Fundamental Selling Skills Virtual Facilitator Guide Module 6 Managing Feedback

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1 Fundamental Selling Skills Virtual Facilitator Guide Module 6 Managing Feedback

2 Slide 1 Module 6 Managing Feedback 1 minute Help participants log in. DO Display slide as participants enter the room. 2

3 Slide 2 Welcome!.5 minute SAY Welcome back. This is the Managing Feedback module in the Sysco Fundamental Selling Skills. TRANSITION Let s review the homework assignment you completed. 3

4 Slide 3 Review Relating and Reinforcing Benefits 2 minutes Directed Discussion: Participant name, can you tell me your FAB statement? SAY For homework you were supposed to create a Features-Advantages-Benefits statement about a product for a certain type of customer and include a quantification of the benefit. ASK Participant name, can you tell me your FAB statement? Note: Call on 2 3 participants and provide feedback. TRANSITION Let s look at the where we are in the course. 4

5 Slide 4 Fundamental Selling Skills.5 minute SAY In this module we will be covering how we can obtain feedback from the customer, evaluate it and respond appropriately. TRANSITION Let s review the learning objectives. 5

6 Slide 5 Learning Objectives.5 minute SAY At the end of this module you will be able to: Describe the benefits of gaining customer feedback. Use three techniques for obtaining customer feedback. List the reasons why customers raise objections. Respond appropriately to positive and negative feedback. Use positive feedback to increase account penetration. TRANSITION Before actually defining feedback, let s look at the feedback loop. 6

7 Slide 6 Feedback Overview.5 minute SAY When we look at the feedback loop, we first need to obtain feedback, and then assess it. Is it positive or negative feedback? Based on the type of feedback, how do we manage that feedback or respond to it? Once we respond to the customer, he/she will again provide a response or feedback. We can break out of this feedback loop by assessing that the customer is providing positive feedback. We may then ask for his/her commitment to purchase, thus closing this loop. TRANSITION Let s review stages of the Purchase and Sales Processes. 7

8 Slide 7 Evaluation/Managing Feedback 2 minutes SAY Let s quickly review where we are in the Customer-Focused Sales Process: We planned, and then opened the call in a way that got the customer s attention and buy-in. We asked questions to identify the customer s priorities, needs and business concerns. We related benefits to the customer s priorities and reinforced the benefits with visuals, other customer successes and features. Now we re ready to get feedback regarding the customer s reaction to the benefits we ve presented and to respond to the feedback both positive and negative. SAY In today s session we are going to show you how to guide a customer through the Evaluation Stage of the Purchase Process by Managing Feedback, which is your corresponding step in the Sales Process. As we will see, feedback can either be positive or negative. Positive feedback would be Sounds great! while negative feedback would be an objection. TRANSITION What is the customer doing in the Evaluation Stage? 8

9 Slide 8 Evaluation Stage 1 minute SAY In the Evaluation Stage, the customer tries to evaluate how well you and your competitors can address his/her needs, priorities and concerns. The customer may be comparing your product/service to your competitors. The customer could be conducting a formal evaluation or looking for new on-trend menu ideas. The customer could also be testing your product. TRANSITION What is the comparable phase in the Sales Process for the Evaluation Stage? 9

10 Slide 9 Managing Feedback Stage.5 minute SAY You guide the customer through the Evaluation Stage by Managing Feedback. This means that you ask the customer to assess how well he or she believes your product or service can address his/her priorities. The customer will respond to your request for feedback with either negative feedback (i.e., objections) or positive feedback. TRANSITION So who can tell me what feedback is? 10

11 Slide 10 What s Feedback? 2 minutes Directed Discussion: What is the definition of feedback? ASK What is the definition of feedback? TRANSITION And the survey says (Spoken like Richard Dawson on the Family Feud.) 11

12 Slide 11 Customer Feedback Definition.5 minute SAY Feedback is the customer s evaluation of your solution. Feedback can be positive or negative, visual or verbal. TRANSITION Let s discuss why feedback is useful. 12

13 Slide 12 Why is All Feedback Useful? 2 minutes Chat: Why do you think feedback is useful? Whiteboard: Use the pencil to circle the top three reasons. ASK Why do you think feedback is useful? WHITEBOARD Write down responses from the class on a whiteboard. After you write down all the unique responses, ask the class to vote by circling their top three reasons (everyone gets three votes). Summarize the top three. TRANSITION I can see what you think is the reason feedback is useful. Let s see if there are other reasons than the ones we came up with. 13

14 Slide 13 All Feedback Is Useful Because 1 minute SAY Why Is Feedback useful? It: Lets us know what Purchase Process stage the customer is in. Allows us to gain information on what the customer is thinking or feeling. Tells us what to do or say next. Helps us learn how the solution will help. Helps us find other opportunities. TRANSITION Now let s think about the timing for feedback. 14

15 Slide 14 When Should You Ask for Feedback? 2 minutes Directed Discussion: When would you ask for feedback? ASK When would you ask for feedback? SAY Think about: The Purchase and Sales Processes F-A-B How soon How often TRANSITION Let s look at specific guidance on when to ask for feedback. 15

16 Slide 15 When to Ask for Feedback 1 minute SAY The more you understand about your customer s unique needs, the better. You should ask for feedback early and often. Ask for feedback after presenting benefits. By asking for feedback early, you get information on Is the customer ready to decide? Are you getting positive or negative commitment signals? Do you need to make a change in your proposal? Do you need to manage feedback? You know when to ask for commitment because the customer is Ready to decide. Positive about your proposal. Positive feedback can help you see where the customer finds value in your solution. This can help you identify other selling opportunities. Even negative feedback helps you gauge what the customer is concerned about. TRANSITION Let s summarize the key points on feedback. 16

17 Slide 16 Summary Feedback Overview.5 minute Chat: What is the definition of feedback? Why do we ask for feedback? When and how do you ask for feedback? CHAT What is the definition of feedback? Why do we ask for feedback? When and how do you ask for feedback? The definition of feedback. Note: Summarize responses. Answers: What is the definition of feedback? The customer s evaluation of your solution. Why do we value feedback? Tells us what to do or say next. When and how often do you ask for feedback? Ask for Feedback Early and Often. TRANSITION Now that we know what feedback is, how do we get it? 17

18 Slide 17 Obtaining Feedback.5 minute SAY Whether you know your customer well or you are not sure you know the customer yet, you have to specifically ask for feedback. TRANSITION In this section we will talk about how to get feedback in three ways. 18

19 Slide 18 Obtaining Feedback Three Techniques 1 minute Chat: If you have a customer who is hard to figure out, to dispel your doubt about how that customer is feeling, you can: SAY We will teach you three ways to obtain feedback. Some customers are easy to read they are an open book. You can look at them and know how they are feeling. Other customers keep their cards close to their vest or wear a poker face. These are the customers you will need to use these techniques with. CHAT If you have a customer who is hard to figure out, to dispel your doubt about how that customer is feeling, what are some ways you can get more information? SAY Summarize responses. These are the three techniques we will discuss. Ask Open and Closed questions. Make a statement and keep silent. Observe his/her body language. TRANSITION Let s start with Open and Closed questions. 19

20 Slide 19 Obtaining Feedback Open and Closed 1 minute SAY Open and Closed questions are great ways of getting feedback. An Open-ended question gets customers to describe how they feel or think about your benefits or solutions. When asked skillfully and timed appropriately, it can be a powerful question because the customer is now verbalizing the benefits he/she will obtain. For example: What effect do you think my proposal will have on the number of covers you will have on Saturday night? SAY A Closed question gets customers to give you a quick reaction, such as yes or no to your proposals without giving you an explanation. For example: Do you think my proposal will have a positive effect on the number of covers you will have on Saturday night? SAY So when should you use Open vs. Closed questions? Open-ended questions allow you to gather more information. Closed questions allow you to control the conversation and get a definite idea of what the customer is thinking. TRANSITION Now let s talk about silence. 20

21 Slide 20 Obtaining Feedback Silence 2 minutes Directed Discussion: Why do you think it is so difficult for a salesperson to be silent? SAY Another way to obtain feedback is to make a statement and pause, or to be quiet. Waiting for a reply is similar to asking a question, but it enables you to break up a pattern of questioning. Silence is an incredibly effective tool for getting feedback from a customer. Example: It seems as though my proposal will have a very positive impact on your bottom line... then pause and wait for a response. Pausing can be hard to do. It is also powerful to use when questioning. ASK Why do you think it is so difficult for a salesperson to be silent? [Note: Discuss responses.] Possible Answers: It seems like I need to fill the space., It feels like we haven t told them enough., If I am talking I feel like I am in control. TRANSITION Now let s discuss using our eyes instead of our ears. 21

22 Slide 21 Obtaining Feedback Observe Body Language 2 minutes Directed Discussion: What does crossed arms mean? What does strumming fingers mean? Looking at the watch? Nodding or smiling? SAY Finally, you can also obtain feedback by observing body language: Observing body language can reveal important clues about how people feel. Some common body language to watch for includes crossed arms. ASK What does that often mean? Answer: The person is closed off to us and is not receptive to our proposal. ASK Strumming fingers on desk what does that often mean? Answer: The person is getting impatient. ASK Looking at her watch what does that mean? Answer: You are running out of time. ASK Nodding or smiling what does that often mean? Answer: The person agrees with what you re saying. Of course there can be a danger in reading body language. Not all body language conforms to the commonly accepted meanings. For example, some people might cross their arms because they find it relaxing, not because they are closed off. To be sure that your interpretation of a customer s body language is correct, two techniques work well: 1. Ask clarifying questions to verify that you have read the person correctly. 2. Watch for patterns in gestures, not individual signals. TRANSITION Let s do a skill application so that we can practice obtaining feedback. 22

23 Slide 22 Demonstrate Obtaining Feedback 3 minutes Fishbowl: You will provide positive or negative feedback to the MA based on the scenarios. Workbook: Page 93. SAY I will chose one or two of you to be the MA, I will be the Customer and the rest will be Observers. Open your workbook to page 93. Read the scenarios. The MA obtains feedback using one of the three techniques. The Customer" will provide either positive or negative verbal feedback. The Observer rates the Obtaining Feedback technique. TRANSITION Let s summarize what we have learned about obtaining feedback. 23

24 Slide 23 Summary Asking For Feedback.5 minute ASK Tell me if you know: Three techniques to obtain feedback. How to use the three techniques. How to evaluate verbal and visual feedback. TRANSITION Let s do a drill down into positive and negative feedback. 24

25 Slide 24 Positive and Negative Feedback.5 minute ASK How many types of feedback do we get? TRANSITION There are three types. 25

26 Slide 25 What Are the Types of Feedback?.5 minute SAY The three types are: No Feedback Negative Feedback Positive Feedback TRANSITION So what do we do when we get no feedback? 26

27 Slide 26 No Feedback 1 minute Raise Hand: How many of you have been in a situation where you haven t gotten any feedback at all? ASK How many of you have been in a situation where you haven t gotten any feedback at all? SAY Remember the poker-faced customer? These customers aren t obvious about how they feel or what they are thinking. They might be that type of personality or they could be using it as a negotiating tactic. So your action here is to use the three techniques of questioning, silence and observation to get feedback from the customer. TRANSITION What about negative feedback? 27

28 Slide 27 Negative Feedback 1 minute SAY I am sure you have heard about customer objections. We are calling it negative feedback in this module because remember all feedback is useful, even negative feedback. Your action when getting negative feedback from the customer is to use the managing feedback techniques that we will cover shortly. We will cover positive feedback at the end because it takes more skill to manage negative feedback. TRANSITION How do we define positive feedback? 28

29 Slide 28 Examples of Positive Feedback 1 minute Chat: What are some examples of positive feedback a customer can give us? CHAT What are some examples of positive feedback a customer can give us? TRANSITION Let s look at some other examples of positive feedback. 29

30 Slide 29 Positive Feedback.5 minute SAY Positive feedback is great to get from a customer so we often think we don t have to do anything but take the order. However, just as you manage negative feedback, you need to manage positive feedback. We will cover this in more detail near the end of this module, but when getting positive feedback from the customer your action is to agree with the customer and probe for more opportunities. TRANSITION What are some common objections? 30

31 Slide 30 Common Customer Objections 2 minutes SAY Here are some common objections that MAs have heard before. [Note: Review objections on slide.] TRANSITION Let s look at when in the Purchase Process we might hear objections. 31

32 Slide 31 When Do Customers Raise Objections? 2 minutes ASK So what is going on with a buyer when he or she raises an objection? SAY Remember the buyer s Purchase Process? A customer may not go through the Purchase Process in a linear way. Customers may move back and forth in the Purchase Process as that customer learns more, when he or she has questions or when there is a change in needs. For an MA it is critical that we understand where the customer is in the Purchase Process when the customer raises objections. This isn t a science, since a lot can depend on the specific facts and circumstances of each customer and the unique situation. An objection typically indicates that a customer has returned to a previous stage of the Purchase Process. Problems arise when we get out of alignment with our customers. The customer may have moved back to the Knowledge or Focus stage of the Purchase Process, so we need to move back in our Sales Process to stay in alignment. TRANSITION How can we take advantage of the Sales Process to stay in alignment with our customers? 32

33 Slide 32 What s Wrong with This Sales? 5 minutes Directed Discussion: On this slide, do you see anything that isn t right? ASK On this slide, do you see anything that isn t right? Note: The labels on the Sales Process have been re-ordered. SAY So what happens when we are not in alignment with the customer s purchase process? We don t get the results we want. The key here is to move with the customer so that we are always in the Sales Process stage that is aligned to the customer s Purchase Process. In addition, you can prevent objections by making sure you are presenting benefits that tie back to the priorities stated by the customer. Assessing feedback comes after you present a benefit and that is the Managing Feedback Stage. But suppose we were top sellers and we were able to prevent objections? Alright, maybe not all objections, but at least able to head off some of the most common objections so that the customer doesn t have to voice them. In a perfect world, MAs would precisely identify each customer s needs. MAs would present features and benefits that neatly tie back to those needs. Customers would then clearly understand how they would benefit and quickly make a purchase decision. TRANSITION Let s go back to the Sales Process. 33

34 Slide 33 Using the Sales Process to Prevent Objections 5 minutes Directed Discussion: How can you use Planning the Call to prevent objections? Note: Use the same question format for two other stages. ASK How can you use Planning the Call to prevent objections? Possible answers: Do your due diligence in researching the account so that you know the right questions to ask the customer. Other possible answers are: Looking at the past order history with Sysco was there a reason for dropping Sysco? Who are they ordering from now? Visit restaurant as customer; do preliminary menu analysis. ASK How can you use Identifying Priorities to prevent objections? Possible answers: Asking the right questions to target the priorities the customer has that you can solve. Uncover trigger events so that the customer will feel a need to make a decision in the near term. This will prevent the objection I don t see a need to make a change now. ASK How can you use Relating & Reinforcing Benefits to prevent objections? Possible answers: By obtaining and assessing feedback throughout relating and reinforcing benefits, you can use the right technique to manage feedback. This way you handle the small objections before they become a big objection like a No or a Not Now decision. TRANSITION We will do a workbook exercise and then a skill application to practice preventing objections. 34

35 Slide 34 Preventing Objections 3 minutes Workbook: Pages 96 and 97. Directed Discussion: What are your ideas on how to prevent objections? SAY Go to your workbook pages 96 and 97. Write down ideas on how to prevent objections next to the stages of the Purchase and Sales Processes. Be prepared to discuss your answers. TRANSITION Now let s use the answers you wrote in your workbook during the skill application. 35

36 Slide 35 Demonstrate Preventing Objections 5 minutes Fishbowl: Demonstrate how to prevent objections from the workbook. Workbook: Page 97. SAY Open your workbook to page 97. Chose a scenario and use it to guide your demonstration on how to prevent objections. Let s do the second row, Focus/Identifying Priorities. Write the answer and I will ask a couple of people to demonstrate using their answer. Do the rest of the exercise as homework and we will review during our next session. TRANSITION Now for a summary of positive and negative feedback. 36

37 Slide 36 Summary Positive and Negative Feedback 1 minute Whiteboard: Use your pencil to circle the three types of feedback. Survey: True or False: You can use the Sales Process to prevent objections. Checkmark: Can you demonstrate preventing common objections? SAY You now know: Three types of feedback. How to use the Sales Process to prevent objections. How to demonstrate preventing common objections. TRANSITION Let s examine some common Sysco customer objections. 37

38 Slide 37 Common Sysco Customer Objections.5 minute SAY If you were a top seller and followed the Sales Process, and the world was perfect, there would be no objections. Since you are new in this career and still learning, AND the world is not perfect, we will now focus on how to handle the common objections you will get. We will cover the common objections but we will also help you with a process so that you can handle any objection you get. TRANSITION Earlier we covered how to prevent objections throughout the Sales Process, but when we don t prevent objections, why do customers raise objections? 38

39 Slide 38 Reasons for Objections.5 minute SAY Most objections are caused by one of the following. The customer: Has doubt about your statement of benefit(s). Has a reluctance to make a change. Misunderstood how you made your benefit statement. Doesn t think there is enough value in your solution. Has a need that your solution can t fill. TRANSITION Let s spend a few minutes getting a better understanding of these causes of objections. 39

40 Slide 39 Doubt 1 minute SAY Doubt is one of the reasons customers will have an objection. The customer may have doubt because of a previous negative experience with Sysco. This may be out of your control. The customer may have had a personality conflict or bad experience with a previous Sysco MA. Or a customer may have gotten bad service or credit terms he/she didn t like. In addition, because of his or her current beliefs, the customer may be skeptical of your claim or benefit statement. That could be the type of person this customer is; some people will be skeptical of your claim that the sun comes up every day because they need to prove everything for themselves. Or the competitor may have provided negative information to the customer about Sysco products or service. TRANSITION What about reluctance to change? 40

41 Slide 40 Reluctance to Change 1 minute SAY This is a really hard objection to overcome because change is hard. For one thing, change takes additional time and resources. It is a risk because there are unknowns. The customer has to have pain with their current solution or a trigger event if the change is viewed as difficult. The customer may be reluctant to change because he or she is happy with the status quo. The customer may prefer their current supplier because it is easy to do business with this supplier due to the contract terms or delivery timeframe. The customer may have a long-term relationship with another sales representative. There is also a risk that his or her restaurant customers might notice the change and view the new product as inferior. Sometimes the customer is reluctant to change for operational issues. There is a cost to the customer to change plus the risk it may not work out. There might be a new process, terms, or a new delivery date. The new process might be for the back office or for the kitchen staff. This could require training, which is labor the customer has to pay for. TRANSITION This next reason for an objection is misunderstanding. 41

42 Slide 41 Misunderstanding 1 minute SAY The customer may have a misunderstanding because the customer doesn t comprehend your proposal or benefit statement. There could be several reasons for this. You may have been too wordy in your statement; it is easier for the customer to understand a benefit statement if you are concise. You need to make sure that you match your conversation so that the customer understands the words you are using. Avoid using jargon, use more common terms. Some customers understand concepts better if they have the visual support of the benefit statement. In other words, show, don t tell. Once again, we have to be aware of how competitors are positioning Sysco products or services. The customer may have a misunderstanding set by a competitor, Sysco marketing, or previous experiences. Also consider your own understanding; you could be targeting a priority the customer doesn t have. Did you take good notes in previous meetings and review them before this one? Did you rush the process and never determine what the customer s real needs were in the first place? TRANSITION Another reason for a customer objection is not enough value. 42

43 Slide 42 Not Enough Value 3 minutes Directed Discussion: What other non-price costs are there associated with buying a Sysco product? SAY When a customer is considering your solution, he or she is implicitly making the following calculation: do the benefits exceed the cost? The customer will come to one of two decisions: Buy: The customer will want to buy if the benefits of your solution exceed the cost. Don t buy: The customer won t buy if the cost exceeds the benefits. Remember cost includes factors beyond price such as time and effort to implement, training costs, etc. Also, you have to show that your product has more value than an existing competitor s product either because of cost, superior quality, or improved prep time. ASK What other non-price costs are there associated with buying a Sysco product? Possible answers: Learning new processes, replacing current equipment, risking that the restaurant customers won t like new product. TRANSITION Unfortunately, this value calculation is not scientific and is open to human error, judgments, and feelings that is what produces a number of common objections that we will discuss in a few minutes. 43

44 Slide 43 Unfilled Needs 1 minute SAY An unfilled need is another cause of objections. Sometimes your solution doesn t address one or more of the customer s priorities. If the unfilled need is significant, this objection can t be overcome. What if you can t fill the customer s need because Sysco doesn t offer that product? Or the customer wants to do business with just one supplier? Or the customer insists he or she doesn t want to be locked into one supplier? Or sometimes, it can be something completely out of our control. There was a customer in Houston that, when pressed for why she would not purchase from a particular MA, stated that he looked like her ex-husband and she didn t want him in the restaurant! TRANSITION We will talk about how to manage these objections later in this module, but for now, let s look at the objections we have heard from Sysco customers. 44

45 Slide 44 Objections from Prospective Customers 1 minute SAY This is a list of objections we have collected from Sysco customers. By knowing these common objections, you can be prepared to manage this negative feedback. The lists are organized by type of customer. We have new or Prospective Customers, and we have our current, or Penetration Customers. Some of the objections they have are the same and some of the objections are unique to the type of customer. For a Prospective Customer, some of the unique objections are: Previous bad experience with Sysco Unsure about Sysco product and service quality Prefers to buy local Change is not worth it. TRANSITION Let s look at objections from a Penetration customer. 45

46 Slide 45 Objections from Penetration Customers 1 minute SAY For a Penetration Customer, some of the unique objections are: Has a long-term relationship with a certain supplier. Believes competitor s product is better. Doesn t want to be locked into one supplier. And there are several objections that both customers have in common, such as happy with the status quo, cost, and wants products Sysco doesn t have. TRANSITION Let s open your workbook to the exercise on identifying the reason for the objections. 46

47 Slide 46 Identifying Objections 3 minutes Directed Discussion: Review the workbook exercise. Workbook: Page 100. SAY Open your workbook to page 100. Identify what type of objections are in the exercise. Be prepared to discuss your answers. Remember the reasons for objections: Doubt Reluctance to change Misunderstanding Not enough value Unfilled needs TRANSITION How we handle objections is key to getting the customer to the next step in the Purchase Process. 47

48 Slide 47 Difficulty Managing Objections 1.5 minutes Chat: Who can share some of the things that have gotten in the way of you effectively managing negative feedback or objections? Story: About how someone didn t handle an objection well. CHAT In your chat window, share some of the things that have gotten in the way of you effectively handling negative feedback or objections. Facilitator: If possible, share a personal story to illustrate the point so that you can get the class to share. TRANSITION Let s look at some reasons MAs don t handle objections well. 48

49 Slide 48 Difficulty Managing Objections 1 minute SAY When you get an objection, your reaction is important to the way you manage the feedback. Let s discuss some reasons that will make your response less effective: SAY Your response may have included: Getting defensive. Getting flustered. Missing the underlying issue. Sometimes the objection is a symptom for a bigger underlying problem and we can miss this. Losing momentum. TRANSITION Let s summarize the key points on Handling Objections. 49

50 Slide 49 Summary Common Sysco Customer Objections 2 minutes Directed Discussion: What are the five reasons for objections? Why would a customer have a certain objection? How do you identify types of objections? ASK What are five reasons for objections? Why could the customer have a certain objection? How do you identify types of objections? 50

51 Slide 50 Break 15 minutes Take a 15 minute break and resume. SAY Be back at XX TIME. 51

52 Slide 51 Managing Objections Introduction.5 minute SAY Remember, all feedback is useful. TRANSITION We have learned lots of reasons for objections and common Sysco customer objections. Now let s learn a technique to handle this negative feedback. 52

53 Slide The ACAC Model 1.5 minutes Directed Discussion: Why is it important to Acknowledge? SAY When managing negative feedback, how you respond is often more important than what you actually say. ASK SAY Here is a proven process for managing customer objections or concerns: 1. Acknowledge you should carefully listen to the objection (use your Active Listening skills!), pause and then show some empathy (but don t be patronizing). Why is it important to Acknowledge? Why not just get to the point and address the objection immediately? The idea here is that by showing the customer that you are listening to his or her concerns, the customer will get less defensive and you will gain permission to address the objection. Avoid the temptation of just jumping in and responding right away to the objection! Also, do not get defensive! 2. Clarify the objection so that you can become aware of what is behind it. This allows you to fully understand the underlying cause and address the right issue. Often times, customers initially raise one objection but have a real underlying objection that can only be discovered by asking questions and probing. This will also help you avoid sounding confrontational; the objection may be a simple misunderstanding. 53

54 Slide The ACAC Model 1 minute SAY 3. Address the objection. When addressing the objection, it is critical that you use the right selling skill based on where the customer is in the Purchase Process. For example, if the customer has gone back to the Focus stage, you must identify the customer s priorities by asking questions. If the customer has returned to the Knowledge stage, you will need to provide the customer with more information by relating and reinforcing benefits. 4. Confirm the customer is satisfied with your response. Once you have confirmed that you have addressed the objection you can then move forward with the sales call. If the customer says Yes, but... return to the acknowledge step. TRANSITION Now let s look at an example using this model. 54

55 Slide 54 Managing Objections Example 1 minute SAY Here is an example of a situation where you are proposing an alternative product to a competitor s product. You have related and reinforced the benefits of the product. The customer s objection is a reluctance to change reason. You know that because the customer said, Well, everyone seems pretty happy with your competitor s Pork Triangles. To respond to this objection, you would say: Acknowledge: I understand that you and your staff like working with this product and your customers request it often. The customer says Yes, the staff is happy and my customers request it. Clarify: Is it the reaction from the customers or your staff that you are most concerned about? The customer says Well, I have regular customers that expect me to serve them this product. Address: Just to provide you with more information, my last five restaurant customers have found that orders for this new product increased over the previous product after they made the switch. The customer says Wow that is impressive. Confirm: Does that reduce your concern about your customers reactions? TRANSITION Note: Advance to the next slide but the slide content is the same. 55

56 Slide 55 Managing Objections Skipped Steps 1 minute Directed Discussion: What would have happened if you had skipped the Acknowledge and Clarify steps and just addressed the objection? ASK What would have happened if you had skipped the Acknowledge and Clarify steps and just addressed the objection? Possible Answer: You would have not determined the reason for the objection nor would you have targeted the real objection (customers liked the current product). TRANSITION Let s do an activity with the whole class to practice using the ACAC technique. 56

57 Slide 56 Managing Objections from Prospective Customers 5 minutes Fishbowl: Model the customer side of the objection conversation using the objections on the slide. Chose 3 4 objections. Coach the participants if they need prompting through the model. SAY I am going to call on some of you to work with me to handle these objections from a Prospective Customer. I will be the customer and you will be the MA. Use the Acknowledge, Clarify, Address and Confirm Model. TRANSITION Now let s do the same activity with the objections from a Penetration Customer. 57

58 Slide 57 Objections from Penetration Customers 5 minutes Fishbowl: Model the customer side of the objection conversation using the objections on the slide. Chose 3 4 objections that are different than the ones you just covered on the last slide. Coach the participants if they need prompting through the model. SAY These are some common objections that a Penetration Customer could voice. TRANSITION Now let s do a workbook exercise on managing objections. 58

59 Slide 58 Managing Objections 3 minutes Workbook: Page 103. SAY Open your workbook to page 103. Write an ACAC response to the objections that are in the scenario. Remember ACAC: Acknowledge Clarify Address Confirm Let s do the first one and complete the rest as homework. TRANSITION Now let s practice our managing objectives skills in a skill application. 59

60 Slide 59 Demonstrating Managing Objections 5 minutes Fishbowl: We will practice managing objections based on your workbook responses. I will act as the customer, and you will be the MA. If you are listening, act as an observer. Workbook: 104. SAY Open your workbook to page 104. Use the responses from the workbook exercise as an MA, talking to me, the customer. Note: Call on as many participants as you have time for. TRANSITION We have spent the majority of our time on managing objections, now let s summarize. 60

61 Slide 60 Summary Managing Feedback 2 minutes Chat: Use your chat window to respond to the questions. CHAT How often do you ask for customer feedback? (Frequently) What is a powerful technique you can use to get your customer to provide feedback? (Use silence) What are the common causes of objections? How do we respond to objections? (ACAC) TRANSITION We have spent much of this module talking about negative feedback. Now let s look at how we manage positive feedback. 61

62 Slide 61 Managing Positive Feedback.5 minute SAY You may wonder why in the world you have to manage positive feedback. The customer is giving you positive verbal and visual signals and he or she is going to buy. What else do you need to do besides write up the order? Successful MAs use positive feedback to increase account penetration. TRANSITION Let s talk about the opportunity that positive feedback gives us. 62

63 Slide 62 Why Should You Use Positive Feedback? 2 minutes Directed Discussion: What are positive feedback signals? ASK What are positive feedback signals? Possible answers: Nodding head, smiling, open posture, saying yes, expanding on how to use the product, planning when to put the product on the menu, asking for more detail. SAY You can use positive feedback to help expand your sales opportunity for your current customers and increase account penetration. TRANSITION We have spent a lot of time discussing how to handle negative feedback but managing positive feedback is also good for achieving your quota. 63

64 Slide 63 How to Manage Positive Feedback 1 minute SAY The key concept is that positive feedback is an opportunity to continue selling and trying to uncover other selling opportunities such as selling the product for more uses in the menu or finding new ideas for a new product. Positive feedback is a signal that the customer is open to you and your solution. It s important to note that there are four steps to managing positive feedback. Many sales professionals stop after the first step. Remember to take your time. It is important that you continue to build on the positive feedback. When you receive positive feedback you should: 1. Agree with the customer s reaction; 2. Expand on the customer s reaction by stressing related benefits; 3. Probe for other opportunities and ask Implication questions about other potential benefits that you may not be aware of; and 4. Continue the call by trying to gain commitment. TRANSITION Now let s look at what we mean by stressing related benefits. 64

65 Slide 64 Stressing Related Benefits 5 minutes Fishbowl: Participant name, use one of these statements and go through the first two steps of the managing positive feedback process Agree and Expand using one of Sysco s products. Just pick one sentence to practice with. Ask 2 to 3 people to practice stressing related benefits. Workbook: 106. SAY Let s practice managing positive feedback. Each of these statements covers the first two steps of managing positive feedback: 1. Agree with the customer s reaction, and 2. Expand on the customer s reaction by stressing related benefits. Obviously, agreeing with the customer s reaction is easy. The advantage to you of stressing a related benefit is to increase the value of your solution. By doing this you make it easier to gain commitment and expand the selling opportunity. Go to your workbook page 106. ASK Participant name, use one of these statements and go through the first two steps of the managing positive feedback process Agree and Expand using one of Sysco s products. Just pick one sentence to practice with. TRANSITION Another technique to managing positive feedback is probing for other opportunities. 65

66 Slide 65 Probe for Other Opportunities 2 minutes Chat: What are other ways to probe for more opportunities? SAY When the customer provides positive feedback is the time to probe for other opportunities and/or ask for referrals. On the slide are three examples of how to probe for other opportunities. Is there a way to use this product in another dish? Do you see a way of creating a special around? If you think your customer is open to providing a referral, ask: Do you know of another chef who could benefit from the menu analysis service we provide? Or ask: Do you have any friends in the business that might benefit from (a Sysco service)? CHAT Use your chat window to provide another way to probe for more opportunities. SAY The key thing to remember is that when the customer gives you positive feedback, the customer is essentially giving you a green light to keep on selling and you should take advantage of that opportunity. TRANSITION When you have received positive feedback, stressed related benefits, and probed for other opportunities, it is time to gain commitment. We ll cover that in our next module, Gaining Commitment. 66

67 Slide 67 Positive Feedback to Increase Account Penetration 5 minutes Fishbowl: Spend a couple minutes writing a short action plan for one of the scenarios. I will act as the customer and ask some of you to be the MA. Workbook: page 107. SAY Open your workbook to page 107. Choose a scenario and write a short action plan. I will act as the customer and ask some of you to be the MA. TRANSITION Now to summarize this module. 67

68 Slide 65 Summary Managing Feedback 2 minutes Directed Discussion: Ask the questions in the following bullets. SAY Let s debrief by answering a few questions: What are the benefits of gaining customer feedback? What are the three techniques for obtaining customer feedback? Why do customers raise objections? How should you respond appropriately to negative and positive feedback? How do you use positive feedback to increase account penetration? TRANSITION We are near the end of this module. Let s see what we need to do before next time. 68

69 Slide 68 Before Next Session.5 minute SAY Before next session, please take some time to: 1. Homework: a. Choose a customer and write down some objections they have had. Write down the reason they had the objection, write an ACAC response and practice it with your manager or a colleague. b. Finish the Preventing Objections exercise. 2. Review the materials from this module. 3. Log on to Sysco Interactive University (SIU). 4. Take the Assessment for Module #6: Managing Feedback. TRANSITION We are at the end of this module. 69

70 Slide 69 Next Time.5 minute SAY The next topic we will cover is Gaining Commitment. TRANSITION So thank you for your participation today. 70

71 Slide 70 Thank You.5 minute SAY Remember to login to SIU and take the assessment for this module. SAY Our next class will be XX. 71

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