và sự lựa chọn dựa trên cảm xúc và sau đó biện minh cho những bản án với những lập luận logic. Công việc của chúng tôi là để hỏi những câu hỏi đúng, và sau đó lắng nghe, đủ để khách hàng của chúng tôi mà chúng ta bắt đầu nghe thấy nhận thức của họ, | This document was created by an unregistered ChmMagic please go to http to register it. Thanks environment for trust. In order to demonstrate our respect for our customer we should Show Respect for Their Time If we show up late or talk too long or don t call at a time they scheduled to hear from us we are showing disrespect for their time and thus a lack of respect in general. If there is one mistake we make too often it s not ending meetings on time. We have to break this habit. Period. Talking on and on past the time we both agreed we would end says to your customer I care more about what I am saying than I care about you. The major cause of meetings that run too long is selling in the broadcast mode. We simply have to quit broadcasting Later on once you get so good at the diagnostic approach that your customer just won t stop talking at the designated ending time just point to your watch and-when they take a breath-say I m good to keep going if you are. Show Respect for Their Ideas If we are interrupting our customer or finishing their sentences for them or worse yet don t give them the chance to talk at all we apparently don t respect or even care what they think. Now we might have just talked incessantly because we were nervous but it really doesn t matter why we did it. It still shows a lack of respect. Learn to get your customer talking and ask questions about what they say. More on this later in this chapter. Show Respect for Their Position We all want to sell to the CEO. But let s recognize that whomever we are talking to their position is important to them. If we are interviewing the director of marketing for example chances are she went to college and maybe even earned an MBA to do what she does. She may have only been with her current company three years but to go from analyst to director in that time might be a major accomplishment at her company. Too often in our haste to get to the decision maker we alienate the gatekeepers along the
