Summary
The
primary object of the research was to identify key behaviours
and negotiation styles that distinguished consistently successful
telephone sales negotiators from that of average ones within
the same context.
The research sample consisted of an analysis of 60 pre-recorded
telephone sales calls undertaken by 22 separate negotiators.
Eight of whom were top sales people and 14 of whom were average
negotiators. To ensure an equal spread the sample was split
as follows:
• 30 top negotiator calls - split equally between calls resulting
in a sale or non sale
• 30 average negotiator calls – split equally between those
resulting in a sale or non sale
On listening to each call the negotiator was allocated a preferred
style as either “Win/lose” “lose/lose” or “win/win”.
26 separate verbal behaviours were identified and were allocated
each time they were head thought out the call. This method
of research allowed direct observation during real negotiations,
so an objective and quantifiable record could be collected
to profile how a skilled negotiator behaves. The first 2 calls
were fully transcribed and coded up and cross checked with
the behaviour analyst at Huthwaite. To ensure a:
• refinement of the behaviours before the research was undertaken
• thorough understanding of all the behaviours
• consistent, objective approach to coding throughout all
the calls.
The results were entered into SPSS and the following found:
• “Lose/lose” style negotiators were never top performers;
however, there was no correlation between “win/lose” and “win/win”
styles and success.
The 26 behaviours were clustered into behaviourial grouping
to make them meaningful and allow “t” tests to be conducted
they showed that:
• Top negotiators used significantly more:
o “Behaviour labelling” – e.g. signposting their behaviour
and the process
o “Rapport building”, - e.g. empathy, courtesy and personal
chat
o “Listening” – e.g. clarifying, summarising, linking previous
needs
o “Searching for solutions and options”. – e.g. giving price
and deal
• There was no significant difference between the top and
average negotiators in,
o “Non listening” – feature dumping
o “Negative/objection behaviour”- e.g. giving customer problems
and counter proposals. However, both average and top “win/lose”
style negotiators used these behaviours significantly more
• There was no significant difference in levels of questioning
behaviour between the two groups. However, when background
questions i.e. standard questions prompted by the computer,
were stripped out the difference became significant, with
top negotiators asking significantly more questions.
• There was no significant difference between open and closed
questions between top and average negotiators. However, “hard”
negotiators asked significantly more closed questions.
As an additional 1% sales penetration is equal to £1million
in revenue, if the appropriate behaviours can be trained and
reflected in performance management processes by the organisation,
there is a significant commercial benefit to these results.
In addition, an understanding of the styles employed by sales
negotiators and adapting “hard” styles into “principled” styles
will lead to a better brand experience for the customers and
avoid the organisation falling foul of any regulatory bodies.
Biography
With
17 years experience I have worked at board level, implementing
commercially successful business development, marketing and
sales strategies and negotiating, pitching and implementing
“big ticket” sales solutions and contracts for blue chip companies.
Operating primarily within the financial services, travel
and process consulting industries, past clients have included
companies such as Thomsons Holidays, Thomas Cook, Halifax,
Alliance and Leicester, British Rail, Virgin and NatWest.
For the last 7 years I have specialised in understanding the
behaviourial rather than procedural aspects of the “business
winning” process and now work with clients to develop tailored
learning solutions and programmes, delivering facilitated
workshops, training, development and coaching to senior consultants
and sales people operating in a global environment. Current
clients include IBM, PwC, BNP Paribas, Fortis and Lodestone
Management Consultants.
