151 Slices
Medium 9780874259452

Strategy #17 Selling Service

Peter Garber HRD Press, Inc. PDF

Strategy #17

Relationship

+

Selling Service

1. Know the

Customer

6. What’s in a Name?

11. Understand the

Customer’s

Needs

16. Creating

Buying Habits

21. Teamwork

2. Build

Rapport

7. Selling Up,

Down, All

Around

12. Empowering

Customers

17. Selling

Service

22. Adapting to Change

3. Honesty is the

Best Policy

8. Contingency

Selling

13. Cutting

Costs

18. Full-Service

Selling

23. Beating the

Competition

4. Understand the Customer’s

Perspective

9. Creating the Need

14. Just-in-Time

Opportunities

19. Global

Approach

24. Creative

Selling

15. Pull-Through

Sales

20. Value-Added

Sales

25. Worth the Price

5. Selling the

“Sizzle”

10. Having the Latest

Technology

Performance

+

Sales Strategy

Relationship—higher

Performance—higher

The Selling Service strategy focuses highly on both relationships and performance. Conceivably, it would be possible to provide service that would satisfy the customer with only a strong relationship or a strong performance, but it would be very difficult.

Activity

This activity focuses on the service aspect of sales. You don’t necessarily have to be in the service industry to emphasize service to your customers. Everything that is sold provides a service of some kind to the customer.

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Medium 9780874259193

ACTIVITY 26: Crediting Collaboration

Peter Garber HRD Press, Inc. PDF

ACTIVITY 26:

Crediting Collaboration

Purpose

To emphasize the importance of recognizing and giving credit to those who work well together collaboratively

Description

This activity highlights the tendency of many work systems to recognize individual accomplishments and fail to reinforce collaborative efforts and even results.

Time

30 minutes

Resources

Handout 26.1

Presentation

1. Begin this activity by pointing out that often, our work systems reward only individualism and performance:

Employees may feel that their personal contributions are obscured by a group effort—that they haven’t received the credit they deserve for their collaborative efforts.

If an organization wishes to establish a system of collaborative management, it must recognize this tendency and create reinforcements for contributing to collaborative efforts.

2. Initiate a discussion concerning the difference between providing individual credit and group credit for accomplishments, and the relative importance of each, asking the group to list ways in which both types of crediting can be accomplished.

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ACTIVITY 43: Ghosts of Collaborations Past

Peter Garber HRD Press, Inc. PDF

ACTIVITY 43:

Ghosts of Collaborations Past

Purpose

To illustrate how our past experiences influence our feelings and perceptions about collaboration

Description

Participants are asked to complete a brief questionnaire concerning their past collaborative experiences.

Time

45 minutes

Resources

Handout 43.1

Presentation

1. Introduce the activity by explaining that a person’s past collaborative experiences will influence his or her perceptions and receptivity concerning collaboration today:

However, these perceptions can be changed either positively or negatively.

People may be resistant to collaboration for reasons that really are not valid in today’s work environment based on these past experiences.

Helping people understand and address these perceptions and feelings can be important to the success of collaborative initiatives today.

When introducing collaboration in an organization, a good first step is to gain a better understanding of how people feel about collaboration going in.

2. Distribute a copy of Handout 43.1 to each participant and explain that the questions are designed to help them gain a better understanding of how they may presently feel about collaboration based on their past experiences.

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Strategy #16 Creating Buying Habits

Peter Garber HRD Press, Inc. PDF

Strategy #16

Relationship

+

Creating Buying Habits

1. Know the

Customer

6. What’s in a Name?

11. Understand the

Customer’s

Needs

16. Creating

Buying Habits

21. Teamwork

2. Build

Rapport

7. Selling Up,

Down, All

Around

12. Empowering

Customers

17. Selling

Service

22. Adapting to Change

3. Honesty is the

Best Policy

8. Contingency

Selling

13. Cutting

Costs

18. Full-Service

Selling

23. Beating the

Competition

4. Understand the Customer’s

Perspective

9. Creating the Need

14. Just-in-Time

Opportunities

19. Global

Approach

24. Creative

Selling

15. Pull-Through

Sales

20. Value-Added

Sales

25. Worth the Price

5. Selling the

“Sizzle”

10. Having the Latest

Technology

Performance

Sales Strategy

Relationship—highest

Performance—higher

The positioning of this strategy on the matrix emphasizes how important relationships are to having customers continue buying from you. However, you can depend on customer loyalty to go only so far.

Backing up this loyalty must be a continued history of excellent performance.

Activity

The activity focuses on how customers develop buying habits and the influence participants can have in supporting these habits.

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Medium 9781599960722

Activity 1 How do you spend your leadership time?

Peter Garber HRD Press PDF

Activity 1

How do you spend your leadership time?

Purpose

To provide participants the opportunity to complete an assessment that helps them measure how they spend their leadership time

Description

There are many different activities that leaders must engage in on a daily basis in order to perform their jobs. Certain jobs and situations often dictate which of these activities is most important in relation to the others. One of the most important skills for a leader to master is the ability to do the right things, at the right time, in the right circumstances. Probably most leaders have never thought about developing a self-assessment of their activities to understand how they spend most of their time. By completing the following Leadership Activity Assessment, participants can get a better idea of what they are presently spending their time on and if this is the best use of their time.

Time

45 minutes

Resources

Handout 1.1

Presentation

1. Ask participants if they feel they make the best or most efficient use of their workday doing leadership activities.

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