of touch:

U
K
Types of touch Communication:
J
1. Holding hands/handshakes
A
2. Kissing
R

3. Hugs
EE
N

Haptics can be categorized into five types :

H

 Functional/Professional
G

 Social/ Polite
 Friendship/Warmth
N

 Love/Intimacy
SI

 Sexual/Arousal
r.
M

Managers and co-workers should know the effectiveness of using touch while communicating to
their sub-ordinates, but need to be cautious and understand how touch can be misunderstood.
y:
B

A hand on shoulder may supportive for one person whereas for other person it may be negative
for another. We use handshake to gain trust and introduce yourself.
d
de

Haptics rules changes according to different cultures, context and status of relationships.
oa

In US the main form of greeting is handshake, though with friends they may hug each other. In
Japan people bow at each other upon meeting and touching is rather considered rude.
nl
ow

In Latin America kissing either on one or both cheeks is considered as form of greeting.
D

33 | P a g e
 )
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9 89
S0
3. Vocalics: Vocalics is the study of paralanguage, which includes the vocal qualities that go
along with verbal messages, such as pitch, volume, rate, vocal quality, and verbal fillers.

.(N
Pitch helps convey meaning, regulate conversational flow, and communicate the intensity of a
message. Even babies recognize a sentence with a higher pitched ending as a question. We also

R
learn that greetings have a rising emphasis and farewells have falling emphasis. Of course, no
one ever tells us these things explicitly; we learn them through observation and practice. We do

A
not pick up on some more subtle and/or complex patterns of paralanguage involving pitch until

M
we are older. Children, for example, have a difficult time perceiving sarcasm, which is usually

U
conveyed through paralinguistic characteristics like pitch and tone rather than the actual words

K
being spoken. Adults with lower than average intelligence and children have difficulty reading
sarcasm in another person’s voice and instead may interpret literally what they say.
J
A
Paralanguage provides important context for the verbal content of speech. For example, volume
R

helps communicate intensity. A louder voice is usually thought of as more intense, although a
EE

soft voice combined with a certain tone and facial expression can be just as intense. We typically
adjust our volume based on our setting, the distance between people, and the relationship. In
N

our age of computer-mediated communication, TYPING IN ALL CAPS is usually seen as offensive,
H

as it is equated with yelling. A voice at a low volume or a whisper can be very appropriate when
sending a covert message or flirting with a romantic partner, but it wouldn’t enhance a person’s
G

credibility if used during a professional presentation.

N
SI

We all have a unique voice just like we all have a unique walk and fingerprints. Even twins don't
sound the exact same. You can tell a lot about a person just by their voice. If they have an
r.

accent you can usually tell where they are from. If they enunciate their words or if they just let
M

them jumble together you can generally tell if they are from a more well-to-do family or not. If
someone is loud and talking quickly you can assume they might be excited about something. If
y:

someone is talking slow and with short responses they could be upset.
B
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34 | P a g e
 4. Proxemics: It is the branch of knowledge that deals with the amount of space that people
feel it necessary to set between themselves and others.
Core Concepts and Assumptions

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In his book, The Silent Language, Edward Hall outlined the following ideas behind proxemic
theory:

9 89
1. There are four types of distances people keep: intimate (0 to 18 inches), personal (18

S0
inches to 4 feet), social (4 to 10 feet), and public (over 10 feet).

.(N
2. The distances outlined are those deliberately chosen by individuals. Forced closeness
doesn’t factor in proxemics.

R
3. Proxemic behavior is learned mostly from observing others rather than from explicit

A
instruction, which is why personal distance and physical contact varies by culture.

M
5. The physical distance between communicators indicates the type of relationship they have.

U
Body angles, touch and eye contact further reveal the familiarity between people.

K
J
A
5. Americans generally prefer 18 inches of personal space.
R

Hall believed that proxemics could not only help illuminate relationships and communication
EE

goals, but also explain other cultural and anthropological phenomena, such as the
organization of towns and living spaces. Furniture, walls, streets, buildings and fences are
N

arranged in ways that delineate one’s territory, whether for living, working or meeting
H

others. Territories are designed to provide comfort for their owners and produce anxiety
G

within intruders.
N

Even colour is used to identify certain kinds of territories and the behaviour expected from
SI

those who enter them. For instance, a bright purple sofa in a small apartment would
encourage a fun, carefree attitude, while a pristine white sofa in the same apartment would
r.

indicate an owner who prefers formality and restraint. Restaurants painted in soothing
M

pastels invite diners to linger over their meals; those decorated with loud, obnoxious tones
y:

say, “Eat quickly and leave.”

B
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35 | P a g e
 Types of Territories

There are four main kinds of territories in proxemics:

)
1. Body Territory – refers to the personal space, or “bubble,” that one maintains around their

98
person.

89
2. Primary Territory – one’s home, vehicle or other living space.

9
3. Secondary Territory – a structured place where entry is reserved for particular individuals and

S0
certain norms are expected, such as a school, office or church.

.(N
4. Public Territory – an open space where anyone can come and go, such as a park or shopping
mall.

R
Territories can overlap. For example, a book club might meet in a person’s home. For the

A
homeowner, the home is a primary territory. For the book club members, it’s a secondary

M
territory. Territories function as a way to protect their owners’ comfort, interests and possessions

U
from unwelcome invaders.

K
J
A
Types of Proxemics
R

There are four types of “distance” which people use to communicate on a face-to-
EE

face basis.
N

These include:
H

· Intimate distance (0-2 ft.)

G
N

· Personal distance (2-4ft.)

SI

· Social distance (4-12 ft.)

r.

· Public distance (>12 ft.)

M

Intimate distance (0-2 ft.)

y:

Intimate distance is that which is used for very confidential communications. This zone of
B

distance is characterized by 0 to 2 feet of space between two individuals. An example of intimate

d

distance is two people hugging, holding hands, or standing side-by-side. People in intimate
de

distance share a unique level of comfort with one another. Those who are not comfortable with
someone who approaches them in the intimate zone will experience a great deal of social
oa

discomfort or awkwardness.
nl

Personal distance (2-4ft.)

ow

Personal distance is used for talking with family and close friends. Although it gives a person a
little more space than intimate distance, it is still very close in proximity to that of intimacy, and
D

may involve touching. Personal distance can range from 2 to 4 feet. Like intimate distance, if a
stranger approaches someone in the personal zone, he or she is likely to feel uncomfortable

36 | P a g e
 being in such close proximity with the stranger.

Social distance (4-12 ft.)

Social distance is used in business transactions, meeting new people and interacting with groups
of people. Social distance has a large range in the distance that it can incorporate. From 4 to 12

)
98
feet, it is clear that social distance depends on the situation. Social distance may be used among
students, co-workers, or acquaintances. Generally, people within social distance do not engage

89
in physical contact with one another.

9
Public distance (>12 ft.)

S0
Public distance is measured at 12 or more feet between persons. An example of this is illustrated

.(N
in the following picture, where two men sit far apart on a park bench, in order to preserve their
public distance.

R
Each of the previous types of proximity are heavily influence by people's perception of what the

A
"correct" type of distance should be in a certain situation.

M
Culture is one of the factors which contribute to people's perceptions of how proxemics should

U
be used. People from different cultures have different views on what the proper personal space

K
should be. For further information, please see the proxemics and culture page to learn more
about how culture affects people's spatial preferences.
J
A
6. Chronemics: In simple terms Chronemics is the study of the role of time in communication.
R

Chronemics can be defined as "the interrelated observations and theories of man's use of
EE

time– the way in which one perceives and values time, structures time, and reacts to time
frames communication. Time perception plays a large role in the nonverbal communication
N

process. Time perceptions include punctuality, willingness to wait, and interactions. The use
H

of time can affect lifestyle, daily agendas, speed of speech, movements, and how long
people are willing to listen.
G
N

Time is an important non-verbal cue that factors heavily into communication, particularly in
SI

the world of business.

r.

A number of studies have been conducted on the chronemics of technology communication

M

within business. For example, studies have taken large amounts of aggregated email data
y:

from big companies and analyzed both the level of response and response times and of
individual entities.
B
d

These studies have shown that the organizational structure can be very accurately predicted
de

by creating a hierarchy of responsiveness, placing most responsive entities at the bottom of

the organization, and least responsive entities at the top.
oa

The predictive power of these chronemic models could be used in designing future
nl

communication technology to account for the expected responsiveness of people that are
ow

communicating, based on their position in an organization.

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37 | P a g e
 Being or being on time
Which one of these two profiles would best describe you?
1. I do one thing at a time, keep deadlines and schedules, have primary attention on work

)
and results, appreciate privacy and ownership, build temporary and practical

98
relationships.

89
2. I do many things at a time, have attention on what's happening around me, take goals
and results seriously, appreciate people and sharing, build strong and long-lasting

9
relationships.

S0
The first group (monochronic) value time like a precious commodity - something to earn,
use, share, win, save, loose, etc. The second group (polychronic) value other things more,

.(N
like relations. This difference is also highly correlated to cultural differences:

R
A
M
U
K
J
A
R
EE
N

Many in the first group are found in USA, Germany, Scandinavia and Japan and in the
H

second group mainly in Latin America, Africa, South Asia and Arab countries. But both
G

profiles are also represented within every country.

N

Nonverbal cues of chronemics

SI

Through nonverbal communication it's possible to figure out who is who - a useful
knowledge when trying to reach over cultural borders. Look for the nonverbal cues - here
r.

are some of them.

M
y:

You have probably spotted a person from the first group if he/she:
 Usually shows up on time for meetings
B

 Pushes meetings forward, eager to move on the next issue

d

 Plans ahead and keeps schedules

de

 Keeps timeframes and not being very flexible with his/her time
 Prefers to do one thing at a time
oa

 Usually finishes the job in time, and as asked for

nl

A person from the second group will more likely:

ow

 Be late for a meeting as he/she got stuck in some social interaction

 Uses the meeting to go deeper into the matter of things and to build relationships
D

 Easily changes their plans

 Does not keep timeframes and is very flexible with his/her time
 Does many things at a time

38 | P a g e
  May not finish the job in time or as expected but may deliver what he/she thinks you
need rather than what you asked for

Confusion and conflict

Communication and co-working with people in the opposite group can be confusing which

)
makes way for conflicts as people may feel disrespected and misunderstood. Take

98
international business meetings for example. One part is on time for the meeting while the

89
other is one hour late. One is diving directly into the first issue while the other wants to start
with coffee and small talk. One is pushing on to the next issue while the other is bringing

9
new perspectives to the first one. One does what is agreed upon while the other does

S0
something that is potentially better. The list goes on. Dating with someone of the opposite
type rises similar problems. Being a tourist in a different country can be quite a challenge

.(N
when you depend on people of the opposite type.

R
7. Oculesics: Oculesics, a subcategory of kinesics, is the study of eye movement, eye

A
behaviour, gaze, and eye-related nonverbal communication. The specific definition varies

M
depending on whether it applies to the fields of medicine or social science. Oculesics also

U
refers to the study of eye contact and pupil dilation in terms of nonverbal communication.

K
Eye contact indicates interest, openness, and sometimes even arousal, though aggressive
eye contact--or staring--can be interpreted as a sign of hostility. In addition to this, lack of
J
eye contact also transmits a message, oftentimes that the listener is bored and/or is not
A
paying attention. It must be noted that culture plays a role in oculesics, for the necessity of
R

eye contact and the civility it provides in American culture differs greatly from an Asian
EE

culture, for example, where eye contact is often considered rude.

Eye contact is a type of nonverbal communication that is strongly influenced by social
N

behaviour. In the western civilizations, eye contact is most often defined as a sign of
H

confidence. Eye contact is not consistent amongst different religions, cultures and social
backgrounds.
G
N
SI

Examples:
r.

Cultural Differences:
M

In Asia (including Middle East), keeping eye contact with someone of authority implies
y:

rudeness and can be mistaken as a provoking mean of communication. In Western societies,

B

eye contact can imply empathy and comes across as a type of emotional connection.
d

Important aspects of gaze:

de

Looking while talking: This establishes a rapport with the person listening.
oa

Looking while listening: This reciprocates the rapport established. This aspect is often used
nl

during emotional connections such as flirting.

ow

Frequency of glance: This indicated involvement and how invested one is to the
conversation.
D

Patterns of fixation: This provides evidence as to where the attention lies.

39 | P a g e
 Pupil Dilation: This could often provide proof of interest and boredom.

How Maintaining Eye Contact Can and Will Benefit You:

)
In a sales position it is imperative that the sales agent maintain the dominant role. The most

98
effective method of doing so is by portraying confidence. And, as you’re probably thinking,

89
eye contact is one of the most effective ways to do that.

9
In a sales position whoever is in control of the sale will usually establish eye contact while

S0
the more submissive party will avoid it. The same can be said of every argument and
confrontation you’ve ever been in. Eye contact is empowering, and because of the natural

.(N
communicative signals that it sends to the other parties, maintaining it facilitates effective
communication.

R
Studies have shown that maintaining eye contact can effectively reduce tension in a

A
conversation, show an image of assertion, and conveys respect. Though, by the same
means, too much eye contact can portray aggression, hostility, and even anger. The “death

M
stare” can infuriate someone without you having to mutter a single word.

U
K
J
Take some time to commit to teaching yourself to use eye contact naturally. When you’re
A
talking to someone quickly glance at their eyes and notice their level of commitment to the
R

conversation.
EE
N

Over time maintaining eye contact will become natural and you will notice a difference in
H

your conversations.
G
N
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40 | P a g e
 6. Appearances: Our choice of colour, clothing, hairstyles, and other factors affecting
appearance are also considered a means of nonverbal communication. Appearance form the
first impression about the person we are talking to.
 The audience may judge the person on their appearance and not really listen to

)
98
what is being said.
 Clothing can demonstrate your culture, mood, level of confidence, interests, age,

89
authority, values and sexual identity.

9
 Different societies and cultures have different dress norms and understanding the

S0
norms of culture helps with public speaking, though Western business styles are now
commonly accepted in many countries.

.(N
 Crossed arms, clasped hands and crossed legs signal closed posture, giving the
impression of detachment, disinterest and hostility.
 Open and relaxed hands, a wide stance and looking up demonstrate an open

R
posture and communicate a friendly and positive attitude.

A
 Considering what dress is appropriate for the occasion and culture of the audience

M
helps to send a visual message.

U
Key Terms

K
 Posture: The way someone holds and positions their body.
J
 Dress code: Dress codes are written and, more often, unwritten rules with regard to
A
clothing. Like other aspects of human physical appearance, clothing has a social
R

significance, with different rules and expectations being valid depending on

EE

circumstance and occasion.

N
H
G
N
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41 | P a g e
 5. Non verbal communication around us: The non verbal is not the only form of communication
between the humans but it is the only form of communication between humans and animals.

)
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Pointing

89
That children are capable of understanding what adults mean when they point to the food plate and
ask “Do you want some?” is not a surprise. We evolved this way over millions and millions of years of

9
social activity and constant group communication and babies already understand instinctively from

S0
very early in their development what pointing means.

.(N
R
1.8. Mass Communication

A
What is Mass Communication?

M


U
Mass communication is the process of transmitting messages to a large number of scattered audiences.
 Through mass communication, information can be transmitted quickly to a large number of people who

K
generally stay far away from the sources of information. Mass communication is done through many
J
mediums, such as radio, television, social networking, billboards, and newspapers.
A
Mass communication is a process in which a person, group of people, or an organization sends a message
R

through a channel of communication to a large group of anonymous and heterogeneous people and
EE

organizations. You can think of a large group of anonymous and heterogeneous people as either the general
public or a segment of the general public. Channels of communication include broadcast television, radio,
N

social media, and print. The sender of the message is usually a professional communicator that often
represents an organization. Mass communication is an expensive process. Unlike interpersonal
H

communication, feedback for mass communication is usually slow and indirect.

G

1.8.1 Types of Mass Communication

N

There are two types of mass communication :

SI

(i) Micro-mass Communication

(ii) Macro-mass Communication
r.
M

(i) Micro-mass Communication :

y:

In this type of mass communication, we communicate with smaller number of people such as professor to his
B

students. Usually this type of mass communication does not require any channel for conveying messages to
d

the audience.
de
oa

(ii) Macro-mass Communication :

nl

In this type of mass communication, we communicate with large group of people. We communicate for
ow

conveying our messages to the large group of people through radio, TV, magazines and posters. In this
process, the sender always uses channel for communication because communication with large group of
D

people is not possible without any channel.

42 | P a g e
 1.8.2 Presentation Skills

1. PPT presentations skills:

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9 89
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.(N
R
A
M
U
K
J
A
PPT is one of the most important tools for presentation techniques. The various steps involved in a
R

PPT presentation.
EE

1. Starting it right
N

2. Preparation of PPT
3. Practice presentation of the PPT
H

4. Deliverance of the presentation using PPT

G
N
SI

1. Starting it Right :
r.

Choose the subject and make a thorough research of the subject on which PPT is to be made.
M

Highlighting the key important points on which PPT is to be made. It is also very important to
write down the actual framework in MS word or any doc, which can be used for the PPT later on.
y:

Before preparation of a PPT it is very important to know the audience group. The actually PPT
B

should be made looking into the target group. It is very important to identify which points you
d

need to emphasize.
de

2. Preparation/Creating of PPT
oa

 Keep Your Slides Simple

nl

This is one of the most important PowerPoint presentation tips to follow when designing your
ow

slides. Keep in mind that less is more (effective.) A cluttered slide is distracting. It causes
confusion for an audience: Which part of the slide should I focus on? Should I read the slide or
D

pay attention to the presenter? On the other hand, a simple, visually appealing slide will engage

43 | P a g e
 your audience, keeping them on track with your main points.

 Follow The 10-20-30 Rule

Guy Kawasaki wrote that a presentation “should have ten slides, last no more than twenty

)
98
minutes, and contain no font smaller than thirty points”. He was talking about pitching to
investors but this is fairly solid advice for any presentation. You might need to over-run the 20

89
minute rule in some circumstances (e.g. a class lecture) but could the additional time be better

9
used for questions and answers?

S0
 Start With A Summary

.(N
Summarising your presentation in a single slide at the beginning gives your audience a clear idea
of what they’re going to learn and stimulates anticipation of the whole story. It’s also a good

R
discipline for you as a presenter to help keep you keep the topic succinct. If you can’t summarise

A
your presentation topic in 10-15 words, then it’s probably too long or too vague. Think of is an

M
‘elevator pitch’, a synopsis of a book or an abstract for a scientific paper.

U
K
 Tell A Story
J
Human beings have used stories to impart information since the dawn of time and it’s still a
A
great way to communicate. Even if you have to deliver a long series of facts, remember that it’s
R

the underlying meaning or outcome of those facts that will strike home. This doesn’t mean you
EE

should start your presentation with “Once upon a time”, just that you should build it in such a
way that the chronology of the topic is clear. Can you think of plot twists or hooks that can be
N

shared along the way to keep them interested? You might find writing an initial ‘script’ away
from PowerPoint helpful before you go diving into slides.
H
G

 See It from the Audience’s Perspective

N
SI

Getting the tone and content of your presentation right starts with being honest about what they
really want to hear and what they can realistically absorb. If you really care about your audience,
r.

you have to be an advocate for their learning needs not your own agenda. If that means
M

simplifying your content or recapping previous presentations then so be it. It’s better than losing
them completely or being “that presenter” who was too difficult to understand or didn’t
y:

recognise who he/she was speaking to.

B
d

 Avoid Too Much Text

de

Using too much text is one of the most common presenting mistakes. Presenters often feel they
need to include everything in their slides. This often manifests itself in over-use of bullet point
oa

lists, paragraphs of text and tiny font sizes. A couple of sentences per slide and no more is the
ideal and remember that the audience came to hear you speak not read. A good test on the day
nl

is to see whether they audience are mostly looking at you or the slides – if its the latter then
ow

you’ve put too much content in! Piggybacking on the last point—less is more effective. If
possible, avoid bullets altogether. Otherwise minimize them to just a few simple words. The
D

audience should be listening, not reading.

44 | P a g e
  Use high quality Images and graphics

A picture tells a thousand words and good images are far better than tons of text. Don’t use
cheesy stock imagery though – that’s a real turn off. Choose pictures that directly illustrate or
support what you’re saying or set the tone of the slide. In the right setting, a bit of humour can

)
98
cheer the audience up and keep them engaged too (there are loads of great Internet meme
graphics you can use or adapt.) Videos can work well too but its best to keep to shorter snippet

89
videos rather than diverting half your presentation slot to something pre-recorded.

9
S0
 Customise Your Template

Far too many presenters stick to the standard blank PowerPoint template. PowerPoint comes

.(N
with lots of other template and font choices to improve appearance. It’s also really easy to
create your own custom PowerPoint template with your own logo, font, etc.

R
A
 Don’t Over-Use Animations

M
Subtle slide-ins or fade-ins of the next slide can add a bit of style to a presentation but sliding-in

U
every last bullet point becomes irritating on a longer presentation. Keep it simple!

K
 Present Data Clearly
J
A
It can be tempting to chuck in a spreadsheet of raw data and try to explain it figure-by-figure
R

but a chart or graph will highlight the significance of your data far better. Be sure to pick the
EE

right sort of chart for your data. Typically you would use a histogram to compare quantities, a
pie chart for percentages and a line chart to show change over time.
N
H

 Use the Slide Sorter

G

Inspirational ideas for slide content don’t always come out in a sensible order for the
N

presentation itself. Once you’ve written your main slides use the slide sorter (View Menu > Slide
SI

Sorter) to put the slides in an order that fits the overall story of your presentation. Audience
retention is improved by having sub-topic chunks within your presentation so try to bring slides
r.

together in mini-segments.
M
y:

 Avoid Death By PowerPoint

B

Death by PowerPoint is a phrase used to describe a multitude of sins. In almost every case it’s
d

the presenter who is at fault not PowerPoint. The most common cause is making the slide deck
de

the focus rather than the presenter. If you don’t want to be there and could just as easily email
your slides to your audience, then do that and spare everyone.
oa

Choose Appropriate Fonts

nl

Fonts are an important part of engaging your audience. Fonts and typography choices have a subconscious
ow

effect on viewers, causing them to characterize your company's presentation and brand either positively or
negatively. Make sure that you are choosing fonts that are professional and modern!
D

Choose Color Well

45 | P a g e
 Similar to font choice, colours cause specific subconscious reactions from viewers. Choosing an outdated
colour combination for your presentation will render it ineffective.

Make Sure All Objects Are Aligned

A simple way to create a well-designed presentation is to make sure all items on a slide are intentionally

)
98
aligned. To do this: hold down Shift + select on all the objects you want to include, then choose Arrange in
the options bar, and apply Alignment Type.

89
Limit Punctuation

9
S0
This is not the place for exclamation points. You emphasize your points (while speaking). Don’t enlist
punctuation to do this for you. (Leave these at home)

.(N
Avoid Over-Formatting Your Points

R
This PowerPoint presentation tip is fairly simple: there’s no need to have every word of every bullet point
capitalized, or to have all your bullet points in title case. If possible, drop bullets all together. Again, the

A
simpler the better.

M
U
Practice presentation of the PPT

K
J
A
Practicing the PPT is a very important part before actually delivering the PPT. Rehearse, Rehearse and do
R

more rehearse so that you can actually practice with a Timer.

EE

Consistency is key to an effective PowerPoint presentation. Timing should be similar (ideally the same) each
time you rehearse. This one will especially pay off when it’s time to present in front of your audience!
N
H
G

Slow It Down
N

Many of the best speakers today intentionally speak slowly. You’ll have the chance to emphasize, appear
SI

more thoughtful, and make your information easier to digest.

r.
M

Pause More Often

y:
B

Similar to the prior tip. Pausing more often, allows main points to be emphasized and for information to sink
in. You need to let key points breathe a little before rushing into the next section.
d
de
oa

Record Yourself (If possible)

nl

Use your phone’s voice recorder. Assess and critique yourself. Consider:
ow

Are your pauses too short or too long?

D

Are you speaking slowly enough? Too slow?

46 | P a g e
 When you’re nervous does your voice get really high like the mice in Cinderella?

It’s always weird to hear your own voice recorded; don’t stress it. Use this as a time to adjust.

Choose Three Focal Points in the Room

)
If you stare at the same spot (or even creepier, the same person) the entire time, your presentation will be

98
ineffective (and awkward.) People will be distracted by you, wondering what you are staring at. Try this: pick

89
three points in the room (typically: left, center, right) and take time to direct your delivery toward each
physical focal point in the room. Also, focus on the center when making your primary points.

9
S0
Vary Your Sentence Length

.(N
This makes you sound more interesting and it is easier for your audience to follow. Think short and punchy.
Or go long and complex for dramatic effect.

R
Modulate

A
Do not speak in monotone for your whole presentation. Be conscious to raise and lower your voice tone.

M
Otherwise people will tune you out, and you'll come across like the teacher in Charlie Brown.

U
Practice in Front of a Mirror

K
J
What you look like is just as important as how you sound. Pretend as though you are just having a normal
A
conversation, and allow your hands to move with your speech—emphasizing your points. Just don’t get
R

carried away.
EE

Deliverance of the presentation using PPT: All preparation and pre work of PPT presentation is worth if you
are not able to actually deliver the PPT on the D day. It is very important to :
N

Take a Deep Breath

H
G

Deep breathing is proven to relieve stress. It’s simple and it will help you remain calm and in the moment as
N

well. Even up to the last minute before starting

SI

Lighten Up Your Mood

r.

Tell yourself a joke or watch a funny video clip. Do this before the presentation, of course.
M

Recent research concludes that happy people were more productive. More productive is more focused and
y:

able to perform better.

B

Remind Yourself to Take It Slow

d

When we are stressed or nervous (or both), we tend to speak faster. Consciously, take yet another deep
de

breath and remind yourself to take it slow!

oa

Fake It till You Make It

nl

Go forward with confidence. If you act confident, you will start to feel more confident. Move slowly with
ow

grace, speak clearly, smile, wear something nice, and you’ll appear confident to all attendees (no matter how
you feel internally).
D

47 | P a g e
 D
ow
nl
oa
de
d
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r.
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G
H
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EE
R
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R

48 | P a g e
.(N
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9 89
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 .(
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A
M
U
K
Learnings

J
A
 The Various Kinds Of Commumnication & its Importance

R
 The difference between Verbal & Non Verbal Communication

EE
 The Ways & Means of Communicating in Public Meeting/Gathering /Presentation

N
 Importance of Listening in Communication

H

G
Overview on the writing patterns used for impactful Communication
N
 Use of Correct words , idoms, phrases for Better Impact
SI

 Use of Communication for more Business Growth

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49 | P a g e
 Chapter 2

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2. Business Etiquette

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.(N
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Learning Outcome

A
M
 To know the meaning of Business Etiquette

U
K
 To know the Ways of Mobile Etiquette

J
 To know the Ways of Telephone Etiquette
 To know the Ways of Delivering Visiting Cards A
R
 To know the Ways of Different kinds of Handshakes & their Meaning
EE
N
H
G
N
SI
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y:
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50 | P a g e
 2.1 Etiquette - Meaning, its Need and Types of Etiquettes:-

What is Etiquette?

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Etiquette in simpler words is defined as good behaviour which distinguishes human beings from animals.

89
Human Being is a social animal and it is really important for him to behave in an appropriate way.
Etiquette refers to behaving in a socially responsible way.

9
S0
Etiquette refers to guidelines which control the way a responsible individual should behave
in the society.

.(N
Need for Etiquette

R
Etiquette makes you a cultured individual who leaves his mark wherever he goes.

A
Etiquette teaches you the way to talk, walk and most importantly behave in the society.

M
U
Etiquette is essential for an everlasting first impression. The way you interact with your superiors,

K
parents, fellow workers, friends speak a lot about your personality and up- bringing.

J
Etiquette enables the individuals to earn respect and appreciation in the society. No one would feel like

A
talking to a person who does not know how to speak or behave in the society. Etiquette inculcates a
R
feeling of trust and loyalty in the individuals. One becomes more responsible and mature. Etiquette
EE

helps individuals to value relationships.

N

What Makes Human Beings Different from Animals?

H

Answer - It is the way they carry themselves in the society. Here comes the importance of manners and
G

etiquette.
N

It is essential for an individual to behave in a responsible manner acceptable to the society. People
SI

around us must not feel embarrassed by our behaviour. One should not behave irrationally or illogically
in public
r.
M

2.2 Mobiquette (Mobile Etiquette)

y:
B

Mobiquette refers to certain guidelines that individuals need to adhere to while using the
hand phone at the workplace.
ed

Things are quite different at home or a friend’s place, but one needs to be careful at the workplace.
ad

 Always keep your cell phone in the silent or vibration mode at the work place. Loud ring
o

tone disturbs employees who are around.

nl

 Remember office phone is only for official purposes. Don’t circulate your official number
ow

amongst all your friends and relatives. Keep a separate phone for personal use. Making
personal calls from official phone is simply not expected out of a sensible professional.
D

 Don’t activate film songs or jokes as caller tunes for mobiles meant for official use. It leaves a bad
impression on clients or external parties who might call you.

51 | P a g e
  Never shout on the phone. Always be soft and polite. Avoid using abusive or foul language.

 Be careful with your phone. Never leave it at other’s workstations. It would waste yours as well as
your colleague’s time. Try not to carry cell phone to restrooms.

)
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 Greet the other party well. Start your conversation with a warm “Hello”. The way you talk

89
matters a lot in verbal communication. The other party can’t see you; it’s your tone which makes the
difference.

9
S0
 Speak clearly. Never chew anything while speaking over the phone. It is important to
concentrate while attending an important official call.

.(N
 Be clear about what you intend to communicate. It is advisable to keep related documents handy.
Don’t make the other person wait. Always keep a notepad and pen with you to jot down important
points.

R
A
 Make sure your mobile calls do not hamper your productivity. Don’t go for long personal

M
calls at workplace. Be crisp and precise.

U
 It is bad manners to pick calls when someone is sitting with you unless and until it is an emergency.

K
 Extension fixed phones are meant to be used by everyone at the workplace. Don’t treat it as your

J
personal property.
A
R
 Avoid calling any of your clients or colleagues before 8 in the morning and after 8 in the
EE

evening. The other person might be busy with his family or friends and definitely would not pay
attention to your conversation.
N

 Switch off your mobiles while attending important meetings, presentations or seminars. In case of
H

an emergency, move out of the place to attend the call.

G
N
SI

2.3 Telephone Etiquette

What are Telephone Etiquettes?
r.
M

Telephone is an important device with the help of which people separated by distance can easily interact
and exchange their ideas. Got a brilliant idea and want to convey it to your friend staying out of the
y:

country, use the telephone. Telephone is one of the easiest and cheapest modes of communication.
B

Telephone etiquettes - An individual needs to follow a set of rules and regulations while interacting with
ed

the other person over the phone. These are often called as telephone etiquettes. It is important to
follow the basic telephone etiquettes as our voice plays a very important role in creating an impression
ad

of our personality, education, family background as well as the nature of job we are engaged in. The
person giving the information is called the sender and the second party is the recipient.
o
nl

Let us now study the various telephone etiquettes. Please find below the various telephone etiquettes.
ow

Always remember your voice has to be very pleasant while interacting with the other person over the
phone. Don’t just start speaking, before starting the conversation use warm greetings like “good
D

morning”, “good evening” or “good noon” depending on the time.

52 | P a g e
 Never call any person at odd hours like early morning or late nights as the person will definitely be
sleeping and will not be interested in talking to you.

In any official call, don’t use words like Any guess who I am? As the person on the other side might be
occupied with something and can get disturbed. Always say “Is it Ted?”, and do ask him, “Is it the good

)
98
time to talk to you?” and then start communicating. If the person sounds busy always wait for the
appropriate time.

89
Make sure your content is crisp and relevant. Don’t play with words, come to the point directly and

9
convey the information in a convincing manner. First prepare your content thoroughly and then only pick

S0
up the receiver to start interacting.

.(N
After dialling, always reconfirm whether the person on the other side is the desired person whom you
want to interact with. Always ask “Am I speaking to Mike?” or “Is this Jenny?” before starting the
conversation.

R
A
Always carefully dial the numbers, never be in a rush or dial the numbers in dark as it would lead to a

M
wrong call. If by mistake you have dialled a wrong number, don’t just hang up, do say sorry and then
keep the phone courteously.

U
K
Never put the second party on hold for a very long time. Always keep the information handy and don’t
run for things in between any call as the listener is bound to get irritated.

J
A
While interacting over the phone, don’t chew anything or eat your food. First finish your food and then
R
only dial the number. If you are reading, please leave the book aside, first concentrate what the other
EE

person wishes to convey and then continue with the book.

N

After completing the conversation, don’t just hang up. Reconfirm with the receiver whether he has
downloaded the correct information or not and do end your conversation with pleasant words like “Take
H

care”, “nice speaking with you” and a warm bye. Never say Goodbye.
G
N

Always speak each and every word clearly. The person on the other hand can’t see your expressions so
SI

remember your tone should be apt to express your feelings in the correct form.

Don’t take too long to pick up any call. If you miss the call, make sure you give a call back as the other
r.

person might have an important message to convey. Avoid giving missed calls at work places as it
M

irritates the other person.

y:

In professional talks, never keep the conversation too long as the other person might be busy. Always
B

keep the content crisp and relevant and do come to the point after formal greetings.
ed

If you are not the correct person and the speaker needs to speak to your fellow worker always say “one
moment please- I will call him in a minute”. If the colleague is not in the office premises, always take a
ad

message on his behalf and don’t forget to convey him when he is back.
o

Decrease the volume of the television or turn off the speakers while speaking over the phone as noise
nl

acts as a hindrance to effective communication

ow

If there is any disturbance in the network, don’t just keep speaking for the sake of it; try to call after
D

sometime with a better line.

53 | P a g e
 Remember all the above telephone etiquettes must be practiced for an effective and healthy telephonic
discussion and smooth flow of information.

Good manners come into play in every walk of life. It is essential for an individual to behave sensibly for
him to find his place in the society.

)
98
There is a huge difference between one’s college and professional life. An individual needs to behave

89
decently at the workplace. Avoid being casual at work. Remember your office pays you for your hard
work and not for loitering and gossiping around.

9
S0
2.4 Visiting Card:-
Visiting card is nothing but a small document which bears the name, designation of the individual

.(N
concerned as well as the organization’s name and other necessary contact details.

A Visiting card must include:

R
Name of the individual concerned.

A
M
His/her designation.

U
Organization’s name/Logo.

K
J
Website of the organization.

Address of the organization. A

R
EE

Contact number (Hand phone and fixed line) and email id.
N

Let us go through some visiting card etiquette:

H

The name, designation and contact details of the individual concerned ought to be correct in the visiting
G

card. Never go for fake designations. It is an offence.

N

Do not choose stylish fonts for visiting cards. A visiting card should not have flashy designs or bright
SI

colours. The font style however to some extent also depends on the nature of the job.
r.

Visiting cards should be handled with care. Do not fold your business cards. They must be kept properly
M

and should not have pen marks.

y:

Remember visiting cards are not meant to be kept at home. An individual must carry his/her visiting
B

cards for all official meetings. Visiting cards play a pivotal role in introducing an individual to others.
Make sure you have plenty of them when you go out to meet your clients or external parties.
ed

One must exchange his/her business card either in the beginning of the meeting or once the meeting is
ad

over. Do not stand up in the middle of a meeting to exchange your card. Wait for the right time. Place
your card right in front of you on the table when you sit for meetings and conferences.
o
nl

Never exchange your visiting cards with left hand. It is a sign of disrespect to your card. Remember your
ow

visiting card is a reflection of your professional achievements.

Keep your card at a place where it can be found easily. Prefer keeping them in a card holder. Searching
D

your visiting card in front of your client looks unprofessional and childish. It shows how irresponsible and
careless you are.

54 | P a g e
 Organizations must use top quality paper for visiting card of employees. The quality of the visiting card
talks about your brand.

Whenever you exchange your visiting card with someone, ask for his card as well. Remember visiting
card plays an important role in networking. Keep the other person’s card in a visiting card album / folder

)
98
to avoid misplacing them. You never know when you might need them. Never keep visiting cards in shirt
or trousers pockets.

89
2.5 Handshake Etiquettes

9
Do you ever wonder what to do when you first meet someone? Should you extend your hand or wait for

S0
the other person to do so? It's important to learn the proper way to shake hands because making a good
first impression is essential in many social and business situations.

.(N
This gives you the opportunity to establish your friendliness and accessibility, whether you are meeting
your neighbors or starting a new job. Practice with friends or family members before you start shaking the
hands of strangers. Remember that people often initially judge you by your handshake, so make sure

R
it shows your confidence and pleasant personality.

A
M
Occasions you will need to shake hands:

U
 Initial introduction

K
 Job interview

J
 Seeing someone you haven’t seen in a long time


Greeting guests when you are the host or hostess
Greeting a host or hostess when you are the guest A
R
 Saying goodbye to a friend or business associate
EE

 Whenever someone else extends his or her hand

N
H

1. Know When to Initiate

G
N

The person in a higher position of authority or age should be the first one to extend a hand. For example,
SI

if you are interviewing for a job, the interviewer should be the one to take the lead. When meeting future
in-laws, the father-in-law should start the handshake.
r.
M

If you make a mistake and initiate it, don’t withdraw your hand because that would be rude. Always follow
through with a handshake. Smile and continue with the introduction. Don’t apologize.
y:

Stand and Look the Person in the Eye

B

Look the person in the eye as you shake hands.

ed

If you are sitting, rise before extending your hand. This shows respect and puts you on the same level as
ad

the other person. Make eye contact and offer a sincere smile to show that you are happy to be where you
are.
o
nl

Be still and face the other person to prevent giving the impression that you are in a hurry to get away. If
you are walking, try to stop, turn, and face the other person, unless it creates an awkward situation.
ow

Offer a Greeting Before and During

D

Offer a friendly greeting as you shake hands.

55 | P a g e
 If your palms are damp, you can delay extending your hand if you introduce yourself while blotting your
palm on the side of your slacks or skirt. Your greeting should include his or her name and a pleasantry,
such as, “It’s so nice to meet you, Ms. Jones.” If you have more nice things to say, include them at this
time, but don’t go overboard.

)
98
In order to remember the other person’s name, you might want to say it several times during the
conversation: once during the initial handshake, shortly afterward, and again while shaking his or hand

89
before you part ways. This will make a very strong, positive impression because people like knowing you
care enough to remember their names.

9
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Your Handshake Should be Firm but Not Crushing

.(N
Handshake should be firm, not crushing.

You don’t want to offer a limp hand because it gives the impression of weakness. However, this does

R
not mean you should crush the other person’s hand. Be firm but not overpowering. If the other person

A
offers a limp hand, give a gentle squeeze. This can be a cue for him or her to grip more firmly.

M
The Handshake Should be Approximately Two to Five Seconds Long

U
K
Keep your handshake brief.

J
Most people prefer shorter handshakes. Be observant and follow the lead of the other person, particularly

A
if he or she is in a superior position to you in business or social position.
R
If the other person continues holding onto your hand longer than five seconds, politely withdraw your
EE

hand. Maintain eye contact and a pleasant expression afterward to maintain a positive interaction.
N

Be Aware of Your Other Hand

H

Maintain a friendly expression when you shake hands.

G
N

Most people use their right hands unless they have a reason to use the left. Ideally, your left hand should
SI

be visible and unclenched. Don’t have your left hand in your pocket because this appears defensive.
In most business situations, you shouldn’t use your left hand to touch the other person’s arm or cup his or
r.

her hand. However, in a personal setting, you may.

M

Shake Hands in an Up-and-Down Motion

y:

The handshake shouldn’t go back and forth or side to side. Don’t pump the other person’s hand more than
B

three times, or the greeting may become very uncomfortable.

ed

2.6 Types of Handshakes and What they mean:

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56 | P a g e
 )
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9 89
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R
A
M
U
K
J
A
R
EE

2.6.1 Sweaty Palms:

N
H
G
N
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2.6.1 Sweaty Palms

r.
M

Sweaty palms indicate nervousness, as the sympathetic nervous system gets activated and produces
more sweat when a person experiences discomfort or is nervous.
y:
B
ed
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2.6.2
Dead
o

Fish:
nl
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Dead
D

Fish
Just like
a

57 | P a g e
 dead fish, this handshake is something that signifies the
indifference and is a numb shake of the hand, making it seem as
though the person has no bones. This type of a handshake
indicates a reserved or a passive personality.

)
2.6.3. Hand Crusher:

98
89
Hand Crusher
This type of handshake where the person crushes the hand of the

9
other until the receiver cringes is often referred to as the bone

S0
crusher. Although not a conscious move to test the strength, this type of a handshake is seen as being
intimidating.

.(N
2.6.4 Queen Finger Tips:

R
Queen FingerTips

A
M
This is a handshake where the hands do not meet and it is rather just the fingers that greet. This sort of
handshake is usually seen between people of a higher order (like the queen) when they are to

U
encounter a handshake with their subordinates, while few women also tend to maintain this handshake

K
when with men and it signifies the need for personal space.

J
2.6.5 The Hand Hug:
A
R
The Hand hug
EE

Usually seen among Politicians, this type of handshake is said to convey the meaning of warmness,
friendly, honest and trustworthy. In this type of handshake the traditional grip is by placing the left hand
N

covering the person’s right hand.

H
G

2.6.6 The Dominator:

N

When a person displays his / her palm downwards during a handshake it is said to indicate a sense of
SI

domination or superiority. Occasionally, you have often noticed people while shaking hands that their
hand is on the higher position with their palm pointing towards
r.

the ground.
M

The Dominator Handshake

y:

These are a few different types of handshake and their

implications, which we came across. Handshake is an important
B

gesture, which usually lasts for around 3 to 6 seconds and can

make a long standing impact on the opinions formed thereby. A
ed

proper handshake would involve an equal balance from both the

sides and you would have to exert an equal amount of pressure
ad

that you are getting from the other person.

o
nl
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58 | P a g e
 .(N
R
A
M
U
K
Learnings

J
A
R
 The impact of maintaining proper business etiquettes in Sales Growth.

EE
 Different kinds of behavioral traits and etiquettes.
 Different kinds of Hand Shakes and what they communicate
 Kind of etiquettes to be maintained while talking on mobiles.

N
 Ways and means of exchanging visiting cards and the communication it makes.

H
G
N
SI
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59 | P a g e
 Chapter 3

)
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89
3. Selling Skills and Sales Process

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R
A
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Learning Outcome

U
K
J
A
R
 Understanding different types of Communication in brief
EE

 Understanding persuading, negotiating and influencing skills

N

 Understanding the elements of persuasion – Ethos, Pathos & Logos

H

 Art of Successful persuasion and barriers to it

G

 Six laws
Quick Bites
of Influence
N

 Bank of Baroda was established on 20th July, 1908 at Baroda by ruler of erstwhile Baroda State, His
SI

 To know how to engage the Customers in to conversation

Excellency Maharaja SayajiraoGaekwad-III.
 To know
 how to overcome
Ten banks thebeen
have since fearmerged
of rejection
with BOB.
r.

 Logo, the ‘Baroda Sun’ reflects our corporate brand identity.

M
y:
B
ed
o ad
nl
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60 | P a g e
 3.1 Communication:
The Importance of Good Communication Skills

)
98
Developing your communication skills can help all aspects of your life, from your professional life to
social gatherings and everything in between.

89
The ability to communicate information accurately, clearly and as intended, is a vital life skill and

9
something that should not be overlooked. It’s never too late to work on your communication skills and

S0
by doing so improve your quality of life.

.(N
Professionally, if you are applying for jobs or looking for a promotion with your current employer, you
will almost certainly need to demonstrate good communication skills. Communication skills are needed
to speak appropriately with a wide variety of people whilst maintaining good eye contact, demonstrate a

R
varied vocabulary and tailor your language to your audience, listen effectively, present your ideas

A
appropriately, write clearly and concisely, and work well in a group. Many of these are essential skills

M
that employers seek.

U
As your career progresses, the importance of communication skills increases; the ability to speak, listen,

K
question and write with clarity and conciseness are essential for most managers and leaders.

J
Interpersonal Communication Skills
A
R
Interpersonal skills are the skills we use when engaged in face-to-face communication with one or more
EE

other people.
N

3.1.1 Verbal Communication

H

Verbal communication is all about what we say, which is an important way of getting our message
G

across.
N

The words that we choose can make a big difference to whether other people understand us. Consider
SI

for example, communicating with a young child, or with someone who does not speak our own language
very well. You need to use simple language, short sentences, and check understanding regularly. It is
r.

quite different from a conversation with an old friend whom you have known for years, and with whom
M

you may not even need to finish your sentences.

y:

Reflection and clarification are both common techniques used in verbal communication to ensure
that what you have heard and understood is what was intended.
B

Questioning skills are one very important area of verbal communication, often used in clarification,
ed

but also to extract more information, and as a way to maintain a conversation. Finally, two specific areas
where you will need verbal communication skills are making a speech, and in conversation.
ad

Non-verbal Communication:-
o
nl

Using our voice is only the tip of the iceberg. We actually communicate far more information using Non-
verbal Communication. This includes non-verbal signals, gestures, facial expression, body language,
ow

tone of voice, and even our appearance.

D

Listening:-

Listening is a vital interpersonal communication skill.

61 | P a g e
 When we communicate we spend 45% of our time listening. Most people take listening for granted, but
it is not the same as hearing and should be thought of as a skill.

Active Listening provides a lot more information about how to listen effectively and can help you to
avoid misunderstandings, while Types of Listening explains more about the theory of listening.

)
98
Using Communication Skills

89
Interpersonal communication skills are important in a wide range of circumstances and environments:

9
probably, in fact, anywhere where we may meet and interact with other people.

S0
Communication skills are essential for starting to build relationships, both professionally and at home.

.(N
Good communication skills can also help you to provide feedback effectively, and in a way that will
not cause offence: a vital skill throughout life.

R
Good interpersonal communication skills enable us to work more effectively in groups and

A
teams, which may be either formal or informal.

M
Other Communication Skills

U
K
Communication skills encompass far more than simple verbal and non-verbal communication, even in a

J
wide range of circumstances.

Other instances of communication include: A

R
EE

Presentation Skills:
N

Although, for many of us, presentation skills are used infrequently, there will probably be times in your
life when you need to present information to a group of people, either in a formal or informal setting.
H
G

Writing Skills:
N

Communication skills are not limited to direct interaction with other people and the spoken word.
SI

The ability to be able to write clearly and effectively is key to communication, and this set of skills
r.

should not be limited to journalists or professional authors. Poor written communication can be
M

frustrating for the reader and potentially damaging for the author – would you buy a product from a
website peppered with spelling mistakes?
y:
B

Personal Skills
ed

Personal Skills are the skills that we use to maintain a healthy body and mind. But they can also
enhance communication.
ad

For example, Improving Your Self-Esteem and Building Your Confidence can help you to feel
o

more positive about yourself and your abilities - including your ability to communicate. And feeling
nl

positive is the first step to acting more positively, and effectively.

ow

By having a deeper understanding of yourself and a more relaxed and positive outlook on life you are
more likely to be charismatic - a trait that can further aid the communication process. Good
D

communication is also linked to assertiveness - that is, standing up for what you believe. During times of
stress, or when we are angry, we may communicate less effectively.

62 | P a g e
 Many of us are aware of IQ (Intelligence Quotient). Designed to measure intellectual intelligence, it
gives a score from a series of tests. Higher IQs indicate better cognitive abilities, or the ability to learn
and understand. People with higher IQs are more likely to do well academically without exerting the
same amount of mental effort as those with lower IQ scores.

)
98
A logical assumption, therefore, is that people with higher IQs will be more successful at work and
through life. This assumption has been proven incorrect – there is more to success than simply being

89
‘clever’.

9
Being able to communicate effectively is the most important of all life skills.

S0
Communication is simply the act of transferring information from one place to another. It may be vocally

.(N
(using voice), written (using printed or digital media such as books, magazines, websites or emails),
visually (using logos, maps, charts or graphs) or non-verbally (using body language, gestures and the
tone and pitch of voice).

R
A
How well this information can be transmitted and received is a measure of how good our communication

M
skills are.

U
K
3.2 Persuading, Influencing And Negotiating Skills

J
A
R
Persuading involves being able to convince others to take appropriate action.
EE

Negotiating involves being able to discuss and reach a mutually satisfactory

N

agreement.
H

Influencing encompasses both of these.

G
N
SI

These skills are important in many jobs, especially areas such

as marketing, sales, advertising and buying, but are also valuable in everyday life. You will often
find competency-based questions on these skills on application forms and at interview, where you
r.

will be required to give evidence that

M

you have developed these skills.

y:
B

3.2.1 Persuading:
Tips for Persuasion:
ed

Focus on the needs of the other party.

ad

Take time to listen to them carefully

o

and find out about their interests and

nl

expectations. This shows that you are

really interested in them and they are
ow

then more likely to trust and respect

you. It will also make it easier for you
D

63 | P a g e
 to outline the benefits of your proposal in terms they understand.

Argue your case with logic. Do careful research on your ideas and those of your competitors (if there are

)
any) and make sure that any claims you make can be verified.

98
The more hesitant language you use such as "isn't it", "you know", "um mm" and"I mean" the less

89
people are likely to believe your argument.

9
S0
Use positive rather than negative language: instead of saying "You're wrong about this", say "That's
true, however", "That's an excellent idea, but if we look more deeply" or "I agree with what you say but

.(N
have you considered".

Subtly compliment the other party. For example: "I see that you've done some really excellent research
into this". Even though they may realise this is being done, evidence shows that they will still warm to

R
you and be more open to your proposals.

A
M
Mirroring the other person's mannerisms (e.g. hand and body movements). A study at INSEAD Business

U
School found that 67% of sellers who used mirroring achieved a sale compared to 12% who did not.

K
People you mirror subconsciously feel more empathy with you. However, it can be very embarrassing if
the other person detects conscious mirroring so it must be very subtle. You need to leave a delay of

J
between two and four seconds before the mirroring action.
A
R
Try to remember the names of everyone you meet. It shows that you are treating them as an individual.
EE

3.2.2 Ethos, Pathos & Logos – Modes of Persuasion

Of the modes of persuasion furnished by the spoken word there are three kinds.
N
H

The first kind depends on the personal character of the speaker [ethos]; the second on putting the
G

audience into a certain frame of mind [pathos]; the third on the proof, or apparent proof, provided by
the words of the speech itself [logos]. Persuasion is achieved by the speaker’s personal character when
N

the speech is so spoken as to make us think him credible.

SI

Ethos – Personal Character of the Speaker

r.
M
y:
B
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The mode of persuasion “Ethos” deals with the character of the speaker. The intent of the speaker is
ad

to appear credible. According to Aristotle there are three pre-requisites that are necessary to appear
o

credible:
nl

Competence
ow

Good Intention
D

Empathy

64 | P a g e
 Ethos is portrayed during the performance (actio). Originally, actio encompassed voice, gesture, facial
expressions, proxemics, body language and movement. Later this was separated in actio and
pronunciation, whereas the first is about the bodily eloquence and the second the actual vocal lecture.

The ethos of the speaker is transmitted via his self-portrayal, this mostly about nonverbal

)
and paraverbal (vocal elements – tone, pitch, etc.) factors. If the speaker uses certain aspect

98
consciously or unconsciously is usually irrelevant for the analysis, since the result and not the intention is

89
the aim of a rhetorical analysis. Thus, there is no general “good” or “bad” in self-portrayal and
impression management, cause each action must be interpreted in the proper context of the

9
situation/speech. As a result the words “functional” and “dysfunctional” are more appropriate, when it

S0
comes down to analysing once performance.

.(N
The influencing factors for ethos encompass elements such as clothes, vocabulary, slang and other
social aspects like rank, popularity, etc. These factors effect – according to the situation – the
appearance and reception of the speaker. Additionally, the speaker can use statements to position

R
himself, he can reveal social hierarchies, also he can show preferences and distastes, etc.

A
M
U
Pathos – Emotional Influence of the Speaker on the Audience

K
J
A
R
EE
N

Pathos encompasses the emotional influence on the audience. The goal of each speech is to persuade
the audience, therefore it is necessary to put the audience in the appropriate emotional states. Aristotle
H

noted that is of importance that each speaker knew, which emotions exists, how and under which
G

circumstances the can be elicited:

N

The Emotions are all those feelings that so change men as to affect their judgements, and that are also
SI

attended by pain or pleasure. Such are anger, pity, fear and the like, with their opposites. We must
r.

arrange what we have to say about each of them under three heads. Take, for instance, the emotion of
M

anger: here we must discover (1) what the state of mind of angry people is, (2) who the people are with
whom they usually get angry, and (3) on what grounds they get angry with them.
y:

The public speaker has several possibilities to elicit emotions in the audience. Yet, it is crucial that there
B

is a basic knowledge about the audience. Typical high emotional topics are value and belief systems,
ed

since these topics can vary from audience to audience, it is crucial to know the audience. There are also
certain techniques and presentation styles that create or enhance emotions, which reduces the ability of
ad

the audience to be critical. Take as an example the technique of storytelling, people react and absorb
stories differently than an university lecture style speech.
o
nl

The aim of pathos is to reduce the audience’s ability to judge. One possibility to achieve this is due to
ow

the correct use of figures of speech. These figures can be used to put certain content and arguments in
fore- or background. This allows the speaker to increase the effectiveness of the delivery, by either
underlining the strong parts or minimize the weak parts.
D

Logos – Content and Argumentation

65 | P a g e
 )
98
Logos is the appeal towards logical reason, thus the speaker wants to present an argument that appears

89
to be sound to the audience. It encompasses the content and arguments of the speech. Like ethos and
pathos the aim is to create a persuasive effect, thus the apparent is sufficient:

9
S0
Thirdly, persuasion is effected through the speech itself when we have proved a truth or an apparent
truth by means of the persuasive arguments suitable to the case in question.

.(N
For the argumentation the arguments, argument schemes, the different forms of proof and the

R
reasoning are of special interest. There are two different forms of proofs: the natural and the

A
artificial/technical proof. Natural proofs are those that are based on given data like documents,

M
testimonies, etc. The artificial/technical proof are those that are created with combination of information

U
(hints, examples, etc.) and the art of logic.

K
Successful Persuasion:

J
A
Research shows that there are a number of things that people like about successful persuaders.
R
Kurt Mortensen’s research suggests that these elements are largely emotional. They include
EE

keeping promises, being reliable and taking responsibility, being sincere, genuine, and
honest, knowing their subject, and believing in it, building rapport, and being entertaining,
N

as well as not arguing and providing solutions that work.

H

The key skills for successful persuasion, then, are pretty wide. First of all, successful persuaders tend to
G

have high self-esteem and good Emotional Intelligence more generally. They really believe that
N

they will succeed.

SI

Additionally, you need to understand how your audience thinks.

r.

Key skills here include Empathy, and good Listening Skills, including Active Listening. If you listen,
M

your audience will usually tell you what and how they are thinking. It also helps to be able to build
y:

rapport; people like those who take time to become a friend, as well as an influencer. It follows, really:
if we’re honest, we’d all much rather do what a friend suggests than someone we dislike, however
B

sensible the idea. Building rapport also helps to build trust, and for more about building trust, have a
ed

look at our page on Personal Empowerment.

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Good persuaders or influencers also have very good Communication Skills.

o

It’s essential that you can get your point across succinctly and effectively, otherwise you’re never going
nl

to persuade anyone of the merits of your position.

ow

The final skill of good persuaders is being organised. They do their homework, they know their audience
and they know their subject. They have taken time to organise themselves and think about what they
D

want to achieve. For more about this, take a look at our pages on Organisation Skills, Strategic
Thinking and Action Planning.

66 | P a g e
 3.2.3 Barriers to Successful Persuasion
One way to think about what works in persuading others is to think about what doesn’t work first.

Ten obstacles to successful persuasion:

)
98
1. Thinking that you are better at persuasion than you are, and therefore failing to
hone your skills. Instead, take a long, hard look at yourself, and see where your skills need to

89
be improved.

9
2. Trying too hard to persuade. Seeming too keen probably puts people off faster than

S0
anything else.

.(N
3. Failing to put in the effort required to get what you want. Nothing, or at least not much,
is free in this world.

R
4. Talking too much. Stop, and just listen to the people you need to persuade.

A
5. Providing too much information, which just confuses people, and makes them think

M
you are trying to blind them with science. What, they ask, are you not telling them?

U
K
6. Getting desperate. Like insincerity, people can spot fear at a distance, and don’t like it.

J
7. Being afraid of rejection. This can even stop people from trying to persuade in extreme
cases.
A
R
8. Not being prepared. You can’t ‘wing it’ every time. Your audience will see through you, and
EE

will think that you value your time more highly than theirs.
N

9. Making assumptions about your audience, and then not being prepared to reassess when
new evidence emerges.
H
G

10. Forgetting that the whole conversation is important. You need to engage in order to
N

persuade, right from the beginning.

SI
r.

3.2.4 Emotional Intelligence:

M

Emotional Intelligence (EI or sometimes EQ – Emotional Quotient) is a more modern

concept and was only fully developed in the mid-1990s, by Daniel Goleman, among others.
y:
B

A logical assumption, therefore, is that people with higher IQs will be more successful at work and
through life. This assumption has been proven incorrect – there is more to success than
ed

simply being ‘clever’.

ad

Emotional Intelligence: Definition

o

Emotional Intelligence is the measure of an individual’s abilities to recognise and manage their
nl

emotions, and the emotions of other people, both individually and in groups.
ow

Benefits of Higher Emotional Intelligence

D

People with higher emotional intelligence find it easier to form and maintain interpersonal relationships
and to ‘fit in’ to group situations.

67 | P a g e
 People with higher emotional intelligence are also better at understanding their own psychological state,
which can include managing stress effectively and being less likely to suffer from depression.

There is no correlation between IQ and EI scores.

)
In other words, academic aptitude (IQ) has no connection with how people understand and deal with

98
their emotions and the emotions of others (EI). This makes perfect sense: we’ve all met very clever

89
people who nonetheless had no idea about how to deal with people, and the reverse.

9
Some people have high IQs and low emotional intelligence and vice versa, while some people score

S0
highly on both and some do not.

.(N
IQ and emotional intelligence attempt to measure different forms of human intelligence;
along with personality, these measures make up an individual’s psyche.

Emotional intelligence is the one part of the human psyche that we can develop and improve by

R
learning and practising new skills.

A
M
IQ and personality are more static measures and likely to stay reasonably constant throughout life

U
(although you can develop your ability to complete IQ tests very successfully).

K
Ultimately emotional intelligence can only be measured by how an individual progresses through life -

J
developing meaningful relationships with others, their interpersonal skills and understanding, their ability
to manage their own emotions, and their personal skills.
A
R
EE

Elements of Emotional Intelligence

Daniel Goleman divided Emotional Intelligence into ‘Personal’ and ‘Social’ competences, which broadly
N

split between personal and interpersonal skills. Within each of these sections are a range of skills which
H

are the elements of emotional intelligence.

G
N

Personal Skills or Competences Social Skills or Competences

SI

How we manage ourselves How we handle relationships with others

r.
M

Self-awareness Empathy
y:

Emotional awareness Understanding others

B

Accurate self-assessment Developing others

ed

Self-confidence Service orientation

ad

Self-regulation Leveraging diversity

o
nl

Self-control Political awareness

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Trustworthiness Social Skills

D

Conscientiousness Influence

68 | P a g e
 Adaptability Communication

Innovation Conflict management

Motivation Leadership

)
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Achievement drive Change catalyst

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Commitment Building bonds

9
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Initiative Collaboration and cooperation

.(N
Optimism Team capabilities

Based on ‘Working with Emotional Intelligence’ Daniel Goleman.

R
A
There are two key aspects:

M
1. Empathy

U
Empathy is an awareness of the needs and feelings of others both individually and in groups, and being

K
able to see things from the point of view of others.

J
A
Empathy helps us to develop a stronger understanding of other people’s situations.
R
It includes understanding others, developing others, having a service orientation, leveraging diversity,
EE

and political awareness.

N

Empathy can often be difficult to achieve. Learn to listen effectively to both the verbal and non-verbal
messages of others, including body movements, gestures and physical signs of emotion. Use questions
H

to find out more about other people and what they are feeling, and feedback to clarify that you have
G

correctly understood their feelings. Acknowledge and respect the feelings of others even if you disagree,
N

and avoid making comments or statements that are judgemental, belittling, rejecting or undermining.
SI

2. Social Skills
r.
M

Social skills encompasses a wide range of relationship and interpersonal skills. These range from
leadership through to influencing and persuading, and managing conflict, as well as working in a team.
y:

The term ‘social skills’ covers a wide variety of skills and competencies, many of which are rooted in self-
B

esteem and personal confidence. By developing your social skills, being easy to talk to, being a good
ed

listener, being sharing and trustworthy, you also become more charismatic and attractive to others.
ad

This in turn improves self-esteem and confidence which makes it easier for positive personal dialogue
and a greater understanding and acceptance of your own emotions.
o
nl

How Emotional Reactions Can Hurt the Sales Process

ow

Every sales person understands all too well that customers present only about five steps between hearing
“Hello” and saying “Sold”!
D

69 | P a g e
 There are just five steps to success:

Build the relationship

)
98
Find the need

89
Meet the need

9
Jump the hurdles

S0
Ask for the sale

.(N
Yet why do five little steps sometimes feel like the journey of a lifetime with some customers? The
answer lies in how our brains are wired. Sales people, like all people, are not logical creatures and

R
neither are their customers. Sales people have moments when they feel discouraged, anxious,

A
pressured, distracted, and even overzealous. When any of these emotions surface for either party, the

M
feelings can take over the process and stall the sale or steer it off track. On a sales rep’s best day, he or
she feels optimistic, patient, energetic, and confident. Customers, too, have days when they feel rushed,

U
skeptical, and hesitant to move forward, or even overzealous and naively excited.

K
J
Picture a frazzled or distracted waiter trying to offer dessert to four friends. This one won’t notice their

A
joy and won’t smile, may rush the view of the desserts, and when the skeptical friend speaks up, the
frazzled waiter will say, “All right then, anyone else?” The distracted waiter will say, “May I bring you the
R
bill then?” Emotions can hurt sales.
EE

When we asked sales professionals how they react when their emotions take over, sales professionals
N

say they behave in one of three ways: they become louder/faster (52% of behavioral reactions), they
H

become slower/quieter (18%), or they become distracted altogether (30%). While one sales professional
G

gets amped by her emotions (“I talk faster”), the next sales person gets shut down by them (“I become
tongue-tied”), and the next befuddled by them (“My thoughts fray”).
N
SI
r.
M
y:
B
ed
oad
nl
ow

None of these reactions help make the sale. What does make the sale is the relationship. Customers
D

look for the sales person who reads and understands their needs, someone who can be trusted, and
someone who focuses on customers, not on himself or herself. Just like jumping the hurdles to the sale

70 | P a g e
 itself, sales professionals have to jump the emotional hurdles in the sales process, their own and their
customers’. The great sales person has to have emotional intelligence.

)
How Emotional Intelligence Skills Help Make the Sale

98
Those sales professionals who can spot their emotions when they happen, understand them, and

89
manage them well will be the ones who find it in them to manage their schedule well, remain positive

9
when their clients aren’t, and make one more sales call when everything says it will be tough.

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These sales professionals’ ability to be self- aware and self-manage will help them stop formulating their

.(N
next pitch while the customer is talking. They’ll become great listeners, and they’ll hear what the
customer is really saying. This makes spotting the pitch that will resonate and stick so much easier and
more authentic.

R
Good personal competence skills, the first half of a high EQ, will help sales people self-motivate, will

A
prevent them from getting in their own way, and will give them the confidence to ask for the sale.

M
U
4 Core Emotional Intelligence Skills

K
J
A
R
EE
N
H
G
N
SI

Social competence skills, the second half of a high EQ, help sales professionals become great at forming
r.

and strengthening authentic relationships with their client. Not only will sales professionals establish
M

rapport quicker by learning to make the most of their natural communication style, but they’ll also be
y:

more curious about what’s important to their clients and why. Social awareness skills enable sales
professionals to get to know the client’s personality style. The high-EQ sales rep builds trust over time
B

because she understands and addresses clients’ hesitations. She’s skilled at reading not only what is said
ed

but also how her client says it or what’s not said. She discovers what to talk about and when. These
little things are what form deeper longer- term relationships with customers. While finding out her
ad

client’s true need, meeting that need, and jumping any hurdles, she’ll hold off assuming she’s nailed the
sale and gather more and better information at each step. She’ll know when to recognize the moment to
o

ask for the sale because emotional intelligence skills will equip her with the level of sophistication
nl

required for becoming a star sales person—one who is truly client-centred.

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3.3 Negotiating:
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Negotiating to win

71 | P a g e
 This involves pursuing your own interests to the exclusion of others: I win - you lose! Persuading
someone to do what you want them to do and ignoring their interests: "keeping your cards hidden".
Pressure selling techniques involve this.

Whilst you might get short term gain, you will build up long term resentment which can be very

)
98
disruptive if you ever need to work with these people again.

89
Negotiating jointly

9
This involves coming to an agreement where everyone gets what they want,

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reaching a mutually satisfactory agreement: win-win

.(N
You need to establish mutual trust, so it requires honesty and integrity from both parties.

Both sides work together to come up with a compromise solution to suit everyone's best interests.

R
Each party tries to see things from the other's perspective.

A
M
Assertiveness is the best way here: being passive or aggressive doesn't help.

U
Strategies for successful negotiations:

K
Listen carefully to the arguments of the other party and assess the logic of their reasoning

J
A
Clarify issues you are not clear about by asking how, why, where, when and what questions.
R
EE

List all the issues which are important to both sides and identify the key issues. Identify any personal
agendas. Question generalisations and challenge assumptions.
N

Identify any areas of common ground.

H

Understand any outside forces that may be affecting the problem.

G
N

Keep calm and use assertive rather than aggressive behaviour. Use tact and diplomacy to diffuse
SI

tensions.
r.

Remember: NO is a little word with big power!

M

Use both verbal and non-verbal persuasion skills. Use open, encouraging body language such as
y:

mirroring, not defensive or closed.

B

Know when to compromise. Offer concessions where necessary, but minor ones at first.
ed

Distinguish between needs: important points on which you can't compromise

and interests where you can concede ground.
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Allow the other party to save face if necessary via small concessions.
o
nl

Make sure there is an agreed deadline for resolution

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Decide on a course of action and come to an agreement.

D

The final agreement needs to be summarised and written down at the conclusion of the negotiations.

72 | P a g e
 Plan for alternative outcomes if you can't reach agreement.

It is very easy to defeat someone, but it is very hard to win someone . --A.P.J. Abdul Kalam

)
98
BASIC SKILLS: INTERMEDIATE SKILLS: HIGH LEVEL SKILLS: NEGATIVE

89
Use ideas persuasively Gain support Develop strategies. STRATEGIES!

9
Keep the attention
of Emphasise how costs and Use a range of Negotiating to win (see

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others. problems can be approaches and strategies above)
minimised to gain support for ideas.

.(N
Explain the benefits of Gain power by
your argument. Handle objections. Give an example of when undermining the position
your idea has been used of others.
Develop a line of Challenge the points of successfully in some other

R
reasoned argument view expressed by others. context. Don't show respect for

A
others views. Put down

M
Put your points across Get other people to Make concessions when their ideas.

U
clearly and concisely support your views. required to reach

K
agreement: work for a Impose your own views
Understand the concerns rather than reasoning with
win-win situation.

J
and needs of the person others.
you are dealing with.
A
Form long term
R
relationships.
EE
N

Ways to Overcome Fear of Rejection in Sales

H
G

Salespeople constantly put themselves out there, and no one is safe of fear of rejection.
N

Author and sales trainer Wendy Weiss, better known as the Queen of Cold Calling, remembers a client
SI

who was so frozen in fear, he didn’t meet his sales goals. “He was afraid to lose his job, and it affected
his personal life,” she said. “He fought with his wife, his family, and was all around miserable.” He's not
r.

alone. Salespeople everywhere experience the same challenges, and business owners struggle to help
M

them make sales. It’s time to change that.

y:

Why Fear of Rejection Happens in Sales

B

We live in a culture where career success is often directly linked to self-worth, and we all want to be
ed

accepted and loved. Fear is our signal that we’re putting ourselves out there, and when we do, we risk
failure.
ad

Humans are great storytellers; so, many of us make up stories. If I can’t make the sale, I’ll lose my job.
o

If I lose my job, I won’t be able to make ends meet, my spouse won’t be attracted to me and my
nl

parents will have proof I can never amount to anything.

ow

“Salespeople exhibit a lot of the same qualities of people who are depressed,” Weiss said.
D

73 | P a g e
 Two of 10 forms of thinking experienced by people who suffer from depression:

Mind Reading: Salespeople assume prospects aren’t interested based on no realistic reason.

Fortune Telling: Salespeople are “projecting into the future, thinking ‘nobody will be interested,

)
therefore I won’t make any phone calls.

98
It doesn’t have to be this way.

9 89
S0
3.4 How to Overcome Fear of Rejection

.(N
Deconstruct Sales Perceptions

Encourage salespeople to stop making assumptions. For example, salespeople need to qualify prospects,

R
but “the definition of a cold call is calling someone you do not know, so you can’t know what they’re

A
thinking. Ask your salespeople, ‘Is this fear you have about what’s going to happen when you dial – is it

M
real or are you making it up?’ If people can shift how they think about it, they can shift the behaviour.

U
Shift the Focus to Activity Metrics

K
When you’re afraid, it’s easy to assume you’re the only one experiencing this challenge, which makes

J
A
things worse. As the business owner, share the team average of the number of calls it takes to get a
“yes,” so your salespeople know they’re not alone.
R
EE

Shift the focus from the result they can’t control (a closed sale) to the action they can control (picking
up the phone). “If you make 20 calls a day for five days, you’ll get rid of fear, and you’ll have success:
N

you’ll get three appointments and one sale.

H

Show Them How Your Products Help Customers

G
N

Many salespeople can’t stop associating selling with scheming people out of their money just because
SI

they took a sales job. Help them out by sharing case studies of customer success, to prove your
products help real people and companies, and get them excited about delivering value.
r.

Build Your Salespeople’s Confidence by Investing in Sales Training

M

Help your salespeople build their confidence by giving them skills to qualify prospects, explain value,
y:

handle objections and follow up better.

B
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Get Them Practicing on Prospects that Don’t Matter

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Decide who’s the person you absolutely want to call – and don’t call them first. Practice with other
o

people you don’t care about.

nl

Give your salespeople a script to read during calls. Explain to them that “people can’t see you. They
ow

don’t know you’re reading. By the time they begin calling the high-stakes prospects, it’ll become second
nature.
D

How to Help Your Salespeople Deal with Rejection and Move On to the Next Call

74 | P a g e
 As every business owner knows, rejection will happen. Once your salespeople face their fears and make
the call, how can you help them deal with the inevitable “no”?

Help Salespeople Analyze their Calls

)
It’s very interesting what salespeople think about ‘no’. Sales People often tell prospects aren’t interested,

98
and when asked for more information, it is learnt that the prospect was in a meeting or asked to call

89
next week.

Sometimes your salespeople reach a prospect at a bad time, “but if they’re in the heart of terror, they

9
S0
think they’re being rejected,”

.(N
Celebrate Every “No” as a Step Closer to a Sale

When people ask what I do, I say, ‘I call people who don’t want to talk to me.’ You have to give yourself
credit for this courage. A lot of people don’t go into this because they’re scared.

R
A
Encourage your salespeople to celebrate their courage. If it takes your salespeople an average of 100

M
calls to close a sale, a salesperson who faced her fears and made one call only has 99 calls left to make.

U
Sometimes, all your salespeople can do is put one foot in front of the other and take the next step. After

K
the next call, your salesperson will only have 98 calls left to make. She has never been closer to her next

J
sale.

A
R
Remind Your Salespeople the Benefits of Being Salespeople
EE

It’s a pretty cool job. Your time is your own. You make more money. The company pays for you to take
people to dinner and games. People who are not in sales don’t get these perks.
N
H

3.5 How to Negotiate With Customers

G

Successfully negotiating with customers involves giving them what they want without compromising
N

their needs or yours. When negotiating to make a sale on a product with a price range rather than a
SI

firm price, answer the customer's questions and ask questions of your own. Rather than convincing the
customer to buy, convince him why he should buy from you. Put your relationship with the customer
r.

first, and the sale will follow.

M

Create Value
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Negotiating with customers includes creating value for the product or service you sell. Make the sale
B

about the customer and not you by showing how what you have to offer can make a difference.
ed

Customers want value for their money, so give them something the competition doesn't. Be ready to
explain why your product or service is a customer's best option whether it's a matter of price, quality,
ad

durability or reliability.
o

Price It Right
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Leave yourself room for negotiation by not quoting a price that is too high or too low to start. The price
ow

and terms you and a customer finally agree on should be fair to both of you. Have a clear idea going in
what you want. Be realistic and don't force the customer into making concessions. On the flip side, avoid
D

agreeing to last-minute demands the customer might make. Otherwise, he might question your
credibility and wonder if you've offered him a fair deal.

75 | P a g e
 Watch Your Step

Avoid pushing too hard when trying to make a sale. If you come off as overly aggressive, you could lose
a potential customer. Focus on being assertive and confident about your position. Customers don't like
feeling manipulated, so you have to demonstrate your willingness to negotiate. Give them some control

)
98
over the process by letting them have their say while you listen.

89
Explain Yourself

9
Whenever you ask for a concession on the customer's part, always explain why. While successful

S0
customer negotiations often require concessions both ways, make concessions that still give the
customer added value. For example, if you ask for a price that's higher than what the customer wants to

.(N
pay, offer her more for her money in the form of free shipping, a discount on her next purchase or an
extended warranty.

R
Deal With Rejection

A
Rejection is a normal part of sales, so you can't take it personally. Just because a customer raises

M
objections doesn't mean he won't buy; negotiating a successful sale often requires that you find ways to

U
overcome customer objections. For example, if a customer says he isn't ready to spend the money, point

K
out the product's benefits and how it can actually save him money over time to buy now.

J
3.6 The six laws of influence
A
R
1) The law of scarcity
EE
N

Items are more valuable to us when their

availability is limited. Scarcity determines the value of Diplomacy: the art of letting someone have
H

an item. your own way.

G

For example if a customer is told that an item is in short

There are three sides to any argument: your
N

supply which will soon run out they are more likely to
buy it. Time also works here. A time limit is placed on side, my side and the right side.
SI

the customer’s opportunity to buy something. Customers

are told by the seller that unless they buy immediately, Always and never are two words you should
r.

the price will increase next week. Auctions such as eBay always remember never to use.
M

create a buyer frenzy often resulting in higher prices

than the object's value. If something is expensive, we You can close more business in two months
y:

tend to assume that it must be of high quality because it by becoming interested in other people than
B

is in demand: one jewellery shop doubled the price of its you can in two years by trying to get people
items and were surprised to find that sales increased! interested in you.
ed

Dale Carnegie
For example, if you let an interviewer know that you
ad

have other interviews coming up, they will be more interested in you as you are perceived as a sought
after candidate.
o
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2) The Law of reciprocity

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If you give something to people, they feel compelled to return the favour. People feel obliged
to return a favour when somebody does something for them first. They feel bad if they don't
reciprocate. "You scratch my back and I'll scratch yours".
D

76 | P a g e
 After someone has turned down a large request, they are very likely to agree to a smaller request. This
is why shop staff are trained to show the most expensive item first. A salesman who suggested a 3 year
warranty costing £100 found that most customers refused but were then happy to buy 1 year warranty
costing £30.

)
3) The law of authority

98
We are more likely to comply with someone who is (or resembles) an authority. In other
words, people prefer to take advice from “experts". There is a deep seated duty to authority within us

89
learned from parents, school, religious authorities etc.

9
S0
4) The law of liking
We are more inclined to follow the lead of someone who is similar to us rather than

.(N
someone who is dissimilar. We learn better from people who are similar to us. We are more likely to
help people who dress like us, are the same age as us, or have similar backgrounds and interests. We
even prefer people whose names are similar to ours. For this reason, sales trainers teach trainees
to mirror and match the customer’s body posture, mood and verbal style.

R
A
People more easily remember faces of their own race, age group or gender than those of

M
others.

U
It's also very important to remember and use people's names. Others are much more likely to like

K
you and respond to you if you say "Hello Sarah" rather than just "Hello".

J
6) The law of social proof
A
R
EE

We view a behaviour as more likely to be correct, the more we see others performing it. We
assume that if a lot of people are doing the same thing, they must know something that we don’t.
N

Especially when we are uncertain, we are more likely to trust in the collective knowledge of the crowd.
H

This explains herd or lemming behaviour.

G

For example when there is panic in the stock market everyone follows everyone else and sells, however
N

great investors such as Warren Buffett, know that this is the time when the best bargains are to be had,
SI

and instead, buy.

r.

7) The law of commitment and consistency

M

Consistency is seen as desirable as it is associated with strength, honesty, stability and

y:

logic. Inconsistent people may be seen as two-faced, indecisive and "butterflies": never committing
themselves for long enough to complete tasks. People will do more to stay consistent with their
B

commitments and beliefs if they have already taken a small initial step.
ed

If you can get someone to do you a small favour, they are more likely to grant you a larger favour later
ad

on. If someone does you a favour, let them know afterwards what happened: they will
appreciate your feedback and may be able to help you further in future.
o
nl

We evaluate a university more positively when we have got into it or a car we have bought when we
own it. We look for the good points in the choice we have made or items we have bought as this
ow

justifies to ourselves our consistency of choice.

D

3.7 Ways of Lead Generation

Lead Generation and Customer Acquisition Strategies

77 | P a g e
 Here is a quick overview of some of the highly effective strategies you can use to generate many more
qualified leads and clients for your business. They are all simple and cost effective to implement once
you know what to do and how to do it.

By bridging the gaps in your knowledge we can show you how to get the most out of any of these

)
approaches, no matter how large or small your business.

98
89
1. Direct Mail

9
An extremely flexible medium that gives you access to any number of otherwise inaccessible prospects

S0
for many different purposes; to sell your products; generate sales leads; follow up enquiries; get more
business from current customers; keep in touch with former customers; close the sale in advance … and

.(N
so much more. It allows you to present every benefit of your product or service over those of your
competition in a manner that’s 100% consistent. This is not just in their offices and during the business
day, but in their homes, in the evenings and at weekends. Reaching the right audience with the right
offer and the right message is the key to success, because the only thing that counts is how many sales

R
or inquiries your mailing generates.

A
M
2. Effective Advertising

U
Advertising should be nothing less than”salesmanship in print” i.e. it should do the same job that a top

K
sales person would do face to face. If you approach advertising in a scientific manner, following proven

J
principles and facts, it no longer has to be a gamble. There are many extremely effective ways of using

A
advertising in a highly targeted manner, that can’t help but grow your business. This includes 1)
advertising only in media that reaches a sufficiently large number of the kind of people you’re trying to
R
reach 2) focusing the entire thrust of your communication on your prospect’s interests, not your own 3)
EE

giving your prospects enough information and education and 4) offering them something appealing
that’ll get them to respond now.
N

3. Referral Systems
H
G

One third-party endorsement is more powerful than a hundred presentations. Getting your customers to
N

recommend and encourage other people they associate with to seek out your products or services is the
most coveted prize in selling, besides a sale. There are hundreds of referral systems you can use; to
SI

create an unlimited supply of hot prospects; to get prospects returning your calls; to contact hard-to-
reach buyers; to create a reputation that opens closed doors; to enhance customer loyalty; and to
r.

increase sales and multiply profits. Referral systems make your life easier and more professional, and
M

bring higher profits with increased customer loyalty.

y:

4. Host Beneficiary Relationships

B

There are bound to be other non-competing businesses who have already spent years attracting and
ed

establishing relationships with the very people who are prime prospects for your own products or
services. By establishing the right relationships with those hosts, customers can be yours for the asking,
ad

with the full co-operation and permission of the businesses that acquired them in the first place and it
will bring you more customers and more cash right away.
o
nl

5. Word-of-Mouth Marketing
ow

This is the most powerful, persuasive marketing weapon available to any business. It drives customers
to try products or services more than any other marketing technique more than advertising, salespeople,
D

direct response, and public relations combined! And contrary to what you might expect word-of-mouth is

78 | P a g e
 not out of your control. There are dozens of techniques for launching your own highly successful word of
mouth campaigns, based on an all-important Decision Matrix and a proven seven-step process.

6. Telemarketing

)
98
Telemarketing can be used very effectively in conjunction with other types of marketing. It is flexible in
scope, message, and the things it can accomplish. It works especially well with direct mail because it

89
allows you to identify prospects and reach them directly through two media. It is also an enormously
effective way to keep advancing and building your relationship and gently leading your prospects to a

9
purchasing decision which can increase your sales results by up to twenty times. You can use

S0
telemarketing techniques to implement extensive campaigns as well as to fill in spare time by generating
more business. It also gives you immediate feedback from customers and prospects as no other medium
can, allowing you to find out what prospective customers want, what they like, and what they don’t like,

.(N
as well as helping you qualify them.

7. Qualified Lists

R
A
The quality of your prospect list is the single most important influencing factor in your marketing success

M
because it can eliminate virtually all marketing waste. A list of well qualified prospects can be a priceless
gem because if you exploit it properly it will produce tremendous amount of revenue for you from

U
people who have a proven interest in your product or service. Thousands of properly qualified lists are

K
readily available for virtually any marketing purpose and can give you many times more sales. These
lists identify the specific businesses, key decision makers and demographic characteristics you desire,

J
within the geographic areas you specify. You can focus only on prospects who are more likely than not
your primary target audience for your product or service. A
R
EE

8. Networking
N

Most people you meet have hundreds of contacts, which means that virtually anyone you might want to
contact or meet is only four to five people away from you. Effective networking is therefore vital to your
H

success. Most people are poor networkers, but you can quickly learn how to get out; meet people; make
G

new contacts; develop quality business relationships based on trust; polish your communication skills;
N

educate the people you meet about what you do and the benefits offered by your product or service;
create a lasting impression; quickly build your network, use your contacts database effectively, enjoy
SI

your new contacts and maximise your chances of success.

r.

9. Circle of Leverage
M

A highly effective step by step strategy that deals with the single most common and frustrating problem
y:

for anyone in business: the problem of gaining access to the correct audience. No other skill is as
B

directly connected to your ability to achieve success as the skill of getting in to see the right people. This
approach will help you cut through bureaucracy, identify the people you most need to see. You’ll find
ed

that you can get in front of your desired prospects regardless of their position or level of experience–
faster, more effectively, and with less expense. It represents a new way of thinking about gaining access
ad

and overcomes the problem of getting through to the right people.

o

10. Internet/E-Commerce
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ow

The Internet is now an essential element in business communication. When people want information,
they surf the web to find what they need. You need a good website that maximizes your exposure … or
you’ll look old-fashioned and behind-the-times. Your website needs to be attractive, informative, and
D

easy to navigate so that you obtain a constant stream of new prospects. You also need to establish a
system that deftly converts them into customers.

79 | P a g e
 11. Become a Recognised Authority

You can take a number of simple steps to rapidly establish yourself as a recognised authority in your
field. These include writing articles and books, creating newsletters and information products, speaking
and delivering seminars. These can keep you very busy and in demand virtually all the time, giving you

)
a tremendous edge over your competitors who struggle to get by. Customers will normally flock to you,

98
while your competitors wonder why and have to settle for picking up the leftovers.

89
12. Public Relations and Publicity

9
S0
Most of what you read, see, and hear in the media got there with the help of PR. The media are
insatiably hungry for factual, interesting, and newsworthy or entertaining information they can share

.(N
with their customers, members, employees, listeners, viewers or readers. PR, approached correctly, will
give you free coverage on radio, television, in magazines, newspapers, trade journals, newsletters, e-
zines, and via Web sites who serve the marketplace you’re trying to reach.

R
13. Special Events and Promotions

A
M
One of the best methods of making your business more successful is to make doing business with you a

U
special, memorable experience. The more exciting, enjoyable, fascinating, informative, valuable or
educational you can make the experience, the more business you will do, and the stronger and more

K
meaningful the bond you will form with your customers. Events are a very powerful way of offering

J
people who have an excellent probability of turning into customers a chance to be educated about the

A
benefits and results of your product or service. They can also be used to recognise your existing
customers as being very special.
R
EE

14. Advertorials and News Stories

N

Writing articles and news stories for publication in the media that your prospects and customers would
find interesting and would like to know about is the quickest, easiest way, and usually the first step, in
H

building your reputation. You need to know how to come up with article ideas, research and write
G

successful articles, get them published, use the reprints in self-promotion, and get people to respond to
N

you and buy your products or services.

SI

15. Brochures and Corporate Literature

r.

No matter what your business, your brochures should help bring in profitable business, yet most
M

brochures fail miserably. You therefore need to know how to create professional brochures and fliers
that sell for you by educating your prospects and customers about the benefits you offer and also
y:

addresses their questions and their needs for your product or service.
B

16. Newsletters
ed

A powerful technique for building your reputation with a defined audience over a period of time is to
ad

regularly send them a newsletter, which can either be free or paid subscription. Newsletters can be used
to position you as an authority in your marketplace, to build closer relationships with clients. You can
o

use them to educate your target market so they can make more informed and more frequent buying
nl

decisions or educate them to the full extent of your services and how you can add value through those
ow

services.

17. Leaflet Drops or Inserts

D

80 | P a g e
 Gives you a direct approach into both homes and businesses in an exact geographical area … giving you
the flexibility to drop any number at any time, and lends itself to a low cost combination of letter and
brochure advertising.

18. Use Your Competitors Resources

)
98
Harnessing the relationships that your competitors do not properly or fully develop or appreciate … and

89
making arrangements to obtain details from them of all their unconverted leads, unsold prospects and
unconverted enquiries is like them handing you the keys to their own customer list.

9
S0
19. Exhibitions and Trade Shows

.(N
Some wildly successful businesses employ only one major method of marketing: they display and sell
their wares at trade shows, exhibitions, and fairs. They realise that many serious prospects will attend
these gatherings. But there is an art to successful exhibiting which, if mastered, generates immense
rewards. There are few other sales forums where prospects and clients come to you and where you can

R
meet so many of them in a single day. You can also conduct valuable research, get first hand opinions

A
on your products and services and even collect valuable testimonials. Besides attracting new business,

M
exhibitions can be used to introduce existing customers to additional products and services they were
previously unaware of.

U
K
Other lead generation strategies include:

J
1. Affinity marketing
A
R
2. Agents
3. Blogs
EE

4. Bookalogs
5. Catalogues
N

6. Consignment Selling
7. Contests and Sweepstakes
H

8. Corporate Hospitality
G

9. Database Marketing
N

10. Demonstrations
11. Experiential Marketing
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12. Line Extensions

13. Link Building
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14. Offers
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15. Paid Search

16. Podcasting
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17. Premiums and Gifts

18. Promotions
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19. Reactivate Old Leads

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20. Salespeople
21. Sampling
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22. Search Engine Optimisation

23. Seminars
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24. Social Media Visibility

25. Sponsorship
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26. Testimonials
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27. Viral Marketing

28. Websites
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81 | P a g e
 3.8 Customer data management: How to build a customer database
A customer database helps you improve customer retention, increase revenue and increase
the value of each customer.

The more you know about prospects, the better you’ll be able to cater to them. Customers want to feel

)
98
unique and cared for and don’t want to be treated as a number. But without the right data to support
you in personalizing your approach - how will you ever be able to give them all that?

89
“The best way to leverage customer information is turning it into value for your

9
customers. When you truly understand your ideal customer, you’ll be able to entice them

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with an offer to suit their needs and wants - which in turn boosts your sales.”

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What is customer data management?

Customer data management is the way in which you keep track of information you collect

R
about customers. This includes collecting, analysing, organising, reporting and sharing of customer

A
insights throughout an organisation. A customer database can consist of contact information, past

M
purchases, future needs, and any other information that can help you meet your prospect’s wants and

U
expectations.

K
By actively managing customer information, you’ll be able to:

J
Attract new customers
A
R
Identify trends (e.g. seasonality)
EE

Build customer loyalty

N

Increase the value of each customer

H
G

Why do you need a customer database?

N

With the right information, you’ll be able to generate leads, build better customer relationships,
SI

and close deals. The way you harness that information and how effectively you convert that data into
r.

ways to improve your business will ultimately set you apart from competitors.
M

The main benefits of a customer database:

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B
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 )
98
9 89
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R
A
M
Which data should you collect?

U
Here’s an overview of relevant data that’ll help you paint a clear picture of your customer:

K
1. Contact information

J
Customer name A
R
EE

Contact info (email, address, phone number)

Preferred method of contact

N
H

Source
G

2. Purchase data (date of purchase, frequency, discounts)

N
SI

Items purchased
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Value of previous sales

M
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Time of purchase
B

Method of payment
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Due invoices
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3. Demographic information (gender, age)

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Birthday
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Region
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Hobbies, interests

Income level & background

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 4. Feedback

Survey results

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Complaints, questions or feedback they provided

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Last interaction and outcome

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Customer happiness score

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All this info can help you assess whether your current efforts are bearing fruit - or not. What
percentage of people go on to buy from you again, and why? Understanding trends among customers

.(N
and prospects will help you personalise communication and improve your approach based on actual
insights.

R
Among others, it enables you to:

A
M
separate regulars from one-time buyers

U
understand how people move through your sales cycle

K
see what actions lead people to buy - or walk away

J
How can you collect customer data? A
R
EE

Understanding your customer requires a thoughtful analysis of where and how to collect the right data.
By defining which information is most significant, you can start measuring and analysing better ways to
N

engage them, and ultimately sell more. You can start by collecting customer information from just a
handful of sources:
H
G

Events
N

Website forms
SI

Contests
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M

Surveys
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Keep in mind that you’re asking for something: phase you request for information in a way that appeals
to your customers. Explain why you need the information you’re asking for, for instance: “so we can
B

learn more about you and provide you with a service more suited to your personal needs, please fill
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in…”. You could also offer a discount on their next purchase if recurring customers fill out your survey or
participate in your competition. Collecting data has to be either unobtrusive or incentivised -
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after all, it’s a way of exchanging value. Think about what’s in it for your customers.
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How can you store customer data?

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There’s a variety of tools available to store customer data. Early on, you could store data manually by
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using Excel or similar spreadsheet software. But as your data becomes more detailed or as your
business starts to grow, you’ll need specific software to help you store, track and make sense of all that
D

information. It may be wise to invest in the right tools from the get-go, rather than having to adjust
once you run into the limitations of spreadsheet tools.

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 3.9 Sales Funnel For Lead Generation
Converting more Prospects to Customers – How and What to do

)
98
It’s a well-known fact that a looked-after customer is a happy customer. This theory doesn’t just have to

89
extend to after sales or technical support. It’s a fantastic way to get your prospects from A to B – leads

9
to transactions – by putting in the time and energy into working your lead generation cleverly.

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If there’s one thing we can recommend to make sure your business keeps on winning business, it’s to

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look after your existing leads, as well as working to generate new ones. Without even having to search
for new business outside of your system, there are no doubt numerous prospects already waiting to be
nurtured and converted into actively buying customers. If customers are already aware of your

R
company, they’re already poised at the top of your sales funnel, ready to take the leap into making a

A
purchase with just a little effort on your part.

M
When it comes to the act of converting prospects to customers, there’s a wealth of varying information

U
out there; which at times can be quite overwhelming and confusing. With customer perception ever

K
evolving, it can be difficult to keep up with the right way to market your business to make the most out
of your existing leads. Well, fear not, because we’ve got a clever guide to help you convert more of your

J
prospects to loyal customers.
A
R
EE

Automating for success

N

These days, customers are far

H

savvier to marketing than they

G

were a few years ago – your

N

average B2C or B2B customer is

SI

bombarded with generic

advertising hundreds of times
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on a daily basis; from web

M

adverts to billboards. The issue

with generic marketing is that it
y:

assumes every person who sees

B

your advert, reads your email or

receives a phone call from you is exactly the same. Whilst this may be more time-efficient for your
ed

business, it means you’re missing out on a percentage of customers that could easily be led to purchase
with a more personalised approach.
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That’s where automation comes into play. By utilising a variety of clever tools, you can customise the
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customer experience to increase your lead conversion. Making your customers feel more valued by your
nl

company is an excellent way to increase your lead conversion rate, and make it far more likely that
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they’ll keep you in mind for future transactions.

D

You can think of automation as a branching tree; for each action, there’s at least two possible outcomes.
Being able to react accordingly to what your potential customer needs makes them feel valued, and

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 providing them additional information and content to help them shows how interested you are in their
business. In any step of the process, excellent customer service is important, from A-Z.

There are various ways you can use marketing automation to your advantage, but some of the most
popular methods is utilising a variety of content to engage and qualify your potential prospects. By

)
98
taking the time to produce segmented, relevant content you’re giving the potential customers you’re
reaching out to the kind of content they’re interested in. This type of method could include blog posts,

89
sales emails, microsites and social media content and can be as simple or complex as you need it to be.

9
A good way to begin with automation is creating a flow chart with what you think your customer’s

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journey should look like, from being introduced to you brand through to making the decision to
purchase. Start with top-level, interesting content and drill down to the specifics over time; whether

.(N
that’s a specific product, service or technology.

Utilise High Quality Sales Scripts

R
A
Say your sales process is executed in a more face-to-face manner, which is very often true of B2B

M
environments. You need to get in front of the decision makers of your prospective customers in order to
give them your well-designed, exciting presentation on your latest service or product. In order to get to

U
the stage where you can get a meeting booked in with your potential customers, you first need to get

K
your company on their radar and make sure you’re giving the right impression to the right people.

J
A
Sales scripts are a great tool to ensure that you’re delivering a consistent brand message across all your
sales and marketing activities. They can be used in nearly every step of your lead conversion process to
R
make sure you’re telling potential customers what they need to know, from delivering useful information
EE

on your products and services through to requesting details for surveys.

N

When you think ‘sales scripts’ you might think of the robotic, same-y messages that many businesses
call with, that can do more to push customers away than bring them in! When you’re used to this kind
H

of messaging, sales calls are easy to dismiss and even easier to ignore. However, that’s just one very
G

basic method of using scripting; there are far more clever ways to utilise consistent messaging on not
N

just the phone, but with online chat services and emails also. Cold calling, for example, is always difficult
SI

to master – but with a relevant, engaging script it can garner great results.
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A conversational, friendly tone is in many cases the key to successful sales scripts. Getting your
M

potential lead involved in the conversation – with questions about what they’re looking for or interested
in – is also a great way for someone to have a good lasting memory of your company, rather than be
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annoyed by a generic sales call. It’s important to strike a balance between being professional and
B

personal – too much one way and your company can come across as cold or robotic, too much the other
and the person you’re speaking to might become uncomfortable about discussing their business with a
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stranger!
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Engage your leads with Sales Emails

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If you use email, you most likely find yourself receiving multiple sales emails, or eshots, on a daily
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basis. These can range from sales promotions offering discounts and the latest offers through to
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newsletters with lots of interesting information for readers. Sales emails are an incredibly powerful tool,
and in fact might be the best way to gain customer conversions digitally.
D

With email so popular, and many people receiving hundreds of them a day, it’s important to use
techniques that help you to stand out from the crowd. Some of the methods that you can use are:

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 Personalisation

Reactive Templates

Engaging content that benefits the reader

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The thing to remember about customers, as we’re sure you already know, is that they don’t want
generic information about a product or service; they want to know how it’s going to benefit them.

89
Whether it’s an ROI calculator, an exclusive offer or even a free ebook, including something that

9
benefits your potential customer keeps them engaged and interested. If prospective customers feel like

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they’re being given great customer service, they’re much more likely to buy – and may even move
through the conversion process faster than they would when sent generic correspondence.

.(N
Personalisation is another way you can set your email messaging apart from the others your leads
receive. Simply segmenting your database to make information relevant – perhaps depending on their

R
industry or position in a company. In addition, you can use your potential customer’s name and other

A
details in the subject line and body of your email copy, further enticing them to open the email and find

M
out more. Be careful with your wording though; if your email subject comes across as too spammy, it
will end up in your prospect’s junk box, never to be seen again!

U
K
Emails can be used at every step of the lead qualifying process, from an initial introduction through to a
thank you note following a meeting – you can even send a ‘checking in’ email post-sale in order to keep

J
A
your company in mind for their next purchase, and potentially gain more information about your
customers. With more and more people using their phones for emails, it’s also important to make sure
R
your template is reactive, so it can be viewed on any and all platforms.
EE
N

Use your Data Effectively

H

Of course, there’s very little point crafting the perfect sales email or the ideal sales script if you don’t
G

have the information in place to make your campaigns impactful. High quality data that’s kept up to date
N

is one of the most important ways you can ensure you keep track of your customers the whole way
SI

through the leads process, and keep your leads pipeline looking nice and healthy.
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A well-maintained CRM system will make your life, and your lead generation, a much easier task. Being
M

able to see with a few clicks exactly how far a certain prospect, or set of prospects, is from purchasing is
invaluable for planning and designing campaigns that are more relevant and person to their audience.
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It’s also an easy way to keep an eye on your sales pipeline, with all your data in one easily accessible
B

place for reporting and tracking.

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For example, you may want to maintain contact with a prospective customer or set of customers
throughout their decision process. If they have filled in a form on your website, contacted you on social
ad

media or phoned up to discuss what service or product they’re interested in, you can then use that
information to send them further details about that particular thing they’re interested in. This is the first
o

step towards developing an automation campaign, enabling you to keep in contact with your leads at
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every point in the process.

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The beauty of CRM is that it can span every touchpoint of a prospect or customer has; from an
D

introductory phone call to a technical support query. This gives you quick access to all the information
you may need at your fingertips; ensuring your communications are as tailored as possible to their
history and requirements.

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 Being able to segment your customers into industries, locations and stages in the sales process also
makes it easy to correctly distribute your leads to the right members of your sales team, which gives
your prospective customers a direct line to exactly the right person with the right information.

Go forth and convert!

)
98
So, what lessons can you take away from the above? One of the main themes is the customer journey.

89
Making it as easy as possible for customers to get in contact, get the information they need and develop
positive associations with your brand is an easy but very effective way to win more business and even

9
customer loyalty.

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Clean, plentiful data in your CRM system is also a great way to make sure you’re getting the most out of

.(N
incoming leads, thanks to clever segmentation and easy to monitor results.

Personalised and well-developed campaigns, whether from sales emails or scripts, might take more time

R
to develop initially but will pay for themselves several times over with the conversion rates you achieve

A
in comparison to generic communications or marketing.

M
We hope this overview of ways to improve your prospects to customers’ conversion rates has been

U
useful – so get your planning hat on and prepare for your sales to multiply!

K
7-Step Sales Process: When to Use It and When to Break It

J
A
It can sometimes be difficult to turn potential leads into closed sales. Across different industries, you
R
need different skills and different knowledge to prove to your potential customers that your solution is
EE

best for their particular problem. The seven-step sales process is only a good start, though, because you
need to customize it to your particular business—and, more importantly, to your target customers as
N

you move them through the sales funnel.

H

Overview of the 7-step sales process

G

As the old adage goes, “Learn the rules like a pro so you can break them like an artist.” Once you’ve
N

mastered the seven steps of the sales process you might learn in a business class or sales seminar, then
SI

you can break the rules where necessary to create a sales process that, like a rogue cop in a bad TV
show, doesn’t follow procedure but gets results.
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M

7-step sales process

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What are the seven steps of the sales process according to most sales masters? The following steps
B

provide a good outline for what you should be doing to find potential customers, close the sale, and
retain your clients for repeat business and referrals in the future.
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1. Prospecting
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The first of the seven steps in the sales process is prospecting. In this stage, you find potential
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customers and determine whether they have a need for your product or service—and whether they can
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afford what you offer. Evaluating whether the customers need your product or service and can afford it
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is known as qualifying.

2. Preparation
D

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 The second stage has you in preparation for initial contact with a potential customer, researching the
market and collecting all relevant information regarding your product or service. At this point, you
develop your sales presentation and tailor it to your potential client’s particular needs.

3. Approach

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In the approach stage, you make first contact with your client. Sometimes this is a face-to-face meeting,

89
sometimes it’s over the phone. There are three common approach methods.

9
Premium approach: Presenting your potential client with a gift at the beginning of your interaction

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Question approach: Asking a question to get the prospect interested

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Product approach: Giving the prospect a sample or a free trial to review and evaluate your service

4. Presentation

R
A
In the presentation phase, you actively demonstrate how your product or service meets the needs of

M
your potential customer. The word presentation implies using PowerPoint and giving a salesy spiel, but it
doesn’t always have to be that way—you should actively listen to your customer’s needs and then act

U
and react accordingly.

K
J
5. Handling objections

A
Perhaps the most underrated of the seven steps of a sales process is handling objections. This is where
R
you listen to your prospect’s concerns and address them. It’s also where many unsuccessful salespeople
EE

drop out of the process—44% of salespeople abandoning pursuit after one rejection, 22% after two
rejections, 14% after three, and 12% after four, even though 80% of sales require at least five follow-
N

ups to convert. Successfully handling objections and alleviating concerns separates good salespeople
H

from bad and great from good.

G

6. Closing
N
SI

In the closing stage, you get the decision from the client to move forward. Depending on your business,
you might try one of these three closing strategies.
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M

Alternative choice close: Assuming the sale and offering the prospect a choice, where both options close
the sale—for example, “Will you be paying the whole fee up front or in installments?” or “Will that be
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cash or charge?”
B

Extra inducement close: Offering something extra to get the prospect to close, such as a free month of
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service or a discount
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Standing room only close: Creating urgency by expressing that time is of the essence—for example,
“The price will be going up after this month” or “We only have six spots left”
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7. Follow-up
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Once you have closed the sale, your job is not done. The follow-up stage keeps you in contact with
customers you have closed, not only for potential repeat business but for referrals as well. And since
D

retaining current customers is six to seven times less costly than acquiring new ones, maintaining
relationships is key.

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 Sales process takeaways: What’s important?

Now that you understand the basic seven stages of sales process development, you can begin to tailor
them to your own product or service and customer base. Cut out steps that are unnecessary to your
particular business and focus on your customer. You know the rules—now get ready to break them in

)
98
ways that bring you closer to your customer and turn you from a sales professional to a sales artist.

89
Identifying the customer’s problem

9
You have a product or service you want to sell—now what? Anyone with a problem related to your area

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of expertise can be a potential customer. Brainstorm possible problems that your product or service can
solve.

.(N
Being persistent

Following up isn’t just for after the close to get repeat business. As stated before, most customers don’t

R
buy right away. You have to handle objections and try, try, try again. This is where the seven-step sales

A
process doesn’t account for repeated approaches, presentations, meetings, or phone calls where you

M
handle objections. If it did, it might be a 13-step sales process or a 21-step sales process or… you get

U
the idea.

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Staying connected

J
A
It’s a good idea to set up a calendar for repeated contact with potential, present, and past customers.
R
Create calendars and checklists to stay organized so that you don’t have to worry about keeping track of
EE

everything in your mind as you’re making calls, sending emails, and visiting prospects.
N

3.10 Identifying Customer Needs

Why “Identifying Customer Needs” Matters:
H
G

Correctly identifying customers’ needs is essential for ensuring customer satisfaction and loyalty. If you
fail to properly identify customers’ needs, or if you are indifferent to their needs, they will take their
N

business elsewhere.
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Customers have unique needs. Assuming what a customer wants based on previous clients can drive the
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customer away.
M

Identifying customers’ needs allows representatives to cross-sell related products or services. Cross-
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selling can make the original purchase better, easier to use, or more versatile, and is financially
B

beneficial to the organization.

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Often, customers either aren’t clear about what they need or they don’t really know what they want.
Effective customer service representatives need to be trained to ask the right questions, listen, and tailor
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suggestions in order to assist customers satisfactorily.

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Identifying clients’ needs creates satisfied customers, and satisfied customers are less likely to have
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reason to enter into disputes with your organization or contemplate legal action.
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Key Points:
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To ensure customer satisfaction, you must correctly identify customers’ needs.

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 To identify needs, you must both listen and ask the right questions.

After identifying needs, always check for additional or related needs.

Use your knowledge and experience to identify and present the right products, services, and solutions to

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meet your customers’ needs.

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“There is only one boss. The customer. And he can fire everyone in the company from the chairman

89
on down simply by spending his money elsewhere." - Sam Walton, Walmart founder

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Many companies make the mistake of determining their products, services and strategies simply by
making internal, unplanned and uninformed decisions without paying close attention to the customer.

.(N
However, it should be your goal to intimately know and understand your customers’ needs. Once this is
achieved, you’ll be on the path to delivering market-leading solutions, products and services.

While the concept of truly understanding your customers’ needs seems like an obvious one, many

R
companies either fail to do it completely or simply do not invest enough time and effort into the process.

A
M
Paying very close attention to your customer will give you a competitive advantage in business, and

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we’re passionate about helping companies tap into the direct challenges that their customers face.

K
“Your customer doesn’t care how much you know until they know how much you care”

J
Damon Richards, Entrepreneur
A
R
Steps in identifying customer needs:
EE

1. Identify Your Customers

N

Identifying your customers is the most critical step in identifying what they need. The way to achieve
H

this is by undertaking comprehensive research into their backgrounds and behaviours to provide you
G

with a clear and detailed customer persona. You and your team need to ask yourself who your main
N

customers are, how your products and services meet their needs and also what would further improve
SI

their experience.
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The use of Customer Relationship Management systems allows you to collect useful data on all customer
M

contacts and transactions, purchasing and service history, product inquiries, complaints, communication
channel preferences, and responses to marketing strategies. Reviewing published market research on
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the sectors also allows you identify trends or changes in the market and in purchasing patterns.
B

Your goal is to carry out research that will provide you with an expansive view of your customers’ needs
- along with future customers’ needs – and this will help you develop a more detailed picture of them
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and understand how to target them appropriately.

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2. Find Out What They Want

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Best-selling author and global business consultant Roy Hollister Williams says, “The first step in
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exceeding your customer’s expectations is to know those expectations.”

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The best way to unlock those expectations is to engage in market research into your customers and
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potential customers’ needs. However, it’s critical that your research is comprehensive.

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 Ask for personal feedback from your existing customers, facilitate focus groups, produce special events
to get to know your customers better and use external surveys to gauge customer satisfaction levels
prior to and following their customer service experience. Don’t be afraid to ask them tough questions
about their experiences, your products and services, and take the time to find out about your
competitors. Social media is also a fantastic way to see, in real time, what your customers are saying

)
98
about you in a public space. Using every avenue of feedback will allow you to assess your strengths and
weaknesses, and also to collaborate with your customers on how to meet their needs effectively.

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In particular, discovering your weaknesses may deliver the most useful results, and as Bill Gates once

9
said, “Your most unhappy customers are your greatest source of learning.”

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3. Learn from within

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While customers can provide beneficial insights, some companies fail to gather critical information and
feedback from the people selling and speaking about your products and services on a daily basis: your

R
team.

A
M
Your sales, support and customer service teams will have a wealth of knowledge that will inform how
you will innovate and develop new or upgraded offerings.

U
K
They know the customer and the product, and they have access to what the customer’s feedback,
requests and complaints are. They’ll also be able to provide you with patterns and unique case studies

J
to consider.
A
R
Not only is this beneficial in understanding what your customers need, but it will also empower your
EE

team to feel part of the process in developing new solutions. This employee engagement will most
probably result in a positive impact on the implementation of the new products and services you deliver
N

as well!
H

4. Analyse your competition

G
N

Observing and analysing your competition is one of the best ways to discover what similar products and
SI

services to yours are being offered. No industry can afford to be complacent, and it’s crucial to observe
and be aware of every similar product and service in the market at every given moment.
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It’s worth engaging research firms to conduct analytic and objective reports around your industry, and
M

to also use the SWOT rule, which ensures you identify your competitors in terms of their:
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- Strengths
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- Weaknesses
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- Opportunities
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- Threats
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A great approach is also to analyse your competition both specifically and broadly, and to observe your
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competition in not only the same industry, but also other industries as well.

5. Innovate
D

You must re-think who your customers are; what they deeply value; and how your organisation can
deliver a customer experience that is consistent, intentional, differentiated, and valuable."

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 Once you’ve undertaken intensive research into your customers’ needs, researched the market critically
and asked for honest and meaningful feedback, the most crucial step is to develop products and services
that are unique and exciting market game-changers.

We have developed a range of experiential eLearning solutions that help businesses determine what

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98
their customers are thinking, how they’re behaving, and what challenges they are facing. Our solutions
replicate real-world customer experiences, and they empower employees to then deliver the most

89
appropriate responses and services, which in turn can transform productivity and profitability.

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We understand that identifying what your customers want on a deep level will allow you to prioritize

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innovation over imitation, and as a result, you’ll be on the path to delivering relevant, game-changing
products and services.

.(N
“Innovation distinguishes between a leader and a follower” -Steve Jobs

R
Stages of customer life cycle management:

A
Reach– Your content must be properly marketed in places where people/businesses in your market will

M
find your information. This way they will become aware of your company’s existence. Trying to get the

U
attention of the people we want to reach.

K
Acquire– You have to understand your potential customers wants/needs so you can provide a

J
product/service they will want to purchase. Contact them directly with personalized communication in
A
order to convert them from potential leads to paying customers. Attracting and bringing the reached
R
person into the influence sphere of our organization.
EE

Develop– After the first purchase, keep in touch and build a relationship with your customer. Ensure
N

they are fully satisfied with their purchase.

H

Retain– One time customers will become repeat customers as long as you are satisfying their needs.
G

Care for them and continue to cultivate a relationship with them. Do not be afraid to ask for feedback.
N

They will be happy you care about their opinion and you can use their comments to improve your
SI

product/services. Make them feel a part of the process and pitch them for cross selling/up selling.

Advocacy– If your customers are truly satisfied, they will become brand advocates. This will spread
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awareness within their social circles and the cycle will come full cycle when you reach potential new
M

customers due to your existing customers. we would like the customer to become more than a
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customer: a loyal partner and even a ‘brand advocate’, nowadays also often including so-called
influencers
B
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3.11. Cross-selling & Up Selling

Cross Selling:
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Cross-selling identifies products that satisfy additional, complementary needs that are unfulfilled by the
original item. For example, a comb could be cross-sold to a customer purchasing a blow dryer.
ow

Oftentimes, cross-selling points users to products they would have purchased anyways; by showing
them at the right time, a store ensures they make the sale.
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 Cross-selling is prevalent in every type of commerce, including banks and insurance agencies. Credit
cards are cross-sold to people registering a savings account, while life insurance is commonly suggested
to customers buying car coverage.

In ecommerce, cross-selling is often utilized on product pages, during the checkout process, and in

)
98
lifecycle campaigns. It is a highly-effective tactic for generating repeat purchases, demonstrating the
breadth of a catalog to customers. Cross-selling can alert users to products they didn't previously know

89
you offered, further earning their confidence as the best retailer to satisfy a particular need.

9
Up-selling

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Upselling is the practice of encouraging customers to purchase a comparable higher-end product than

.(N
the one in question, while cross-selling invites customers to buy related or complementary items.
Though often used interchangeably, both offer distinct benefits and can be effective in tandem.
Upselling and cross-selling are mutually beneficial when done properly, providing maximum value to

R
customers and increasing revenue without the recurring cost of many marketing channels.

A
M
Upselling often employs comparison charts to market higher-end products to customers. Showing
visitors that other versions or models may better fulfil their needs can increase AOV and help users walk

U
away more satisfied with their purchase. Companies that excel at upselling are effective at helping

K
customers visualize the value they will get by ordering a higher-priced item.

J
A
Cross-selling and upselling are similar in that they both focus on providing additional value to customers,
instead of limiting them to already-encountered products. In both cases, the business objective is to
R
increase order value inform customers about additional product options they may not already know
EE

about. The key to success in both is to truly understand what your customers value and then responding
with products and corresponding features that truly meet those needs.
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H
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 .(N
R
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Learnings

M
 Importance of Communication in persuading and communication skills

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 Different modes of persuasion and it uses.

K
 Barriers to communication and how to overcome it.

J
 Successful use of emotional intelligence and its impact on sales.

A
 Managing Customer data base in a proper way.

R
 Importance and means of doing Cross Selling and Up Selling

EE
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 Chapter 4

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4. Customer Relationship Management

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Learning Objectives

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A
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 Understanding different types of Customers and their Behavior.

U
K
 Understanding Customer Segments and Segmentation Approach

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 Understanding various type of Service requests and their differentiation
A
R
 Understanding the Expectation of the Customers and matching them
EE

 Understanding 6 core values

N

 To know how to differentiate between Customer expectation, satisfaction and delight

H
G

 To know about Handling tough /Irate Customers

N
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 Understanding the problem/issue of the customer

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 To know how to engage the Customers in to conversation

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 To know how to build lasting relationship with customers

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 4.1 Customer

4.1.1 Definition:

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The term customer of a bank is not defined by law. Ordinarily, a person who has an account in a bank is

98
considered as its customer. Banks open accounts for different types of customers like an individual,

89
partnership firm, Trusts, companies, etc. While opening the accounts the banker has to keep in mind the
various legal aspects involved in opening and conducting those accounts and also practices followed in

9
conducting those accounts.

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4.1.2

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Type of Customers: -
Customers play the most significant part in business. In fact the customer is the actual boss in a deal
and is responsible for the actually profit for the organization.

R
A
To manage customers, organizations should follow some sort of approaches like segmentation or
division of customers into groups because each customer has to be considered valuable and profitable.

M
U
Customers can be of following types:

K
Loyal Customers- These types of customers are less in numbers but promote more sales and profit as

J
compared to other customers as these are the ones which are completely satisfied.
A
R
These customers revisit the organization over times hence it is crucial to interact and keep in touch with
EE

them on a regular basis and invest much time and effort with them. Loyal customers want individual
attention and that demands polite and respectful responses from supplier.
N

How to deal with Loyal Customers:

H

Give him a platform: You can help the loyal Customer spread the love and feature him in a case
G

study. A bit of social proof like that will make your landing pages much more appealing to potential
N

customers.
SI

Learn from his experience: See what turned the Customer into a loyal follower and make sure that
r.

happens more often with other customers.

M

Don’t mess it up: Whatever you do, make sure that the loyal Customer stays excited about your
y:

product and business.

B

2) New Customer
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New Customer is the fresh customer that just bought something from you. He is still learning the
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ropes of using your product. You need to do everything in your power to make that adoption period
smooth.
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nl

Even though you already made a sale, you can’t leave the customer without any help. If he won’t
receive it, he may not find much success with your product. The time you save by not helping the
ow

New Customer will be less valuable than the future business he may bring.
D

How to deal with New Customer:

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 Guide them to success: You can earn a long-lasting customer by investing a bit of your time into
explaining how your product works and making sure the new customer knows how to use it. You can
do that with a proper Onboarding process.

Leave a contact option open: Even if you offer an automated Onboarding to customers, have a live

)
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customer service option available. It will go a long way in situations when a customer has a question
that’s not covered in the Onboarding.

89
Potential customer

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The Potential Customer is a type of customer that is on the very beginning of your sales
funnel. Technically, they are not your customer yet. However, you should give them the full treatment

.(N
and so that they become your Customer.

A Potential Customer is a lead that needs nurturing and warming up before making a

R
buying decision. He already showed some interest in your business, either by filling out a contact

A
form, signing up for a newsletter etc.

M
How to deal with A Potential Customer:

U
K
Show him value: You can capitalize on his interest by clearly showing him what he can get from
your product. You can do this yourself or point him to a resource like a landing page or a case study

J
that will do it for you.
A
R
Reveal yourself: Make sure to let the potential customer know that they can ask for help or advice
EE

at any time. Even if the customer won’t need it immediately, they will appreciate the offer.

Discount Customers- Discount customers are also frequent visitors but they are only a part of
N

business when offered with discounts on regular products and brands or they buy only low cost
H

products. More is the discount the more they tend towards buying. These customers are mostly related
G

to small industries or the industries that focus on low or marginal investments on products. Focus on
N

these types of customers is also important as they also promote distinguished part of profit into
SI

business.

How to deal with Discount Customer:

r.
M

Explain the deal: Provide all the necessary details about the deal to avoid any confusion. The
Discount Customer may also require help with entering a discount code or using a coupon so make
y:

sure your team knows the deal’s details.

B

Offer added value: To make sure The Discount Customer continues being one of your customers ,
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you need to go beyond your initial offering. Add the cherry on top of the deal. Something that they
can’t get elsewhere. Stellar customer service can be one of such advantages that will help you keep
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The Discount Customer as a customer.

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Impulsive Customers-
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These customers are difficult to convince as they want to do the business in urge or caprice. They don’t
have any specific item into their product list but urge to buy what they find good and productive at that
D

point of time. Handling these customers is a challenge as they are not particularly looking for a product
and want the supplier to display all the useful products they have in their tally in front of them so that

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 they can buy what they like from that display. If impulsive customers are treated accordingly then there
is high probability that these customers could be a responsible for high percentage of selling.

How to deal with an Impulsive Customer:

)
Clear the way to checkout: Make sure nobody needs a manual to make a purchase on your

98
Premises or website. The less clicks and information needed to make a purchase, the better.

89
Quick and concise help: If you get a question from The Impulsive Customer, make the answer

9
short. Stick to the brass tacks. You also need to provide the response quickly. If yo u take too long,

S0
the buying impulse will fade and the Customer will leave your Premises /website.

.(N
Need Based Customers-

These customers are product specific and only tend to buy items only to which they are habitual or have
a specific need for them. These are frequent customers but do not become a part of buying most of the

R
times so it is difficult to satisfy them. These customers should be handled positively by showing them

A
ways and reasons to switch to other similar products and brands and initiating them to buy these. These

M
customers could possibly be lost if not tackled efficiently with positive interaction.

U
K
Wandering Customers-

J
These are the least profitable customers as sometimes they themselves are not sure what to buy. These

A
customers are normally new in industry and most of the times visit suppliers only for confirming their
R
needs on products. They investigate features of most prominent products in the market but do not buy
EE

any of those or show least interest in buying. To grab such customers they should be properly informed
about the various positive features of the products so that they develop a sense of interest.
N

An organization should always focus on loyal customers and should expand or multiply the
H

product range to leverage impulsive customers. For other types of customers strategies should be
G

renovated and enhanced for turning out these customers to satisfy their needs and modify these types
N

of customers to let them fall under loyal and impulsive category.

SI

4.2 Customer Segmentation:-

r.

Customer segmentation is the process of dividing customers into groups based on common
M

characteristics so companies can market to each group effectively and appropriately. One of the main
reasons to use market segmentation is to gain a competitive advantage by understanding the needs of a
y:

specific customer base.

B

Customers can be segmented Based on following characteristics:

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Psychographic: Grouping your customers into cultural clusters, social status, lifestyle and personality
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type.
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Decision Makers: Grouping your customers based on who decides to purchase your product within the
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company structure.
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Behavioural: Grouping customers by product usage. For example; light, medium or heavy users. This
stage also factors in brand loyalty and the type of user.
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 Geographic: Grouping customers by a specific area, such regions of the country or state and urban or
rural.

Distribution: Grouping customers based on where they go to purchase your product, such as online,
store or through a catalogue.

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Demographic: Grouping customers by age, income level, gender, family size, religion, race, nationality,

89
language, etc.

9
4.3 Implementing a Better Market Segmentation Plan

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There are 4 main stages that need to be considered when implementing or revising your market

.(N
segmentation plan:

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1. Objective Setting

A
 Set segmentation objectives and goals

M
 Identify segmentation variables and develop hypothesis

U
K
2. Identify Customer Segments

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 Research design
 Data collection A
R

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Analyze data and identify segments

 Validate all results
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H
G

3. Develop Segmentation Strategy


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Select target segment

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 Identify segmentation implications & recommendations

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4. Execute Go-To-Market Plan (launch plan)

 Identify key stakeholders
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 Develop communications & operational launch plan

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 Execute and monitor

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4.4 Customer Service Request:

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Customer Service Request refers to the managing the entire lifecycle of activities linked to
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the fulfillment of a Service Requests made by customers and other stakeholders.

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Service Requests generally involve:

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 A query for example, on requested logs and actions, request for information about products/
services etc

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  A request for specific services for example, account maintenance activities such as change of
address, request for new cheque book, request for invoice copy, balance transfer request,
insurance premium refund request

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4.4.1 Different Types of Service Requests:

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Individual Banking—Banks typically offer a variety of services to assist individuals in managing their
finances, including:

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 Checking accounts

.(N
 Savings accounts
 Debit & credit cards

R
 Insurance

A
 Wealth management

M
U
Business Banking—Most banks offer financial services for business owners who need to differentiate

K
professional and personal finances. Different types of business banking services include:

J
 Business loans A
R
 Checking accounts
EE

 Savings accounts
N

 Debit and credit cards

H

 Merchant services (credit card processing, reconciliation and reporting, check collection)
G

 Cash management (payroll services, deposit services, etc.)

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SI

Digital Banking—The ability to manage your finances online from your computer, tablet, or
r.

Smartphone is becoming more and more important to consumers. Banks will typically offer digital
M

banking services that include:

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 Online, mobile, and tablet banking

B

 Mobile check deposit

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 Text alerts

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E-Statements
 Online bill pay
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Loans—Loans are a common banking service offered, and they come in all shapes and sizes.
Some common types of loans that banks provide include:
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 Personal loans
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 Home equity loans

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  Home equity lines of credit
 Home loans
 Business loans

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4.5 Basic Customer Expectation:

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Customers are changing their expectations of everyone. Especially Banks. The Connected Customer

9
wants banking services that integrate with their connected life. If banks struggle to understand, and

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they don’t respond, they will lose customers.

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This is true of all segments but especially true with the fastest growing segment (millennial) and the
most profitable consumer segment (wealth management). Even worse, banks risk losing small, middle-
market and even large commercial customers, because users of bank services are often millennial. Their

R
A
executives are also often wealth management customers.

M
Many of these customer expectations will look familiar. But they take quite a different form in a

U
connected society, and especially for digital natives who have grown up with social media.

K
Let’s take a closer look at these expectations. Most of these appear to have a consumer bias. But

J
A
remember that companies are operated by people who are also consumers. Their expectations bleed
R
over into their business lives. This is part of what it means to live in a connected world.
EE

*Take him Seriously

N

Something has changed in the millennial generation. Well actually a lot has changed. But one of the
H

most important changes is the expectation that businesses will take their customers seriously. Everyone
G

wants to be appreciated and valued. But the connected generation expects it in several new ways. So
N

The customer expects the following:

SI

*Know him: know enough about the Customer to offer services that he can use, whenever he needs
r.

them. For example, know that he have just become a parent, or just retired, or started a business, and
M

propose the right products for him.

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If he is in a business, this is more critical still. He expects you to know his needs for cash flow
B

management, supply chain finance, investment management and things he didn’t even know you offer.
ed

*Respect him: let him see that you think of him as a person, a valuable human being. Understand that
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sometimes he doesn’t understand, and sometimes he do, and adapt accordingly.

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*Listen to him: He expects to be paid attention to, no matter what media he is using. If he has a
nl

question, answer it. If he has a complaint, take it seriously and respond accordingly. If he rant on social
ow

media, pick up on the fact that He is not happy! This applies equally whether he is a consumer, a
business owner or a Corporate Treasury employee.
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 *Be honest with him: Sometimes mistakes happen. What a customer can never accept is excuses, or
evasion, or downright lying. If you’re honest with him, and work to put a mistake right, He’ll respect you
in turn and you’ll keep his business.

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*Show he can trust you: Customer wants - when you make a promise, keep it. Always, to the degree
you can. If you promise to deliver a payment within 2 days, then make sure the recipient can use the

89
funds in 2 days. If you promise to protect the data, then make sure you do. Otherwise, you’ll lose his

9
trust and his business in no time flat. If you make a mistake, then tell him! Nothing will lose his trust

S0
more than keeping him in the dark.

.(N
*Work the Way Customer Works: Customers have become used to social media, with “always-on”
and immediate response. They expect banks to work the same way.

R
*Be where Customer is: Customer expects to be able to access banking services wherever he is,

A
through whatever device or channel is most convenient to him. He expect all his services to be available

M
unless physically impossible. He also expect to be able to use all the banking products, whether

U
K
consumer or business, seamlessly across channels.

J
*Be there all hours: Customer’s hours change a lot. He needs the banking services on a 24x7 basis.

A
That includes Bank’s people also if he need to talk to somebody.
R
EE

*Respond now: Don’t keep him waiting on hold, whether the channel is phone, chat, text or even
email. If he wanted an answer tomorrow, or in an hour’s time, then that’s when he’d ask the question or
N

seek resolution. Value his time as apparently you want him to value yours.
H

*Give him Products he Want To Use

G
N

One of the biggest challenges facing banks is the novelty and innovation of Fintech offerings. Their
SI

products are just plain nice to use. Yes, Customer knows that “all that glisters is not gold”. But today’s
customer wants to enjoy business transactions.
r.
M

*Keep it simple: whatever He is doing, don’t make it so hard. He doesn’t want to have to spend time
y:

working out how to use a product, or how to ask a question, or how to talk to a real person.
B

*Empower Him: Give him access to all the tools he needs and wants. Give him the ability to help
ed

himself when he wants to, without having to ask for help. Help him to feel in control of his finances.
Give him options without confusing or complicating things.
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*Be the Kind of Bank he Wants To Work With

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Customers want to think that the organizations they deal with are organizations that care. This is
ow

especially true of millennial. As well as wanting to be respected, they also want to work with companies
that are worthy of their respect.
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*Be involved: let him see that you care about his community, and his world. Develop and offer
products that increase financial inclusion. Provide loans for good causes. Advocate for economic justice.

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 *Be green: don’t waste the earth’s resources. When electronic communication is good enough, don’t
send paper (and never send the same paper more than once!) Show a commitment to natural energy.
Be known as a company that values all of the parts of the world in which you operate.

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4.6 Serving through Our Core Values:

89
Our Bank has adopted six core values which we have been following throughout the Globe across
multiple locations & countries and which are the guiding principles based on which operate:

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1-Integrity: We are ethical & transparent in our words, actions and dealing with all stakeholders.

.(N
Integrity means following your moral or ethical convictions and doing the right thing in all
circumstances, even if no one is watching you. Having integrity means you are true to yourself and

R
would do nothing that demeans or dishonours you.

A
M
2- Customer Centricity: Our customers ‘interests lie at the core of all our actions.

U
K
Customer centric is a way of doing business with your customer in a way that provides a positive
customer experience before and after the sale in order to drive repeat business, customer loyalty

J
and profits.
A
R
EE

3- Courage: We are resilient in the face of adversity and having faith in our beliefs.
Courage is “having strength in the face of pain or grief.” Courage is the ability to act on one's
N

beliefs despite danger or disapproval. Courage is also called daring, audacity, boldness, grit, true grit,
H

hardihood, heroism, and gallantry, among other things.

G
N

4- Passionate Ownership: We display energy, enthusiasm & commitment towards our Bank and we
SI

work together for our Bank. Passionate Ownership means feeling of belongingness with Bank and
r.

taking the responsibility of each and every task whatever is assigned to you.
M
y:

5-Innovation: We create value with break-through ideas.

Innovation is about being creative and original in your work and thinking. ... Every brand, person,
B

and product wants to be perceived as innovative, but what separates actual innovation from
ed

everything else is the idea of improvement. Without improvement, innovation is just a story created
ad

for its own.

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6-Excellence: We strive for continuous improvement in our polices, systems & processes.
A culture of excellence is a conspiracy to excel, a commitment to be excellent. “Excellence” is way of
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being and thinking rather than a destination.

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 4.7 Customer expectation, satisfaction and delight

“Customer service means going above and beyond to keep the customer happy, whether
that means answering any questions they have or resolving issues with a positive attitude.

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4.7.1 Consumer Expectation:-

89
Consumer expectation generally refers to the needs and wants of individuals in the economic

9
S0
marketplace. Such expectations are usually driven by people's preconceived ideas regarding goods or
services. These ideas drive consumers to purchase one item over another or avoid companies with

.(N
which they've had a previous bad experience. Consumers may also have high expectations for new
products that have been given a lot of exposure through professional reviews or other media

R
commentary.

A
Expectations of a customer on a product tell us his anticipated performance for that product. As it is

M
suggested in the literature, consumers may have various "types" of expectations when forming

U
opinions about a product's anticipated performance

K
J
4.7.2
A
Consumer Satisfaction:- It is a measure of how products and services supplied by a
R
company meet or surpass customer expectation. Customer satisfaction is defined as "the number
EE

of customers, or percentage of total customers, whose reported experience with a firm, its
products, or its services (ratings) exceeds specified satisfaction goals.
N

Customer satisfaction is the top priority for any Business as it creates loyal,
H

returning customers.”
G
N

4.7.3 Customer Delight:- Customer delight is all about going above and beyond for your
SI

customers to give them as much value as possible. It is about providing an experience which is
r.

much above than what you have promised or expected by the customer.
M

The advantage is that this value doesn’t stop with the customer. It goes around and comes back to
y:

your brand, gaining speed, momentum and size as it goes around.

B
ed

Customer delight is all about making your customer feel special. It’s about listening to their
concerns so you can take corrective measures before the issues become problems. It’s
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about creating a customer experience that makes them smile because they are so pleased.
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4.8 Handling Tough/ Irate Customers: -

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When employed in the banking industry you deal with a large variety of customers from all
walks of life on a daily basis.

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 In a bid to keep the traditional banking system alive, it has become increasingly important to ensure
a positive experience for every customer that walks into a branch.
Despite your best efforts, you are still bound to come across problematic customers. Luckily swift

)
identification and possessing the necessary skills to deal with such customers will serve you well in

98
diffusing any unpleasant situations. Here are the different types of difficult banking customers and

89
how to deal with them.

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4.8.1 Types of difficult customers:-

.(N
Difficult customers come in several varieties, including:

R
 Angry

A
 Impatient

M
 Intimidating

U
 Talkative

K
 Demanding

J
 Indecisive
A
R
EE

4.8.2 Dealing with them professionally

N

First, realize you can't control anyone else's behavior. You have control only over your own actions. But
H

you can influence how customers respond to you to some degree.

G

4.8.3 Dealing with angry customers:

N

When a customer tries to intimidate you, stay calm and ask, "What can we do to help?" This kind of
SI

question can also help you get away faster from a chatty, finicky or confused customer who
r.

monopolizes your time.

M

Before you offer solutions, ask the customer how he would like the problem to be resolved. Offer
y:

choices whenever possible. ("Would you prefer to speak to the manager, or wait until I can finish
B

ringing up these customers' purchases so I can give you more time?

ed

 Get control of yourself: Never argue with customers when they are angry, displeased or
ad

complaining. If you allow a customer to push your buttons and lose control of yourself,
o

you've lost control of the situation. Remember, you can lose a good customer if you show
nl

boredom, irritation, disdain or displeasure.

ow

 Listen and let the customer vent: Tune in to the customer; don't look for the nearest
exit. The customer wants to be listened to, acknowledged and understood. Use body
D

language to communicate that you're listening. Maintain eye contact. Show your

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 attentiveness by standing or sitting up straight; lolling or slouching makes you seem
inattentive and disinterested. Uncross your arms—this indicates you are listening with an
open mind. Let the person talk, and pay close attention. Repeat or paraphrase some of what

)
you hear.

98
 Show the customer you care: Show concern for the customer's feelings. Maintain a

89
concerned, sincere and interested facial expression. Your voice, as well as your body

9
language and expression, communicates your attitude. People respond more to how you say

S0
something than what you say.


.(N
Don't blame the customer or the company: When explaining your store's policy or trying
to clarify what went wrong, use either the indirect approach ("There are a few questions
before I can give you a refund") or "I" statements ("I need additional information") as much

R
as possible. Don't acknowledge that you or your company is to blame. That could lead to

A
M
lawsuits.

U
 Try to solve the problem, or get someone who can: Even if solving the customer's

K
problem isn't among your job duties, never say this to the customer. Get all the facts you

J
can, and then tell the customer how you can help.
 A
Finally, don't make promises you can't keep: Get help from someone who knows more,
R
is calmer, or has more power and authority.
EE
N

4.8.4 Support from Branch Manager’s side:-

H

Branch Managers must decide on a case-by-case basis when to step in and take over for the associate.
G

They should always intervene if the customer is not merely difficult, but abusive. It's important that the
N
SI

manager handle the situation in a way that does not make the associate appear incompetent, while
explaining to the customer that the associate has been following store policies.
r.
M

4.8.5 Don't take it personally

y:
B

Experienced Bankers know that some customers will be difficult no matter what. So don't take it
personally. Remember that helping customers is your job. Make sure your attitude is always, "I'm here
ed

to help as best I can."

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4.9 Difference between service request and service complaints:

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 4.9.1 Service Request:-

A Service Request is a user request for information or advice, or for a standard change (a pre-
approved change that is low risk, relatively common and follows a procedure) or for access to an
IT service. A great example of a standard request is a password reset.

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4.9.2 Service Complaints;-

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A Service complaint is "an expression of dissatisfaction on a consumer's behalf to a responsible

9
party. Consumer complaints are usually informal complaints directly addressed to a company or

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public service provider.

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In the present banking system, excellence in customer service is the most important tool for sustained
business growth. The banks can minimize instances of customer complaints and grievances through

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proper service delivery and review mechanism and to ensure prompt redress of customer complaints

A
and grievances.

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4.10 Identifying the Customer’s Problems :-

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A business cannot survive without conducting ongoing efforts to better understand customer needs.

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A
If you are going to deliver high value to your customers, the first thing you need to do is to solve
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their problems.
EE

The most successful salespeople are the ones who find pressing customer problems and do
N

something to solve them in a way that is convenient, cost effective, or timely.

H

4.10.1 Five Step Problem-Solving Approach

G

People who are really good at solving problems go about it systematically. They have a way of placing
N
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the problem in context. They don't jump to conclusions. They evaluate alternatives.

A good way to become a systematic problem solver is to adopt the following five-step problem-solving
r.
M

process:
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1. Identify the problem. This is critical: you must try to solve the right problem. Don't try to solve a
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problem the customer sees as low priority or unimportant. Identify the right problem by asking the right
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questions and observing. You cannot identify the customer's problems by presenting your products.
What’s leading the customer to feel there is a problem? Is it something specific or is it an intuitive sense
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that things aren't as they should be? Can the customer define the problem?
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2. Analyze the problem. How often does the problem occur? How severe is it? Are there any special
circumstances that are present when it occurs? What might be the causes of the problem? Can you rule
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out any causes? How long has it been going on? Has it gotten worse? How is the problem affecting
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other processes or people?

108 | P a g e
 3. Identify decision criteria. How will you and the customer make decisions when it is time to
decide? How will you weigh the criteria? Can you identify independent standards that can be used?

4. Develop multiple solutions. Don't stop at the first solution that you or others identify. It may be

)
98
good, but much better ones may exist. Evaluate alternative scenarios. As objectively as possible, assess
the pros and cons of each.

89
5. Choose the optimal solution. Use the criteria you developed in the third step of this problem-

9
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solving process to choose the best solution. Develop a base of support that will ensure you can
implement the solution. Prepare for contingencies.

.(N
When you solve problems systematically, you save time, achieve better solutions, and increase your

R
credibility with the customer and the perceived value of what you've done. If you can solve problems the

A
customer is facing more expeditiously than someone else, the customer will appreciate the time saved.

M
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4.11Standardized Public Grievances Redressal System (SPGRS) :-
SPGRS is a system which allows bank customers and others to file complaints online, with an automatic

J
tracking mechanism and escalation capability.
A
R
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The purpose of such a system is to bring in uniform customer centricity in the provision of
banking services and to effectively deal with such matters within the bank.
N
H

Any individual, whether a customer of that particular bank or not, can lodge grievances against a bank
G

using the SPGRS. Under this system, bank websites will have an ‘SPGRS’ icon leading to an online
N

form where grievances can be filed. Physical complaints received through complaint registers at
SI

branches are to be entered into the SPGRS immediately.

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The advantages of the SPGRS are numerous. Firstly, it allows the real time lodging of complaints.
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Any branch, regional, zonal or head office can register grievances on behalf of complainants and can
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view the status simultaneously. Any complaint is automatically acknowledged by e-mail, its status can
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be tracked online and it is automatically escalated to the next level if it is not addressed within the
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specified time period. Also, the administrative module of SPGRS can be used for qualitative analysis by
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regional heads for rendering better customer services.

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To get your grievance redressed, this is what you must do

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 Lodge a complaint, in writing, with the branch concerned.

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 If your grievance is not redressed at the branch, you may approach the higher authorities of the
bank (Regional / Zonal Manager) whose contact details should be available at the branch.

109 | P a g e
  If you do not receive a reply within 30 days of lodging your complaint with the bank or you are
not satisfied with the reply, you may approach the Banking Ombudsman under whose jurisdiction
the branch falls. The contact details of the Banking Ombudsman should be available at the

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branch as also at www.rbi.org.in>Home>MoreLink>Complaints>Banking Ombudsman Scheme

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4.12 BCSBI Codes :-

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This is a Code of Customer Rights, which sets minimum standards of banking practices the member

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Banks will follow as a member of BCSBI while dealing with individual customers. It provides

.(N
protection to customers and explains how a member bank is required to deal with customers in its
day-to-day operations.
The Code has been evolved by the Banking Codes and Standards Board of India (BCSBI) in

R
collaboration with the Reserve Bank of India, Indian Banks’ Association and member banks. The

A
M
central objective of the Code is promoting good and fair banking practices, setting minimum

U
standards, increasing transparency, achieving higher operating standards and above all, promoting

K
cordial banker-customer relationship which would foster confidence of the common man in the

J
banking system.

A
The member Banks has voluntarily agreed to implement the BCSBI codes & guidelines in all their
R
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Branches & offices.

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4.12.1 Objectives of the Code-

H
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The Code has been developed to:

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a. promote good and fair banking practices by setting minimum standards in our dealings with you;
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b. increase transparency so that you can have a better understanding of what you can reasonably
r.

expect from us
M

c. encourage market forces, through competition, to achieve higher operating standards;

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d. promote a fair and cordial relationship between you and your bank;
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e. foster confidence in the banking system;

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f. promote safe and fair customer dealing in case of banking in a digitized environment;
g. increase awareness of customers and to enhance customer protection
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4.12.2 Application of the Code

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This Code applies to all the products and services listed below, whether they are provided by our
branches or agents acting on our behalf, whether across the counter, over the phone, by post,
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110 | P a g e
 through interactive electronic devices, on the internet or by any other method. However, all products
discussed here may or may not be offered by us.

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 Current accounts, savings accounts, term deposits, recurring deposits, PPF accounts and all

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other deposit accounts

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 Payment services such as pension, payment orders, remittances by way of Demand Drafts, wire

9
transfers and all electronic transactions e.g. RTGS, NEFT

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 Banking services related to Government transactions

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 Demat accounts, equity, Government bonds

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 Indian currency notes / coins exchange facility

A
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 Collection of cheques, safe custody services, safe deposit locker facility

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 Loans, overdrafts and guarantees

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

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Foreign exchange services including money changing

 A
Third party insurance and investment products marketed through our branches and / or our
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authorised representatives or agents.

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4.13 Engaging customers into conversation

H
G
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Virtually every bank and credit union has the acquisition of new customers as a top priority. But
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generating a new account is only the beginning. To generate near-term profitability and long-term
relationships, the new customer must become fully engaged.
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M

Customer engagement cannot be achieved in a day, week or a month. It is the foundation of a

relationship that includes trust, dialogue, a steady growth in service ownership and a growth in share of
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wallet if done correctly.

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Some strategies to keep customer engaged are as follows:-

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1. Improve Acquisition Targeting

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Customer engagement begins before a new customer even opens an account. With today’s depth of
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data and processing capability, it is possible to find new prospects that are similar to the best customers
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who already have accounts at a financial institution. By building acquisition models that look at product
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usage, financial behavior and relationship profitability, opening accounts that have limited potential for
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engagement or growth is reduced.

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 Beyond demographic, financial behavior and product use modeling, geographic modeling is also
important since the strongest potential trade areas are not always clearly defined by branch radius
mapping.

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2. Change the Conversation

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One of the key elements of building an engaged customer relationship begins with the conversation

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during the initial account opening process. To build trust, the conversation must focus on making sure
the customer believes that you are genuinely interested in getting to know them, are willing to look out

.(N
for them and that, over time, you will reward them for their business/loyalty.

R
3. Communicate Early and Often

A
M
It is interesting how banks and credit unions set objectives for expanding a customer relationship and

U
engagement and then establish arbitrary rules around communication frequency and cadence. It is not

K
uncommon for a bank to limit the number of ‘touches’ to one a month or less despite the fact that a new

J
customer has been shown to desire significantly more interaction as part of their new
relationship. A
R
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4. Personalize The Message

N
H

Despite the amount of insight that we collect on a new customer and the processing power most
G

financial institutions have at their disposal, recent research studies show that more than 50 percent of
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engaged customers get mis-communication. This includes communication about a product/service the
SI

customer already owns or about a service that is not in alignment with the insight that the customer
shared with the institution.
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5. Build Trust Before Selling

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As in any relationship, it is imperative that a strong foundation of trust is established before moving the
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relationship forward. In banking, this equates to providing the necessary information required to best
use the service opened before trying to sell another product or service.
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6. Reward Engagement
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Unfortunately, the adage “If you build it, they will come” doesn’t usually apply in banking. While we may
build great products and provide new, innovative services, customers often require additional
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encouragement to use a product optimally and for engagement to grow the way we would desire.

112 | P a g e
 7. Gear To The Mobile Customer

While direct mail and phone are highly effective in building an engaging relationship, the use of email

)
and SMS texting can significantly improve results because of mobile communication consumption

98
patterns

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To communicate with the mobile customer, email and SMS texting should be direct and to the point. The

9
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customer does not want to know everything about the account, they want to know what’s in it for them
and how do they respond. While links should be used to provide additional product information if

.(N
needed, a ‘single click’ option should be available to say “yes.”

R
8. Keep the Dialogue Going

A
A customer usually doesn’t react to the first message you send. Instead, they may need several

M
alternative forms of encouragement to take action and to expand their relationship. As a result, the use

U
of digital retargeting and sequential communication becomes important.

K
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A
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4.14 To build lasting relationships with customer

N
H

Attracting new customers may be rewarding, but it also often involves a lot of hard work and expense.
G

The good news is that the costs associated with repeat business are, generally, significantly
N

lower. 70% of companies say it’s cheaper to retain a customer than acquire one, while others have
SI

suggested that the cost of acquiring a new customer can be as much as seven times more expensive.
r.

By targeting existing customers — with a demonstrable interest in your product and willingness to buy it
M

— you’re giving yourself a much stronger chance of making a sale. Studies have proven that the
probability of converting an existing customer is 60 – 70%, whereas the likelihood of converting a new
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prospect is only 5 – 20%.

B

Therefore Powerful customer relationships are essential to business success. But, they aren’t built
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overnight. Just like personal relationships, it’s important to cultivate and nurture customer relationships.
When organizations develop strong relationships with their customers, it can lead to loyal clients,
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positive word of mouth and increased sales.

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On the other hand, while meaningful relationships require time and effort to build, they can fall apart
nl

quickly. Relationships taken for granted deteriorate in a flash. The key philosophy to remember is that
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strong relationships are built around making the other person feel important. When you accomplish this
on an ongoing basis, success will follow.
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113 | P a g e
 Here are few ways to build customer relationships and keep them coming back:

Communicate. As a key to any good relationship, communication is an essential way to build customer
relationships.

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Engage them

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Understand their relationship with your brand

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Provide value

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Exceed expectations. Your customers expect great products or services from you.

.(N
Ask for feedback.

Make them feel special

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Connect.

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Show appreciation.

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10. Respond to their every concern.

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H
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114 | P a g e
 .(N
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Learnings –

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 Customers are Different in their Behavior and Demands and we need to deal with them accordingly.

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 How a Market Segmentation Plan can be Developed and Implemented

A
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 Customer Service Requests and Basic Customer Expectations

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 Servicing through Core Values

N
 Difference between Consumer Expectation, Satisfaction and Delight

H
 Handling Tough /Irate Customers
G
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 Dealing with Angry Customers
SI

 Difference between Customer Requests and Customer Complaints

r.


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Understanding the problem/issue of the customer and How to Solve them


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Details of SPGRS, BCSBI and its Objectives

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 How to build lasting relationship with Customers

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 Chapter 5

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5. Communication Policy of Bank1

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Learning Objectives

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 Understanding the purpose of our Bank’s Communication Policy.

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 Understanding the Goals and guiding principles of our Communication Policy.

K
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 Understanding various type of Service requests and their differentiation
A
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 Understanding the Expectation of the Customers and matching them
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 Understanding 6 core values

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 To know how to differentiate between Customer expectation, satisfaction and delight

H
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 To know about Handling tough /Irate Customers

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 Understanding the problem/issue of the customer

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 To know how to engage the Customers in to conversation

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 To know how to build lasting relationship with customers

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Circular No. BCC:BR:110/142 dated 22.03.2018- “Communication Policy of the Bank”

1
 Communication Policy of Bank

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5.1 Purpose
This document sets out the Communication Policy of Bank of Baroda.

89
The aim of this Policy is to articulate the goals, tools, processes and guiding principles of communication

9
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adopted by the Bank to engage its stakeholders about Bank’s Corporate Identity, various products and
services, customer initiatives, crisis and any issue of relevance to the Bank.

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5.2 Background
Bank of Baroda started its Banking Operations in 1908. Today, it has a network of over 5300 domestic
branches and 106 overseas branches/offices spread across 5 continents, and caters to the financial

R
needs of individuals, professionals, entrepreneurs, traders, MSMEs, Mid-Corporate and Large Corporate

A
clients.

M
U
K
Considering Bank’s multinational stature and varied stakeholders, Bank pursues an integrated

J
communication framework to engage its stakeholders, public and market in order to help the Bank

A
realise its overall goals as described in its vision and mission statements.
R
Goals of Communication Policy
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5.3
The goals of the Communication Policy of the Bank are
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3.1 Pursuing strong corporate reputation through high transparency and consistency in communication
H

with stakeholders.
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3.2 Timely communication with stakeholders - with clarity, coherence and credibility.
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3.3 Disseminating information through the official website of the Bank on real time basis.
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5.4 Guiding Principles of Communication

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From communication perspective, the Bank includes as its stakeholders the Government, Investors,
Customers, Employees, Suppliers/Service Providers, Trade Associations, Civil Society Groups, Public and
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Society, at large.
B

Bank aims to inform, persuade and/or involve all stakeholders in the activities and growth of the Bank
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through sustained, consistent and relevant messages using judicious mix of both external and internal
communication tools. The guiding principles of the Communication Policy of Bank of Baroda in the
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context of its goals are transparency, comprehensiveness, relevance and timeliness with a view
to make the stakeholders aware about the Bank’s various activities, products & services, financial
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market, regulatory & compliance matters relating to the Bank.

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The content of communication in the Bank comprises product information, customer service initiatives
of the Bank, issues relating to customer service, market related information and matters relating to
regulatory compliance. Communication is primarily focussed on issues of importance to Bank of Baroda,
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in particular and banking, in general.

 Bank endeavours to communicate with its diverse stakeholders preferably in their language, and
certainly in Hindi and English.

Bank endeavours to place all relevant information in the public domain so as to discourage individual
seeking of information.

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5.5 Operational Practices

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5.5.1 Spokesperson:
The Managing Director & CEO and all Executive Directors of the Bank are the spokesperson for the

9
Bank.

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Additionally, depending upon the issues/events the Managing Director & CEO may authorize any of the

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Executive Directors / General Managers / Heads of Overseas Territories to speak on behalf of the Bank.

General Manager (Mktg. & WMS) may coordinate with other vertical heads to interface with media /

R
give press releases for product launch, new initiatives, etc. based on published facts, with restrictions on

A
any type of futuristic issues / views.

M
The Corporate General Managers / Head of verticals may speak on behalf of the Bank on published data

U
about the respective verticals, in response to queries from media (print / electronic) on ongoing projects

K
/ campaigns by various media agencies. No comment / observations to be given on futuristic issues /

J
views.

A
Bank’s Zonal / Regional Heads would be speaking only within the scope of published data of their
R
respective Zone / Region. No comments to be made on futuristic issues / views.
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5.6 Investor Relations

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The Bank’s Investor Relations (IR) function is guided by a dedicated team primarily comprising the
Managing Director & CEO, Executive Director (in charge of IR) and the Chief Economist.
H
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The team shall interact with Bank Analysts’, large domestic institutional investors, rating agencies and
N

other investors with an objective to develop a better understanding of Bank and its strategies and
SI

thereby help getting a fair market valuation for Bank’s securities and a climate of favourable opinion.
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The team shall provide guidance on emerging macroeconomic parameters, banking & regulatory outlook
through quarterly presentations. The team shall also quickly provide information on any major change in
M

important policy variables like deposit/lending rates or change in the composition of the Bank’s top
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management or Board of Directors to investors/bank analysts.

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The Bank shall conduct Analysts’ Meet every quarter post the announcement of its quarterly financial
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results. Besides making a comprehensive presentation, the Bank’s Top Management shall directly
interact with Bank Analysts’ and address their queries and concerns upfront. During such interaction, the
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Bank’s Top Management may also provide guidance on the Bank’s likely future performance in a
conservative fashion by appropriately factoring-in risks emanating from domestic & global environment.
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The Bank shall also endeavour to provide live webcast of such Analysts’ Meetings covering presentations
and interactions for the benefit of FIIs. Such webcasts shall be retained on Bank’s website for at least a
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month.
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5.7 Media/Sponsorship Activities

Bank shall use the following modes of communication to clarify and inform the stakeholders, in general
and media, in particular.
  Press release
 Web-site
 Speeches
 Notifications
 One-on-One clarifications

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 Briefings/interviews by Top management
 Interviews with Managing Director & CEO/Executive Directors

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Bank shall conduct a Media & Analysts’ Meet on the occasion of Bank’s quarterly/half-yearly/annual

9
results. Apart from this, Bank may also organize press conference, as per the direction of the Managing

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Director & CEO/Executive Directors, to disseminate important information relating to the functioning of

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the Bank.

Bank shall also project its image through sponsorship of events, charities, charitable works, sponsorship
of eminent personalities associated with public causes, etc. to enhance the Bank’s image in the wider

R
society.

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All Media/Sponsorship Activities/Press Conferences shall be coordinated by the Marketing Function.

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5.8 Brand-Guidelines

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In order to ensure consistency in visual communication of Bank of Baroda brand, the Bank has set

J
guidelines which broadly cover the following aspects of Bank’s visual identity:

 A
Definition, type and application of Bank of Baroda logo
R
 Corporate stationery, Bank stationery and forms
EE

 Advertising in print media and Bill boards

 Print applications such as Posters, brochures and leaflets
N

 Electronic media (internet site, intranet site and presentation formats)

H

 External fascia signs such as branch/ATM signage

G

 Interior signage of Branch/ATM – identification signs, direction signs, statutory signs, etc.

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Other applications such as danglers, banners, T-shirts, Caps, etc.

SI

The Brand Guidelines are available on Bank’s intranet site https://intranet.bankofbaroda.co.in for
information of staff members and implementation at all levels.
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Bank has an internal policy for the usage of Bank’s brand and logo by its domestic subsidiaries, joint
ventures and associates.
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5.9 Crisis Management and Response Plan for adverse reputation events
 The MD & CEO, being spokesperson of the Bank or any of the Executive Directors or General
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Managers or Heads of Overseas Territories so authorised by MD & CEO, to clarify and

disseminate the true and fair stand of the Bank or any adverse reputation event through Press
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Conference, Press Releases using any print, electronic or other media vehicle as deemed fit for
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bringing to the knowledge of all stake holders.

 The General Manager (Marketing & WMS) may speak on behalf of the Bank / issue press
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releases / media related communications in consultation with the Top Management (MD & CEO /
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Executive Directors) and different verticals of the Bank to the extent of published data.
 Bank will also endeavour to immediately disseminate the true, fair and adequate clarification
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through its own website.

 The respective overseas website’s are also to be updated immediately and simultaneously, if
required.
  To safe guard against erosion of our Market Capitalization ideasyncratic reason on account of
such adverse event, true, fair and adequate clarificatory intimation to be filed with both the
stock exchanges, i.e. BSE Ltd and National Stock Exchange of India Ltd. by the Company
Secretary so as to bring it to the notice of all stakeholders including shareholders. Such

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98
intimation would also be required in terms of respective listing agreements signed by our Bank
with Stock Exchanges.

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5.10 Major Communication Tools

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5.10.1 Advertising
Bank shall use advertising to promote its products, services and corporate brand values

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through judicious mix of media vehicles including print, electronic, and web. The Marketing
Function shall coordinate the use of this tool for the benefit of the Bank.

5.10.2 Press Release

R
All press releases such as covering policy announcements such as change in rate of interest;

A
introduction/phasing out of products/services; overseas expansion; launch of

M
national/international campaigns; CSR/Financial Inclusion initiatives, customer service initiatives

U
at national/international level, regulatory/compliance related matters and other information of

K
national/international importance, are centrally issued by the Marketing Department at BCC.

J
Press releases covering announcements of local issues, campaigns and/or events within the
A
jurisdiction of respective Zones to be issued under authority of the Zonal Head.
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5.10.3 Internet
The official web-site of the Bank is www.bankofbaroda.com . The bank endeavours to make
N

the web-site up-to-date and reader-friendly. The website is the central platform for all external
information that bank produces.
H
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5.10.4 Intranet
N

All employees can access Bank’s internal documents, relevant guidelines, circulars, and
SI

notifications on Bank’s intranet https://intranet.bankofbaroda.co.in.

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The bank endeavours to make the intranet up-to-date and reader-friendly. The intranet is the
M

central platform for all internal information that bank produces.

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5.10.5 Annual Report

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The Annual Report provides for an official account of the Bank’s activities for a Financial Year. It
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is comprehensive in nature and serves as a future point of reference for stakeholders.

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5.10.6 Internal News-Letter/Magazine

Bank has in-house magazines / news-letters for internal circulation and communication.
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5.10.7 Social Media

A separate social media policy has been framed and the same has been approved by the Board.
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5.11 Official Language Policy & implementation

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There is a separate Official Language Policy of the Bank which directs and guides the Bank
Officials to implement the mandate given in Official Languages Act 1963. There is separate
 Department – ‘Official Language Department in the Bank whose primary responsibility is to
promote the use of Hindi in the Bank.

Bank is taking all efforts and necessary steps to promote the use of Hindi Language for its
customers through training of staff, publication of banking related books and staff-magazines,

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98
workshops at branches, standardization of staff related formats, etc.

9 89
The Official Language Policy of the Bank is available on Bank’s intranet site

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https://intranet.bankofbaroda.co.in for information of staff members and implementation at all
levels.

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5.12 Dissemination of Communication Policy
The Communication Policy will be reviewed every two years and placed before the competent

R
authority for approval. Once approved, the Communication Policy shall be available on Bank’s

A
official web-site www.bankofbaroda.com and Bank’s intranet portal.

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H
G
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 .(N
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A
M
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Learnings:

J
 Bank pursues an integrated communication framework to engage its stakeholders, public and market

A
in order to help the Bank realise its overall goals as described in its vision and mission statements.

R
EE
 The goals of the Communication Policy of the Bank are

N
Pursuing strong corporate reputation through high transparency and consistency in communication

H
with stakeholders.
G
N
Timely communication with stakeholders - with clarity, coherence and credibility.
SI

Disseminating information through the official website of the Bank on real time basis.
r.

 The Managing Director & CEO and all Executive Directors of the Bank are the spokesperson for the Bank.
M
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 Chapter 5

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6. Social Media Policy for Bank’s Employees2

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Learning Objectives

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A
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 Provide guidance for setting up and managing Bank’s Social Media Presence

K
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 Do’s and Don’ts of Social Media for employees, consultants, contractors, etc
A
R
 Understanding about consequences of violating bank’s social media policy
EE

 Understanding the guidelines for Information Security

N

 Understanding regulations, legal and compliance involved in implementing social media

H
G

 Understanding roles and responsibilities of Administrator Team

N
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Circular No. BCC:BR:110/79 dated 12.02.2018- “Social Media Policy for Employees”
2
 6.1 Introduction3

 Bank had launched its presence in Social Media with official pages in Facebook, Twitter on 1 st

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98
January 2016. This social media presence has been extended to YouTube on 1st April 2016;
Instagram on 18th July 2017 and it is also proposed to extend it LinkedIn etc.

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 Social media use has become ubiquitous with today’s consumers and has empowered them to

S0
become creators of online content. Before social media came along, consumers were primarily
forced to listen to messages directly from organizations. Banks were “pushing” brand and

.(N
product information to consumers via traditional media outlets. Yes, word-of-mouth has always
been involved as well, but not to the extent that it is today. Social media is an extension of
word-of-mouth delivery. Today, consumers pull the information they want, when they want it.

R
Consumers trust peer opinions, product reviews and feedback from friends and family above

A
advertisements or any other form of external information pushed to the public by the

M
organization. The rise of social media, therefore, means that our responsibilities as a Bank

U
have gotten a bit more complex.

K
 Social media is often thought of in terms of a handful of well-known social media sites, such

J
as Facebook, Twitter, and so forth, but it is actually much more than these few sites. Social
A
media encompasses the Internet technologies that enable consumers to easily share content
R
online, including but not limited to, social networks, blogs, videos, photos, wikis, online
EE

reviews, online check-ins and more. There are thousands of social channels, networks and
media tools—and the list is growing. However, Bank will be considering the following popular
N

Social Media Channels only viz. Facebook, Twitter, YouTube, Instagram (presence launched)
and LinkedIn, Pinterest, Google Plus (presence proposed to be launched).
H
G

6.2 Purpose:
N
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The purpose of having a Social Media policy in place is to:

 Provide guidance for setting up and managing Bank’s social media presence.
r.

 Do's and Don’ts of Social Media for Employees, consultants, contractors, trainees, part
M

time and fixed time employees and casual and agency staff.

y:

To update the employees about the consequences of violating Bank's social media
policy.
B

 Regulations, Legal and compliance involved in implementing social media.

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 Provide guidelines for information security.

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Circular No. BCC:BR:110/79 dated 12.02.2018- “Social Media Policy for Employees”
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 6.3 Management of Social Media

 Bank has engaged the services of an external agency for setting up and managing Bank’s
presence in Social media platform for the Organization.

)
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 An External Team from Agency along with a Core Internal Team from Bank is working for
managing Bank’s Social Media Presence.

89
 Bank’s Social Media presence has been launched in Facebook, Twitter, YouTube and

9
Instagram. The Social Media presence is proposed to be extended to LinkedIn and other

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Platforms.
 Along with the core group, each Department would have an Administrator Team for help and

.(N
support required for real time replies.

6.3.1 The role and responsibility of the Administrator Team would include:

R
A
Administrator (Marketing):

M
 Setting up a social media marketing strategy.

U
 Planning Cross-sell and Up sell.

K
 Relaying product information.

J
 Engaging customers through various social media campaigns and contests.
 A
Making customers aware about our presence on Social Media platforms.
R
 Generating leads and building brand directly and through customer feedback.
EE

 Crowd sourcing and product innovation before launching new products.

 Monitor Social Media Posts (excluding posts in in-house / internal platforms) for
N

violation of Social Media Policy for Employees and report it to Administrator (Human
H

Resources)
G

Administrator (Operations & Services):

N
SI

 Addressing customer complaints/issue on various platforms on real time basis.

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 Setting up timelines for responses.

M

 Standard response template for standard concerns/ issues/ complaints.

 Process for taking questions offline and addressing.
y:

 Analyze followers' sentiments.

B

 Forward the queries and feedback on products to respective verticals for

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improvement/repackaging.
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Administrator (Corporate communication/public relations):

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 Brand Building through Effective communication.

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 Reviewing the content before posting it over social media.

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 Setting up a policy to archive/purge old or irrelevant content.

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  Interaction with Social Media site contacts for reporting any abuse and /or bringing
down sites/comments.
 Setting up Frequency of postings.
 Sharing content that highlights bank's positive contributions, interesting projects, and
culture.

)
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89
Administrator (Research, Training and Development):

9
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 Making social media a part of the staff training session.
 Usage of social media page to solicit and convey information about the training

.(N
program, posting videos, presentations, interactive posters, podcasts, webinars and
reference material to provide background information.
 Training on Social Media platform (settings, hash tags, social media site specific

R
jargons, grammar and other attributes).

A
 Also, train staff on handling difficult discussions/conflicts.

M
U
Administrator (Human Resources):

K
J
 Put up information about Bank's recruitment on social media making it more visible.
A
 Explore ideas for making the recruitment process more interactive via social media.
R
 Identify cultural changes required to make social media program an on-going
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success.
 Staff policy in place for the usage of Bank's social media platforms by an individual.
N

 Showcasing accomplishment and highlight employee expertise to motivate staff.

 Monitor In-house / Internal Social Media Platforms viz. Team Barodians / Yammer for
H

any violation in Social Media Policy for Employees.

G
N
SI

Administrator (Information technology):

r.

 Define social media IT strategy and architecture.

M

 Build a workflow for content development, approval and publishing on the Social
y:

Media.
 Integrate customer interaction into an existing CRM application.
B

 Incorporate analytics (includes Text Analytics) feature to track user interaction in

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social media and add value (proactive addressing of customer complaints, up

sell/cross-sell) to the application functionality.
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  Implement social media applications giving enough attention to usability, security,
performance, scalability and compatibility on multiple browsers/network/platforms.
 Implement network and application specific access controls.
 Generate metrics-based on customer interaction.

)
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Administrator (Information Security/Compliance):

89
 Assess current state of social media activity.

9
 Ensuring social media policy adoption in totality and identifying the gaps in policy

S0
implementation.
 Keep a track of changing legal and regulatory environment and assess the impact of

.(N
it on social media adoption.
 Audit the access controls to social media platform.
 Inspect workflow management for responding to customer comments.

R
A
Administrator (Risk Management):

M
U
 Creating a response team to handle risk incident.

K
 Monitoring social media sites for offensive or infringing posts.

J
 Complying with third-party sites guidelines, IT Act, applicable regulations and
Information Security Guidelines. A
R
 Measuring the Cost of Risk vs. Benefits.
EE

 Measuring and mitigating loss of revenue, customers or market share because of

information leak or reputation damage.
N
H

6.4 Policy for Employees:

G
N

 The Bank has a separate Team for managing Bank's social media websites. Except for the
SI

team, no employee is allowed to post any content on behalf of the Bank on the internet.
 No employee should without taking approval from the social media team express any view
r.

on any internet site or social media about the working of Bank of Baroda or the business
M

of Bank of Baroda or generally about Bank of Baroda or any of its officials.

No employee should without taking approval from the competent authority express views or opinion on
y:

behalf of the Bank or in official capacity of his position in the Bank.

B

No employee of the Bank should create or promote any group, community or webpage which will use
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the name or logo of bank of Baroda or become member of any such group/ community or web page.
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  If the employee comes across any such unofficial/ spurious group or community, the same
should be reported to the social media Team so that the spurious group or community could
be reported to the social media site.
 No employee should post anything on any social media platform or websites, things that

)
would damage the reputation of the Bank or any of it employees.

98
 No employee in their official capacity should write or express anything that would be
defamatory to the Bank or its employees on any social media platform or websites.

89
 No employees should express negative views or criticize Bank Management, policies or

9
strategies on social media platform or websites.

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 No employees should engage in collusive behaviour on any internet site or social media,
with Bank's competitors or employees.

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6.4.1 Using social media at work:

R
 Bank of Baroda understands the importance of internet in shaping the general public

A
opinion about its services, employees and customers. Our Bank also realizes the

M
importance of staff joining in helping shape the industry conversation and direction

U
through interaction in social media.


K
Using social media for personal use should not interfere with business and office
commitments and should be minimal during office hours.

J
 Employees should remain aware of how their personal use of social media during
A
working hours, reflects upon them and the Bank.
R
 Employee should not use our Bank's e-mail addresses to register on social networks,
EE

blogs, or other online tools utilized for personal use.

N

6.4.2 Rules for use of social media:

H

 Keep personal and professional life separate.

G

 Do not post, forward or upload or share a link to any abusive, obscene,

N

discriminatory, harassing, derogatory or defamatory content.

SI

 Any member of the staff who feels that they have been harassed or bullied or are
offended by the material posted or uploaded by a colleague onto a social media site
r.

must inform the social media team for taking further action.
M

 Never disclose commercially sensitive, anti - competitive, private or commercial

y:

information. If unsure whether the information shared lies within any of the above
mentioned categories, please consult the social media team.
B

 Do not post, forward or upload anything belonging to a third party without the third
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party's consent.
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  When in doubt about a link, please do not share. You can consult the social media
Team to clear your doubts. Before including a link to a third party website, check
whether any terms and conditions are involved in linking the website. All links must
be done so that it is clear to the user that they have moved to the third party's
website.

)
98
 Employee should pay special attention to intellectual property and personal data
protection before posting.

89
 Read before complying with its terms of use/ acceptance guidelines of social media

9
site.

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 On the Bank's website, do not share post or upload links to chain mail, junk mail,
cartoons, jokes or gossip.

.(N
 Employees should be mindful of the impact of anything they post over social media
might make to people's perception of the Bank.
 Employees responsible for the content published in the social media tool should be

R
alert that whatever is published will be public for many years and it would be

A
impossible to take it down entirely from internet.

M
 Never mention colleagues, customers or suppliers without their prior permission.

U
 Always consider others privacy and avoid discussing topics that might be

K
inflammatory, e.g. politics and religion.
 Avoid discussing contact details where they can be accessed and used publicly.

J
 Posting rumours, internal and confidential information can lead to legal action against
the employee. A
R
 Under no circumstances what so ever, is the use of pseudonyms or false names
EE

advisable.
 The dos and don’ts as specified in the circular BCC:BR: 108:584 dated 01.12.2016 will
N

be applicable for Team Barodians Page, Yammer and any other platform that may be
H

introduced by Bank in future.

G

The Do’s:
N
SI

 Make your profile in your personal capacity and use it with responsibility.
 If you comment on matters related to your work, use a disclaimer stating the
r.

views are your own and not of your employer / Bank.

M

 Avoid transgression of any other person’s rights.

y:

 Be aware of the Bank’s service conditions, statutory and regulatory guidelines,

B

business ethics etc. before randomly commenting of any issue.

 Do model behavior-Our online activity may feel private, but we all know it
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leaves a permanent mark in a public space.

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  Do promote good work – Team Barodians/Yammer etc. offers may ways to
grow the reach of our good work, talent and positive outlook. We may take
advantage of these benefits as long as we do it the right way and allowing the
traffic to grow organically.

)
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The Don’ts:

89
 Do not create fictitious profiles and do not post anonymous comments
 Do not use un-parliamentary language, insulting others or obscenity in any

9
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communication.
 Do not make any false, misleading or defamatory statements concerning your

.(N
work or the organization.
 Do not canvass for any donation, lottery or third party marketing / business
promotional activities / affairs on any interest site or social media.

R
 Do not write / express anything on Social Media which may be defamatory to

A
the Bank or officials or its employees in their official capacity or which is in form

M
of accusations.

U
 Do not publish rumours and / or internal and / or confidential information about

K
the Bank or related third parties on social networks (customers, employees,
collaborators) that can have a negative impact on the Bank’s image and

J
reputation.
 A
Do not criticize just for purpose of criticizing and just because some other
R
practice is continuing in some other organization. We must try to understand
EE

the rationale behind the Bank’s actions / policies initiated and give feedback, if
any, for further improvement.
N
H

6.4.3 Monitoring of social media:

G

 Employees should watch for phishing attempts, where scammers may attempt
N

deception to obtain information relating to either the Bank or its customers.

SI

 Employees should avoid clicking on links in posts, updates and links which look
r.

suspicious.

M

Employees should be aware that any use of social media websites may be monitored
and where breaches of the policy are found, action may be taken by the Bank.
y:

 Posting, uploading or forwarding any kind of material mentioned in the list below, whether in
B

personal or professional capacity will amount to gross misconduct.

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a. Pornographic material (writing, pictures, videos)

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 b. A false or defamatory statement about any person or Bank.
c. Material which is offensive, obscene, criminal, discriminatory, or derogatory or
may cause embarrassment to the Bank.
d. Confidential information about customers, staff members or the Bank.

)
e. Any other statement which is likely to create any liability (criminal/civil for the

98
staff member/Bank)

89
f. Material in breach of copyright or other intellectual property rights or which
invades the privacy of any person

9
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 This policy covers all individuals working at all grades including management, directors,
employees, consultants, contractors, trainees, part time and agency staffs.

.(N
 All staff is expected to comply with this policy at all times to protect the privacy,
confidentiality and interests of the Bank and its services, employees, partners, customers and

R
competitors.

A
6.5 Violation Consequences

M
U
 Wherever breach of Policy is noticed and / or reported, it will be forwarded to the concerned

K
Disciplinary Authority for the employee who breached, for appropriate action. If the
Disciplinary Authority has decided to initiate disciplinary action, it will be “non-vigilance” case,

J
A
unless financial / vital information is disclosed which may lead to financial loss to Bank or
customer.
R
EE

 Where evidence of misuse is found, Bank will initiate an investigation involving monitoring
and disclosure of monitoring records.
N
H

 Knowingly breaching this policy is a serious matter and employees who do so will be
G

subjected to disciplinary action which would be pursued under Bipartite Settlement dated
11.04.2002 and Bank of Baroda Employees’ (Discipline & Appeal) Regulations, 1976 for staff
N

and officers respectively and can even lead to termination of employment.

SI

 Employees, contract workers and other users may also be held personally liable for violating
r.

this policy.
M

 Where appropriate, Bank will involve the police or other law enforcement agencies in relation
y:

to breaches of this policy.

B
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 6.6 Regulations, Legal and compliance:

6.6.1 Applicability of Law:

Laws that are governing Information and communication technology affairs will also be

)
98
applicable for setting up social media in the organization.

89
 Defamation Law, The India Penal Code, 1860 under section 499 and 500,
describes the basis for harming reputation of a person. Bank and its members of staff

9
should ensure that their personal emotions/frustrations/ anger is not expressed on

S0
social media platforms as it could go viral. The language should be professional and if

.(N
posted officially, the language needs to be validated by the social media Team before
posting on any website.

R
Leveraging the guidelines mentioned in 'Know your customer' (KYC) norms/ Anti-

A
money Laundering (AML) standards/ Combating of Financing of Terrorism (CFT)/
Obligation of Banks under PMLA,2002 dated 2nd June,2012, any person from the

M
Bank can use Social Media as an additional form for validating customer identity but

U
cannot use the profile data for cross selling.

K


J
Reserve Bank of India continues to be the regulator for any payment/ Fund transfer

A
process initiated through Social Media channels as per Payment and Settlement
R
System Act, 2007. Our Bank will have to comply with settlement and reporting
requirements as detailed in the Act.
EE

 The social media Apps of our Bank for financial/ non-financial transactions will comply
N

with National Cyber Security policy, 2013 and ensure secure computing environment.
H


G

India does not have Privacy law yet. However as per section 43A and section 72A of
Information Technology (Amendment) Act, 2008, our Bank will adopt reasonable
N

security practices to ensure sensitive personal data or information is not

SI

compromised. Rules notified under section 43A defines the privacy and security
r.

requirements.
M

 “The Right to Information Act, 2005 Section 8(1) (j)” exempts disclosure of
y:

personal information which has no relation to any public activity or interest or which
could lead to unwarranted invasion of privacy of the individual. Hence, sharing
B

customer details on loans, deposits, etc., over social media site for more referrals
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should be avoided.
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  In case of social media analytics tools being used, that would provide customer
interaction / behavior data. Such information cannot be disclosed. As per, " The Right
to Information Act, 2005, Section 8(1)(e)" information available to a person in his
fiduciary relationship cannot be shared unless it is for Larger public interest as
decided by a competent authority (Reserve Bank of India).

)
98
 "The telecom Commercial Communication Customer Preference

89
Regulations, 2010" of the TRAI, details the method for curbing the growing
menace of SMS and unsolicited calls. Our Bank having customer contacts through

9
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social media sites should not violate the TRAI regulations.

.(N
 In case if customers make extremely derogatory and inflammatory comments, Section
66A to 66F of Information Technology (Amendment) Act, 2008. By creating social
media properties the organization is likely to fall under the category of 'intermediary'

R
as it would provide end users to update/share comments on its property. The

A
obligations for the intermediary have been defined separately under Section 79.

M
6.6.2 Ethics of Data Usage

U
K
 Collection, accessing, processing, storing and sharing of data has to be done very

J
cautiously in order to prevent any misuse.

A
While collecting and using information, it should not harm the end user/ customer.
R
Ethical practices should be followed in case of using this data for business purposes.
EE

 Collection of Information should be fair and informed choices should be provided for
usage of this information.
N

6.7 Information Security guidelines:

H

6.7.1 Access Management

G
N

 Team should use different Email ID for each Social Media Site and to adopt Bank's
SI

existing password policy.

 Do not share Email ID or password used at a social media site. Use separate Email ID
r.

and password for each social media platform.

M

 Implement mailbox spam and content filtering.


y:

Access should be restricted to the role assigned to each individual in the social media
field like the content/campaign designer/ approver, publisher.
B
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  Remote Desktop connections to the system/ computer used for social media
interactions should not be allowed.
 The external agency helping in setting up a social media platform for the Bank should
have restricted access to confidential data. Bank should review third party security

)
controls periodically.

98
 Team should record the current and previous login details and validate the postings
for every logon.

89
 Team should perform re- authentication to connect to social media app or on session

9
time out. Implement CAPTCHA/ Virtual Key Board - based authentication.

S0
 Team should keep computer up - to - date and virus free.
 Team should clear all browser history and cookies and other temporary files before

.(N
and after accessing social media sites.
 Team should implement IDS, IPS, Firewalls, web content filters, layered proxies for
data being posted on social media platform from Bank.

R
A
6.7.2 Monitoring and Logging

M
U
 Team should continuously monitor for Fraud/Cloned sites using social media analytics

K
tools and should reach out to social media site owners to bring down cloned/ fraud
sites.

J

A
Team should use Google alerts, social mention and other Social Media analytical tools
to get an update on what is being discussed/ commented about Bank.
R
 Team should track comments and conversation about the adopted social media
EE

platform as the platforms might be going through information security issues.

 If there is spamming on Bank's social media site page, the team should immediately
N

contact the social media site and should not send email/ message to the person
H

posting it.
G

6.7.3 Testing
N


SI

Team should perform data privacy test to ensure Bank/ customer's data is not visible
to public.
r.

 Test should be conducted to ensure that no encrypted cached cookies are storing
M

customer details.
 Team should perform cross site scripting (XSS), SQL injection, cross site request
y:

forgery and buffer overflow testing before adopting social media site and other
B

security testing.
 If a social media platform performs financial / non-financial transactions, Team should
ed

perform vulnerability assessment and penetration testing periodically.

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  Social Media platforms may be undergoing patches and the team needs to
understand the impact of the patch as they might not have any say in allowing/
disallowing the patch.
 Team should re-validate Bank's social media app in case there is a patch in the social

)
media platform.

98
6.8 Monitoring and review of policy:

89


9
The committee for social media will be responsible for reviewing this policy biannually

S0
(once in two years), to ensure that it meets legal requirements and reflects best
practices.

.(N
 In case of sudden changes in the social media or Banking industry, a meeting of the
committee can be held to bring in the desired changes in the policy, on urgent basis.
 MD/CEO (or) Executive Director would be the competent authority to approve

R
changes in the policy.

A
M
U
K
J
A
R
EE
N
H
G
N
SI
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 .(N
R
A
M
U
Learnings–

K
 Bank had launched its presence in Social Media with official pages in Facebook, Twitter on 1 st January 2016.

J
This social media presence has been extended to YouTube on 1st April 2016; Instagram on 18th July 2017

A
R
and it is also proposed to extend it LinkedIn etc.

EE
 Rules for use of Social Media

N
 Role and Responsibility of Administrator team

H
G
N
SI
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 Chapter 7

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7. Brand Guidelines

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Learning Objectives

R
A
M
Learnings

U
K
 Understanding Brand Guidelines

J
 Learn the importance of Brand Guidelines A
R
EE

 Understand Bank of Baroda Brand and Branding Guidelines

N

 The Bank of Baroda Logo – Baroda Sun and its usage in different media
H

 To Bank of Baroda Typographical Style

G
N

 Understanding the usage of Bank of Baroda brand in print, Advertising and other media
SI

 Details about Bank of Baroda Caller tune and Sub Brand

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 7.1. Brand Identity Guidelines

)
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Brand identity guidelines are a written manual that explains how a brand should be
used internally and externally.

9 89
Brand identity guidelines provide very specific instructions about how tangible elements of a

S0
brand should be used in all forms of branded communications — from business cards to ads,

.(N
packaging to signage, and everything in between.

R
In other words, by following specific brand guidelines, your brand can leave its fingerprint across

A
all communications touch points.

M
U
Comprehensive brand guidelines include instructions related to color, fonts, and layout. They also

K
include sections on offline communications, online communications, internal communications,

J
external communications, and co-branded communications. These “communications” include all
A
forms of branded marketing, advertising, and other communications. Even an internal
R
EE

presentation that uses the brand name and logo is a form of branded communications that should
follow the brand identity guidelines.
N

7.2 Importance of Brand Identity Guidelines

H

Every brand needs a unique set of brand identity guidelines because those guidelines make it
G

possible for the brand to move through the three primary steps of brand building consistency,
N
SI

persistence, and restraint.

r.

If your brand isn’t consistently portrayed and communicated persistently and within certain
M

restraints, then your entire brand promise and brand story are compromised. This leads to brand
y:

confusion.
B
ed

The tangible elements of a brand and the intangible voice and personality of a brand can become
valuable company assets that play an important part in building brand equity. If you invest in
ad

developing your brand elements, trade marking them, and marketing them, you should invest in
o

protecting how they’re used, too.

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Brand guidelines are a tool designed to give your brand consistency and flexibility. The most
D

discernible organizations use brand guidelines as a resource that everyone in the company can
use to understand how to represent their brand.
 7.3 The Bank of Baroda Brand Identity

)
98
For a brand to be successful, it must build enduring relationships with its different audiences.

89
Integral to this relationship is the visual image that stakeholders carry of a brand in his / her

9
mind. To be successful in today’s cluttered landscape, a brand must have a clear and powerful

S0
visual image. Stakeholders recognize this image, are reassured by it and link it inextricably to

.(N
the values and services expected from the brand.

R
To create the desired image of the Bank, the brand identity must be used consistently and

A
carefully. Any dilution or deviations will only create confusion and lead to results that are

M
disappointing and not in keeping with the Bank’s overall strategy and vision.

U
K
7.4 Bank of Baroda Logo

J
A Logo is a graphic mark, emblem, or symbol used to aid and promote public identification and
A
recognition. It may be of an abstract or figurative design or include the text of the name it
R
EE

represents as in a word mark.

N

Our new logo is a unique representation of a universal symbol. It comprises dual ‘B’ letterforms
H

that hold the rays of the rising sun. We call this the Baroda Sun.
G
N

The sun is an excellent representation of what our bank stands for. It is the single most powerful
SI

source of light and energy – its far reaching rays dispel darkness to illuminate everything they
r.

touch.
M
y:

At Bank of Baroda, we seek to be the source that will help all our stakeholders realize their goals.
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To our customers, we seek to be a one-stop, reliable partner who will help them address
different financial needs. To our employees, we offer rewarding careers and to our investors and
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business partners, maximum return on their investment.

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The single colour, compelling vermillion palette has also been carefully chosen. Not only is this
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distinctive and clutter breaking, it stands for hope and energy. We also recognize that our bank is
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characterized by diversity. Our network of branches spans geographical and cultural boundaries
and rural-urban divides. Our customers come from a wide spectrum of industries and
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backgrounds.
 The Baroda Sun is a fitting face for our brand because it is a universal symbol of dynamism and
optimism – it is meaningful for our many audiences and easily decoded by all.

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Our new corporate brand identity is much more than a cosmetic change. It is a signal that we

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recognize and are prepared for new business paradigms in a globalized world. At the same time,

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we will always stay in touch with our heritage and enduring relationships on which our bank is
founded. By adopting a symbol as simple and powerful as the Baroda Sun, we hope to

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communicate both.

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7.4.1 Bank of Baroda Logo : Proportions and exclusion zone

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The Bank of Baroda Logo

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Proportions
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As far as possible, the logo should be reproduced using an electronic artwork. However, in rare
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manual
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Applications, the proportions should follow the grid indicated alongside.

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Exclusion zone
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An exclusion zone is indicative of a clear space to be left around the logo. No other element
should encroach
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in to this area. If x is the height of the logo, then an exclusion zone of x/4 is required on all four
sides.
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7.4.2 Brand colours

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Pantone 1655 C is the brand colour for Bank of Baroda. It is referred to as the Baroda vermilion
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Baroda vermilion for quadrichrome print applications => C= 0 M = 75 Y = 100 K = 0

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Baroda vermilion for digital applications => R = 255 G = 92 B = 52

 7.4.3 Logo on different backgrounds

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The logo should only be used in the Baroda Vermilion, black and white.

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On any other flat colour, the logo should appear either in black or white ensuring that there is

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enough contrast between the logo and the background for good visibility.

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The identifier can appear as a watermark in any colour and can also be cropped in this instance.
However the logo must appear in its entirety at another place on the surface.

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The identifier can be used by itself without the logotype for the purposes of branding or

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watermarks etc.

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7.5 The Bank of Baroda typographical style

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A typographical style is perhaps one of the most effective ways to create brand recall. When
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applied consistently across applications, it becomes a powerful tool that can help build a strong,
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memorable visual identity.

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Bank of Baroda’s typographical house style is Helvetica Neue for the English script and Shree
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Dev for Devnagiri script. These have been carefully chosen to ensure that they are in keeping
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with the essential character of the brand.

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Helvetica Neue is the quintessential sans serif font, timeless, elegant and warm...just the right
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representation of the Bank’s brand values.

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7.5.1 Helvetica Neue

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The Helvetica Neue font family should be used for all communication for the Bank of Baroda
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brand. The family offers a wide variety of weights and styles and therefore no secondary font
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family is required.
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Helvetica Neue Light should be used as for all body text and weight variations should be used to
establish text hierarchy.
 Exceptions are permissible only in the following cases when a Windows default font must be

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used:

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• Applications that must be sent by e-mail like Power Point presentations or MS Word

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documents. Since the recipient may not have Helvetica Neue, it is safer to use a Windows
default font. In such cases Arial must be used.

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• Web-enabled applications like Internet / Intranet. These must also use the Arial font family.

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7.5.2 Shree Dev

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The Shree Dev font family should be used for Devnagri type. This font has been chosen to

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match the characteristics of the Helvetica Neuve font family which is the corporate font for the

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Bank.
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Weight variations like Shree Dev 0714 E and Shree Dev 0715 E should be used to create
hierarchy. No other font should be used for Devnagri typesetting.
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Exception: In the case of web based applications this font may be substituted by another even
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weighted Devnagri font if absolutely necessary.

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7.6 Advertising
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The relationship between brand identity and advertising must be understood clearly. Advertising
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campaigns are created in response to market trends, competitor activity, new product launches,
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etc. Unlike brand identity, advertising must be constantly refreshed and reinvented.
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Advertisements are amongst the most visible of brand delivery channels and require large
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budgets. Therefore, they present powerful opportunities to reinforce the Bank of Baroda brand
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and can be equally dangerous if they misuse or dilute the brand identity.
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Creativity must be restricted to the ad itself, while the brand identity must be used consistently.
This section lays down guidelines to ensure this.
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 7.6.1 Print applications

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The Bank’s communication efforts typically require print applications like posters and leaflets.
Besides engaging and informing customers, these can also be used to brand branch interiors in

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a strategic way.

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In order to be effective, print applications must be simple, direct and uncluttered. In today’s

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rushed world, no one has time to read or absorb too much information.

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Images must be used to communicate the main message and the text must be crisp and clear.

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The quality of the paper and the printing process is paramount. The best designs will fail if

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printed poorly. Care must be taken to ensure the quality of the final output.

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7.6.2 Electronic Media

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Electronic media brings with it limitations of colours, fonts and clarity. The constraints must be
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clearly understood and accounted for to ensure that the Bank’s brand identity is not diluted.
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The logo will be inserted as an image file in digital applications (typically in .jpg or .tif formats).
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Master image files have been provided and only these must be used. Conversion from the
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master artwork must not be attempted.

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7.7 Co-branded advertising

7.7.1 The Logo
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The logo should appear on a white background along with other logos. (Exception: In
publications like the Economic Times using coloured paper stock, the colour of the branding area
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may be that of the paper colour.)

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It should be preferably placed in the first position or in the alphabetical order.

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The size of the logo should be visually equal to the size of the other logos. The exclusion zone of
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the logo must be respected.

As far as possible, the logo must appear in full colour. It can only appear in grey scale if all
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other logos appear in grey scale

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7.8 Addendum : Brand Guidelines

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7.8.1 Sub-Brand : Baroda Next

 ln the year 2009 with 100% CBS implementation, Bank created a synergy between
'Technological Prowess' and humane touch to their rotations with customers. This motivated

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Bank to introduce the sub brand BARODA NEXT-State of the Art-Straight from the Heart to
showcase how it has utilized technology to nurture long term relationships for superior customer

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experience.

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The sub brand BARODA NEXT was developed to position Bank as technologically advanced bank

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with human touch the sub brand has been extensively used for promotion of alternate delivery
channels such as internet banking, ATMs, mobile banking etc. and robust delivery channels like

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Retail Loan Factories, SME Loan Factories, City Sales Office etc.

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The design of BARODA NEXT logo is as depicted in the picture and the following guidelines

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should be followed white using it:

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Baroda Next logo should always be placed on extreme left hand side of the Brand panel/
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patch in the creative / designs.
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o Logo should always be used along with Bank's Logo. The proportion of size of Bank's
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logo to Baroda Next Logo is 100: 70 in the Brand patch.

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o The placement of BARODA NEXT logo is optional and not mandatory.

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o The logo should always be used in its entirety along with its tagline. Sub-Brand Baroda
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Next.
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o Details of Contact Centre and URL of the Banks website may be mentioned below the
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logo appropriately.
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o Any kind of deviation in the logo should be strictly avoided.

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7.8.2 E Lobby Signage

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In 2013, christened as "Baroda Non-Stop" .The 24x7 e-lobby services include Automatic
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passbook printer, cash accepting machine, facilities for net and mobile banking.
 New Logo was designed for the same and signage was provided accordingly. The logo
symbolizes round the clock availability of basic Banking needs through e lobby. The Tagline

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"24x7 Banking" establishes the nature of such unit.

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The e-lobby signage is available in the 1:3 to 1:10 proportions and may be used as per the size

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of the signage.
The design of e-lobby signage is as depicted in the picture and the following guidelines should

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be followed white using it:

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 Material to be used should be as per specifications mentioned in the Brand Guidelines

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for other signage.

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 Correct proportion of signage artwork is to be used for signage.

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 The signage artwork should always be used in its entirety.

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 Any kind of deviation in the signage should be strictly avoided

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7.8.3 Baroda Express

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Bank launched leaner version of E Lobbies termed as Baroda Express in 2015, christened as
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"Baroda Express – 24 x 7" .The 24x7 Express services include Cash Recycler, Automatic
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Passbook Printer and ATM Machine.

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New Logo was designed for the same and signages were provided accordingly. The logo
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symbolizes round the clock availability of basic Banking needs through Baroda Express.
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The Baroda Express signage is available in the 1:3 to 1:10 proportions and may be used as per
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the size of the signage.

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The design of Baroda Express signage is as depicted in the picture and the following guidelines
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should be followed while using it:

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o Material to be used should be as per specifications mentioned in the Brand Guidelines

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for other signage.

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o Correct proportion of signage artwork is to be used for signage.

 o The signage artwork should always be used in its entirety.

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o Any kind of deviation in the signage should be strictly avoided and it should be used as
per the artworks available.

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7.9 Signature Tune

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ln the Year 2011 Bank took the pioneering step of launching Signature Tune i.e. sonic branding
for Bank of Baroda which encapsulates the values and character of the brand and the

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organization. The tune serves the following objectives:

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Internal: To create a positive atmosphere to create a bonding between employees and make

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them feel closer to the organization.
External: Increase opportunities for higher recall through a sonic brand; create brand salience

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through a distinct audio brand.
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Signature tune can be used as Caller Tune / Ring Tone on Mobile.

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It can also be used as background music in Audio I Visual I TVC / Radio Jingles of the Bank.
The music as background of Audio Visual / TVC / Radio Jingles of the Bank is not mandatory.
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lt is to be used where suitable and is in alignment with the visual / audio content.
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Learning –

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 What are Branding Guidelines?

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 Why are they important?

 Bank of Baroda- Logo, Brand and Branding Guidelines.

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

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Do’s, Don’ts and Exceptions while using Bank of Baroda Brand.


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The usage of Bank of Baroda Logo in Print, Advertisements and other Medias.
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 Details of Typographical Styles of Bank of Baroda.

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Details of Bank of Baroda caller tunes and Sub- Brand

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 Handbook
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OUR CORE

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VALUES

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Integrity - We are ethical and transparent in our words, actions
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and dealing with all stakeholders

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Customer Centricity - Our Customers' interests lie at the core

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of all our actions.

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Courage - We are resilient in the face of adversity and having

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faith in our belief

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Passionate Ownership - We display energy, enthusiasm and

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commitment towards our Bank and we work toghether for the

Bank.
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Innovation - We create value through new ideas.

Excellence - We strive for continuous improvement in our

policies, systems and processes.