Lesson with training elements "Establishing contact. Interference in communication"

Most sales managers sooner or later face the problem of developing various professional skills. Moreover, this problem arises both for novice managers and experienced ones. To solve these problems, various trainings for sales managers.

How to conduct sales training in the field and for the benefit of managers? For those who do not have the opportunity to attend a full sales training, we offer a selection of exercises to practice sales skills. Your sales managers will have the opportunity to practice existing ones or gain new skills needed in sales.

We will look at the exercises:

First impression
Samurai salesman
Objection chair
Danetki
White and black angel
Difficult person to talk to
Listen more, talk less
Elementary actions

1. First impression

Sales managers don't pay enough attention to first impressions, focusing on the essence of the sale.

This sales training exercise will help you practice the skill of establishing first contact with a buyer and improve your actions aimed at making a positive first impression. But do we pay enough attention to our ability to form a first pleasant impression of ourselves?

Duration - 30-45 minutes, number of participating sales managers from 6 to 14 people. You need to prepare sheets in advance on which the text of the assignment will be printed according to the number of group members + 2.

Execution: the presenter (it can be the head of the sales department) reads the task to the participants and they complete the task written on pieces of paper for 5-7 minutes. Task written on a sheet: in most cases, the first pleasant impression influences the positive outcome of the transaction. It is necessary to list the ways in which a sales manager can leave a positive first impression of himself.

After this, managers unite in mini-groups (3-4 people) and discuss what they have prepared individually, bringing all the information into one group presentation. Each mini-group presents its work, and the coach summarizes all the performances. After this, the group needs to be united into two teams, one - sales managers, the other - clients, and work on getting acquainted, using all the listed methods of making a first positive impression.

2. Samurai salesman

This sales training exercise develops the skills of effective interaction with the buyer. In addition, it provides an opportunity to develop creative abilities.

Duration is not limited, the number of participating sales managers is 12-16 people.

From the group of participating sales managers, 3-4 people are selected. They will play the role of samurai sellers, the rest will be ordinary buyers.

Samurai sellers are given the following instructions: “You are undergoing special training for samurai. Now you are practicing a very important skill - to look at the person who is next to you as if it were a distant mountain, that is, to maintain complete equanimity in communicating with him. This is exactly what needs to be demonstrated when communicating with the buyer, while at the same time answering all his questions.”

The remaining sales managers are “Buyers”. They are given the following instructions: “you will play the role of ordinary buyers, ask the price, find out about the product, what you want to buy as much as possible. When communicating with a seller, your main task is to understand what feelings you experience during a conversation with him.”

After the sales training exercise, you should have a discussion about what techniques and questions helped you interact with the buyer most successfully.

3. Objection chair

This sales training exercise will help experienced managers improve their skills in working with objections, and young professionals will receive additional practical training in working with them.

One manager is selected who will work with objections. He sits down on the chair in the center. The rest of the participants in the training exercise stand around him and begin to object in turn: “I need to think,” “I’m busy right now,” “It’s expensive,” etc. The person sitting in the chair must work through each objection with minimal thought about the answer.

He has two restrictions: he cannot say the word “no” and argue with the “client”.

4. Danetki

A relatively new sales training exercise that helps hone the skill of asking all types of questions, which is a very important skill during the discovery phase of customer needs. Group members are given a danetka - a riddle that often has an unexpected ending, to solve which they are allowed to ask only closed questions.

The duration is not limited, the number of participating sales managers is any, but optimally - 6 - 10.

Example: a bright flash - and the person is dead... The first time no one manages to come to the correct answer: it was a lion trainer in the circus. While performing his signature act, putting his head into the lion's open mouth, one of the spectators in the first row decided to take a photo, the lion was frightened by the flash and closed his mouth, biting the tamer's neck.

Group members can only ask questions, initially only closed questions (those that can only be answered with yes or no). By asking questions, participants must come to an answer. After this, you should remind the group members of the theory of the question funnel (open, closed, alternative) and give them another lesson, this time allowing them to use all types of questions.

5. White and black angel

A great exercise for handling objections and helping you see how a buyer decides to make a deal.

The duration is not limited, the number of participating sales managers is any, but optimally - 6 - 10.

Three participants are needed, they can be changed during the game subsequent times. In the middle stands the client participant, to his right is a white angel, he argues in favor of making a deal, and a black angel opposes it. The client does not say anything, only listens to the arguments of both angels, if the argument convinces him, he takes a step forward, if not, he remains in place.

During the discussion, it is necessary to emphasize which arguments were the most significant, and how the black angel’s objections could be worked out. The sales training game is played several times so that each participant plays the role of a white angel.

6. Difficult person to talk to

This training exercise will be useful for those sales managers who often negotiate with clients over the phone.

Duration - 40 - 45 minutes, number of participating sales managers - 8 - 10.

First, each manager writes down on a piece of paper which client is the most difficult for them to sell to; you can write down opinions on the board. After this, two chairs are placed in the center of the room with their backs facing one another, this will help simulate the situation of a telephone conversation. One of the managers plays the role of a difficult client, the one who voiced the problematic client will do this most effectively, and the second sales manager must determine the type of client and find an approach to him and sell him, working out objections. If the dialogue reaches a dead end, then the coach needs to change the participant.

After each pair’s work, it is necessary to have a discussion: how difficult it was to talk with such a client, what was most difficult, how they acted in such cases, and what they really wanted to do, what guidelines they chose for themselves when building communication with such a client.

7. Listen more, talk less

This sales training exercise will help you develop active listening skills and identify client needs.

Duration - 30 - 40 minutes, number of participating sales managers - any multiple of 3.

For each triple you need a chess clock or a clock with a second hand. The conversation is conducted by 2 sales managers participating in the training exercise. They just talk to each other. But, during the conversation, they should find out, for example, plans for the coming weekend. The third participant will act as a second. He should mark the time when the interlocutor finished the phrase. The ideal ratio of listening to speaking should be 70:30.

During the exercise, managers should reinforce that the flow of the conversation is controlled by the one who uses active listening techniques and speaks half as much as he listens. The conversation lasts 3 minutes, then the participants change roles clockwise. When all participants have completed all the roles, a discussion is held: what active listening skills were used, what questions should have been asked in order to receive extensive answers, and with the help of which it was possible to get the interlocutor talking.

8. Basic steps

A common problem that sales managers have is that, having memorized their script, they turn into “automatic answering robots,” mindlessly repeating the text. This sales training exercise will help managers practice the emotional richness of their speech.

Duration - 15 - 25 minutes, number of participating sales managers - from 6 to 14.

You need to prepare sheets in advance with the described emotions: superiority, sycophancy, resentment, anger, joy, etc. The trainer explains that the algorithms for actions in sales are always the same and in order for them to always work as efficiently as possible, you need to remember their humanity. After this, he suggests recalling the steps of greeting and invites each group member to enter the training room and introduce himself in the manner indicated on his sheet. All participants analyze their intonations and introduce themselves in turn, demonstrating the indicated emotion.

After each greeting, managers must guess the emotion and intonation with which the presentation was delivered. Then there is a discussion about whether the task was difficult to complete and how the members of the sales team felt while completing it. It is better if all performances are filmed, this will help to conduct a more detailed analysis.

Conclusion

As you can see, most exercises for practicing various skills completely simulate the situation of communication with a client or the stages of sales. Introductory situations can be changed, bringing them as close as possible to the features of the product or to the conditions in which the transaction is made. To be more effective, the leader or trainer should be an experienced sales manager so that he can give practical advice in situations that reach a dead end. You should also remind young professionals that they need to develop each skill in turn, and not all together, so they will achieve better results.

Its role in sales techniques is very large; in many types of sales, without establishing contact, further interaction with the client and, as a consequence, the sale itself is impossible.

The importance of first impressions

A person forms an opinion about the interlocutor in the first seconds of a dialogue, and in further communication the human brain looks for clues to strengthen and confirm this opinion. Therefore, the first impression is very stable and, if it is formed incorrectly, it is difficult to change. In sales, the first impression effect plays a huge role; once you lose the trust (attention, authority) of a client immediately, it is almost impossible to regain it. It is important to remember that at the moment of establishing contact, the client is unconsciously opposed to communicating with the seller. This is why establishing contact in sales is the most rehearsed stage. The seller must think through and bring to perfection absolutely everything - every word, every intonation, appearance, facial expressions and gestures.

Tasks of making contact

Let's look at what tasks are pursued at the stage of establishing contact. In sales there is a principle: “everyone likes to buy, but no one likes to be sold to.” Indeed, on a subconscious level, clients associate the seller with a person interested in selling him something that is beneficial to him and not to the client. Therefore, many buyers want to figure it out and make a decision on their own without resorting to the help of people who can advise the wrong thing. This is the first hurdle a seller needs to overcome. Very often the seller hears phrases like “I don’t need anything” or “I don’t need it myself,” etc. Therefore, the tasks when establishing contact are the following:

attract attention (enter into dialogue) - this is just a speech trick with which you establish contact;
introduce yourself, let the client understand who you are and why you are establishing a dialogue with the client;
to interest, give significance to communication with the seller, create for communication;
Ask a question;

In addition to the points described above, the seller has an additional task - to please the client. Having achieved these goals, it will be much easier for you to move through the next stages of sales and successfully complete the deal.

Attract the client's attention

Attracting attention means approaching the client and forcing him to engage in a dialogue with you. Dialogue in sales is very important. A good salesperson speaks when selling only 20% of the time, the rest is the buyer. I won’t give examples since they will be very different for each type of sales. But there are general rules: smile, use open postures, be at a “safe” distance from the client (usually 1.5 meters), look into the eyes, speak at the same pace as the client, use facial expressions and gestures.

The seller first of all sells himself, and then the product and the company. And in order to sell yourself, you must be interesting to the client. Therefore, template phrases that the client has already heard from many sellers, such as: “I can tell you something” or “I represent the company ......” are not welcome. You must be different from others, this topic is well covered in the book “No thanks, I’m just looking.” In any case, you must construct a greeting so that the client says something, that is, enters into a dialogue.

Introduce yourself

Everything seems simple, but many sellers do not introduce themselves and very rarely does anyone ask what the client’s name is (if we are talking about retail, it is clear that without this you will not sell anything at all). Telling someone your name shows that you trust them; in many cultures, not introducing yourself is a sign of disrespect. In addition, you become not just a seller, but a person. And if people don’t trust the seller, then they don’t trust the person. At the same time, do not make the greeting a template: “good afternoon, my name is Vasya, I am a seller,” this means not attaching importance to your name. You need to find out from the client how best to contact him. In further dialogue, be sure to call him by name, everyone loves their name and people like it when they are addressed by name.

It is important to make it clear to the client:

Who are you
What company do you represent, what will we talk about?

I strongly recommend that you not be silent about which company you represent. This is at least not good for the client. Lying is not the best foundation for a trusting relationship. Therefore, do not lie to the client; it is better to tell you right away that this is not interesting. It’s okay, you’ll sell faster if you look for a client rather than try to sell to someone who doesn’t want one.

Interest the client

You must interest the person, he must want to get advice from you. If this does not happen after the greeting and introduction, you must make the transition from introduction to the product itself. In the first phrases you don’t have to talk about the product, but now you need to start in any case, since the next stage is ahead - .

There are various ways to arouse the client's interest. You can tell about the promotion, you can say that your product is unique and has no analogues. You can immediately offer the client to save. You must know the strengths of your product and have a clear understanding of what you have to offer. For example, you sell very expensive knives that do not require sharpening. You can ask the client - do you know how much time a person spends sharpening knives? And if for the client this is an interesting topic of conversation, he will be interested, if not, then not.

The main thing to remember is that if you work in sales, you will have to hear refusals. And much more often than making deals, and it is important to be able to learn from them. Pay attention to the client’s reaction to your words; if you see that you are not interested in people, change the wording and come up with other ways to make contact.

Ask a question

Many sellers overlook this point, although strategically it has enormous weight in establishing contact. Often the salesperson immediately gives the client a long monologue, which he pronounces without quickly allowing the client to get a word in. And after that, having heard the objection, the seller is lost and does not know what to say. All contact is lost. To prevent this from happening, try to immediately develop a dialogue with the client by asking the right questions. At this stage, you should not ask questions to which the client might say “no,” so use alternative questions, open questions (if appropriate), or questions to which the client is certain to say yes.

Networking Tools

To effectively communicate with a client, you need to do a lot of work on yourself. I repeat once again: establishing contact is the most prepared and rehearsed stage of sales. Here's what you need to prepare.

Working sales script

A speech chip is a phrase with which you address the client. There should be no improvisation here; you must clearly know what you will say. In addition, you should have formed and rehearsed responses to the most common objections from clients when establishing contact. And believe me, these objections will arise in most cases; this is a kind of defense mechanism for the client. It is hardwired into our unconscious, so don't be discouraged, all you need to do is be prepared and know what to say.

Avoid the words “with us”, “in our” in the speech module; do not contrast your company and the client. You are not in the ring, you should be allies, on the contrary, immediately form the opinion that you will now always be together.

Remove all words from the script, removing which does not change the meaning. Simplify, use strong words. Study and try to use them when establishing contacts.

Intonation, Emotions, Charisma

If you know what to say well, then your brain will not waste energy on remembering the right thing and you will be able to completely focus on playing your role correctly. Each of your phrases should have the right emotional coloring, this is mainly achieved through voice intonation, rhythm and volume. I recommend studying the article about. Remember the strategic goal of pleasing the client. And who you mostly like are confident, calm and strong people. To impress such a person, you should carefully work out the intonation of each phrase. Here's an example of a script that store clerks can use:

Good afternoon - loud, clear and confident. When you pronounce the last letters of the word “day” you can smile slightly. You definitely need to pause, giving the client the opportunity to answer you.

My name is Alexey, I am a specialist in the household appliances department – the words “I am a specialist” should be highlighted with small pauses and spoken more slowly, the remaining words should be tried to be pronounced a little faster, as if casually.

Are you choosing a product for yourself, or as a gift? – this phrase should not sound intrusive, as if casually.

Great, you're lucky that you went to the store today, it's a seasonal sale. ,Let me ask you a couple of questions in order to choose the best option for you? – the words “excellent”, “you’re lucky”, “sale”, “best option” must be pronounced louder than the rest of the text, with a smile and positivity. You should try to convey to the client the emotion of joy, so the phrase should sound so that the client’s mood is lifted.

A good speech module is not written in the office; it is refined during the sales process. If you need help in compiling it, I recommend asking a question on ours.

Before approaching a client, tune in emotionally. You need to be as focused as possible on your emotions, throw away everything that weighs on you - personal problems, negative emotions from previous contact - all this should not bother you.

Non-verbal

Making video contact

Training on establishing contact, perceiving and understanding the emotional state of the interlocutor.

1 Exercise "Qualities that are most important for interpersonal communication"
Instructions: “Each participant evaluates on a scale from 0 to 6 the extent to which certain qualities are inherent in him, guided by his own idea of himself (and not what other people could tell him); if a person seems that he does not have this at all quality, gives 0, if it is very weakly expressed - gives 1, if this quality is completely, without a doubt, characteristic - gives 6. Self-assessment is carried out within 10 minutes.

List of qualities: Empathy: the ability to see the world through the eyes of others, to understand it the same way as they do, to perceive actions from their own perspective.
Benevolence: the ability not only to feel, but also to show your benevolent attitude, respect, sympathy, the ability to accept them even when you do not approve of their actions, the willingness to support others.
Authenticity is the ability to be natural in relationships, not to hide behind masks or roles, the ability to be oneself in contacts with others.
Concreteness – refusal of general reasoning, meaningful and incomprehensible reasoning and remarks, the ability to talk about one’s specific experiences, opinions, actions, readiness to answer questions unambiguously.
Initiative - a tendency to take an active position in relation to people, to “go forward”, and not just react to what others are doing, the ability to establish contacts without waiting for initiative from the outside; willingness to take on something in a situation that requires active intervention, and not just wait for others to start doing something.
Spontaneity – the ability to speak and act directly, openly demonstrate one’s attitude towards problems and people.
Openness: the willingness to reveal your inner world to others and the firm conviction that openness contributes to the establishment of healthy and lasting relationships with others, sincerity, which is not equivalent to the willingness to divulge absolutely all the most intimate secrets - since the person himself, and not his secrets, is interesting to people.
Acceptance of feelings: lack of fear in direct contact with one's own feelings or the feelings of others, the ability to express and willingness to accept emotional expression from others.
Confrontation: the ability to communicate “face to face” with other people with full awareness of one’s responsibility; in the event of a difference of opinion, a willingness to engage in confrontation, but not with the goal of scaring or punishing the other, but with the hope of establishing genuine and sincere relationships.
Self-knowledge: an exploratory attitude towards one’s own life and behavior, the desire to take help from others for this, the willingness to accept from them any information about how they perceive you, but at the same time be the author of one’s self-esteem; treating confrontations with others and new experiences as valuable material for deeper self-knowledge."
Then the group completes a general task: within 30 minutes they need to rank these qualities depending on their importance. The group must jointly decide which quality is most important in interpersonal communication. The group's decisions are recorded. Controversial issues should be discussed until agreement is reached. After 80 minutes, the group's work is interrupted, regardless of how much of the task is completed.
Discussion: the group analyzes the experiences of the participants after the group discussion according to the list of Rules for Joint Searches, which are read out. Each participant, guided by these rules, speaks for 1 - 2 minutes about what happened between him and other people during the ranking of qualities. It is important that the words of the speakers touch upon specific events, actions, and feelings of the participants, and do not contain considerations that continue the discussion about qualities. After a few minutes, the presenter interrupts the speaker and reads the Rules again. He invites the group to decide whether the speakers managed to follow these rules and reminds the next ones to remember them.

Rules for joint searches:

Talk about what is happening in the group “here and now,” that is, about your actions and feelings, about the actions and experiences of other people in the group.
Learn to trust your subjective feelings,
they are more valuable than theoretical and general reasoning.
Try to be open when you talk or listen to others (the results depend on how much each member of the group can talk about his feelings about everyone else, how interested he is in information about how he is perceived, despite all the difficulties and troubles associated with this.
Don't play it safe. If you avoid risk, you will remain captive of what is already known.
Don't force others to do something they can't decide to do.

Exercise 2. Participants sit in a circle.
Instructions: “Let one of us be the first to tell his neighbor on the left about his condition. For example, “It seems to me that you are now calm and interested in what is happening” or “It seems to me that you are tired,” etc. The one to whom this they said, in turn, he will tell us all about his condition at the moment. Then he will express his guess about the condition of the neighbor on the left, and he will clarify his condition, etc.
After the circle is completed, the trainer can ask the group a general question: “How did you determine the condition of your neighbor?” or more specific: “What signs did you rely on when determining the condition of your neighbor?”

Exercise 3. All participants are located in a large semicircle.
Instructions: “Let each of us, in turn, go to the center and try, by any means available to him, but not verbally, to establish contact with each participant in the lesson.”
After everyone has completed this task, the trainer invites the participants to discuss their impressions that arose during the exercise. When summing up the results, the trainer focuses on the means of establishing contact that the participants list, as well as on those signs that indicate that contact has been established.

Exercise 4 Participants stand in a circle (an even number of participants is required for the exercise).
Instructions: “On the count of “one,” each of you must, remaining in his place and silently (we will observe these two conditions throughout the entire exercise), find a partner. There is an even number of you, so everyone will find a partner. When I say “two ", you will start the same movement together. Then I will say “one” again, and you should find a new pair for yourself, and on the count of “two” start doing the same movement with a new partner.”
Usually, group members are given the opportunity to complete this task 3 times, after which they begin a discussion, during which it makes sense to discuss two questions: “How was the pair created?” and “How did the choice of the same movement occur?” Answers to the first question make it possible to identify the main non-verbal signs indicating the beginning of contact: the direction and fixity of the gaze, the turn of the body, a friendly facial expression, a smile, a slight movement forward, towards the partner, etc. In addition, in the process of discussing experience, received by group members during the exercise, the conversation often turns to showing initiative in contact and when choosing a common movement. If this corresponds to the content of the training (for example, in business negotiation training), this problem should be discussed in more detail. In this case, the following interaction options can be identified:

one of the pair members takes the initiative, thereby suppressing the initiative of the other;
one of the partners takes the initiative with the full consent of the other;
in the process of interaction there is a constant transfer of initiative from one member of the pair to the other and vice versa;
interaction proceeds as cooperation when partners completely understand each other at any moment.

Exercise 5 Participants sit in a circle.
Instructions: “Now I will give some of you cards on which certain emotional states are indicated. Those who receive the cards will read what is written on them, but so that the inscription is not seen by other members of the group, and then take turns depicting it state. We will look and try to understand what state is depicted."
During the exercise, the trainer gives the participants the opportunity to express their opinions regarding the depicted state, then names it. During the discussion, ideas are often expressed about which conditions are difficult to recognize, which can contribute to their understanding. Each time after a state is evoked (for example, joy), you can ask, first of all, those who gave the correct answer, then the rest of the group members, what signs they were guided by when determining the state. Such a discussion makes it possible to form a “bank” of those non-verbal manifestations that can be used to focus on when determining a person’s condition.
In addition, this exercise allows you to develop expressive behavior in those participants whom the trainer asks to depict a particular state.

Exercise 6 The group members are divided into two subgroups.
Instructions: “Each subgroup is given 7 minutes to prepare, during which it will have to choose a feeling or emotion (emotional state) and think about how it can be depicted. This can be either a sculptural image or a non-verbal action. The image must All members of the subgroup take part. While the first subgroup shows what it has prepared, the second subgroup guesses what feeling or emotion is depicted. Then the subgroups change places.
Subgroups prepare in different rooms. After the preparation is completed, the trainer invites one of the subgroups to depict the feeling or state that they have chosen, without naming it. Another subgroup is watching. Then she is given one minute to discuss, and one person expresses the opinion of the group. After this, the trainer turns to the subgroup that demonstrated the feeling or state so that they say what feeling or state they wanted to portray. Then the subgroups change roles.
When starting a discussion of the results of this exercise, the trainer focuses on whether the participants in the subgroups made mistakes and what their nature was.
As a rule, mistakes made in this exercise are associated with the following circumstances:

participants did not understand the image that was offered by another subgroup;
participants did not find the exact word to designate the depicted feeling or state;
participants failed to convey the content of the emotion or feeling in their image.

If a mistake is made, then during the discussion you can talk about what it is connected with. Often the cause of errors is inconsistency in the work of the subgroup, the inability to listen and hear everyone.
If the subgroups correctly identify the images of emotional states or feelings offered to them, then the trainer can ask the group the question: “By what signs did you identify the state or feeling?” The answer to this question allows us to identify (list) those specific manifestations of a person’s nonverbal behavior that are signalingly significant for understanding the state of other people.

Exercise 7 The group sits in a circle.
Instructions: “To complete this exercise, we will create pairs. (The coach can invite the group to join in pairs at will, or he can make pairs himself. If there is an odd number of participants in the group, the coach can take part in the exercise himself.) Let each pair take a convenient position for it. place so as not to disturb anyone. You are given 6 minutes for a conversation (the trainer can offer context-related groups or neutral topics for discussion). As per my instructions, we will change the position during the conversation without stopping the conversation. with your back to your friend and let’s start a conversation.”
Participants talk for 1.5 minutes, sitting with their backs to each other, for 1.5 minutes - one sitting, the other standing and vice versa (facing each other), 1.5 minutes - sitting facing each other.
When discussing the exercise, the trainer can ask questions about in what position the conversation was most difficult, complex, and in what position was most comfortable. Participants quite reasonably articulate ideas about the greatest comfort of equal positions (for example, both are sitting). This allows us to express the importance for the effective establishment of contact of equal positions of the participants, the absence of barriers between them, and the presence of eyes on the same level.

Exercise 9 Group members sit in a circle.
Instructions: “Quite often in life we come across situations in which we need to encourage another person to do something. Our attempts will be more effective if we take into account the personal characteristics of the person we are addressing, as well as his mood and state at the time of the conversation We will rely on these ideas in the course of our further work. Please remember a situation in which you wanted to encourage another person to take some action, for example, you ask a colleague to give a lecture for you or a friend with an offer to accompany you. to the store for shopping, etc."
The trainer gives some time to complete the task and, making sure that everyone managed to remember the situation, continues the instructions: “Mentally put in the place of the person you are addressing, all members of our group in turn and think about how you would address each one, How would you conduct the conversation, taking into account his personal characteristics? You will have about fifteen minutes to write down the options that arise.
After everyone is ready, the trainer invites the participants to break into groups of 4–5 people each and gives the following task: “Now we will work in small groups. Each, having briefly described their situation, will turn in turn to the rest of the members of their subgroup , imagining them in the place of their interlocutor. They react on behalf of this interlocutor. At the end of the conversation, those who were addressed express their impressions, say what prompted them to meet the request, and what reduced it. wish".
After completing the small group work, the discussion should continue in a circle. During this discussion, you can create a list of what contributes to success in the situation of encouraging another person to act.
Typically, group members mention the following points:

managed to understand the interests of the interlocutor and take them into account during the conversation;
good emotional contact was established;
self-confidence helps, which, in particular, manifests itself in the tone of the conversation;
openness;
a clear statement of the reasons for the motivation.

This exercise is especially effective in the context of business negotiation training.
10. "Gift"
Each participant, without words, with gestures or facial expressions, must show what gift he is “giving” to the birthday person; she and everyone try to guess what kind of gift it is.
11. "Message"
Participants are divided into pairs, each must, without words, with gestures, convey some message to their partner, and he must understand and tell the meaning of the message. Then they change roles.
12. "Tip"
Participants are divided into two teams, each team comes up with several words, which they write down on separate pieces of paper, then a person is chosen from someone else’s team who is given the opportunity to read the “word” and he must use gestures to explain to his team what the word is, and the team must guess it word, then another person is selected from someone else’s team, who “shows” the new word. It compares which team guessed the words faster and more correctly.

13. "Transmission of feelings"
Everyone stands in a line, at the back of each other’s heads, the first person turns to the second and conveys to him with facial expressions some feeling (joy, anger, sadness, surprise, etc.), the second person must convey the same feeling to the next, etc. . d. The latter is asked what feeling he received, and compares it with what feeling was sent at the beginning, and how each participant understood the feeling he received.
14. "Chamomile"
Instructions: “We place 5 – 6 chairs in the center and 5 – 6 chairs in the outer circle - “petals.” Participants sit on chairs.
Task 1 – look into your friend’s eyes and don’t look away for a minute. Then the “petal” participants change places.
Task 2 - participants say to each other: “What do I see in you? (clothes, hairstyle, smile, etc.). “Petals” change places.
Task 3 – participants in pairs try to guess and tell each other: “What were you like as a child?” and answer how correct the guess is. The "petals" change places.
Task 4 – participants try in pairs to answer “what do we have in common?”
Task 5 – participants try to determine “how we differ from each other: in interests, character, behavior, etc.”
Goal: familiarization with verbal and non-verbal means of establishing contact. Testing them in a safe environment, testing your ability to establish contact in various situations.

Discussion and analysis of the training by students (what they liked). Completion (applause).

The peculiarity of practicing techniques for establishing contact is that they are usually carried out at the beginning of the training, when group members are little familiar with each other. Therefore, you can use this situation and give tasks in order to establish contact not with fictitious strangers, but with each other, as with real strangers.

Exercise 1. "ComplimentWithball"

Everyone stands in a circle. The coach suggests, when throwing the ball to anyone in the group, to call him by name and say something nice to him. The trainer himself can be the first and continue to participate in the exercise. Thus, he sets a model of behavior. If pauses occur, this does not mean that you need to immediately stop the exercise. Usually the game has its own dynamics. At first they say rather superficial, banal phrases to each other, but gradually the addresses and statements are transformed into the transmission of positive feedback to each other and are of a personal nature.

After this exercise, the mood in the group usually improves, everyone is satisfied with what they heard.

Exercise 2. "Sculptor"

The coach gives instructions, according to which any member of the groups is appointed as a sculptor, the rest simply stand. The sculptor can give the participants any "shape" or pose. The members of the group can be made of cotton or clay; they obey the sculptor and fix the poses in which he puts them. The sculptor can be given different tasks: 1) give the group members poses that, in his opinion, reflect their characteristics and conflicts; 2) give poses based on how he would like the individual members of the group to look. After this, you can appoint another sculptor. He, in turn, can change the poses of the group members in accordance with his vision.

Groupgame"CongratulationWithduring the daybirth"

One group member is led out into the corridor. You don’t have to explain anything to him, just tell him not to come in until he’s called. We can say that this group member is an employee of the department, and all the others are his colleagues. It turned out that one of the employees (he is in the corridor) has a birthday today. The group should prepare a congratulations. As soon as the group is prepared, the birthday person is invited. The group congratulates its colleague according to the planned procedure and activities. You can make video recordings. The behavior of group members and the roles they played in the group during preparation for the congratulations are discussed. It turns out whether there was a leader. What style did he use? Did you come up with everything yourself or did you give the group members the opportunity to be creative and make their own decisions? How did you provide leadership, how did you involve passive group members? Did the game participants want to do what he asked or suggested?

Nonverbalgame"Musicalensemble"

The trainer brings various musical instruments or objects that can be used for noise effects. The task is given: “You are members of a musical ensemble, you need to play something together, using the available musical instruments.”

After completing the exercise, everyone is asked about their experiences and impressions. They pay attention to whether the music worked out well, whether they listened to each other, whether they tried to adapt. Who was the leader? The behavior of the conductor, his style, and methods of managing the ensemble are discussed. Did you want to do what he ordered? Did it give you the opportunity to show spontaneity and improvise?

Psychodrawing: "Jointgroupdrawing"

Option 1. The trainer invites group members to make a joint drawing on any topic. 30 minutes are allotted for the drawing. After this there is a discussion. The trainer draws the group's attention to the interaction between members during the task, to who proposed the topic, who led, managed the interaction; how the rest of the group liked it; who took what part in this task, etc.

The participation of each group member in the overall work is discussed; the nature of his contribution to the overall activity; features of group interaction. This form of projective drawing stimulates the development of cooperation and active interaction among participants in the group; the leadership structure and roles of group members are revealed.

Option 2. Trainer gives a large sheet of whatman paper, pencils, or felt-tip pens, or paints and invites them to draw. During the discussion, he draws the group's attention to whether there was a common, agreed-upon drawing, or whether everyone drew their own on a piece of a large sheet of paper.

Option 3. The group makes a drawing on a topic assigned by the trainer (see Appendix 10). The topic could be, for example, “Our group” or “The manager and his life,” etc. During the discussion of the picture, you can ask about the associations that group members have while perceiving their picture; about what experiences, thoughts they wanted to convey or perceive.

Option 4. The trainer gives each group member a piece of paper, crayons or pencils and invites everyone to make three drawings: “I am with a subordinate,” “I am with my colleagues,” and “I am with a superior” (meaning the context of communication). The task is given 30 minutes. Then the coach collects the drawings and passes them around one by one, without mentioning who the author is. Each group member speaks out about each drawing: what feelings and thoughts it evokes. The coach also speaks out along with all the other members of the group.

Discussion. The group members talk about what the author of the drawing wanted to depict, how they understand his drawing, then the author of the drawing speaks.

Interpretation carried out by the trainer together with group members, for this they pay attention to:

□ ways of expression,

□ composition,

□ dimensions.

In the drawings they are looking for a direct expression of the patient’s perception of a particular situation, various experiences, often unconscious. Pay attention to the discrepancy between the verbal description of the situation and its nonverbal image.

Option 5. You can choose any theme for the drawing from those suggested in Appendix 10.

Exercise “Communication Barriers”

You need to conduct an interview in pairs with any member of the group. It's better to choose the least familiar one.

Target. Acquaintance, establishing relationships, achieving mutual understanding.

Exercise. During an interview, be aware of the parts of the communication process:

□ sender,

□ recipient,

□ how the message is encoded,

□ decoded,

□ is interpreted,

□ is there mutual understanding,

□ how does noise affect: physical and psychological,

□ how the context influences: environment, situation, traditions, group norms,

□ field of experience: how does past experience influence the perception of a message, its understanding, the communication process, whether a common field of experience has been created.

During the interview you need:

□ ability to ask questions correctly;

□ be sensitive to the emotional state of the interlocutor;

□ have a clear idea of the purpose of the conversation;

□ be flexible, ready for any changes in the conversation;

□ be concentrated: do not forget about the goal, do not be distracted by other topics;

□ try to be patient in listening and understanding others.

The interview will take 5-10 minutes. After the interview, you need to introduce your interlocutor to the rest of the group. The person being represented can add something, correct something if there has been a distortion.

At the end of the exercise, you can have a whole group discussion.

Groupgame"ContactWithgroup"

Three people go out into the corridor. The rest are divided into three subgroups. The nominated or selected three enter and need to talk to each subgroup. Their goal is to establish contact, to become a participant in the conversation. Everyone, after talking with three subgroups, must answer the question in which group he was best accepted, and stay there.

Instructions for subgroups. Talk according to the situation.

Later, you can have a discussion: why did you want to stay in this particular subgroup? You can ask the members of the subgroups: “Which of the three would you like to keep? Why?" The task is carried out standing or sitting, in separate groups at different ends of the room.

Sales training. Notes for the trainer.

1. Introducing the trainer to the group participants (40 min).

The trainer introduces himself and talks about himself, his experience and what the training is (asks if anyone has been to the training before, what they liked and what they didn’t - use this information so as not to repeat the mistakes of others), about the goals and content of this training.

Training objectives:

· Structuring information about sales techniques

· Gaining new knowledge and skills

· Training and practicing new techniques

· Improving existing skills

· Exchange of experience

· Research your individual capabilities to improve the efficiency of working with customers

Brief content of the program:

1. Getting to know each other. Acceptance of rules.

2. Setting personal goals

3. The first stage of selling is establishing contact.

3.1 40 second rule

3.2 Compliment rule

3.3 Customization for the client. Mirroring.

4. The second stage is identifying needs.

4.1 Types of needs

4.2 Types of questions

4.3 Active listening

5. The third stage of sales is the presentation of the product (service).

5.1 Features and Benefits

5.2 Three-stage presentation

5.3 SPIN method

6. The fourth stage of selling is overcoming objections.

6.1 Algorithm for overcoming objections

6.2 Additional argumentation techniques

6.3 Pricing policy

7. Completion of the sale.

8. Market position of my company.

Familiarization exercises for participants:

1 option- “Tell me about your name.” Ask participants to tell why their parents named them that way, what their name means, what they like to be called, and what they don’t like. The trainer can look up the meaning of each participant's name in advance and add to their story.

Option 2- “Tell me about your neighbor.” Participants are divided into pairs, communicate for 5 minutes, and then each introduces their partner.

The next step is for each participant to write their name on a badge. The names do not have to be exactly the same. That is, if there are two girls in a group with the same name, then one can be Natasha, and the other Natalya.

Setting the rules.

Training is a game of life. Here we will try various psychological techniques that can be applied in the sales process and discuss the results. In order for this process to proceed effectively, training usually introduces rules that facilitate the work of the group.

I offer you the following rules:

1. Respect for each other (do not insult, do not call names).

2. Speak for yourself (not “we don’t like it”, but “I don’t like it”).

3. Take turns speaking (agree on a conditional signal “I want to say”).

4. Address strictly by the name indicated on the badge.

5. Turn off mobile phones during class.

There are other rules we can use: confidentiality, here and now, being on time, active participation, STOP.

Question to the group: what rules do you need to make your work comfortable?

Acceptance of the rules: Each participant says: “I accept these rules and undertake to follow them.”

We hang a list of rules on the board.

2. Setting personal goals (20 min).

Workbook Exercise #1:“What do I want to achieve and what am I willing to do for this”

As you know, in order to get some result, you must first make some effort. The next exercise is devoted to the fact that each participant will try to clearly define what exactly he wants to get from this training and what efforts he is ready to put into it.

For example, you want to learn how to convince a client or overcome objections, and for this you are ready to actively participate in all exercises, ask questions, arrive on time, etc. Participants are given 10 minutes. to fill out the sheet. Then each of them voices what they have written, and the trainer notes for himself which issues are especially important for the participants (they should be given more time during the training).

3. The first stage of sales is establishing contact. (2 hours)

The stage of establishing contact is necessarily present in any negotiations. People need this stage to switch to a new topic, to a new person, to distract themselves from extraneous factors.

During telephone conversations, the stage of establishing contact is much shorter. Question for the group: why?

Because the interlocutor’s attention “floats away” faster, because he does not see you,

Because, having picked up the phone, he is already ready to talk,

There are several simple rules that must be followed in order for the establishment of contact to be successful.

3.1 40 second rule.

The first impression is formed within the first 30-40 seconds. Of great importance is:

Appearance: ideally, it matches the style and level of the client: this promotes an attitude towards negotiations on equal terms. Remember the accessories of business success: watch, pen, mobile phone. Showing superiority or vice versa may have a negative impact on future cooperation.

First phrases: it is advisable to call the client by name and patronymic and introduce yourself. It’s better not to use the phrases “disturbs” or “will take up just a little of your time.” Question to the group: which ones should I use? (Positive, like “offer cooperation”, and also?..) You should refer to the agreement, ask whether it is convenient for the interlocutor to talk (on the phone) and what time he has.

First steps: act confidently, without fuss, offer your business card; find out where it is better for you to sit. You should not start a conversation standing: this gives the impression of uncertainty and haste,

Eye contact. If a person does not look you in the eye, it means he is hiding something, lying, or not telling the truth.

A handshake characterizes your position in communication.

Exercise for 4 participants: one participant closes his eyes and shakes hands with three people. Then he shares his impressions of the handshakes, maybe trying to guess who was where.

Smile: it is easier and more pleasant to communicate with a friendly person.

Exercise for the whole group: smile at your neighbor on the right, try to do it naturally. The smile seems to be passed around in a circle. The coach can start. For convenience, you can simultaneously say the participant’s name or say “Hello.”

3.2 Compliment rule.

Most people enjoy being complimented. An appropriate compliment will endear your interlocutor to you. Let's look at what you can compliment in business communication:

Everything that a person displays: certificates, diplomas, awards, flowers in pots;

Interior and exterior decoration of the premises;

Scientific, public and social activities of the client;

Employment, demand, significance of the person (“only you can solve this issue”, “everything depends on you”, positive feedback from superiors or partners);

Photos with famous people;

Personal compliments (only with well-known clients).

The main thing: compliments must be sincere!

Exercise No. 2 in workbooks: Try to come up with as many compliments as possible for each situation. Each participant works independently, then we discuss the results in the group.

3.3 Customization for the client.

To adapt to the client means to become like him. People unconsciously trust and choose those who are similar to them. The purpose of the adjustment is to influence a person’s subconscious, showing that “I am the same as you.”

You've probably noticed that people who communicate with each other for a long time have similar expressions and words, they adopt each other's gestures, and keep pace. Intimate conversations are usually conducted in a low voice with the same tempo and volume among the interlocutors.

We can go from the opposite: first adapt to the client, and then, as a result of this, gain his favor and trust.

To do this, you need to carefully observe his behavior, rate of speech, speed of movements, gestures, listen to his words, and maintain a distance that is comfortable for him.

Exercise for the whole group: Please stand three people in the inner circle and three in the outer circle. Now those standing in the outer circle need to first move away, and then approach their partner and find the optimal communication distance for him. At the same time, you can talk about some neutral topic

Discussion: how did you manage to find this distance, what did you notice in the behavior (posture, speech) of your partner?

Mirroring is an adjustment to gestures and posture. That is, their unnoticeable copying. Speech adjustment - you need to speak at the same volume or a little quieter, at the same speed. Use the same words and expressions that your interlocutor uses. Mirroring works on the principle “you and I are similar, we speak the same language.”

Exercise for the whole group.

Option 1. Half of the participants leave, the rest are quietly given the task of copying the posture, gestures, volume and speed of speech of their future interlocutors. The interlocutors enter, everyone sits in pairs. An approximate topic for conversation is how I spent my summer, time – 5 minutes. Discussion: how did those leaving the conversation feel? What worked/didn’t work for those who mirrored?

Option 2"Scouts". The trainer tells each participant or writes the name of the person he will mirror. Then a topic for communication is given, each participant speaks in turn. During the “general story” you need to mirror the one whose name you received and try to notice who is mirroring you. Ideally, by the end of the exercise everyone is sitting in the same positions.

4. The second stage of sales is identifying needs (2 hours).

Every person, when buying something, tries to satisfy his need, achieve his goal. And therefore, when choosing a product or service, certain qualities are important for him. The secret is to first find out what exactly is important to him, and then make a presentation of your product in accordance with the client's request.

A person buys only what he needs for some reason. You can try to guess what motivates a person when choosing a product, or you can determine what he needs, i.e., identify his needs. This is done using an open question, since this question requires a detailed answer and gives the client the opportunity to “talk.” There is an important rule: the more general the question, the more effective it is. For example: “What phone features are you interested in?” or “What is important to you in a phone?” A more general question requires a freer answer and prioritization: the client will name the most important feature for him first. If a person limited himself to a monosyllabic answer, you can ask a clarifying question: “What else would you like?” Remember the sequence in which he listed his needs (conditions). The response presentation should be done in the same sequence, then you will have a better chance of convincing the client. In addition, it is advisable to use the same words and formulations and speak to the client “in his language.”

Exercise No. 3 in workbooks: What is important to my clients? Think of two or three of your clients with “special” requests and describe them. What exactly was important to them when choosing a product?

4.1 Types of needs.

In sales psychology, there are conventionally 4 groups of needs.

Material benefit. If you feel that the client is trying to save money or wants to show entrepreneurial qualities and buy at the lowest (favorable) price, then you can play on this.

Safety. If it is found that the client strives primarily to protect himself (for example, from theft, getting into an uncomfortable situation), then in your presentation you should put the guarantee, reputation, and reliability of the recommendation first. If the client is a conservative, then you need to focus on the traditional nature of the brand, time-tested.

Comfort. The client wants convenience and high service - give it to him!

Prestige. There is a category of people who react only to prestigious new products. They don't like to watch old films, things lose interest for them when something new appears. If you need to play on a sense of pride, then talk about prestige, exclusivity, and brand.

Needs can be identified in two ways: by listening and asking, or better yet, both. Question to the participants: why identify them?

Exercise in pairs: try selling your partner a pen. To do this, first find out what is important to him in hands. And then describe the pen so that he likes it (practically in his own words).

4.2 Types of questions

Open.

Open questions cannot simply be answered “Yes” or “No”; they require a detailed answer; often begin with the words “What”, “Where”, “When”, “How much”, etc. Purpose: to get the client talking, to get information. They are used to clarify the situation in order to better understand the client.

Closed.

Closed-ended questions can only be answered with “Yes” or “No”; often begin with a pronoun or verb; for example: “Do you like to read?! Purpose: to obtain agreement or confirmation. Used to find out facts.

Alternative questions (“illusion of choice”).

Goal: obtain client consent. This is a question that has two answers, both of which push the client in the right direction: “Is it more convenient for you to call in the morning or in the afternoon?” or “Do you like it better in red or black?”

"Tailed" questions.

Question with a guaranteed “Yes”: “Trust is very important when selling services, isn’t it?”

Goal: To get the customer's confirmation or agreement on very important benefits and to ensure that the customer is engaged in a conversation: "Isn't it?" “Really?”, “Correct?”, “Do you agree?”, “Correct?”

Alternative attack (counterattack).

Goal: to push the client to complete a transaction. “Will you have time to transfer the money by the end of the month?”, “If we guarantee this to you, are you ready to sign the agreement now?”

Suggestive.

Goal: quietly push the client to a positive feature of the product, for example: “Perhaps your children will also use a computer?”

Leading questions help the client understand for yourself that he needs our product, is profitable, convenient, etc.

· We need to suggest a problem situation in which the client would need our product (service).

· Obtain confirmation that such a problem exists.

· Suggest that our product (service) solves this problem.

Clarifying.

They are used if it is very difficult or undesirable to answer a direct question from a client. "How much does it cost?" - “And for how much?”; “What exactly?”;

“Will this suit me?” - “And for what purposes?”

Checking readiness to conclude a deal.

"What did you like?" "What do you feel about it?". “Do you want to buy?”

Exercise No. 4 in workbooks: Come up with 2 questions of each type to sell your product or service.

4.3 How to listen correctly or active listening techniques.

There are several active listening techniques. They allow you to “talk” a person, that is, give him the opportunity to speak out and be heard. These techniques can become your reliable assistants not only in the sales process, but also in everyday life.

1. Nodding, use of interjections “uh-huh”, “uh-huh”, “yes”, posture of attention and interest (slight tilt towards the interlocutor, open or neutral posture, eye contact).

2. Repeating the word or phrase of the interlocutor: “It is important for us to do this as quickly as possible” - “As quickly as possible”

3. Clarification: “What do you mean?”, “What exactly is important to you?”, “Please explain this,” “Tell me more about this”

4. Reformulation: “That is...” “If I understood you correctly...”

5. Reflection of emotions: “This is really offensive,” “Yes, it’s terrible,” “You must have been very happy,” “An unpleasant situation.”

6. Summary: “So, we agreed that...”, “So...”

Exercise in pairs: one speaks and the other actively listens. Question to the second: did you have the feeling that you were really being listened to?

5. The next stage is the presentation of a product or service (2.5 hours)

Question to the participants: which presentation is better and why:

A presentation structured as a monologue, with the salesperson doing most of the talking.

A presentation is like a structured conversation, with the salesperson engaging the client in a mini-dialogue, consistently discussing all the main points of the presentation.

When giving a presentation, it is important to remember the edge effect: 80% of the overall impression of a presentation is determined by how we begin and end our presentation. You must speak slowly, in short sentences. According to research, half of adults are unable to grasp the meaning of spoken phrases if the phrase contains more than 13 words. In addition, when a phrase lasts more than 6 seconds without a pause, it is understood abruptly. However, it has been noticed that experienced sellers still use long phrases, but very often use the prepositions “and”, “or”, with their help a person is immersed in a slight hypnotic state, and the degree of trust of the client increases.

Brainstorming for the whole group:“Harmful words” (can be written on the board)

1. It is better to replace the particles “not” and “no” with positive wording or an alternative in questions and statements.

It is not harmful to health.
Can you tell me?
What don't you like?
We cannot give such a discount.

2. The word “if”: replaced by the word “when”

You must place cookies on these shelves.
You will have to carefully monitor the expiration date of the cakes.

4. Replace the words “expensive”, “cheap”, “buy”, “sell” with synonyms.

6. Complex terms should be deciphered for the buyer.

	Clear explanation

7. Replace the negative words “problem”, “difficulty”, “not satisfied” with a positive wording.

Exercise No. 5 in workbooks: How can the same product be presented to customers with different needs? Fill out the table for 4 positions.

Product, service	Material benefit	Safety
Grilled chicken	Ready product, does not require additional investments	Cooked in a special oven	Ready to eat, still hot.	Grilled food is all the rage right now.

5.1 Features and Benefits

Characteristic is an objective property of a product or service. For example, size, shelf life, price, delivery, consultation. The characteristic itself is neither bad nor good. Her client may perceive it neutrally: “Well, yes, it’s round. So what?".

Therefore, you always need to translate a characteristic into a benefit. Benefit is the benefit that the customer can derive from this characteristic.

· such a benefit appears due to such and such a characteristic;

· this characteristic gives you such and such a benefit;

· leading question - yes, we need such a benefit - confirmation by characteristics.

Brainstorming for the whole group: "Features and Benefits"

Characteristics
Small box	It’s easy to lose, easy to take away unnoticed, takes a long time to count.	Compact, takes up little space, will save warehouse space.
Delivery	You have to wait for the car, be tied to time, and who will unload, and what if it’s not this or that?	Save freight costs and your time, our forwarder will unload
Pickup

5.2 Three-stage presentation

As you know, a person has a mind and feelings. He can make a purchase because he “needs”, based on rational motives, or because he “want”, based on his emotional attitude towards the product. A three-stage presentation allows you to influence not only the rational side, but also the emotional one.

So, it consists of 3 stages: characteristics, benefits, figurative picture.

For example: “Alenka” - chocolate, reminiscent of childhood. Therefore, it is always in demand and sells well. Every 5th customer, coming to the store, looks for Alenka’s face in the window.

A figurative picture is an emotionally charged image that is pleasing to the listener.

It can be based on one of five senses: vision (you will see how...), hearing (you will hear how...), smell (you will smell...), touch (you can feel, touch...), taste (sweet, tender, creamy). For example: “melts in your mouth, not in your hands.” It can also be based on humor, color perception (blue like the sky), numbering (statistics), etc.

Exercise No. 6 in workbooks: create a three-stage presentation for any of your products. Discussion of the resulting presentations.

5.3 SPIN method

Aggressive selling techniques are more suitable for small sales, while for large sales it is better to use active listening and intelligent questions.

SPIN is the art of asking the right questions in the right sequence.

WITH– situational: “what’s what?” - collecting information about a person and his business. They can be asked to other company representatives who are ready to communicate.

P– problematic: “What are the difficulties?” - identifying problems, shortcomings, difficulties.

AND– extracting: “What terrible consequences can this lead to?” - extracting possible negative consequences of the problems found.

N– guides: “how will our offer help you?” - proposal for a solution to the problem.

How long ago did you buy this car?
Surely due to its long service life it often stalls? When it stalls, you're probably late for an important meeting?
Could being late for a meeting cause the deal to fail? And when deals fall through, doesn’t the family budget suffer?
How will the situation change if you have a new car? How exactly? What will you win?

Exercise No. 7 in workbooks: Make up SPIN questions for some situation from your practice.

6. The fourth stage of sales is overcoming objections (2 hours).

Is objection a good or bad sign? This is both doubt and interest.

Question for the group: what is a typical reaction to a client’s objection? "No, it's not like that." Give examples. What is the client's reaction? When people argue, they do not hear each other, everyone tries to prove that they are right or even that their opponent “does not understand anything at all.” Therefore, our task at the stage of objections is not to argue, but to agree. Not with the whole objection, but with a small part of it.

6.1 The algorithm for overcoming objections consists of 5 steps:

1. Listen to the client, i.e. give him the opportunity to object

Sometimes it is necessary to give the client the opportunity to fully express himself so that the objection “dissolves.” So, for example, by repeating the client's last word, you contribute to his efforts to specify his objection.

For example, in response to a typical client objection: “It’s very expensive.” - you can ask again: “Is it expensive?” After this, you need to pause and let the client speak.

2. Psychological connection to the objection.

You let the client know that his objection is reasonable and has a right to exist. This can be achieved through an agreement: “This is a very important issue,” partial agreement: “Yes, this is indeed a very expensive car,” or a compliment: “Interesting point. You are the first to notice this."

3. Clarifying questions.

You ask a series of questions that allow you to clarify the essence of the objection. For example, the answer to a typical client objection, “It’s too expensive,” might look like this: “Compared to what?”, “How much do you think it should cost?” As a result, the objection may turn out to be objective, doubt (lack of information) or substitution (another real objection is hidden behind it). Depending on the information found out, we carry out an argument.

4. Argumentation.

At this stage, we formulate the benefits of your proposal in a few phrases based on the information obtained during the process of asking clarifying questions. You give a specific answer (explanation why).

5. Call to action.

After answering the objection, you gently encourage them to make a deal.

All of this does not mean that you must go through all 5 steps every time. But knowing these steps gives you the freedom to choose one way or another to deal with objections, depending on the specific situation. Some steps can be skipped, except for the step of psychological connection, which is always appropriate and will always have its effect. The secret is that you do not argue with the client, do not confront him, as he expects, but remain with him “on the same side of the barricades.”

6.2 Additional methods of persuasion.

· Influence of law, regulations. “That’s how it’s supposed to be…”, “In accordance with… you should.” Coercion of the law is therefore a conditionally effective method in the Russian Federation, as it causes opposition. Effective for people who do everything “as it should” or “as expected.” Question to the group: with which of your clients can this method be used?

· Influence of mutual agreement. “As you and I agreed...” Equality of the parties, joint decision-making. It is effective if there is an agreement and if the person is responsible. With which of your clients can this method be used and with whom can it not be used?

· The influence of group norms. “It’s customary here,” “It’s customary in this business.” For people who respect written and unwritten norms or for those for whom you are an authoritative organization. Which of your clients can use this method with? What are the pros and cons of the phrase “Everyone does it this way”?

· Expert influence. Expert opinion on this issue. The expert can be you, a statistician, or a third party. “I have encountered this situation and suggest...” With which of your clients can this method be used and with whom can it not be used?

· Impact of reward. Accepting your proposal will bring the following benefits to the client. As a feature and benefit. “You will do this, which will give you...” It is important to know what benefit this particular client needs. Give examples from your practice: clients who value different benefits (criteria).

· The influence of coercion. Last resort method. “If you don’t do this, you won’t be able to grow further.” The effective ratio of reward and coercion is 70% to 30%.

· Selling defects. Nothing is perfect, and every company has flaws. You can talk about a disadvantage that is NOT SIGNIFICANT for the client, and then about the benefits that are significant for him. Revealing your flaws will demonstrate your honesty to the client, and you will win them over. What shortcomings of your product or service could you voice to your clients?

· Future shift or “fitting effect”. A detailed discussion of future cooperation, as if the decision about it has already been made. For example, calculate potential profit or increase in the number of customers. You can create a figurative picture: “In this dress you will be the queen of the evening.” How can you use this technique?

· “The best of the worst.” Everyone has this disadvantage. The other options are even worse

Let us summarize the scheme for overcoming objections:

1. Consent (liquidation of the dispute)	With the fact of the objection: “Yes, this is a really important point” With part of the objection: “This is really unpleasant.”
2. Clarification (what exactly you are not happy with)	Accordingly, the objection may turn out to be objective, doubt or substitution.
3. Argumentation (corresponding to the true reason)	Influence of law, rules. The influence of mutual agreement. The influence of group norms. Expert influence. The influence of reward. The influence of coercion. Selling flaws. Shift to the future or the “trying on effect”. "The Best of the Worst"
4. Summary (summarizing)	Thus, we have agreed that...

Exercise No. 8 in workbooks: Write down common objections your customers have or those that you find particularly difficult to deal with. Write an algorithm for working with them. Lose in pairs.

6.3 Pricing policy.

Whole group discussion: What do your customers mean by the word expensive?

Basic techniques for working with prices:

The words cheap and expensive can be replaced with...

First, create the value of the product or transaction for the client, then negotiate the price

At the beginning of the meeting, it is better to answer that there is a wide range of prices from and to

Find out if your budget is limited

Find out what price segment the client is targeting

The price must be stated confidently and clearly, without apology or regret. The price corresponds to the product and services.

Agreement: price is an important parameter

Clarification: what does it mean for the client to be expensive (price for the end user, price as an opportunity for quick turnover, price as an opportunity to make a good markup, price as a factor in promotion costs and staff time)

Reasoning: breakdown of the amount into installment days

Additional service: free delivery, acceptance of returns

Discounts (last)

Guiding question: if somewhere is too cheap, then what could be the reason?

8. The last stage is completion of the sale (1 hour).

There are several ways to complete a sale:

1.Make a direct offer and pause.

They say that only one way of putting pressure on the buyer is justified, namely in the form of a pause, which the seller must hold after a direct offer to buy. There is an opinion that the first one to break the silence has less chance of a favorable outcome of the situation. It should be said that the ability to pause is important in all five stages of the sales process. It is also true, however, that pausing requires more courage than speaking.

2. Create a rush.

For example: “Last 10 tickets left...” It seems that customers are extremely fond of one phrase, and for them it is actually quite safe: “I need to think” or “I’ll come back later.” Make the client think that he often regrets his indecisiveness. Let your client feel that if a purchase is postponed until tomorrow, then he will not be able to enjoy it today.

There are a number of stories that experienced salespeople tell customers to encourage them to buy. The peculiarity of metaphors and stories is that. that they relax, give emotional shocks and are well remembered.

3. Give it a try

There are several channels of perception: visual, auditory, tactile. According to the dominant way of perception, people are conventionally divided into visual, auditory and kinesthetic learners. To convince a person, you can not only tell, but also show, tell, let him touch (taste, smell).

The Xerox company rented out its copiers, etc. as it turned out, people then bought them back. In order to make a client fall in love with your product, you need to let him touch this product, hold it, try it on, let him feel it with all five senses. This method is often used by owners of stores where they sell animals. They allow you to take an animal for a certain period of time, so that later, if you want, you can purchase it for good (although when applied to animals, many find this method of sales too inhumane). As a rule, during this period, clients - and especially their children - manage to get used to the live acquisition.

4. Presumption of the fact of the transaction.

The seller builds a dialogue with the client based on the assumption that he has already made a purchase decision and all that remains is to clarify some details of the purchase process. For example, he asks: "Will you pay in cash or by credit card?"

In this way, the seller tries to place the client in the zone of inevitability of purchase. The seller does not say, "If you purchase this car," but instead says, "After you purchase this car."

5. Closure with five questions.

Question 1. There must be a good reason for your refusal. May I know what it is?

Question 2: Are there other reasons besides this?

Question 3. Suppose you could verify that...Then you would answer positively?

(If the answer is negative - question 4 or 5)

Question 4. So there must be some other reason. Can I recognize her?

Question 5. What could convince you?

In any case, no matter what the outcome of the sale, the seller’s task is to summarize the meeting and end on a positive note. If the client has made a purchase, remember about the “after-sales” service, thank him for the purchase, give a compliment, and show the buyer off. A salesperson who loses interest in a customer immediately after payment leaves a negative impression of himself.

Discussion for the whole group: How do you usually end the sales process and why? What other methods would you like to try?

9. The company I work for (40 min)

This block is dedicated to market orientation. The seller must know his competitors well, their advantages and disadvantages, as well as his company’s place in the market.

Exercise No. 9 in workbooks: competitive advantages of my company.

Exercise No. 10 in workbooks: our competitors, their advantages and disadvantages

10. Completion of the training (30 min)

Feedback on the results of the training. Summing up.

Discussion for the whole group: open your “What do I want to achieve and what am I willing to do” sheets. Have you achieved your goals? Have you contributed fully?

What are your impressions of the training: what did you like and what didn’t? What wishes do you have?

Please fill out the final forms

Thank you for your work. It was pleasant and interesting for me to work with you.