build rapport
DESCRIPTION
sorry for any bad translation or misunderstandingTRANSCRIPT
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DALE CARNEGIE
TRAINING |WWW.DALECARNEGIE.COM
Sales Advantage
PARTICIPANT MANUAL
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All rights reserved.
Released to infinity management consulting services for local production by
dale Carnegie & associates, global services.
.
, &
.
Authorization for reproduction given to infinity management consulting services
from March, 2008 to March, 2009.
, 8002 , 8002.
ISO-404-PD-PM-0720-SLP236-V4.0
-404- - -0280- 832-4.0
ISO 9001:2000 CERTIFIED
The quality management system of
global service is dale Carnegie
ISO 9001:2000 certified.
8000:2000
2000 :8000 .
Copyright 2008
dale Carnegie & associates, Inc.
290 motor parkway
Hauppauge, New York 11788
8002
, &
820
,00222
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Sales Advantage
PROGRAM OBJECTIVES
At the completion of this program, participants will be able to:
1. Demonstrate self-confidence needed to overcome the challenges
of selling
2. Communicate value and sell from a buyer's point of view
3. Master a consultative selling process to accelerate the sales cycle
4. Strengthen relationships by building credibility and client loyalty
5. Develop a positive attitude to generate predictable sales results
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Sales Advantage
Session Topics
rtppoSession One build ra
tSession Two generate interes
provide solutions Session Three
sSession Four resolve objection
Session Five appeal a motives and gain commitment
uncover opportunitiesSession Six
ssSession Seven plan for succe
Session Eight master the selling process
Syllabus
lossaryG
recommended reading Resources section
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Strengthen relationships
Enhance relationships and build trust
1. Don't criticize, condemn, or complain.
0. . , ,
2. Give honest, sincere appreciation.
8 .. ,
3. Arouse in the other person an eager want.
3. .
4. Become genuinely interested in other people.
4. .
5. Smile.
5. .
6. Remember that a person's name is to that person the
sweetest and most important sound in any language.
2.
.
7. Be a good listener. Encourage others to talk about
themselves.
2. . .
8. Talk in terms of the other person's interests.
2. .
9. Make the other person feel important-and do it
sincerely.
2. -.
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Gain willing cooperation
Win people to your way of thinking
10. The only way to get the best of an argument is to avoid it.
00. .
11. Show respect for the other person's opinion.
Never say "you're wrong."
00. .
". "
12. If you are wrong, admit it quickly and emphatically.
08. . ,
13. Being in a friendly way.
03. .
14. Get the other person saying "yes,yes" immediately.
04. . ","
15. Let the other person do a great deal of the talking.
05. .
16. Let the other person feel the idea is his or hers.
02. .
17. Try honestly to see things from the other person's point
of view.
02. .
18. Be sympathetic with the other person's ideas and desires.
02. .
19. Appeal to the nobler motives.
02. .
20. Dramatize your ideas.
80. .
21. Throw down a challenge.
80. .
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Be a leader
Changing attitudes and behaviors
22. Being with praise and honest appreciation.
88. .
23. Call attention to people's mistakes indirectly.
83. .
24. Talk about your own mistakes before criticizing the
other person.
84. .
25. Ask questions instead of giving direct orders.
85. .
26. Let the other person save face.
82. .
27. Praise the slightest improvement and praise every
improvement. Be "hearty in your approbation and
lavish in your praise."
82. " .
".
28. Give the other person a fine reputation to live up to.
82. .
29. Use encouragement. Make the fault seem easy to
correct.
82. . .
30. Make the other person happy about doing the thing
you suggest.
30. .
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B U I L D R A P P O R T
Overview
Selling without a process is like fishing with a rod and reel instead of a net. You'll catch some, but it takes more work and time. A proven process delivers consistent results. Our sales philosophy focuses on increasing our business by building relationships and helping our buyers be more successful. The sales process starts by building rapport, then continues by establishing credibility and solving problems from a buyer's point of view. At each step of the process, we must communicate our ability to bring value to buyers.
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Suggested reading supporting this session:
How to win friends and influence people by dale Carnegie, part II, chapter 6
:
, 8 , 2
" a sale isn't a thing, it's a process. It isn't standing still, it's moving.
it isn't one long job, it's a series of smaller jobs. "
At the completion of this session, participants will be able to:
Apply a proven seven-step selling process to create partnerships
with buyers
Employ three strategies to make buyers eager to talk
Establish immediate credibility to build alignment with buyers
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1
1
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Attitude25%
Knowledge25%
Practice25%
Skill25%
CSD
Attitude Knowledge Practice Skill
Cycle of self-development
Notes
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ACHIEVE NEW LEVELS OF
PERFORMANCE NEED TO WANT TO CAN DO _ _ _ _ _ _ _
MOTIVATION GAP _ _ _ _ _ _ _ _
WILL DO SHOW ME HOW
FUNDAMENTALS
CONCEPTS
PRINCIPLES
RIGHT PRACTICE WITH STRONG
COACHING
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_ _ _ _ _ _ _
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Build rapport with prospects and clients
The foundation of customer loyalty and repeat business lies in building long-term relationships. Dale carnegie's famous book. How to win friends and influence people, contains 30 proven human relations principles on how to deal with people. The first 9 principles focus on becoming a friendlier person. Using these principles with sincerity helps us break the ice with new prospects and strengthen relationships with current clients.
- . . , 30 . 2
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Strengthen relationships
Remembering
names
Look and listen
Impression
Repetition
Association
Enhance relationships and build trust
1. don't criticize, condemn, or complain. 1 .. , ,
2. give honest, sincere appreciation. 2. , .
3. arouse in the other person an eager want. 3 ..
4. become genuinely interested in other people. 4. .
5. Smile. 5. .
6. remember that a person's name is to that person the sweetest and most important sound in any language.
6. .
7. be a good listener. Encourage others to talk about themselves. 7. . .
8. talk in terms of the other person's interests. 8. .
9. make the other person feel important-and do it sincerely. 9 .- .
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Sales model
1. ______________________ _____________________ _____________________ 2. ______________________ _____________________ _____________________ 3. ______________________ _____________________ _____________________ 4. ______________________ _____________________ _____________________ 5. ______________________ _____________________ _____________________
Try honestly to see thing from the other person's point of view.
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Interest
Rapport
Solution
Motive
Commitment
Customer
relationship
Planning
Follow-through
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Buyer attitudes
Sales step
What we sell
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Working with a repeatable, proven process helps take the mystery out of selling.
Knowing where the buyer is in the selling process helps us advance and accelerate the
sale. See page 5 in the sales advantage book for additional insights.
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Build rapport
Overcome preoccupation
Rapport rule: build rapport by talking to people briefly about something in which they are interested.
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ROI
Results
applications
Satisfaction
Interest
Rapport
Solution
Customer
relationship
Planning
Follow-through
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Motive
Commitment
Pleasantries
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0 .
8 .
3 .
4 .
5 .
Attention-getters
1. Compliment
2. Ask a question
3. Referral
4. Educate
5. Startle
0 .
8 .
3.
4 .
Credibility statement
1. General benefits
2. Specific results
3. Suggestion
4. Transition
0 .
8 .
3 .
Agenda statement
1. Benefit of meeting
2. Agenda review
3. Transition
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Attention getters:
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After exchanging pleasantries, one way to start the sale is the attention-getter.
Attention-getters are tools to get the buyer's mind off of what he or she was doing
and onto us. There are multiple attention-getters available. Variety and creativity
in getting favorable attention helps buyers see us as unique.
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Compliment:
:
Give them a compliment they would not hear from someone else.
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Ask a question:
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Ask a unique question that requires some thought to answer.
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Referral:
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Use the name of someone they respect, especially a direct referral.
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Educate:
:
Provide information, advice, or service.
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Startle:
:
Say something startling or intriguing.
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Buyer's point of view
What people buy
What I sell
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Buyers want to know what we can do for them, either by
solving their problems or by helping them capitalize on new
opportunities. In the sales advantage on page 59 you'll find
an example of how someone did both for mr.carnegie.
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52
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Client interview
Interviewing our current clients helps us: provide customers with more value, strengthen their loyalty, gather evidence, get testimonials, ask for referrals, and get more business from them. Before interviewing clients, identify specific call objectives. Some questions might include:
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CURRENT CLIENT: _________________________________
_______________________________ :
Why did you decide to do business with us?
____________________________________________________________________________________________________________________________
What kind of impact have our solutions had for you?
0. ______________________: 1. satisfaction:____________________ 8. _____________________: 2. applications:____________________ 3. _______________________: 3. results:________________________ 4. __________________: 4. return on investment:____________
In what areas can we improve our service for you?
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What is our next step?
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Voice mail: we can often view voice mail as a barrier and an
aggravation. Turn it into a bridge instead! Use the evidence from
client interviews to leave a powerful voice mail when prospecting.
See page 68 in the sales advantage for some additional suggestions.
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22 .
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Credibility statement
We establish credibility by talking about issues relevant to the buyers. These issues should reflect what similar buyers have enjoyed by using our solutions. This tool helps us establish ourselves as problem-solvers and shows we create value and return on investment for our clients.
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Guidelines for credibility statements
1. cite general benefits your company provides that relate to the buyer's needs, wants,
and issues.
2. Give results of how specific clients have benefitted.
3. Suggest that similar benefits are possible.
4. Transition to the next step.
1 . , , .
2 . .
3 . .
4. .
Caution: there are legal restrictions on sending unsolicited faxes and/or e-mails.
Use for prospecting letters, getting appointments, or starting the sale.
Don't sell. Focus on buyer issues.
Include relevant pre-approach research information.
Talk about specific results, especially return on investment.
Use powerful language.
Use bullet points.
Be brief, usually less than one minute.
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Credibility statement
Marketing.
Advertising.
Correspondence.
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Prospecting.
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Opening the
interview.
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Credibility statement: Example
Caution: there are legal restrictions on sending unsolicited
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WORKSHEET:
Credibility statement
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Prospect name: ___________________________
Pre-approach information: ______________________________________
_______________________ :
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1. Broad overview of benefits you provide:
0: .
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2. Specific results of value you added for your clients:
8 . :
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3. Suggestion that similar benefits are possible:
3: .
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4. Transition:
4: .
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Agenda statements
The purpose of the agenda statement is to establish the intent of the appointment or interview. An agenda statement assures that everyone has the same objective in mind for the meeting. The agenda statement incorporates three vital component:
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EXAMPLE:
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1. we're here today to share some ideas that can improve your business by increasing profitability and bringing more clients to you. We will explore ways to utilize your advertising budget more effectively, increase sales, and improve your bottom line.
0 . . . , ,
2. Let's discuss an agenda that includes:
Exploring the results you are currently experiencing
Discussing your current plans for growth
Identifying possible changes to expand your customer base
Looking at creative solutions to your issues
Exploring how we might help you meet your objectives
8 .:
1. A specific buyer benefit related directly to the meeting. This establishes why the
buyer should invest time talking with you.
2. An overview (agenda) of the meeting itself. This can be done verbally or may involve
a written agenda that is presented to the buyer.
3. Transition to the first point on the agenda.
0 . . .
8 . ) ( .
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3. .
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3. Are there any changes you suggest to this agenda? May I ask you some questions to get a better feel for your current situation?
3 .
Agenda statements help us establish a professional tone and
project a confident image of a business consultant. The sales
advantage (page 93) uses the term "why talk statements"
because the purpose of this tool is to convince buyers that
meeting with us is a valuable use of their time.
( . 93 " )
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Worksheet:
Agenda statement
:
Buyer: _______________________________
____________________________ :
1. Buyer benefit related to meeting:
0: .
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2. Overview/agenda of meeting:
8: / .
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3. Question to proceed to first agenda item:
3: .
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Summary
The two most useful ideas I gained:
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1. ___________________________________________________________________
2. ___________________________________________________________________
Applications to my selling:
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Specific actions I will take:
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Applications
1. Reading
The sales advantage------chapter 14
How to win friends and influence people------chapter 1---3
0 .
------ 0---4 ------ 0---3
2. Prepare to relate a sales success based on an idea from the training.
8. .
3. Use unique, creative pleasantries in every sales presentation.
3 .. ,
4. Incorporate an attention-getter and a credibility statement or agenda statement in each sales interview you conduct.
4 .-.
5. Interview five clients.
5. .
6. Apply the strengthen relationship principles.
5 . .
7. Ask three people you trust to give you candid feedback about your listening skills.
5. .
Reading recap notes
How to win friends and influence people
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The sales advantage
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Sales report
Describe a recent sales call in which you applied an idea from the training.
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What was the outcome?
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What advice do you have for us?
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How will we benefit from your advice?
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Sales advantage
Breakthrough plan
Name: _________________________________________________________
Home address: __________________________________________________
City: ___________________ state: __________________ zip: ____________
Organization: ___________________________________________________
Title: __________________________________________________________
Work phone: _____________________home phone: ___________________
E-mail address: __________________________________________________
Program no: _____________________ trainer: ________________________
__________________________________________________ :
_____________________________________________ :
_______ : _____________ :/ _____________ :
_________________________________________________ :
________ :___________________________________________
___________________ : ___________________ :
_____________________________________________ :
________________________ : _________________ :
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Initial assessment
Please rate yourself on each item. How effectively do you display the behavior when it is relevant and feasible? Do not ponder any one response too long. Be as honest as possible. The purpose of this form is to identify opportunities for improvement. 1-2 very low; 3-4 below average; 5-6 average; 7-8 above average; 9-10 outstanding
. . . .
0-8 : 3-4 : 5-2 :2-2 : 2-00
Self-confidence
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Communication skills
Selling process
9 107 85 63 41 2sets clear goals
9 107 85 63 41 2willingly takes appropriate risks
- 9 107 85 63 41 2sells to high level decision-makers
9 107 85 63 41 2demonstrates poise and confidence
- 9 107 85 63 41 2shows healthy self-esteem
9 107 85 63 41 2listens for understanding
9 107 85 63 41 2delivers effective presentations
9 107 85 63 41 2expresses self clearly and concisely
9 107 85 63 41 2asks queations to clarify
9 107 85 63 41 2accurately summarizes decisions
/ 9 107 85 63 41 2understands the buying/selling process
9 107 85 63 41 2determines the customer's wants and needs
9 107 85 63 41 2builds rapport
9 107 85 63 41 2asks buyers the right questions
9 107 85 63 41 2gains the customer's commitment
9 107 85 63 41 2is seen as credible by customers
- 9 107 85 63 41 2creates win-win relationships
9 107 85 63 41 2effectively resolves objections
9 107 85 63 41 2helps customers achieve their goals
9 107 85 63 41 2exceeds customer's expectations
9 107 85 63 41 2presents unique solutions to buyers
9 107 85 63 41 2defines benefits and competitive edge
9 107 85 63 41 2develops referral network
9 107 85 63 41 2follows up to maintain customer loyalty
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Build relationships
Positive attitude
9 107 85 63 41 2maintains good relationships with colleagues
9 107 85 63 41 2practices good interpersonal skills with buyers
9 107 85 63 41 2builds customer trust
9 107 85 63 41 2demonstrates empathy
9 107 85 63 41 2builds an on-going professional relationship with customers
- 9 107 85 63 41 2is self-motivated
9 107 85 63 41 2demonstrates a positive attitude
9 107 85 63 41 2shows enthusiasm
9 107 85 63 41 2handles rejection appropriately
9 107 85 63 41 2willingly accepts new challenges
9 107 85 63 41 2keeps criticism in proper perspective
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Final assessment questions
1. please evaluate yourself in the following areas (on a scale of 1-10 with 10 being
the highest):
0 ( .0-00 00 :)
2. What has been the major benefit of this training for you?
3 .
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3. What has been the major benefit to your organization? (specific sales increase.)
3). ( .
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after trainingbefore training
____________________________________1. self-confidence
____________________________________2. communication
____________________________________3. sales process
____________________________________4. build relationships
____________________________________5. positive attitude
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Sales advantage name: ___________________________________ participant record program no: ____________ location: __________
______________________________ : ________ : ______________ :
Verification
I hereby verify that this participant has met the requirements of the sales advantage program. This participant has attended the required sessions with visible improvement in the program related skills and abilities as indicated by oral reports. Therefore, this participant is entitled to _____________ continuing education units ( 10 program hours equals one CEU).
.
, . ___________ (00 .)
Attendance
yes or no
1
2
3
4
5
6
7
8
CommentsSignatureAwardsDateSession
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Initial assessment-breakthroughs
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Name: __________________________________________
______________________________________________ :
Listed below are the drivers for success. Concentrating on growth in these areas can lead to breakthroughs in your selling! Consider the breakthroughs you envision as you experience significant growth in each of the five drivers.
. ! .
business resultsprofessional breakthroughsdrivers for succes
self-confidence
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communication skills
sales process
build relationships
positive attitude
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Mid-point feedback
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Name: _____________________________________________
__________________________________________ :
1. Are you making progress toward your breakthroughs? Why or why not?
0 .
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2. What specific results have you seen? (Sales increase, number of new clients, etc.)
8). , , ( .
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3. What will you do throughout the rest of the training to continue to work toward your breakthroughs?
3 .
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4. What more can the Dale Carnegie team do to help you?
4 .
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5. Additional comments:
5: .
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G E N E R A T E I N T E R E S T
Overview
Information gathering forms the heart of the solutions we present. What we learn in this stage determines what solutions we present, how we present them, and ultimately how we create value for buyers. The Dale Carnegie sales process teaches that we must gather information before we talk about our solutions. A common mistake is selling before thoroughly exploring buyers' wants, needs, and motives.
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Suggested reading supporting this session:
:
How to win friends and influence people by Dale Carnegie, part II, chapter 4
,8 ,4
At the completion of this session, participants will be able to:
Practice methods to uncover and appeal to different buyer interests
Create power questions to get the information needed from buyers
Widen the buyer expectation gap to create interest
: ,
"Well, we have been together for five minutes and I can already tell
that you know nothing about me, my company, my product, my
issues, and my market. What was it you were trying to sell me
again?" - Anonymous buyer
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2
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Generate interest
Overcome indifference
Interest rule: generate interest by finding out what your solutions will do to benefit or service your prospects
:
Interest
Rapport
Solution
Customer
relationship
Planning
Follow-through
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Motive
Commitment
Primary interest
Buying criteria
Buying motive
Other considerations
Financial
Executive
User
Technical
As-is
Should be
Barriers
Payout
Interest
Capability statement
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Interest Areas
Our goal in this area is to gather pertinent information from the buyer. We ask
questions and listen carefully to discover primary interest, buying criteria, and
other considerations. Most important is the buying motive, or the emotional,
personal payout the buyer receives when we can help solve his or her problem.
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Primary interest- what they want -
Buying criteria- what they must have (absolutes) - ( )
Other considerations- what they would like to have (desirable) - )(
Dominant buying motive- why they want it -
Listening levels
Other considerations
Primary interest
Buying motive
Buying criteria
The way to uncover and clarify the interests
of the buyer is to ask questions and listen
proactively. Selective listening usually leads
us to sell before we understand the buyer.
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Ignore
Pretend
Selective
Attention
Proactive
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Primary interest
The primary interest is rarely what we sell. It is the result of what we sell; what the
buyer wants. A common mistake is to assume that buyers want what we sell. In
fact, buyers want solutions for their problems or new opportunities. People buy
products and services not because of what they are, but because of what they do.
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Primary interest
Effective employees
Expand business
Flexibility
Increase market share
Reduce costs
Return on investment
Reduce cycle time
Comfort
Safety
Improve efficiency
Increase revenues
Ask questions with the intent to help the buyer rather than just
make a sale. We often have to really probe to get to the primary
interest. Sometimes the best way to get a loyal client is to give up
the sale and the offer valuable advice instead. See the example on
page 126 in the sales advantage.
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082 .
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Buying Criteria
The buying criteria are the requirements of the sale. If buying criteria are not met,
then the sale cannot advance. We will often find that our competitors can provide
the same buying criteria we do. We need to meet these criteria just to be
considered.
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Features
Approvals
Warranty
service
Location
Value
Quality
Support
Delivery
Specifications
Budget
Buying criteria
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Other Considerations
Other considerations are points of interest or concern that influence the buying
decision. They are not typically requirements of the sale, but they influence the
decision. We will have a competitive edge when we discover these factors and
provide buyers with unique solutions.
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Other considerations
Special Features
Added value
Payment terms
Service
Special packaging
Creative solutions
Value justifications
Relationships
Delivery options
Consulting
Price
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Dominant Buying Motive
The dominant buying motive is the compelling emotional reason for the buyer,
team, or organization to make the buying decision. Although there are thousands
of motives, most decisions have one compelling motive for going ahead. The
dominant buying motive is that compelling factors. Motives fall into these general
areas:
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Buying motive
Self-fulfillment
Self-preservation
Acquisition
Relationships
Recognition
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Notes
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We ask questions for two reasons. One is to help us understand the
wants and needs of our buyers. The more important reason is so
the buyer clearly understands their current reality, and how far
they are from where they could be. Their interest areas (the sales
advantage, page 98) outline the kind of information we need to
widen this buyer's gap.
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Questioning Model
An effective model for asking questions allows us to discover the interest areas of
buyers. A process of gathering information should be conversational and capture
the information we need in order to present compelling solutions. The research we
do and the questions we ask will help us identify the buyer's interest areas. This
will help us make our solution unique for each buyer. A good questioning process
points us to the interest areas. Implication questions create a sense of urgency by
establishing a gap in the mind of the buyer.
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.
.
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Buyer's Gap
A buyer's gap is the difference between the benefits they are currently receiving
and the benefits they should receive. We need to widen the perception of the gap.
We create a sense of urgency for change when we help them Cleary see a wide gap
here. Effective questions make the gap clearer for both us and our buyers.
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.
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Gap
As is Should be Barriers
My solution
As-is
Should be
Barriers
Payout
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AS IS QUESTIONS
Current situation
As is questions help us determine the buyer's current situation. These questions give us a picture of key issues such as product specifications, influential decision-makers, and challenges that we may be able to address in our solution.
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How has (information from pre-approach) impacted your operation?
What do your people do to deal with the new (pre-approach)?
Why did you start to (pre-approach)?
Where are you seeing some success with this new process?
Who are your current providers? How did you select them?
What do you like about their solutions?
What would you change about your current providers?
What are your specifications for this kind of investment?
How much did you plan to invest?
In addition to you, who is involved in this buying process?
How will your buying team decide on a provider?
( - ) ( -) ( -) ,
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need to know
(person and business)
in addition to you, who else is involved in this kind of
decision?
what kinds of pressure are you getting to made
some changes?
questions
authority
budget how much are you currently spending on this?
need
( )
,
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SHOULD BE QUESTIONS
Goals, objectives, initiatives
, ,
should be questions help us discover the buyer's vision of his or her operation at optimum performance. These questions focus on how the situation can be different if we can help the buyer solve his or her problems.
. .
In addition to (pre-approach), what are your objectives for the near future?
Which strategic initiatives need to be addressed?
How will those impact you?
Can you describe what your operation would look like at peak performance?
Where would you like to be six months from now? A year?
What would you like your people thinking, saying, and doing differently?
What would you like to hear your buyers saying?
What changes would you like to see?
What would that allow to happen?
What other factors are important to your business development?
Why is that? Could you tell me more? How do you mean?
( - ,) , ,
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need to know
(person and business)
questions
( )
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BARRIER QUESTIONS
Issues blocking the should be
Barrier questions identify factors that prevent the buyer from achieving the should be. While barriers are not objections, they can lead to objections. For example, a specified budget is a barrier that can lead to objections about price.
, . , . .
In addition to (pre-approach), what obstacles are you facing?
How is the (information from should be) holding you back?
What is preventing you from moving forward with your initiatives?
What time constraints are you under right now?
Which key actions need to take place before you make your quota?
How urgent is this specific initiative to you? To your company?
When will this have to take place?
What happens if it doesn't?
Who needs to support this, in addition to you?
What else would be important for us to consider?
( - ,) ) ( ,
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need to know
(person and business)
questions
( )
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PAYOUT QUESTIONS
Impact on the buyer
Payout questions are used to clarify how the buyer and/or the organization benefits from the solution. Responses to these questions allow us to understand and appeal to the motivational reasons for buying.
/ . .
If you are able to (should be), what impact will that have on your company?
Your department or team? You?
Why is that important?
What could happen when you are able to (should be)?
What would be the outcome?
How will your team perform differently?
What would you do with the additional time/revenue/resources saved?
What would you like to hear management say? Your family or friends?
What would achieving the outcome allow you to do?
,) ( ) ( //
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need to know
(person and business)
questions
( )
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Buying Perspectives
People buy from different perspectives. These perspectives depend on personalities and vary by function. We need to make sure that we sell to people based on their needs and their points of view.
. . .
User buyers can often give us leverage and insights that we
cannot get from executive and financial buyers. See page
121 in the sales advantage for an example.
. 080
Financial buyers
Executive buyers
Technical buyers
User buyers
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Questioning Planning Sheet
Buyer's name: __________________________________________
__________________________________ :
As is questions:
:
____________________________________________________________________________________________________________________________
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Should be questions:
:
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Barrier questions:
:
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Payout questions:
:
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Capability Statement
Based on our research and questioning, we can make an assertive, specific statement about our ability to create value for the buyer. This is called the capability statement. The capability statement advances the sale from interest to solution. After gathering information from the buyer, we can confidently state that we are capable of providing competitive solutions.
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Examples
Based on what you have told me, I'm confident the tech 2500 will provide the spend, quality, and reduced operational costs you have said are critical to your office operation the money and time you will save will help you and your team move toward the top position in your territory.
, 8500 , ,
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Based on what you shared with me, outstanding the hosting of your website is the ideal way for your department to find the time you need to meet your deadlines. Outstanding will help reduce the stress you face at the end of each month.
, . .
Specific buyer: ________________________________________
_________________________________ :
Solution: _____________________________________________________________ ___________________________________________________________________
________________________________________________________________
Primary interest: ______________________________________________________ _____________________________________________________________________
__________________________________________________________
Buying motive: ________________________________________________________ _____________________________________________________________________
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PLANNING SHEET
Rapport
Buyer: ____________________________________
__________________________________ :
Primary interest (2.4): ________________________________________
( 8.4_________________________________ :)
Dominant buying motive (2.7): _______________________________
( 8.2________________________________ :)
:Pleasantries: __________________________________________________________________________________________________________________________________________
-( 0.2 :)Attention-getter (1.6): __________________________________________________________________________________________________________________________________________
Credibility statement (1.11) or agenda statement (1.13): ( 0.00( )0.03:)
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Interest
Rapport
Solution
Customer
relationship
Planning
Follow-through
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Motive
Commitment
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PLANNING SHEET
Interest
( 8.00 :)As is questions (2.10):
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( 8.00 :)Should be questions (2.11):
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( 8.08 :)Barrier questions (2.12):
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( 8.03 :)Payout questions (2.13):
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PLANNING SHEET
Capability statement (2.16)
( 8.02)
Solution:
:
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Primary interest:
:
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Buying motive:
:
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Summary
The two most useful ideas I gained:
:
1. ___________________________________________________________________
2. ___________________________________________________________________
Applications to my selling:
:
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Specific actions I will take:
:
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Applications
1. Reading
The sales advantage-chapters 5-7
How to win friends and influence people part II, chapters 1-6
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2. Prepare to relate a sales success based on an idea from the training.
8. .
3. Complete a questioning planning worksheet for five buyers.
3. .
4. Practice the questioning model with a colleague taking the role of a buyer.
4 . .
5. Use capability statements with buyers.
5. .
6. Create a list of facts that distinguish you from your competition.
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Reading recap notes
How to win friends and influence people
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The sales advantage
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Sales Report
Describe a recent sales call in which you applied an idea from the training.
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What was the outcome?
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What advice do you have for us?
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How will we benefit from your advice?
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P R O V I D E S O L U T I O N S
Overview
At this point in the sales process, we know the key information about our buyer's needs, interests, and most importantly, buying motives. Now we have the opportunity to tailor our presentation to fit what the buyer wants and increase the perceived value of our solution.
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In order to differentiate ourselves in a crowded, competitive marketplace, we need to be unique, with exciting approaches to solving buyer's problems. We also need to present in a way that builds credibility and makes people want to buy. One of the most effective ways to combat the price objection is to build value in the solution of the sale. What we present and how we present it is critical to the buying/selling process.
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Suggested reading supporting this session: how to win friends and influence people by dale Carnegie, part II, chapter 5
: , 8 ,5
At the completion of this session, participants will be able to:
Develop solutions that are unique to each buyer
Formulate solutions that appeal to buyer's logic and emotions
Present solutions that are persuasive and convincing
: ,
"The longer I live, the more certain I am
that enthusiasm is the little recognized
key to success."
- Frederick Williamson
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Provide Solutions
Overcome doubt
Solution rule: give buyers enough information, and no more, about your solution and how it will benefit them, to convince them that they are justified in buying.
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Interest
Rapport
Solution
Customer
relationship
Planning
Follow-through
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Motive
Commitment
Communication
Evidence
Trial
close Application
Benefit Bridge Fact
Capability statement
Solution
Dramatize solutions
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What Buyers Want to Know
What is it?
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How does it work?
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Why is it important?
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Who says so besides you?
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Can you prove it?
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Buyers expect us to be experts in our products, our market , and
our industry . be a lifelong leaner so you can add value to your
clients on every call. See page 133 in the sales advantage for seven
ways to increase your product knowledge.
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. 033
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FACTS
What it is
A fact is a statement that is specific, true, and can be proven. Some facts will be accepted without hesitation because of the buyer's familiarity with the information. Others may require additional proof.
, , . . .
Examples:
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1. we have comparable operations in over eighty countries, and all locations can tailor our solutions to meet your local needs.
0 . , .
2. we have 12 tech-certified technicians on call 24 hours a day, 7 days a week.
8 . 08 - 84 , 2 .
3. we offer 22 mutual funds, the broadest spectrum in the market.
3 . 88 . ,
Facts about my solution:
:
Fact 1: _______________________________________________________________ Fact 2: _______________________________________________________________ Fact 3: _______________________________________________________________ Fact 4: _______________________________________________________________ Fact 5: _______________________________________________________________ Fact 6: _______________________________________________________________
Bridge: a bridge is a brief phrase that links the fact and the benefit.
: .
Example:
:
1. Therefore 2. Which means 3. You'll find this helpful, because
0 ... . 8 ... .3 .... ,
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BENEFITS:
What it will do for a typical buyer
:
A benefit is a verbal description of how any buyer could use or enjoy the solution. A benefit should briefly, but clearly, show how the fact relates to the buyer's interests and needs. The benefit is specifically related to the sales facts.
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Examples:
:
1. You will get consistent global delivery capability with cultural flexibility.
0 ..
2. You will have quick response to any problems.
8 . .
3. This gives you greater flexibility in your financial planning.
3. .
Benefits a buyer can get from my solution:
:
Benefit 1: ____________________________________________________________ Benefit 2: ____________________________________________________________ Benefit 3: ____________________________________________________________ Benefit 4: ____________________________________________________________ Benefit 5: ____________________________________________________________ Benefit 6: ____________________________________________________________
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APPLICATIONS
What it will do for this buyer
The application is an explanation that clarifies specifically how the buyer will apply each aspect of the solution. The application statement involves the buyer and further clarifies how he or she will experience value from our solution.
. .
Examples:
:
1. We can service your branches in Munich, Paris, and Tokyo. We have German, French, and Japanese representatives there so you won't have the translation and cultural problems you said you had in the past.
0 , . , , . , .
2. you can have peace of mind knowing that once you call for service, you'll get a response within two hours. This is a vast improvement over the down-time you said you've been experiencing.
8 . , . -.
3. you can change your portfolio any time, for example, when you are ready to buy that boat this spring for your family.
3 , , ..
Specific buyer: ___________________________________
_________________________________ :
Application 1: _________________________________________________________ Application 2: _________________________________________________________ Application 3: _________________________________________________________ Application 4: _________________________________________________________ Application 5: _________________________________________________________ Application 6: _________________________________________________________
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Evidence DEFEATS Doubt
D demonstrations
E examples
F facts
E exhibits
A analogies
T testimonials
S statistics
Evidence examples:
:
1. Demonstration an illustration using a physical demonstration with a prop or possibly the solution itself. The ports in this laptop allow the interchange of various pieces of hardware. Watch how easy this is: when I press this button, the disk drive is ejected. Now please insert a CD-ROM drive into the same port. And now let's eject the CD-ROM and insert the zip drive, which provides a quick means of backing up or storing large volumes of data.
0 . . : .
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2. Examples a story about a satisfied buyer. Are you familiar with the law firm of Travis and Davis? Do you respect the way they do business? Then you will appreciate what I am about to say even more. One of their attorneys was involved in a large case. The Travis and Davis staff were working Friday afternoon completing their files when their computer system crashed. A call was made to our service department. The computer was functioning again in time for everything to be finished, and everyone was able to go home when they had planned.
8 . .
. . .
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Evidence
3. Facts statements of truth that support the point you are making.
22 different industries in the fund
42% of companies are international
All 12 major market sectors are represented
An even 50/50 balance of growth stocks and value stocks
88 48% 08 50/50
4. Exhibit something physical that supports your solution-something the person can see, touch, hear, smell, or taste.
These visuals will help you see the results of making this change. Here on this bar graph you can see the anticipated additional revenue. This pie chart illustrates the percentage of business for each of your clothing lines. Here are some photographs of the different colors and styles. These fabric samples will help you see the colors and feel the texture.
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5. Analogy a comparison of your solution to something with which the person is already familiar.
Packing up your computer and shipping it to a service center you don't know is like taking prescription medicine without talking to your doctor. You can do more harm than good.
5 . .
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6. Testimonial an acknowledgement of your solution's capabilities, in spoken or other form, fro