可口可乐－人力资源管理技巧培训-销售技巧-处理异议(.docx

HANDLING OBJECTIONS

Learning Objectives

1. Able to identify different kinds of objections.

2. Learn how to use handling objections process in daily selling
What is Objection?

It may be treated as a concern, reason, or argument towards a plan or idea.

Objection is part of the Selling Process; it only reflects customer’s concern or current limitation, which needed to be resolved before making a decision. Objection can also express as personal need – go to be listened to; to be given face.

There are two main ways to deal with objections. One is to reduce the opportunities of occur; the other is to handle it effectively.

Reducing Objection Opportunities

1. Have good knowledge of customer information (business needs and personal style) to anticipate potential objections.
2. In your call planning, read and practice related information:
a. Promotion Description New Product Trade Leaflet and Q&A (this will help you to answer most of the questions)
b. Promotion Details: raise and discuss potential questions in weekly meeting
c. For specific potential objections, get manager or supervisor inputs and practice how to deal with these objections before action

“Real” and “False” Objections

Retailer can raise “real objections” and also “false objections.” The key to us is to learn how to identify and handle the real objections, not spending a lot of time attempting to answer false ones.

From a practical standpoint, we should assume, at first, that every objection is an actual or real concern in the retailer’s position. However, some concerns are more important than others.

Real objection = Expressed concern is an actual/real concern from the retailer’s position.

Example:
Retailer: The problem with your plan, Mr. Chen, is margin. It’s not enough.”
Salesman: “You’re concerned about margin. Does anything else trouble you?”
Retailer: “No. The plan sounds good --- except for margin.”

Is the objection real? Is margin the retailer’s real concern? To close the sale, is it the margin objection
that must be handled to the retailer’s satisfaction?

False Objections

Since many sales people accept these false objections and stop their efforts to make the sale, some retailers get in the habit of saying the first thing that comes into their mind. We should, therefore, to help the retailer think through and further examine his/her responses and objections so that our idea gets a fair evaluation. If our idea is good for his/her business, he/she will accept it.

False Objection = Expressed concern is not actual/real concern.

Example:
Statement like: “The package design is too dull”. “Kids do not drink that anymore”. “No-one will pay that premium price”.

To identify the “real” objection and “false” objections, we need to examine the concerns raised by the retailer.

Process of Handling Objections

Four Basic Steps:

1. Identify (the real objection)
2. Understand
3. Verify
4. Handle

Purpose of Steps 1 and 2 is to help you find out the Real Objection that must be handled to close the sale.

Purpose of Step 3 is to assure your finding - the retailer’s actual/real concern and isolate it as the only remaining objection, preferably in words that you can address (e.g. profit, not margin).

Purpose of Step 4 is to help close the sale by handling the real objection to meet retailer expectation.
Identify (The Real Objection)

STEP 1: Clarify the objection by restating it; then ask for any other concerns.

Example:

Retailer: “The problem with your plan, Mr. Chen, is margin. It’s not enough.”
Salesman: “You’re concerned about margin. Does anything else trouble you?”
Retailer: “No. The plan sounds good --- except for margin.”
Salesman: “So, you’re concerned about margin. No other things trouble you?
Retailer: “No… nothing of importance.”

So, the retailer has said that margin is the real concern, and that nothing else. Step 1 completed.

But, is it safe to assume margin is the real concern? Yes, it is safe for the moment. At this point, it is all you have to work with. A more thorough examination will lead to better understanding. And, that understanding generally reveals whether or not it is the real concern.

In some cases, buyers express more than one objection. So, let’s look into how those situations are handled.

Here is another answer for Example:

Retailer: “Oh! Shelving Space is also a problem”
Salesman: “OK… you have a concern about shelving space. Is there anything else?”
Retailer: “Well, another is weather. It would be too cold for your product.”
Salesman: “I see… so, you also concern about the weather will have negative impact on sales performance. Does anything else trouble you?”
Retailer: “No.”
Salesman: “Mr. Guo, you’ve mentioned three concerns… margin, shelving space and weather impact on sales performance. Which one’s the most important?”
Retailer: “Well. I’d have to say weather impact.”

So for this situation, Step 1 has been carried out. And, we know for the moment that “weather impact on sales performance” is apparently the main concern. While this objection is still too vague to attempt to answer, the purpose of Step 1 has been accomplished.
Understand The Objection

STEP 2: To clearly understand the objection and to find out exactly what it is that must be handled to close the sale.

Examples:
Retailer: “Well, I’d have to say weather.”
Salesman: “Tell me more about that.”

This will give the retailer lots of “room” to tell you more about the impact due to weather. The retailer will then offer specific information, to avoid possible misunderstanding, or to give information that in some other way contributes to clarity.

Retailer: “Well, I’d have to say shelving space. I do not have enough room to display all the products.”

Salesman: “So, the shelving space is your main concern?”

This reflects your understanding. It is an opportunity for the retailer to correct wrong impressions you might have.

When you clarify the objection, try to turn that into something you could handle in future, for example: Price/Margin objection - we should try to turn it into profit, as you can better answer that by using the Profit Story concept. For example: Salesman: “You have said the problem is price/margin. What you are really concerned about is profit, how much you can make by selling X, is that correct?”

It is important that understanding of an objection don’t indicate immediate disagreement by you. Remember your purpose is to gain more information not to immediately minimize or reduce the objection. If the retailer perceives your response as contradicting his statement, his natural reaction is to be defensive, thus strengthening the objection.

Therefore, before the real concern is handled, the process calls for first being sure that it has been accurately identified. And, that the retailer and you have a mutual understanding of it.

Note:
Concessions – Do not begin offering concession until you have negotiated all issues, which you can reach agreement.
Verify The Objection

Step 3: To ensure both of you understand the objection and have focus on the real issue.

An effective way to verify your understanding of the objection is to summarize the objection from the retailer’s point of view. And, conclude the summary with…” is that right?” Good ways to start your summary statement include:

- “So what you are trying to decide is why…” Is that right?
- “Then what you really want to know is… correct?
- “You seem to be asking…” is it?

This gets the retailer’s agreement that you have accurately stated his concern and allows you the opportunity to address it. You are in a sense helping the retailer to reopen his mind about his concern. You are also encouraging him to listen further. If the buyer disagrees with your summary of the objection, you obviously need to learn more about his concern before proceeding.

Handle The Objection

STEP 4: To resolve the issue, meeting retailer’s expectation.

Handling objections satisfactorily generally requires three things. They are:
- Being knowledgeable about the business: should be knowledgeable in our business, i.e. Brand information, Customer information, Trade information.
- Being skillful in converting objections into benefits: Convert concern into selling point, highlight the profit story and benefits to customer so as to overcome the concern.
- Being concise: Presenting the case with just enough information and focus on account benefits.

What are the most effective ways to resolve objection:
- Find parallel with retailer’s own experience – similar product/package/promotion has been successful.
- Good experience of other stores – refer other stores, other towns, other cities. Who does he respect as a leader? GT outlets may look at Independent supermarket; Independent supermarket may look at Key account.
- Propose test of small initial quantity to check consumer acceptance, e.g. Salesman: “My profit story presented was based on Qoo Peach selling 50% of Orange, let’s play safe and assume it is only 20% to start – that means a first order of 3 cases. Is that a better option?”
- Identify urgent reaction to a program despite some concerns – price increase, other competition store opening.

CONCLUSION

Four basic steps of handling objection provide a simple but practical way to deal with Objection. At the same time, we should not afraid to face the objection. In fact, we should equip ourselves to be capable for effectively and successfully handling them.

The more you practice using this process, the better you will become at making sales when objections are raised.
處理异议

(問學員日常生活中是否經常碰到异议, 並常试擧例)

學習目标

3. 能找出真正的异议

4. 學習如何處理异议

甚么是异议

對计劃, 建议或產品本身有所顧慮, 疑惑或問題而作出反對, 這就是异议.

异议是銷售过程的一部份, 這只是反影客户在作出決定前, 須解決對计劃的疑惑; 或對个人意願的一種表達 – 所以我們要小心聆聽; 並給于尊重.

如何處理异议: (問學員意見)
1. 減低异议發生的机會
2. 當异议出現時, 要有效地處理

減低异议發生的机會

3. 持有良好的客户資料(業務上的或客户个人的), 這有助預測客户可能提出的問題.
4. 在计劃拜访前, 熟讀有关資料.
a. 如消費者活動說明; 新產品上市之”問与答”(這會有效地協助你解答絕大部份的問題);
b. 促销活動細則, 在推出前於例會中討論可能面對的問題, 並加以研究.
c. 針對个別問題, 在出發前与經理或主任練習, 如何處理异议

(問學員有效的方法, 舉例: 你的情人叫你去吃飯, 但你剛剛跟另到别的女孩吃完, 並吃得很飽, 你的答案會如何-情人會相信嗎? 信! 因沒想到你會说假话.)

“真” ”假”异议

客户會提出”真异议”, 但亦會提出”假异议”, 我們最主要是學習如何找出及處理”真异议”, 而不是花太多時間去回答和處理”假异议”.

從實際方面說, 我們應假設每一个由客户提出的疑慮都是真的. 但在不同的疑慮中, 必然有一些比其它較為重要的.
(嘗試舉出10个异议)

真异议 = 從客户的立場所表達出來真正/重要的疑慮.

例子:
客户: “老陳, 在你提出來的建议裡, 産品的利潤是不足夠的”
業務員: “你是擔心產品的利潤, 不知還有沒有其它?”
客户: “其它都可以-----除了利潤.”

這是否真的异议? 利潤是否客戶真正的疑慮? 在締結整个拜访時, 利潤的疑慮是否一定要處理?

假异议
(找女生及男生各一名, 叫男生约會女生, 但女生不喜歡, 她會怎樣處理)
很多時候, 業務員都會接受這些假异议而放棄推銷. 久而久之, 客户便養成一个習慣, 他們會將腦海中突然出現的問題, 當成疑慮. 而我們的責任便是”協助”客户找出真正的疑慮, 並令我們的建议得到合理的评估 – 如建议對客户有利, 他們是會接受的!.

假异议 表達出來的疑慮並非真正的問題所在.

例子:
“這包裝設计太老套!”
“小孩再也不喜歡喝啦!”
“沒有人願意付更多的錢來買!”

為了找出真正的异议, 我們需要”考驗”這些由客户提出的疑慮.

處理异议的程序

處理异议4 步曲:
5. 測定Identify (真异议the real objection)
6. 了解Understand
7. 求証Verify
8. 處理Handle

第一及二奌是協助你找出真正的异议, 及异议背後的理由.

第三奌是確定你的看法 – 找出客户真正及最重要的疑慮, 而這疑慮是需要處理的, 並且這疑慮是你有能力去處理的(例如利潤, 而不是毛利率).

第四奌是處理疑慮 – 從而成功完成拜访

測定(真异议)

第一步: 重覆聽到的异议, 然後問有沒有其它
(如心儀對象答應与你約會, 但你不知她喜歡甚么活動, 你會怎樣問?)
例子:

客户: “老陳, 在你提出來的建议裡, 産品的利潤是不足夠的”
業務員: “你是擔心產品的利潤, 不知還有沒有其它?”
客户: “其它都可以-----除了利潤.”
業務員: “你是擔心產品的利潤, 並沒有其它了?”
客户: “是…..沒有其它.”
客户已確定利潤是真的疑慮, 沒有其它. 第一先步完成!

但在一些情况, 客户會提出多个的疑慮, 我們又怎樣處理.

例子:

客户: “噢! 我的貨架沒有位置放你的新產品!”
業務員: “唔…….你擔心貨架的空位不足! 不知還有沒有其它??”
客户: “另外是天氣, 現在對飲料來說, 天氣是太冷啦!”
業務員: “你同時擔心天氣太冷對飲料的表現有影响……不知還有沒有其它”
客户: “沒有其它.”
業務員: “高老闆, 你剛才提到3个疑慮….利潤, 貨架的空位及天气, 不知那一个是最重要呢?”
客户: “唔! 我想是天气吧!”

在第一步的測定下, 我們知道在這剎那, 天气是最重要的疑慮.

了解异议
(你看見一對夫婦在吵架, 你會想到甚么 – 为甚么會吵架, 在吵些甚么? 背後的原因)
第二步: 清楚了解客戶提出的异议及其背後的疑慮 – 以便成功完成整个拜访.

例子:

客户: “唔! 我想是天气吧!”
業務員: “可以告訴我多一奌嗎!”

這樣的處理, 可給客户更多的空間來解釋對天气的疑慮, 同時可避开不必要的誤解

客户: “我的貨架沒有位置放你的新產品.”
業務員: “你最擔心的是貨架的空位不足?”

這可反影你知道客户的疑慮是甚么及給予客户修正的机會 – 如你的理解不對

當你進一步了解异议時, 應轉變为你可處理的情況, 例如對價格及毛利率的疑慮, 我們應將轉化为對利潤的疑慮, 因我們可以運用利潤故事去處理. 句子如: 業務員:”你提到對價格(或毛利率)的問題, 其實你擔心的是售賣該產品帶來的利潤, 是否這樣?”

有一奌非常重要: 知道客戶的疑慮並不代表你的反對. 緊記在這一步是收集更多資料, 了解疑慮, 而非解決. 因若果客户感到你在反對他的意見, 他將, 自然地, 更加不合作並强化异议

所以, 在處理异议前, 必先準確地找出双方認同的疑慮.

註:
妥協/讓步 – 在寻找真正疑慮的过程中, 千萬不要對未確立的疑慮作出妥協或讓步, 因這會増加你處理真正疑慮時的困難, 並且可得跌進客戶的陷阱裡去!
求証

第三步: 確保双方都了解疑慮所在, 並針對地處理.

其中一个有效的求证方法是總结對方的觀奌, 並加上確定性的句子, 例如…..這樣就可以啦! 對不對.:

- “你的決定是因为……..對不對?”
- “你真正想知道的是………..對不對?”
- “你想了解的是……..是不是這樣?”

這樣你可得到客户對”疑慮”的確認, 並容許你加以處理. 而你正在協助客户仔細分析他的疑慮, 並鼓勵客户繼續聆聽. 另一个重奌是如果客户反對你的總結, 明顯地你必須進一步加深了解客户的疑慮.

處理

第四步: 解決問題, 令客户滿意地接受我們的建议.

處理异议所需要的:

- 見識广博: 在業務上每方面都有充份的知識, 如品牌資訉, 客户表現, 市場趨勢等等
- 技巧纯熟: 將异议轉變为推銷重奌, 並使利益淹蓋异议
- 簡明表達: 用適量的資料去推銷, 不要長篇大論

處理异议有效的方法

- 找出客户曾經歷类似的經驗 – 如过往新產品/包裝/促銷成功的經驗.
- 其它客户成功例子 – 借用其它客户, 城市, 国家地区的例子. 客户以甚么作为榜樣? 一般小店可能參力考獨立超市; 而獨立超市則可能參考重要客户.
- 當客户不願意負上較大风險時, 可提出較小型的測試, 確保消費者接受. 例如業務員: “我剛才分柝的利潤故事, 是基於酷兒蜜桃汁銷量可達到橙的50%, 讓我們用一个比較安全的數字, 20%橙銷量, 那就是說3箱. 這是否一个更好的建议呢?”
- 突出事情的迫切性, 即使面有疑慮 – 如產品漲價, 客户有新的競爭對手出現.

總结

處理异议四步曲對我們日常操作提供了一个簡单而有效的方法, 去解決客戶的疑慮. 同時, 我們不應害怕面對异议. 相反, 我們應裝備自已, 從而有效的, 成功地處理异议.

我們愈熟練處理异议的技巧, 當面對异议時, 我們的成功机會便愈大.

處理异议

學習目标

5. 能找出真正的异议

6. 學習如何處理异议

甚么是异议

對计劃, 建议或產品本身有所顧慮, 疑惑或問題而作出反對, 這就是异议.

异议是銷售过程的一部份, 這只是反影客户在作出決定前, 須解決對计劃的疑惑; 或對个人意願的一種表達 – 所以我們要小心聆聽; 並給于尊重.

如何處理异议:
3. 減低异议發生的机會
4. 當异议出現時, 要有效地處理

減低异议發生的机會

5. 持有良好的客户資料(業務上的或客户个人的), 這有助預測客户可能提出的問題.
6. 在计劃拜访前, 熟讀有关資料.
a. 如消費者活動說明; 新產品上市之”問与答”(這會有效地協助你解答絕大部份的問題);
b. 促销活動細則, 在推出前於例會中討論可能面對的問題, 並加以研究.

c. 針對个別問題, 在出發前与經理或主任練習, 如何處理异议

“真” ”假”异议

客户會提出”真异议”, 但亦會提出”假异议”, 我們最主要是學習如何找出及處理”真异议”, 而不是花太多時間去回答和處理”假异议”.

從實際方面說, 我們應假設每一个由客户提出的疑慮都是真的. 但在不同的疑慮中, 必然有一些比其它較為重要的.

真异议 = 從客户的立場所表達出來真正/重要的疑慮.

例子:

客户: “老陳, 在你提出來的建议裡, 産品的利潤是不足夠的”
業務員: “你是擔心產品的利潤, 不知還有沒有其它?”
客户: “其它都可以-----除了利潤.”

這是否真的异议? 利潤是否客戶真正的疑慮? 在締結整个拜访時, 利潤的疑慮是否一定要處理?

假异议

很多時候, 業務員都會接受這些假异议而放棄推銷. 久而久之, 客户便養成一个習慣, 他們會將腦海中突然出現的問題, 當成疑慮. 而我們的責任便是”協助”客户找出真正的疑慮, 並令我們的建议得到合理的评估 – 如建议對客户有利, 他們是會接受的!.

假异议 = 表達出來的疑慮並非真正的問題所在.

例子:
“這包裝設计太老套!”
“小孩再也不喜歡喝啦!”
“沒有人願意付更多的錢來買!”

為了找出真正的异议, 我們需要”考驗”這些由客户提出的疑慮.

處理异议的程序

處理异议4 步曲:
9. 測定Identify (真异议the real objection)
10. 了解Understand
11. 求証Verify
12. 處理Handle

第一及二奌是協助你找出真正的异议, 及异议背後的理由.

第三奌是確定你的看法 – 找出客户真正及最重要的疑慮, 而這疑慮是需要處理的, 並且這疑慮是你有能力去處理的(例如利潤, 而不是毛利率).

第四奌是處理疑慮 – 從而成功完成拜访

測定(真异议)

第一步: 重覆聽到的异议, 然後問有沒有其它

例子:

客户: “老陳, 在你提出來的建议裡 産品的利潤是不足夠的”
業務員: “你是擔心產品的利潤, 不知還有沒有其它?”
客户: “其它都可以-----除了利潤.”
業務員: “你是擔心產品的利潤, 並沒有其它了?”
客户: “是…..沒有其它.”
客户已確定利潤是真的疑慮, 沒有其它. 第一先步完成!

但在一些情况, 客户會提出多个的疑慮, 我們又怎樣處理.

例子:

客户: “噢! 我的貨架沒有位置放你的新產品!”
業務員: “唔…….你擔心貨架的空位不足! 不知還有沒有其它??”
客户: “另外是天氣, 現在對飲料來說, 天氣是太冷啦!”
業務員: “你同時擔心天氣太冷對飲料的表現有影响……不知還有沒有其它”
客户: “沒有其它.”
業務員: “高老闆, 你剛才提到3个疑慮….利潤, 貨架的空位及天气, 不知那一个是最重要呢?”
客户: “唔! 我想是天气吧!”

在第一步的測定下, 我們知道在這剎那, 天气是最重要的疑慮.

了解异议

第二步: 清楚了解客戶提出的异议及其背後的疑慮 – 以便成功完成整个拜访.

例子:

客户: “唔! 我想是天气吧!”
業務員: “可以告訴我多一奌嗎!”

這樣的處理, 可給客户更多的空間來解釋對天气的疑慮, 同時可避开不必要的誤解

客户: “我的貨架沒有位置放你的新產品.”
業務員: “你最擔心的是