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A simple things in selling

If you thought that selling was difficult, think again. The truth is that successful selling involves a simple set of skills. One is the skill of getting information. The other is giving it. When you master the balance between the giving and the getting, you will find much more success in your sales situations.

Getting Information

Many new sales people make the mistake of trying to tell the customer too much too soon. If you overload your customer with information, you very well may lose your chances of making a sale. The customer may view you as overly aggressive or pushy. Try
instead to learn more about the customer and the customer’s situation.

To get more information from your customer try using an open ended question. Ask, “What is the main concern or challenge facing your business?” You may also want to provide a statement of fact, “I’ve read in the news that your company is going through a merger.”

Not only does this approach make the customer feel more at ease and in control of the situation, but it also opens up a wonderful opportunity for you to gather information about that customer. Feel free to grasp on to hints that the customer may be looking for some change in his organization or may be dissatisfied with some other product or service. When you recap the information that they gave you and prove to your customer that you really were listening to his needs, you will find him much more receptive to your message.

Sharing Information

The mindset of the successful salesperson is focused on what needs to be accomplished during the time available with the customer. To be successful, you must also keep in mind the impression that you want to leave with the customer. You don’t want to be
seen as just a nice person and a possible new friend.

Still, it is extremely important that a relationship of trust is established with your customer. Listening is the first step to establishing that relationship. It demonstrates that you have the customer’s interests in mind as you attend to your own interests. Other effective ways to build and maintain trust with your customer include the following:

Prepare the Customer

Tell him in advance that you will be asking questions and then ask permission to do so.

Give your customer control of the clock
Find out how much time they have to speak with you, and wrap it up within the allotted time.

Help the Customer to Feel Special

If you go on with a memorized script, the customer won’t feel any different from any other person you could have been speaking to. Try asking what information he would like to receive from you.

Giving Information

Now that you have gathered plenty of information from your customer and you have opened the door to a sharing environment, it is your turn to be the giver. There will be times when your customer is ready to buy your product or service immediately. Don’t smother such a possibility by spilling out unnecessary data and information.

Ask an Open-Ended Question:

“What else can we show you or provide you with to make you comfortable doing business with us?”

Not only will this question save the time of giving the customer information that he doesn’t care to know, but it will also make him, once again, feel in control of the conversation.

If he doesn’t have a response to the open-ended question, don’t fret! Just go for the sale: “When would you like to start our service? Would August 1st be right for you?”

Many times, you will not be closing the sale in the traditional sense; rather, you will be advancing it a step closer to completion. This is fine. In fact, the most important way for you to make more sales is in a step-by-step advance.

When you approach the customer for the next sale, you will already have the influential advantage of the trust gained by your first approach. Be sure to use the same tools of getting, sharing and giving as you
establish a firm commitment from the customer and when you follow-up on that commitment.

You will find these simple skills to be the key to successful selling.

Employee monitoring to increase the corporate performance

However, if the supervisor unilaterally decides to observe the employee’s performance without any preliminary discussion, there is a strong possibility that the employee could perceive the supervisor’s presence as harassment.

As a result, if there is some reason why the employee should not be involved in determining the monitoring plan, it is still imperative that the supervisor advise the employee.

Monitoring can take several forms, depending upon the nature of the performance that is being appraised. Wherever possible, it makes sense to use existing systems that will not add work steps for either the employee or the supervisor. Some monitoring approaches include:

(1) Reviewing work, either total output or samples.

(2) Observing employee work activities.

(3) Reading reports, charts, time sheets, work records, or logs, etc.

(4) Self-reporting on progress by the employee.

(5) Surveying other units, the public, or clients of the services.

(6) Noting and investigating complaints and commendations.

Some monitoring will be ongoing, designed to detect performance problems in the early stages. This might involve, for example, checking work samples or observing employee activities several times a day or several times a week. Other monitoring may be at more widely spaced intervals, either regular monthly or quarterly reviews, or on an occasional random basis.

Generally, new job or task performance requires more frequent monitoring than recurring work done by an experienced worker, as does follow-up monitoring of less than satisfactory performance.

To allow the supervisor to effectively counsel and appraise the employee, monitoring should be exact and the results should be recorded. However, this monitoring should focus on the performance of the key responsibilities for which performance standards have been established.

Monitoring should be conducted throughout the evaluation period, with the supervisor noting observed employee performance that meets, exceeds, or falls short of the established level for acceptable performance. The supervisor can then review these notations at the end of the evaluation period to make an evaluation of the employee’s general performance of each of the key responsibilities.

Supervisors should communicate the purpose and intended frequency of planned monitoring activities to the employees. The emphasis of the monitoring should be on the improvement of an employee’s performance, not on trying to “trip up” the employee to show the employee in a bad light. If poor performance is the issue, and counseling and remedial training have not been effective, then the supervisor should initiate progressive discipline rather than maintaining a frequent monitoring review that could be construed as harassment.

Monitoring involves conducting periodic checking to determine an employee’s level to established the performance standards. Monitoring will provide data of ultimate evaluated items. It is important for the supervisor to monitor the employee’s performance not only to conduct performance of the evaluated itself but also to be able to reinforce good performance or attempt to to improve unsatisfaction performance soon after it occurs.

Ideally, the nature and frequently monitoring should be proposed by the employee. In this case, the employee will have ownership of the process. It make a big difference to the supervisor-employee relationship if the supervisor simply show up of force in observe performance.

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