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62 Cards in this Set
- Front
- Back
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Identify the definition of consultative selling |
The process of exploring needs and demonstrating what is available to address them |
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Identify the definition of a need |
A desire to achieve or change something |
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Identify the basic flow of every consultative recruiting conversation |
Build rapport & listen with purpose (immediately and ongoing), engage, explore, enable, gain commitment, respond to objections or disinterest (at any point) |
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Identify the two types of skills for success in MC3 |
Communication skills and consultative selling skills |
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Identify the two effective communication skills used in MC3 |
Build rapport and listen with a purpose |
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Identify the definition of build rapport |
Develop a relationship through interpersonal skills |
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Identify why to build rapport |
To facilitate trust and an honest exchange of information |
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Identify when to build rapport |
Immediately and ongoing in any interaction |
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Identify how to build rapport |
Demonstrate Corps Values, find common ground and Match and Mirror |
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Identify potential wrong turns regarding build rapport |
Inappropriate words, humor, sexual references, intimidation, sounding robotic |
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Identify the definition of listen with purpose |
Focusing attention to gather information and build relationships |
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Identify why to listen with purpose |
To ensure understanding |
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Identify when to listen with purpose |
Immediately and ongoing in any interaction |
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Demonstrate how to listen with purpose |
Listen to understand, Listen for facts and feelings, Listen to build trust and observe body language |
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Identify how to listen to what a person is saying |
Use open questions to clarify what a person is saying and use a closed question to confirm your understanding |
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Identify potential wrong turns regarding listing with purpose |
Physical distractions, personal biases, snap judgments and thinking ahead about what to say next |
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Identify the definition of engage |
Opening the conversation |
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Identify why to engage |
To align on an agenda and the value of the conversation |
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Identify when to engage |
When it's appropriate to start a consultative conversation |
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Demonstrate how to engage |
Transition to business, state the agenda and its value and test for yes |
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Identify how to transition to business |
Use a positioning statement to let the person you're speaking with know your overall purpose, or that you are moving onto a new recruiting conversation or changing to a new topic |
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Identify the importance of stating the value of your agenda |
This provides information about why the conversation will be valuable to the other person |
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Identify potential wrong turns regarding engaging |
Sounding robotic and engaging without rapport |
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Identify the importance of testing for yes |
This ensures that the person you are speaking with agrees to what's been said and is ready to move forward |
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Identify the definition of explore |
Asking questions to identify needs and motivators |
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Identify the definition of a motivator |
A force that can drive a need to include circumstances, feelings and goals |
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Identify the definition of priority needs |
Needs that are powerful enough to drive action |
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Identify why to explore |
To gain a comprehensive shared understanding of needs and motivators |
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Identify when to explore |
when you need to understand what someone needs and why they want it |
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Demonstrate how to explore |
Use questions to explore needs and motivators, reflect needs and motivators and test for yes |
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Identify what are open questions |
Questions that allow you to gather information, encourage information sharing and usually begin with phrases like: "how do you feel about", "why is that important" |
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Identify what are closed questions |
Questions that allow you to confirm your understanding of motivators or needs, typically limit responses to yes/no, obtain measurable facts, or a choice among options you give |
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Identify the definition of need clues |
Need clues include words or phrases that demonstrate a desire to achieve or change something "I want" or "I need", "I would like to" |
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Identify what is comprehensive and shared understanding |
Comprehensive- you understand all the needs and motivators and priority needs Shared- your understanding matches the other person's |
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Identify potential wrong turns in regards to exploring |
Too many closed questions, blind/random questions and talking more than asking |
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Identify the definition of enable |
Addressing the needs and motivators with the Marine Corps features and benefits |
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Identify the definition of a feature |
A feature is an identifiable characteristic of an organization or product |
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Identify the definition of a benefit |
The specific value a feature provides to a person |
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Identify why to enable |
To demonstrate how the Marine Corps can create the desired change |
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Identify when to enable |
When you fully understand a need and have a way to address it |
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Demonstrate how to enable |
Align with the need, demonstrate how relevant features and benefits meet the need and test for yes |
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Identify wrong turns in regards to enable |
Features without benefits, dump trucking irrelevant features and benefits |
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Identify the definition of gain commitment |
Obtaining the most aggressive commitment possible |
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Identify why to gain commitment |
To move the process forward |
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Identify when to gain commitment |
When you have successfully enabled and believe there is a willingness to commit |
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Demonstrate how to gain commitment |
Summarize priority benefits, ask for a commitment, state next steps and test for yes |
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Identify potential wrong turns in regards to gain commitment |
Rehashing the whole conversation, summarize features not benefits, asking for an easy commitment, introducing new information |
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Demonstrate maintain commitment |
Provide collaterals, refer to websites and prepare the applicant to speak to parents and other influencers |
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Demonstrate how to respond to refusal |
Ask questions to understand the refusal, restart the conversation if appropriate or, respect the refusal and preserve the relationship |
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Identity from the list what is meant by aggressive commitment |
A commitment that stretches the farthest while still being appropriate to the conversation |
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Identify the definition of respond to objections |
Responding to objections in a way that resolves them |
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Identify why to respond to objections |
To fully inform and to keep the sales process moving forward |
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Identify when to respond to objections |
Anytime in the process that an objection comes up |
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Demonstrate how to respond to objections |
Ask questions to understand the objection, respect it, address it and test for yes |
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Identify potential wrong turns in regards to respond to objections |
Not understanding the objection before trying to respond to it, trying to tip the scales with the wrong benefits and arguing |
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Identify the definition of respond to disinterest |
Gaining agreement to have a conversation with someone who is disinterested |
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Identify the factors that cause disinterest |
The person may be content with current circumstances or have future plans that are satisfactory, they may have made other decisions they believe eliminate any reason to talk to you, and/or their motivators are not currently strong enough to drive a priority need or to move them to action |
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Identify why to respond to disinterest |
To motivate someone who is not interested in a conversation |
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Identify when to respond to disinterest |
When the desire to achieve or change something is not apparent |
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Demonstrate how to respond to disinterest |
Ask questions to understand the disinterest, respect it, state the value of continuing the conversation, test for yes and explore |
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Identify the importance of future impact questions |
This helps the person envision the future in a way that creates interest |
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Identify potential wrong turns in regards to respond to disinterest |
Letting disinterest end a conversation, agreeing with the disinterest, and ignoring it |
