how to negotiate

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june 17, 2007

choose to improve

we approach many of our daily negotiations as mere nuisances to be mindlessly

dispatched or avoided. ironically this cavalier negotiating attitude is extended
to those we love; our spouses, children, friends, family, and close associates. we
tend to pay more attention to our interactions with those we don't know, retail
clerks, teachers, students, clergy, bankers, police, dentists, doctors and the
like, rather than those most important in our lives.

there is no reason not to try to ease the stress of the conflict in our personal
lives as much as we do with perfect strangers.

continue reading "choose to improve"

posted by bill at 9:30 am | comments (0)

june 9, 2007
surviving daily challenges

survival is a strong word. when discussing the everyday interactions we all have
with one another it really doesn't seem like survival. but it is.

the decisions we make, the compromises we agree to, and the arguments we win
determine our quality of life each day. they also help to forge our future.
survival is defined as staying alive or living through something. we endure daily
challenges. we just don't give our actions and interaction with others the
importance that they deserve.

continue reading "surviving daily challenges"

posted by bill at 11:26 am | comments (0)

june 3, 2007
why negotiate?

why do we negotiate?

everyone does it, but why? wouldn't life be easier without conflict? wouldn't the
world be better off if nation-states didn't compete for resources and land? is
religious intolerance really good for the peoples of the world?

we negotiate to satisfy or protect a need or want. the currency of a negotiation

may be wealth, recognition, sex, a diaper change or simply peace from a crying
child or whining peer. negotiation is also the process for seeking world
dominance, gaining a competitive advantage, or overpowering an aggressive
predator.

negotiation can take the form of civil discussions, formal debates, open and
hostile fighting, marketing campaigns, political caucuses, or simply a baby crying
to resolve its discomfort. it is simply the broad-spectrum of human interaction.
anything we want or need becomes the commodity or currency of a negotiation. we
try to improve or avoid some aspect of our lives through forcing a change.
typically such change involves other people though we often negotiate with
ourselves when making the decision to do something we don't want to do. conflict
enters the equation when someone else has or wants what we want or we resist the
need to do something out of fear, complacency or dread!

continue reading "why negotiate?"

posted by bill at 9:56 am | comments (0)

april 18, 2007
rules and negotiations

a great white has no known predator. he is unique in that he can and does make his
own rules. they are simple as they are based solely on the concept that might does
make right in their world. machiavelli would have liked the great white shark.

every situation has rules. whether it is playing baseball on the corner lot or
submitting an appeal to the supreme court. knowing the applicable rules enables us
to compete more effectively.

in school, legal situations, dealing with any governmental agent and other
structured settings, rules must be followed to stay in the game and make progress.
as an example, failure to adhere to specifics of state contract law can invalidate
contracts.

depending on your goal and the importance of the negotiation, it may be wise to
hire professionals to assist in the documentation to insure what you sign is what
was agreed to in the first place. a note of caution: use these professionals as
tools to help you. do not rely on them to solve your problem.

rules are essential to order but they are not sacrosanct. if you find the rules to
be too restrictive it is your right to challenge them.

far too often i have heard negotiators say they didn't ask for a concession
because it was simply not �done� or the "rule" could not be challenged. all to
frequently these are rules established by the other person (landlord or developer
as an example). other than having something you want, these individuals hold no
power over you; they have no authority to which you must succumb. also once firm
rules may change over time.

don't assume that rules of others necessarily apply to you or are still in effect.
rules are subject to time and circumstances. they are not always in effect. good
negotiators challenge rules to avoid missing an opportunity.

posted by bill at 3:51 pm | comments (0)

about
how-to-negotiate is a guide to the very human process of handling conflict.
conflict is not inherently bad. how people handle conflict is often what causes
problems. conflict itself is the natural by-product of human interaction.

this site features an a-z dictionary of negotiating tips as well as regular blog
posts using examples of negotiation situations from television, in movies, and
other popular media.
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categories

* closing techniques
* communication skills
* debt restructuring
* dispute management
* interpersonal skills
* interviewing tips
* leadership skills
* management skills
* managing conflict
* negotiation
* negotiation strategies
* organizational skills
* parenting skills
* power negotiation
* problem solving
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* winning disputes

recent entries

* choose to improve
* surviving daily challenges
* why negotiate?
* rules and negotiations
* conquering conflict
* the power of persuasion
* conflict is the basis of negotiation
* the benefits of losing
* learn to communicate
* credit checks

how to negotiate effectively

* introduction
top
introduction
what is a negotiation?
is it a negotiation...
can anyone do it?
how to negotiate
roles in a negotiating...
common mistakes
references

if you think negotiating effectively is useful only in hostage situations, think

again. philip crockett andalastair hull explain how this skill can help in many
areas of your life and give some practical advice on how to do it
doctors are placed in many situations that involve negotiation, although some of
these will be more obvious than others. it pays to start thinking early on in your
career about the role negotiation plays in the context of job interviews,
contracts, professional debates and discussions with patients.
kevin spacey negotiating with samuel l jackson in the film "the negotiator"

credit: kobal

doctors are usually left to develop transferable skills�for example, their

negotiating skills�independently from their core training. the brave (or
foolhardy) may take an interest in management issues or local negotiating
committees (lncs) and develop their experience that way.1 others represent
organisations (such as the bma) at various levels, or take some role in
representing their colleagues at a local level. detailed below are some of the
necessary steps to negotiation and some of the common mistakes.

* what is a negotiation?
top
introduction
what is a negotiation?
is it a negotiation...
can anyone do it?
how to negotiate
roles in a negotiating...
common mistakes
references

the central process of negotiation is to confer with others in order to reach a

compromise or agreement. essentially, it involves "giving" something in exchange
for "getting" something you want in return. the term negotiation may conjure up
images of deeply divided groups battling with each other, scoring points, and
trying to come out on top. the ideal scenario for a successful negotiation is
"win-win," with both sides achieving some of their aims. individuals wanting a
good argument are destructive to negotiations. it is also worth remembering that
you may need to work with the individuals involved again.

* is it a negotiation or something else?

top
introduction
what is a negotiation?
is it a negotiation...
can anyone do it?
how to negotiate
roles in a negotiating...
common mistakes
references

clarify that you are involved in the process of negotiation and not something
else. for example, arbitration, conciliation, and mediation all involve a third
party (usually in settling a dispute), but the difference is that this third party
normally makes the decisions.

situations where negotiation skills may be helpful

* job interviews
* contract negotiations
 * placements on rotations
* pay banding issues
* organisation duties
* multidisciplinary team working
* management roles
* everyday life

* can anyone do it?

top
introduction
what is a negotiation?
is it a negotiation...
can anyone do it?
how to negotiate
roles in a negotiating...
common mistakes
references

anyone can learn to negotiate but many shy away for fear of losing face. for
example, junior doctors often think that managers will use unfair tactics and
therefore believe that their views will not be taken seriously. however, if you
are not afraid to negotiate and represent your (and your colleagues') views
clearly, with sufficient preparation, you will soon be respected. if you think
that your view is not taken seriously because you are not senior enough it may be
up to you to point this out. it is always important to "choose your battles
carefully."

* how to negotiate
top
introduction
what is a negotiation?
is it a negotiation...
can anyone do it?
how to negotiate
roles in a negotiating...
common mistakes
references

the negotiating process has five key steps2 : preparation, clarification, exchange
of opinions and persuasion, encouraging movement, and completing the deal.

preparation
the foundation of a successful negotiation is groundwork. know the facts about
what is available and the strengths and any potential weaknesses of your argument.
try to address these as best as you can.

if you are representing a group, take time to understand their attitudes and
opinions. make sure those you represent agree about your objectives, otherwise
they may not appreciate the results despite your best efforts. know as much as you
can about the other side so you can calculate their likely priorities, and try to
anticipate their arguments.

set down your aims in three groups: essential, important, and perfect outcomes.
essential aims represent the "bottom line" whereas important aims reflect what you
hope to achieve. the perfect or ideal outcome does not imply unrealistic goals;
they are genuine and ultimately achievable goals and so are usually put forward as
the opening position. we have found it helpful to rank key points and then beside
each identify likely consequences if these were agreed.
fortunately, the police negotiated a happy ending to this situation

credit: sukree sukplang/reuters

clarification
both sides will need to clarify the other's position. the position you set out
should reflect your ideal outcome. in addition, potentially negotiable points
should be stated early. when clarifying the other side's agenda try to link items
that need to be discussed together and isolate separate issues. it is often
tempting to interrupt: don't. instead, allow the other side time to make a full
statement and listen carefully for clues. use reflective listening techniques.3
this involves reflecting back their words and adding a question for example, "you
say that . . . but what about . . . ?" look for mixed messages, summarise what you
have heard, and clarify where necessary. do expect the unexpected; offers from
across the table may have seemed unachievable when you entered negotiations, but
they may be acceptable to the other side.

exchange of opinions and persuasion

this is the core component with the focus of both parties on delineating crucial
points from both your own perspective and theirs while moving the discussion
along. do not feel you need to answer difficult questions; shift the discussion
onto safer ground.

remember that scoring cheap points or attempting to defend the indefensible is

seldom helpful. similarly avoid being deceitful and naive. you have to live with
any decisions taken, and if they are taken in bad faith then they may well be
regretted or lead to future suspicion. be prepared to cut your losses and proceed
to other points. walking out is generally an unproductive technique.

if the other side interrupts you, ask to be allowed to finish your point. this
works both ways, but it may be necessary to interrupt on occasions. if you need to
interrupt, ask if you can return to the point the other party has raised; it may
cause less irritation. do not be afraid to challenge inconsistencies or omissions,
and look for divided opinions.

encouraging movement
only concede in small steps and if you can link them with the final outcome.
clarify and acknowledge important points, but keep in mind your prepared
essential, important, and perfect outcomes.

if negotiations are not moving on, adjourning the meeting (after you have asked if
it can be adjourned) may give you valuable breathing space to revise your position
if necessary. be prepared to ask for more time if you need more information or
want to consult with colleagues. it can also be a helpful ploy to allow others to
discuss and change their position. adjournments can also allow time to cool off.
if tempers have become frayed it is far better not to push on regardless.

completing the deal

if agreement is reached on any point, summarise what has been achieved and what
has not yet been completed. asking for written confirmation of any agreement is
advisable.

* roles in a negotiating team

top
introduction
what is a negotiation?
is it a negotiation...
can anyone do it?
how to negotiate
roles in a negotiating...
common mistakes
references

negotiating in a team has advantages. the part played by an individual in the team
will depend on the number of members. often a team will only consist of two
negotiators. the possible roles are:

* leader: the person designated as leader will take charge of the preparation
and the negotiations (including any agreement).
* summariser: the summariser has dual roles of relieving pressure from the
leader and refocusing any discussion that goes off course.
* recorder: takes note of the key points in the negotiation and reports back
to the team during any adjournment or between meetings.

* common mistakes
top
introduction
what is a negotiation?
is it a negotiation...
can anyone do it?
how to negotiate
roles in a negotiating...
common mistakes
references

not preparing
this is probably the least forgivable and the most understandable mistake, usually
caused by lack of time, the late request for a meeting, or stepping in for a
colleague, etc. if you feel you do not have a full grasp of the relevant details,
decline to meet at that time or adjourn to allow a proper briefing on the issues.

win at all costs

the "win-win" ideal scenario can often be forgotten, with the wish to win
resulting in behaviour unhelpful in subsequent negotiations. using intimidating
behaviour, emotional outbursts, over-personalisation of the issues, and arguing
rather than influencing are unhelpful in the longer term. remember that
"negotiation" is defined as conferring with others in order to reach a compromise
or agreement.

non-negotiables
some issues may not be open to negotiation, and this should be clarified as early
as possible in the discussions. be prepared to say no, but be aware that this will
often not signify the end of the negotiation but rather signal a new phase that
may necessitate a different approach or new ideas. also recognise that you may
have taken things as far as is possible at that time and with that group of
people.

talking too much

when people are nervous they tend to talk too much and listen too little. put your
points across succinctly and listen carefully: hints about possible room for
negotiation will often be present in their reply.
attempting to be something you are not
do not attempt to adopt a different style: good negotiators keep their own
personal style.

philip s crockett, specialist registrar philipcrockett@aol.com alastair m hull,

locum consultant
alhul@aol.com

royal cornhill hospital, aberdeen ab25 2zh

competing interests: amh and psc have had expenses reimbursed by the bma for
attendance at meetings, and represent junior doctors as representatives of the bma
locally (amh and psc) and nationally (amh).

* references
top
introduction
what is a negotiation?
is it a negotiation...
can anyone do it?
how to negotiate
roles in a negotiating...
common mistakes
references

1. hull am, crockett ps. representing your colleagues on a local negotiating

committee. bmj 2002;325:s57. (24 august.) (accessed 7 feb 2003).
www.bmj.com/cgi/content/full/325/7361/s57a.
2. british medical association. lnc negotiating skills course manual. london:
bma professional training courses, 2001.
3. miller wr, rollnick s. motivational interviewing: preparing people to change
addictive behaviour. new york: guilford press: new york, 1991.

rapid responses:

read all rapid responses

mediators do not "make the decisions"

margaret sloane
bmj career focus online, 15 feb 2003 [full text]
negotiations in daily practice
kamal kumar mahawar
bmj career focus online, 19 feb 2003 [full text]
re: mediators do not "make the decisions"
philip s crockett, et al.
bmj career focus online, 2 mar 2003 [full text]
thanks
yamini chaturvedi
bmj career focus online, 2 jan 2007 [full text]

sales negotiations
business challenge
customers expect business negotiations to result in positive, fair outcomes that
satisfy all parties. this expectation requires salespeople who can negotiate in
any sales situation, ensuring outcomes that preserve the relationship and create
benefits both for the customer and the selling organization.
sales negotiations

sales negotiations teaches negotiation methods that enhance both the customer
relationship and sales results. the course builds skills for working all phases of
the negotiation, from preparation to follow-through.

key content

the following are content highlights of sales negotiations:

* driving principles that high performing salespeople use in successful

negotiations
* critical skills to identify the customers position, create forward momentum,
and influence the customers perception
* discussion of five modes of negotiation and how they relate to results and
relationship
* examination of the perceived value that the customer is receiving and giving
in the sales negotiation
* practical application of five skills for surviving a competitive negotiation
* a worksheet tool for preparing and conducting competitive negotiations

target audience

sales negotiations is for salespeople faced with a complex sales task in which
building the client relationship is crucial. it is most effective for salespeople
who must negotiate price, terms, and conditions of a sale in a competitive
environment. sales managers involved in similar tasks will also find value in the
course.
outcomes

by participating in sales negotiations, participants will be able to:

* negotiate more profitable business deals for the selling organization

* build customer relationships and loyalty through tough, but fair,
negotiation
* increase win rates for new business opportunities by negotiating deals that
create clear value for customers

sales negotiations is a 2-day classroom-based learning experience.

for more information

please call 1-800-forum-11 or visit us at www.forum.com.

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q: my business provides training for employees in team-building, communications
skills, decision-making, and more. i'm convinced that every group -- regardless of
industry or skill -- would benefit from my program. however, i'm unable to
convince business owners to hire me because i can't point to a direct, measurable
benefit for their bottom line. how can i reach people who need this training and
convince them that my program is worth paying for?

-- b.j., san diego a: finding clients for a service business, particularly in a

"soft" area like human-resources development, is always a struggle, especially if
you don't yet have a strong client base to generate referrals. you're absolutely
right about needing to tie your service to your clients' bottom lines. this is
even more crucial if you're targeting small and medium-sized businesses, which
typically don't have big budgets for employee development.

experts say the best way to begin finding clients is to build a profile of your
ideal customer, taking into consideration revenue, number of employees, geography,
and other pertinent factors. also figure out who the proper contact person is at a
company: the ceo, chief financial officer, head of human relations. then you'll
probably want to purchase a marketing database that will help you identify potal
customers who fit your target profile. dun & bradstreet (www.dnb.com) is one of
many companies that sell such software online.

try to think like the customers you're targeting. what professional or trade
journals do they read? what associations do they belong to? many of these places
sell their subscription lists. you can also buy a mailing list from a direct mail
house that will narrow down the addresses (and e-mail addresses) that they send
you according to your parameters.

when you identify potential clients, try to relate your service to their business
objectives, says sharon berman, president of berbay corp., a marketing firm based
in tarzana, calif. if a client were to tell you that he or she wanted to retain
95% of existing clients and attract five major new ones, for example, you could
emphasize the correlation between skilled employees and customer satisfaction.
"you want to paint an enticing picture in the prospective client's mind," berman
says. "use anecdotes, which can be very memorable. and, of course, give them
references."

try to find a hook for your service, recommends maxine fechter, president of
people equities, a new york city-based human-resources agency. in this tight labor
market, you might tie your program directly to increased employee retention,
compiling some statistics about the cost of recruiting, hiring, and training new
employees, and showing how much a company will save if it can hang on to veteran
employees. market your training to companies that are having trouble retaining
long-time employees and to those who want to reward their employees with extra
education and skills training.

in any kind of marketing, you must identify something unique about your service
and sell to that difference. "i do a lot of work with high-technology companies,
and i find that the attention span nowadays is about five minutes," fechter notes.
"any kind of program that looks like you're going to sit people down in a room for
a long time -- anything that looks like a traditional class -- isn't that
desirable. maybe you could find a different and attractive way to offer your
training -- a la computer, perhaps?"

for a service business, there's nothing like a personal endorsement. if you've had
success in the past with clients who are happy with your training, and
particularly if they feel it has helped boost business, you might get testimonials
from them and ask them to refer you.

"it takes a while to get a business like this going," fechter says. "the first 6
to 12 months can be scary." it also takes time and repeated contacts to build the
kind of trusting relationship that you need to gain clients. "various studies show
that it takes anywhere from 6 to 12 contacts to move a new contact to the first
purchase, depending on the product," berman says. "each contact does not need to
be in person. for example, every third one can be in person and the others by a
personal e-mail note or direct mail."

in the end, of course, you simply won't be able to sell your service to everyone.
"i believe that business owners who need to be convinced are not worth the
struggle," fechter says. "clearly, they don't understand that by investing in
their people, they are investing in their own success."

have a question about running your business? ask our small-business experts. send
us an e-mail at smartanswers@businessweek.com, or write to smart answers, bw
online, 46th floor, 1221 avenue of the americas, new york, ny 10020. please
include your real name and phone number in case we need more information; only
your initials and city will be printed. because of the volume of mail, we won't be
able to respond to all questions personally.

by karen e. klein

convincing a customer to purchase

the art of persuasion
by jem geek clout index
published jul 29, 2006
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if you have tried the work of salesmanship, then you can agree with me that it is
one of the most challenging fields of venture. there is nothing more difficult as
to convince anyone that you have the best interest for him/her, especially with
the connotation that one knows himself/herself better.
selling become more challenging especially when the buyer seems to know more about
what you are selling better than you.

it has been said before that successful salesmanship starts by one appreciating
what he/she has to offer. developing a positive attitude about your product,
knowing what other people are offering and their weakness, and telling the
potential buyer all he needs to know about your product within a short time, has
proved to help many salespersons. but there is an emerging trend where the
customer is foremost informed about the product he/she wants to buy before running
into you and asks for your opinion.
what do you do with a customer who wants to buy a computer for his needs and comes
to you for sales service? he explains to you his needs and you realize that you
don�t offer the exact machine that he requires. then you want to convince him/her
to buy the computer you have, which would remarkably help in other areas of his
business though not his immediate needs?

one thing that would come into mind is to try and modify his needs, then convince
him to have your machine for they would readily satisfy those needs. but this is a
blatant error. the customer already has in mind the type of machine he wants and
unless otherwise, will not settle for anything else. you get desperate? not yet.

in order to tactfully persuade you customer to buy the machine you are offering,
first of all you should listen to his history of utilization of the machines. let
him explain to you the business in which he intends to get the assistance of the
computer. let him narrate the daily operations he carries out. then, you should
gauge the best machine you have.

it now becomes your turn to convince him to make that purchase. let him be
congratulated, though indirectly, of the vast knowledge he has gained and how well
he has done his research. explain to him the types of machines that are available
in the market that would perfectly fit his current needs. let him also understand
the benefits of purchasing other machines as opposed to the one you have to offer.
then explain the dynamics associated with computers and adaptability of the
machine you have to his business expansion and future adaptability. let him
realize the advantages and disadvantages he will get by making a purchase of
either machine, and assure him that he would have the right choice if the one you
are offering is bought, and to what reasons.

convincing a customer to purchase

the art of persuasion
by jem geek clout index
published jul 29, 2006
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in an attempt to bring the persuasion home, let your informed customer feel that
the best information has been given to him. if the customer needed to purchase a
computer for business database maintenance, let him be convinced that having your
machine would support some other hardware, which might be necessary in the course
of doing his business.
to add to your advantage, let him also acquire some of the hardware he would need
to install, for example, let him purchase a cd writer that would assist him backup
his documents. if you don�t win the trust of your current customer, then you have
made a salesperson out of him-he will sell your business to others who would want
a machine you are offering.

lastly, it is important to remember to be knowledgeable above everyone in the area

of your business. know you competitors well and understand the need of the market.
if you make a referral to a businessperson who is offering the kind of computer
your customer is in need of, know that you have not lost.

surviving daily challenges

survival is a strong word. when discussing the everyday interactions we all have
with one another it really doesn't seem like survival. but it is.

the decisions we make, the compromises we agree to, and the arguments we win
determine our quality of life each day. they also help to forge our future.
survival is defined as staying alive or living through something. we endure daily
challenges. we just don't give our actions and interaction with others the
importance that they deserve.

to illustrate how well survival
our daily commute. typically we
miles per hour in a 3,000 pound
405 or the 10 you are much more
you get my point. our challenge
contact with each other.
describes what we do day in and day out consider
are on the freeway, traveling between 60 and 70
steel projectile. in los angeles if you are on the
likely to be traveling between 5 and 10 mph but
and that of our fellow commuters is to avoid

each commuter has similar tools with which to work. each has a steering wheel, gas
and brake peddles, and rear view mirrors. we also have dissimilar tools in that
each car is unique with different engines, transmissions, suspensions and
maintenance issues. each driver has different driving skills, experience and
habits. while we are all going in the same direction, we have different goals and
objectives.

but we also have a common goal. to survive the commute without incident, aka
contact!

we, to survive, should deploy our best defensive driving habits to stay in our
lane, watch out for those who can not do the same, and maintain a prudent distance
from the car ahead that is safe. how many drivers on the road do this? a slim
majority is my guess. many tempt faith when behind the wheel. this reality places
each of as at risk on a daily basis. our skill at avoiding other drivers is a
matter of survival.

for the most part we climb behind the wheel armed with a mind clutter with
thoughts not related to driving, turn on the radio to distract ourselves and
settle in to make the commute and as many cell calls as possible. paying close
attention to driving is not high on our list of priorities.

this is one example of how we unconsciously handle the abundance of everyday

social, family and business interactions. we are on cruise control. yet each of
these is an example of basic human negotiations that impact how our day is going
to be or how our future is going to turn out.

posted by bill at june 9, 2007 11:26 am

comments

choose to improve

we approach many of our daily negotiations as mere nuisances to be mindlessly

dispatched or avoided. ironically this cavalier negotiating attitude is extended
to those we love; our spouses, children, friends, family, and close associates. we
tend to pay more attention to our interactions with those we don't know, retail
clerks, teachers, students, clergy, bankers, police, dentists, doctors and the
like, rather than those most important in our lives.

there is no reason not to try to ease the stress of the conflict in our personal
lives as much as we do with perfect strangers.

it takes very little effort to improve how we deal with people; how we handle our
every day negotiations. we do this by listening better. honing our awareness of
the interests and needs of others enables us to forge resolutions that are healing
by design. merging some of the needs of others into your solutions to daily
problems will definitely reduce the negativism of unhealthy conflict.

it is your choice; your life. you are free to choose to be proactive and improve
things. you can also simply contribute to the unhealthy conflict in your life and
live with the consequences.

you are not helpless. you have choices.

posted by bill at june 17, 2007 9:30 am

conquering buyer reluctance"

author:

daryl allen

publication:

overcoming objections

issue date:

12/15/97

text:

prospects and customers present objections when they don't comprehend, confirm, or
concur with the claims you are making about your products and services. some
salespeople quit the selling process at this point and concede the victory to the
buyer. professional salespeople, on the other hand, consider objections a minor
roadblock and use them to further educate the prospect, to gather more
intelligence about the prospect, or to help the prospect solve a problem or
dilemma.

tips the pros use

draw out the objection. it's easy to tell when a prospect or customer has an
objection. don't ignore it. try to draw out information from the prospect. if you
settle the issue in the beginning, it will be easier to resolve. you can inquire,
"is everything clear at this stage of my presentation?" or, "have i explained all
the features and benefits to your satisfaction?" after the prospect or customer
has completely explained the objection, repeat the information back to the person
to show you understand it. analyse the objection. now that the objection is out in
the open, you need to dissect the reasoning behind the problem. again, use
clarifying questions that prompt the prospect or customer to give you more
information. you could ask, "what do you think of my solution?" or, "do you want
more information?" or, "what do you think you will need to resolve the issue?"

here are three things to keep in mind as you analyse the objection:

1. know the person's concerns. try to understand the foundation of the prospect's
or customer's concerns. is there a fear of buying something new? is pricing an
issue? is there a lack of technical knowledge?

2. attempt to understand hidden needs and requirements. behind many buyer

objections are unspoken or unclear requirements. by probing, you can reveal
concealed or secret needs, learn more about the prospect or customer, and win the
chance to show how you can satisfy those wants and desires.

3. allow the customer to express negative feelings. many salespeople avoid talking
about anything negative during a sales presentation. professional salespeople
probe and try to allow the prospect or customer to discuss all the unfavourable
aspects of the offer. when these issues are out in the open, they are much easier
to address and resolve. answer the objection. when you believe you completely
understand the customer's uncertainty, provide the pertinent information to
resolve it.

once you present your options, continue to probe. you could ask, "does my answer
satisfy all your concerns?" be ready to repeat and continue to explain your
solution if the person hesitates or appears unconvinced. dissolve the objection.
learn all the accepted techniques for handling objections, and you will find that
most objections will disappear.

"fortune favours the prepared mind"

david martinez

mr. chiang-schultheiss

english 1

mw 8:00-9:30

convincing a customer to buy over the phone

although the occupation of telemarketing can be very boring and frustrating at

times, it can be somewhat interesting if you know how to use certain skills which
lead to being an effective telephone sales representative. many people think that
if you want to be effective on the phones you must have a god-given phone voice.
this is not true! even the person with the most annoying, squeaky voice can sell
if the following procedures are followed.

first off and probably most important is to study what you are selling. how do you
expect to show the potential customer how it could be of use to them if you are
not familiar with the benefits of whatever it is you're promoting? when you feel
like you're ready, guess what: you're not. go back and study twice as hard. there
is no such thing as being overconfident. the next step to take is to write a
script to follow when you are with a potential customer. in this script you should
include only the most important benefits. you do not want the customer to get
bored listening to a long dull essay. the only way to catch the customer's
attention is to make the script be a lively, minimized conversation with a friend.
you do not want to be overly friendly though. sound professional. do not use
slang, profanity or statements that will put the customer down. also, do not use
words that are out of your vocabulary range. you need to sound educated, but to
the limit that your mind will allow. make sure you know what all words mean and
how to pronounce them. if you use extended vocabulary not only will you confuse
yourself but also you will blanken your clients mind. when you confuse the
customer he/she will not be able to follow what you are saying and will think of
you as a fool. so be sure you know what you are saying. at this time you are ready
to go out on the phones.

from the second you put on your headset, think positive and always keep a smile on
your face. make sure you are ready and respond promptly when the customer answers
the phone. once you confirm that you are speaking with the customer, it's time to
let everything flow out. give each customer everything you have. do not be
anxious, nervous, tired or bored. these symptoms all flow through the phone lines
and the customer can sense it. this will eventually lead to the customer hanging
up on you. now it is your job to take control of the conversation. speak fluently
with no dead air time for the potential customer to interrupt. always remember:
"be persistent, confident and very enthusiastic." this will always equal results.
be prepared to answer any and all questions the potential customer will eventually
throw at you. answers must be clear and to the point. if you do not know the
answer to a question ask the customer to hold briefly, and ask your supervisor at
once. you must never mislead a customer. if you do it will come back to haunt you.
as stated before the most important key to success is knowing what you're selling.
once you have confidently gone through the entire script, it is time to ask for
the sale.

this is what you have been aiming for, so this is the time to give it one-hundred
and fifty percent of your effort. do not merely ask the customer if he/she is
interested. this sounds very unconfident and may even seem unprofessional. in
order to convince the customer that this is something that could be of serious
benefit to them, you must sound confident. you also cannot be scared. be very
assertive. use a statement such as " so let's go ahead and send this out to you,
o.k.?" although you may have given a great presentation you will rarely get a
customer who agrees to buy at this point. when a customer replies with "i'm not
interested," "i have to think about it," or anything of that sort, be prepared to
overcome his/her response with a snappy reply to remind them why they should buy
immediately. if they still say no, try once more. then only after the second
objection (at least) let them go. remember: rebuttals are part of your script and
are not an option! overcome at least two objections always.

although there are many other steps that will add to your effectiveness on the
phone, those highlighted above are probably the most important. these used along
with vocal inflections throughout your presentation will pay off. if you put some
of your time and effort into this process you will see your results as an
effective telemarketer skyrocket regardless of your most bothersome, monotone or
squeaky voice.

return to table of contents

convincing a customer to purchase

the art of persuasion
by jem geek clout index
published jul 29, 2006
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if you have tried the work of salesmanship, then you can agree with me that it is
one of the most challenging fields of venture. there is nothing more difficult as
to convince anyone that you have the best interest for him/her, especially with
the connotation that one knows himself/herself better.
selling become more challenging especially when the buyer seems to know more about
what you are selling better than you.

it has been said before that successful salesmanship starts by one appreciating
what he/she has to offer. developing a positive attitude about your product,
knowing what other people are offering and their weakness, and telling the
potential buyer all he needs to know about your product within a short time, has
proved to help many salespersons. but there is an emerging trend where the
customer is foremost informed about the product he/she wants to buy before running
into you and asks for your opinion.
what do you do with a customer who wants to buy a computer for his needs and comes
to you for sales service? he explains to you his needs and you realize that you
don�t offer the exact machine that he requires. then you want to convince him/her
to buy the computer you have, which would remarkably help in other areas of his
business though not his immediate needs?

one thing that would come into mind is to try and modify his needs, then convince
him to have your machine for they would readily satisfy those needs. but this is a
blatant error. the customer already has in mind the type of machine he wants and
unless otherwise, will not settle for anything else. you get desperate? not yet.

in order to tactfully persuade you customer to buy the machine you are offering,
first of all you should listen to his history of utilization of the machines. let
him explain to you the business in which he intends to get the assistance of the
computer. let him narrate the daily operations he carries out. then, you should
gauge the best machine you have.

it now becomes your turn to convince him to make that purchase. let him be
congratulated, though indirectly, of the vast knowledge he has gained and how well
he has done his research. explain to him the types of machines that are available
in the market that would perfectly fit his current needs. let him also understand
the benefits of purchasing other machines as opposed to the one you have to offer.
then explain the dynamics associated with computers and adaptability of the
machine you have to his business expansion and future adaptability. let him
realize the advantages and disadvantages he will get by making a purchase of
either machine, and assure him that he would have the right choice if the one you
are offering is bought, and to what reasons.