Selling, like most endeavors you want to succeed at in life, requires a disciplined process, sharp skills, and good planning. Just as there are specific sales skills that need to be honed through continuous learning and practice there are parts of the sales cycle that require attention and planning. Sharpening your sales skills and refining your sales process are great ways to ensure success over the long haul.I will be devoting a series of nine posts to exploring the sales cycle, looking at which principles of influence are most appropriate to focus on at different points in the cycle. My goal for this series is to help you understand how to get the most “bang for the buck” when you’re selling.Let’s start with the sales cycle. Other sales trainers may combine some of these steps and in some businesses the cycle might look a little different. I see the typical sales cycle as an 8-step process, which includes the following sequence: Prospecting – Looking for new potential customers or clients.Initial Meeting – The first contact with a prospect.Qualification – Fact finding sessions primarily designed to assess whether or not you can – or want to – do business with the prospect.Presentation – Presenting your service or demonstrating your product to the prospect to show him or her how it meets some need they have.Objections – Dealing with reasons the prospect might bring up that indicate a hesitancy to move forward.Negotiating – Potentially altering pricing, terms and/or other aspects of your product or service in order to reach a final agreement.Closing – Getting the prospect to agree to do business with you and your organization.Referrals – Getting the names of people or organizations you can approach using the client’s name as a lead-in.The six principles of influence, as popularized by Robert Cialdini, we’ll look at in conjunction with the sales cycle are: Liking – We prefer to do business with people we know and like.Reciprocity – We feel obligated to give back to those who first give to us.Consensus – We look to others to see how we should behave in certain situations.Authority – We often defer to those with superior knowledge or wisdom (i.e., experts) when making decisions.Consistency – We feel internal psychological pressure and external social pressure to be consistent in what we say and do.Scarcity – We desire things more when we believe they are rare or diminishing.Another psychological concept that will come into play throughout the series is the contrast phenomenon. This isn’t a principle of influence but is a psychological concept that works in conjunction with the principles of influence at different times. Contrast, sometimes known as “compare and contrast,” alerts us to the reality that two things will appear “more” different depending on what was presented first.I encourage you to stay tuned because if you do, your ability to sell, and getting to yes, will be much easier when you add the science of influence into your sales approach. Next week we’ll start with prospecting.
Brian Ahearn, CMCT® Chief Influence Officer influencePEOPLE Helping You Learn to Hear “Yes”.
Good Lovers Lie
If you are honest with yourself, you are probably aware that when it comes to love – the truth is necessary, but so too are lies.
A quote from Clancy Martin in a NYTimes piece on the topic:
“Love is a greater good than the truth. No marriage, no parent’s love of a child should be scrutinized like a pathologist examining his cadaver. Save your ruthless pursuit of the truth for the laboratory; we lovers would rather be like Shakespeare: “Therefore I lie with her and she with me / And in our faults by lies we flatter’d be.” Don’t worry so much about ferreting out the truth. Take care of each other instead.”
And similar quote from a difference source:
“When you take a step back and put it altogether, the picture that emerges about intimate relationships is somewhat contradictory: Because our romantic relationships are so rewarding, yet so constrictive, we are simultaneously more truthful and more deceptive with those we love. Additionally, we place the most trust in the person who is most likely to deceive us, just as we are most likely to deceive the person who loves and trusts us the most. These are just a few of the paradoxes that emerge when taking a close look at the use of deception in our romantic relationships.”
The Funnel Approach to Questioning and Eliciting Information
Written for Tactics and Preparedness, Issue 15, January 2015
By Dr. David Matsumoto, Dr. Hyisung Hwang and Vincent Sandoval
Broadly speaking, elicitation refers to procedures or techniques involving interacting with and communicating with others, formally or informally, that is designed to gather knowledge or inform. Eliciting information from anyone who is uncooperative is a difficult task. Elicitation can occur in many different contexts, including very impromptu, informal situations such as everyday conversations and social interactions (e.g., a “chance” meeting at a cocktail party or other social gatherings) or very formal ones that are scheduled and occur in a predefined place (e.g., a job interview). In this article, we provide tips to eliciting information during relatively more formal interviews, which we define as an overt activity for the purpose of information gathering. That is, an interview is a conversation with a purpose.
A list of questions by itself does not constitute an interview. Instead, one should prepare for interviews by crafting relevant questions to address specific topics to explore with the subject prior to conducting an interview. Preparation is essential to effective interviewing, including conducting and analyzing background reports, collating corroborating or disconfirming information, interviewing other individuals, gathering relevant forensics and other physical evidence.
Even when it comes to the interview, there are many things to consider, and it is important to understand the interview within the broader context than just the interaction between interviewer and subject. Interviews occur in a certain place and time, between two or more individuals who often come from very different backgrounds, cultural perspectives and goals. Sometimes subjects (and interviewers) come to the interview with deep-seated hatred and disrespect for each other. In many instances subjects may be uncooperative or cooperative up to a point. Interviews take place in a specific setting and much consideration needs to be paid to configuring those settings to maximize the effectiveness of the interview.
Effective interviewers rarely just jump straight to the point of the interview at the outset by asking very direct questions
about a very specific topic. Instead, effective interview strategies involve the development of some degree of rapport between the interviewer and subject. The development and maintenance of rapport can be very tricky and demanding, especially with an initially uncooperative subject. Establishing rapport needs to be part of an effective interview strategy.
There are many different types of interview strategies and tactics. Below, we provide some broad-stroked tips based on our
knowledge of the existing science relevant to interviewing as well as what has been vetted in the field with years of experience, which can be flexibly applied to a variety of settings.
Continue reading this article by clicking here
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