Communication Skills Module Four
Learning Objectives • Explained the importance of collaborative, two-way communication in personal selling. • Explain the primary types of questions and how they are applied in selling. • Illustrate the diverse roles and uses of strategic questioning in personal selling.
Learning Objectives • Identify and describe the five steps of the ADAPT questioning sequence. • Discuss the four sequential steps for effective active listening. • Discuss the superiority of pictures over words for explaining concepts and enhancing comprehension. • Described the different forms of nonverbal communication.
Setting the Stage Capturing the Power ofCollaborative Communication • What is it that John Klich believes he needs to possess in order to be a true resource to his customers? • What did John indicate is “paramount” to retaining clients for a long period of time?
What’s the differencebetween “talkingat the customer”and “talking withthe customer”? Sales Communication as a Collaborative Process
Verbal Communication: Questioning • Control the flow and direction of the conversation • Uncover important information • Demonstrate concern and understanding • Facilitate the customer’s understanding Salespeople skilled at questioning take a strategic approach to asking questions so that they may:
Limit Response Specify Response Free Response Types of Questions: Controlling Amount and Specificity of Information • Open-end Questions • Closed-end Questions • Dichotomous/Multiple-Choice Questions How do you manage your time? Do you manage your time well? Are you a good or bad time manager?
Probing Questions – designed to penetrate below generalized or superficial information 1. Requesting Clarification “Can you share an example of that with me?” 2. Encouraging Elaboration “How are you dealing with that situation now?” 3. Verifying Information and Responses “So, if I understand you correctly… Is that right?” Types of Questions: Strategic Purpose
Probing Questions Evaluative Questions – use open- and closed-end question formats to gain confirmation and to uncover attitudes, opinions, and preferences of customer. “How do you feel about…?” “Do you se the merits of…?” “What do you think…?” Types of Questions: Strategic Purpose
Types of Questions: Strategic Purpose • Probing Questions • Evaluative Questions • Tactical Questions – used to shift or redirect the topic of discussion • “Earlier you mentioned that…” • “Could you tell me more about how that might affect…”
Types of Questions: Strategic Purpose • Probing Questions • Evaluative Questions • Tactical Questions • Reactive Questions – refer to or directly result from information previously provided by the other party. • “You mentioned that …Can you give me an example of what you mean?” • “That is interesting. Can you tell me how it happened?”
Amount of and Specificity of Information Desired Explore and Dig for Details Gain Confirmation & Discover Attitudes/Opinions Change Topics or Direct Attention Follow-Up Previously Elicited Statements Open-end Questions Designed to be Tactical in Nature Open-end Questions Designed to be Evaluative in Nature Open-end Questions Designed to be Reactive in Nature Open-end Questions Designed to be Probing in Nature Discussion and Interpretation Closed-end Questions Designed to be Tactical in Nature Closed-end Questions Designed to be Evaluative in Nature Closed-end Questions Designed to be Reactive in Nature Closed-end Questions Designed to be Probing in Nature Amount of and Specificity of Information Desired Confirmation and Agreement Dichotomous or Multiple-choice Questions Designed to be Tactical in Nature Dichotomous or Multiple-choice Questions Designed to be Evaluative in Nature Dichotomous or Multiple-choice Questions Designed to be Reactive in Nature Dichotomous or Multiple-choice Questions Designed to be Probing in Nature Choice from Alternatives Guidelines for Combining Types of Questions for Maximal Effectiveness
Verbal Communication:Strategic Application of Questioning • Generate Buyer Involvement • Provoke Thinking • Gather Information • Clarification and Emphasis • Show Interest • Gain Confirmation • Advance the Sale
Definition: Examples: Impact: Advice: Situation Questions Finding out facts about the buyer’s existing situation. How many people do you employ at this location? How do you manage your time and contacts? Least powerful of the SPIN questions. Negative relationship to success. Most people ask too many. Eliminate unnecessary Situation Questions by doing your homework in advance.
Definition: Examples: Impact: Advice: Problem Questions Asking about problems, difficulties or dissatisfactions that the buyer is experiencing with the existing situation. Have you ever had trouble managing your time oryour contacts? Which parts of the system create error? More powerful than Situation Questions. People ask more Problem Questions as they become more experienced at selling. Think of your products or services in terms of the problems they solve for buyers—not in terms of the details or characteristics that your products possess.
Definition: Examples: Impact: Advice: Implication Questions Asking about the consequences or effects of a buyer’s problems, difficulties, or dissatisfactions. What effect does that problem have on your productivity?Could that be impeding your ability to develop good relationships with your customers? The most powerful of all SPIN questions. Top salespeople ask lots of Implication Questions. These questions are the hardest to ask. Prepare for these questions by identifying and understanding the implications of various suspected needs prior to the sales call.
Definition: Examples: Impact: Advice: Need-Payoff Questions Asking about the value or usefulness of a proposed solution. They seek the buyer’s opinion as to what life would be like if the problem was solved. How would better time & customer management help you? Would you like to discuss how we can do that for you? Versatile questions used a great deal by top salespeople. These questions help the buyer to understand the benefits of solving the problem. Use these questions to get buyers to tell you the benefits that your solution can offer.
Assessment Questions • Broad bases and general facts describing situation • Non-threatening as no interpretation is requested • Open-end questions for maximum information Discovery Questions • Questions probing information gained in assessment • Seeking to uncover problems or dissatisfactions that • could lead to suggested buyer needs • Open-end questions for maximum information Activation Questions • Show the negative impact of a problem discoveredin the discovery sequence • Designed to activate buyer’s interest in anddesire to solve the problem. Projection Questions Transition Questions • Projects what life would be like without the problems • Buyer establishes the value of finding and • implementing a solution • Confirms interest in solving the problem • Transitions to presentation of solution Funneling Sequence of ADAPT
Make No Assumptions Pay Attention Effective Active Listening Monitor Non-Verbal Encourage Buyer to Talk Paraphrase & Repeat Visualize Verbal Communication: Listening
Little Concentration or Cognition Requires Concentration and Cognition Types of Listening Social Listening Serious Listening
Res-ponding Evaluating Interpreting Sensing SIER Hierarchy of Active Listening
Verbal Communication • Organize Thoughts • Paint Word Pictures • Watch Grammar
Face Head Hands Arms Feet Legs Posture Nonverbal Communication • Facial Expressions • Eye Movements • Placement and Movements of Hands, Arms, Head, and Legs • Body Posture and Orientation • Proxemics • Variation in Voice Characteristics • Speaking Rate and Pause Duration • Pitch or Frequency • Intensity and Loudness
Personal Distance • Public Zone: >12 feet • Social Zone: 4 - 12 feet • Personal Zone: 2-4 feet • Intimate Zone: 0-2 feet You Me