Module 4 Communicating Effectively Communication to me is

Module 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 What’s the difference between “talking at the customer” and “talking with the customer”? Provide an example!

Listening Skills Inventory Exercise How do you measure up?

Page 121 – Exhibit 4. 7 – 10 Keys to Effective Listening

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

In a Selling Context n Put in a selling context, if you spend six hours a day with prospects, you might spend three hours listening to them. Then you would. . . n . . . Hear about 90 minutes worth n . . . Listen to 45 minutes worth n . . . Understand 22 1/2 minutes of it n . . . Believe only 11 minutes of it, n . . . Remember only 5 5/8 minutes of it

Verbal Communication: Listening Encourage Buyer to Talk Paraphrase & Repeat

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

SIER Hierarchy of Active Listening Responding Evaluating Interpreting Sensing

In-class Exercise – Arco Company

Nonverbal Communication n Facial Expressions n Eye Movements Face Head n Placement and Movements of Hands, Arms, n n Head, and Legs Hands Body Posture and Orientation Variation in Voice Characteristics n Speaking Rate and Pause Duration n Pitch or Frequency n Intensity and Loudness Feet Proxemics Note page 125, Exhibit 4. 8, is a guide only, not always 100% accurate. Arms Legs Posture

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

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

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

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

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

Types of Questions: n Open-end Questions How do You Feel?

Types of Questions: n Open-end Questions n Closed-end Questions Do You Feel Good?

Types of Questions: n Open-end Questions n Closed-end Questions n Dichotomous/Multiple-Choice Questions Do You Feel Happy or Sad?

Discussion Question – page 129 (Q: 4) n Explain the difference in the uses of probing, evaluative, tactical, and reactive questions in trust-based selling.

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

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

Situation Questions Definition: Finding out facts about the buyer’s existing situation. Examples: How many people do you employ at this location? How do you manage your customers and contacts? Impact: Least powerful of the SPIN questions. Negative relationship to success. Most people ask too many. Advice: Eliminate unnecessary Situation Questions by doing your homework in advance.

SPIN – Situation Questions Seller: Ethan ACT! Buyer: Steve ESI Enterprises

Problem Questions Definition: Asking about problems, difficulties or dissatisfactions that the buyer is experiencing with the existing situation. Examples: Have you ever had trouble managing your time & customers? Which parts of the system create error? Impact: More powerful than Situation Questions. People ask more Problem Questions as they become more experienced at selling. Advice: 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.

SPIN – Problem Questions Seller: Ethan ACT! Buyer: Steve ESI Enterprises

Implication Questions Definition: Asking about the consequences or effects of a buyer’s problems, difficulties, or dissatisfactions. Examples: What effect does that problem have on your productivity? Could that be impeding your ability to develop good relationships with your customers? Impact: The most powerful of all SPIN questions. Top salespeople ask lots of Implication Questions. Advice: 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.

SPIN – Implication Questions Seller: Ethan ACT! Buyer: Steve ESI Enterprises

Need-Payoff Questions Definition: 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. Examples: How would better time & customer management help you? Would you like to discuss how we can do that for you? Impact: Versatile questions used a great deal by top salespeople. These questions help the buyer to understand the benefits of solving the problem. Advice: Use these questions to get buyers to tell you the benefits that your solution can offer.

SPIN – Need-Payoff Questions Seller: Ethan ACT! Buyer: Steve ESI Enterprises

ADAPT Techniques for Needs Discovery 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 Activation Questions • Show the negative impact of a problem discovered in the discovery sequence • Designed to activate buyer’s interest and desire to solve the problem. Projection Questions • Projects what life would be like without the problems • Buyer establishes the value of finding and implementing a solution Transition Questions • Confirms interest in solving the problem • Transitions to presentation of

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

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