Day 1

Who sells to whom?Are you selling to the prospect?Is the prospect selling to you?

The prospect sells to you that he cant or wont buy OrYou sell to him that he can and should buy

This is your Customer

This is you

You deal with a customer& This is what can happen

He can make you feel like this !

Or this !

But

We all want to

and eat it too !Have our cheese

How can you sell to the Customer And Well

Still feel happy about it ?

What is the discount you are offering ?A very special discount for you Sircustomer !You !

Oh Come on ! Your competitor is givingReally? Sir that is out of question customer !You !

I can buy it right now but I wont accept anything less than You drive a hard bargain Sir. 50% is too high. I can offer you 25% discount customer !You !

40% discount and nothing less Have you noticed our new memory dialing system Sir. I can offer you a maximum of 30% discount. Thats the best I can do customer !You !

Do you feel like this ?So why then at the end of it all

It gets hurt !Our ego

You took a position Hurt because

He took a position Hurt because

Where to hide your face Furthermore you didnt know

Where to hide his face And he didnt know

Saving face!It bruises the ego !

People lock themselves in!

They defend against attack!

They get committed!

Attention is paid to...Saving position & saving face

Concerns Get thrown out of the window

a contest of will It become

This is called

Haggling leads to a broken relationship

Haggling is not selling

Haggling is not Negotiating

If you haggle This is what you will look like !

If you dont want to haggle You must If you dont want to get hurt

Satisfy the need of your organisation !& Satisfy the need of the Customer !

Sales Troika Balance Concern for the customerConcern for the companyConcern for the saleStrategic advantage threshold Minimum acceptable thresholdProfessional selling skills

You can do this with the Programme

Are there special skills that makes someone successful in large sales? Or is selling just selling whether the sale is small or large?

ADVANCED SKILLS

THE MOST IMPORTANT SET OF SKILLS THAT THESE PEOPLE HAVE IN COMMON ARE S P I N SKILLS

NOW WRITE DOWN FIVE TYPICAL QUESTIONS YOU MIGHT ASK ON A SALES CALL

HOW MANY WERE FACTUAL? e.g. How many calls do you get per day?HOW MANY ABOUT PROBLEMS DESIRES e.g. What effect might that have on your customer response time?

Write 5 typical Situational Questions

How many people work here?

SUCCESSFUL SALESPEOPLE ASK THEM ECONOMICALLY.THEY DO THEIR HOMEWORKTHE MORE SENIOR THE BUYER THE LESS THEY LIKE ANSWERING FACTUAL QUESTIONS

IMPACT: Least powerful of the SPIN questions. Can be negative. Most people ask too many.SOELIMINATE UNNECESSARY QUESTIONSDO YOU HOMEWORK THOROUGHLY

Write 5 typical Problem Questions

What prevents you from achieving that objective?

A PRODUCT IS SOMETHING WHICH SOLVES A PROBLEM A TRANSPORT PROBLEM OR AN EGO PROBLEMTHINK OF FIVE PROBLEMS THAT YOUR PRODUCT SOLVES

IMPACT: More powerful than Situation Questions. People ask more as they become more experienced.THINK OF YOUR PRODUCTS IN TERMS OF THE THE PROBLEMS THEY SOLVE FOR BUYERS- NOT THEIR FEATURES.

Write 5 typical Implication Questions

PROBLEMSPROBLEMSPROBLEMSPROBLEMSPROBLEMSBUYER. . . but what are the implications?

???INEXPERIENCEDSELLER

SolutionSolutionSolutionSolutionMany experienced sellers link solutionsto problems too soon

Implied needs are a statement of wants and desires?

No???

A customer with a large problem is ready to accept a solution?

No???

One may have a Problem. Difficulty. Dissatisfaction

But the buyer must be ready to perceive that he has the a need and that his problem is serious enough to justify the cost and hassle of finding a solution.

So the seller must establish and build the pain by Implication Questions

YOU HAVE BUYER THINKSSOLUTION NOT WORTH COST Our design software allows you make design revisions much fasterIMPLICATIONSNew products slow to marketHigher design costsLose best designers

POSSIBLE IMPLICATION QUESTIONSWhat will you do if your telephone lines are down for 72 hours?If you receive a long distance call and cannot hear clearly then how do you feel?How do you feel if you have to make ten complaints to rectify your phone and after that to bribe the linesmen to make it happen?

IMPACT: Most powerful of all SPIN questions. Top salespeople ask lots of them..THESE ARE THE HARDEST TO ASK AND MUST BE PLANNED CAREFULLY BEFORE KEY CALLS

Write 5 typical Need pay-off Questions

How much business would you loose if your phone did not work for 24 hours?

UNLIKE THE OTHER 3 THEY FOCUS ON SOLUTIONS.THEY GET THE BUYER TO TELL YOU ABOUT THE BENEFIT YOUR SOLUTION OFFERSYOUR FINAL PRESENTATION CAN BE FOCUSSED ON ACKNOWLEDGED NEEDS

IMPACT: Constructive questions always used by top sales people and have positive affect on buyer.BUYER SHOULD DO THE TALKING AND BE ALLOWED TO CONVINCE HIMSELVE

THE SPIN PROCESSWHAT IS YOUR G:S RATIO?

SEEKING IS MORE PERSUASIVE THAN GIVING.

SEEKING MEANS

ASKING QUESTIONS

GETTING TO KNOW YOUR CUSTOMER NEEDS

UNDERSTANDING CUSTOMER PROBLEMS

UNDERSTANDING HOW YOU CAN SOLVE HIS PROBLEMS

UNDERSTAND HOW YOU CAN BENEFIT HIS NEEDS

Preliminaries?Demonstrating CapabilityObtaining CommitmentWhich stage is missing?

PreliminariesINVESTIGATINGDemonstrating CapabilityObtaining Commitment

INVESTIGATING!!Has direct influence on your success This stage will most impact your success The key purpose is to uncover implied needsInvestigating is done through questions

The objective is to Move Implied Needs into Explicit Needs

HOW?

Grow that need!

A strong need, your solution will have impact!It begins in the form of Problems, difficulties or dissatisfactions. These are Implied Needs.Clear, StrongWants and DesiresWhen needs have developed into Wants or Desires we call them Explicit Needs.

Needs Need toOutweigh c o s t s!

BuyDont BuyExplicit NeedExplicit NeedExplicit NeedPerceived value BuyerHassleRisks Hidden ExtrasCost The cost of the solution

CONTINUATION & ADVANCE

CONTINUATION OR ADVANCE?I liked your presentation. Lets meet again sometime and discuss further.I cannot make this decision, but Ill arrange for you to meet our Operations Manager.We would have to see the system in action. Can you arrange a demonstration?

A customer states a problemYou can solve it!Should you immediately offer your solution?No !

Implied needs!Implication questions demonstrates

Concern on the effect that the problem is having Understanding of the issues and their consequences

The timing Situation Qs. first Establish the key facts Problem Qs. next Uncover the implied needs Implied Qs. last Develop and extend implied needs

Ensure your solution has maximum impact !Implication Qs. They...Build credibility and demonstrate concern !

Hold back !When you uncover an implied need Develop it !

Offer your solution only at the very last !

Need payoff Qs. Qs. which probe for Explicit Needs shifts attentions from Problems to Solutions It tells you the value of the benefit

PUTTING SPIN INTO PRACTICETWO KEY FACTORSPLANNING Thinking through your SPIN questions and advances and putting them into a call planPARADIGM SHIFT- Shifting your perspective away from product and towards problem solving e.g. Xerox Corp.

Situation QuestionsProblem QuestionsImplication QuestionsNeed-payoff Questions

BENEFITS

Implied Needs

Explicit NeedsThe roadmap

IMPLIED OR EXPLICIT NEEDS ?I need help in forecasting sales betterIm worried about increasing competitionOur customers are having to wait too long- weve lost some!We need to be able to send messages automatically to our sales teamOur communications systems arent as flexible as they should beExplicitImplied

Implied

ExplicitImplied

NEEDS ACROSS FUNCTIONSYou can increase the strength of the need by looking at the clients entire business process to link different functions.Link the needs you uncover and help buyers to understand how needs are connected.Look for ways to link individual problems into an overriding one which affect whole organization.

PROBLEM OR IMPLICATION QUESTIONS?Are you concerned about increased workload?How has the increased workload affected staff turnover?Have these staff problem led you to lose clients?How have you been handling the staff shortage?Problem

Implication

Problem

Implication

WHAT GOES INTO GOOD IMPLICATION QUESTIONS?Planning- they do not flow automatically so dont wing it!Business knowledge- You have understand why a problem might be important to the buyer and what the business issue areApplication knowledge- You must able to make the link between your product and their problems to be able to select the right Implied Needs Divert the buyers attention from problems you can solve from problems you cant solveTiming. Always before introducing solution to Explicit Need.

NEED- PAYOFF QUESTIONSThey probe the Explicit NeedsReduce objections because cause buyer to explain solutionMove discussion forward towards action and commitment

NEED-PAYOFF QUESTIONS?How much would you save annually if we could eliminate your seasonal overtime costs?Are you worries about the unreliability or your current system?Has staff shortage caused you to miss important calls?How important is it to double your response time?

Need-payoff

Problem

Implication

Need-payoff

BE AN I.C.E. MAN (OR MAIDEN)!Ask these questions after developing the seriousness of problem through Implication Questions but before describing your solution.

Roleplay, videotaping & feedback

Understand the value of closing the sale Learn it !

CloseIt starts with a CC stands for conviction Take C out and you have Lose

The heart of your sales career

Selling is a transference of feelingIn order to transfer feeling You got to have the feelingBelievers are closers !

The believers close we believe so deeply. So completely. So fervently in what we are selling that we cant understand why other people dont buy

A belief base needs to be Tied directly to the heart The shortest route is from the heart into the customers pocket

Closers own what they sell The critical step is the step of honestyYour total conviction, your belief that it is truly the best buy

Cant afford it Unless you own it you cant sell it Own a 747? Well not exactly ! Be loyal to the product. Be loyal to the company

Encouraging closure Put yourself in the other partys shoes Understand what might be preventing him

Encouraging closure Emphasise benefits show advantages not previously considered

Encouraging closure Avoid a win lose situation look for acceptable outcomes

Split the difference! partly yours & partly mine Closure

Closure Suggest acceptable alternatives

Closure Be assertive not aggressive!

Closure If not satisfied do not sign!

Closure Does he have full authority???

Closure If...If we came upIf I reduce theIf I give youFirst make a hypothetical proposal Hypothetical proposals are not commitments Test the issues important to the opposition

Some closing techniques

The picture close Been to a 5 star Hotel recently ?Asked for a Green salad ?No ! We dont have that on the menu !You can however order A sensuous salad. A painters palate. A colourful array of fresh spinach leaves mingled with ripe red tomatoes. Shredded cucumber topped with onion rings and tossed with their superb white sauce dressing !Yes Sir ! Hotels are word merchantsThey know how to throw their words around to describe their food

The picture close RoleplaySituation In colouful words describe how you would sell the benefit of a trouble free telephone connection to the customer

The fear close You walk into a petrol stationThe attendant lifts the hood of the car. He checks the oilMy G-o-d ! You need 3 litres of oil 3 litres?Is there no oil in the engine at all ?The attendant turns around and tells you The oil in the car is awfully dirty. It will damage your engine. It wont take 5 minutes I can change it for you.

The attendant has put the fear into the mind of the car owner. The car owner can ignore the attendant but damage the car engine.What do you recommend he does?

The fear close Roleplay Situation You only have a limited number of connections to offer in this territoryUse the fear closing technique to sell him the scheme

The post selling close I recently purchased a car. Less than 72 hours of bringing the car home. This is the letter I received.Dear Mr. Khetarpal,This is just to thank you for your courtesy and the trust and confidence that you placed in buying the car from Vivek automobiles yesterday. I very much enjoyed talking to you. I am proud that you are now the owner of a car from our showroom. I am sure that you will be pleased with the performance of the vehicle. I shall be in touch with you in the future to see if I can be of any service to you. If you should need any assistance of any kind please feel free to contact me.

Yours truly,This letter gives assurance to me that I purchased the right car. It also told me that the dealership appreciates my needs and will look after my interests.

The post selling close Activity You have just made your first sale to your customer What letter post sale would you write to him so that you create a long term relationship.

Other closing techniques The building trust closeThe Challenge closeThe Special occasion closeThe emotional closeThe opportunity close

Roleplay, videotaping & feedback

Look for similarities Wait for the other party to finish However Every concession you make is a major loss to you Seek clarification. Paraphrase before your respond Keep the other party guessing Ask questions. Lots of them Volunteer information sparingly Make counter offers immediately Counter offer with priorities of least importance Your response !

Table the issues Bargain the substance

Tabling the issues We tell youWhat are we thinking?

You tell usWhat are you thinking?Our thinking!Your thinking!

Questions. Ask many many questions Qs

Uncovering needs Turn Implicit needs Into Explicit needsUncover needs. Ask why?Clarify !

ClarifyRecap it maintains momentum it ensures that you understand it ensures agreement Clarifying behaviour. Use it again and again Restate! Summarise! Check it out!

Trade concessions Offer the smallest concession first

Judge how much you need to yield You may not need to go so far

Concede ground only if you receive something in returnI give you...And you give me...

Each concession is a serious loss to you

Make major concessions on minor issues Make minor concessions on major issues

Take a long term view

Cast doubt on the validity of opponents information Test the validity of the opponents claim

Power is in the head Strengthen your position

Strengthen your position Cast doubt on validity of opponents information

Strengthen your position Look for errors of logic. Omissions of fact.

Strengthen your position Dont attack individual personalities specially competitors

Strengthen your position Show emotions. Convey feelings!

Strengthen your position Test the validity of the opponents claim

The price is too high? Prospect forgets price but remembers qualityGood things are not cheap !Cheap things are seldom good !

ButYou must still close There is a fear factor Fear of making a mistake Are you the right kind of personIs it the right product?Using the right techniqueWith the right motive Well you have a good chance!

Closing is a learned skillNot a natural one Skill can be acquired Are you willing to make the effort?

Implementation On reaching the agreementPut it into your report

Draw up an action planPut the plan into effectSchedule the implementation Monday Tuesday WEDNESDAY Thursday FridaySATurday

Breakdown The longer the breakdown The more bitter it becomesThe harder it is to restore it

Reestablish communication If all else fails. Use a mediatorSomeone who can think laterally Action is vital to prevent a situation becoming irretrievable

The value adders !Show him sales turnover Talk about inventory holdingsTalk about working capital Show him the customer pull Tell him about customer loyalty

Are you able to raise the value of the product In the prospects mind? The minute... Value equals the price Value exceed the price You now have...A hot prospect

Or

The more the features describe The more likely the sale ?

No!

Features! They are the characteristics of your productThey are neutralNot very persuasive They create low impact to be used restrictively!

Advantages! Show how your product or service can help the customer Are more persuasive than features Can have high impact early in the cycle Impact dilutes with the sale progressto be used with caution!

Benefits! Show how the product meets an explicit need It is the final step in the need development process The most powerful of sales behavior To be used only after need has been expressed

Features lead to price concerns Advantages result in objections

Benefits receiveSupport & Agreement

Commitment ! More often you use the closing technique The more likely customer will buy?

No!

Commitment ! Ask for the commitment but only after you have built the value

Roleplay, videotaping & feedback

Bharti Telenet LimitedIndus Corporation Day 2

HI IMPACT SELLING DAY# 209:30-10:00a.m.Icebreaker 10:00-11:15a.m.Customer profiling 11:15-11:30a.m. Tea/Coffee 11:30-12:15p.m.Role plays, video taping & feedback 12:15-1:00p.m.Objection handling 1:00-1:45p.m. Lunch 1:45-2:45p.m.Communication skills & roleplays 2:45-3:15p.m.Empathy3:15-3:30p.m. Tea/Coffee 3:30-4:15p.m.Active listening & roleplays 4:15-5:30p.m.Lead Management

The fatalist The exasperatorThe appraiser The relator The love motivated The sales person type !

The silent listener The critical examiner The friend The aggressive client The competitors friend The client type !

CLIENT BEHAVIOURS

CLIENT BEHAVIOUR MODEL

CUSTOMER PROFILINGHostile Warm XThe behavior measurement !Somewhat more warm than hostile?The problem...Do not have adequate information to read customer behavior

CUSTOMER PROFILINGa better alternative Hostile Warm Dominance Submission Status Autonomy Recognition Power Self esteem Self actualisation Achievement Power Constitutional Belonging Nurturing Security Security Basic/psychological Affiliation Security Security

CUSTOMER PROFILINGIndicates movement when motivational needs are threatened or denied satisfaction moves behavior to the upper right quadrant

CUSTOMER PROFILINGHostile Warm Dominance Submissiontowards aggressiveness & unpleasantness towards mistrust & avoidance of commitment towards agreeableness but with insecurity & inability to fulfill commitments towards assertiveness, pursuit of quality, open to new ideas. Improved process & resultIIIIIIIV

PERSONALITY PROFILINGDependentIndependentHigh Directive Need Low Directive NeedPersonableDynamicRisk takerImpatientManipulativeCaringEnthusiasticSensitiveImpracticallIndecisive PreciseThoroughConsistentRisk- avoiderWithdrawnDetermined PracticalInsensitiveCriticalAloofSOCIABLEDEVOTEDDETAILEDHARD-DRIVENRecognitionWinningHelpingBeing RightHot button

CUSTOMER PROFILINGQuadrant IA Hostile - Dominant Key motivation: Desire for security Motivation satisfaction strategy:Attack is the best form of defensePeople characteristics

CUSTOMER PROFILINGQuadrant IAHostile Dominant PEOPLE CHARACTERISTICS Brag incessantly Drop impressive names & misquote authorities Interrupt impatiently and often Are unreasonably stubborn Are argumentative without calls Make broad generalisations & sweeping statements Are dogmatic & opinionated React without hearing the whole story

CUSTOMER PROFILINGHANDLING TECHNIQUES Be courteous but firm & assertive You have nothing to lose Ask closed questions frequently and keep control Avoid justifying yourself, your product or idea Stick to demonstrable fact whenever possible Test every gross assertion politely but firmly Expect to meet resistance to closing Expect exaggerated objections Quadrant IAHostile Dominant

CUSTOMER PROFILINGQuadrant IB Dominant - Hostile Key motivation: Need for status & autonomy Motivation satisfaction strategy: Precision and outward indicators of power People characteristics

CUSTOMER PROFILINGQuadrantIB Dominant-HostilePEOPLE CHARACTERISTICS Are cold and detached If angered remain cool but biting Are angered if status is underestimated Make precise statements when making a complaint Are easily offended Hold on to their evaluation of their own worth React negatively when they perceive personal slight Avoid sarcasm Demand efficiency & respect

CUSTOMER PROFILINGHANDLING TECHNIQUES Stress benefits which offer prestige & recognition Expect I dont need you response-temporary rejection Show conviction and strength Not aggression Be courteous Precede all questions with a benefit Only ask for information you really need Never use leading questions Quadrant IB Dominant-Hostile

CUSTOMER PROFILINGQuadrant IIA Hostile-Submissive Key motivation: Security express through abnormal demands for protectionMotivation satisfaction strategy: What if concerns People characteristics

CUSTOMER PROFILINGQuadrant IIA Hostile-SubmissivePEOPLE CHARACTERISTICS Express doubt about any statement made Think up unlikely scenarios of what could go wrong Demand totally unreasonable guarantees Niggle and complaint Doubt the validity of any new idea Ask questions many of which are impossible to answer Give little if any information in return Ask you Why you want to know Use aggressive body language but weak in behavior

CUSTOMER PROFILINGHANDLING TECHNIQUES Remain patient even in the phase of disbelief Assure and reassure to illustrate safe application Give guarantees in writing where possible Stress benefits which provide stability and low risk Show genuine concern for customers needs Spend time exploring the buyers key objectives Ask safe closed questions until they begin to open up Quote prestige users of your service or ideas Quadrant IIA Hostile-Submissive

CUSTOMER PROFILINGQuadrant IIBSubmissive-Hostile Key motivation: Fear of becoming committed or involvedMotivation satisfaction strategy: Avoidance, withdrawal People characteristics

CUSTOMER PROFILINGQuadrant IIB Submissive-HostilePEOPLE CHARACTERISTICS Maintain physical distance from others Move away from those in authority Tight-lipped if questioned Say nothing unless sensitively probed Avoid commitment by any possible means Are reluctant to take even minimal risk Appear ill at ease when in company Refuse new ideas without listening to arguments If forced to chose will pick low risk options

CUSTOMER PROFILINGHANDLING TECHNIQUES Approach slowly Offer help as an opportunity to get into conversation Ask safe closed questions Keep away from personal questions Stress benefits which minimise risk Leave no doubt that benefits are without risk Ensure ideas are accepted before moving on the next Avoid aggressive body language Expect silence and wait for responses Quadrant IIB Submissive-Hostile

CUSTOMER PROFILINGQuadrant IIIASubmissive-Warm Key motivation: These people want to be loved. Affiliation to the extreme Motivation satisfaction strategy: Tries to be all things to all people People characteristics

CUSTOMER PROFILINGQuadrant IIIA Submissive-WarmPEOPLE CHARACTERISTICS Become falsely enthusiastic about any idea Ramble incessantly. Talk at length on unrelated subjects Respond quickly and positively to any suggestions Cause confusion and claim any role or authority level Avoid raising objections Are readily convinced but takes time to close Have time for anything but the job in hand Promises anything but rarely keeps promises Despite signed contracts are likely to go back

CUSTOMER PROFILINGHANDLING TECHNIQUES Use closed questions Dont get sucked into irrelevant discussion Stress benefits seen as doing something for others Focus on the business and leave limited room for gossip Personalise the discussion use first name and often Be firm but make it feel like support Show that the two of you are operating as a team Probe for hidden objections Quadrant IIIA Submissive-Warm

CUSTOMER PROFILINGQuadrant IIIB Warm-Submissive Key motivation: A desire to do maximum good for maximum people Motivation satisfaction strategy: Actively pursues for welfare of others People characteristics

CUSTOMER PROFILINGQuadrant IIIB Warm-Submissive PEOPLE CHARACTERISTICS Are intent on being pleasant Respond positively to suggestions which do not threaten others Try to pick out the benefits of neutral ideas Will procrastinate rather than reject repugnant ideas Give impression of agreement despite strong reservations Sometimes take on more than they can fulfill Are at the forefront of social activities

CUSTOMER PROFILINGHANDLING TECHNIQUES Present ideas and benefits that help other people Maximise opportunities for personal interaction Monitor and supervise implementation of that which is impersonal and important Do not assume lack of opposition means agreement or commitment Quadrant IIIB Warm-Submissive

CUSTOMER PROFILINGQuadrant IVA&B Warm-Dominant-Warm Key motivation: A strong desire to do a good job Motivation satisfaction strategy: To produce a quality output People characteristics

CUSTOMER PROFILINGQuadrant IV A&B Warm-Dominant-Warm PEOPLE CHARACTERISTICS Express views clearly & frankly Reject political solutions Ask pertinent and searching questions Admit their lack of understand and knowledge Concentrate attention on what can be achieved Place high demand on others values and principlesDemand high levels of achievement Avoid blaming others Are comfortable to own a problem

CUSTOMER PROFILINGHANDLING TECHNIQUES Prolonged searching for ideal solutions when the acceptable is at hand A tendency to delegate rapidly followed taking over to show how it is done They will change your best ideas to improve them-but at the least they were acknowledge the idea as yours Quadrant IV A&B Warm-Dominant-Warm

YOUR BEHAVIOR STYLETHE GAME

THE 5 BEHAVIOUR PATTERNS1 Accommodating2 Avoiding 3Collaborating 4 Competing 5Compromising

#1 Accommodating You are wrong. You allow a better position to be heardIssues are more important to others than to you. To satisfy others & maintain cooperation.To build social credits for later issues.To minimize loss when you are outmatched and loosing.When harmony and stability are especially important.To allow subordinates to develop by learning from their mistakes.5 Behavior Patterns

# 2 Avoiding When an issue is trivial or more important issues are pressing.When you perceive no chance of satisfying your concerns.When potential disruption outweighs the benefits of resolution.To let people cool down and regain perspective.When gathering information supersedes immediate-decision.When others can resolve the conflict more effectively.When issues seem tangential or symptomatic of other issues.5 Behavior Patterns

# 3 Collaborating To find solution when both sets of concerns are too important to be compromised.When your objective is to learn.To merge insights from people with different perspectives.To gain commitment by incorporating concerns into a consensus.To work through feelings which have interfered with a relationship.5 Behavior Patterns

# 4 Competing When quick, decision & action is vital (emergencies)On important issues and unpopular actions On issues vital to company welfare when you know youre rightAgainst people who take advantage of non competitive behavior5 Behavior Patterns

# 5 Compromising When goals are important, but not worth the effort.When opponents with equal power are committed to mutually exclusive goals.To achieve temporary settlements to complex issuesTo arrive at expedient solutions under time pressure.As a backup when collaboration or competition is unsuccessful 5 Behavior Patterns

Behaviour styles Competing SharkCollaboratingOwlCompromising Fox AvoidingTortoise Accommodating Teddy bear Uncooperative Cooperative Unassertive Attempting to satisfy ones own concerns Assertive Attempting to satisfy others concerns

Objections are the signs of interest And therefore A good thing???

Sorry!

Objections are a sign that there is a mismatch

Objection handling If you hear a negative reaction Is it an objection?

Objection handling Value objections What is the Worth or Usefulness of your product?

Objection handling Capability objections What is the Capability & Capacityof your product?

If you cant meet a need Ask why?

types of objections 4Value objections Capability Can objections Capability Cant objections Non issues

Value objections Use SPIN Build value before solution offer Upgrade the need which has been devalued or denied Avoid stating the solution capability

Capability Cant Objections Acknowledge if you dont have it Use need payoff questions and benefits Increase the value of the need you can meet Trade off against the first

Capability Can Objections Acknowledge the concernDemonstrate your capability Show proof dispel doubt

Non issues Dont explore these!You risk turning them into real objections

Price objection !That price is ridiculous ! virtually every sales person encounters this Directly or indirectly The prospect suggests that the product is A little out of lineIs ridiculously and unreasonably over priced

Price objection !How do you deal with that?

Price objection !A suggestion Challenge the prospect !Ask him?The price (pause) is ridiculous?(Your voice inflectionmake it sound like a question)

Price objection !The challenge You are forcing him to defend his statementInstead of you justifying the price Quite a difference!What?One puts you in defense The other puts you on the offenceThe results can be substantially different

Price objection !The fear of loss close The fear of loss is greater than the desire for gainEstablish in his mind that he is safe in dealing with youThat he wont lose money or face But He will lose the product benefits If he doesnt buy

A buy of cosmetics !You or your spouse... Do you have unused cosmetics?

A discount sale !Worth it ? Should you have paid the regular price?

What is the price you paid? What did it cost you?Cheap!It costs more !

Weve decidedit is easier to explain price one time thanto apologize for quality for ever

Prospect has said no, he wont pay you more for the product or service than he feels it is worth ! You persist!Will he buy ?You cant change or lower the price Butyou can dramatically the value

Roleplays

Counter strategies 9

1 2Know your walk awayWhen under attack listenCounter strategies 9Your price. Your terms. Your deliberables The least you will accept More the variable U have. More the options The better your options to close the deal Focus on price &. U increase animosity. If custoemrs have locked into a position Your brilliant arguments are of no goodWhen under attack. Do no defend or counter attack.It will generate heat.

3Keep the customer talking Recap frequently 4Assert your companys needs 5Counter strategies 9New info will room for movement Listening without defending will defuse anger If U are listening youre not making concessions Summarise helps maintain momentum New issues are not raised at the last momentIt reassures customers U are listening Too much focus on customer needs It can work against you Bargaining requires dual focus Solve the problem to satisfy both partiesFailure to assert company needs leads to unnecessary concessions

6Commit a solution if it is certain to work 7Save the hardest for the last Counter strategies 9Dont dig into a position. Suggest hypotheticallyInvite customers to search for the solution together Dont definitely agree unless overall deal make sense agree to X provided U agree on Y & ZDont start with the toughest Resolve the easy issues it creates momentum Discussing easier issues will cover additional variables Customer may see value of exploring new approaches

8Start high concede slowly 9Dont get emotionally blackmailed Counter strategies 9Start with something U can afford to lose.Let them win. Praise his skillDont be candid U will get cleaned out For every concession given get something in return Begin by giving what customer values highly but incremental cost to U is low Customisation. Quality. Convenience. Preferred treatment. Credit. Service.Concede in small increments. Take time. Not taking time is money Buyers use anger 3 ways to counter Withdraw Listen silently but do not reinforceReact & shift to non emotional issue

I insist on try not to lay down the law !Remember

An eye for an eye avoid it !Remember

The wheels of diplomacy turn on the grease of ambiguitya little ambiguity may enhance a proposal !And finally Main objective not be conceded !Small points accommodate !

RESPONSIBILITYPOSTPLANPREPAREMESSAGE DELIVERMESSAGE MESSAGE ANDPersonal Organisational Step 5The acid test Step 1Step 2Communication options Step 3Communication process Listening Step 4EFFECTIVE COMMUNICATION MODELCommunication effectiveness

LORD GANESH JILord Ganeshjis big head inspires us to Think big and think about the customer

The big ears prompt us to Listen to the needs of the customer

The narrow eyes point to Deep concentration to do what the customer wants well and quickly

The long nose tells us to Poke around inquisitively to learn what the customer wants

The small mouth reminds us to Speak less and listen to the customer

Worship Lord Ganeshji Learn to worship your customer

COMMUNICATION Quotable quotes

God gave us two ears and one mouthIt might beHe intended us to listen twice as much as we speak

The difference between you and me is only one of hearing Where you hear a door close I hear a door open

The more noise a man or motor makes The less power there is available

A soft voice is heard long after the shout Gentleness is stronger than anger

The face, specially the eyes and the heart account for almost half of our communication

If someone remembers your suit and not your smile thenYou didnt smile enough

PERCEPTION

A matter of perception...Young or old?

FLY

Do you see the arrow pointing downwards?Can you see the monster?THE PERECEPTION GAP !

Chicken? Lion? Dog? Your perception

Perception & understanding of othersThere has been a bad car accident. The driver of the car parked carelessly, taking up two spaces, had driven to the drug store to get to a telephone to call an ambulance and the police. Any change in feeling? How about your attitude toward the driver?

COMMUNICATION

How well do you communicate?

EFFECTIVE COMMUNICATION Establishing the communication gap !

EFFECTIVE COMMUNICATION Senders feelingsWere you understood?Receivers feelingsDid you understand?your frustration level!!You can not ask questions! You can not clarify! How do you feel?

INFORMATION & PERCEPTION Your brainit is bombarded by... Experiences Dreams Expectations Desires Hopes Fears ...Learning experiencesWhat you think you see is perception It is determined by your state of mindInfluenced byAlert / fatigue Angry / calm Drunk / sober

LEARNING EXERCISE Imagine a good communicator ...List his/her characteristics Need development..Excellent ____________________________________ ________________________________________________________________________________________________________________________________________________1 2 3 4 5 6 71 2 3 4 5 6 71 2 3 4 5 6 71 2 3 4 5 6 71 2 3 4 5 6 7

Communication consists ofCOMMUNICATIONYOUR MESSAGEYOUR BODY LANGUAGEYOUR LISTENING ABILITYCLOTHES YOUR WEARGESTURESEYES EXPRESSIONTONE OF VOICEBODY LANGUAGE13% + 80% + 7%

= 100%It is not what you say but how you say it!

Communication Your body language!

NON VERBAL COMMUNICATION NON VERBAL BEHAVIOURAL ASPECTS Eye contact Hand shake Environment Body space Body posture Facial expressions Gestures Voice Dressing style Timing

The Eyes Dilated pupils signify: Little light, great interest, honesty, frankness, openness, sexual interest, consumption of alcohol, relaxation and well beingContracted pupils signify:Lack of interest, distrust, hatred, hostility, dissatisfaction, fatigue, stress, sorrow, hang over, consumption of certain drugs.

Head and shoulders A raised head A raised head signifies openness, interest, winner attitude, control over the situationA lowered head A lowered head indicates doubt, defeat, contempt, dissatisfaction, fear and insecurity.A tilted head A tilted head side ways means interest, curiosity or flirtation.

REMEMBER

If you are reading the customers body languageThe customer is reading your body language If you Raise your shoulders Blow your hair Seem impatient Speak with a tired or bored voice The customer can easily think that you are not interested in your job If you dont control the situation You are not likely to make the sale

Read the faceThe face is the most expressive part of a person. The shape of the mouth and the angle of the eye brows are expressions of Moods, feelings, sorrow, happiness, anger, hostility, doubt.

Are you a good face reader?What are the feelings and moods?ABCDEFHGIJ

Read the faceAnswers ABCDEFHGIJIndifferent Very sad Happy Childish Poker Sad Very angry Naughty Bored Suspicious

RESPONSIBILITYPOSTPLANPREPAREMESSAGE DELIVERMESSAGE MESSAGE ANDPersonal Organisational Step 5The acid test Step 1Communication effectiveness Step 3Communication process Listening Step 4EFFECTIVE COMMUNICATION MODELCommunication options Step 2

AUDITORY LEARNER

VISUAL LEARNERLEARNING PREFERENCE SEEING HEARING DOINGIDENTIFY YOUR STYLE!

LEARNING PREFERENCE Find the one that best describes youI learn best when1. I can watch a video 2. I hear a lecture 3. I get on the job training I can assemble something best when...1. I have printed directions 2. I can listen to a tape of directions3. I watch someone else assemble the item first.I am most successful with a new computer function when...1. I can read the manual2. There is music playing during class instruction 3. An instructor lets me try it several times When driving I like to...1. Look at my surroundings 2. Listen to music or tapes3. Enjoy the experience of driving I often hear myself saying...1. I see what you mean.2. This sounds great.3. I feel good about this.

RECOGNISE LEARNING PREFERENCESHow to recognise the visual learner. I see.Please show me.May I read the instructions?Tips for connecting with the visual learnerBuild reading or viewing into the presentation Have printed directions (job aids)Provide documentation Follow up with a written letter Use:Printed lists Graphics ChartsVisual learners take in a lot of information but may not be able to do anything with it unless a written or very structured action plan is shown to them.

RECOGNISE LEARNING PREFERENCESHow to recognise the auditory learner. I hear you.This sounds great.Notice this learner listens to a lot of music This learner notices and enjoys rhythm.Tips for connecting with the auditory learner Use lectures and discussions Make sure the presentation content is clear AUDITORY LEARNER

RECOGNISE LEARNING PREFERENCESHow to recognise the kinesthetic learner. How do I do this?I feelCould I try this now?Tips for connecting with the kinesthetic learnerUse on-the-job training Minimise use of printed materials Include hands-on activities and role-plays Have patience with errors

RESPONSIBILITYPOSTPLANPREPAREMESSAGE DELIVERMESSAGE MESSAGE ANDPersonal Organisational Step 5The acid test Step 1Communication effectiveness Listening Step 4EFFECTIVE COMMUNICATION MODELCommunication options Step 2Communication process Step 3

SENDERENCODING CHANNEL FEEDBACK RECEIVER DECODING MESSAGEMESSAGE MESSAGE MESSAGEMessage received is rarely sender intended!THE COMMUNICATION PROCESS

SENDERKnowledge Skill Attitude Social-cultural system MESSAGE Content Codes/symbols DISTORTION APPREHENSION Undue tension and anxiety about oral/written or both RECEIVERPrejudices Perceptual skills Knowledge Attention span Attitude Social-culture Accent CHANNEL THE COMMUNICATION PROCESS

THE DISTORTION FACTORS...Choice of symbols Content The channelPrejudicesAt sender point: Knowledge Cultural backgroundSkill Perceptions Attitude Through the medium: Visual Written reportsOralE-MailWhilst Encoding & Decoding: RetranslationAt receiver point: Knowledge Cultural backgroundSkill Perceptions Attitude Knowledge Perception Attention plan

CHOICE OF CHANNEL CONTD. The rich! The poor! The richest channelFace to face It transmits the maximum amount of information Words Intonations Posture Immediate feedback Facial expressions Personal touchGestures The poorest channel Bulletins Impersonal written media This is the poorest form !

CHANNEL CHOICE DEPENDS ONThe message Complexity Urgency Its importance Formal or informal Intimacy Anxiety Fear Your emotional expression QUALITY TRANSMISSION DEPENDS ONSkill Attitude Knowledge The social cultural system

Pitch

VOLUME

Tone & Tune

Pace

Vary it

Keep it up !A flat tone puts people to z z z z zA mumbling deliverymakes you seem unsure

Turn up the amplitude dB and frequency HzVOICE

VOICE Speak too softly Swallow your words Running out of breath Audible pausesSpeak too rapidly Unwavering voice tone W H I S P E R Umms Errs WellWhat I mean isTHE DONTS

ACTIVITYStarting with MondayRecite the days of the week aloud

Starting with January Recite the months of the year Inject as much colour as you can

Monday Tuesday WEDNESDAY Thursday FridaySATurdaySUNDAY> Speak louder < Speak softly // Long pause / Short pause Emphasise the point

AlertnessExpressionsNaturalnessPleasantnessDistinctnessA good voice...

Alertness: Show that you are wide awake, ready to help Expressions: Talk at a moderate rate and volume, but vary the tone in your voice. This will add up to what you say.Naturalness: Use simple language. Avoid technical terms (jargon) and slang.Pleasantness: Put a smile in your voice and sound welcoming Distinctness: Speak clearly and concisely Send a positive attitude by the SOUND OF YOUR VOICEQualities of a good voice

Articulation Clarity Warmth Friendliness Courtesy Charm Persuasiveness USING THE SPOKEN VOICE: THE CRITERIA

USING THE VOICE FOR IMPACT The 4 Ps

Project your voice Pronounce carefullyPause frequently Pace varied

MERK

Modulate the tone Emphasise certain parts Repeat key words Keep eyes away from notes

ACTIVITY...How would you invite someoneWho you dont like?You disagree with? Whos boring?Whos interesting?

COMMUNICATIONS BARRIERS AND MEDIUMS

RESPONSIBILITYPOSTPLANPREPAREMESSAGE DELIVERMESSAGE MESSAGE ANDPersonal Organisational Step 5The acid test Step 1Communication effectiveness EFFECTIVE COMMUNICATION MODELCommunication options Step 2Communication process Step 3Step 4Listening

LISTENING

ACTIVITYTHE CHINESE WHISPER

A Road Accident!A car was travelling from Delhi to Agra. A bus was coming from the opposite direction. The bus hit a culvert and then the car on its right side. The car wen off the road and hit a electric pole. The driver fractured his left leg. The bus hit a truck coming from the other side. The bus driver died on the spot. The truck driver was rushed to hospital.

+-ve listening ve listening Or

Writing 9%Listening 40%Talking 35%Reading 16%LISTENING-THE MOST IMPORTANT Most often used for learningMore than reading, writing or speaking

Writing 9%- 12 years of trainingListening 40%-0-1/2 years of training Talking 35%-1-2 years of training Reading 16%- 6-8 years of training LISTENING We receive almost no formal training in how to listen

THREE LEVELS OF LISTENING Empathetic listening Hearing the wordsTuning in and tuning out

LEVEL 1 OF LISTENING Listen in spurtsSomewhat aware Pays attention to self Listens, no response Fakes attention Thinks about unrelated matters Makes judgements Forms rebuttals or prepares advice Thinks of what she wants to say nextDisplays a blank stareWants to talk not listen Tuning in and tuning out

Stays at the surface level of communication Makes little effort to understand what the speaker really means Listens logically Listens with concern about content but not feeling Remains emotionally detached Leads to dangerous misunderstandings because listener is only barely concentrating on what is said. Appears to be really listening LEVEL 2 OF LISTENING Hearing the words

Conveys listening ability both verbally and non verballyDoes not judge the talker Puts self in the other persons place Is caring Tries to see things from the others point of view Is aware Is in this moment Pays attention to the persons total communication, including body language Suspends own thoughts and feelings and listens completely Listens from the heart LEVEL 3 OF LISTENING Empathetic listening

What is your most common level of listening ?______________________________________________________________________________________________________________________________________What can you do to improve your listening?______________________________________________________________________________________________________________________________________THREE LEVELS OF LISTENING-ACTIVITY How often do you listen at level 1?_____________________________________________________________________________________________________________________________________When?_____________________________________________________________________________________________________________________________________

LISTENING ON THE WIDE BAND

ACTIVE LISTENINGWhats in a name?You meet a person Why do you forget his name?Distraction wondering what sort of person he is

Physically attractive or unappealing Bright or unintelligent Interesting or dull Likes us or not Attracted to us or not These messages distract Distraction prevents you from remembering Introduced only moments agoAnd you forget his name

LISTENING When I ask you to listen to meAnd you start giving adviceYou have not done what I asked.

When I asked you to listen to me And you begin to tell me why I shouldnt feel that way,You are tramping my feelings.

When I asked you to listen to me And you feel you have to do something to solve my problem,You have failed me-strange that may seem.

Listen! All I asked was that you listenNot talk or do-just hear me.Advice is cheap

Perhaps Thats why prayer works,Because God is mute, and He doesnt yellBut he DOES listen!

SoPlease listen and just hear me.And if you want to talk, wait a minute for your turnAnd Ill listen to you.LISTENING

LISTENING ASSESSMENT EXERCISE Your colleague is speaking to you. He requires a response. Tick the response that comes closer to what you would say in the situation.You are not looking for right response or how you would like to respond, but how you would, in fact, respond to people in these situations.

.I dont know what Im going to do. Im making all kinds of mistakes, and I know my boss is unhappy with me. Hes already shouted at me twice.a) Why do you make mistakes?b) Why dont you tell your boss how you feel?c) Its unpleasant to have someone shout at you when you make mistakesd) Perhaps you boss has good reason to shout at you. You should do something about making so many mistakes.

.The company policy is supposed to be to hire from within the company. And now I find out that this new guy is coming in to replace my boss. I had my eyes on that job; Ive been working hard for it. I know I could prove myself if I had a chance. Well, if thats what they think of me, perhaps Im not wanted. a.)It can be disappointing when the company seems to have forgotten about you hiring outside the company, especially when you put a lot of hard work into your job.b.) )May be your qualifications dont compare with those of the new man.c) I would make sure they know your view and let them know your interest in advance.d) )Did they discuss it with you at all?

.My superior often makes mistakes and has me handle the situation for him. This way he avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault, you should watch for these mistakes, but they are really his errors.a.) I wouldnt let anybody treat me in that way.b.) You deeply resent the way your boss passes the blame to you for his mistakes, but youre not sure what exactly you should do about it.c) What kinds of mistakes does he ask you to cover up?

.My superior often makes mistakes and has me handle the situation for him. This way he avoids confronting the issue directly. To add insult to injury, he says to me, Its your fault, you should watch for these mistakes, but they are really his errors.a.) I wouldnt let anybody treat me in that way.b.) )You deeply resent the way your boss passes the blame to you for his mistakes, but youre not sure what exactly you should do about it.c.) What kinds of mistakes does he ask you to cover up?

.It happens every time the manager appears in my department. He just takes over as if I werent there. When he does something he doesnt like, he tells the employee what to do and how to do it. The employee gets confused, I get upset and finally he leaves. Im responsible to him, so what can I do?a.) You should discuss your problems with your boss.b.) When did this start to happen?c,) The boss must be the boss, I suppose, and we all have to learn to live with it.d.) It upsets you that your manager takes over and gives conflicting directions. Youre not sure what would be the best way to confront him, on this matter.

HEARING VS. LISTENING Whats the difference?

Hearing is

Listening is

A purely physical function

A mental and emotional experience

uses logic and feelings

A simple activity

you just hear sounds

A complex activity

requires analysis, interpretation, translation

Automatic; doesnt take effort

requires dedicated effort attention and long-term concentration

A natural function

unless hearing is impaired

A learned skill

can take in all sounds combined

isolates sounds, looks for specific meanings and ideas

Easy

can be difficult and tiring

everyone who can, hears

few people are excellent listeners

A prerequisite for listening.

It has no intrinsic value

listener enjoys whats being said. He gets valuable information from it

yields personal and career benefits

Its not about what you say Its about how you say it !

Hear what the prospect is sayingNot just what he says

The same words but with a change in your voice inflection you can make those 8 words say different things

So Did you? Hear what the prospect is sayingAnd Not just what he said

One sentence The same 8 words can mean 8 different things !

I did not say he stole the moneyThats a simple factual statement

I did not say he stole the moneyImplies that it was said, but by someone else

I did not say he stole the moneyA vigorous denial that you said it !

I did not saayy he stole the moneyHints that you might have implied it But you did not say it

I did not say he stole the moneyImplies that someone other than the accused stole the money

I did not say he stole the moneyYou hint that the accused might have borrowed the money but he didnt actually steal it!

I did not say he stole the moneyImplies that he might have stolen some money but not the money

I did not say he stole the moneySuggest that he might have stolen something but certainly not the money !

SOME TIPS... Always follow the order Hear, Understand, interpret and respondDont jump from Hear to Respond

Focus on understanding someones meaning Formulate your response only thereafter.

Avoid interrupting people.Wait until they have finished making their point

Ask open-ended questions Draw out the persons thoughts and feelings Use phrases beginning with what, how, explain.

Attend to the feelings and the content of the message.

Avoid close-ended questions Answered with a yes or a no

Use your knowledge of non-verbal behaviour.Assess the persons feelings

Sit or stand squarely facing the other person. Lean forward to show interest.

Look and be interested.SOME TIPS...

WHY SHOULD YOU LISTEN?Learn Win friends Solve problems Resolve disagreementsBetter work and more cooperation Make better decisions Help you perform better Prevent potential trouble Time to think Convey:I love you, I respect you, I accept you, You are important

Nature has intended us to listen twice as much we talk

Not just hearing Resist distractions Suspend judgement See the customers point of view Understand the customers feelings Show that you are listening Remember what the customer says

Maintain eye contact Be in receptive posture. Lean forward.Stop talking! No interruptions. Put the talker at easeLook and act interestedDo not criticiseEmpathise Ask questions Have patience ParaphraseGood listening tips...

Listen. Ask questions. Restate. Understanding skills help you see the customers point of view We need to understand before we provide help

RED BUTTON Strong emotions. They are barriers. If you areAngry Anxious Upset It will tie your tongue and block your ears This is the red button effect It triggers an emotional reaction A powerful reaction. A reaction which overwhelms you.

GREEN FLAGFlattery! It appeals. The WIIFM factor An emotional trap! People will Praise you Complement you FlatteryIt will lower your defense guard Make you misinterpret the communication

Postpone listening to emotionally charged messages. Calm down!

DISMISSIVE LISTENING Make up your mind What is the other person trying to sayYou pay attention only to informationInformation which confirms your impression You dismiss everything else as irrelevant

JUDGMENTAL LISTENING You pass judgement on somebodys message much before it has been said Judgmental listening it prompts us to fit people into convenient pigeon holes

DIAGNOSTIC LISTENING Identify True feelings Motives Needs

Pay attention toVoice tone Expressions Gestures Postures

Use the PIN approach P Focus on the PositiveI Focus on the InterestingN Negative aspects only come last

Repeat what you have just heard Reconfirm what you have understood

It will avoid errors Clarifies implications

REFLECTIVE LISTENING

Put yourself in the other persons shoes

EMPHATIC LISTENING

Empathy Put yourself in the customers shoes

Empathy It is an action of understanding

Empathy It is being aware of

Empathy It is being sensitive to

Your empathy: Express it !Let them know You hear and understand their feelingsExpress feelings when the customer is frustrated or anxious Paraphrase customer concerns Demonstrate a focus on the customers problem

Use phrases like I understandI am sorry that youI would be frustrated too if

When expressing empathyThe Feel Felt Found Method Say I understand that you feel frustrated, angry etc.I felt that way when I was in a similar situationI found that if you (start directing the customer to a solution)Empathy does not meanAgreeing with the customers opinionApologising for yourself Giving customers whatever they want.

When expressing empathyThe Feedback Method Ask the customer for a feedbackExample: How does that answer your questions?Hows that going?Is that clear?Are you familiar with that?Have you done this before?Any questions about what we talked so far?

IMPACT OF FEEDBACK Negative and positive feedback will result inDEFENSIVE Denial Rationalisation Projection DisplacementQuick acceptance Withdrawal Aggression Humour Competition with authority Cynicism Intellectualisation GeneralisationPairing CONFRONTING Owning Self-analysis Empathy Exploration Data collection Expressing feelings Help seeking Concern Listening Positive critical attitude Sharing concern Experimenting Relating to group Results in a Results in anconflicted self integrated self

THE BARRIERS...# 1 Your message contains errors Pronunciation of words Wrong usage of the word Improper understanding of the facts

These can significantly alter your intended message

# 2 Your message contains ambiguitiesWords have more than one meaning

Some typical newspaper headlines

George Fernandes flies back to frontDoes George Fernandes know how to fly!Can he fly back to front!

American tourist criticalIf the American had been critically injured He would not have been critical, he would be furious!

# 3 Messages is misinterpreted It is not so much the words which lead to message misinterpretation It is the context in which it is spoken

# 4 Message is misunderstood You incorrectly assume that your listener has knowledge of a vital piece of information. Lacking this information they can not understand your instructions.

# 5 Key points are forgotten What you say first and what you say last gets most remembered. Key points in the middle get lost.

# 6 Message interpretation Listeners hear not what was said but what they thought was said. Their experiences, backgrounds, biases and emotional state influences their ability to interpret.

THE BARRIERS...

Finally

COMMUNICATION & REMEMBERANCE