communication skills module four. ingramlaforgeavila schwepker jr. williams professional selling: a...

Communication SkillsCommunication Skills

Module Four

Ingram LaForge Avila

Schwepker Jr. WilliamsProfessional Selling:A Trust-Based Approach

Module 4:Communication Skills

Learning ObjectivesLearning Objectives

1. Explained the importance of collaborative, two-way communication in personal selling.

2. Explain the primary types of questions and how they are applied in selling.

3. Illustrate the diverse roles and uses of strategic questioning in personal selling.




Learning ObjectivesLearning Objectives

4. Identify and describe the five steps of the ADAPT questioning sequence.

5. Discuss the four sequential steps for effective active listening.

6. Discuss the superiority of pictures over words for explaining concepts and enhancing comprehension.

7. Described the different forms of nonverbal communication.




Setting the StageSetting the Stage

1. What is it that John Klich believes he needs to possess in order to be a true resource to his customers?

2. What did John indicate is “paramount” to retaining clients for a long period of time?

Capturing the Power ofCollaborative Communication




Sales Communication as a Collaborative Process

Sales Communication as a Collaborative Process

What’s the differencebetween “talkingat the customer”and “talking withthe customer”?




Verbal Communication: QuestioningVerbal Communication: Questioning

• Control the flow and direction of the conversation

• Uncover important information• Demonstrate concern and understanding• Facilitate the customer’s understanding

Salespeople skilled at questioning take a strategic approach to asking questions so that they may:




Types of Questions: Controlling Amount and Specificity of Information

Types of Questions: Controlling Amount and Specificity of Information

• Open-end Questions

• Closed-end Questions

• Dichotomous/Multiple-Choice Questions

HowHow do you manage your time?Do you manage your time well?Do you manage your time well?Are you a good or bad time manager?Are you a good or bad time manager?




Types of Questions: Strategic PurposeTypes of Questions: Strategic Purpose

• Probing Questions – designed to penetrate below generalized or superficial information

1. Requesting Clarification

“Can you share an example of that with me?”

2. Encouraging Elaboration

“How are you dealing with that situation now?”

3. Verifying Information and Responses“So, if I understand you correctly… Is that right?”





• Probing Questions • Evaluative Questions – use open- and closed-end

question formats to gain confirmation and to uncover attitudes, opinions, and preferences of customer.– “How do you feel about…?”

– “Do you se the merits of…?”

– “What do you think…?”




• Probing Questions • Evaluative Questions• Tactical Questions – used to shift or redirect the topic

of discussion– “Earlier you mentioned that…”

– “Could you tell me more about how that might affect…”





• Probing Questions • Evaluative Questions• Tactical Questions

• Reactive Questions – refer to or directly result from information previously provided by the other party.– “You mentioned that …Can you give me an example of what

you mean?”

– “That is interesting. Can you tell me how it happened?”





Guidelines for Combining Types of Questions for Maximal EffectivenessGuidelines for Combining Types of

Questions for Maximal EffectivenessA

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Explore and Digfor Details

Gain Confirmation& Discover

Attitudes/Opinions

Change Topics orDirect Attention

Follow-UpPreviously Elicited

Statements

Amount of and Specificity of Information Desired

Open-end QuestionsDesigned to be

Probing in Nature

Closed-end QuestionsDesigned to be

Probing in Nature

Dichotomous orMultiple-choice Questions

Designed to beProbing in Nature


Reactive in Nature


Reactive in Nature


Designed to beReactive in Nature


Tactical in Nature


Tactical in Nature


Designed to beTactical in Nature


Evaluative in Nature


Evaluative in Nature


Designed to beEvaluative in Nature




Verbal Communication:Strategic Application of Questioning

Verbal Communication:Strategic Application of Questioning

• Generate Buyer Involvement• Provoke Thinking• Gather Information• Clarification and Emphasis• Show Interest• Gain Confirmation• Advance the Sale




Situation QuestionsSituation Questions

Finding out facts about the buyer’s existing situation.

How many people do you employ at this location? How do you manage your time and contacts?

Least powerful of the SPIN questions. Negative relationship to success. Most people ask too many.

Eliminate unnecessary Situation Questions by doing your homework in advance.

Definition:Definition:

Examples:Examples:

Impact:Impact:

Advice:Advice:




Problem QuestionsProblem Questions

Asking about problems, difficulties or dissatisfactions that the buyer is experiencing with the existing situation.

Have you ever had trouble managing your time oryour contacts? Which parts of the system create error?

More powerful than Situation Questions. People ask more Problem Questions as they become more experienced at selling.

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.


Examples:Examples:

Impact:Impact:

Advice:Advice:




Implication QuestionsImplication Questions

Asking about the consequences or effects of a buyer’s problems, difficulties, or dissatisfactions.

What effect does that problem have on your productivity?Could that be impeding your ability to develop good relationships with your customers?

The most powerful of all SPIN questions. Top salespeople ask lots of Implication Questions.

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.


Examples:Examples:

Impact:Impact:

Advice:Advice:




Need-Payoff QuestionsNeed-Payoff Questions

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.

How would better time & customer management help you? Would you like to discuss how we can do that for you?

Versatile questions used a great deal by top salespeople. These questions help the buyer to understand the benefits of solving the problem.

Use these questions to get buyers to tell you the benefits that your solution can offer.


Examples:Examples:

Impact:Impact:

Advice:Advice:




Funneling Sequence of ADAPTFunneling Sequence of ADAPT

• Broad bases and general facts describing situation• Non-threatening as no interpretation is requested

• Open-end questions for maximum information

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

Discovery Questions

• Show the negative impact of a problem discoveredin the discovery sequence

• Designed to activate buyer’s interest in anddesire to solve the problem.

Activation Questions

• Projects what life would be like without the problems• Buyer establishes the value of finding and

implementing a solution

Projection Questions

• Confirms interest in solving the problem• Transitions to presentation of solution

Transition Questions




Verbal Communication: ListeningVerbal Communication: Listening

Effective Active Listening

Visualize

EncourageBuyer to Talk

Make NoAssumptions

Paraphrase& Repeat

MonitorNon-Verbal

PayAttention




Little Concentration or Cognition

Little Concentration or Cognition

Requires Concentration and Cognition

Requires Concentration and Cognition

Types of ListeningTypes of Listening

Social ListeningSocial Listening Serious ListeningSerious Listening




SIER Hierarchy of Active ListeningSIER Hierarchy of Active Listening

Res-ponding

Evaluating

Interpreting

Sensing




Verbal CommunicationVerbal Communication

• Organize Thoughts

• Paint Word Pictures

• Watch Grammar

• Organize Thoughts

• Paint Word Pictures

• Watch Grammar




Nonverbal CommunicationNonverbal Communication

• Facial Expressions

• Eye Movements

• Placement and Movements of Hands, Arms, Head, and Legs

• Body Posture and Orientation

• Proxemics

• Variation in Voice Characteristics– Speaking Rate and Pause Duration– Pitch or Frequency– Intensity and Loudness

FaceFace

PosturePosture

FeetFeet LegsLegs

ArmsArmsHandsHands

HeadHead




Personal DistancePersonal Distance

• Public Zone: >12 feet

• Social Zone: 4 - 12 feet

• Personal Zone: 2-4 feet

• Intimate Zone: 0-2 feet

MeMe

YouYou




Common Nonverbal ClustersCommon Nonverbal ClustersCluster Name Cluster Meaning Body Posture &

OrientationMovement of Hands, Arms, &

LegsEyes & Facial Expression

Openness Openness, flexibility and sincerity

• Moving closer• Leaning forward

• Open hands• Removing coat• Unbutton collar• Uncrossed arms & legs

• Slight smile• Good eye contact

DefensivenessDefensiveness, skepticism, and apprehension

• Rigid body • Crossed arms & legs

• Minimal eye contact• Glancing sideways• Pursed lips• Tilted head

EvaluationEvaluation and consideration of message

• Leaning forward• Hand on cheek• Stroking chin• Chin in palm of hand

• Dropping glasses to lower nose

Deception Dishonesty and secretiveness

• Patterns of rocking• Fidgeting with objects• Increased leg movement

• Increased eye movement• Frequent gazes elsewhere• Forced smile

Readiness Dedication or commitment

• Sitting forward• Hands on hips• Legs uncrossed• Feet flat on floor

• Increased eye contact

Boredom Lack of interest and impatience

• Head in palm of hands• Slouching

• Drumming fingers• Swinging a foot• Brushing & picking at items• Tapping feet

• Poor eye contact• Glancing at watch• Blank stare

communication skills module four. ingramlaforgeavila schwepker jr. williams professional selling: a...

Documents

communication skills

williams professional

trustbased approach

ingramlaforgeavila schwepker

twoway communication

strategic approach

personal selling

primary types of questions