Telephone Skills and Introduction to Telesales

Telephone Skills and Introduction to Telesales

Flee, Wee, Cuppa Tea! Emergency Procedures & Fire Escape
Lavatories and Welfare Refreshments and Hospitality

Icebreakers - Dealing with our Customers over the Telephone
Q - What is Customer Service ? Q - How should we treat our Customers ? Q - What is Telesales ? Open up discussion with the delegates, record bullet points on the flipchart What is Customer Service? Customer service (also known as Client Service) is the provision of service to customers before, during and after a purchase. Its importance varies by product, industry and customer. As an example, an expert customer might require less pre-purchase service (i.e., advice) than a novice. In many cases, customer service is more important if the purchase relates to a “service” as opposed to a “product". Customer service is normally an integral part of a company’s customer value proposition. How should we treat our Customers? Place delegates into 5 groups and ask them to consider one of the following questions: “How should someone be treated when they ring your company?” “What should you do when you answer the phone?” “Your caller needs to speak with someone else – how do you handle it?” “How can you project the right image of your company when you ring someone else?” “What do you dislike about using the phone?” Allow about 10 minutes for each group to discuss their topic. When they have finished, ask them to give a brief overview of their thoughts. Salient points can also be recorded in their delegate handbook. What is Telesales? - selling by telephone contact alone, normally a sales function in its own right, ie., utilising specially trained telesales personnel; used typically where low order values prevent the use of expensive field-based sales people, and a recognisable product or service allows the process to succeed.

Telesales Essentials Key Points to Remember The Customer is King
Customer Support is a Business Essential Enjoy your Job – Be Enthusiastic Communication is a Two-Way Process Use Tie-Down Questions Sound Interesting Plan and Prepare Be Flexible and Adapt to the Circumstances Manage our Expectations Enjoy selling Dress for success Become Customer Focused 'Own the problem‘ Be enthusiastic Definition: Selling is transferred enthusiasm Nobody wants to deal with a 'misery' on the phone Remember that the phone dilutes and diffuses. So you often have to work hard to avoid sounding 'down in the dumps'. Regardless of circumstances, you always control your own attitude. Your attitude can improve the worst situation - or ruin the best one. Successful people consciously choose a positive attitude.

Ready for Telesales ? Key Points to Remember Have a Plan for Success
Have a Plan of Achievement Be Positive and Enthusiastic Anticipate Questions First Impressions are Crucial Orientate Ourselves with the Customer Consider how we communicate with our Customers over the Telephone Set goals for personal achievement Don't just use the company target. Number of calls you can make a number of appointments or sales you achieve. It is a % above target or % improvement. Challenge others in the team to a Challenge “contest”. Reward yourself for achievement. Get going early in the day Get some success to start the day Success breeds success Plan the night before Have a positive expectation

Communication Skills - Listening
“There is a myth in selling those salespeople must have the gift of the gab” - This is not true Don't be a 'motor-mouth'! - There are some salespeople who believe that you should 'hit the phone with your mouth running‘ - Not so ! It has been said 'When God created man he was fully equipped for selling and given two ears and one mouth‘ – True !! And we should use them in at least that proportion Do we recognise the glib, slick, fast talking salesperson? ... YES! Do we like them? ... NO! Do we trust them? ... NO! Do we buy from them? ... NO! They are recognised, disliked and generally not trusted - it is bad selling.

Why should we Listen? You need to find out about your customer
You can't sell until you know You can't know until you listen You will pick up clues about what they want that will help you to sell to them Listening and the Needs of the Customer… To be recognised and remembered To feel valued To feel appreciated To feel respected To feel understood To feel comfortable about a want or need

How should we Listen? Avoid interrupting Listen out loud!
Yes, I see - Oh, really? - Uh - uh Ask little 'prod' questions Repeat back their words as a question You don't like them?‘ Listen to good radio presenters interviewing; how do they demonstrate to their listeners that they are listening? Listening Exercise – The Bus Driver This can be used as an ice breaker or a listening exercise. You tell the group that you will be asking question on what they are about to hear` and that they can take notes if they wish. You start by saying you are the bus driver! You then read out a bus route . eg You are the bus driver at stop no 1 three people got on the bus, one of them was wearing a red hat. At stop 2 4 people got on and 1 got off. At stop 3 2 people got on, 1 person was carrying a bag and the person with the red hat got off. You continue with this detailed theme. When you have finished you ask the question What is the bus drivers age? The majority of people will not have heard the opening line " you are bus driver".

Communication Skills - Vocal
The telephone is non-visual In normal face to face dialogue, research has shown that communication is: 7% the words we say 38% the way we say them 55% non verbal signals 7% 38% 55% Clearly you can only use the first two when you are on the phone (until the age of video phones) so you are potentially only operating at 45% effectiveness; unless you compensate by making more use of the other two.

They can't see you - you can't see them You can't show them products or literature They can't see that you are sincere You can't see their reactions But you still have to: Present your ideas to them Get their feedback Know how it's going Know when to move on Know when to ask for the order

Focus on the voice Be warm and sincere Use the voice to build trust Don't speak too quickly Don't mumble Don't SHOUT Lower the voice for maturity

“Imagine” is a command to the brain that it has to obey! “Imagine that you are walking on a sandy beach beneath a clear blue sky, with palm trees gently swaying in the breeze” What did you see?” You read words, yet saw pictures! Try to paint pictures with the words that you use on the telephone: How good they will feel about their decision Pride of ownership Peace of mind Enhanced productivity Happier staff Less aggravation

Avoid Negative Language Possibly - maybe – perhaps We might be able to do this I hope that will be OK If you decide to buy it ...

Use Positive Language I am sure that will do the job I know we can get that for you I'm certain you'll be pleased with this Once you've taken delivery Ask questions to keep control and get feedback...

The Telesales Cycle Key Points to Remember Probe with Questions
Confirm Requirements Match Requirements, and; Close

Asking Questions Closed Ended Questions: Open Ended Questions:
Encourages Yes or No answers Can you think of a few? Open Ended Questions: Usually uses the “5 Ws” and sometimes How: Who? Where? What? Why? When? HOW?

Questioning Exercise Think of a product or service you would like to sell and… Take 2 minutes to write an open ended question you could use when greeting a customer for the first time to learn more about their needs… Next, turn to a person next to you and ask each other your question (observe the response)…provide feedback regarding the question used (Is it effective? Why/why not?)

Probing Questions This Section Shows The Importance of Understanding
How to ask Probing Questions How to use Open Questions The Importance of Preparation Why we need a Range of Questioning Strategies How to Put the Customer at the Centre of the Sale

Probing Questions Q - What is a Probing Question?
A - Probing Questions ask for more Information or Clarification Probing Questions Ask More Information or Clarification Probing questions are, in essence, follow-up questions that ask for additional information, request the person expand on what she has said, or ask the person to go deeper. Using probing questions can be helpful in increasing understanding, since most people need to be encouraged to go beyond what they have said to help someone understand their deeper feelings, and opinions. They indicate interest and a desire to understand. Probing questions can be non-directive (eg. "Go on", or "Could you clarify that?", or they can be more directive and specific as below: Person A: I live in London Person B: Ah. Do you live in the West End or East End? Remember that probing questions are guided by and chosen based on what the OTHER person has said. They show that you are paying attention.

Probing Questions Key Points to Remember
Ask Questions, then understand what the Customer says Concentrate on What is Being Said Take Notes Use Open Questions Have Questions Prepared Relate Questions to the Individual Have a Range of Strategies Get a Full Understanding before moving on Ask delegates to turn to their workbook and select the section: Probing Questions and Responses. Ask the delegates to work in pairs to discuss each customer request and to consider the given answers. Discuss with the group after 5 minutes and record findings on the flipchart.

Confirming Requirements
Here we will examine: How to check understanding How to use closed questions How to establish a know and agreed closing point Use echo questions to get more information in a very smooth way. Phrase your question using the key words from the caller's last statement. Raise the tone of your voice slightly at the end to make the words a question.

Confirming Requirements
Key Points to Remember: Check that we have understood the detail Use a closed question Use a summary of the requirements Establish a known and agreed closing point Only move on after a positive confirmation Ask delegates to turn to the section “Confirming Requirements” in their delegate workbook. Again, working in pairs, discuss the responses given and choose the one they feel is relevant to the situation. 5 minutes

Matching Needs This Section Shows: When to start a sales presentation
What to include in a sales presentation What to leave out of a sales presentation How to reduce potential objections When to introduce non-matching benefits Customers’ needs are critically important. Uncover and understand them. Have TOTAL belief in your products and/or services If you don't believe in your products or services, how can you expect the customers to believe in them? Uncertainty breeds uncertainty Knowledge brings confidence Think of the value to the customer Ask for letters of reference to boost your confidence and to use with prospects Stand up to make or take important calls Standing up will make you more lively and enthusiastic. You can be more expressive, assertive and positive You will sound more confident. The brain thinks up to 3 times faster when you are standing up You can be more forceful You will feel more alert It stops interruptions from other people, because they can see that you are making an important call

Matching Needs Key Points to Remember:
Match our offer to the caller’s needs Don’t try to sell every feature Only sell the matching benefits Only introduce non-matching benefits once the sale is complete Again, ask delegates to refer to the scenario’s in their delegate workbook and consider the responses given.

Closing for Business This Section Shows: When to move into a close
How to use a test close Closing techniques How to close when there are outstanding objections When to introduce concessions How to gain closure throughout the sale

Closing for Business Key Points to Remember: Try a test close
Direct close Alternative close Minor point close Objection aside close Only use a concession if all else fails Answer a question with a question A major reason business is lost is that no one ever asked the prospect to buy. Without a close, a customer contact is only a conversation, not a transaction. Be sure to ask closing questions.

Closing Hangers When do you want … How much would you like …
At which location … Shall we post … Would you like … How soon would you want … Will we be sending the subscription … How many … Shall we invoice you … To what address … … the red model or blue? … two day or overnight … to come in for your fitting? … should this be delivered? … to have the donation listed? … will you be needing on this order? … will you be picking up your order? … to schedule the installation? … to your home or to your office? … to your credit card or by invoice? A proper close is essential to any sale. Without it, your contact with the customer is as incomplete as the sentence fragments below. Each one started out as a good closer but the ends were knocked off. As you repair these “Closing Hangers” think of effective closers you can use in your own situation. Answers: 1-C 2-E 3-G 4-B 5-A 6-H 7-I 8-F 9-J 10-D

Presenting Benefits Key Points to Remember: Benefits are key
Focus on what the customer wants Three main benefits: Money, Time ad Peace of Mind Use benefit statements Keep information structured, relevant and simple Keep presentations to the point Highlight the benefits that the caller has an interest in Build desire Have answers prepared, rehearse using them This Section Shows: The importance of focusing on customer benefits How to start a presentation What to include in a presentation How to gain agreement during a presentation How to answer tough questions The importance of preparation Features are facts, they are not benefits. Remember that people want to know what's in it for them. Instead of having a list of features and benefits you're intent on presenting, take all your benefits and write them down the side of a piece of paper. Then draw two columns down the page to the right of the words. Label the first column "Needs Filled/ problems Solved." Then for each benefit write out what need or problem the corresponding benefit satisfies. Label the right-hand column "Questions to Ask." For each need or problem write a question that would determine whether that situation existed. Use these questions during your call. Make sure you don't present what you "think" is a benefit until you've confirmed it by asking the corresponding questions. Use questions. Find out. A great cold calling technique is to follow the company name with a wide ranging benefit that the customer could gain. You want to spread your net wide, so use a broad benefit that could be an attention grabber for many prospects. Relate the benefit to your company, or product sales message. If you have a unique selling point use it in your benefit statement. You want something that would grab your attention if you were the potential customer. What is there about you, your company, or your product, that puts you above your competitors? Beware of using benefits that claim you can save the buyer money, unless this is the sales message of your company. Everyone makes this claim and many prospects are now immune to it. It can also lead to the prospect asking for prices over the phone rather than agreeing to meet with you.

Making Calls Key Points to Remember:
Check it’s the right person you’re speaking to Check that it’s convenient to speak Introduce ourselves Use a link statement Use a benefit statement Above everything – PREPARE FOR THE CALL Making Calls Be sure you know your objective before every call Know your Product Features Know your competitors Know business rules Make sure you’re talking to the correct person Prepare Preparation Take the time to know something about the company you’re calling, and where your product or service would fit in with the likely needs and wants of that company. Prepare in advance the questions you will need to get answered in order to further qualify your potential customer.

Receiving Calls Key Points to Remember: Answer the phone promptly
Use the incoming call sequence Find out who is calling Take notes Don’t keep people waiting Pass on information Remember – First Impressions Last … ! This Section Shows: What to include in an incoming call sequence How to find out who is calling What to include in any notes we take What to do if a call can’t be answered immediately Four types of in-coming call 1 Orders 2 Inquiries about products/services 3 General queries about orders/accounts, etc 4 Complaints . Those first moments of telephone communication are vital and all-important. Here’s a good procedure for telesales personnel: • Introduce themselves and their organisation. • Make a statement that stimulates interest and creates a curiosity, about some benefit the prospective client could gain from the telephone call. • Ask appropriate questions in order to get the other person involved in a conversation. Then listen and respond with more questions – appropriate ones. Tell them that in order to deliver the potential benefit, you need to get information. Here are examples; "My name is Roger Aspen, with Apex marketing. We specialise in generating business for our clients at the same time as lowering their marketing costs. I've got a few ideas I'd like to discuss to see if this would be of any value to you and your company”. Or: "This is Sophie Grierson with Cleanways UK. I'm calling because we may be able to cut your expenses for the exact same cleaning items you're now buying. To determine this, I'd like to find out what you're using for " Answering the phone correctly is vital. When you answer the phone, you don't know: Who is calling Where they are from What they want Whether they have ever called your company before What mood they are in Are wanting to place the biggest order in your company's history Have just been let down by your major competitor Are giving you your last chance to put something right before they go to one of your competitors Have just seen an advertisement, and know nothing else about you Whatever the reason you will never get a second chance to make a positive first impression!

Receiving Calls You will make an impression of some kind!
What will it be? Harassed, busy and 'Let's get it over‘ Warm and friendly Distant, cold, uninterested Professional and helpful The telephone is the window through which customers see your company. Answer the phone in rings Getting it right is vital How do you feel when you call a company and the phone just rings and rings and nobody answers? That is how your callers will feel if you don't answer the phone.

Receiving Calls For Reception/switchboard - cheerful greeting
Greeting - 'Good morning'/'Good afternoon‘ Company name Greeting ('Good morning') - they have a chance to 'tune in' to your voice Company/dept name ('Sales office') - they know they've got the right place! Your name ('you're speaking to A/an') - people deal with people, not companies Ask a question (‘what can we do for you?) - it gets them talking - you then know how to help them Big danger! - Too often people recite this like a mindless answering machine. Use your personality and vary the phrases you say so you don't get bored. Done badly it's a turn-off - so do it well!

Receiving Calls Find out who's calling - ASK - SPELL – REPEAT
1 Ask their name 'May I ask your name, please? 'And your name is?‘ 2 Check the spelling - Their name will be appearing on letters, quotes, proposals, orders, delivery notes and invoices; get the name wrong, and you may not get as far as the last three items! 3 Write it down for accuracy 4 Check the pronunciation - If you are going to use their name, then you need to get it right to avoid annoying them (they will correct you early on without embarrassment) 5 Use their name in the conversation It is the sweetest sound in the world to them - You are building rapport - It is part of the 'massaging' process Don't let customers overhear what they shouldn't Don't leave callers on hold End the call professionally You will have developed a rapport with a caller in a brief space of time - how you end the call can either reinforce or destroy that rapport.

Ending Calls This Section Shows: How to close calls
How to leave callers feeling positive Why the word “goodbye” is important When to disconnect

Ending Calls Key Points to Remember: Thank the customer
Say we look forward to being of help or appreciate the business Confirm the details Leave with a friendly comment Use the word “goodbye” Wait for the customer to hang up before disconnecting Ask delegates to refer to the delegate workbook to consider the scenarios.

Ending Calls Seven steps to end a call professionally:
Confirm back the agreed details - in detail Thank them - for their call/order/enquiry, etc. Ask for help (if appropriate) - best time to call them next, how to find them, etc Look forward to the next contact Leave on a pleasant note - 'Have a good weekend' (note: avoid 'Have a nice day'!) Say goodbye Put the phone down - LAST Wait for the 'click' at their end. This important step is missed by most people using the telephone: - it avoids a 'cut-off' feeling - They may remember something else they wish to say

Taking Notes Key Points to Remember: It’s professional
Shows the caller that we are listening Puts the caller at the centre of the sale Keeps track of the conversation Shows that our business is committed to the sale Helps us review our performance This Section Shows: Why note taking is important What note taking tells our customers How note taking will improve sales performance How to use our notes Every telephone message should include the date and time of the call as well as the calling party's name and telephone number and your name or initials. Pay close attention to details, they're the little things that count.

Selling Across This Section Shows: Why customers need help
What complementary products or services do How to make selling across part of your sales process How customer care is an opportunity to sell across Cross-selling is defined by the Oxford English Dictionary as "the action or practice of selling among or between established clients, markets, traders, etc." or "that of selling an additional product or service to an existing customer". In practice businesses define cross-selling in many different ways. Elements that might influence the definition might include: the size of the business, the industry sector it operates within and the financial motivations of those required to define the term. The objectives of cross-selling can be either to increase the income derived from the client(s) or to protect the relationship with the client(s). The approach to the process of cross-selling can be varied. Unlike the acquiring of new business, cross-selling involves an element of risk that existing relationships with the client could be disrupted. For this reason it is important to ensure that the additional product or service being sold to the client(s) enhances the value the client(s) get from the organisation. Examples Cross-selling of professional services Benefits that can accrue to the customer include the efficiency and leverage that result from using a single supplier for multiple products. When buying complex professional services, like consulting needed to make and integrate an acquisition, using one firm reduces the finger pointing that is common when a problem occurs in an area that straddles two or more services; if only one firm is responsible, finger pointing is eliminated. For the vendor the benefits are also substantial. Most obviously, revenues go up. There are also efficiency benefits in servicing one account rather than several. Often most importantly, vendors that sell more services to a client are harder for a competitor to displace. The more a client buys from a vendor, the higher the switching cost. Though there are few ethical issues with most cross selling, in some cases they can be huge. Arthur Andersen's dealings with Enron provide a highly visible example. It is commonly felt that the firm's objectivity, being an auditor, has been compromised by selling internal audit services and massive amounts of consulting work to the account. Though most companies want more cross-selling, there can be substantial barriers, including: A customer policy requiring the use of multiple vendors. Different purchasing points within an account, which reduce the ability to treat the customer like a single account. The fear of the incumbent business unit that their colleagues would botch their work at the client, resulting with the loss of the account for all units of the firm. Broadly speaking, cross-selling takes three forms. First, while servicing an account, the product or service provider may hear of an additional need, unrelated to the first, that the client has and offer to meet it. Thus, for example, in conducting an audit, an accountant is likely to learn about a range of needs for tax services, for valuation services and others. To the degree that regulations allow, the accounts may be able to sell services that meet these needs. This kind of cross-selling helped major accounting firms to expand their businesses considerably. Because of the potential for abuse, this kind of selling by auditors has been greatly curtailed under the Sarbanes-Oxley Act. Selling add-on services is another form of cross-selling. This happens when a supplier shows a customer that it can enhance the value of its service by buying another from a different part of the supplier's company. When you buy an appliance, the salesperson will offer to sell you insurance beyond the terms of the warranty. Though common, this kind of cross-selling can leave a customer feeling poorly used. The customer might well ask the appliance salesperson why he needs insurance on a brand new refrigerator. Is it really likely to break in just nine months? The third kind of cross-selling can be called selling a solution. In this case, the customer buying air conditioners is sold a package of both the air conditioners and installation services. The customer can be considered buying relief from the heat, contrary to just air conditioners.

Selling Across Key Points to Remember:
Customers don’t usually know about our business Suggest complementary products or services Present products that our customers will be most interested in Contact customers before delivery Contact customers to explain how products work Focus on customer service

Selling Up This Section Shows: When selling up is appropriate
How correct selling up is part of customer service How to present when selling up How to introduce special offers Up-selling is a sales technique whereby a salesman attempts to have the customer purchase more expensive items, upgrades, or other add-ons in an attempt to make a more profitable sale. Up-selling usually involves marketing more profitable services or products, but up-selling can also be simply exposing the customer to other options he or she may not have considered previously. Up-selling can imply selling something additional, or selling something that is more profitable or otherwise preferable for the seller instead of the original sale. Examples Some examples of up-sales include: adding side dishes and/or hors d'œuvre to a food order suggesting a premium brand of alcohol when a brand is not specified by a customer (such as offering Captain Morgan if a customer simply requests a "Rum and Coke"). selling an extended service contract for an appliance suggesting a customer purchase more RAM or a larger hard drive when servicing his or her computer selling luxury finishing on a vehicle offering tripod, filters, and lens wipes with a purchase of a camera suggesting a brand of watch that the customer hasn't previously heard of as an alternative to the one they are considering. Techniques Many companies teach their employees to up-sell products and services. A common technique for successful up-sellers is becoming aware of a customer's background and budget, allowing them to better understand what the particular person might need. Another way of up-selling is by creating fear over the durability of the purchase. This is particularly effective on expensive items such as electronics, where an extended warranty can offer peace of mind. This also works with things like expensive leather shoes, where the salesperson suggests that you also buy the waterproofing spray, "to make the shoes last longer".

Selling Up Key Points to Remember: Introduce after the sale is closed
Introduce favourable price-breaks Present extra benefits relative to additional investment Introduce special offers Focus on customer service Always make a suggestion

Getting Through Key Points to Remember:
We need to speak to the decision maker Use the authoritarian approach Ask “is he / she there?” Take control of the conversation Refer our call to the decision maker’s job Offer to call back Make sure that we always have the initiative Have a plan of what to ay if put through to the wrong person This Section Shows: Two approaches to get past the “gatekeeper” How to control the conversation How to get control back What not to say

Managing the Gatekeeper (Getting to know VITO)
What is a VITO? Very Important Top Officer Titles? CEO President Founder Chairman of the Board Managing Director

Why Vito: “…salespeople spend a lot of time worrying about how to get our foot in the door. Usually we’re pretty good at it, but sometimes we need to stop and ask ourselves whether or not the doorway we’re sticking our foot into is the right one!”

Three Groups of VITOs: Brand New Accounts (key focus and workload) – VITO shortens cycle In-process Opportunities (grid-lock sets in to a long process – VITO unlocks the secret information bottle) Existing Customers – solidifying your relationship by knowing the “highest up”

Managing the Gatekeeper (Add value to VITOs Day)
VITO pays attention to things that add value to VITO’s day FIND some way that you can convey the important message that YOU CAN ADD VALUE Change Your Focus STOP BEING a “salesperson” START THINKING like a “businessperson” BE a “problem solver” THINK LIKE A VITO - Focus on issues that affect VITO’s bottom line (the gold)

Managing the Gatekeeper (Add value to VITOs Day)
The GOLD – CEO SPEAK: Increase market share % Earnings per share increase by 1-2%+ Employee morale issues resolved Profit increase in £1millions Beat the competition Cost containment/reduction in %age improvement or raw pounds (profit gains). ALL in ALL you should be able to demonstrate leverage within a short period of time by taking the risk of spending precious time with you. YOU MUST do this in less than 3 minutes. THEN DELIVER on it and LISTEN intently.

Managing the Gatekeeper (How to get to VITO - GATEKEEPERS)
Two types of GATEKEEPERS: RECEPTIONIST or FRONTLINE person: All calls to VITO’s organisation VITO’s own personal secretary DO NOT CONUFSE with standard secretary OFTEN THEE 2nd MOST IMPORTANT person in the company It is a tactical mistake to confuse VITO’s personal secretary with the standard secretary: Why? Dealing with the STANDARD gatekeeper: Do not talk down (put yourself in their situation) They are keeping track of all the company’s phone traffic and that is hard work Time is short (precious) Some do’s and don’ts in the book (next slide) Never ask for VITO directly (looking for personal secretary) When pressed do not get flustered Don’t Lie Using a Global Hook Don’t Identify your product or service Avoid sending information (always go in person) Avoid leaving messages (get VITOs fax number)

Managing the Gatekeeper Connecting with the Executive Suite
Deal with VITO’s secretary as if they were VITO themselves Ask them what “They think of it…” not what VITO thought. RECOVERY: Fax – send a “WHILE YOU WERE OUT” memo (the little pink slip) Letter – copy of VITO letter attached to Fax Refer to delegate workbook

Objection Handling Key Points to Remember:
Avoid putting off objections Pre-handle known objections Objections are part of the normal sales process Understand the objection Ask the objection back Soften by agreement Outweigh or overcome Illustrate value – What is the daily cost? Suppose problems – Imagine success Summarise the outweighing benefits This Section Shows: When to handle objections How to deal with known objections How to minimise the impact of objections How to handle objections Language to use when overcoming objections

Objection Handling Legitimate or Illegitimate ?
“Many objections are created by the Salesperson not qualifying well enough in the first place …” Objections - legitimate or illegitimate? An objection is usually defined as ‘the customer’s reason for not buying’. Many times, the customer has just not been qualified as a correct prospect for this particular product or service. Poor qualification of prospects will always equal a lot of objections and lots of failed sales. When a potential client does come up with objections, they may not be real to your telesales people, but to that potential client, they are very real. Contrary to many books and sales training courses, objections to buying your product are not always surmountable. It may be an inappropriate product or service; the client may genuinely not be in a position to purchase if he has a limited budget. Most of all, he may not really want your product or service. Why not? The best thing to do with genuine objections is to talk them through with the potential customer. If the product or service is genuinely not for that person at this time, it will become glaringly obvious. If you continue to advise your sales people that ‘all objections can be overcome’ then sooner or later, they will become disaffected from you and the company. Why? Because many objections are legitimate objections that place the potential client out of reach of your product or service for the time being. Recognise it.

Complaints Handling Key Points to Remember:
Avoid putting off objections Pre-handle known objections Objections are part of the normal sales process Understand the objection Ask the objection back Soften by agreement Outweigh or overcome Illustrate value – What is the daily cost? Suppose problems – Imagine success Summarise the outweighing benefits

Complaints Handling Turn complaints into opportunities
Every company gets complaints - if they get none at all, then they are either perfect (unlikely) or they just don't do enough business! Experience shows that, if a complaint is handled well, customers will be more satisfied afterwards.

How to Handle Complaints
Listen! - allow them to let off steam; don't interrupt; note all relevant details. Question for more information and clarification Summarise back and gain agreement Thank them for drawing it to your attention; it diffuses the situation Promise actions and a call back to advice

How to Handle Complaints
Look into the situation and get all the facts Call the customer back - keep the promise even if you have nothing to report Tell the customer what will be done to put things right Keep in touch until the matter is resolved - let them know of progress/delays Call them after resolution to reinforce

DO IT NOW! After each call:
Update records while it is fresh in the memory. Ready for the next contact. “the faintest of ink lasts longer than the sharpest of memory” Process paperwork - orders/quotes Nothing gets lost It avoids build-up and end of day rush

DO IT NOW! After each call:
Diaries the next contact to ensure prompt follow-up Make the next call Tips to improve work flow If sending out literature, etc, address the envelope; list what is to be included on a Post-it note, then fill the envelopes during your next break. Do the same for letters confirming appointment. Have set times for letter writing. Keep separate trays for orders, quotes and letters

"F" Words ….. Finalise Action items File Call-backs for tomorrow
Forward Fill out Flag Forecast Find Feed Flip Forget Action items Call-backs for tomorrow Completed work “To Do” list The trash can Pending messages Notes from today’s activities The frustration of facing a mess in the morning At least one task to be excited about Light and equipment switches to “Off” Remember what you leave today will be waiting for you when you return. Finish the day ready to begin is the “F” element. There are some other “F” words that can help you remember to take steps necessary to put this good idea to work for you. Some of these “F” words are listed here. Complete the reminders and prepare to be prepared

Top 10 Mistakes by Telesales
Sending Unnecessary Literature Poor Telephone Image No “Post-Call” Review Lousy Listening Screener Misuse and Abuse Non Existent or Inadequate Questioning Poor Preparation MISTAKE 10: SENDING UNNECESSARY LITERATURE One of the best stalling techniques ever used by prospects (or more usually, non prospects) is, "Send me information on that." And they use it for a good reason. It works. Every day this phrase chases sales rep off the phone, and sends them scrambling for the literature rack, tossing fistfuls of shiny brochures into oversized envelopes, convinced (mistakenly) that "I've got a hot one here." Perhaps you've fallen victim to this yourself. In my early days I know I did. But this balloon of anticipation quickly deflates when the sales rep calls back, hearing, "uh, I didn't have a chance to read that yet." And the cycle continues. Don't mistake "Send me literature" for a legitimate sign of interest-yet. And don't be fooled into thinking literature does your selling. Don't even be so presumptuous as to believe they will read your literature. Printed materials can be a fine complement to your sales effort. Emphasis on the word "complement" YOU still need to generate interest to the point where they deserve literature. Otherwise you're wasting valuable selling time. Action Steps: When you get the "send literature" request, be certain the person is a legitimate buyer, and not someone trying to get rid of you. It's better to get the "no" now, rather than later, after you've already invested a few dollars worth of paper and postage, and lots of your precious time. If you hear the request early in the call, I suggest you respond with, "I'll be happy to send something that summarises what we discussed. Let me ask you, though, if you like what you see, I'm assuming we'll be able to do business together?" ================================ MISTAKE 9: POOR TELEPHONE IMAGE It's astonishing how many people give more thought to what colour socks they'll wear, than to how they look to the other person. Try an experiment. On your next 10 telephone calls pull out a piece of paper and make tally marks in two columns: "desirable" and "undesirable," describing the total image you form based on what the other person says, and how they say it. When you analyse it, it's befuddling that so many people fuss about their personal appearance, but ignore the way they "look" on the phone. And that can be fatal to teleprofessionals. Action Step: The best way to improve the way you sound is to listen to yourself on tape. Every top performer in all other skill professions uses taping. Athletes, actors, singers, dancers, professional speakers...all review their performances on tape in order to improve. You need to do the same. ==================== MISTAKE 8: NO POST-CALL REVIEW I cringe when I see sales reps grind out call after call, putting their fingers in "speed dial" mode, pounding the key pad immediately after disconnecting the previous call. They waste learning opportunities. That's why there are grizzled, veteran salespeople who have placed thousands of calls in their lifetime, but have no real experience to speak of. They don't REFLECT on what they have done. Learning doesn't take place while you're engaged in an activity. It takes place afterward, when you dwell on it. Just like reading a book, you retain more when you pause to reflect on, and react to, what you just experienced. Action Steps: At the end of every call you place, simply ask yourself two questions: 1. What did I like about this call? 2. What would I have done differently on this call? No time to perform this activity after your calls? Think again. You can't afford NOT to. ==================== MISTAKE 7: LOUSY LISTENING Success on the phone does not mean dominating the conversation. Oh sure, you've likely heard such wisdom about listening before. It makes sense. But based on national averages, few people actually practice it. Listening experts say that most of us listen with only 30%-50% efficiency. I don't know what causes salespeople to turn on the verbal waterfall once they get a moment of opportunity to speak. Fact is, the other person's desire to listen to you is in inverse proportion to the amount of speaking you do. Talk a lot, and their interest wanes. As does their desire to participate in the conversation diminishes the more you talk. They get bored. Plus, the more you talk, the greater the possibility you'll mention things they can object to. Action Steps: Everyone knows how to listen. Technique is not the problem. The key is selling yourself on WHY you need to listen. It's the same with any activity. If your desire to do something is strong enough, you'll get it done. Therefore, when you find yourself taking a mental vacation during calls, ask yourself a question: "Why do I need to listen to this person?" The answer tends to snap you back to the proper perspective as you answer, "Because what this person says will tell me exactly what I need to say in order to help them buy, therefore putting more money in my pocket." Have your purpose in mind before and during every conversation. ==================== MISTAKE 6: SCREENER MISUSE AND ABUSE I've heard sales reps refer to the screener as the bulldog, the iron gate maiden, the rejectionist, and other equally unflattering monikers. No wonder these callers have difficulty getting to buyers. They experience exactly what they expect: resistance, frustrating penetrating questions, and downright humiliation. That's because the callers use strongarm tactics to try to go through, around, above, or under the screener. Basic psychology tells you that the more someone is pushed, the harder they resist. Action Steps: To get to your buyers, all you need to do is help screeners do their job, which is protect the buyer's time so that only callers with something of value are allowed to spend time with the boss. Therefore, you need to be sure you have a Justification Statement prepared in response to "What's this in reference to?" It's here that you sell the screener on putting you through. And you thought you were calling to qualify them? The screener is qualifying YOU! And based on your Justification Statement, they decide whether or not you warrant an audience with the buyer. So, be ready to explain results and benefits that you bring to the table. Do NOT say, "We sell _____________, and I want to talk to him/her about it." That normally elicits a response like, "We're happy with who we're buying from" Instead, say something like, "I have some ideas that have helped other retailers in your industry cut down on their advertising expenses while generating more store traffic. I'd like to ask Mr./Ms. Bigg a few questions to see if this would make sense for you to take a look at." Get Information From the Screener Also, whenever you're prospecting, you should ask questions before you get to the decision maker so you're better-prepared when you do ultimately reach him or her. Every piece of qualifying information you need on calls could potentially be gathered from others in your prospect's organisation. Switchboard operators, screeners, worker bees, and others in the decision maker's department, people who actually USE what you sell all can provide valuable insight-information that gains instant respect, and creates interest in the mind of the buyer. You could say, "You probably work closely with Ms. Bigg, is that right?" Then begin your questioning: "So I'm better prepared when I speak with her, there's some information you could help me with first . . ." ==================== MISTAKE 5: NONEXISTENT OR INADEQUATE QUESTIONING If a doctor writes a prescription without proper diagnosis, it could be grounds for malpractice if the recommendation is faulty. When salespeople suggest treatment without diagnosis (which happens all the time) there's not the legal mechanism in place for malpractice (al-though it might not be a bad idea). What does happen, though, is usually disastrous for the caller: He loses credibility in the listener's mind, since the caller foolishly rambles on about what he/she wants to sell, not what the listener might be interested in buying. Therefore the prospect/customer channels energy into thinking of reasons why he should get the caller off the phone, instead of participating in a meaningful conversation. Ultimately, prospects and customers bring up objections as a result of poor questioning (see also reason Number 3), and lousy listening (Number 7). Action Step: Map out your questioning strategy before your call. Instead of having a list of features and benefits you're intent on presenting, take all of your benefits and write them, one beneath another, down the left-hand side of a piece of paper. Then draw two columns down the page to the right of the words. Label the first column "Needs Filled/Problems Solved." Then for each benefit write out what need or problem the corresponding benefit satisfies. Label the right-hand column "Questions to Ask." For each need or problem write a question that would determine whether that situation existed. Use these questions during your call. For example, let's say a business offered overnight delivery on orders received by 5:00 P.M.., while all the other competitors cut off their ordering time at 12:00 noon for next day delivery. The "Needs Filled/Problems Solved" would be the prospect often has last minute orders they require the next day, and their existing vendor isn't able to meet those requests, therefore it causes inconveniences, and maybe even lost business. Only in these situations would the overnight delivery be a main buying motivator. Otherwise it might be a "nice to know" feature that the prospect might be able to take advantage of in the future if he needed it, or worse, the prospect might think, "I never get in a situation where I need something that quickly. I don't care about that feature at all. Maybe that's why their price is higher." (See how presenting what you think is a benefit could actually create an objection?) Make sure you don't present what you "think" is a benefit until you've confirmed it by asking the corresponding questions. Here are some examples: "How quickly do you normally need delivery?" "Do you ever need next-day delivery on orders you realize you need to place later in the day?" "What do you do in situations like that?" "What happens when you need it the next day, but have to wait for two days? What kind of inconvenience does that cause?" You can see in this situation, if the questions uncovered the need/problem, the "benefit" would then truly be of value. ========================= 4. POOR PREPARATION Consider if an airline pilot got on the intercom just after takeoff and said, "Ladies and gentlemen thank you for flying with us today. We're going to fly somewhere, I'm just not sure exactly where, but I hope it's the right place." Absurd, right? Sure. Now consider another scenario. A sales rep plops down in the chair, flips on the computer or pulls out prospect names, while at the same time dials the first number. If you'd ask him/her what's to be accomplished on the call, you'd hear a vague response about a sale, appointment, lead, and so on. But that caller wouldn't be able to tell you any more about how he/she planned on getting there than the hypothetical pilot could about reaching his destination. Poor preparation ensures a sloppy, rambling call that's like a kite without a tail, whipping in the wind, wildly changing directions. On the other hand, you can and should choreograph your call before you place it. Just like Jean Claude-Killy said about ski racing, "The outcome is determined by the time the racer is in the gate," the result of your call is also determined before you pick up the phone. Action Step: The most important step in a successful call is the first one: setting your Primary Objective. I define this as looking at where you are, and determining where you want to be at the end of the call. More specifically, ask yourself what you want to do at the end of the cal, and what should they do at the end of the call. The objective must involve ACTION. If nobody's doing anything, you're no better off after the call than you were before. And after you've set your objective according to this definition you simply fill in the blanks with what needs to happen for you to travel from point A to point B. You'll realize what information you'll need, and the information you'll want to present based on those needs. =============================

Top 10 Mistakes by Telesales
Misunderstanding Objections Reluctant to Get Commitment And Number 1 ………… Opening Statements that Build Resistance, Not Interest 3. MISUNDERSTANDING OBJECTIONS Before I go into companies and deliver sales training programs I always ask managers the areas they feel their reps need the most assistance. When they say, "We need the most work on overcoming objections," I'm in for a lot of work. The reason is, more objections are caused by sales reps than by any other factor. People object when reps don't question effectively, when they talk too much, (sounds like a couple of our earlier Top 10 Mistakes) and basically present features the person isn't excited about. Then when objections are voiced, these same reps feel as if they need to access their "objections flip chart" and retort with a slick, prepared objection rebuttal which will instantly win over the objector. Fat chance. Action Step: The best way to deal with objections is to prevent them from arising in the first place. Ensure you have a fit before making a presentation. However, when objections do arise, the only way to professionally address them is to dig for the reasons behind them. Only then can you begin to understand it, and then perhaps answer it. I said perhaps, because there isn't an answer for every real objection, despite what some sales evangelists preach. Personally, my favourite response to an objection is, "I see. Well, let's talk about that." This lets the person know I won't pounce on them for their beliefs, but I do intend on sincerely discussing it with them. I suggest you do the same, and then question to figure out why they said what they did. You find that this is a painless, non adversarial way to deal with objections. ============================= 2. RELUCTANCY TO GET COMMITMENT This is the activity that takes the least amount of skill to execute, but yet is the hardest for many people to actually perform: Asking for the sale or asking for commitment to take action. Even if prospects are leaning in your favour, they might not volunteer the action you want unless you make it easy by inviting them to do business with you. I've seen a lot of money left on the table, and hours wasted on unproductive follow-up calls, both a result of not asking for the business, or at least asking for some commitment from the prospect. Action Step: Build the asking habit. There's no secret or magic here. No hocus- pocus phrase that guarantees they'll say "yes" to your offer. No offensive closing technique with a warlike title like the "Blitzkrieg Close." Very simply, if you want to get different results, you have to change your routine. If you're not asking for commitment or for the sale as often as you should, you need to analyze why, and then make the change. If your problem is rejection sensitivity, modify the way you define rejection. Don't look at no's as rejection; look at no's as learning experiences that move you closer to a yes. Begin in all areas of your life. Get out of your comfort zone and ask for more of what you want. Better tables in restaurants, discounts on merchandise, whatever just do it! And on the phone, ask for the sale more often. When someone is going to "talk it over," ask if they're going to recommend it. If they try to put you off by saying they'll "think about it" and call you later, ask them what the chances are they'll buy. Sure you'll get more "no's." But the positive answers you'll get save you time, and result in more business. Plus it will build the closing behaviour. OK, Drum roll please. The biggest mistake I see and hear sales reps make on the phone is MISTAKE 1: OPENING STATEMENTS THAT BUILD RESISTANCE, NOT INTEREST Within the first 15 seconds, you create one of two emotions within the person you're speaking to: Resistance or interest. Nothing else. Unfortunately, most callers create resistance. And that results in what they perceive as morale-killing rejection, along with an early exit from the phone call. They start with an uninspiring line like, "We sell _________ and I'd like to talk to you about them." The listener then justifiably thinks, "So what? Why should I listen?" Here's another sure resistance-builder. "I sent you a letter and was wondering if you got it?" So what if they did? What are they supposed to say? "Oh yes! Glad you called. I was just sitting here thinking that I should buy from you!" Yeah, right. What SHOULD you say during an opening to evoke interest? Here's the simple three-step success formula. 1. Introduce yourself and organisation. 2. Most importantly, state an interest-stimulating, curiosity-piquing benefit that appeals to their desire to gain, or avoid loss, and, 3. Get them involved in a conversation. Remember, you want to do more listening than talking. Tell them that in order to deliver the potential benefit you alluded to, you need to get information. Here are examples, "I'm Dan Fleming with Graphics Industries. We specialise in working with retailers in lowering overall advertising expenses while generating more store traffic. I've got a few ideas I'd like to discuss to see if this would be of any value to you and your company . . ." Another, "This is Karen Hamilton with Canton Supply. The reason I'm calling is that there's the possibility we might be able to help you cut down on your expenses for the exact same cleaning items you're now buying. To determine this, I'd like to find out what you're using " If you asked questions of the screener as we mentioned earlier, and received good information, you could use that in your opener to personalise it even more. "Ms. Davis, I'm Paul Cooper with Public Engineering. I under-stand that your division is now looking at upgrading your finishing process on ultramagnetic components. We have a process that has worked well for other manufacturers, and, depending on your requirements, might be something that would fit in nicely with your system . . ." Your calls to regular customers must have a grabbing opener also. Every time you call, without exception, have a Value Added Point. It's anything that allows them to feel they've gained by simply talking to you. It can be good news, useful information, notification of a sale, ideas you have anything they will perceive as useful. "Sandra, it's Linda with Dino Services. I was studying what you've been buying from us over the past two years, and I've got an idea here for a program that might just make your job a little easier . " You could also use, "I heard some interesting information, and you came to mind as someone who could really profit from it . . ." The real test to be sure you have a winning opener is to put yourself in the position of the person hearing it. Ask yourself if you would want to hear more if you were the buyer. Would you set aside whatever you were doing and willingly participate in the call? If not, go back to the drawing board before you fail the quiz with a real prospect. And, be sure your opener says as much as possible, with as few words as possible. ONLY by appealing to their desire to gain, or fear of losing something, will you cause them to spend productive time with you, and eventually buy from you. By avoiding these 10 mistakes and following the Action Steps, you have the foundation for a professional presentation that both you and your prospect will feel good about. However, we've just scratched the surface of Action Steps, and if you'd like more information on making yourself a better salesperson, I invite you to take advantage of the information below. Go and have your best week ever!

Finally ….. Feel – Sound – Cash
You always know when some who calls you is feeling low and especially if is a salesperson and they hate their job; because they sound terrible. It is well researched that how you deliver your message or sound affects up to 70% of the impact of your call. Then Why I ask myself do the people who call me to sell me something often sound so fed up? Listen to how you sound on the phone, record your calls or even listen to your own voic message. Would you listen to you? Would you want to talk to you? If you don’t sound right to you then: Do one of more of the following: Stand up, jump up and down! take ten deep breaths, do ten press ups! or go for a short walk. This way you will change your “state”. Once you change your state you will feel better and then consequently sound better. Once you sound better you will make significantly more impact on the phone and thus if you are selling over the phone make more sales. Once upon a time, during a coached session, there was two call centre agents who had not sold a thing all day and it was 4.00pm and they were well fed up. They took part in some “state” change work with them and they felt a lot better about going back to the phone. They then got 4 and 5 sales respectively during the remainder of their shift! Afterwards the following motto was coined: Feel Sound Cash! How you feel will affect how you sound therefore how much money you make! If you are not in sales it will certainly affect the outcomes you get! keep a big ear out for how you sound!!!

The End …..

Telephone Skills and Introduction to Telesales

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Telephone Skills and Introduction to Telesales

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