ANSWERS
OBJECTIONS BY REMOVING EMOTIONAL CONCERNS
Focuses on uncovering and resolving the emotional component of
customer or prospect barriers to the sale; responds to any hint
of concern or complaint that will keep a prospect from buying; takes
responsibility for relieving the tension or distress of a prospect;
draws on strong empathy for the prospect or customer to offer product
alternatives and/or increased personal service to address concerns;
is willing to take the heat of a prospect’s concerns, believing
that keeping the prospect happy is worth future business or goodwill;
keeps the customer focused on what can be provided and compensates
for objections that cannot be removed with personal support and
commitment
HIGHS
- Intent on probing for concerns that may prevent customer acceptance
of the solution
- Works hard at being responsive to any hint of concern or complaint
that could keep a prospect from buying
- Promises support or enhancement of, not replacement of, in-house
expertise or invention
- Justifies cost to the organization in terms of superior delivery
and added value advantage
- Takes steps to ‘win over’ the user as well as the
decision maker (when not one in the same)
- Knows the pros and cons of each offering in the product line
to help the customer select the best-fit choice
- Is willing to take the prospect’s side versus impose a
conflicting management system or procedure; works 51% for the
customer and 49% for own company
- Does not take customer resistance personally
- May believe so strongly in the product that there does not appear
to be a need to probe for additional concerns
- Misinterprets unspoken objections as nonexistent objections
- Dismisses objections without validating the prospect’s
concerns
- Does not believe there is a realistic chance to find a mutually
satisfying resolution to objections
- Is argumentative in an effort to overcome versus resolve objections
- Can take objections personally
CLOSES BY BUILDING PERSONAL TRUST AND LOYALTY
Bases an assumptive close on personal friendship and loyalty; focuses
more on emotional than logical benefits of the sale, such as what
it takes to make someone look good to their boss versus emphasizing
cash savings and cost reduction; determines and addresses relevant
benefits important to the individual rather than work from a checklist;
builds a personal trust and empathy with the customer, securing
the purchase decision by becoming a player on their team
HIGHS
- Patiently builds a personal relationship that will cement the
deal
- Brings the customer to an acceptance of the purchase decision
by understanding what he needs and addressing issues of specific
concern to that customer
- Accepts a purchase decision on a handshake
- Makes a personal investment in the client relationship, and
builds a mutual trust and loyalty that enables him to ask for
the order
- Reticent to invest the time needed to cultivate a personal relationship,
preferring to emphasize logical over emotional reasons for making
the purchase decision
- Tends to use a standard checklist that ends with asking for
the order rather than approach the close by understanding what
motivates a customer to sign off on an agreement
- Waits for the customer to come to the conclusion that his needs
will be satisfied by the product or service offered
PROVIDES SERVICE BY EMPATHIZING WITH CUSTOMER
CONCERNS
Empathizes with customers who feel they are not getting what they
expect; is sensitive to customer concerns and demonstrates a sincere
desire to help; listens to the nature of the problem without feeling
that it is a personal attack; identifies with the customer’s
pain and works to relieve it; gives priority to making the customer
happy; judges the success of service skills by how the customer
feels about the resolution
HIGHS
- Shows loyalty to the customer by giving priority to their satisfaction
over company policy
- Seeks service solutions that resolve the problem with ease,
convenience and minimal disruption to the customer
- Provides an immediate response, even if just to reassure the
customer that the concern has been heard and will be addressed
- Increases a customer’s comfort with communicating problems
or dissatisfaction by keeping his own emotions in check and absent
from the resolution process
- Asks for customer feedback about a service solution to ensure
complete satisfaction and a continuing relationship
- Believes the ultimate test of a service solution is the customer’s
happiness with the outcome
- May treat the resolution and dismissal of a problem from his
list of tasks as more important than the customer’s satisfaction
with the resolution
- By personalizing negative input from the customer, he may adopt
a position that is more adversarial than supportive
- Spotlights his contribution to the solution rather than keep
the focus on how the customer feels about the outcome
- Wants to impress customers with what he can accomplish for them,
turning their attention from being pleased with the solution to
being pleased with his efforts
MAKES ONE-ON-ONE SALES PRESENTATIONS
Communicates essential points in an informal and conversational
manner; prefers to share information in a one-on-one or small group
situation; varies style and language to ensure listener understanding
and is attentive to closing the loop on communications; seeks feedback
and responds appropriately to listener reactions; makes presentations
that are unrehearsed and adapted to individual situations
HIGHS
- Sensitive to the customer's circumstances and response, adjusting
the communication of information or ideas to accommodate their
need to know or level of understanding
- Encourages questions, comments, feedback from the customer
- Backs an informal presentation with professional sales tools
and company guarantees
- Gives specific details of how/who/when, promising that the complexity
of delivery and servicing of the product line will be shouldered
by the salesperson
- Keeps the focus on content and substance, not flash and performance
- Creates a presentation that is informal, low-key, and unrehearsed
- Talks with the customer, creating a team feeling of working
together, versus directing a speech at the customer
- May attempt a one-size-fits-all communication style that does
not account for different information needs
- By sticking to a prepared script, he does not leave any room
for customer feedback or reaction and cannot adjust his presentation
in response to that input
- Unwilling to risk personal rejection or judgment, he may create
an image or persona rather than be himself
- Keeps the audience at arm's length, making his presentation
seem less personal to the customer
MAXIMIZES RESULTS BY SYSTEMATICALLY MANAGING AN
ACCOUNT PLAN
Consistently meets or exceeds sales targets through personally
controlling the critical aspects of the sales and delivery processes;
systematically works each account plan and anticipates problems
in order to work around them; is driven to win customers’
attention and treats their business as an honor, never letting them
feel taken for granted
HIGHS
- Meets or surpasses his sales goals as a means to gain more freedom
and independence
- Maintains personal control over those aspects of the sales and
delivery process identified as top priorities
- Sets high expectations for himself and holds associates to the
same stringent standards of dedication
- Expects to encounter barriers a fair percentage of the time
and prepares to deal with setbacks or delays in order to ensure
the success of his plans
- Concentrates full energy and attention on systematically accomplishing
key tasks
- Places his customers on a pedestal and shows them how valued
they are
- May adopt a casual or relaxed approach that fails to project
personal commitment or dedication
- Is comfortable with achieving average results, rising above
the bottom of the performance chart but not striving to be the
best
- Adopts a more interdependent and team-oriented approach to accomplishing
goals
- May depend too much on fate or ‘being in the right place
at the right time’ rather than plan and work to make things
happen
- Expects his account management plan to proceed without the need
for careful monitoring and contingencies
- Can take customer relationships for granted and may not work
at continually demonstrating his appreciation for the business
ACCOUNT PENETRATION BY CUSTOMER BASE EXPANSION
Networks throughout an existing customer’s organization to
identify opportunities for expanding product or service purchases;
uses established contacts as a referral base to identify new areas
for expanded usage of currently sold products/services and new opportunities
for expanded sales offerings; seeks to increase the volume of purchases
by establishing relationships with multiple users
HIGHS
- Expands his relationships to include other potential users in
the organization by networking through satisfied contacts
- Regularly audits customer relationships to uncover opportunities
to build himself into the customer ‘family’ and solicit
referral sales from his main contacts
- Monitors changes in the customer’s focus or specifications
that would alter the existing business contract
- Watches for new trends in the industry that could impact customer
needs or service capabilities
- Establishes a plan to deal with the customer’s ordering
patterns
- Is uncomfortable expanding the contact base within the customer’s
organization beyond his initial contact
- Expects his initial or primary customer contact(s) to be the
funnel of any additional opportunities within the organization
and conducts all business with that contact
- Takes repeat business for granted and depends upon the customer
to initiate additional or altered needs for products or services
- Focuses on servicing immediate needs at the expense of recognizing
and addressing additional or future needs that could be met
- Inconsistently tracks or reviews consumption, allowing a deterioration
of sales cues generated by inventory management
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