201704010 Sales Strategies 被拒绝如何沟通 coursera的课程

最近学了Sales Strategies: Mastering the Selling Process课程，学了一个技巧，觉得不但对sales 有效，对于平时的沟通也非常有效。
教授在里面说的是面对拒绝的方法，实际上我发现对于澄清问题也非常有效。
当你被别人反对时，或者你得到了一个你不认同你需要说服的见解时。比如当你去面试，面试官对你说，我认为你不适合我们公司，如果你马上说，我其实很适合你们公司，你看我毕业后有这些经历等等的。这样别人很难被你说服。
比较好的方法是，
1 鼓励对方提更多的反对意见。
比如说，你刚刚说我不适合你们的公司，这个问题挺有意思，能具体告诉我为什么吗？
2 细化问题，用提问的方式把对方问题确认，问一下某某事情是不是就是对方要说的，他关注点是什么，他的痛点是什么。
比如问问是不是觉得我经验不够，经验不够会造成什么影响，是不是觉得我的语言能力不够，如果语言不够好是不是会和客户沟通有障碍。
3 确认问题，也就是把对方问题再重复一遍，让我重复一下你说的，你刚刚说了第一条，第二条，第三条，对不对？
我总结下你刚刚说的，你觉得第一点我经验不足，可能学习起来需要很长时间，第二点语言不足，你们的客户有很多是海外客户，可能交流起来会有问题，是这样吗？
4 应答，自己的观点或解决方案
经验不足这个是事实，不过我以前很多的实习经验都证实了我做事很靠谱，我们之前的知名教授也给我写了推荐信，证明我学习时间很快。至于语言，其实我英文一直都很好，这里是我的成绩单，书面写作一直都很好，口语很快能够加强。
5 检查，你的意见对我非常有价值，对这个问题你还有其他问题吗？我们是否可以讨论下一个问题了？
这个方法不仅仅用于反对，一般回复别人提问也可使用这种格式。
在很多TED 演讲中也是这样，观众先问一个问题，主讲者会说，谢谢你的提问，我先把你的问题重复下，你的问题是1 ，2 ，3 ，对吗，我接下来回答。
回答完之后确认，请问我的回答给了你一个满意的答复吗？
这门课程我写的另外一个笔记在这里
20170331 如何主持会议 The five elements of Running High-Impact Meetings coursera课程
https://www.douban.com/note/613695908/
英文原文见如下。
 They use a five step process, and here's what it looks like. The first thing they do when they get an objection, is encourage, that sounds totally counterintuitive. Why? I'm encouraging you to object to me, yes, that's exactly what high performers do.
They will get an objection and they will encourage. The second thing they do, is clarify, they use questions again, the power of questions. They use questions to clarify what the person is thinking, what the concerns are, how big the pain is, and not to mention, whether one handling the right objection in the first place. So, clarification is absolutely critical.
The next thing they do is they confirm. The confirm is simply active listening. So the confirm is, let me make sure I've heard you correctly. What you just said is, there's an issue with risk here, because we're very small. Did I hear you correctly? That's a confirm.
Fourth step is respond, they actually provide the answer. So, for example, if it's a budget objection, Craig they're too expensive. We like your solution, we like your team, but your too expensive? My response is might be, let's look at the return of investment. Let's look at the big picture, because it might be expensive, but if you think about the big picture, we actually think you're better off creating this win win in the long term. So, the answer is return on investment. That's the fourth step that high performers use.
And then there's the fifth and final step, and that is the check.
Check is a discipline. It's a verbal discipline, that great salespeople use. It is simply this, once we've talked about budget, and return on investment, we have this conversation, we go back and forth, my prospect might be mildly satisfied. They might have seen something they didn't see, or they're still objecting. I say to them, you know what? This has been very helpful that helped me. It's been very insightful and helpful to me to understand what's going on here. Do you have more concerns about this or can we move on? That's the check. So, high performers use these five steps, and what you'll notice is these five steps, four of them are really just listening and encouragement. You say, Craig, you know what, we like your team, we like your solution, you're just too expensive. And I look at you, step one, encourage. Tell me more about that. Tell me is it a matter of priority? Is it a matter of just the budget being allocated to other things, I'm encouraging. Second step, I'm clarifying, so I'm asking about your priorities. I'm asking about whether the budget's been allocated to other things and it's just not available this year. That might be a reality that you're facing, but I go back and forth on that stage and clarify.
to do list
我现在就是这么做的了。注意吵架的时候一定要镇定，多听听对方的观点，多询问，少说自己的观点。
20170820 如何安慰别人
https://www.douban.com/note/633996230/
201704010 Sales Strategies 被拒绝如何沟通 coursera的课程
https://www.douban.com/note/615189251/
20170331 Sales Strategies 如何主持会议 The five elements of Running High-Impact Meetings coursera课程
https://www.douban.com/note/613695908/
文章索引 index
https://www.douban.com/note/620300991