Page 103 - Communication in Organizations Basic Skills and Conversation Models

Communication in organizations 92

Very often customers will have objections and salespersons would do well to anticipate
some of them in advance and think of answers, keeping to the following order: buying
arguments—objections—counterarguments. By starting with the buying arguments they
can already solve some of the customer’s objections. Moreover, in the case of an
unexpected objection, they gain time to think about their answer to it. Of course they will
need to announce that they would like to rediscuss objections at a later stage.
When the arsenal of arguments, objections and counterarguments has been depleted,
the decision-making phase has arrived. Sometimes the arguments will be repeated
because the customer is still hesitating. Sometimes the customer may be convinced of the
quality of the offered product or service and decide immediately. Unfortunately, it also
sometimes happens that the customer is not satisfied and prefers to deal with another
company—but that is the life of a salesperson.

Decision-making phase
In some selling situations customers will take the initiative to move on to the decision-
making phase. The salespersons can also initiate the decision phase themselves by giving
a summary of what has been discussed so far. At this stage they will be hoping to hear the
customer’s decision and trying to find out whether they are willing to buy or not. Often a
small sentence such as ‘What do you think?’ will be necessary to get an answer.
If customers keep hesitating salespersons can make use of an ending technique.
Korswagen (1987) mentions the isolation technique and advantages-disadvantages
reasoning. We emphasize that both techniques should be used to get clarity and not to
manipulate the customer.
The isolation technique is a way to reduce the customer’s hesitations to some concrete
points. Customers may sometimes be confused by the sheer volume of information. A
clear ordering may give them a better view of the arguments in favour or against the
purchase. Salespersons summarize the points that the customers agree with and ask for
their approval. Then they mention the points causing hesitation and also ask for approval.
The customer’s hesitancy can therefore be reduced to one or two issues that can
sometimes be clearly put aside by the salespersons.
In advantages-disadvantages reasoning, salespersons take the initiative clearly to
compare the advantages with the disadvantages. They write the arguments for buying or
accepting the offer below each other on a piece of paper and ask the customer to write the
counterarguments next to them. Salespersons can now focus on the counterarguments that
remain.
The end of the sales interview is drawing close. There are three ways in which the
interview can be ended:
• the customer decides not to accept the offer
• the customer wants more time, extra information or another interview
• the customer accepts the offer or gives the assignment.

In the first case, if despite all their efforts salespersons have not achieved any direct
results, it is important that they part from the customer on good terms. The relationship
needs to be continued. Maybe they might be able to offer each other something at a later
stage. Both are representatives of the organizations for which they work. The image of