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62 Cards in this Set
- Front
- Back
Consultative selling |
The process of exploring needs and demonstrating what is available to address them. |
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Need |
A desire to achieve or change something |
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Basic flow of every consultative recruiting conversation |
Build rapport and listen with purpose, engage, explore, enable, gain commitment, respond to objections or disinterest. |
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2 types of skills required for success in MC3 |
Effective communication skills and consultative selling skills |
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2 effective communication skills used in MC3 |
Build rapport and Listen with purpose |
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Build rapport |
Developing a relationship through interpersonal skills |
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Why to build rapport |
To facilitate trust and an honest exchange of information |
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When to build rapport |
Immediately and ongoing in any interaction |
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How to build Rapport |
Demonstrate Corps values, find common ground, and match & mirror |
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Potential wrong turns regarding Building Rapport |
Inappropriate words, humor, or sexual references, intimidation, sounding "robotic" |
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Listen with purpose |
Focusing attention to gather information and build relationships. |
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Why to listen with purpose |
To ensure understanding |
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When to listen with purpose |
Immediately and ongoing in any interaction |
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How to listen with purpose |
Listen to understand, listen for facts and feelings, listen to build trust and Observe body language |
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How to listen to understand |
Use open questions to clarify what a person is saying and use a close question to confirm your understanding |
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Wrong turns regarding listening with purpose |
Physical distractions, personal biases, snap judgment and Thinking ahead about what to say next. |
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Engage |
Opening a conversation |
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Why to engage |
To align on an agenda and the value of the conversation |
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When to engage |
When it's appropriate to start a consultative conversation |
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How to engage |
Transition to business, state the agenda and it's value, test for yes. |
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How to transition to business |
User a positioning statement to let the person you're speaking with know your overall purpose, or that you are moving on to a recruiting conversation or changing to a completely new topic. |
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Importance of stating the value of agenda |
Provides information about why the conversation will be valuable to the other person. |
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Wrong turns regarding engaging |
Sounding robotic and engaging without rapport. |
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Importance of testing for yes |
Ensures that the person you are speaking with agrees with what's been said and is ready to move forward |
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Explore |
Asking questions to understand needs and motivators |
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Motivator |
A force that can drive a need: circumstances, feelings, goals |
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Priority needs |
Needs that are powerful enough to drive action |
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Why to explore |
To gain a comprehensive shared understanding of needs and motivators |
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When to explore |
When you need to understand what someone wants and why they want it |
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How to explore |
Use questions to explore needs and motivators, reflect needs and motivators and test for yes |
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Open questions |
Questions that allow you to gather information, encourage information sharing. |
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Closed questions |
Questions that allow you to confirm your understanding of motivators or needs, usually limits a response to yes or no, obtain measurable facts, or a choice among options you give |
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Need clues |
Words or phrases that demonstrate a desire to achieve or change something: "I want", "I need" |
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Comprehensive and shared understanding |
Comprehensive- you understand all the needs and motivators. Shared- your understanding matches the other persons |
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Wrong turns in regards to exploring |
Too many closed questions, blind/random questions, talking more than asking. |
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Enable |
Addressing needs and motivators with Marine Corps features and benefits |
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Feature |
An identifiable characteristics of an organization or product |
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Benefit |
The specific value a feature provides to a person |
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Why to enable |
To demonstrate how the Marine Corps can create the desired change |
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When to enable |
When you fully understand a need and have a way to address it |
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How to enable |
Align with the need, demonstrate how relevant features and benefits meet the needs and test for yes |
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Wrong turns in regards to enable |
Features without benefits, dump trucking irrelevant features and benefits |
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Gain commitment |
Obtaining the most aggressive commitment possible. |
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Why to gain commitment |
To move the process forward |
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When to gain commitment |
When you have success enabled and believe there is a willingness to commit |
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How to gain commitment |
Summarize priority benefits, ask for commitment, state next steps and test for yes. |
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Wrong turns in regards to gain commitment |
Rehashing the whole conversation, summarizing features not benefits, asking for an easy commitment, introducing new information. |
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How to maintain commitment |
Provide collaterals, refer to websites and prepare the applicant to speak to parents or other influencers. |
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How to respond to refusal |
Ask questions to understand the refusal, restart the conversation if appropriate, or respect the refusal and preserve the relationship |
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Aggressive commitment |
A commitment that stretches the farthest while still being appropriate to the situation |
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Respond to objections |
Responding to objections in a way that resolves them. |
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Why to respond to objections |
To fully inform and to keep the sales process moving forward |
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When to respond to objections |
Any time in the process that an objections comes up |
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How to respond to objections |
Ask questions to understand the objection, respect the objection, test for yes |
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Wrong turns in regards to respond to objection |
Not understanding the objection before trying to respond to it, try to tip the scales with wrong benefits, and arguing |
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Respond to disinterest |
Gaining agreement to have a conversation with someone who is disinterested |
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Factors that cause disinterest |
The person may be content with their current circumstances or have future plans that are satisfactory, they may have made other decisions they believe eliminate any reason to talk to you, and/or their motivators are not currently strong enough to drive a priority need or to move them to action. |
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Why to respond to disinterest |
To motivate someone who is not interested in a conversation |
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When to respond to disinterest |
When the desire to achieve or change something is not apparent |
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How to respond to disinterest |
Ask questions to understand the disinterest, respect the disinterest, state the value of continuing the conversation, test for yes and explore |
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Importance of future impact questions |
This helps the person envision the future in a way that creates interest |
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Wrong turns in regards to respond to disinterest |
Letting disinterest end a conversation, agreeing with the disinterest, and ignoring the disinterest |