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BUT HELP THE CUSTOMER TO BUY|BUT HELP THE CUSTOMER TO BUY
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I once heard a sales trainer narrate the following story, which was possibly a scene on a television talk show.|I once heard a sales trainer narrate the following story, which was possibly a scene on a television talk show.
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The talk show host asked the sales trainer,|The talk show host asked the sales trainer,
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The sales trainer asked, ‘What would you really like to buy?’|The sales trainer asked, ‘What would you really like to buy?’
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There was a pen lying on the table, so the man said, ‘Sell me this pen.’ The trainer asked, ‘Why would you want to have that pen?’ The man said,|There was a pen lying on the table, so the man said, ‘Sell me this pen.’ The trainer asked, ‘Why would you want to have that pen?’ The man said,
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The trainer then asked, ‘Why else would you like to have this pen?’|The trainer then asked, ‘Why else would you like to have this pen?’
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The man replied, ‘It is branded, it will give me prestige, aesthetically it looks nice|The man replied, ‘It is branded, it will give me prestige, aesthetically it looks nice
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and these are good enough reasons.|and these are good enough reasons.
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The trainer asked, ‘What do you think this pen is worth?’|The trainer asked, ‘What do you think this pen is worth?’
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The man said, ‘I would say somewhere about thirty five dollars.’|The man said, ‘I would say somewhere about thirty five dollars.’
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It’s worth about thirty five dollars.’ The sales trainer said, ‘Well, in that case I will let you own it for thirty five dollars!’|It’s worth about thirty five dollars.’ The sales trainer said, ‘Well, in that case I will let you own it for thirty five dollars!’
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Just analyze the above transaction. Who sold what to whom?|Just analyze the above transaction. Who sold what to whom?
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In fact, the buyer really bought the product, but the sales professional was in control because he directed the entire conversation by asking the right questions.|In fact, the buyer really bought the product, but the sales professional was in control because he directed the entire conversation by asking the right quest...
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This is a great example of good professional selling.|This is a great example of good professional selling.
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In other words, the buyer sold himself.|In other words, the buyer sold himself.
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Chapter Eighteen: Listening is Caring.|Chapter Eighteen: Listening is Caring.
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CARDINAL RULE: a good communicator is a great listener.|CARDINAL RULE: a good communicator is a great listener.
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In communication, there are two elements involved: giving and receiving information.|In communication, there are two elements involved: giving and receiving information.
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Both are important, but listening is a little more important because it shows a caring attitude|Both are important, but listening is a little more important because it shows a caring attitude
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and it makes the other person feel significant, which in turn makes them more receptive to your ideas.|and it makes the other person feel significant, which in turn makes them more receptive to your ideas.
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Does it motivate them? The answer is YES.|Does it motivate them? The answer is YES.
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Selling is asking pertinent questions, fact-finding, getting information, LISTENING VERY CAREFULLY|Selling is asking pertinent questions, fact-finding, getting information, LISTENING VERY CAREFULLY
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and then offering solutions.|and then offering solutions.
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Ninety per cent of the solution lies in properly identifying the problem.|Ninety per cent of the solution lies in properly identifying the problem.
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Selling is about problem-solving. Problems can only be uncovered and accurately identified if one listens carefully.|Selling is about problem-solving. Problems can only be uncovered and accurately identified if one listens carefully.
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LISTENING VERSUS HEARING: There is a difference between listening and hearing.|LISTENING VERSUS HEARING: There is a difference between listening and hearing.
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Listening is active, hearing is passive.|Listening is active, hearing is passive.
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Listening is emotional, hearing is physical.|Listening is emotional, hearing is physical.
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Active listening takes this a step further and goes beyond just the spoken words to looking for hidden messages and recognizing feelings. A man comes home from work and switches on the T.V.|Active listening takes this a step further and goes beyond just the spoken words to looking for hidden messages and recognizing fe...
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The children want to talk to their father. He says, ‘Go ahead, I am listening’ and he keeps switching channels.|The children want to talk to their father. He says, ‘Go ahead, I am listening’ and he keeps switching channels.
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After the kids said what they had to, there was no response except a blank and then he asks,|After the kids said what they had to, there was no response except a blank and then he asks,
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‘What did you say?”|‘What did you say?”
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He has heard their voices but not really listened to what they said.|He has heard their voices but not really listened to what they said.
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CREATING A POSITIVE ENVIRONMENT:|CREATING A POSITIVE ENVIRONMENT:
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One. While listening, avoid creating distractions such as playing with a pen or the paper weight or tapping your fingers.It creates competition for your mind.|One. While listening, avoid creating distractions such as playing with a pen or the paper weight or tapping your fingers.It creates competition for your mind.
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Two. Most people do not communicate they simply take turns talking.|Two. Most people do not communicate they simply take turns talking.
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While one is speaking, what is the listener doing in reality? He is thinking of what he has to say next.|While one is speaking, what is the listener doing in reality? He is thinking of what he has to say next.
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When the speaker becomes the listener, he does the same thing.|When the speaker becomes the listener, he does the same thing.
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Both are speaking, nobody is listening.So, slow down, listen to the prospect, and collect your thoughts before responding.|Both are speaking, nobody is listening.So, slow down, listen to the prospect, and collect your thoughts before responding.
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The more prepared you are, the better you will be at responding.|The more prepared you are, the better you will be at responding.
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Remember, two monologues do not make a dialogue.|Remember, two monologues do not make a dialogue.
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Don’t interrupt.|Don’t interrupt.
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It is bad manners and even if you think you know what the other person is about to say, you might be making a wrong assumption.|It is bad manners and even if you think you know what the other person is about to say, you might be making a wrong assumption.
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Four. Acknowledge and encourage the other person by nodding your head, smiling|Four. Acknowledge and encourage the other person by nodding your head, smiling
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and occasionally saying ‘yes’ or something to that effect.|and occasionally saying ‘yes’ or something to that effect.
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Recognize and acknowledge others’ feelings.|Recognize and acknowledge others’ feelings.
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Five. Maintain eye contact, without staring at the other person. Don’t keep looking around the room or outside as that makes the other person wary.|Five. Maintain eye contact, without staring at the other person. Don’t keep looking around the room or outside as that makes the other person wary.
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Rephrase and paraphrase to show that you understand.|Rephrase and paraphrase to show that you understand.
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Nine. Don’t finish the other person’s sentence show respect.|Nine. Don’t finish the other person’s sentence show respect.
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Ten. Keep the conversation focussed and to the point.|Ten. Keep the conversation focussed and to the point.
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Eleven. Don’t behave as if you know it all.|Eleven. Don’t behave as if you know it all.
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Twelve. Don’t act as if by listening you are doing them a favor.|Twelve. Don’t act as if by listening you are doing them a favor.
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EVALUATE THE COMMUNICATION|EVALUATE THE COMMUNICATION
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Take a short time-out in the middle of a discussion to reflect on how things are progressing.|Take a short time-out in the middle of a discussion to reflect on how things are progressing.
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Sometimes, the subconscious mind needs a little time to process information to think of new ideas.|Sometimes, the subconscious mind needs a little time to process information to think of new ideas.
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You can excuse yourself politely and speak to a colleague.|You can excuse yourself politely and speak to a colleague.
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This needs to be done very carefully to ensure that it doesn’t offend the prospect. One can say something like,|This needs to be done very carefully to ensure that it doesn’t offend the prospect. One can say something like,
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“With your permission can I just take a break for two minutes to get fresh air?’|“With your permission can I just take a break for two minutes to get fresh air?’
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Analyze the above scenario. Do you have to give reasons for wanting to get some fresh air?The answer is no.|Analyze the above scenario. Do you have to give reasons for wanting to get some fresh air?The answer is no.
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By the way, this is not uncommon, especially at the time of major negotiations.|By the way, this is not uncommon, especially at the time of major negotiations.
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This little break would give you time to ask yourself the following questions: Are you doing most of the talking?|This little break would give you time to ask yourself the following questions: Are you doing most of the talking?
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Have you understood what the customer wants? Are you being cool, calm and collected?|Have you understood what the customer wants? Are you being cool, calm and collected?
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What can you tell from the buyer’s non-verbal language?|What can you tell from the buyer’s non-verbal language?
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Active listening will give you clues and help you identify buying motives.|Active listening will give you clues and help you identify buying motives.
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For example, an unsure body language generally brings out a verbal objection.|For example, an unsure body language generally brings out a verbal objection.
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Generally, sitting or standing crossarmed represents that the person is either holding back or resisting in some manner.|Generally, sitting or standing crossarmed represents that the person is either holding back or resisting in some manner.
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A positive body language is a signal of encouragement.|A positive body language is a signal of encouragement.
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How do you encourage a prospect to speak and to share more information?|How do you encourage a prospect to speak and to share more information?
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A good salesperson should speak less and listen more.|A good salesperson should speak less and listen more.
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He should listen very attentively and actively to what is said and what is unsaid|He should listen very attentively and actively to what is said and what is unsaid
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by analyzing both the verbal and nonverbal.|by analyzing both the verbal and nonverbal.
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A prospect will only speak if he feels comfortable.|A prospect will only speak if he feels comfortable.
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and is encouraged by the salesperson through his questioning technique and his positive intervention, with remarks such as:|and is encouraged by the salesperson through his questioning technique and his positive intervention, with remarks such as:
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One. “That sounds very interesting. Two. ‘Can you elaborate a little more?’|One. “That sounds very interesting. Two. ‘Can you elaborate a little more?’
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three. ‘Great timing!’|three. ‘Great timing!’
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The salesperson should be smiling and nodding as this shows acknowledgement and encourages the other person to speak.|The salesperson should be smiling and nodding as this shows acknowledgement and encourages the other person to speak.
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Another way to get the prospect to talk is to rephrase or paraphrase the feedback.|Another way to get the prospect to talk is to rephrase or paraphrase the feedback.
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While doing this, the salesperson should use some key words mentioned by the prospect, as it shows connection.|While doing this, the salesperson should use some key words mentioned by the prospect, as it shows connection.
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It also reconfirms that your interpretation is in line with his thinking.|It also reconfirms that your interpretation is in line with his thinking.
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This is how the salesperson should bring it up: One.|This is how the salesperson should bring it up: One.
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‘Mr Prospect, just to clarify my thinking, does this reflect what you meant.|‘Mr Prospect, just to clarify my thinking, does this reflect what you meant.
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Two. “Mr Prospect, just to reconfirm...’ BARRIERS TO EFFECTIVE COMMUNICATION|Two. “Mr Prospect, just to reconfirm...’ BARRIERS TO EFFECTIVE COMMUNICATION
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There are three broad categories of barriers - physical, emotional and intellectual.|There are three broad categories of barriers - physical, emotional and intellectual.
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Physical - Barriers such as noise distraction, doodling, drumming with fingers or playing with a pen/paperweight,|Physical - Barriers such as noise distraction, doodling, drumming with fingers or playing with a pen/paperweight,
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a non-conducive environment, constant disturbance or not maintaining eye-contact.|a non-conducive environment, constant disturbance or not maintaining eye-contact.
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Do you maintain appropriate distance between you and the prospect to create warmth and avoid discomfort?|Do you maintain appropriate distance between you and the prospect to create warmth and avoid discomfort?
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Physical barriers could also include ill health,|Physical barriers could also include ill health,
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tiredness, etc.|tiredness, etc.
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Have you been to a social event where you noticed several people enjoying, laughing and having fun till one person walks in|Have you been to a social event where you noticed several people enjoying, laughing and having fun till one person walks in
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and there is a pin-drop silence.|and there is a pin-drop silence.
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The reverse is also true. Everybody in the room is lukewarm and one person walks in and brightens the place.|The reverse is also true. Everybody in the room is lukewarm and one person walks in and brightens the place.
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Seek to build empathy and trust by observing your verbal and non-verbal communications|Seek to build empathy and trust by observing your verbal and non-verbal communications
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and show the prospect that you are connected|and show the prospect that you are connected
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and that you believe he is important and respected.|and that you believe he is important and respected.
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Intellectual:|Intellectual:
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“What you say, I will evaluate, and what I say, you will evaluate”.|“What you say, I will evaluate, and what I say, you will evaluate”.
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Based on this interpretation, we accept or reject.|Based on this interpretation, we accept or reject.
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A bad presentation would lead to intellectual rejection.|A bad presentation would lead to intellectual rejection.
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Use everyday spoken language that buyers understand. Seek to build rapport and influence through layering of positive actions and agreements.|Use everyday spoken language that buyers understand. Seek to build rapport and influence through layering of positive actions and agreements.
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As you achieve this, the prospect will increasingly feel that you are a credible professional.|As you achieve this, the prospect will increasingly feel that you are a credible professional.
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