PeopleSmart in Business eBook - The Platinum Rule

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Seven: Selling and Servicing with Style!
further clarifi cation. Th ey dislike talk that isn’t backed up with both
supporting evidence and achievement-focused action. Describe the
process that you plan to follow. Th en outline how that process will
produce the results they seek. Elicit specifi c feedback. “So far, what are
your reactions? Do you have any reservations that you’d like to clear
up?” (Th ey probably do, so encourage communication.) “Specifi cally,
how do you view the practicality of applying this computer program
to satisfy your current requirements?”
Of all the types, this one is the most likely to see the drawbacks, so
point out the negatives before they do. Such honesty will only enhance
your credibility. If you don’t draw attention to the disadvantages, this
type may view your failure to do so as a cover-up. Instead, let them
assess the relative costs versus benefi ts that are typical trade-off s when
making realistic choices between available, competing, yet imperfect,
products or services.
#4—gaining commitment with the C
Provide logical options with documentation. Give them enough
time and data to analyze their options. Unlike Dominant Directors
and Interacting Socializers, this type is uncomfortable with snap decisions.
When they say they’ll think about it, they’re probably serious.
On the other hand, when a Steady Relater says, “I’ll think about it,” he
may be stalling, or may, in fact, not want your product.
Unless Cautious Th inkers have already researched the fi eld and determined
that your product is the best, they probably have your competitors
calling on them. Know your competition so you can point out
your advantages relative to what they off er. Th is type is the most likely
to do their own comparative shopping, so mention your company’s
strengths as you suggest questions they may want to ask your competitors.
“Ask them if they have an unconditional money-back guarantee,”
or, “How long have you been in business?” or, “Will they also