1 / 35

Chapter 4

Chapter 4. Communicating Effectively. Communication to me is,………. Effective Communication can,…. http://video.google.ca/videoplay?docid=-109358107575560791&total=42&start=0&num=10&so=0&type=search&plindex=9. Sales Communication as a Collaborative Process.

glynn
Télécharger la présentation

Chapter 4

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Chapter 4 Communicating Effectively

  2. Communication to me is,………

  3. Effective Communication can,…. http://video.google.ca/videoplay?docid=-109358107575560791&total=42&start=0&num=10&so=0&type=search&plindex=9

  4. Sales Communication as a Collaborative Process What’s the difference between “talking at the customer” and “talking with the customer”? Provide an example!

  5. Listening Skills Inventory ExerciseHow do you measure up?

  6. How Well Do We Listen? People use 1/4 of their listening capacity People use 1/10 of their memory potential People forget 1/2 of what they have heard within eight hours Eventually, people forget 95% of what they have heard unless cued by something later on People usually distort what little they do remember

  7. In-class Exercise – Arco Company

  8. Visualize Effective Active Listening Pay Attention Monitor Non-Verbal Encourage Buyer to Talk Paraphrase & Repeat Make No Assumptions Verbal Communication: Listening

  9. Types of Listening • Marginal/Social Listening • Recipients hear the words but are easily distracted and may allow their minds to wander • Evaluative/Serious Listening • Listeners are concentrating on what is being said but do not sense what is being communicated nonverbally or through more subtle verbal cues • Active Listening • A process in which the listener receives messages, processes them, and responds so as to encourage further communication

  10. SIER Hierarchy of Active Listening Res-ponding Evaluating Interpreting Sensing

  11. Understanding the Superiority of Word Pictures Generate a mental picture in the receiver’s mind. Use words and phrases that convey concrete and detailed meaning. Integrate relevant visual aids into verbal communication. “Tropicana juices are bursting with flavor.” “This new system will increase weekly production by 2,100 units.” “As you can see by this chart . . . .”

  12. Reading and Reacting to Nonverbal Signals • Nonverbal signals are processed at a sub- conscious level • There are five major nonverbal communication channels • Body Angle • Face • Arms • Hands • Legs

  13. Nonverbal Communication • More information is communicated nonverbally than through any other form of communication • Tone of voice and accents • Body language (facial expressions, gestures, and attitudes) • Choice of dress influences nonverbal communication

  14. 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 • Variation in Voice Characteristics • Speaking Rate and Pause Duration • Pitch or Frequency • Intensity and Loudness • Proxemics • Note page 125, Exhibit 4.8, is a guide only, not always 100% accurate.

  15. You Me Personal Distance/Proxemics Public Zone: >12 feet Social Zone: 4 - 12 feet Personal Zone: 2-4 feet Intimate Zone: 0-2 feet

  16. Verbal Communication: Questioning Control the flow and direction of the conversation Uncover important information (disclosure) Demonstrate concern and understanding Facilitate the customer’s understanding Salespeople skilled at questioning take a strategic approach to asking questions so that they may:

  17. Impact of Poor Grammar Meaning and credibility of the message are significantly downgraded. Receiver begins to focus on the sender rather than the message. Receiver dismisses the sender and the sender’s organization as being unqualified to perform the roleof an effective supplier and partner.

  18. Impact of Poor Grammar Presentation will be inefficient and ineffective. Receiver will have to ask many questions to gain clarity. Receiver may dismisses the sender as incompetent.

  19. Verbal Communication:Strategic Application of Questioning Generate Buyer Involvement Provoke Thinking Gather Information through disclosure Clarification and Emphasis Show Interest Gain Confirmation Advance the Sale

  20. Free Response Types of Questions: Open-end Questions How do You Feel?

  21. Limit Response Types of Questions: Open-end Questions Closed-end Questions Do You Feel Good?

  22. Specify Response Types of Questions: Open-end Questions Closed-end Questions Dichotomous/Multiple-Choice Questions Do you prefer product A or B?

  23. Questions Classified by Strategic Purpose Probing – used for digging, useful during discovery and objection handling Evaluative – uncovers attitudes, opinions and preferences Tactical – used to shift or redirect the discussion/conversation Reactive – used in response to the reaction of a buyer/customer

  24. SPIN Questioning System Four types of questions: Situational Problem Implication Need-Payoff

  25. 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 customers 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.

  26. 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 & customers?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.

  27. 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.

  28. 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.

  29. Assessment Questions Discovery Questions Activation Questions Projection Questions Transition Questions Funneling Sequence of ADAPT

  30. Assessment Questions • Broad bases and general facts describing situation • Non-threatening as no interpretation is requested • Open-end questions for maximum information Discovery Questions • Build on Assessment 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 • Show the negative impact of a problem discovered in the • discovery sequence • Designed to activate buyer’s interest and desire • to solve the problem. Activation Questions 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 ADAPT Techniques for Needs Discovery

  31. Reacting During the Questioning Stage Question-basedpresentations are the link between salespeople’s ability to listen and to uncover buyer motivations Salespeople who are empathetic are better able to understand their prospects’ motives “Check the pulse” of prospects regularly Remain alert for any signals that prospects may send

  32. Responding to Tough Questions • When your prospect asks you tough, uncertain questions • Restate the question to make sure you understand it correctly. • Ask: • “Can I think about that for a while?” • “I might have to get back to you with an answer to that question” • “That is a good question and I do not readily have the answer” • You could also start with a general reply • Don’t fake it

  33. Graded Role-plays Tips, guidelines and ideas

More Related