L Selling Skills

Day 1
Who sells to whom?
Are you selling to the prospect?

Is the prospect selling to you?
The prospect sells to you that he can’t or won’t buy

Or…
You sell to him that he can and should buy
This is your Customer …
This is you …
You deal with a customer
&
This is what can happen…
He can make you …
… feel like this !

Or this !
But …
We all want to …
Have our cheese …
… and eat it too !

Well …
How can you sell to the Customer

And…
Still feel happy about it ?
“What is the discount you
are offering ?”
customer !
You !
“A very special discount for you

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

question”
“I can buy it right now but I
won’t accept anything less
than …”
customer !
You !
“You drive a hard bargain Sir. 50% is

too high. I can offer you 25%
discount ”
“40% discount and nothing less”
customer !
You !
“Have you noticed our new

memory dialing system Sir. I can
offer you a maximum of 30%
discount. That’s the best I can do”
So why then at the end of it all …
Do you feel like this ?

Our ego …
It gets hurt !
Hurt because…
You took a position

Hurt because…
He took a position
Furthermore you didn’t know …
Where to hide your face

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

Saving face!
It bruises the ego !
People lock themselves in!
They defend against attack!
They get committed!
Attention is paid to...
Saving position & saving face

Concerns …
Get thrown out of the window

It become …
…a contest of will
This is called …
Haggling leads to …
…a broken relationship
Haggling is not …
…selling
Haggling is not …
…Negotiating
If you haggle …
…This is what you will look like !

If you don’t want to haggle …
If you don’t want to get hurt …
You must …
Satisfy the need of your organisation !
&
Satisfy the need of the Customer !
Concern for the customer
Strategic advantage Minimum acceptable

threshold threshold
Professional
selling skills
Concern for Concern for the

the sale company
Sales Troika Balance

You can do this with the …
Programme
Are there special skills that makes
someone successful in large
sales?
Or is selling just selling whether
the sale is small or large?
ADVANCED SKILLS
THE MOST IMPORTANT SET OF
SKILLS THAT THESE PEOPLE
HAVE IN COMMON ARE
‘S P I N’ SKILLS
NOW WRITE DOWN FIVE
TYPICAL QUESTIONS YOU
MIGHT ASK ON A SALES
CALL
HOW MANY WERE FACTUAL?
e.g. How many calls do you get
per day?
HOW MANY ABOUT PROBLEMS
DESIRES
e.g. What effect might that have
on your customer response time?
Write 5 typical “Situational
Questions”
• How many people work here?
SUCCESSFUL SALESPEOPLE ASK

THEM ECONOMICALLY.
THEY DO THEIR HOMEWORK
THE MORE SENIOR THE BUYER THE
LESS THEY LIKE ANSWERING
FACTUAL QUESTIONS
• IMPACT: Least powerful of the SPIN
questions. Can be negative. Most people ask
too many.
SO
ELIMINATE UNNECESSARY
QUESTIONS
DO YOU HOMEWORK THOROUGHLY
Write 5 typical “Problem
Questions”
• What prevents you from achieving that objective?
 A PRODUCT IS SOMETHING WHICH

SOLVES A PROBLEM
 A TRANSPORT PROBLEM OR AN EGO
PROBLEM
 THINK OF FIVE PROBLEMS THAT YOUR
PRODUCT SOLVES
• IMPACT: More powerful than Situation
Questions. People ask more as they become
more experienced.
THINK OF YOUR PRODUCTS IN

TERMS OF THE THE PROBLEMS
THEY SOLVE FOR BUYERS- NOT
THEIR FEATURES.
Write 5 typical “Implication
Questions”
• PROBLEMS
• PROBLEMS
BUYER
• PROBLEMS
• PROBLEMS
• PROBLEMS
. . . but what are the implications?

???
INEXPERIENCED
SELLER
Solution
Solution
Solution
Many experienced
sellers link solutions
to problems too soon Solution
Implied needs are a statement
of wants and desires?
No???
A customer with a large
problem is ready to accept a
solution?
No???
One may have a …
Problem. Difficulty. Dissatisfaction

But the buyer must be ready to
perceive that he has the a need
and that his problem is serious
enough to justify the cost and
hassle of finding a solution.
So the seller must establish and build
the pain by Implication Questions
YOU HAVE BUYER THINKS
SOLUTION NOT WORTH COST
• Our design software • IMPLICATIONS

allows you make • New products slow to
design revisions much market
faster • Higher design costs
• Lose best designers
POSSIBLE IMPLICATION
QUESTIONS
o What will you do if your telephone lines are
down for 72 hours?
o If you receive a long distance call and
cannot hear clearly then how do you feel?
o How do you feel if you have to make ten
complaints to rectify your phone and after
that to bribe the linesmen to make it
happen?
• IMPACT: Most powerful of all SPIN
questions. Top salespeople ask lots of them..
THESE ARE THE HARDEST TO ASK

AND MUST BE PLANNED CAREFULLY
BEFORE KEY CALLS
Write 5 typical “Need pay-off
Questions”
• How much business would you loose if your
phone did not work for 24 hours?
 UNLIKE THE OTHER 3 THEY FOCUS ON

SOLUTIONS.
 THEY GET THE BUYER TO TELL YOU
ABOUT THE BENEFIT YOUR SOLUTION
OFFERS
 YOUR FINAL PRESENTATION CAN BE
FOCUSSED ON ACKNOWLEDGED NEEDS
• IMPACT: Constructive questions always
used by top sales people and have positive
affect on buyer.
BUYER SHOULD DO THE TALKING

AND BE ALLOWED TO CONVINCE
HIMSELVE
THE SPIN PROCESS
WHAT IS YOUR
G:S
RATIO?
SEEKING IS MORE PERSUASIVE THAN GIVING.
SEEKING MEANS
ASKING QUESTIONS
GETTING TO KNOW YOUR CUSTOMER “NEEDS”
UNDERSTANDING CUSTOMER “PROBLEMS”
UNDERSTANDING HOW YOU CAN SOLVE HIS PROBLEMS”
UNDERSTAND HOW YOU CAN “BENEFIT HIS NEEDS”

Preliminaries
Which stage is missing?

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

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

impact!
Problems
It begins in the form of
Difficulties Problems, difficulties or dissatisfactions.
These are Implied Needs.
Dissatisfactions
Clear, Strong
When needs have developed into

Wants or Desires
Wants and Desires we call them Explicit Needs.
Needs
Need to…
Outweigh c o s t s!
Don’t Buy
Buy
Hassle
Explicit Need Risks
Explicit Need Hidden Extras
Explicit Need Cost
Perceived value The cost of the

Buyer solution
CONTINUATION & ADVANCE
SIMPLE VS COMPLEX SALES
SALES
CALL
Possible
Outcomes
SALE CONTINUATION ADVANCE

OR Discussion Agreement
REFUSAL continues on action which
TO BUY no action moves sale forward
CONTINUATION OR ADVANCE?
o I liked your presentation. Let’s meet again

sometime and discuss further.
o I cannot make this decision, but I’ll arrange
for you to meet our Operations Manager.
o We would have to see the system in action.
Can you arrange a demonstration?
A customer states a problem
You can solve it!
Should you… immediately
offer your solution?
No !
Implied needs!
Implication questions demonstrates
Concern on the effect that the

problem is having
Understanding of the issues and their
consequences
The timing…
Situation Qs. first
… Establish the key facts
Problem Qs. next

… Uncover the implied needs
Implied Qs. last

… Develop and extend implied needs
Implication Qs. They...
Ensure your solution

has maximum impact !
Build credibility and

demonstrate concern !
When you uncover an implied
need…
Hold back !
Develop it !
… Offer your solution

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

… shifts attentions from
Problems to Solutions
It tells you the value of the benefit

PUTTING SPIN INTO
PRACTICE
• TWO KEY FACTORS
• PLANNING – Thinking through your
SPIN questions and advances and putting
them into a call plan
• PARADIGM SHIFT- Shifting your
perspective away from product and
towards problem solving e.g. Xerox Corp.
The roadmap …
Situation
Questions Implied
Needs
Problem
Questions
Implication
Questions
Need-payoff Explicit
Questions Needs
BENEFITS
IMPLIED OR EXPLICIT NEEDS ?
• I need help in forecasting sales better • Explicit
• I’m worried about increasing • Implied
competition
• Our customers are having to wait too
• Implied
long- we’ve lost some!
• We need to be able to send messages
automatically to our sales team • Explicit
• Our communications systems aren’t as • Implied
flexible as they should be
NEEDS ACROSS FUNCTIONS
• You can increase the strength of the need by
looking at the clients entire business process
to link different functions.
• Link the needs you uncover and help buyers
to understand how needs are connected.
• Look for ways to link individual problems
into an overriding one which affect whole
organization.
PROBLEM OR IMPLICATION
QUESTIONS?
• Are you concerned about • Problem
increased workload?
• How has the increased workload • Implication
affected staff turnover?
• Have these staff problem led you
• Problem
to lose clients?
• How have you been handling the
staff shortage? • Implication
WHAT GOES INTO GOOD
IMPLICATION QUESTIONS?
• Planning- they do not flow automatically so
don’t ‘wing’ it!
• Business knowledge- You have understand why a
problem might be important to the buyer and
what the business issue are
• Application knowledge- You must able to make
the link between your product and their problems
to be able to select the right Implied Needs
• Divert the buyers attention from problems you
can solve from problems you can’t solve
• Timing. Always before introducing solution to
Explicit Need.
NEED- PAYOFF QUESTIONS
• They probe the Explicit Needs
• Reduce objections because cause buyer to
explain solution
• Move discussion forward towards action
and commitment
NEED-PAYOFF QUESTIONS?
• How much would you save annually • Need-payoff
if we could eliminate your seasonal
overtime costs?
• Are you worries about the • Problem
unreliability or your current system?
• Has staff shortage caused you to miss • Implication
important calls?
• How important is it to double your • Need-payoff
response time?
BE AN I.C.E. MAN (OR MAIDEN)!
Development of Need-payoff Questions
STRENGTH OF YOUR PRODUCT

e.g. faster
IDENTIFY CLARIFY EXTEND

How useful would it be Is speed important to Could a faster
to have a be able to handle system free your people
faster system? more clients? up to do other things?
Ask these questions after developing the seriousness

of problem through Implication Questions but before
describing your solution.
Roleplay, videotaping &
feedback
Understand the value of closing the sale
Learn it !
“Close”
It starts with a “C”
C stands for conviction
Take C out and you have Lose
The heart of your sales career
Selling is a transference of feeling
In order to transfer feeling

You got to have the feeling
Believers are closers !

The “believer’s” close
… we believe so deeply. So completely. So fervently

in what we are selling that we can’t understand why
other people don’t buy
A belief base needs to be…
Tied directly to the heart

The shortest route is from the heart into the
customer’s pocket
Closers own what they sell
The critical step is the step of honesty

Your total conviction, your belief that it is truly the
best buy
Can’t afford it
Unless you own it you can’t sell it

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

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

…look for acceptable outcomes
Closure
Split the difference!

… partly yours & partly mine
Closure
Or Or
Suggest acceptable alternatives

Closure
Be assertive not aggressive!

Closure
If not satisfied do not sign!

Closure
??
Does he have full authority?

Closure
If we came up…
If I reduce the…
If...
If I give you…
First make a hypothetical proposal
Hypothetical proposals are not commitments
Test the issues important to the opposition
Some closing techniques…
The picture close…
Been to a 5 star Hotel recently ?

Asked for a …Green salad ?
No ! We don’t have that on the menu !
You can however order …
“A sensuous salad. A painter’s palate. A colourful array of fresh
spinach leaves mingled with ripe red tomatoes. Shredded
cucumber topped with onion rings and tossed with their superb
white sauce dressing !”
Yes Sir ! Hotels are word merchants
They know how to throw their words around to describe their food
The picture close…
Roleplay
Situation
In colouful words describe how you would sell the

benefit of a trouble free telephone connection to the
customer
The fear close…
You walk into a petrol station

The attendant lifts the hood of the car. He checks the oil
“My G-o-d ! You need 3 litres of oil”
“ 3 litres?”
“Is there no oil in the engine at all ?”
The attendant turns around and tells you …
“The oil in the car is awfully dirty. It will damage your engine. It
won’t take 5 minutes I can change it for you.”
The attendant has put the fear into the mind of the car owner. The
car owner can ignore the attendant but damage the car engine.
What do you recommend he does?
The fear close…
Roleplay
Situation
You only have a limited number of connections to offer in this
territory
Use the fear closing technique to sell him the scheme
The post selling close…
I recently purchased a car. Less than 72 hours of bringing the car
home. This is the letter I received.
Dear Mr. Khetarpal,
This is just to thank you for your courtesy and the trust and
confidence that you placed in buying the car from Vivek
automobiles yesterday. I very much enjoyed talking to you. I am
proud that you are now the owner of a car from our showroom. I
am sure that you will be pleased with the performance of the
vehicle. I shall be in touch with you in the future to see if I can be
of any service to you. If you should need any assistance of any
kind please feel free to contact me.
Yours truly,
This letter gives assurance to me that I purchased the right car. It
also told me that the dealership appreciates my needs and will look
after my interests.
The post selling close…
Activity
You have just made your first sale to your customer …

What letter post sale would you write to him so that you create a
long term relationship.
Other closing techniques …
The “building trust” close
The “Challenge” close
The “Special occasion” close
The “emotional” close
The “opportunity” close
feedback
Your response !
Look for similarities

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

Tabling the issues
We tell you… Our thinking!

What are we thinking?
You tell us…

What are you thinking?
Your thinking!
Q s
Questions. Ask many many questions
Uncovering needs
Uncover needs. Ask why?

Clarify !
Turn Implicit needs

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

Trade concessions
Offer the smallest concession first
You may not

need to go so far
Judge how much you need to yield

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

in return
Each concession is a
serious loss to you
Make major
concessions on
minor issues
Make minor
concessions on
major issues
Take a long term view
Cast doubt on the validity of opponents information
Test the validity of the opponents claim
Strengthen your position
Power
is in the head
Cast doubt on validity of opponents

information
Look for errors of logic. Omissions of

fact.
Don’t attack individual personalities

… specially competitors
Show emotions. Convey feelings!

Test the validity of the opponents claim

“The price is too high? ”
Prospect forgets price but
remembers quality
Good things are not cheap !
Cheap things are seldom good !
But…You must still close
There is a fear factor
Fear of making a mistake
Are you the right kind of person
Is it the right product?
Using the right technique
With the right motive
Well… you have a good chance!
Closing is a learned skill
Not a natural one
Skill can be acquired
Are you willing to make the effort?
Implementation
On reaching the agreement

Put it into your report
Draw up an action plan

Put the plan into effect
Monda Thursd
y
Tuesday ayFrid
WEDNESDAY SATurday
ay
Schedule the implementation
Breakdown
The longer the breakdown

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

becoming irretrievable
The value adders !
Show him sales turnover
Talk about inventory holdings
Talk about working capital
Show him the customer pull
Tell him about customer loyalty
Are you able to raise the value of the
product In the prospects mind?
The minute...
Value equals the price
Value exceed the price
You now have...
“A hot prospect”
Or
The more the features describe
The more likely the sale ?
No!
Features!
They are the characteristics of your

product
They are neutral
Not very persuasive
They create low impact
…to be used restrictively!

Advantages!
Show how your product or service can

help the customer
Are more persuasive than features
Can have high impact early in the cycle
Impact dilutes with the sale progress
…to be used with caution!

Benefits!
Show how the product meets an explicit

need
It is the final step in the need development
process
The most powerful of sales behavior
… To be used only after need

has been expressed
FEATURES. ADVANTAGES. BENEFITS.
Benefits
Hi (high impact always)
(initially high but

quickly falls off)
Impact on
Customer Advantages
Features
(low impact always)
Hi
Lo Contact Contact
Features lead to price concerns
Advantages result in objections
Benefits receive…
Support & Agreement
Commitment !
More often you use the closing

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

after you have built the value
feedback
Bharti Telenet Limited
Day 2
Indus Corporation
“HI IMPACT SELLING”
DAY# 2
09:30-10:00a.m. Icebreaker
10:00-11:15a.m. Customer profiling
11:15-11:30a.m. Tea/Coffee
11:30-12:15p.m. Role plays, video taping & feedback
12:15-1:00p.m. Objection handling
1:00-1:45p.m. Lunch
1:45-2:45p.m. Communication skills & roleplays
2:45-3:15p.m. Empathy
3:15-3:30p.m. Tea/Coffee
3:30-4:15p.m. Active listening & roleplays
4:15-5:30p.m. Lead Management
The sales person type !
• The fatalist
The exasperator
The appraiser
The relator
The love motivated
The client type !
The silent listener

The critical examiner
The friend
The aggressive client
The competitor’s friend
CLIENT BEHAVIOURS
Types Characteristics Behavior
• Result/assertive • State purpose
• Takes risk • Be honest & open
Professional • Open, honest, confident • Seek permission to go
ahead
• Technology conscious
• Seeks value
• Highly knowledgeable
• Aggressive
• State purpose
• Wants best deal
• Tell benefit
• Self focussed
Bargaining • Check for
• Low loyalty understanding
• Conservative
• Egoistic
• Avoids risk
• State purpose
• Takes time
• Assure
Security • Solicits others opinions
• Clarify & go ahead
• Goes for tried & tested
products
• Price is important
CLIENT BEHAVIOUR MODEL
Dominant
B P
Closed Open
Sub dominant
CUSTOMER PROFILING
Hostile Warm
X
The behavior measurement !
Somewhat more warm than hostile?
The problem...
“Do not have adequate information to read
customer behavior”
CUSTOMER PROFILING
…a better alternative
Dominance
 Power
Status  Self esteem Self actualisation

 Autonomy  Achievement  Power
 Recognition Constitutional
 Security  Belonging
Hostile Warm
 Security
 Nurturing
 Basic/psychological
 Affiliation
 Security  Security
Submission
CUSTOMER PROFILING
Indicates movement when

motivational needs are
threatened or denied
…satisfaction moves behavior to the

upper right quadrant
CUSTOMER PROFILING
I Dominance
…towards
IV
…towards assertiveness, pursuit
aggressiveness & of quality, open to new
unpleasantness ideas. Improved
process & result
Hostile Warm
…towards
agreeableness but
…towards mistrust with insecurity &
& avoidance of inability to fulfill
commitment commitments
II Submission
III
PERSONALITY PROFILING
Hot button
High Directive
SOCIABLE HARD-
Need
Personable Determined DRIVEN
Dynamic Practical
Recognition Risk taker Insensitive Winning

Impatient Critical
Dependent Manipulative Aloof Independent
Caring Precise
Enthusiastic Thorough
Sensitive Consistent
Helping Being Right
Impracticall Risk-
avoider
Indecisive
Low Directive Withdrawn
DEVOTED Need DETAILED

CUSTOMER PROFILING
Quadrant IA Hostile - Dominant

Key motivation: Desire for security
Motivation satisfaction strategy:
“Attack is the best form of defense”
People characteristics
•
•
•
•
CUSTOMER PROFILING
Quadrant IA
Hostile Dominant
PEOPLE CHARACTERISTICS
• Brag incessantly
• Drop impressive names & misquote “authorities”
• Interrupt impatiently and often
• Are unreasonably stubborn
• Are argumentative without calls
• Make broad generalisations & sweeping statements
• Are dogmatic & opinionated
• React without hearing the whole story
CUSTOMER PROFILING
Quadrant IA
Hostile Dominant
HANDLING TECHNIQUES
• Be courteous but firm & assertive
• You have nothing to lose
• Ask closed questions frequently and keep control
• Avoid justifying yourself, your product or idea
• Stick to demonstrable fact whenever possible
• Test every gross assertion politely but firmly
• Expect to meet resistance to closing
• Expect exaggerated objections
CUSTOMER PROFILING
Quadrant IB Dominant - Hostile

Key motivation: Need for status & autonomy
Precision and outward indicators of power
•
•
•
•
CUSTOMER PROFILING
QuadrantIB
Dominant-Hostile
• Are cold and detached
• If angered remain cool but biting
• Are angered if status is underestimated
• Make precise statements when making a complaint
• Are easily offended
• Hold on to their evaluation of their own worth
• React negatively when they perceive personal slight
• Avoid sarcasm
• Demand efficiency & respect
CUSTOMER PROFILING
Quadrant IB
Dominant-Hostile
HANDLING TECHNIQUES
• Stress benefits which offer prestige & recognition
• Expect “I don’t need you” response-temporary rejection
• Show conviction and strength
• Not aggression
• Be courteous
• Precede all questions with a benefit
• Only ask for information you really need
• Never use leading questions
CUSTOMER PROFILING
Quadrant IIA Hostile-Submissive

Key motivation: Security express through
abnormal demands for protection
“What if” concerns
•
•
•
•
CUSTOMER PROFILING
Quadrant IIA
Hostile-Submissive
• Express doubt about any statement made
• Think up unlikely scenarios of what could go wrong
• Demand totally unreasonable guarantees
• Niggle and complaint
• Doubt the validity of any new idea
• Ask questions many of which are impossible to answer
• Give little if any information in return
• Ask you “Why you want to know”
• Use aggressive body language but weak in behavior
CUSTOMER PROFILING
Quadrant IIA
Hostile-Submissive
HANDLING TECHNIQUES
• Remain patient even in the phase of disbelief
• Assure and reassure to illustrate safe application
• Give guarantees in writing where possible
• Stress benefits which provide stability and low risk
• Show genuine concern for customer’s needs
• Spend time exploring the buyers key objectives
• Ask safe closed questions until they begin to open up
• Quote prestige users of your service or ideas
CUSTOMER PROFILING
Quadrant IIBSubmissive-Hostile
Key motivation: Fear of becoming
committed or involved
Avoidance, withdrawal
•
•
•
•
CUSTOMER PROFILING
Quadrant IIB
Submissive-Hostile
• Maintain physical distance from others
• Move away from those in authority
• Tight-lipped if questioned
• Say nothing unless sensitively probed
• Avoid commitment by any possible means
• Are reluctant to take even minimal risk
• Appear ill at ease when in company
• Refuse new ideas without listening to arguments
• If forced to chose will pick low risk options
CUSTOMER PROFILING
Quadrant IIB
Submissive-Hostile
HANDLING TECHNIQUES
• Approach slowly
• Offer help as an opportunity to get into conversation
• Ask safe closed questions
• Keep away from personal questions
• Stress benefits which minimise risk
• Leave no doubt that benefits are without risk
• Ensure ideas are accepted before moving on the next
• Avoid aggressive body language
• Expect silence and wait for responses
CUSTOMER PROFILING
Quadrant IIIASubmissive-Warm
Key motivation: These people want to be
loved. Affiliation to the extreme
Tries to be all things to all people
•
•
•
•
CUSTOMER PROFILING
Quadrant IIIA
Submissive-Warm
• Become falsely enthusiastic about any idea
• Ramble incessantly. Talk at length on unrelated subjects
• Respond quickly and positively to any suggestions
• Cause confusion and claim any role or authority level
• Avoid raising objections
• Are readily convinced but takes time to close
• Have time for anything but the job in hand
• Promises anything but rarely keeps promises
• Despite signed contracts are likely to go back
CUSTOMER PROFILING
Quadrant IIIA
Submissive-Warm
HANDLING TECHNIQUES
• Use closed questions
• Don’t get sucked into irrelevant discussion
• Stress benefits seen as doing something for others
• Focus on the business and leave limited room for
gossip
• Personalise the discussion use first name and often
• Be firm but make it feel like support
• Show that the two of you are operating as a team
• Probe for hidden objections
CUSTOMER PROFILING
Quadrant IIIB Warm-Submissive

Key motivation: A desire to do maximum
good for maximum people
Actively pursues for welfare of others
•
•
•
•
CUSTOMER PROFILING
Quadrant IIIB
Warm-Submissive
• Are intent on being pleasant
• Respond positively to suggestions which do not
threaten others
• Try to pick out the benefits of neutral ideas
• Will procrastinate rather than reject repugnant ideas
• Give impression of agreement despite strong
reservations
• Sometimes take on more than they can fulfill
• Are at the forefront of social activities
CUSTOMER PROFILING
Quadrant IIIB
Warm-Submissive
HANDLING TECHNIQUES
• Present ideas and benefits that help other people
• Maximise opportunities for personal interaction
• Monitor and supervise implementation of that which is
impersonal and important
• Do not assume lack of opposition means agreement or
commitment
CUSTOMER PROFILING
Quadrant IVA&B Warm-Dominant-Warm

Key motivation: A strong desire to do a good
job
To produce a quality output
•
•
•
•
CUSTOMER PROFILING
Quadrant IV A&B
Warm-Dominant-Warm
• Express views clearly & frankly
• Reject political solutions
• Ask pertinent and searching questions
• Admit their lack of understand and knowledge
• Concentrate attention on what can be achieved
•Place high demand on others values and principles
•Demand high levels of achievement
• Avoid blaming others
• Are comfortable to own a problem
CUSTOMER PROFILING
Quadrant IV A&B
Warm-Dominant-Warm
HANDLING TECHNIQUES
• Prolonged searching for ideal solutions when the
acceptable is at hand
• A tendency to delegate rapidly followed taking over “to
show how it is done”
• They will change your best ideas to improve them-but at
the least they were acknowledge the idea as yours
YOUR BEHAVIOR STYLE
THE GAME
THE 5 BEHAVIOUR PATTERNS
1 Accommodating
2 Avoiding
3 Collaborating
4 Competing
5 Compromising
5 Behavior Patterns
#1 Accommodating
You are wrong. You allow a better position to be heard
Issues are more important to others than to you.
To satisfy others & maintain cooperation.
To build social credits for later issues.
To minimize loss when you are outmatched and loosing.
When harmony and stability are especially important.
To allow subordinates to develop by learning from their
mistakes.
5 Behavior Patterns
# 2 Avoiding
When an issue is trivial or more important issues are pressing.
When you perceive no chance of satisfying your concerns.
When potential disruption outweighs the benefits of resolution.
To let people cool down and regain perspective.
When gathering information supersedes immediate-decision.
When others can resolve the conflict more effectively.
When issues seem tangential or symptomatic of other issues.
5 Behavior Patterns
# 3 Collaborating
To find solution when both sets of concerns are too important to
be compromised.
When your objective is to learn.
To merge insights from people with different perspectives.
To gain commitment by incorporating concerns into a consensus.
To work through feelings which have interfered with a relationship.
5 Behavior Patterns
# 4 Competing
When quick, decision & action is vital (emergencies)
On important issues and unpopular actions
On issues vital to company welfare when you know you’re right
Against people who take advantage of non competitive behavior
5 Behavior Patterns
# 5 Compromising
When goals are important, but not worth the effort.
When opponents with equal power are committed to
mutually exclusive goals.
To achieve temporary settlements to complex issues
To arrive at expedient solutions under time pressure.
As a backup when collaboration or competition is
unsuccessful
Behaviour styles
Assertive
Competing Collaborating
Shark Owl
Compromising
Attempting to Fox
satisfy one’s own
concerns
Unassertive
Avoiding Accommodating
Tortoise Teddy bear
Uncooperative Cooperative
Attempting to satisfy others’ concerns
Objections are the signs of interest
And therefore …
A good thing???
Sorry!
Objections are a sign that there is a

mismatch
Objection handling
If you hear a negative reaction

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

of your product?
If you can’t meet a need …
Ask why?
OBJECTION HANDLING
Perception Perception of
of need capability
Important High
Unimportant Low
4 types of objections
• Value objections
• Capability Can objections
• Capability Can’t objections
• Non issues
Value objections
• Use SPIN
• Build value before solution offer
• Upgrade the need which has been
devalued or denied
• Avoid stating the solution capability
Capability Can’t Objections
• Acknowledge if you don’t have it

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

• Demonstrate your capability
• Show proof dispel doubt
Non issues
• Don’t explore these!

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

… virtually every sales person encounters this
Directly or indirectly
The prospect suggests that the product is
A little out of line
Is ridiculously and unreasonably over priced
Price objection !
How do you deal with that?

Price objection !
A suggestion …
Challenge the prospect !
Ask him?
“The price (pause) is ridiculous?”
(Your voice inflection…make it sound like a question)
Price objection !
The challenge…
You are forcing him to defend his statement
Instead of you justifying the price
Quite a difference!
What?
One puts you in defense
The other puts you on the offence
The results can be substantially different
Price objection !
“The fear of loss close”

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

Do you have unused cosmetics?
A discount sale !
“Worth it ? ”
Should you have paid the regular price?
“What is the price you paid? ”
What did it cost you?
“Cheap”!
It costs more !
“We’ve decided…it is easier to explain
price one time than…to apologize for
quality for ever ”
“Prospect has said no, he wont pay you
more for the product or service than he
feels it is worth ! ”
You persist!
Will he buy ?
You cant change or lower the price
But…you can dramatically the value
“Roleplays”
9
Counter strategies
9 Counter strategies
Know your walk away…
1 Your price. Your terms. Your deliberables
… The least you will accept
More the variable ‘U’ have. More the options
… The better your options to close the deal
Focus on price &
…. ‘U’ increase animosity.
2 When under attack listen…

If custoemrs have locked into a position
Your brilliant arguments are of no good
When under attack.
Do no defend or counter attack.
It will generate heat.
3 Keep the customer talking

New info will room for movement
Listening without defending will defuse anger
If ‘U’ are listening you’re not making concessions
4 Recap frequently
Summarise helps maintain momentum
New issues are not raised at the last moment
It reassures customers ‘U’ are listening
Assert your company’s needs

5 Too much focus on customer needs
It can work against you
Bargaining requires dual focus
Solve the problem to satisfy both parties
Failure to assert company needs leads to
unnecessary concessions
6 Commit a solution if it is certain to work

Don’t dig into a position. Suggest hypothetically
Invite customers to search for the solution together
Don’t definitely agree unless overall deal make sense
… agree to ‘X’ provided ‘U’ agree on ‘Y’ & ‘Z’
7 Save the hardest for the last

Don’t start with the toughest
Resolve the easy issues it creates momentum
Discussing easier issues will cover additional variables
Customer may see value of exploring new approaches
8 Start high concede slowly

Start with something ‘U’ can afford to lose.
Let them win. Praise his skill
Don’t be candid ‘U’ will get cleaned out
For every concession given get something in return
Begin by giving what customer values highly
but incremental cost to ‘U’ is low
Customisation. Quality. Convenience.
Preferred treatment. Credit. Service.
Concede in small increments. Take time.
Not taking time is money
Don’t get emotionally blackmailed
9 Buyers use anger
3 ways to counter
Withdraw
Listen silently but do not reinforce
React & shift to non emotional issue
Remember…
“I insist on” …try not to lay down the law !

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

And finally…
Main objective … not be conceded !

Small points …accommodate !
“The wheels of diplomacy turn on the grease

of ambiguity”
…a little ambiguity may enhance a proposal !
EFFECTIVE COMMUNICATION MODEL
Step 1
Step 5
Communication
The acid test
effectiveness
Personal Step 2
Communication
RESPONSIBILITY options
Step 4
Organisational
Listening
Step 3
Communication
process
LORD GANESH JI
Lord Ganeshji’s big head inspires us to

Think big and think about the customer
The big ears prompt us to

Listen to the needs of the customer
The narrow eyes point to

Deep concentration to do what the
customer wants well and quickly
The long nose tells us to

Poke around inquisitively to learn
what the customer wants
The small mouth reminds us to

Speak less and listen to the customer
Worship Lord Ganeshji

Learn to worship your customer
COMMUNICATION
Quotable quotes…
“God gave us two ears and one mouth

It might be…
He intended us to listen twice as much as we speak”
The difference between you and me is only one of hearing

Where you hear a door close I hear a door open
The more noise a man or motor makes

The less power there is available
A soft voice is heard long after the shout

Gentleness is stronger than anger
The face, specially the eyes and the heart account for almost half of our
communication
If someone remembers your suit and not your smile then…

You didn’t smile enough
PERCEPTION
A matter of perception...
Young or old?
THE PERECEPTION GAP !
Do you see the arrow pointing downwards?

Can you see the monster?
Your perception
Chicken? Lion? Dog?

Perception & understanding of others
It is a rainy night. But there are two There has been a bad car
parking places directly in front of accident. The driver of the
the store that are occupied by just car parked carelessly,
one driver. The driver has left the taking up two spaces, had
car at an angle with part of it in both driven to the drug store to
places. get to a telephone to call an
ambulance and the police.
Was the driver being considerate? Any change in feeling? How

What are your feelings? What is about your attitude toward
your attitude towards this driver? the driver?
COMMUNICATION
How well do you
communicate?
EFFECTIVE
COMMUNICATION
…Establishing the communication gap !

EFFECTIVE COMMUNICATION
…your frustration level!!

You can not ask questions! You can not clarify!
How do you feel?
Sender’s feelings Receiver’s feelings

Were you understood? Did you understand?
INFORMATION & PERCEPTION
Your brain…it is bombarded by... Influenced by…

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

by your state of mind
LEARNING EXERCISE
Imagine a good communicator

Need development…..Excellent
...List his/her characteristics
____________________________________ 1 2 3 4 5 6 7
____________________________________ 1 2 3 4 5 6 7
____________________________________ 1 2 3 4 5 6 7
____________________________________ 1 2 3 4 5 6 7
____________________________________ 1 2 3 4 5 6 7
Communication consists of…
COMMUNICATION
YOUR MESSAGE YOUR BODY YOUR LISTENING

LANGUAGE ABILITY
- CLOTHES YOUR WEAR

- GESTURES
- EYES EXPRESSION
- TONE OF VOICE
- BODY LANGUAGE
13% + 80% + 7%
= 100%
It is not what you say but how you say it!
Communication
Your body language!

NON VERBAL BEHAVIOURAL ASPECTS
Environment Eye contact
Body space
Hand shake
NON VERBAL
Body
COMMUNICATION Timing
posture
Facial
expressions Dressing
style
Gestures Voice
The Eyes
Dilated pupils signify:
Little light, great interest, honesty, frankness, openness, sexual interest, consumption
of alcohol, relaxation and well being
Contracted pupils signify:
Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang
over, consumption of certain drugs.
Head and shoulders
A raised head
A raised head signifies openness, interest, winner attitude, control over the situation
A lowered head A tilted head
A lowered head indicates

doubt, defeat, contempt, A tilted head side ways
dissatisfaction, fear and means interest, curiosity
insecurity. or flirtation.
REMEMBER…
If you are reading the customer’s body language
The customer is reading your body language
If you
Raise your shoulders
Blow your hair
Seem impatient
Speak with a tired or bored voice
The customer can easily think that you are not
interested in your job
If you don’t control the situation
You are not likely to make the sale
Read the face
The face is the most expressive part of a person.
The shape of the mouth and the angle of the eye brows are expressions of
Moods, feelings, sorrow, happiness, anger, hostility, doubt.
Are you a good face reader?

What are the feelings and moods?
A B C D E
F G H I J
Read the face
Answers
A B C D E
Indifferent Very sad Happy Childish Poker
F G H I J
Sad Very angry Naughty Bored Suspicious
Step 1
Step 5 Communication
The acid test
effectiveness
Personal
Step 2
RESPONSIBILITY Communication
options
Step 4 Organisational
Listening
Step 3
Communication
process
LEARNING PREFERENCE
SEEING
HEARING
IDENTIFY YOUR STYLE! DOING

LEARNING PREFERENCE
Find the one that best describes you
I learn best when…
1. I can watch a video
2. I hear a lecture
3. I get on the job training
When driving I like to...

1. Look at my surroundings
2. Listen to music or tapes
3. Enjoy the experience of driving
I am most successful with a new computer function when...

1. I can read the manual
2. There is music playing during class instruction
3. An instructor lets me try it several times
I can assemble something best when... I often hear myself saying...

1. I have printed directions 1.” I see what you mean.”
2. I can listen to a tape of directions 2. “This sounds great.”
3. I watch someone else assemble the item first. 3. “I feel good about this.”
RECOGNISE LEARNING PREFERENCES
How to recognise the visual learner.
• “I see.”
• “Please show me.”
• “May I read the instructions?”
Tips for connecting with the visual learner

• Build reading or viewing into the presentation
• Have printed directions (job aids)
• Provide documentation
• Follow up with a written letter
• Use:
- Printed lists
- Graphics
- Charts
“Visual learners take in a lot of information but may not be able to do anything
with it unless a written or very structured action plan is shown to them.”
How to recognise the auditory learner.

• “I hear you.”
• “This sounds great.”
• Notice this learner listens to a lot of music
• This learner notices and enjoys rhythm.
Tips for connecting with the auditory learner

• Use lectures and discussions
• Make sure the presentation content is clear
How to recognise the kinesthetic learner.

• “How do I do this?”
• “I feel…”
• “Could I try this now?”
Tips for connecting with the kinesthetic learner

• Use “on-the-job” training
• Minimise use of printed materials
• Include hands-on activities and role-plays
• Have patience with errors
Step 1
The acid test
effectiveness
Personal
Step 2
options
Listening
Step 3
Communication
process
THE COMMUNICATION PROCESS
SENDER
MESSAGE CHANNEL
ENCODING
MESSAGE MESSAGE
MESSAGE
FEEDBACK RECEIVER DECODING
Message received is rarely sender intended!

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

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

Visual Written reports
Oral E-Mail
Whilst Encoding & Decoding:

Retranslation At receiver point:
Knowledge Cultural background
Skill Perceptions
Attitude
CHOICE OF CHANNEL CONTD.
The rich! The poor!

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

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

• Skill
• Attitude
• Knowledge
• The social cultural system
VOICE
Vary it
Pitch
VOLUME Keep it up !
Tone & Tune A flat tone puts people to z z zz z

 A mumbling delivery
Pace …makes you seem unsure
Turn up the amplitude dB and frequency Hz

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


 

ACTIVITY
Monday Thursd
ay
Tuesday
WEDNESDAY
Starting with Monday Frid
Recite the days of the week aloud SATurday
ay
SUNDAY
Starting with January
Recite the months of the year
Inject as much colour as you can

// Long pause
> Speak louder
/ Short pause
< Speak softly
Emphasise the point
A good voice...
Expressions Pleasantness
Alertness Naturalness Distinctness
Qualities of a good voice
Alertness: Show that you are wide awake,

ready to help
Expressions: Talk at a moderate rate and
volume, but vary the tone in your voice.
This will add up to what you say.
Naturalness: Use simple language. Avoid
technical terms (jargon) and slang.
Pleasantness: Put a smile in your voice
and sound welcoming
Distinctness: Speak clearly and concisely
Send a positive attitude by the

SOUND OF YOUR VOICE
USING THE SPOKEN VOICE: THE CRITERIA
• Articulation
• Clarity
• Warmth
• Friendliness
• Courtesy
• Charm
• Persuasiveness
USING THE VOICE FOR IMPACT
The 4 P’s
Project your voice

Pronounce carefully
Pause frequently
Pace varied
MERK
Modulate the tone

Emphasise certain parts
Repeat key words
Keep eyes away from notes
COMMUNICATIONS BARRIERS AND
MEDIUMS
ACTIVITY
...How would you invite someone
• Who you don’t like?
• You disagree with?
• Who’s boring?
• Who’s interesting?
Step 1
The acid test
effectiveness
Personal
Step 2
options
Listening
Step 3
Communication
process
LISTENING
ACTIVITY
THE CHINESE WHISPER
A Road Accident!
“A car was travelling from Delhi to Agra. A

bus was coming from the opposite
direction. The bus hit a culvert and then
the car on its right side. The car wen off
the road and hit a electric pole. The driver
fractured his left leg. The bus hit a truck
coming from the other side. The bus
driver died on the spot. The truck driver
was rushed to hospital.”
- ve listening
Or
+ ve listening
LISTENING-THE MOST IMPORTANT
Reading Writing
16% 9%
Talking Listening
35% 40%
Most often used for learning

More than reading, writing or speaking
LISTENING
Reading Writing
16%- 6-8 years of training 9%- 12 years of training
Listening
Talking 40%-0-1/2 years of training
35%-1-2 years of training
We receive almost no formal training in how to listen

THREE LEVELS OF LISTENING
Empathetic
listening
Hearing the
words
Tuning in and
tuning out
LEVEL 1 OF LISTENING
Tuning in and
tuning out
• Listen in spurts
• Somewhat aware
• Pays attention to self
• Listens, no response
• Fakes attention
• Thinks about unrelated matters
• Makes judgements
• Forms rebuttals or prepares advice
• Thinks of what she wants to say next
• Displays a blank stare
• Wants to talk not listen
Hearing the
words
• Stays at the surface level of communication

• Makes little effort to understand what the speaker really
means
• Listens logically
• Listens with concern about content but not feeling
• Remains emotionally detached
• Leads to dangerous misunderstandings because listener is
only barely concentrating on what is said.
… Appears to be really listening

Empathetic
listening
• Conveys listening ability both verbally and non verbally

• Does not judge the talker
• Puts self in the other person’s place
• Is caring
• Tries to see things from the other’s point of view
• Is aware
• Is in this moment
• Pays attention to the person’s total communication, including
body language
• Suspends own thoughts and feelings and listens completely
… Listens from the heart

THREE LEVELS OF LISTENING-ACTIVITY
What can you do to improve your listening?
___________________________________________________________________
___________________________________________________________________
What is your most common level of listening ?

___________________________________________________________________
___________________________________________________________________
How often do you listen at level 1?

__________________________________________________________________
___________________________________________________________________
When?
__________________________________________________________________
___________________________________________________________________
LISTENING ON THE WIDE BAND
Posture, facial expression

Hesitations, silences The wide
band
Emphasis, inflexions
The verbal content

Sender Receiver
Tone and pitch of voice The narrow
band
Things left unsaid
Emotional undercurrents
ACTIVE LISTENING
What’s in a name?
You meet a person…

Why do you forget his name?
Distraction
…wondering what sort of person he is
• Physically attractive or unappealing

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

Distraction prevents you from remembering
Introduced only moments ago
And you forget his name
LISTENING
When I ask you to listen to me…

And you start giving advice
You have not done what I asked.
When I asked you to listen to me…

And you begin to tell me why I shouldn’t feel that way,
You are tramping my feelings.
When I asked you to listen to me…

And you feel you have to do something to solve my
problem,
You have failed me-strange that may seem.
Listen! All I asked was that you listen

Not talk or do-just hear me.
Advice is cheap
LISTENING
Perhaps …
That’s why prayer works,
Because God is mute, and He doesn’t yell
But he DOES listen!
So…
Please listen and just hear me.
And if you want to talk, wait a minute for your turn
And I’ll listen to you.
LISTENING ASSESSMENT EXERCISE
Your colleague is speaking to you. He requires a response. Tick the
response that comes closer to what you would say in the situation.
You are not looking for right response or how you would like to
respond, but how you would, in fact, respond to people in these
situations.
.‘I don’t know what I’m going to do. I’m making all kinds of mistakes, and I know my
boss is unhappy with me. He’s already shouted at me twice.’
a) ‘Why do you make mistakes?’
b) ‘Why don’t you tell your boss how you feel?’
c) ‘It’s unpleasant to have someone shout at you when you make mistakes’
d) ‘Perhaps you boss has good reason to shout at you. You should do something about making so many
mistakes.’
.‘The company policy is supposed to be to hire from within the company. And now I
find out that this new guy is coming in to replace my boss. I had my eyes on that
job; I’ve been working hard for it. I know I could prove myself if I had a chance. Well,
if that’s what they think of me, perhaps I’m not wanted.’
a.)‘It can be disappointing when the company seems to have forgotten about you hiring outside the
company, especially when you put a lot of hard work into your job.’
b.) )‘May be your qualifications don’t compare with those of the new man’.
c) I would make sure they know your view and let them know your interest in advance.’
d) )‘Did they discuss it with you at all?’
.“My superior often makes mistakes and has me handle the situation for him. This way he
avoids confronting the issue directly. To add insult to injury, he says to me, “It’s your fault,
you should watch for these mistakes,’ but they are really his errors…’.
a.) ‘I wouldn’t let anybody treat me in that way’.
b.) ‘You deeply resent the way your boss passes the blame to you for his mistakes, but you’re not sure what exactly
you should do about it.’
c) ‘What kinds of mistakes does he ask you to cover up?’
.“My superior often makes mistakes and has me handle the situation for him. This way he
avoids confronting the issue directly. To add insult to injury, he says to me, “It’s your fault,
you should watch for these mistakes,’ but they are really his errors…’.
a.) ‘I wouldn’t let anybody treat me in that way’.
b.) )‘You deeply resent the way your boss passes the blame to you for his mistakes, but you’re not sure what exactly
you should do about it.’
c.) ‘What kinds of mistakes does he ask you to cover up?’
.‘It happens every time the manager appears in my department. He just takes over as if I
weren’t there. When he does something he doesn’t like, he tells the employee what to do and
how to do it. The employee gets confused, I get upset and finally he leaves. I’m responsible
to him, so what can I do?
a.) ‘You should discuss your problems with your boss.’
b.) ‘When did this start to happen?’
c,) ‘The boss must be the boss, I suppose, and we all have to learn to live with it’.
d.) ‘It upsets you that your manager takes over and gives conflicting directions. You’re not sure what would be the
best way to confront him, on this matter.’
HEARING VS. LISTENING
What’s the difference?
Hearing is… Listening is…

A mental and emotional experience
A purely physical function
…uses logic and feelings
A complex activity
A simple activity
…requires analysis, interpretation,
…you just hear sounds
translation
Requires dedicated effort attention
Automatic; doesn’t take effort
and long-term concentration
A natural function
A learned skill
…unless hearing is impaired
Can take in all sounds Isolates sounds, looks for specific
combined meanings and ideas
Easy Can be difficult and tiring
Everyone who can, hears Few people are excellent listeners

A prerequisite for listening. Listener enjoys what’s being said.
It has no intrinsic value He gets valuable information from it
Yields personal and career benefits
Its not about what you say
Its about how you say it !
Hear what the prospect is saying
Not just what he says
The same words but with a change in your
voice inflection you can make those 8
words say different things
So…
Did you?
Hear what the prospect is saying
And…
Not just what he said
One sentence …
The same 8 words
can mean 8 different things !
“I did not say he stole the money”

That’s a simple factual statement
Implies that it was said, but by someone else
A vigorous denial that you said it !
“I did not saayy he stole the money”
Hints that you might have implied it
But you did not say it
Implies that someone other than the accused stole
the money
You hint that the accused might have “borrowed”
the money but he didn’t actually steal it!
Implies that he might have stolen some money but
not the money
Suggest that he might have stolen something but
certainly not the money !
SOME TIPS...
Always follow the order …

Hear, Understand, interpret and respond
Don’t jump from ‘Hear to Respond’
 Focus on understanding someone’s meaning

Formulate your response only thereafter.
 Avoid interrupting people.

Wait until they have finished making their point
 Ask open-ended questions

Draw out the person’s thoughts and feelings
Use phrases beginning with ‘what’, how’, ‘explain’.
 Attend to the feelings and the content of the

message.
SOME TIPS...
 Avoid close-ended questions

Answered with a “yes” or a “no”
 Use your knowledge of non-verbal behaviour.

Assess the person’s feelings
 Sit or stand squarely facing the other person.

Lean forward to show interest.
 Look and be interested.

WHY SHOULD YOU LISTEN?
 Learn
 Win friends
 Solve problems
 Resolve disagreements
 Better work and more cooperation
 Make better decisions
 Help you perform better
 Prevent potential trouble
 Time to think
 Convey: I love you,… I respect you,… I accept you,… You
are important
Nature has intended us to listen twice as much we talk

Not just hearing
• Resist distractions
SEE
• Suspend judgement
• See the customer’s point of view
• Understand the customer’s feelings
• Show that you are listening
• Remember what the customer says
UNDERSTAND
Good listening tips...
• Maintain eye contact
• Be in receptive posture. Lean forward.
• Stop talking! No interruptions.
• Put the talker at ease
• Look and act interested
• Do not criticise
• Empathise
• Ask questions
• Have patience
• Paraphrase
Listen. Ask questions. Restate.
• Understanding skills help you see the
customer’s point of view
• We need to understand before we provide help
‘RED BUTTON’
Strong emotions. They are barriers.

If you are…
Angry
Anxious
Upset
…It will tie your tongue and block your ears
This is the red button effect
It triggers an emotional reaction
A powerful reaction.
A reaction which overwhelms you.
GREEN FLAG
Flattery! It appeals.
The WIIFM factor
An emotional trap!
People will…
Praise you
Complement you
Flattery…
It will lower your defense guard
Make you misinterpret the communication
Postpone listening to emotionally charged messages.

Calm down!
DISMISSIVE LISTENING
• Make up your mind

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

much before it has been said
Judgmental listening it prompts us to fit people
into convenient pigeon holes
DIAGNOSTIC LISTENING
Identify…
True feelings
Motives
Needs
Pay attention to…

Voice tone
Expressions
Gestures
Postures
Use the PIN approach

‘P’ – Focus on the Positive
‘I’ – Focus on the Interesting
‘N’ – Negative aspects only come last
REFLECTIVE LISTENING
Repeat what you have just heard

Reconfirm what you have understood
It will avoid errors

Clarifies implications
EMPHATIC LISTENING
Put yourself in the other person’s shoes

Empathy
Put yourself in the customer’s shoes

Empathy
It is an action of understanding
Empathy
It is … being aware of
Empathy
It is … being sensitive to
Your empathy: Express it !
Let them know …
• You hear and understand their feelings
• Express feelings when the customer is frustrated or anxious
• Paraphrase customer concerns
• Demonstrate a focus on the customer’s problem
Use phrases like…

“I understand…”
“I am sorry that you…”
“I would be frustrated too if…”
When expressing empathy
The Feel Felt Found Method
Say …
“I understand that you feel …frustrated, angry etc.”
“I felt that way when I was in a similar situation”
“I found that if you … (start directing the customer to a solution)”
Empathy does not mean…

•Agreeing with the customer’s opinion
•Apologising for yourself
•Giving customers whatever they want.
When expressing empathy
The Feedback Method

Ask the customer for a feedback
Example:
“How does that answer your questions?”
“How’s that going?”
“Is that clear?”
“Are you familiar with that?”
“Have you done this before?”
“Any questions about what we talked so far?”
IMPACT OF FEEDBACK
Negative and positive feedback will result in…
DEFENSIVE CONFRONTING
• Denial • Owning
• Rationalisation • Self-analysis
• Projection • Empathy
• Displacement • Exploration
• Quick acceptance • Data collection
• Withdrawal • Expressing feelings
• Aggression • Help seeking
• Humour • Concern
• Competition with authority • Listening
• Cynicism • Positive critical attitude
• Intellectualisation • Sharing concern
• Generalisation • Experimenting
• Pairing • Relating to group
Results in a Results in an
conflicted self integrated self
THE BARRIERS...
# 1 Your message contains errors

Pronunciation of words
Wrong usage of the word
Improper understanding of the facts
These can significantly alter your intended message
# 2 Your message contains ambiguities

Words have more than one meaning
Some typical newspaper headlines…
George Fernandes flies back to front

Does George Fernandes know how to fly!
Can he fly back to front!
American tourist critical…

If the American had been critically injured
He would not have been critical, he would be furious!
THE BARRIERS...
# 3 Messages is misinterpreted
It is not so much the words which lead to message misinterpretation
It is the context in which it is spoken
# 4 Message is misunderstood
You incorrectly assume that your listener has knowledge of a vital piece of
information. Lacking this information they can not understand your
instructions.
# 5 Key points are forgotten

What you say first and what you say last gets most remembered.
Key points in the middle get lost.
# 6 Message interpretation
Listeners hear not what was said but what they thought was said. Their
experiences, backgrounds, biases and emotional state influences their
ability to interpret.
Finally…
COMMUNICATION & REMEMBERANCE

WHAT I WANT TO SAY
YOU NEVER GOT TO SAY

WHAT YOU WANT TO SAY
THIS IS WHAT YOUR

CUSTOMER HEARS
THIS IS WHAT HE
UNDERSTANDS
THIS IS
WHAT HE WILL
REMEMBER AFTER
I AM GONE

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Day 1

Who sells to whom?

Are you selling to the prospect?

The prospect sells to you that he can’t or won’t buy

… feel like this !

… and eat it too !

How can you sell to the Customer

“A very special discount for you

“Really? Sir that is out of

“You drive a hard bargain Sir. 50% is

“Have you noticed our new

Do you feel like this ?

You took a position

Where to hide your face

Where to hide his face

Saving position & saving face

Get thrown out of the window

…This is what you will look like !

Strategic advantage Minimum acceptable

Concern for Concern for the

Sales Troika Balance

SUCCESSFUL SALESPEOPLE ASK

 A PRODUCT IS SOMETHING WHICH

THINK OF YOUR PRODUCTS IN

. . . but what are the implications?

Problem. Difficulty. Dissatisfaction

• Our design software • IMPLICATIONS

THESE ARE THE HARDEST TO ASK

 UNLIKE THE OTHER 3 THEY FOCUS ON

BUYER SHOULD DO THE TALKING

GETTING TO KNOW YOUR CUSTOMER “NEEDS”

UNDERSTANDING CUSTOMER “PROBLEMS”

UNDERSTANDING HOW YOU CAN SOLVE HIS PROBLEMS”

UNDERSTAND HOW YOU CAN “BENEFIT HIS NEEDS”

Which stage is missing?

• Has direct influence on your success

A strong need, your solution will have

When needs have developed into

Explicit Need Hidden Extras

Explicit Need Cost

Perceived value The cost of the

SALE CONTINUATION ADVANCE

o I liked your presentation. Let’s meet again

Implication questions demonstrates

Concern on the effect that the

Problem Qs. next

Implied Qs. last

Ensure your solution

Build credibility and

… Offer your solution

Qs. which probe for Explicit Needs

It tells you the value of the benefit

STRENGTH OF YOUR PRODUCT

IDENTIFY CLARIFY EXTEND

Ask these questions after developing the seriousness

In order to transfer feeling

Believers are closers !

… we believe so deeply. So completely. So fervently

Tied directly to the heart

The critical step is the step of honesty

Unless you own it you can’t sell it

Put yourself in the other party’s shoes

Avoid a win lose situation