PeopleSmart in Business eBook - The Platinum Rule
PeopleSmart in Business eBook - The Platinum Rule PeopleSmart in Business eBook - The Platinum Rule
176 Seven: Selling and Servicing with Style! further clarifi cation. Th ey dislike talk that isn’t backed up with both supporting evidence and achievement-focused action. Describe the process that you plan to follow. Th en outline how that process will produce the results they seek. Elicit specifi c feedback. “So far, what are your reactions? Do you have any reservations that you’d like to clear up?” (Th ey probably do, so encourage communication.) “Specifi cally, how do you view the practicality of applying this computer program to satisfy your current requirements?” Of all the types, this one is the most likely to see the drawbacks, so point out the negatives before they do. Such honesty will only enhance your credibility. If you don’t draw attention to the disadvantages, this type may view your failure to do so as a cover-up. Instead, let them assess the relative costs versus benefi ts that are typical trade-off s when making realistic choices between available, competing, yet imperfect, products or services. #4—gaining commitment with the C Provide logical options with documentation. Give them enough time and data to analyze their options. Unlike Dominant Directors and Interacting Socializers, this type is uncomfortable with snap decisions. When they say they’ll think about it, they’re probably serious. On the other hand, when a Steady Relater says, “I’ll think about it,” he may be stalling, or may, in fact, not want your product. Unless Cautious Th inkers have already researched the fi eld and determined that your product is the best, they probably have your competitors calling on them. Know your competition so you can point out your advantages relative to what they off er. Th is type is the most likely to do their own comparative shopping, so mention your company’s strengths as you suggest questions they may want to ask your competitors. “Ask them if they have an unconditional money-back guarantee,” or, “How long have you been in business?” or, “Will they also
train new employees at no additional cost?” In short, point out the things your company does as well or better than your competition. Do this in a factual, professional way that is based on allowing them to do a comparative cost-benefi t analysis of the options. #5—assuring C customer satisfaction Set a specifi c timetable for when you’ll measure success. Continue proving your reliability, quality, and value. Make yourself available for follow-up on customer satisfaction. “Mr. Quimby, I’ll check back with you on Tuesday morning, if that’s all right, to make sure that your new phone system is functioning correctly. Here’s my card with the numbers of my offi ce, home, and emergency 24-hour hotline if you experience any problems.” SALES AND SERVICE STRATEGIES FOR DEALING WITH CAUTIOUS THINKERS: • Prepare, so that you can answer as many of their questions as soon as possible • Greet them cordially, but proceed quickly to the task; don't start with personal or social talk • Hone your skills in practicality and logic • Ask questions that reveal a clear direction and that fi t into the overall scheme of things • Document how and why something applies • Give them time to think; avoid pushing them into a hasty decision • Tell them both the pros and cons and the complete story • Follow through and deliver what you promise 177
- Page 146 and 147: 128 Six: Leadership Styles Th e dif
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- Page 164 and 165: 146 Six: Leadership Styles how to i
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- Page 168 and 169: 150 Six: Leadership Styles sanitary
- Page 170 and 171: 152 Six: Leadership Styles what the
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- Page 175 and 176: Chapter 7 Selling and Servicing wit
- Page 177 and 178: salesperson and prospect have worke
- Page 179 and 180: #2—studying D’s needs To head o
- Page 181 and 182: ecome so preoccupied with other bus
- Page 183 and 184: How to Sell Your Product or Service
- Page 185 and 186: about the favorable impact or conse
- Page 187 and 188: with new things. So make sure you r
- Page 189 and 190: #2—studying S needs Steady Relate
- Page 191 and 192: identify which employees deserve im
- Page 193: #1—making contact with the C Befo
- Page 199 and 200: Now, a Word About Our Authors… An
- Page 201: ship & Character. Dr. O’Connor ha
- Page 204 and 205: 186 Claim Your Bonus Once you’ve
- Page 206 and 207: 188 Claim Your Bonus Additional Lea
- Page 208 and 209: 190 Claim Your Bonus How to Gain Po
- Page 210 and 211: 192 Claim Your Bonus Mastering Your
- Page 212 and 213: 194 Claim Your Bonus the correct ju
- Page 214 and 215: 196 Claim Your Bonus and an assured
- Page 216 and 217: 198 Claim Your Bonus It’s fun. It
- Page 218 and 219: 200 Claim Your Bonus some of your h
tra<strong>in</strong> new employees at no additional cost?” In short, po<strong>in</strong>t out the<br />
th<strong>in</strong>gs your company does as well or better than your competition. Do<br />
this <strong>in</strong> a factual, professional way that is based on allow<strong>in</strong>g them to do<br />
a comparative cost-benefi t analysis of the options.<br />
#5—assur<strong>in</strong>g C customer satisfaction<br />
Set a specifi c timetable for when you’ll measure success. Cont<strong>in</strong>ue<br />
prov<strong>in</strong>g your reliability, quality, and value. Make yourself available for<br />
follow-up on customer satisfaction. “Mr. Quimby, I’ll check back with<br />
you on Tuesday morn<strong>in</strong>g, if that’s all right, to make sure that your<br />
new phone system is function<strong>in</strong>g correctly. Here’s my card with the<br />
numbers of my offi ce, home, and emergency 24-hour hotl<strong>in</strong>e if you<br />
experience any problems.”<br />
SALES AND SERVICE STRATEGIES FOR DEALING WITH<br />
CAUTIOUS THINKERS:<br />
• Prepare, so that you can answer as many of their questions as soon<br />
as possible<br />
• Greet them cordially, but proceed quickly to the task; don't start<br />
with personal or social talk<br />
• Hone your skills <strong>in</strong> practicality and logic<br />
• Ask questions that reveal a clear direction and that fi t <strong>in</strong>to the<br />
overall scheme of th<strong>in</strong>gs<br />
• Document how and why someth<strong>in</strong>g applies<br />
• Give them time to th<strong>in</strong>k; avoid push<strong>in</strong>g them <strong>in</strong>to a hasty decision<br />
• Tell them both the pros and cons and the complete story<br />
• Follow through and deliver what you promise<br />
177
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