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customer-centered

By Charlie Richardson,2014-12-19 04:04
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customer-centered

    If you were to ask 100 salespeople you know whether their approach was customer-centered or product-centered, what would they say? Few, if any, would boast about selling box.*

    Most salespeople believe that they know their customers* needs. They believe they are positioning solutions, not products. They believe they are customer-focused. These beliefs are the biggest obstacles keeping them from making the changes they need to make in their Sales talk.

    Selling styles run the gamut. There is a sales style continuum. At one end of the continuum is generic product selling, basically a monologue, a roduct dump.* At

    the other end is consultative selling, an interactive dialogue that focuses on the specific needs of the customer. 100% on either end is impossible. All salespeople are somewhere in between.

    Some salespeople are charismatic sellers who rely on their interpersonal skills and charm. Others are technical experts, substantive in content but weak in customer focus. There are the illers,* always rushing to the close, often at the expense of the relationship. These characterizations of sales types are extreme, but they set the context for thinking about how salespeople approach sales.

    The majority of salespeople today use a combination of approaches. They want to be liked, they want to be credible, they want to close, and they want to meet the needs of their customers. But for most salespeople, this amalgamation has resulted in a quasi-consultative approach at best. While quasi-consultative salespeople identify customer needs and are productive, they fall short of what they could accomplish. Salespeople who are at the consultative end of the continuum create efficient but robust dialogues with their customers that enable them to connect and learn more with each conversation. The dialogues are active, with balanced exchanges between the salesperson and the customer. What they do looks easy and sounds like common sense, but it is far from simple and it is not common practice.

    The line between quasi-consultative selling and consultative selling is fine, but if all other factors are basically equal, the line means the difference between winning business or losing to a competitor. It can be the difference between being viewed as a technical specialist and being a trusted advisor. With relatively equal competitors, it is the sales talk of the salesperson or sales team that makes the differ-ence between winning and losing business.

    Here are ways you can create a robust dialogue:

    Assess your sales talk: How interactive are your sales dialogues? What is your give/get ratio?

    Commit to do something different: Ask more probing questions.

    Stop thinking in terms of educating customers: Think more about educating yourself about your customers.

Top performers treat preparation differently. They are always preparingbefore and

    after each customer meeting.

    How do you prepare? Do you think to yourselfwhat does my customer need, what can

    I position that will make it easy for my customer to say yes? Do you let ideas percolate

in your mind so you can be creative and proactive?

    Having a preparation strategy will shorten your preparation time and increase the impact. As you prepare, follow these three steps:

    * Begin with strategic preparation. Think about your longer-term relationship objectives and then set your short-term immediate objective for the call. Make sure your objective is measurable, is achievable, and has a time frame so you can maintain momentum, assess the outcome of your call, and accelerate your close. Visualize the flow of your call and build in time for the customer to talk.

    * Next, do customer preparation. Think about your customer objectives, situation,

    needs, and decision criteria.

    * Finally, focus on your product/technical preparation. Use your range of products and capabilities to meet your customer needs. Plan the questions you will ask,

    anticipate objections, and customize your materials.

    Most salespeople prepare backwards. They start with product/technical preparation. Beginning with strategic preparation will help you save time by letting you target your efforts and remain customer-focused.

    To help you in your preparation, stay up to date on industry and company news. Leverage your team for ideas. Review your customer files so that you can build on any information you already have and avoid unnecessary repetition. Prepare the materials you think you will need and tailor whatever you plan to give to the customer to make sure it applies to the customer.

    As you visualize your agenda for the call, make sure you remain customer-focused. Prior to the call, whenever possible, get customer input on your agenda. But even when you get input, always check your agenda to get the feedback you need to get buy-in, make adjust-ments, and go forward.

    Here are tips to help you prepare:

    Prepare for all customer calls: Set a measurable objective with a time frame for each call to help you maintain momentum and accelerate your close.

    Tailor all material: Show your customer your focus is on his or her needs. Visualize your call: Plan the flow of your call and build in time for the customer to talk.

    Top performers often say that their sales dialogues feel more like brainstorming with their customers than elling.* These are the six critical skills that are

    fundamental to making their dialogues so fluid and productive:

    * Presencecommunicating energy, conviction, and interest when speaking and listening

    * Relatingbuilding rapport, using acknowledg- ment, and expressing empathy to connect with customers

    * Questioningcreating a logical questioning strategy and effectively using probing skills to uncover needs

    * Listeningunderstanding what the customer communicates in words, tone, and body language

    * Positioningpersuasively demonstrating value and application to the customer by customizing your product knowledge to the needs of the customer

    * Checkingeliciting feedback on what you have said to gauge customer understanding and agreement

    These skills are the tools of selling. The sharper the skills, the more effective the salesperson. A weakness in any one of the skills puts a cap on effectiveness. For example, if the salesperson can establish rapport with the customer, it is

    unlikely the customer will open up in answering questions. If the salesperson is a poor listener, answers lose their value. And without an understanding of customer needs, it almost impossible to connect capabilities to customer needs. Dialogue selling requires product knowledge and technical expertise, but equal to these is customer knowledge and skill. In dialogue selling, the salesperson becomes a resource person who, because he or she fully understands that particular customer specific needs, can meet the needs that relate to his or her product and also cross-sell and meet the customer broader spectrum of needs. To succeed in dialogue selling, you must master the six critical skills.

    Here are ways you can sharpen these skills:

    Assess your six critical skills: presence, relating, questioning, listening, positioning, checking. Force-rank the skills. Identify your strengths and areas for improvement. Work on one skill at a time to get it to the next level. Commit to self-critique: At the end of each call, critique your skills as well as the content of the meeting.

    Ask for feedback: Elicit feedback from your customers and colleagues.

    The opening of the call sets the tone. There are four important things to accomplish as you open: establish rapport with the customer, clarify the purpose of the meeting, set the focus on the customer, and bridge to needs. Where you are in the sales cycle determines the emphasis on each. But even in the quickest follow-up telephone call, the best salespeople fully leverage their openings.

    Don skimp on building rapport. Take the time as you prepare to plan your rapport while staying alert to cues for spontaneous rapport, such as photos or other, more personal signals. Be sensitive to customers who are not open to rapport at that moment. After you have established rapport, state the purpose of your call from your customer perspective. Briefly bullet the key items of your agenda and check with the customer that the agenda meets his or her expectations.

    While your objective is the measurable action step you want to achieve, your purpose answers the all-important question, hat in it for the customer?* Aim for your

    objective, but position your purpose as you open to engage and gain the interest of the customer. Consider the following two openings:

    Opening 1: You state your objective: ill, John said you might be interested in

    the new things we are doing in research with ..., so I here to talk with you about

    our ....* The spotlight is on you and you are moving to discuss product. Opening 2: You state your purpose: ill, thanks for taking the time to meet with

    me ... (rapport). I know how busy you are and I appreciate the time. John said you are doing some interesting things in .... Ie given thought to that and looked at

    your new Web site, which looks great. I like to learn more about what you are doing

    in ... and then explore how we might ... (briefly bullet your agenda). How does that sound?* The spotlight is on the customer and you are positioned to identify needs. Opening 1 is headed toward a generic product discussion, while Opening 2 is leading to an interactive dialogue to understand the customer objective and needs before

    you cover your capabilities or ideas.

    During the meeting, get credit for your preparation. Leverage that you are prepared by positioning the homework you have done to increase your credibility (as in Opening 2).

    Many salespeople are self-focused as they open, which actually hurts not only rapport but also the relationship. The customer-focused salesperson realizes the importance of an opening that builds common ground and a shared understanding of the customer needs.

    Here are some tips for optimizing your opening:

    Prepare for rapport: Take the time to plan how you will build rapport. Fully leverage your opening: Plan your opening from what you want to accomplish your greeting, rapport, purpose/agenda, and checking of the agenda. Define your purpose: Translate your measurable objective into your customer-focused purpose to gain the interest of the customer.

    The critical skills of questioning, listening, positioning, and checking are the know-how skills. But the skill of relatingwhich includes rapport, acknowledgment,

    and empathyis the feel-how skill. Building rapport is often connected to the opening of a call. But there are also other powerful ways and times to relate throughout the call.

    Many salespeople get into sales because they ike people.* As critically important

    as rapport is, it is only one part of relating to cus-tomers. Rapport is the

    ike people,* chitchat part of relating. Many salespeople who are good at rapport limit their ability to connect with customers to that part of relating. They don reap

    the benefits of using acknowledgment and empathy throughout the dialogue. In a training session, a group of salespeople were confronted with an objection exercise in which an irate senior-level customer said, our people are always

    spouting formulas as if we know what to do with them!* They were asked to respond with empathy.

    They said, hat is it you don understand?* and 襂誰l go over the process again*

    and so on. No one initially came up with an empathy statement. It took a while to arrive at e certainly don mean to do that. I sorry we have not been clear.

    What specifically ...?*

    Acknowledgment and empathy are powerful skills. Although questions can be empathetic in tone, questions don replace empathy or acknowledgment. For example, if a

    customer mentions a problem, a good salesperson might ask, ow did you handle that?*

    A superb salesperson is likely to introduce the question with empathy to convey concern and, most important, encourage a more complete responsefor example,

     sorry to hear that that happened,* followed by the question. Both acknowledgment and empathy are very important to an active dialogue. Empathy goes a step beyond acknowledgment in showing concern for the customer and, when used effectively, it can help form personal bonds.

    Empathy is not easy for some salespeople to express. They may feel empathy, but are not comfortable communicating it. Verbally expressing concern and caring can help you reduce customer defenses and make you more persuasive. Especially when a customer is emotional or the topic is sensitive, it is very helpful to respond first with an expression of genuine empathy, to make the customer more receptive to your response. Empathy needs to be genuine, because phony empathy is usually transparent to today savvy customers.

    Many salespeople are more comfortable using acknowledgment because it is more neutral. Using acknowledgment is also an effective way to connect with customers. Here how to broaden your relating skills:

    Acknowledge, acknowledge, acknowledge: Verbally indicate you heard what the customer has said.

    Empathize: Express genuine empathy when your customer is disturbed, excited, or emotional.

    Rapport: Develop your rapport skills by preparing how you will build rapport. Rapport is the first step in building a relationship.

Many salespeople think that after their opening they are ready to start elling.*

    While their goal may be to understand customer needs, too many go straight to talking producttrue to a traditional feature-and-benefit formula. Even when salespeople move to asking questions, they can do so in a way that does not inspire customer buy-in. By asking questions without any setup, they can limit the level of cooperation they get.

    Instead, as you wrap up your opening, bridge to customer needs by setting the expectation that you will be asking questions and check to get the customer

    agreement. The reason to do this is that when people are made a part of the decision, it is more likely they will participate actively and enthusiastically. If you preface the reason you like to ask questions with a customer benefit, you will increase the cooperation you get. For example, 襂誺e looked at ... in preparation for our

    meeting .... To help me focus on your interests, may I ask ...?* It is also important to preface your preparation to show the effort you have made to make the meeting meaningful.

    Even with customers who say, ell me about X product* or hat do you have for me

    today?* don succumb to the temptation of product before needs. Say, es. I

    e put together some material on .... So I can focus the discussion on what is important to you, may I ask a few questions? What ...? Can you tell me ...?* If it is later in the sales cycle and you have already identified needs, recap those needs and ask

    a question to identify additional needs or concerns and to learn if anything has changed so that you can incorporate that into the dialogue. Knowing when you are exiting your opening and creating a bridge to needs will help you move into a robust need dialogue. It will also help you avoid getting to product

    too soon.

    Here are a few ideas to help you create a bridge to needs as you exit your opening:

    Reference your homework: Build credibility by reinforcing that you are prepared but that you also would like to ask questions.

    Bridge to customer needs: Begin by sharing your reason for asking questions, to encourage the customer to participate in the dialogue.

    Focus on a customer benefit: Let the customer know how he or she will benefit by participating in the dialogue.

假如你针对认识的100个销售人员;询问他们的销售取向是以顾客为中心或是以产品为中心;

    你猜结果会如何~

    多数的销售人员自认为很了解顾客的需求;他们觉得自己总是替客户提出解决方案而不只是

    提供产品而已;因此他们认为自己绝对是采用以顾客为焦点的销售方式。这些信念是造成他

    们的销售技巧无法提高的最大阻碍;而这些突破又是销售对话中必不可少的。

    销售风格有很多种;每个业务员都有其独特的作风;在销售风格的统一体中有一种被称为“产

    品抛售法”;是指独自发表关于产品的长篇大论;而另一种“咨询式销售法”则是针对顾客特

    定的需求而进行的销售技巧。当然百分之百的“产品抛售法”或“咨询式销售法”都是不可

    能独立存在的;所有的销售人员都或多或少兼具两种特点。

    有些销售人员具有独特的吸引力;他们依靠着独特的人际交往技巧展现个人魅力;并和顾客

    建立良好关系。此外;另一类属于技术专家型的销售人员;他们非常了解产品特点却不太关

    注顾客立场;在交易的过程中常常会出现企图仓促完成交易的“危险时刻”;往往也因此牺牲

    了和顾客间的关系。虽然以上所描述的两种销售类型差别迥异;却毋庸置疑地为我们提供了

    思考业务人员应采取何种销售取向的参考依据。

    当今;多数的销售人员都采取复合式的方法;他们希望受到顾客欢迎;希望建立可信度;当

    然也希望顺利成交;同时符合顾客的需求。但是对多数销售人员而言;这种混合式的方法充

    其量也只是达成“半咨询式”的销售方式。当销售人员采用“半咨询式”的销售方式时;一

    旦认定顾客的需求;就会立刻提出立即成效的建议作为回应;这时候由于他们没有更进一步

    探究顾客需求的根源;因此他们的表现往往低于原本可达到的水平。

    采行“完全咨询式”销售取向的销售人员擅长和顾客建立高效且深刻的对话模式;这些对话

    不但能帮助他们建立良好的客户关系;也能使他们获得更多经验。对话式的销售策略是积极

    且互动平衡的销售人员和顾客间的交流。他们的做法表面上看来简单;交谈内容听起来也不

    过是常识;但事实上却完全不是那么简单;而且也绝不是一般人随便就做得到的。

    一般来说;介于“半咨询式”和“完全咨询式”之间的任何方式都算是好的销售方法;但是

    如果该公司其他的销售条件都和竞争对手不相上下时;销售人员的咨询程度则成为赢得生意;

    或是丧失生意的关键点。输赢之间的主要差异就是;顾客将这名销售人员视为“技术专家”;

    还是一个值得信赖的“咨询顾问”。当你和实力相当的竞争对手竞争时;生意输赢的关键因素

    在于销售人员或团队的销售对话技巧。

    在这里提供几个和顾客建立深刻对话的方法:

    评估你的销售对话技巧:你的销售对话互动性如何~你的“付出,获得”比率是什么~

关注与众不同的事物:多询问一些深入的问题。

    中止教育顾客的思维:多想想如何训练自己更好地了解顾客。

ncrease your sales dialogue to increase your sales results.*

增加你的销售对话;以增加你的销售业绩。

    顶尖的销售人员看待准备工作的观点和一般人不同;他们总是处于准备状态;不论是和顾客会面前或会面后。

    你是如何做准备工作的~是否独自思考顾客的需求;以及该如何提出建议以便让顾客更容易地表示赞同。你是否事先在脑海中思索所有可能的点子;并且让自己在顾客面前的表现显得更有创意与先知先觉。

    制定一个准备策略可以有效缩短你的准备时间;并且强化效果;当你着手进行准备时;请遵循以下三个步骤:

    * 首先;以策略性思考作为准备的起点。先思考长期目标;也就是你希望与顾客建立的关系;然后再针对即将进行的拜访;制定立即可行的短期目标。请确认你的目标是可度量的、可实现的;并且制定明确的时间进度。具体可行的目标将帮助你维持动力;评估拜访成果;同时也能达到加速成交的效果。事先在头脑中演练整个拜访的过程;并让顾客有发言的时间。 * 接下来;你要从顾客的角度来作准备。思考顾客的目标、处境、需求以及判断标准。 * 最后;再将重点放到产品或技术上。从你的产品中找出符合顾客需求的产品。计划你可以向顾客提出的问题、期望实现的目标;并且为顾客量身定做符合需求的材料或产品。 大多数销售人员都本末倒置;从产品或技术的准备开始进行;这是错误的。从策略性的准备开始;将使你准确地把精力投注在正确的目标上;节省交易时间;并让你保持以顾客为中心。 为了做好准备;你要持续更新产业以及公司的最新消息;并让你的工作团队发挥作用、提出想法。此外;你还必须不断地回顾、查阅顾客的资料档案;这样一来;你可以随时了解顾客的最新消息;避免不必要的重复搜集。准备所有未来可能需要的素材、资料;并且为客户制定适合他们的资料或素材。

    当你在脑海中演练整个拜访过程时;必须确认你是否遵循以顾客为中心的原则。拜访之前;只要有可能;都要给机会让顾客对拜访议程提出意见。当你得到顾客的意见后;必须检视顾客意见是否符合拜访主题;适时补充顾客的意见且调整议程;并依据议程进行会谈。 在这里提供几个做准备工作的建议:

    精心准备所有的顾客拜访:每次拜访顾客前;制定可测量的目标并安排时间进度;这样;有助于维持你的销售动力并加快完成交易。

    为顾客量身订做:让顾客了解你是以他或她的需求为首要重点。

    想像拜访过程:计划每一次拜访的沟通过程;并让顾客有发言的时间。

n preparing put first things first. Start with your objective.*

准备是所有工作的第一步;而准备就从制定目标开始。

    顶尖销售人员常常表示;他们和顾客的销售对话与其说是在销售;不如说更像是一场合力攻关。以下介绍六个关键性的基本技巧;可以帮助你和顾客间对话更加流畅、富有成效。 * 风采:说话以及聆听时;要传达出具有活力、说服力与关注的形象。

* 相处:建立亲和力、表示理解;并表达出与顾客感同身受的态度。

    * 提问:制定符合逻辑的问题策略;并且有效运用探索技巧发现顾客的需求。 * 聆听:从语言、声调以及肢体语言了解顾客所要传达的意思。

    * 适当建议:针对顾客需求提出独一无二的产品知识;用具说服力的方式向顾客展示产品价值及应用方式。

    * 检验:请顾客针对你说过的话表示意见;以判断顾客的理解程度及认可度。 以上技巧都属于销售工具;这些关键技巧越强;销售人员战斗力就越强。一旦其中任何一项技巧稍微薄弱;都会影响销售结果。举例来说;假如销售人员无法和顾客建立亲密和谐的关系;顾客就未必会敞开心扉回答你的问题。若销售人员是个差劲的聆听者;那么顾客所回应的答案将失去价值;而不了解顾客的需求;就无法将你的能力和顾客需求紧密结合。 虽然产品知识和专业技术是支持对谈式销售的基础;但是对顾客的了解和销售技巧一样重要。销售人员若能对顾客独特的需求有整体的了解;在对话式销售过程中则能扮演信息提供者的角色;除了可以针对顾客需求提供相关产品外;销售人员也可以交叉销售以满足顾客更多的需求卖出更多产品。为了达到成功的对话式销售;你必须要掌握这六项关键技巧。 以下提供几种方法提升你的技巧:

    评估你的六项关键能力:风采、相处、提问、聆听、适当建议以及检验。将你的能力优劣程度依次排序;确认你的优势以及需要改进的部分;并自我要求在一定时间内将能力升级。 要求自我评价:每结束一次拜访;主动评价你的技巧以及会议谈话内容。 要求回馈:向顾客或同事寻求回馈。

alespeople are made, not born. For most salespeople, sales excellence does not

    just come naturally.*

    销售人员不是天生的;是靠后天培养的。多数杰出的销售人员都不是天赋异秉的。

    会议的开场决定整场会议的气氛。当你开始时;必须做到四件重要的事项:和顾客建立亲密和谐的关系、理清会议主旨、将焦点放在顾客身上、搭起通往顾客需求的桥梁。销售到哪个环节决定着重点随之转到哪个部分;一个好的销售人员即使面对时间最短的后续电话访问;也会努力让开场白发挥最大效果。

    不要吝啬和顾客建立友好关系;用心准备做出与顾客建立友好关系的计划;持续关注可以自然建立各种关系的各种线索;例如照片之类或更多的个人信息。当顾客还没敞开心扉和你建立良好关系的时候;你要善于体察与理解。

    当你建立起友好关系后;你要以顾客的观点陈述会议主旨;简要描述重要议程;并且请顾客核对议程是否符合他或她的期望。

    当你目标是要取得可衡量的行动方针时;你可以回答所有重要的问题;例如;“我到底能给顾客提供什么~”你必须锁定目标;并在适当的时候向顾客陈述会议主旨;就如同你在开场白时吸引顾客的注意一样;使他们产生兴趣。比较以下两段开场白:

    开场白1:说明你的目标:“比尔;约翰告诉我;你也许会对我们正在研究的新东西感兴趣;所以今天我才会来和您分享我们的„„”这样的说辞是以你为中心;接着你开始讨论产品的相关信息。

    开场白2:说明你的主旨:“比尔;感谢你和我见面,亲和力(;我知道您非常忙碌;因此我格外珍惜这宝贵的时间。约翰曾提及您正在„„领域做一些有趣的研究;所以我惦记着这件事并参观了你们公司的新网站;网站真的很棒。我非常有兴趣更进一步了解你们在„„方面的事情;并且看看我们是否有机会可以„„,简短的陈述你的议题(。您觉得如何~”整个会

议的焦点是在顾客身上;而你则是以适当的方式找出顾客需求。

    开场白1是以一般产品讨论为起头;而开场白2则是在谈论关于你的能力及想法前;就将交谈引导到互动对话的方向;以了解顾客的目标和需求。

    会面时;巧妙地让顾客对你的充分准备给予肯定。借机告诉顾客你做了哪些准备工作;以增加信赖感并让准备工作发挥影响力,如同开场白2一样(。

    很多销售人员在会面时的开场白都会以自我为中心;这对建立亲和力具有很大的破坏作用;同时也影响和顾客的关系。以顾客为中心的销售人员知道开场白的重要性;因为开场白是建立和顾客未来对话的共同基础;同时他也可以帮助双方就顾客需求达成共识。 以下有几个小技巧可以帮你获得最佳的开场白:

    为亲和力做准备:抽出时间制定增进个人亲和力的计划。

    充分发挥开场白的影响力:规划你的开场白;其中应包含你想实现的目标;如问候、亲和力、目的/议题以及议题检验。

    阐明你的目的:将你可衡量的目标转变为以顾客为中心的目标;引发顾客的兴趣。

here are three rules for a good opening: rapport, rapport, and rapport.*

好的开场白有三个标准:亲和力、亲和力、还是亲和力。

    提问、聆听、适当建议及检验这几个认识顾客的重要技巧;都属于“技术性”的技巧;然而;相处这个包含展现亲和力、理解及心意相通的技巧;则是以感性方式和顾客建立关系。一般来说;销售人员利用拜访的开场白来建立亲和力;但是在整个拜访过程中;还有其他方法和机会可以好好展现和顾客相处的技巧。

    很多销售人员之所以投身销售行业是因为他们喜欢和人相处。尽管亲和力非常重要;但它只是和顾客相处之道的一个方面。亲和力也就是要表现出喜欢对方并和对方聊天很愉快。很多具有亲和力的销售人员把自己局限在与顾客相处时的亲和力上;他们并没有在对话过程中受益于对顾客的认同;以及感同身受的相处之道。

    某次举行培训时;我请一群销售人员进行角色扮演的练习;有一个经验丰富的顾客生气地说:“你们公司的人只会说着千篇一律的套话仿佛我们理所当然要听。”这表示他想要得到来自业务员感同身受的回应。

    扮演业务员的人通常会说:“请问您不了解的部分是什么~”接着会说:“我将重复整个程序”等。在培训的一开始;没有一个人能针对顾客提出的难题给出具有感情的答案。这通常需要花一点时间练习才能做到:“我们真的无意让你感到不理解;很抱歉我们没有解释清楚;请问你对哪个部分不清楚~”

    表达理解和与客户同感都是具有影响力的技巧;尽管提问时可以利用声调来表达情感;但是提问本身还是无法取代感同身受或是理解。举例来说;假如顾客提出一个问题;一个好的销售人员可能会问:“您是如何处理那个问题的~”;但是一位顶尖销售员遇到同样状况时;可能会以富含情感的口吻提出问题来向顾客传达他的在意与关心;更重要的是;他还会鼓励顾客给与更完整的回答;例如:“我很遗憾听到所发生的一切”;接着他会提出问题。理解和感同身受都是营造积极对话的重要因素;感同身受比理解更能展现出对顾客的关心;如果使用感同身受的技巧得当;将能帮助你与顾客建立良好的私交。

    对某些销售人员来说;要对顾客表达出感同身受的情感并不容易;他们也许真的感同身受;但却不习惯表达出来。口头上传达出在意和关心可以降低顾客的戒备之心;增加你的说服力。尤其当你面对非常感性的顾客;或是讨论的议题很敏感时;一开始若以极为真诚的情感表达关切;顾客将更容易接受你的提议。感同身受一定是要真心的;因为虚假的感同身受往往逃

不过精明顾客的眼睛。

    大多数的销售人员对于表达“理解”感到比较自在;因为这比较中立。表达理解也是和顾客沟通的有效方式。

    以下几种技巧将帮助你提升与顾客相处的能力:

    一再表示理解:用语言表达你已听到顾客所说的话。

    产生共鸣:当顾客心神不宁、兴奋或伤感时;请真诚地表示有同感。

    亲和力:通过亲和力计划发展你的亲和力技巧;亲和力是建立人际关系的第一步。

    cknowledgment is the oxygen of sales.*

理解是销售的必备条件;就如同人需要氧气一般。

    很多销售人员按照传统的“特色加优势”原则进行销售活动;认为在开场白之后就可以准备开始销售;尽管他们这次的会议目标可能在于了解顾客需求;但他们却只会单刀直入地进入讨论产品的话题。即使他们提问;他们提问的方式却无法鼓励顾客买单。也就是说;假如你没有任何准备就对顾客提问;那么只会限制你们之间的合作程度。

    相反;当你利用开场白将气氛活跃起来后;为了将自己的产品或服务和顾客需求结合;你可以向顾客表示希望能在会议上向他提问;并寻求他的同意。这样做的理由是因为当人们拥有决定权时;会比较投入而且比较热情。假如你告知顾客即将提出的问题与他们的利益相关时;更可以增加他们的合作度。举个例子:“为了准备这个会议;我事先详阅了关于„„的资料;以便我能针对您的利益做更多努力;所以;请问我可不可以问您关于„„的问题~”将你的事先准备作为引言也是非常重要的;这样一来;将可在顾客面前展现你为了让会议更具意义所付出的努力。

    就算顾客告诉你:“告诉我关于X产品的事”;或是“你今天为我准备了什么东西~”你也不要受诱惑在了解顾客需求前就谈论商品。你可以说:“是的;我准备了一些关于„„的产品;所以我想要先和您讨论一下哪种产品对你最重要、最有帮助;因此;我可不可以请教你一些问题~什么是„„~你是否可以告诉我„„~”假如你将这个部分安排在销售过程的尾声;并且是在你已经确认顾客的需求时;请简要的重申顾客的需求并询问顾客是否有其他需求或是疑虑;以了解在对话过程中顾客的态度或想法是否有所改变;接着你可以将顾客的新意见并入谈话中。

    懂得在开场白结束时搭起和顾客需求间的桥梁;可以帮助你建立更深刻的需求对话;同时也将帮你避免过早地讨论产品。

    这里有几个建议可以帮助你在结束开场白时顺利搭起和顾客需求间的桥梁: 提及你做的准备工作:强调你已做好准备并且想要提出问题;可以帮你建立可信度;使你更具说服力。

    为顾客需求搭起桥梁:告诉顾客你为什么要提问;鼓励顾客参与对话。

    以顾客利益为焦点:让顾客了解自己可以从交谈中获得什么好处。

    ave the way for the need dialogue.*

为需求对话铺路。

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