GUIDELINES TO NRDC feb 24 2014
GUIDELINES TO NRDC feb 24 2014 GUIDELINES TO NRDC feb 24 2014
Persuading, ContinuedSelling steps(continued)StepAction3 Involve your customer:x Ask questions--answers give clues to needs.x Listen closely--helps you read between the lines.x Treat your customer as a partner--leads to mutually beneficialsolutions.4 Ask for action:After a short greeting, get down to business without delay. Thiscreates an immediate impression of credibility and confidence.x State your purpose and key points up front.x Briefly explain reasons behind the proposal.x Close the sale--ask the customer to sign up.Assumptions: To create an impression of confidence, assume--x What you're seeking is reasonable.x You have a right to ask for it.x You have a right to get it.To land the sale, assume you'll land it--or else you won't. Creatingthis aura of confidence is essential when selling a tough proposal to atough customer.5 Handle opposition:Rarely will a proposal sell itself. Customers are likely to opposesomething about it. Here are two ways to handle opposition:Anticipation: War-game the situation. Anticipate the customer'slikely objections and prepare responses:x Draw a line down the middle of a sheet of paper.x List customer's objections on the left side.x List responses to each objection on the right side.Initiative: Seize the initiative; raise likely objections and answerthem in your presentation. This disarms the opposition, who mightbe lying in wait ready to spring on you.Tip: Knowing and involving the customer helps uncover points ofopposition. For more tips on handling objections, see the nextsection.NRDC GRC – Staff Handbook 6-14
Overcoming ObjectionsIntroductionSuccessful sales reps use this five-step formula to overcome objections:How to ove rcome objections:1. Relax2. Listen3. Accept4. Move On5. Qualify objection and answer brieflyProcedureTo overcome objections, follow these steps:StepAction1 Relax:x Builds confidence.x Reinforces self-control.x Makes listening easier when challenged.x Disarms opposition.2 Listen:x Make your points, then keep quiet.x Most powerful tool is silence.x Can never hear too much.x Can't put your foot in your mouth if you're not talking.x Let the customer talk--the more he talks, the more you'll learn:Don'tDoGive a knee-jerk response to Keep quiet and listen (OK tothe customer's objections. ask clarifying questions).Refute the customer's points.Focus on defending position.Launch a counterattack.Let the customer talk; it may--x Uncover hidden agendas.x Reveal new information.x Lead to new options.x Defuse anger.Give every man thy ear, but few thy voice.Hamlet--ShakespeareNRDC GRC – Staff Handbook 6-15
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- Page 85 and 86: Chapter 4Meetings and InterviewsOve
- Page 87 and 88: Preparing an AgendaIntroductionGuid
- Page 89 and 90: Opening a MeetingIntroductionOpenin
- Page 91 and 92: Guiding DiscussionIntroductionHow t
- Page 93 and 94: Concluding a MeetingIntroductionEnd
- Page 95 and 96: Interactive MeetingsIntroduction Ru
- Page 97 and 98: Interactive Roles, ContinuedRecorde
- Page 99 and 100: Conducting an InterviewIntroduction
- Page 101 and 102: Controlling an InterviewIntroductio
- Page 103: Chapter Summary, ContinuedKey point
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- Page 108 and 109: Step 2: Gather InformationIntroduct
- Page 110 and 111: Step 3: Develop AlternativesIntrodu
- Page 112 and 113: Step 4: Weigh AlternativesArriving
- Page 114 and 115: Adaptive Decision MakingIntroductio
- Page 116 and 117: Gaining Power to Make DecisionsIntr
- Page 118 and 119: Problems, Decisions, and ManagersIn
- Page 120 and 121: Chapter Summary, ContinuedKey point
- Page 122 and 123: Informal Organization and Grapevine
- Page 124 and 125: Listening Barriers We MeetBenefits
- Page 126 and 127: Overcoming Listening BarriersOverco
- Page 128 and 129: Active Listening, ContinuedAsk ques
- Page 130 and 131: Body Language, ContinuedExamplesWay
- Page 132 and 133: PersuadingIntroductionStaff officer
- Page 136 and 137: Overcoming Objections, ContinuedPro
- Page 138 and 139: Negotiating StrategiesIntroductionT
- Page 140 and 141: Negotiating Strategies, ContinuedCo
- Page 142 and 143: Bad NewsIntroduction Building a goo
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- Page 147 and 148: Chapter 7WritingOverviewIntroductio
- Page 149 and 150: Standards and RulesIntroduction Thi
- Page 151 and 152: Active VoiceIntroduction If you did
- Page 153 and 154: Active Voice, ContinuedWhen to usep
- Page 155 and 156: Eliminating Wordiness, ContinuedCut
- Page 157 and 158: Smothered VerbsIntroduction Another
- Page 159 and 160: PackagingIntroduction The way somet
- Page 161 and 162: Readability FormulasIntroductionRea
- Page 163 and 164: Editing, ContinuedRulesChecklistWhe
- Page 165: Chapter Summary, ContinuedKey point
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- Page 174 and 175: Responding to Non-concurrencesIntro
- Page 176 and 177: Decision Paper (DCC)Introduction A
- Page 178 and 179: Maintaining ControlIntroduction Thi
- Page 180 and 181: Suspense DatesIntroduction Suspense
- Page 182 and 183: Chapter Summary, ContinuedKey point
Persuading, ContinuedSelling steps(continued)StepAction3 Involve your customer:x Ask questions--answers give clues to needs.x Listen closely--helps you read between the lines.x Treat your customer as a partner--leads to mutually beneficialsolutions.4 Ask for action:After a short greeting, get down to business without delay. Thiscreates an immediate impression of credibility and confidence.x State your purpose and key points up front.x Briefly explain reasons behind the proposal.x Close the sale--ask the customer to sign up.Assumptions: To create an impression of confidence, assume--x What you're seeking is reasonable.x You have a right to ask for it.x You have a right to get it.To land the sale, assume you'll land it--or else you won't. Creatingthis aura of confidence is essential when selling a tough proposal to atough customer.5 Handle opposition:Rarely will a proposal sell itself. Customers are likely to opposesomething about it. Here are two ways to handle opposition:Anticipation: War-game the situation. Anticipate the customer'slikely objections and prepare responses:x Draw a line down the middle of a sheet of paper.x List customer's objections on the left side.x List responses to each objection on the right side.Initiative: Seize the initiative; raise likely objections and answerthem in your presentation. This disarms the opposition, who mightbe lying in wait ready to spring on you.Tip: Knowing and involving the customer helps uncover points ofopposition. For more tips on handling objections, see the nextsection.<strong>NRDC</strong> GRC – Staff Handbook 6-14