Sales Executive Customer Service Skillstraining.suzukiauto.co.za/sasatrainingdocs/Soft... · Objectives of service, service delivery and beyond ry ond customer’s expectations against
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TANTO
Sales Executive Customer Service Skills
Introduction In
trod
uctio
n
1. The SAD Model
2. Service, Service Delivery and Beyond
3. The Customer’s Journey
4. The Customer’s Reception – Warm and Friendly
5. Building Trust from the Word Go
6. Displaying Empathy
7. Taking ownership of a customer’s concerns
8. Keeping promises
9. Advanced trade service techniques
10. Negotiating Win-Win close to a sale
In this advanced session on customer service, the following topics will be covered:
Intro
du
ction
Objectives of SAD Behavioural Model SA
D M
od
el
Objectives
•Understand and apply the SAD behavioural model.
•Identify customer interpersonal needs that must be satisfied during any customer interaction.
•Name the behavioural elements that one can use to satisfy each of these needs. •Diagnose the customers need during interaction with the customer.
Interpersonal Skills to Satisfy Customer’s Needs
When we are dealing with other people, for instance on a one-to-one basis, or in a group context, we all have
certain needs which we would like to have satisfied.
The customer’s, with whom we associate, also have the same needs.
We can use the SAD model to understand the three most important of these needs.
SAD
Mo
de
l
Need One: Supportive
Ne
ed
on
e:
Sup
po
rtive The need to be handled in a positive manner. How can we satisfy this need in a customer?
Supportive action consists of the following
behavioural elements:
How can we be supportive? By using the tools of
acknowledgement and offering assistance.
1) Recognition and encouragement
This is any behaviour which credits (praises) a
good suggestion, deed, idea, or any particular
achievement. It is aimed at motivating the other
person to exhibit the same positive behaviour in
future.
Examples of recognition:
•"That is a good suggestion."
•"We have always done good business with your
organisation." •“I like your thinking.”
The aim of supportive behaviour is to promote
mutual trust between you and the customer and
also to build his/her self-esteem (to make him/her
feel good about him/herself).
By acting supportively
towards our customers we
will satisfy their need to be
handled in a positive manner.
2) By offering assistance
This includes any behaviour which shows that a person
is willing to offer assistance and will in fact help where
he/she can do so.
Examples of offering help:
•"I would like to help."
•"To help you I will arrange that ..." •"I'll do the following ..."
Ne
ed
s On
e
Need Two: Accommodating
Ne
ed
two
: A
ccom
mo
datin
g
By being accommodating we can satisfy this customer’s need. The aim of accommodating behaviour
is to bring about mutual understanding between us and our customer, as well as to get the customer
involved in the discussion.
The need to be involved (or to contribute.)
1) By inviting opinions and suggestions
This is any action which invites a customer to express
his opinion or his feeling about something. It is aimed
at getting the customer involved in the dialogue.
Examples of inviting an opinion or suggestion:
•"What do you think we can do?" •“What is your take on the matter?
•“What are your feelings on the issue?”
•"Have you any suggestions or ideas about how we
can solve the problem?“
2) By showing understanding or interest
This will be affected by any behaviour which shows
that you are really interested in the customer and in
trying to understand his/her position. This can
contribute towards an atmosphere of trust and
complete understanding between you and the
customer.
Examples of understanding and showing interest:
•"Tell me about it, I'm listening."
•"I have got time if you want to talk about it."
•"I would like to understand the situation better, tell
me more.“ 3) Creating an opportunity to converse
This is creating an opportunity for the customer to express their needs
and or concerns. Examples of creating an opportunity to converse:
•“Go ahead and tell me, I’m listening.”
•“I have time if you want to talk about it.”
Ne
ed
Two
Accommodating action consists of the following behavioural elements:
Need Three: Directive
The need to know what is happening (or to understand the process).
Directive behaviour on our part can satisfy this need in a customer. The aim of directive behaviour
is to introduce purpose to your and the customer's discussion. This kind of action not only promotes
joint problem solving, but more particularly structures your discussion.
Directive action consists of the following behavioural elements:
1) By providing suggestions or opinions
These are any actions which show how you feel about an issue or how you think a
problem should be solved.
Examples:
• “I think we can do it by ..."
• "I would like to suggest ..."
• "One way of solving the problem is to ...“
Ne
ed
Thre
e
Need Three: Directive N
ee
d th
ree
: D
irective
3) By summarising
This consists of any action whereby you, as an employee of the dealership, present your own position
regarding a matter, or when you clarify something for a customer regarding rules regulations, procedures,
etc. It is often also necessary to summarize at the end of a discussion or to consolidate during a discussion
what has been discussed.
Examples of summarising:
•'To ensure that the handover is on time we must ..."
•'According to regulations we have to offload the vehicles right here."
•"Let me explain again."
•"I would like to summarise everything we have discussed."
•"To summarise ...“
To help make more sense of this, let’s put it in a table format.
2) By asking for clarification
This consists of any actions which show that you would like to clarify ambiguities or
uncertainties by means of specific questions. In other words the aim is to gain information
from the customer about a certain matter.
Examples of asking for clarification:
•"I don't understand fully; could you please explain again?"
•"What exactly do you mean by what you have just said?"
•"What happened there?”
Ne
ed
Thre
e
Unacceptable behaviour frame
Step Behaviour
1) Explain to the other person exactly what you have noticed, and
the reason why it is unacceptable.
Directive
1) Ask for and listen openly to the reasons given by the other
person for his/ her unacceptable behaviour.
Directive/Accommodating
1) Explain the rules and regulations to the other person (if
necessary).
Directive
1) Offer to help the person to comply with the rules and
regulations.
Supportive
1) Decide which steps each of you will take. Directive
1) Set a specific follow up time and or date Directive
Unacceptable behaviour frame
Be
havio
ur fram
e
Objectives of service, service delivery and beyond se
rvice d
elivery
and
be
yon
d In this session we will be looking at the definition of service quality and we will be discussing the
customer’s expectations against their experience and how to go beyond these.
Objectives
• Understand what service quality is.
• Know the moments of truth for a customer.
• Know what customer’s expect.
• Know how the sales staff should behave.
• Understand the support that is needed.
• Identify opportunities to go beyond customer expectations.
By understanding and knowing the above you will develop loyal customers for life who come back
again and again ensuring retention, dealer profitability and prosperity for all concerned.
Service
de
livery
Definition of a service quality se
rvice q
uality
Δ= 0
Needs
Promise
Expectations
Product
/ service
CUSTOMER
COMPANY
Service Quality is the absence of a gap between the Brand's promise and the service
delivered to the Customer
Service
Qu
ality
Customer Needs and Expectations C
usto
me
r ne
ed
s an
d exp
ectation
Identify the 8 service customer’s needs and the customer’s expectations unique
to your sales department.
Cu
stom
er N
ee
ds
1. Greet me if I am the first and only customer.
2. Really listen to me and establish my specific needs.
3. Qualify my buying intentions after you have establish my real needs.
4. Sell me the right vehicle with the specifications I wanted.
5. Keep me updated regarding my order during the entire buying process.
6. Provide me with a clear and thorough explanation of the sales process.
7. Call me within a reasonable amount of time after I have taken delivery to ensure that I am
completely satisfied.
8. Be responsive to my questions or concerns and follow through on commitments
Expectation vs. Experience Exp
ectatio
n vs.
expe
rience
H H
M
L
M
L
Expectation Perception
Satisfaction
Expe
ctation
vs. Exp
erien
ce
Objectives of the customer’s journey Th
e cu
stom
er’s
jou
rne
y
Introduction
In this session we will discuss the importance of customers and revisit the moments of truth in order to
view these against the interpersonal customer skills required of you.
Objectives
• Understand the customer’s journey.
• Identify the Interpersonal Customer Skills (ICS’s) required.
In any business today customer retention is critical to future success and the way customers are treated creates loyalty, retention and a profitable business.
“Customers for Life” a customer of a motor dealer, will over a 25-year period
spend $332,000 with a dealership. This he will spend on vehicles, servicing,
parts, accessories, insurance products and so on.
Source: Customers for Life – Carl Sewell
Cu
stom
er
Jou
rney
A moment of truth M
OT
MO
T
Any exposure your customer has to your sales department where they can make a
positive or negative judgement
Some of what we have to do to win customer loyalty is to make all these moments of
truth positive...
Sales Department MOT’S
Greeting the
customers
Establish needs and
qualify customers
Kept informed
Handover and
delivery of vehicle
Contacted after the service
Interpersonal Customer Skills In
terp
erso
nal
Cu
stom
er Skills
Warmth and friendliness Saying “hello” and holding good eye contact while displaying a relaxed, open style,
reducing the customer’s anxiety and making him feel truly welcome.
Trustworthiness Build rapport by dealing with the customer as they want to be dealt with right from the
start while understanding the customer’s point of view.
Empathy Develop empathy by adopting a more open attitude and listening to others’ points of view,
listening in an active way and identifying with the customer’s world.
Responsiveness This is the attitude and skill of being action oriented and creative – taking ownership of a
customer’s concern and coming up with a mutually beneficial solution.
Keeping promises This is about displaying a high degree of integrity, honesty, truthfulness and reliability.
Inte
rpe
rson
al Skills
The customer reception – Warm and Friendly C
usto
me
r re
cep
tion
Introduction
In this session the behaviours required to greet the customer in a warm and friendly way will be discussed.
We need to build trust from the
start. Every first customer
contact has the potential of
being a customer for life.
CREATING THE BEST 1ST IMPRESSION
"We never get a second chance to make a good 1st impression".
We very quickly realise that a simple "hello" can reveal our mood.
Behind our words, customer’s perceive our emotional state.
This "hello", our 1st contact with the Customer, is a vital moment.
It merits very special attention: it sets the tone of the relation.
The first “Hello”
Cu
stom
er
Re
cep
tion
The customer reception – Warm and Friendly C
usto
me
r re
cep
tion
"We never get a second chance to make a good 1st impression
One of the pillars of communication
The eyes are the 1st key to communication
A radar to "read" others' emotions
A laser to convey your emotions
"Making eye contact with Customers gives meaning to their approach as purchaser"
Eye Contact
CREATING THE BEST 1ST IMPRESSION
Cu
stom
er
Re
cep
tion
The customer reception – Warm and Friendly
CREATING THE BEST 1ST IMPRESSION
"We never get a second chance to make a good 1st impression’’
The face is fundamental to the encounter. To create the contact, the face must be:
Open.
Expressive.
Relaxed.
Smiling.
The face says it!
Cu
stom
er
Re
cep
tion
The customer reception – Warm and Friendly
You never get a second chance to make a good 1st impression. Some gestures improve and reinforce your message. Open gestures (arms and hands uncrossed) reflect a kindly attitude, frankness and availability. High gestures (at and above shoulder level) express conviction, a winning attitude and success. Gestures turned towards others reveal closeness.
CREATING THE BEST 1ST IMPRESSION
Cu
stom
er
Re
cep
tion
Avoid:
Low gestures (at stomach level),
Gestures turned towards the self
and not towards others,
"Barrier" gestures,
"Spurious" gestures,
The 4 interaction
areas
The customer reception – Warm and Friendly
Public area,
beyond 3m
Social area:
1m20 to 3m
Personal area: 60cm –
1m20
Intimate area:
0 – 60cm
The 4 interaction areas
Keeping your
distance
CREATING THE BEST 1ST IMPRESSION
Cu
stom
er
Re
cep
tion
The customer reception – Warm and Friendly C
usto
me
r re
cep
tion
You never get a second chance to make a good 1st impression.
Sales exécutives are " mood conductors. "
A first and vital contact.
Greeting a customer means creating a good atmosphere.
In excess of 70 % of our communication is non-verbal
The words only account for 7% of communication
A sincere warm
welcome
Cu
stom
er
Re
cep
tion
Building trust from the word GO! B
uild
ing tru
st Introduction
In this session we examine the trust model and the concept of the
emotional bank account as well as the ability to establish rapport with the
customer by evaluating his or her personality style and adapting your own
to suit. We will also come to understand the customers’ stress levels.
Objectives
•Acquire the skills to build trust from the
outset of the relationship.
By winning the trust of the customer at the
outset of the relationship we immediately
open the door to a more free-wheeling,
open and productive relationship. This
leads to a more relaxed environment –
friends doing business with friends!
In the People Dynamics you covered the
DISC profile in detail. Use the knowledge
acquired and complete the activity below.
Bu
ildin
g Trust
Adapting your style to be more effective P
erso
nality Personality can be defined as a dynamic and organised set of personal traits and patterns of behaviour.
Personality includes:
• Attitudes
• Modes of thought
• Feelings
• Impulses
• Strivings
• Actions
• Responses to opportunity and stress and
• Everyday modes of interacting with others.
It is the distinctive pattern of your psychological functioning - the
way you think, feel and behave - that makes you definitely you.
Used appropriately, psychometrics and personality tests can be
hugely beneficial in improving knowledge of self and other people -
motivations, strengths, weaknesses, preferred thinking, working
styles together with strengths/preferred styles for communications,
learning, management, being managed and team-working.
Personality style is apparent when these elements of personality are expressed in a characteristically
repeated and dynamic combination.
Your personality style is your organising principle and it propels you on your life path. It represents the
orderly arrangement of all your attributes, thoughts, feelings, attitudes, behaviours and coping
mechanisms.
Understanding personality - of yourself and others - is central
to motivation. Different people have different strengths and
needs. You do too.
Effective
Style
Understanding people
Understanding people
There are 2 basic forms of
behaviour which allow us to
categorise people:
•Assertive behaviour;
•Responsive behaviour.
Perception of the
Ask Assertive Behaviour
Perception of the
Tell Assertive Behaviour
Reserved Aggressive
Observes and listens Directs and tells
Acts deliberately Acts quickly
Minimises risks Takes risks
Wants appreciation Wants visibility
Makes suggestions Makes demands/required
Responds Initiates
Assertive behaviour
Assertiveness is the degree to which a
person is perceived as being outspoken
and states opinions openly or reserved and
keeps opinions private.
The more assertive one is the more they tell
people what to do. The less assertive a
person is the more they ask things of
others.
Un
de
rstand
ing
Pe
op
le
Understanding people U
nd
erstan
din
g P
eo
le
Responsive behaviour
Responsiveness is the
degree to which a person is
perceived as being in
control as opposed to
displaying feelings openly.
Perception of the
Controlled Behaviour
Perception of the
Emotive Behaviour
Control (self-contained) Emotive (open)
Serious/reserved Expresses freely
Monotone voice Uses intuition
Thinks Feels
Relies on facts Wants collaboration
Responds carefully Responds spontaneously
Wants response
Controls expressions
Protects feeling
Un
de
rstand
ing
Pe
op
le
Understanding the customer’s stress level
The Anti Stress Matrix The anti stress Matrix is a tool which will assist you in selecting a
response to the customer determined by:
The customers stress level Gravity of the incident A customer's stress level can vary, independently of the level of gravity of the technical or material incident.
In each case, it is clear that after having shown empathy, identified the customer's stress level and the gravity of the incident, you have adopted a different type of behavior, adapted to suit the situation and the person opposite you. This enabled you to be more efficient when dealing with the customer (from a technical and psychological standpoint).
Un
de
rstand
ing
Cu
stom
ers
Understanding the customer’s stress level
Understanding the customer’s stress level can also help us to build rapport by understanding the
customer’s situation a lot quicker and responding appropriately.
The anti-stress matrix is a tool which will assist you in selecting an appropriate response by the customer’s
stress level on the one hand and the gravity of the incident on the other.
Directive
When the customer shows a high level of stress and the problem concern is of a low nature (can be solved easily) your
response should be:
• Key attitude: re-centre the customer
• Once the customer is ready to listen "openly", show that the incident is a minor one. • Non-verbal attitude: "strong and clear”
Objective
When the customer shows a high level of stress and the concern is of a high level of gravity your response should be:
• Key attitude: make a precise diagnosis and project the customer immediately towards the "problem solving" mode
• Make a diagnosis and adopt a positive approach
Un
de
rstand
ing
Cu
stom
ers
Understanding the customer’s stress level
Pleasure
When the customer’s stress level id low and the gravity of the concern is also low your response should be:
•Key attitude: don’t forget that although the stress is low the concern has not gone away
•Adopt a warm non-verbal attitude and derive mutual pleasure out of the incident for example make
yourself the butt of a joke relating to the incident and laugh together with the customer.
Un
de
rstand
ing
Cu
stom
ers
Teaching
When the customer shows a low stress level
and yet the concern is high in gravity your
response should be:
•Key attitude: making the customer realize the
gravity of the incident without making the
customer look like a fool or suddenly stressing
him or her.
•Adopt a precise non-verbal attitude.
Displaying Empathy
Introduction
In this session we will discuss the nature of
empathy and acquire the skills to display
empathy.
Objectives
•Understand the nature of empathy.
•Practice the ability to display empathy.
When we first seek to understand before
seeking to be understood we display
tremendous maturity and respect for the
other individual and this produces high levels
of trust and cooperation.
The Nature of Empathy
Empathy is the ability to appreciate and understand someone else’s feelings while not necessarily agreeing with
them. It is summed up in the saying “To walk a mile in another man’s moccasins”. One wouldn’t want to walk in his
moccasins for the rest of one’s life but, to understand another person one needs to take the time to be in his or her
shoes for a period of time.
Three Phases of Empathy
There are three phases of empathy:
•Adopting an inner attitude •Active listening •Temporary identification
Disp
laying
Emp
athy
Attitudes, active listening and identification
Adopting an Inner Attitude Adopting an inner attitude is the process of always keeping an open mind – there is always something to be gained from
understanding others. While this is an innate or inborn quality in humans it does not happen immediately when talking with others. It
has to be worked at.
Active listening
Active listening is the discipline of listening, really listening to what the other person is saying both verbally and non-verbally. • Giving undivided attention • Asking open-ended questions • Listening for meaning and not only content • Observing and interpreting the non-verbal • Paraphrasing and reflecting back one’s understanding of meaning
Temporary Identification Temporary identification is the discipline of suspending one’s own point of view and agenda for a period in order to be able to fully
see and understand the feelings and point of view of another. It is the opposite of listening with the intention of relying!
Active
Listen
ing
and
Attitu
de
s
Exercise: We see what we see
We
see
wh
at we
se
e
What do you see?
We
see
wh
at we
se
e
Taking ownership of the customer’s concerns
Responsiveness – What is it? Responsiveness is the action orientation one has to adopt to
take immediate ownership of a situation, to commit to
resolving the situation, to think creatively and resolve the
situation, and to follow up and make sure it is resolved.
The RATER Model and Responsiveness The RATER model puts responsiveness into perspective.
According to Dr. A Parasuraman of the ServQual organisation
responsiveness is one of the five critical needs of the
customer when buying any product or service.
This module will be discussed in more detail during the next
customer service module.
Introduction Let us now examine a vital skill – that of responsiveness and how important this is to the
customer as well as a model to resolve customer concerns which includes creative problem
solving.
Objectives •Understand responsiveness and its importance.
•Use a model to respond to customer concerns.
Research has shown that up to 96% of people, if their problem is resolved to their absolute
satisfaction, will come back and ask for you by name and become loyal customers. Too few
people take ownership of resolving customer concerns.
Taking
Ow
ne
rship
Handling objections and concerns As long as there is doubt in a customer’s mind,
he will not agree to extra’s to be added.
Objections often arise because the customer
does not see the value of the vehicle been
purchased, maintenance work or accessories
that you have been suggesting.
Objections take the form of statements or
questions, and can happen at any time during
the walk-around or the summary of the sales
conversation. It is important that you deal with
the objection as it arises, and that you do not see a customer’s objections as a failure on your
part, or take them personally.
•Listen
This shows the customer that you are interested. It also allows you to isolate the real concern.
•Restate or refine the objection
This proves to the customer that you have listened and also allows you to confirm your understanding of the
objection. “So what you are saying is that ……..”
•Qualify the objection or concern
This allows you to see whether there are any other concerns. “Other than your concern with fitting window tinting, is there anything else that may be worrying you?”
Han
dlin
g O
bje
ction
s
Handling objections and concerns
• Answer the objection This allows you to restate the benefits relating to the customer’s
buying needs and motives.
“You said that safety was important to you. If you remember,
we discussed the lack of dual airbags on the competition
vehicle. This is a passive safety feature which will assist
during an accident and can prevent serious injuries.
• Trial close
This question tests the water to see how ready the customer is to
buy. “Wouldn’t you agree that your safety, as well as that of your
family, is important enough to need the extra airbags?”
• Close the sale
Here you would use one of the closes that we have dealt with. “When would you like us to deliver your new car”
(assumptive close)?
Valid and invalid objections
An invalid objection is a smokescreen, and may simply be an attempt by the customer to get out of the transaction. He might say something like, “I need to think this over”, or “I don’t have the time right
now.” A non-objection is a statement or a question – “I don’t need it right now.”
A valid objection is one that must be answered before the customer will buy. This might mean that you
have created the need in the mind of the customer, but he is still not convinced that he needs what
you are trying to sell him.
Han
dlin
g O
bje
ction
s
Keeping promises Introduction Let us now examine the nature and importance of integrity and the impact of not keeping one’s
promises.
The objective of this session is to: •Understand the impact of broken promises.
Keeping one’s promises is part of your
personal brand. Your brand is what
people remember about you.
As I believe, so I think and thus I act!
Integrity is a concept of consistency of
actions, values, methods, measures,
principles, expectations, and outcomes. In
ethics, integrity is regarded as the quality
of having an intuitive sense of honesty
and truthfulness in regard to the
motivations for one's actions.
We do it simply because it is the right thing to do!
Ke
ep
ing
Pro
mise
s
End
End
This concludes the e-learning module Customer Service Skills for
Sales Executives
Thank you for your participation
End
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