Sales Executive Customer Service Skills TANTO
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1 Sales Executive Customer Service Skills TANTO
2 Introduction In this advanced session on customer service, the following topics will be covered: Introduction Introduction 1. The SAD Model 2. Service, Service Delivery and Beyond 3. The Customer s Journey 4. The Customer s Reception Warm and Friendly 5. Building Trust from the Word Go 6. Displaying Empathy 7. Taking ownership of a customer s concerns 8. Keeping promises 9. Advanced trade service techniques 10. Negotiating Win-Win close to a sale
3 Objectives of SAD Behavioural Model Objectives Understand and apply the SAD behavioural model. Identify customer interpersonal needs that must be satisfied during any customer interaction. Name the behavioural elements that one can use to satisfy each of these needs. Diagnose the customers need during interaction with the customer. SAD Model SAD Model Interpersonal Skills to Satisfy Customer s Needs When we are dealing with other people, for instance on a one-to-one basis, or in a group context, we all have certain needs which we would like to have satisfied. The customer s, with whom we associate, also have the same needs. We can use the SAD model to understand the three most important of these needs.
4 Need One: Supportive The need to be handled in a positive manner. How can we satisfy this need in a customer? Needs Need One one: Supportive The aim of supportive behaviour is to promote mutual trust between you and the customer and also to build his/her self-esteem (to make him/her feel good about him/herself). Supportive action consists of the following behavioural elements: How can we be supportive? By using the tools of acknowledgement and offering assistance. By acting supportively towards our customers we will satisfy their need to be handled in a positive manner. 1) Recognition and encouragement This is any behaviour which credits (praises) a good suggestion, deed, idea, or any particular achievement. It is aimed at motivating the other person to exhibit the same positive behaviour in future. Examples of recognition: "That is a good suggestion." "We have always done good business with your organisation." I like your thinking. 2) By offering assistance This includes any behaviour which shows that a person is willing to offer assistance and will in fact help where he/she can do so. Examples of offering help: "I would like to help." "To help you I will arrange that..." "I'll do the following..."
5 Need Two: Accommodating The need to be involved (or to contribute.) By being accommodating we can satisfy this customer s need. The aim of accommodating behaviour is to bring about mutual understanding between us and our customer, as well as to get the customer involved in the discussion. Need two: Need Accommodating Two Accommodating action consists of the following behavioural elements: 1) By inviting opinions and suggestions This is any action which invites a customer to express his opinion or his feeling about something. It is aimed at getting the customer involved in the dialogue. Examples of inviting an opinion or suggestion: "What do you think we can do?" What is your take on the matter? What are your feelings on the issue? "Have you any suggestions or ideas about how we can solve the problem? 3) Creating an opportunity to converse This is creating an opportunity for the customer to express their needs and or concerns. Examples of creating an opportunity to converse: Go ahead and tell me, I m listening. I have time if you want to talk about it. 2) By showing understanding or interest This will be affected by any behaviour which shows that you are really interested in the customer and in trying to understand his/her position. This can contribute towards an atmosphere of trust and complete understanding between you and the customer. Examples of understanding and showing interest: "Tell me about it, I'm listening." "I have got time if you want to talk about it." "I would like to understand the situation better, tell me more.
6 Need Three: Directive The need to know what is happening (or to understand the process). Directive behaviour on our part can satisfy this need in a customer. The aim of directive behaviour is to introduce purpose to your and the customer's discussion. This kind of action not only promotes joint problem solving, but more particularly structures your discussion. Need Three Directive action consists of the following behavioural elements: 1) By providing suggestions or opinions These are any actions which show how you feel about an issue or how you think a problem should be solved. Examples: I think we can do it by..." "I would like to suggest..." "One way of solving the problem is to...
7 Need Three: 2) By asking for clarification Directive This consists of any actions which show that you would like to clarify ambiguities or uncertainties by means of specific questions. In other words the aim is to gain information from the customer about a certain matter. Examples of asking for clarification: "I don't understand fully; could you please explain again?" "What exactly do you mean by what you have just said?" "What happened there? Need Three three: Directive 3) By summarising This consists of any action whereby you, as an employee of the dealership, present your own position regarding a matter, or when you clarify something for a customer regarding rules regulations, procedures, etc. It is often also necessary to summarize at the end of a discussion or to consolidate during a discussion what has been discussed. Examples of summarising: 'To ensure that the handover is on time we must..." 'According to regulations we have to offload the vehicles right here." "Let me explain again." "I would like to summarise everything we have discussed." "To summarise... To help make more sense of this, let s put it in a table format.
8 Unacceptable behaviour frame Behaviour frame Unacceptable behaviour frame Step 1) Explain to the other person exactly what you have noticed, and the reason why it is unacceptable. 1) Ask for and listen openly to the reasons given by the other person for his/ her unacceptable behaviour. Behaviour Directive 1) Explain the rules and regulations to the other person (if Directive necessary). 1) Offer to help the person to comply with the rules and Supportive regulations. 1) Decide which steps each of you will take. Directive 1) Set a specific follow up time and or date Directive Directive/Accommodating
9 Objectives of service, service delivery and beyond In this session we will be looking at the definition of service quality and we will be discussing the customer s expectations against their experience and how to go beyond these. Service service delivery and beyond Objectives Understand what service quality is. Know the moments of truth for a customer. Know what customer s expect. Know how the sales staff should behave. Understand the support that is needed. Identify opportunities to go beyond customer expectations. By understanding and knowing the above you will develop loyal customers for life who come back again and again ensuring retention, dealer profitability and prosperity for all concerned.
10 Definition of a service quality Service Quality service quality Service Quality is the absence of a gap between the Brand's promise and the service delivered to the Customer Needs Expectations CUSTOMER COMPANY Promise Δ= 0 Product / service
11 Customer Needs and Expectations 1. Greet me if I am the first and only customer. 2. Really listen to me and establish my specific needs. 3. Qualify my buying intentions after you have establish my real needs. 4. Sell me the right vehicle with the specifications I wanted. 5. Keep me updated regarding my order during the entire buying process. 6. Provide me with a clear and thorough explanation of the sales process. 7. Call me within a reasonable amount of time after I have taken delivery to ensure that I am completely satisfied. 8. Be responsive to my questions or concerns and follow through on commitments Customer Needs needs and expectation Identify the 8 service customer s needs and the customer s expectations unique to your sales department.
12 Expectation vs. Experience Expectation vs. vs. Experience experience Expectation H Perception H M Satisfaction M L L
13 Objectives of the customer s journey Introduction In this session we will discuss the importance of customers and revisit the moments of truth in order to view these against the interpersonal customer skills required of you. Customer The customer s Journey journey Objectives Understand the customer s journey. Identify the Interpersonal Customer Skills (ICS s) required. In any business today customer retention is critical to future success and the way customers are treated creates loyalty, retention and a profitable business. Customers for Life a customer of a motor dealer, will over a 25-year period spend $332,000 with a dealership. This he will spend on vehicles, servicing, parts, accessories, insurance products and so on. Source: Customers for Life Carl Sewell
14 A moment of truth MOT MOT Any exposure your customer has to your sales department where they can make a positive or negative judgement Some of what we have to do to win customer loyalty is to make all these moments of truth positive... Sales Department MOT S Greeting the customers Contacted after the service Establish needs and qualify customers Handover and delivery of vehicle Kept informed
15 Interpersonal Customer Skills Interpersonal Skills Customer Skills Warmth and friendliness Trustworthiness Saying hello and holding good eye contact while displaying a relaxed, open style, reducing the customer s anxiety and making him feel truly welcome. Build rapport by dealing with the customer as they want to be dealt with right from the start while understanding the customer s point of view. Empathy Develop empathy by adopting a more open attitude and listening to others points of view, listening in an active way and identifying with the customer s world. Responsiveness This is the attitude and skill of being action oriented and creative taking ownership of a customer s concern and coming up with a mutually beneficial solution. Keeping promises This is about displaying a high degree of integrity, honesty, truthfulness and reliability.
16 The customer reception Warm and Friendly Customer Reception reception Introduction In this session the behaviours required to greet the customer in a warm and friendly way will be discussed. CREATING THE BEST 1ST IMPRESSION The first Hello "We never get a second chance to make a good 1st impression". We very quickly realise that a simple "hello" can reveal our mood. Behind our words, customer s perceive our emotional state. This "hello", our 1st contact with the Customer, is a vital moment. It merits very special attention: it sets the tone of the relation. We need to build trust from the start. Every first customer contact has the potential of being a customer for life.
17 The customer reception Warm and Friendly Customer Reception reception CREATING THE BEST 1ST IMPRESSION Eye Contact "We never get a second chance to make a good 1st impression One of the pillars of communication The eyes are the 1st key to communication A radar to "read" others' emotions A laser to convey your emotions "Making eye contact with Customers gives meaning to their approach as purchaser"
18 The customer reception Warm and Friendly Customer Reception CREATING THE BEST 1ST IMPRESSION The face says it! "We never get a second chance to make a good 1st impression The face is fundamental to the encounter. To create the contact, the face must be: Open. Expressive. Relaxed. Smiling.
19 The customer reception Warm and Friendly Customer Reception CREATING THE BEST 1ST IMPRESSION You never get a second chance to make a good 1st impression. Some gestures improve and reinforce your message. Open gestures (arms and hands uncrossed) reflect a kindly attitude, frankness and availability. High gestures (at and above shoulder level) express conviction, a winning attitude and success. Gestures turned towards others reveal closeness. Avoid: Low gestures (at stomach level), Gestures turned towards the self and not towards others, "Barrier" gestures, "Spurious" gestures,
20 The customer reception Warm and Friendly CREATING THE BEST 1ST IMPRESSION Keeping your distance The 4 interaction areas Customer Reception The 4 interaction areas Public area, beyond 3m Social area: 1m20 to 3m Personal area: 60cm 1m20 Intimate area: 0 60cm
21 The customer reception Warm and Friendly Customer Reception reception A sincere warm welcome You never get a second chance to make a good 1st impression. Sales exécutives are " mood conductors. " A first and vital contact. Greeting a customer means creating a good atmosphere. In excess of 70 % of our communication is non-verbal The words only account for 7% of communication
22 Building trust from the word GO! Introduction Building Trust Building trust In this session we examine the trust model and the concept of the emotional bank account as well as the ability to establish rapport with the customer by evaluating his or her personality style and adapting your own to suit. We will also come to understand the customers stress levels. Objectives Acquire the skills to build trust from the outset of the relationship. By winning the trust of the customer at the outset of the relationship we immediately open the door to a more free-wheeling, open and productive relationship. This leads to a more relaxed environment friends doing business with friends! In the People Dynamics you covered the DISC profile in detail. Use the knowledge acquired and complete the activity below.
23 Adapting your style to be more effective Personality can be defined as a dynamic and organised set of personal traits and patterns of behaviour. Personality includes: Attitudes Modes of thought Feelings Impulses Strivings Actions Responses to opportunity and stress and Everyday modes of interacting with others. Personality style is apparent when these elements of personality are expressed in a characteristically repeated and dynamic combination. Your personality style is your organising principle and it propels you on your life path. It represents the orderly arrangement of all your attributes, thoughts, feelings, attitudes, behaviours and coping mechanisms. Effective Style Personality It is the distinctive pattern of your psychological functioning - the way you think, feel and behave - that makes you definitely you. Used appropriately, psychometrics and personality tests can be hugely beneficial in improving knowledge of self and other people - motivations, strengths, weaknesses, preferred thinking, working styles together with strengths/preferred styles for communications, learning, management, being managed and team-working. Understanding personality - of yourself and others - is central to motivation. Different people have different strengths and needs. You do too.
24 Understanding people Assertive behaviour Assertiveness is the degree to which a person is perceived as being outspoken and states opinions openly or reserved and keeps opinions private. The more assertive one is the more they tell people what to do. The less assertive a person is the more they ask things of others. Understanding people There are 2 basic forms of behaviour which allow us to categorise people: Assertive behaviour; Responsive behaviour. Understanding People Perception of the Ask Assertive Behaviour Reserved Observes and listens Acts deliberately Minimises risks Wants appreciation Makes suggestions Responds Perception of the Tell Assertive Behaviour Aggressive Directs and tells Acts quickly Takes risks Wants visibility Makes demands/required Initiates
25 Understanding people Responsive behaviour Responsiveness is the degree to which a person is perceived as being in control as opposed to displaying feelings openly. Understanding People Peole Perception of the Controlled Behaviour Control (self-contained) Serious/reserved Monotone voice Thinks Relies on facts Responds carefully Wants response Controls expressions Protects feeling Perception of the Emotive Behaviour Emotive (open) Expresses freely Uses intuition Feels Wants collaboration Responds spontaneously
26 Understanding the customer s stress level The Anti Stress Matrix The anti stress Matrix is a tool which will assist you in selecting a response to the customer determined by: Understanding Customers The customers stress level Gravity of the incident A customer's stress level can vary, independently of the level of gravity of the technical or material incident. In each case, it is clear that after having shown empathy, identified the customer's stress level and the gravity of the incident, you have adopted a different type of behavior, adapted to suit the situation and the person opposite you. This enabled you to be more efficient when dealing with the customer (from a technical and psychological standpoint).
27 Understanding the customer s stress level Understanding the customer s stress level can also help us to build rapport by understanding the customer s situation a lot quicker and responding appropriately. Understanding Customers The anti-stress matrix is a tool which will assist you in selecting an appropriate response by the customer s stress level on the one hand and the gravity of the incident on the other. Directive When the customer shows a high level of stress and the problem concern is of a low nature (can be solved easily) your response should be: Key attitude: re-centre the customer Once the customer is ready to listen "openly", show that the incident is a minor one. Non-verbal attitude: "strong and clear Objective When the customer shows a high level of stress and the concern is of a high level of gravity your response should be: Key attitude: make a precise diagnosis and project the customer immediately towards the "problem solving" mode Make a diagnosis and adopt a positive approach
28 Understanding the customer s stress level Pleasure When the customer s stress level id low and the gravity of the concern is also low your response should be: Key attitude: don t forget that although the stress is low the concern has not gone away Adopt a warm non-verbal attitude and derive mutual pleasure out of the incident for example make yourself the butt of a joke relating to the incident and laugh together with the customer. Understanding Customers Teaching When the customer shows a low stress level and yet the concern is high in gravity your response should be: Key attitude: making the customer realize the gravity of the incident without making the customer look like a fool or suddenly stressing him or her. Adopt a precise non-verbal attitude.
29 Displaying Empathy Introduction In this session we will discuss the nature of empathy and acquire the skills to display empathy. Objectives Understand the nature of empathy. Practice the ability to display empathy. When we first seek to understand before seeking to be understood we display tremendous maturity and respect for the other individual and this produces high levels of trust and cooperation. Displaying Empathy The Nature of Empathy Empathy is the ability to appreciate and understand someone else s feelings while not necessarily agreeing with them. It is summed up in the saying To walk a mile in another man s moccasins. One wouldn t want to walk in his moccasins for the rest of one s life but, to understand another person one needs to take the time to be in his or her shoes for a period of time. Three Phases of Empathy There are three phases of empathy: Adopting an inner attitude Active listening Temporary identification
30 Attitudes, active listening and identification Active Listening and Attitudes Adopting an Inner Attitude Adopting an inner attitude is the process of always keeping an open mind there is always something to be gained from understanding others. While this is an innate or inborn quality in humans it does not happen immediately when talking with others. It has to be worked at. Active listening Active listening is the discipline of listening, really listening to what the other person is saying both verbally and non-verbally. Giving undivided attention Asking open-ended questions Listening for meaning and not only content Observing and interpreting the non-verbal Paraphrasing and reflecting back one s understanding of meaning Temporary Identification Temporary identification is the discipline of suspending one s own point of view and agenda for a period in order to be able to fully see and understand the feelings and point of view of another. It is the opposite of listening with the intention of relying!
31 Exercise: We see what we see We We see see what we we see see What do you see?
32 Taking ownership of the customer s concerns Introduction Let us now examine a vital skill that of responsiveness and how important this is to the customer as well as a model to resolve customer concerns which includes creative problem solving. Objectives Understand responsiveness and its importance. Use a model to respond to customer concerns. Research has shown that up to 96% of people, if their problem is resolved to their absolute satisfaction, will come back and ask for you by name and become loyal customers. Too few people take ownership of resolving customer concerns. Taking Ownership Responsiveness What is it? Responsiveness is the action orientation one has to adopt to take immediate ownership of a situation, to commit to resolving the situation, to think creatively and resolve the situation, and to follow up and make sure it is resolved. The RATER Model and Responsiveness The RATER model puts responsiveness into perspective. According to Dr. A Parasuraman of the ServQual organisation responsiveness is one of the five critical needs of the customer when buying any product or service. This module will be discussed in more detail during the next customer service module.
33 Handling objections and concerns As long as there is doubt in a customer s mind, he will not agree to extra s to be added. Handling Objections Objections often arise because the customer does not see the value of the vehicle been purchased, maintenance work or accessories that you have been suggesting. Objections take the form of statements or questions, and can happen at any time during the walk-around or the summary of the sales conversation. It is important that you deal with the objection as it arises, and that you do not see a customer s objections as a failure on your part, or take them personally. Listen This shows the customer that you are interested. It also allows you to isolate the real concern. Restate or refine the objection This proves to the customer that you have listened and also allows you to confirm your understanding of the objection. So what you are saying is that.. Qualify the objection or concern This allows you to see whether there are any other concerns. Other than your concern with fitting window tinting, is there anything else that may be worrying you?
34 Handling objections and concerns Handling Objections Answer the objection This allows you to restate the benefits relating to the customer s buying needs and motives. You said that safety was important to you. If you remember, we discussed the lack of dual airbags on the competition vehicle. This is a passive safety feature which will assist during an accident and can prevent serious injuries. Trial close This question tests the water to see how ready the customer is to buy. Wouldn t you agree that your safety, as well as that of your family, is important enough to need the extra airbags? Close the sale Here you would use one of the closes that we have dealt with. When would you like us to deliver your new car (assumptive close)? Valid and invalid objections An invalid objection is a smokescreen, and may simply be an attempt by the customer to get out of the transaction. He might say something like, I need to think this over, or I don t have the time right now. A non-objection is a statement or a question I don t need it right now. A valid objection is one that must be answered before the customer will buy. This might mean that you have created the need in the mind of the customer, but he is still not convinced that he needs what you are trying to sell him.
35 Keeping promises Introduction Let us now examine the nature and importance of integrity and the impact of not keeping one s promises. The objective of this session is to: Understand the impact of broken promises. Keeping one s promises is part of your personal brand. Your brand is what people remember about you. Keeping Promises As I believe, so I think and thus I act! Integrity is a concept of consistency of actions, values, methods, measures, principles, expectations, and outcomes. In ethics, integrity is regarded as the quality of having an intuitive sense of honesty and truthfulness in regard to the motivations for one's actions. We do it simply because it is the right thing to do!
36 End End End This concludes the e-learning module Customer Service Skills for Sales Executives Thank you for your participation
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