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Click Board! After Action Review Source The After Action Review is a extremely highly effective technique that helps teams and organizations learn how to achieve excellence. This .pdf file has the basic idea. http://www.fireleadership.g ov/toolbox/after_action_re view/aar.pdf The Art of Conversation Here is a guide for the shy person. What do you say after you say hello? What would you say after you said hello to Paul McCartney? Michael Jordan? Be prepared. http://www.entertainmates. com/experts/conversation. asp |
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Well-Spoken
"Good teaching is
one-fourth preparation
and three-fourths pure
theatre>"
Gail Goodwin
"No one realizes how
beautiful it is to travel
until he comes home
and rests his head on
his old, familiar
pillow."
Lin Yutang
"Good teaching is
one-fourth preparation
and three-fourths pure
theatre>"
Gail Goodwin
"No one realizes how
beautiful it is to travel
until he comes home
and rests his head on
his old, familiar
pillow."
Lin Yutang
ManagerZine Archive Favorite
18. Getting to the Heart of
Selling: Part 4--Make It Work
The sale is arguably most vulnerable after the
customer says “Yes”.
A customer-sensitive and highly efficient
implementation of a customer’s chosen solution is
incredibly critical . This is where the customer can
renege, cancel, return the goods, continue
looking at other vendors and worry about the
price.
Unfortunately, many salespeople don’t view the
immediate after-sale period as part of the sales
process, and the idea of making the solution work
is often overlooked.
Responsibility for installation, implementation,
ramp-up, training or whatever, is handed off to
another function. Technical people step in,
project managers, customer service
representatives, sales assistants, other
professionals who will do the work are introduced
to the customer. The saleperson, whether he or
she is a senior partner or a telephone
representative, too often see themselves as off
the hook.
If the salesperson has done everything right and
built value, this hand-off can make a customer
uncomfortable, upset and uncertain. Their guide
and counselor is gone, and, in the customer’s
eyes, they are left to deal with strangers who have
no clue about what they bought and why they
bought it.
A master salesperson knows this is a dangerous
time. He or she will ensure that the products or
service and other parts of the whole solution are
being spec’ed, built, delivered and installed as
promised by people who are knowledgeable about
the products, obviously, but, more important, who
are also completely briefed on the company and
its rationale for buying.
Once more, the salesperson can add value by
heading off problems, redirecting his or her own
implementation team, giving the customer advice
and shouldering the responsibility of fighting the
customer’s battles internally.
This takes work. It means taking the pulse of
different people in the customer company, other
buyers, especially those who were skeptical about
the solution choice. It means being able to
influence internal resources. It also means the
salesperson has to be there to ensure the
product or service is working as promised and
that customers see the benefits that were
pledged earlier. The salesperson has to manage
expectations and “Buyer’s Remorse”, the
inevitable let down customers feel after making a
choice.
The master salesperson takes this personally.
He or she is not off the hook, in fact, most
consider themselves on the hook, on top of the
post-sale time frame, reselling benefits, ensuring
clarity all around and making things happen so
that promises made are promises kept.
18. Getting to the Heart of
Selling: Part 4--Make It Work
The sale is arguably most vulnerable after the
customer says “Yes”.
A customer-sensitive and highly efficient
implementation of a customer’s chosen solution is
incredibly critical . This is where the customer can
renege, cancel, return the goods, continue
looking at other vendors and worry about the
price.
Unfortunately, many salespeople don’t view the
immediate after-sale period as part of the sales
process, and the idea of making the solution work
is often overlooked.
Responsibility for installation, implementation,
ramp-up, training or whatever, is handed off to
another function. Technical people step in,
project managers, customer service
representatives, sales assistants, other
professionals who will do the work are introduced
to the customer. The saleperson, whether he or
she is a senior partner or a telephone
representative, too often see themselves as off
the hook.
If the salesperson has done everything right and
built value, this hand-off can make a customer
uncomfortable, upset and uncertain. Their guide
and counselor is gone, and, in the customer’s
eyes, they are left to deal with strangers who have
no clue about what they bought and why they
bought it.
A master salesperson knows this is a dangerous
time. He or she will ensure that the products or
service and other parts of the whole solution are
being spec’ed, built, delivered and installed as
promised by people who are knowledgeable about
the products, obviously, but, more important, who
are also completely briefed on the company and
its rationale for buying.
Once more, the salesperson can add value by
heading off problems, redirecting his or her own
implementation team, giving the customer advice
and shouldering the responsibility of fighting the
customer’s battles internally.
This takes work. It means taking the pulse of
different people in the customer company, other
buyers, especially those who were skeptical about
the solution choice. It means being able to
influence internal resources. It also means the
salesperson has to be there to ensure the
product or service is working as promised and
that customers see the benefits that were
pledged earlier. The salesperson has to manage
expectations and “Buyer’s Remorse”, the
inevitable let down customers feel after making a
choice.
The master salesperson takes this personally.
He or she is not off the hook, in fact, most
consider themselves on the hook, on top of the
post-sale time frame, reselling benefits, ensuring
clarity all around and making things happen so
that promises made are promises kept.