Telephone Sales Training

Telephone Sales Training � Part 2

Questions and Answers

Clarify the client�s requirements. You can only offer exactly what the client needs if you have an accurate idea of their requirements. It is, therefore, necessary for you to determine exactly what the client�s requirements are: �How many copies do you produce a month?�, or �How many grinding machines do you use?�, or �Where are your warehouses?�

Carry out a survey. Clients are usually not averse to answering whole lists of questions if they feel that the questions are pertinent. Draw up a list, explain to the client why you are bothering them with it and keep a careful record of the answers. Perhaps the client will even allow you to record their answers on tape. Such a list could look like this:

1. Which of our product�s advantages are decisive for your order?

2. How and where do you use our products? To which client grouping and with which lines of negotiation do you primarily sell our products?

3. Do you still find defects in our products? If so, what defects?

4. In what way do you think we should alter our products?

5. What do you think of our after-sales service?

6. Should we modify or extend our service? In what way?

7. Are you satisfied with the way in which we carry out the order (no discrepancies between the order and what is delivered, delivery period, packaging, etc.)?

8. What advertising media which we use are you familiar with (advertisements, billboards, letters, television and radio adverts, website, e-shots.

9. What do you think of this advertising?

10. In what areas do you think we are superior to the competition (quality, after-sales service, price, etc�.)?

11. Win yourself some time. The client asks you a question over the telephone that you cannot answer off the top of your head, makes an embarrassing observation or makes a demand you are not happy with. Do not let this throw you. Respond to this with a question, such as:

Client: �Why is your machine so outrageously expensive?�

You: �Is it expensive? Outrageously expensive? Expensive in relation to what ? How much do you think the machine should cost then?

The advantages of this method:

1. You gain some thinking time.

2. It forces the client to develop their argument, which can reveal false expectations, information and justifications that can supply you with useful ammunition.

Client: �I want the same 5% discount that you gave X�

You: �When are we supposed to have given X a 5% discount?�

�What articles have they supposed to have received a discount on?�

�Do you know why they received a discount?�

Advantages:

1. You find out what the client really knows about your business transaction with Mr. X

2. You work out the differences between the client�s situation and that of Mr. X � differences which allowed Mr. X to receive a discount and not the client.

Be careful with suggestive questions. Suggestive questions, which supply the client with an answer (�You are also interested in clear agreements, aren�t you?) are appropriate when it comes to consolidating an existing agreement: �You admit that you can reckon on an annual saving of �10,000, don�t you?�. The client has already accepted the truth in this.

If you do this, the client will feel that you are palming them off with an opinion that they do not necessarily share and then often goes off in the completely opposite direction: �I�m sorry, but I think the old packaging was better.� If it is doubtful that the client will agree with you, it is therefore better to ask, �What do you think of our new packaging?� A discussion of the pros and cons is a better method of producing consensus.

Do not provoke any negative answers. �You are not interested in our quarterly maintenance service then?� The suggested answer: �No�, or �Can I perhaps send you the extra tank?� Suggested answer: �No thank you. What I�ve ordered will suffice.� Or �Could you not give me a list of your major clients?�, It would be better to say, �Please leave me a list of your major clients, so that I can �.our information directly�.�

Conclude the offer with a question. ��Introductory offer�. new body care product� if you order 110 bottles you will receive a total discount of 57%. The individual item price is �8.80. What do you think of a reduction of 57%?� This question forces the client to take a position vis-�-vis the offer�s decisive advantage. They cannot deny the advantage, only consider its relative value: �That�s very good, but 110 bottles is too much.� The client finds themselves in a dilemma � they can no longer just say �No thank you.�

Answer in a positive manner. �Will we get our money back if we discover that the curtains do not match the furnishings?�

Wrong answer: �No. We cannot refund the total cost. You will have to cover the transport costs.�

Correct answer: �Yes, you will only have to pay for the transport costs.�

Client: Can you send an engineer to take a look?�

Wrong answer: �That�s quite out of the question this week. Can you imagine how busy we are after the recent cold spell? We could manage to send an engineer next week yes, the middle of next week.�

Correct answer: �Yes, certainly. Next week, as early as possible � Wednesday at the latest.�

Client: �Can you make it this week?�

Necessary explanation: �Unfortunately not. The recent cold spell has caused a lot of damage. Our engineers are being kept very busy, even on Saturday. Please bear with us for a few more days.�

Attach an order suggestion. Clients who phone up to get information often have urgent requirements. Use this opportunity to make an offer. give the information the client is after. Clarify the client�s requirements by asking a few pertinent questions, so that you know how your product can help them. Then make a suggestion: �Take our product on a three week trial basis. Test it out. In three weeks time we�ll see if it has been of any use.�

Show interest:

Client: �I need drop-forged spanners. Can you help?�

Wrong answer: �We have all kinds of spanners. It would be best if I sent you our catalogue and then you could pick out what you need. What is your address?�

Correct answer: �Yes, we can help you. We have all kinds of spanners in stock. What do you need them for? I mean what kind of factory do you have?�

Show some interest. Clarify the client�s requirements and try and make a well-based offer straight away.

Promise to call the client back. Sometimes the client asks you questions that you cannot answer off the top of your head or without the help of certain documents, such as questions about technical details, specific uses for the product, complex organisational solutions, legal issues, etc.

Make a note of the question. Ask the client additional questions in order to ensure that you understand exactly what it is they want to know. Tell the client that you cannot answer their question off the top of your head (which boosts their ego) and promise that you will look into it immediately. Tell the client when you will phone them back and give them the information they desire � and make sure that you do call them back! Call back even if you have not found out all the information the client want to know. If this is the case you will just have to make another appointment.

Continue negotiations. Questions that you are unable to answer do not emerge in isolated circumstances, but can also crop up in the middle of negotiations. Should you then break off the negotiations to investigate the matter and then call back and continue the discussion?

If possible, you should not do so. There are some questions which must be clarified at all costs before the negotiation is brought to a close, such as questions pertaining to uses, security, legal issues, conditions, etc. When faced with questions like these you will have to decide whether to break off the negotiations in order to get the necessary information straight away, or to put the question aside for the time being. First of all clarify the rest of the points under discussion.

Less important questions which you cannot answer within the framework of the negotiations, should if possible be �swept under the carpet�. You should forget the question for the time being, if the client does not refer back to it, and bring the discussion to a successful conclusion. (You can certainly make a note of the question and use it as the starting point of another conversation: �Two weeks ago you asked me about �. I wasn�t in a position to give you any information then. Now I know that ��).

Eliminate objections

If a client raises objections, they are not being unfriendly. Objections are natural and legitimate.

1. the client does not know the advantages of your products as well as you do, so they therefore harbour some doubts.

2. The client knows that you are not so familiar with their situation as they are themselves and they cannot rely on the fact that you are correct when you say that your products will be beneficial for them.

In the previous notes it was recommended that you gather together all the client�s objections and think of the best way to counter these. In this section we will be dealing with the tactical side to dealing with client�s objections. Even if you have good lines of argument, you can still make mistakes and as you know, it is not always they who are right that wins.

Accept objections in a friendly manner. If the client has the right to express an objection, then you have the duty of accepting this graciously, even if the objections are sometimes somewhat brusquely formulated. Do not immediately contradict the client, but say a few obliging words, which help to defuse the sharpness of the objection:

�That�s a good question.� �That�s an interesting point that you�ve raised.� �I�m grateful to you for having raised this point.�

�I don�t think I expressed myself very well before.� �Many of our clients shared the same reservation at first.� �I can perfectly understand your reservations.�

Verbalise the objections. Repeat important objections in your own words. There are four advantages to this.

1. You gain some thinking time. 2. You check that you have understood the client correctly. 3. You show the client that you want to understand their problem. 4. You encourage the client to comment, something which can supply you with ammunition for your reply.

Be able to recognise objections. Some objections are merely excuses: the client is giving you something to chew on in order to win themselves some time. Either that, or they do not want to mention the real reason for hesitating in going ahead with the order. Or else they do not know why they cannot decide to go ahead.

You must be able to differentiate between excuses and objections, since excuses should not be dealt with in the same way as objections. Your line of argument would be frittered away, because the client will get no nearer to making a decision to buy if their �objection� is being pulled to pieces. How can you differentiate excuses and objections?

Client: �I have no demand for that.�

You: �Assuming that I could prove to you that our products are selling extremely well in shops similar to yours, would you then consider placing an order?�

The client hesitates: �I don�t know.�

The objection of having no demand is in this case nothing but an excuse. If it had been the real reason for the refusal to buy, the client would have reacted to its removal differently. In the example case of a no-demand-objection you should forget this and try and find out the real reason for the opposition. Fish around for information. Ask, for example:

How they see future developments�. What their plans are� What they think of your company�.

Give a counter example. An elegant way of countering an objection is by giving the client a counter example.

Client: �Your product isn�t sophisticated enough.�

You: �I was talking to XY�s manager yesterday. Their name�s Seed, Samuel Seed. Perhaps you know him. Mr. Seed told me that�..�

Ask the client for a suggestion. If a client criticises one of your company�s products, you can ask them how they envisage the problem being solved.

The client criticises a shop window poster

You: �What do you think the poster should look like then? What do you think should be on it?�

Now the ball is in their court.

The client thinks the product is bad

You: �What would the product look like that you would buy?�

The client will probably express wishes that are incompatible. The realisation that their idea are unrealistic will make them more receptive to your lines of argument.

Avoid anything personal. It is not convincing if salespeople say, �If I were you, I would �..�, or, �I use the product myself��, or �I can tell you from personal experience that �.� Any such statement is suspicious. Only relate personal experience if the client asks you to: �Have you tried XY yourself?�

Give short answers. Keep your contribution to the discussion of objections a short as possible. Short statements symbolise certainty and trust in the strength of one�s own arguments. Monologues show the client that their objection has touched a nerve and gushy remarks may only serve to arouse further doubt on the client�s part.

After you have replied to the client�s objection, ask them if they are satisfied with your answer. �Have I answered your question satisfactorily?� If the client replies in the affirmative, the objection has finally been cleared up. If the client hesitates, you can fill in other pieces of information they need to know.

Prevent standard objections. There exist, for example, fundamental objections which echo the offer: �Too expensive�, or �I�ll have difficulties getting that passed here� or �I�ll still have to discuss that with my boss.�

The objections can be eliminated before they are raised: say from the very beginning that your product costs a little more than that of the competition and prove that the additional cost is justified; give the client tips as to how to overcome opposition from colleagues who do not want to try out something new; ask the client at the beginning of the discussion if they have the sole power of decision. (If they say �yes� they will not be able to wriggle out of this later on.)

Defend your prices

If you want to assert yourself in price negotiations, you need more than a good line of argument. You will have to present it in a convincing manner � self-assured, without showing off, in a friendly manner, without subjugating yourself, in a flexible way, without sacrificing any principles. How do you find the right tone?

Erich-Norbert Detroy gives the following tip: �You must make price negotiating one of your hobbies. You must not be afraid of it, but look forward to it.�

If you are afraid of price negotiating, you are either too soft, which can be expensive, or too hard, which, if it causes the client to back off, is even more expensive. But if it is fun to battle with the client about the price, you will gain the sport-like certainty which will lead to success, without injuring the client.

Combine the price with a list of the product�s advantages. If the client inquires about the price, you should not just say, �Three thousand four hundred.� Combine the mentioning of the price with an indication of your product�s advantages:

The machine costs �3,400. In comparison to other machines it has the advantage of only having to be serviced once a year and you can carry this out yourself.�

Now the impact of the �unpleasant� price has been cushioned by the �pleasant� hope of multiple savings. The client is prevented from staring blankly at the price and thereby losing sight of the advantages. One word of caution, however, your indication of the advantages should not contain the word �but�. If you insert the word �but� (try doing this!), the price seems higher than it actually is.

Ask �Why?� The client maintains that your product is too expensive or the price is too high. Ask, �Why is it too expensive?�, or �Why is the price too high?� Now you no longer have to justify your price � instead, the burden of proving the correctness of the price is left to the client: they must now prove why the price is not appropriate.

The question gives you time to think and burdens the client with the risk of revealing a lack of information. If the client is unsure of themselves, the lines of argument you use to justify the price become twice as strong.

Argue with the advantages. Prices cannot be viewed in isolation. You can only see if the price is appropriate or not by viewing it in comparison to the advantages offered by the product.

If you are faced with the objection that the product is too expensive, the most elegant way of introducing the advantages into the discussion is by saying, �You think the value of this machine is not commensurate with the price?� or, �You don�t think that the machine is worth the cost?�

If the client answers �No�, then the objection has been dealt with. If the client more or less says �Yes�, then you will have the opportunity of highlighting the advantages of the product again.

Ask the client to suggest a price. This is another good way of dealing with the �too expensive� objection. You ask, �What price do you think is appropriate then?� It will not be easy for the client to justify a lower price. The discussion will lead to its inevitable conclusion � a discussion of the calculatory costs or proof of the product�s profitability for the client.

Ask tried and tested questions. �If our � was really too expensive, would we be selling 10,000 a year? Do you seriously think that all of our customers cannot add up?� The client can hardly reply with a �Yes�.

Mobilise emotions. Try and make the client take a run up to the price hurdle. Make them enthusiastic about buying:

The telesales person says to the retailer who does not want to buy any expensive products, �It must be such a good feeling to know that after ten hard years you are now the company offering the best quality products.�

A way to counter objections in capital investment sales is:

�You will be equipping your colleagues with the most modern equipment in the world. You have to admit that is something. Your colleagues will be proud to be part of your company.�

Check any concessions. Clients often ask for �small concessions� - for example, a 3% discount instead of 2%, a collective bill rather than individual bills, the installation of a warehouse perhaps or that you cover the cost of the tools. Take time to agree to these concessions. First of all calculate the cost of these �small concessions.� It often costs a great deal more than it first seems to. Ask the client for time to think this over. Tell the client that you will have to discuss the matter with your sales director and that you will call them back.

Call on the clients experience. �Mr. X, you have often bought a very good product whose price initially seemed to be too high. How long did you worry about the price for? Perhaps a few days. Then you said to yourself, �The product is excellent. I made a good buy. Over the space of a few days your enthusiasm for the product destroyed any reservations you may have had about the price.�� Use the client�s own experience as one of your lines of argument.

Conclude Successfully

Clients are clients, because they buy, and for as long as they buy. You turn negotiating partners into clients by selling them your products or services. This section will deal with the decisive stage in telephone contact with clients.

This is not necessarily the most important stage. It would be wrong to view the topics dealt with in the previous chapters as less important � concentrating and making appointments, being polite and speaking clearly, as well as the preparation stage. All the skills are equally important. When there is a contract hanging in the balance, they are all vital contributors to success.

Demand part decisions. Do not, first of all, ask the client to agree with your suggested order, but discuss with them how the product that they would be interested in buying should look. Ask them to give you part decisions, for example:

�How many square metres are you talking about?� �Which colour do you prefer?� �Should we deliver the goods or would you pick them up yourself?�

This method has three advantages:

1. It makes the client practise making decisions. 2. They tailor the offer to their ideas. 3. They get a taste for processing the products. The chances of them Accepting the offer, now that they have played a major part in forming it, are greater.

Ask alternative questions. The client�s inhibitions may be based on the fact that they cannot find exactly what they want in the midst of everything that has been offered. If this is the case, you will have to reduce the choice. Use the same method to find this out, as a salesperson who can choose six or eight ties of a range of one hundred which are suitable for the customer. Ask:

�Should we take the TO2010 or the 2030? They both have the same printing speed and type set.� You have already decided on the client�s behalf that the TO2005 is too small and the 2040 is too big.

For this method to work, you must fulfil three preconditions:

1. You must know the client�s situation. 2. You must be fair and not force more expensive solutions onto the client than are necessary.

3. You must have the courage to take on part of the responsibility in making sure the client gets what they need.

�As if� acting. You should speak as if the client has just agreed to your offer. You do not say, �According to the requirements documents I have, you will need 1,200 barrels a year. You could perhaps take 100 barrels on the fifteenth of every month. If you did this the price per barrel would be �xxx and this would remain constant for the whole year.�

Instead, you should say,��.You will receive 100 barrels from us on the fifteenth of every month. The price per barrel will still only be �xxx and will remain constant for the whole year. You will receive the bill on delivery, O.K?�

The manufacturer of cardboard boxes asks the indecisive toy manufacturer, �How long will my order last for?� The retailer who is considering extending their range of products is asked, �Do you want a cash discount or use the normal period of payment facility?�

The advantage of this method: The client is relieved of the burden of having to give a straight �Yes�.

Show understanding if the client cannot make up their mind. �It is right that you are taking this decision seriously.� Continue, �Perhaps we should summarise the reasons for accepting the offer. First of all�.�

By showing the client that you understand their predicament, you are taking some of the pressure off them. They gain more time to consider your offer. by summarising the advantages for the client, you are trying to convince them that they are doing the right thing in placing the order.

Offer prior concessions. Try and obtain the client�s agreement for prior concessions, such as a trial delivery, delivery with the privilege to return the goods, a trial installation, the reservation of an appropriate number of products, a demonstration of your products in their firm, a visit to their firm, etc. Do not give up without at least getting a little closer to your goals.

Do not only try and secure these part-successes if the client turns down your initial offer. Try and turn any enquiries the client may have into part-successes � a trial order, if the client asks about samples; a sale with the right to return the goods explained.

Build up your orders. Try and increase your telephone sales. Point out the reductions you offer for bulk orders: bulk rate, sliding-scale prices, annual bonuses, freight savings, reduced administrative costs, etc.

Make additional offers. Use telephone orders to remind the client of specific items: seasonal products, residual stock, new products, additional articles (which compliment the goods already purchased by the client). Place a list of possible additional offers next to your telephone, so that you can see at a glance which of the additional offers is relevant to each individual client.

Avoid asking questions that provoke rejection: �Do you need anything else at the moment?� or, �Can I offer you anything else?� Just go ahead and make an offer � do not ask first if you may.

Offer substitute goods. Think of an alternative article you can offer the client if you do not have the product that they want to order in stock at the moment. Sell the client as much of the substitute article as they will need until you have the initial product back in stock.

Sometimes you will have to find out which articles are possible stand-ins for the desired product. Ask the client how they want to use the product. Try and help the client. They will not perceive your curiosity and efforts to pushiness.

Ask for something in return. Make a rule of asking for something in return if the client asks for reductions, bargains, or special concessions. Show yourself to be prepared to negotiate, but the client must also be prepared to make concessions. There are three forms of return services:

1. Raise the value of the order. You suggest larger amounts, a reduction in the range of goods, annual orders, purchase guarantees, higher price categories or products with greater cover contributions, etc�.

2. Save costs. You suggest more or less part deliveries, a limitation of the advertising material at the client�s disposal, that the client picks up the goods themselves, that the client provides their own engineer for installation, etc.

3. Thin out the offer. You suggest that the client does without special equipment and specific services, has a reduced guarantee period, no planning assistance, a smaller machine, etc.

There are two reasons for asking for something in return:

a) Economic reasons � your company cannot afford to give anything away for free.

b) Reasons of company prestige � if you grant concessions without demanding something in return, the client will think that your prices must have been too high.

Clarify the agreement. At the end of your sales negotiation read aloud to the client what they have ordered. Let them confirm every point of detail. Confirm prices and conditions, so that the client does not feel that they have been taken for a ride when they receive written confirmation of the order. Repeat everything that you have promised (additional information, confirmation, articles sent on approval, etc.) and repeat everything that the client has promised.

Clear up any complaints

The telephone is not the ideal medium for dealing with complaints. The client cannot prove what they are saying and you cannot check the legitimacy of their assertions. There is nothing to show and nothing to look at.

Nevertheless, the telephone is one of the favourite methods of dealing with complaints, because it is the fastest means of contact and the client seldom has very much patience when they are complaining.

If a client is angry, they are rarely objective. They tend to over-exaggerate out of anger or with the intention of trying to get generous compensation as quickly as possible. You, on the other hand, are surprised, because you were not expecting this barrage of complaints, and run the risk of reacting in the wrong way: either too softly, because you feel that you are to blame, or too harshly, because you do not feel that you are to blame.

Express regret. Say, �I�m sorry that you have been experiencing difficulties.� Express empathy with the client on a personal level, but do not make any rash judgement as to who is to blame. Promise the client that you will look into the matter immediately and make sure that you do.

Do not reject the complaint straight away. Do not say, �It is possible for something like that to have happened.� Even if you are right, it is not wise to irritate an angry client even more by doubting their judgement. Refrain from taking a position as to whether the complaint is justified or not.

Clarify the facts. Ask the client questions and keep a written record of the facts of the complaint � dates, names, amounts, prices, witnesses, damages, events, statements, intentions. Ask additional questions if anything is unclear. Keep a critical mind and bear in mind that the client, either consciously or subconsciously, is not completely objective.

Keep minutes of the client�s statements. It will come to light later if the client�s assertions are correct or not. First of all, you should not believe that the client�s statements represent the truth. Comment as follows:

�You say that two boxes were squashed?� (Not: Two boxes were squashed.)

�You believe that the supply had a material defect?� (Not: The supply had a material defect.)

�The laboratory informed you that the component parts were not up to the normal standard?).

(Not: The laboratory discovered that the component parts were not up to the normal standard.)

Ask the client to provide evidence, which can help clear up the causes of the problem. Perhaps the sales department should take a look at the matter and you may even have to call in an engineer. You can sometimes get the client to send you evidence.

Speak with witnesses. Complaints are often expressed by �third parties� � the boss�s secretary, the manager�s assistant, one of the purchaser�s colleagues. Do not lose any time talking to the wrong people. Ask, �Who discovered the damage?� Try and speak with eye witnesses. By doing this you boost your chances of discovering the truth.

Defend your colleagues. Sometimes you have to take the blame for your colleagues� mistakes � colleagues in the sales department, quality control, dispatch or after-sales service. Do not allow yourself to blame other colleagues (�It is always the same story � they are such a lazy person.�). The client is not doing business with you personally, but with the whole of your company and you will be gaining nothing by conveying to the client that you are the kind of person who readily criticises your colleagues.

Protect your colleagues. Say, �I don�t understand how this could have happened. Mr. X is one of the most reliable engineers.� Or, �Nothing like this has ever happened before. I�ll look into it straight away�.�.

Do not grumble persistently about your own problems. Sometimes salespeople tell stories of the difficulties their company is currently experiencing, in order to defend the company. �The telephone hasn�t stopped ringing since last week� it�s absolute chaos here�. The boss is in a rage�� The client does not want to hear this. It is not useful to tell them all this. They do not want a supplier in difficulties, but one which is competent and reliable.

Promise the client that you will call them back. After you have taken down all the information that you can over the telephone, you should promise the client that you will look into the matter immediately and call them back: in an hour, tomorrow morning, Monday afternoon. You must under no circumstances break this promise. If you do, you will only be making matters worse. Call the client even if you have not made the necessary decisions.

Do not overstep your own area of responsibility. Check the possibilities that are open to you to settle the complaint. Do not overstep your own area of responsibility. It would be awful to have to retract any incorrect statements you made. It does no harm to consult colleagues on the matter before you make any assurances to the client.

Ask the client to make a suggestion. If you get the opportunity, ask the client how they envisage the complaint being settled. The client does not always demand more than they are entitled to. Sometimes their wishes are smaller than the supplier thinks and pertain to a completely different area.

Reply to complaints over the telephone. It is sometimes necessary to reply to a written complaint straight away over the telephone � if enquiries have to be made, if the mood of the letter is very critical and requires a few quick diplomatic words or if a very important client is registering the complaint. Your prompt reaction will calm things down and reduce the amount of time spent dealing with the matter. Even if you do nothing more than acknowledge receipt of the complaint, you are still a step closer to clearing it up.

Make a list that you can look at when you are dealing with complaints over the telephone. Make a note of all the questions you must ask. Leave blanks for filling in details that you need. Write down the key words of everything you must do. Make a note of appointments that you have arranged with the client.

Do not beat about the bush. It is not always the client who is the bringer of bad news � this can also come from you: a delivery time falls through; an urgently needed replacement part is out of stock; you cannot maintain the price. It is important not to beat about the bush and annoy the client with feeble excuses. Come to the point in the first sentence:

�Hello, Mr. Hayes. I�m afraid I�m calling with some bad news. We are unable to keep our appointment next week�� Apologise to the client. Tell the client that it is very unpleasant for you to have to break this bad news to them.

Supply the background information to the breakdown. �We should have been able to send out two special shifts last week, but did not because of financial reasons. Then there was the machine failure, which no one could have predicted. Then it was too late� there was no more room in the dispatch schedule.� If you accept part of the blame, the client is usually ready to accept that the rest was due to a higher authority, which relieves the whole burden guilt from your shoulders.

Try and cushion the impact of any unpleasantness for the client. Make some suggestions � replacement delivery, employees on temporary loan, co-operation with other clients, financial accommodation, part delivery, assistance, additional service, additional information, etc. Do not leave the client out in the cold. Demonstrate good will and a willingness to help.

Look for the positive �other� side of the coin. Breakdowns can sometimes have their positive sides. The new situation can sometimes also bring advantages with it for the client � these are often overlooked. For example:

Some smaller clients must be informed that the salesperson will no longer be able to visit them every six weeks, but only every six months.

Advantages:

1. The contact through telephone sales is closer; 2. The telesales person is at the client�s disposal every day. 3. New products can be advertised immediately over the telephone etc.

Course Directory

Tailored Training

Spearhead Training

Announcements

Tel: +44 (0)1608 644 144
Fax: +44 (0)1608 649 680

Testimonials

'Best course attended to date'
M.T. - Nov 2006
Empteezy Ltd.