午啪啪夜福利无码亚洲,亚洲欧美suv精品,欧洲尺码日本尺码专线美国,老狼影院成年女人大片

1、HANDLING OBJECTIONSLearning Objectives1. Able to identify different kinds of objections.2. Learn how to use handling objections process in daily sellingWhat is Objection?It may be treated as a concern, reason, or argument towards a plan or idea.Objection is part of the Selling Process; it only refle2、cts customers concern or current limitation, which needed to be resolved before making a decision. Objection can also express as personal need go to be listened to; to be given face.There are two main ways to deal with objections. One is to reduce the opportunities of occur; the other is to handle i3、t effectively. Reducing Objection Opportunities1. Have good knowledge of customer information (business needs and personal style) to anticipate potential objections.2. In your call planning, read and practice related information:a. Promotion Description; New Product Trade Leaflet and Q&A (this will 4、help you to answer most of the questions)b. Promotion Details: raise and discuss potential questions in weekly meetingc. For specific potential objections, get manager or supervisor inputs and practice how to deal with these objections before action. “Real” and “False” ObjectionsRetailer can raise “5、real objections” and also “false objections.” The key to us is to learn how to identify and handle the real objections, not spending a lot of time attempting to answer false ones. From a practical standpoint, we should assume, at first, that every objection is an actual or real concern in the retail6、ers position. However, some concerns are more important than others.Real objection = Expressed concern is an actual/real concern from the retailers position.Example:Retailer: The problem with your plan, Mr. Chen, is margin. Its not enough.”Salesman: “Youre concerned about margin. Does anything else 7、trouble you?”Retailer: “No. The plan sounds good - except for margin.”Is the objection real? Is margin the retailers real concern? To close the sale, is it the margin objection that must be handled to the retailers satisfaction?False ObjectionsSince many sales people accept these false objections an8、d stop their efforts to make the sale, some retailers get in the habit of saying the first thing that comes into their mind. We should, therefore, to help the retailer think through and further examine his/her responses and objections so that our idea gets a fair evaluation. If our idea is good for 9、his/her business, he/she will accept it.False Objection = Expressed concern is not actual/real concern.Example: Statement like: “The package design is too dull”. “Kids do not drink that anymore”. “No-one will pay that premium price”.To identify the “real” objection and “false” objections, we need to10、 examine the concerns raised by the retailer.Process of Handling ObjectionsFour Basic Steps:1. Identify (the real objection)2. Understand3. Verify4. HandlePurpose of Steps 1 and 2 is to help you find out the Real Objection that must be handled to close the sale.Purpose of Step 3 is to assure your fi11、nding - the retailers actual/real concern and isolate it as the only remaining objection, preferably in words that you can address (e.g. profit, not margin).Purpose of Step 4 is to help close the sale by handling the real objection to meet retailer expectation.Identify (The Real Objection)STEP 1: Cl12、arify the objection by restating it; then ask for any other concerns.Example:Retailer: “The problem with your plan, Mr. Chen, is margin. Its not enough.”Salesman: “Youre concerned about margin. Does anything else trouble you?”Retailer: “No. The plan sounds good - except for margin.”Salesman: “So, yo13、ure concerned about margin. No other things trouble you?Retailer: “No nothing of importance.”So, the retailer has said that margin is the real concern, and that nothing else. Step 1 completed.But, is it safe to assume margin is the real concern? Yes, it is safe for the moment. At this point, it is a14、ll you have to work with. A more thorough examination will lead to better understanding. And, that understanding generally reveals whether or not it is the real concern.In some cases, buyers express more than one objection. So, lets look into how those situations are handled.Here is another answer f15、or Example:Retailer: “Oh! Shelving Space is also a problem”Salesman:“OK you have a concern about shelving space. Is there anything else?”Retailer: “Well, another is weather. It would be too cold for your product.”Salesman: “I see so, you also concern about the weather will have negative impact on sa16、les performance. Does anything else trouble you?”Retailer: “No.”Salesman: “Mr. Guo, youve mentioned three concerns margin, shelving space and weather impact on sales performance. Which ones the most important?”Retailer: “Well. Id have to say weather impact.”So for this situation, Step 1 has been car17、ried out. And, we know for the moment that “weather impact on sales performance” is apparently the main concern. While this objection is still too vague to attempt to answer, the purpose of Step 1 has been accomplished.Understand The ObjectionSTEP 2: To clearly understand the objection and to find o18、ut exactly what it is that must be handled to close the sale.Examples: Retailer: “Well, Id have to say weather.”Salesman: “Tell me more about that.”This will give the retailer lots of “room” to tell you more about the impact due to weather. The retailer will then offer specific information, to avoid19、 possible misunderstanding, or to give information that in some other way contributes to clarity.Retailer: “Well, Id have to say shelving space. I do not have enough room to display all the products.”Salesman: “So, the shelving space is your main concern?” This reflects your understanding. It is an 20、opportunity for the retailer to correct wrong impressions you might have.When you clarify the objection, try to turn that into something you could handle in future, for example: Price/Margin objection - we should try to turn it into profit, as you can better answer that by using the Profit Story con21、cept. For example: Salesman: “You have said the problem is price/margin. What you are really concerned about is profit, how much you can make by selling X, is that correct?”It is important that understanding of an objection dont indicate immediate disagreement by you. Remember your purpose is to gai22、n more information, not to immediately minimize or reduce the objection. If the retailer perceives your response as contradicting his statement, his natural reaction is to be defensive, thus strengthening the objection.Therefore, before the real concern is handled, the process calls for first being 23、sure that it has been accurately identified. And, that the retailer and you have a mutual understanding of it.Note: Concessions Do not begin offering concession until you have negotiated all issues, which you can reach agreement.Verify The ObjectionStep 3: To ensure both of you understand the object24、ion and have focus on the real issue. An effective way to verify your understanding of the objection is to summarize the objection from the retailers point of view. And, conclude the summary with” is that right?” Good ways to start your summary statement include:- “So what you are trying to decide i25、s why” Is that right?- “Then what you really want to know is correct?- “You seem to be asking” is it?This gets the retailers agreement that you have accurately stated his concern and allows you the opportunity to address it. You are in a sense helping the retailer to reopen his mind about his concer26、n. You are also encouraging him to listen further. If the buyer disagrees with your summary of the objection, you obviously need to learn more about his concern before proceeding.Handle The ObjectionSTEP 4: To resolve the issue, meeting retailers expectation.Handling objections satisfactorily genera27、lly requires three things. They are:- Being knowledgeable about the business: should be knowledgeable in our business, i.e. Brand information, Customer information, Trade information.- Being skillful in converting objections into benefits: Convert concern into selling point, highlight the profit sto28、ry and benefits to customer so as to overcome the concern.- Being concise: Presenting the case with just enough information and focus on account benefits. What are the most effective ways to resolve objection:- Find parallel with retailers own experience similar product/package/promotion has been su29、ccessful.- Good experience of other stores refer other stores, other towns, other cities. Who does he respect as a leader? GT outlets may look at Independent supermarket; Independent supermarket may look at Key account.- Propose test of small initial quantity to check consumer acceptance, e.g. Sales30、man: “My profit story presented was based on Qoo Peach selling 50% of Orange, lets play safe and assume it is only 20% to start that means a first order of 3 cases. Is that a better option?”- Identify urgent reaction to a program despite some concerns price increase, other competition store opening.31、CONCLUSIONFour basic steps of handling objection provide a simple but practical way to deal with Objection. At the same time, we should not afraid to face the objection. In fact, we should equip ourselves to be capable for effectively and successfully handling them. The more you practice using this 32、process, the better you will become at making sales when objections are raised.處理異議(問學(xué)員日常生活中是否經(jīng)常碰到異議, 並常試擧例)學(xué)習(xí)目標(biāo)3. 能找出真正的異議4. 學(xué)習(xí)如何處理異議甚么是異議對計劃, 建議或產(chǎn)品本身有所顧慮, 疑惑或問題而作出反對, 這就是異議.異議是銷售過程的一部份, 這只是反影客戶在作出決定前, 須解決對計劃的疑惑; 或?qū)€人意願的一種表達(dá) 所以我們要小心聆聽; 並給于尊重.如何處理異議: (問學(xué)員意見) 1. 減低異議發(fā)生的機會2. 當(dāng)異議出現(xiàn)時, 要有效地處理 減低異議發(fā)生的機會3.33、 持有良好的客戶資料(業(yè)務(wù)上的或客戶個人的), 這有助預(yù)測客戶可能提出的問題.4. 在計劃拜訪前, 熟讀有關(guān)資料. a. 如消費者活動說明; 新產(chǎn)品上市之”問與答”(這會有效地協(xié)助你解答絕大部份的問題); b. 促銷活動細(xì)則, 在推出前於例會中討論可能面對的問題, 並加以研究.c. 針對個別問題, 在出發(fā)前與經(jīng)理或主任練習(xí), 如何處理異議(問學(xué)員有效的方法, 舉例: 你的情人叫你去吃飯, 但你剛剛跟另到別的女孩吃完, 並吃得很飽, 你的答案會如何-情人會相信嗎? 信! 因沒想到你會說假話.)“真” ”假”異議客戶會提出”真異議”, 但亦會提出”假異議”, 我們最主要是學(xué)習(xí)如何找出及處理”真異議34、”, 而不是花太多時間去回答和處理”假異議”. 從實際方面說, 我們應(yīng)假設(shè)每一個由客戶提出的疑慮都是真的. 但在不同的疑慮中, 必然有一些比其它較為重要的.(嘗試舉出10個異議)真異議 = 從客戶的立場所表達(dá)出來真正/重要的疑慮.例子:客戶: “老陳, 在你提出來的建議裡, 産品的利潤是不足夠的”業(yè)務(wù)員: “你是擔(dān)心產(chǎn)品的利潤, 不知還有沒有其它?”客戶: “其它都可以-除了利潤.”這是否真的異議? 利潤是否客戶真正的疑慮? 在締結(jié)整個拜訪時, 利潤的疑慮是否一定要處理?假異議(找女生及男生各一名, 叫男生約會女生, 但女生不喜歡, 她會怎樣處理)很多時候, 業(yè)務(wù)員都會接受這些假異議而放棄推銷35、. 久而久之, 客戶便養(yǎng)成一個習(xí)慣, 他們會將腦海中突然出現(xiàn)的問題, 當(dāng)成疑慮. 而我們的責(zé)任便是”協(xié)助”客戶找出真正的疑慮, 並令我們的建議得到合理的評估 如建議對客戶有利, 他們是會接受的!.假異議 = 表達(dá)出來的疑慮並非真正的問題所在.例子:“這包裝設(shè)計太老套!” “小孩再也不喜歡喝啦!”“沒有人願意付更多的錢來買!”為了找出真正的異議, 我們需要”考驗”這些由客戶提出的疑慮.處理異議的程序處理異議4 步曲:5. 測定Identify (真異議the real objection)6. 了解Understand 7. 求証Verify 8. 處理Handle 第一及二奌是協(xié)助你找出真正的36、異議, 及異議背後的理由.第三奌是確定你的看法 找出客戶真正及最重要的疑慮, 而這疑慮是需要處理的, 並且這疑慮是你有能力去處理的(例如利潤, 而不是毛利率). 第四奌是處理疑慮 從而成功完成拜訪測定(真異議)第一步: 重覆聽到的異議, 然後問有沒有其它(如心儀對象答應(yīng)與你約會, 但你不知她喜歡甚么活動, 你會怎樣問?)例子:客戶: “老陳, 在你提出來的建議裡, 産品的利潤是不足夠的”業(yè)務(wù)員: “你是擔(dān)心產(chǎn)品的利潤, 不知還有沒有其它?”客戶: “其它都可以-除了利潤.”業(yè)務(wù)員: “你是擔(dān)心產(chǎn)品的利潤, 並沒有其它了?”客戶: “是.沒有其它.”客戶已確定利潤是真的疑慮, 沒有其它. 第一先37、步完成!但在一些情況, 客戶會提出多個的疑慮, 我們又怎樣處理.例子:客戶: “噢! 我的貨架沒有位置放你的新產(chǎn)品!”業(yè)務(wù)員: “唔.你擔(dān)心貨架的空位不足! 不知還有沒有其它?”客戶: “另外是天氣, 現(xiàn)在對飲料來說, 天氣是太冷啦!”業(yè)務(wù)員: “你同時擔(dān)心天氣太冷對飲料的表現(xiàn)有影響不知還有沒有其它”客戶: “沒有其它.”業(yè)務(wù)員: “高老闆, 你剛才提到3個疑慮.利潤, 貨架的空位及天氣, 不知那一個是最重要呢?”客戶: “唔! 我想是天氣吧!”在第一步的測定下, 我們知道在這剎那, 天氣是最重要的疑慮.了解異議(你看見一對夫婦在吵架, 你會想到甚么 為甚么會吵架, 在吵些甚么? 背後的原因)38、第二步: 清楚了解客戶提出的異議及其背後的疑慮 以便成功完成整個拜訪.例子: 客戶: “唔! 我想是天氣吧!”業(yè)務(wù)員: “可以告訴我多一奌嗎!”這樣的處理, 可給客戶更多的空間來解釋對天氣的疑慮, 同時可避開不必要的誤解客戶: “我的貨架沒有位置放你的新產(chǎn)品.”業(yè)務(wù)員: “你最擔(dān)心的是貨架的空位不足?” 這可反影你知道客戶的疑慮是甚么及給予客戶修正的機會 如你的理解不對當(dāng)你進(jìn)一步了解異議時, 應(yīng)轉(zhuǎn)變?yōu)槟憧商幚淼那闆r, 例如對價格及毛利率的疑慮, 我們應(yīng)將轉(zhuǎn)化為對利潤的疑慮, 因我們可以運用利潤故事去處理. 句子如: 業(yè)務(wù)員:”你提到對價格(或毛利率)的問題, 其實你擔(dān)心的是售賣該產(chǎn)品帶來的利潤39、, 是否這樣?”有一奌非常重要: 知道客戶的疑慮並不代表你的反對. 緊記在這一步是收集更多資料, 了解疑慮, 而非解決. 因若果客戶感到你在反對他的意見, 他將, 自然地, 更加不合作並強化異議所以, 在處理異議前, 必先準(zhǔn)確地找出雙方認(rèn)同的疑慮.註:妥協(xié)/讓步 在尋找真正疑慮的過程中, 千萬不要對未確立的疑慮作出妥協(xié)或讓步, 因這會増加你處理真正疑慮時的困難, 並且可得跌進(jìn)客戶的陷阱裡去!求証第三步: 確保雙方都了解疑慮所在, 並針對地處理. 其中一個有效的求證方法是總結(jié)對方的觀奌, 並加上確定性的句子, 例如.這樣就可以啦! 對不對.:- “你的決定是因為.對不對?”- “你真正想知道的是40、.對不對?”- “你想了解的是.是不是這樣?”這樣你可得到客戶對”疑慮”的確認(rèn), 並容許你加以處理. 而你正在協(xié)助客戶仔細(xì)分析他的疑慮, 並鼓勵客戶繼續(xù)聆聽. 另一個重奌是如果客戶反對你的總結(jié), 明顯地你必須進(jìn)一步加深了解客戶的疑慮.處理第四步: 解決問題, 令客戶滿意地接受我們的建議.處理異議所需要的:- 見識廣博: 在業(yè)務(wù)上每方面都有充份的知識, 如品牌資訉, 客戶表現(xiàn), 市場趨勢等等- 技巧純熟: 將異議轉(zhuǎn)變?yōu)橥其N重奌, 並使利益淹蓋異議- 簡明表達(dá): 用適量的資料去推銷, 不要長篇大論處理異議有效的方法- 找出客戶曾經(jīng)歷類似的經(jīng)驗 如過往新產(chǎn)品/包裝/促銷成功的經(jīng)驗.- 其它客戶成功例41、子 借用其它客戶, 城市, 國家地區(qū)的例子. 客戶以甚么作為榜樣? 一般小店可能參力考獨立超市; 而獨立超市則可能參考重要客戶.- 當(dāng)客戶不願意負(fù)上較大風(fēng)險時, 可提出較小型的測試, 確保消費者接受. 例如業(yè)務(wù)員: “我剛才分柝的利潤故事, 是基於酷兒蜜桃汁銷量可達(dá)到橙的50%, 讓我們用一個比較安全的數(shù)字, 20%橙銷量, 那就是說3箱. 這是否一個更好的建議呢?”- 突出事情的迫切性, 即使面有疑慮 如產(chǎn)品漲價, 客戶有新的競爭對手出現(xiàn).總結(jié)處理異議四步曲對我們?nèi)粘２僮魈峁┝艘粋€簡單而有效的方法, 去解決客戶的疑慮. 同時, 我們不應(yīng)害怕面對異議. 相反, 我們應(yīng)裝備自已, 從而有效的, 42、成功地處理異議. 我們愈熟練處理異議的技巧, 當(dāng)面對異議時, 我們的成功機會便愈大. 處理異議學(xué)習(xí)目標(biāo)5. 能找出真正的異議6. 學(xué)習(xí)如何處理異議甚么是異議對計劃, 建議或產(chǎn)品本身有所顧慮, 疑惑或問題而作出反對, 這就是異議.異議是銷售過程的一部份, 這只是反影客戶在作出決定前, 須解決對計劃的疑惑; 或?qū)€人意願的一種表達(dá) 所以我們要小心聆聽; 並給于尊重.如何處理異議: 3. 減低異議發(fā)生的機會4. 當(dāng)異議出現(xiàn)時, 要有效地處理 減低異議發(fā)生的機會5. 持有良好的客戶資料(業(yè)務(wù)上的或客戶個人的), 這有助預(yù)測客戶可能提出的問題.6. 在計劃拜訪前, 熟讀有關(guān)資料. a. 如消費者活動說明43、; 新產(chǎn)品上市之”問與答”(這會有效地協(xié)助你解答絕大部份的問題); b. 促銷活動細(xì)則, 在推出前於例會中討論可能面對的問題, 並加以研究.c. 針對個別問題, 在出發(fā)前與經(jīng)理或主任練習(xí), 如何處理異議“真” ”假”異議客戶會提出”真異議”, 但亦會提出”假異議”, 我們最主要是學(xué)習(xí)如何找出及處理”真異議”, 而不是花太多時間去回答和處理”假異議”. 從實際方面說, 我們應(yīng)假設(shè)每一個由客戶提出的疑慮都是真的. 但在不同的疑慮中, 必然有一些比其它較為重要的.真異議 = 從客戶的立場所表達(dá)出來真正/重要的疑慮.例子:客戶: “老陳, 在你提出來的建議裡, 産品的利潤是不足夠的”業(yè)務(wù)員: “你是擔(dān)44、心產(chǎn)品的利潤, 不知還有沒有其它?”客戶: “其它都可以-除了利潤.”這是否真的異議? 利潤是否客戶真正的疑慮? 在締結(jié)整個拜訪時, 利潤的疑慮是否一定要處理?假異議很多時候, 業(yè)務(wù)員都會接受這些假異議而放棄推銷. 久而久之, 客戶便養(yǎng)成一個習(xí)慣, 他們會將腦海中突然出現(xiàn)的問題, 當(dāng)成疑慮. 而我們的責(zé)任便是”協(xié)助”客戶找出真正的疑慮, 並令我們的建議得到合理的評估 如建議對客戶有利, 他們是會接受的!.假異議 = 表達(dá)出來的疑慮並非真正的問題所在.例子:“這包裝設(shè)計太老套!” “小孩再也不喜歡喝啦!”“沒有人願意付更多的錢來買!”為了找出真正的異議, 我們需要”考驗”這些由客戶提出的疑慮.處45、理異議的程序處理異議4 步曲:9. 測定Identify (真異議the real objection)10. 了解Understand 11. 求証Verify 12. 處理Handle 第一及二奌是協(xié)助你找出真正的異議, 及異議背後的理由.第三奌是確定你的看法 找出客戶真正及最重要的疑慮, 而這疑慮是需要處理的, 並且這疑慮是你有能力去處理的(例如利潤, 而不是毛利率). 第四奌是處理疑慮 從而成功完成拜訪測定(真異議)第一步: 重覆聽到的異議, 然後問有沒有其它例子:客戶: “老陳, 在你提出來的建議裡, 産品的利潤是不足夠的”業(yè)務(wù)員: “你是擔(dān)心產(chǎn)品的利潤, 不知還有沒有其它?”客戶:46、 “其它都可以-除了利潤.”業(yè)務(wù)員: “你是擔(dān)心產(chǎn)品的利潤, 並沒有其它了?”客戶: “是.沒有其它.”客戶已確定利潤是真的疑慮, 沒有其它. 第一先步完成!但在一些情況, 客戶會提出多個的疑慮, 我們又怎樣處理.例子:客戶: “噢! 我的貨架沒有位置放你的新產(chǎn)品!”業(yè)務(wù)員: “唔.你擔(dān)心貨架的空位不足! 不知還有沒有其它?”客戶: “另外是天氣, 現(xiàn)在對飲料來說, 天氣是太冷啦!”業(yè)務(wù)員: “你同時擔(dān)心天氣太冷對飲料的表現(xiàn)有影響不知還有沒有其它”客戶: “沒有其它.”業(yè)務(wù)員: “高老闆, 你剛才提到3個疑慮.利潤, 貨架的空位及天氣, 不知那一個是最重要呢?”客戶: “唔! 我想是天氣吧!”47、在第一步的測定下, 我們知道在這剎那, 天氣是最重要的疑慮.了解異議第二步: 清楚了解客戶提出的異議及其背後的疑慮 以便成功完成整個拜訪.例子: 客戶: “唔! 我想是天氣吧!”業(yè)務(wù)員: “可以告訴我多一奌嗎!”這樣的處理, 可給客戶更多的空間來解釋對天氣的疑慮, 同時可避開不必要的誤解客戶: “我的貨架沒有位置放你的新產(chǎn)品.”業(yè)務(wù)員: “你最擔(dān)心的是貨架的空位不足?” 這可反影你知道客戶的疑慮是甚么及給予客戶修正的機會 如你的理解不對當(dāng)你進(jìn)一步了解異議時, 應(yīng)轉(zhuǎn)變?yōu)槟憧商幚淼那闆r, 例如對價格及毛利率的疑慮, 我們應(yīng)將轉(zhuǎn)化為對利潤的疑慮, 因我們可以運用利潤故事去處理. 句子如: 業(yè)務(wù)員:”48、你提到對價格(或毛利率)的問題, 其實你擔(dān)心的是售賣該產(chǎn)品帶來的利潤, 是否這樣?”有一奌非常重要: 知道客戶的疑慮並不代表你的反對. 緊記在這一步是收集更多資料, 了解疑慮, 而非解決. 因若果客戶感到你在反對他的意見, 他將, 自然地, 更加不合作並強化異議所以, 在處理異議前, 必先準(zhǔn)確地找出雙方認(rèn)同的疑慮.註:妥協(xié)/讓步 在尋找真正疑慮的過程中, 千萬不要對未確立的疑慮作出妥協(xié)或讓步, 因這會増加你處理真正疑慮時的困難, 並且可得跌進(jìn)客戶的陷阱裡去!求証第三步: 確保雙方都了解疑慮所在, 並針對地處理. 其中一個有效的求證方法是總結(jié)對方的觀奌, 並加上確定性的句子, 例如.這樣就可以啦49、! 對不對.:- “你的決定是因為.對不對?”- “你真正想知道的是.對不對?”- “你想了解的是.是不是這樣?”這樣你可得到客戶對”疑慮”的確認(rèn), 並容許你加以處理. 而你正在協(xié)助客戶仔細(xì)分析他的疑慮, 並鼓勵客戶繼續(xù)聆聽. 另一個重奌是如果客戶反對你的總結(jié), 明顯地你必須進(jìn)一步加深了解客戶的疑慮.處理第四步: 解決問題, 令客戶滿意地接受我們的建議.處理異議所需要的:- 見識廣博: 在業(yè)務(wù)上每方面都有充份的知識, 如品牌資訉, 客戶表現(xiàn), 市場趨勢等等- 技巧純熟: 將異議轉(zhuǎn)變?yōu)橥其N重奌, 並使利益淹蓋異議- 簡明表達(dá): 用適量的資料去推銷, 不要長篇大論處理異議有效的方法- 找出客戶曾經(jīng)50、歷類似的經(jīng)驗 如過往新產(chǎn)品/包裝/促銷成功的經(jīng)驗.- 其它客戶成功例子 借用其它客戶, 城市, 國家地區(qū)的例子. 客戶以甚么作為榜樣? 一般小店可能參力考獨立超市; 而獨立超市則可能參考重要客戶.- 當(dāng)客戶不願意負(fù)上較大風(fēng)險時, 可提出較小型的測試, 確保消費者接受. 例如業(yè)務(wù)員: “我剛才分柝的利潤故事, 是基於酷兒蜜桃汁銷量可達(dá)到橙的50%, 讓我們用一個比較安全的數(shù)字, 20%橙銷量, 那就是說3箱. 這是否一個更好的建議呢?”- 突出事情的迫切性, 即使面有疑慮 如產(chǎn)品漲價, 客戶有新的競爭對手出現(xiàn).總結(jié)處理異議四步曲對我們?nèi)粘２僮魈峁┝艘粋€簡單而有效的方法, 去解決客戶的疑慮. 同時, 我們不應(yīng)害怕面對異議. 相反, 我們應(yīng)裝備自已, 從而有效的, 成功地處理異議. 我們愈熟練處理異議的技巧, 當(dāng)面對異議時, 我們的成功機會便愈大.