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BRC 1-16 > MC3 > Flashcards

MC3 Flashcards

1
Q

Consultative Selling

A

The process of exploring needs and demonstrating what is available to address them

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2
Q

Need

A

A desire to achieve or change something

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3
Q

Basic flow of every Consultative Recruiting Conversation

A
  • Build Rapport & Listen with Purpose (immediately and ongoing throughout every interaction)
  • Engage
  • Explore
  • Enable
  • Gain Commitment
  • Respond to Objections and Disinterest (at any point of the conversation)
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4
Q

What are the 2 types of skills for success in MC3?

A
  1. Effective Communications Skills

2. Consultative Selling Skills

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5
Q

What are the 2 Effective Communications Skills?

A
  1. Build Rapport

2. Listen w/Purpose

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6
Q

Define Build Rapport

A

Developing a relationship through interpersonal skills

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7
Q

Why Build Rapport?

A

To facilitate trust and honest exchange of information

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8
Q

When to Build Rapport?

A

Immediately and ongoing in any interactions.

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9
Q

How to Build Rapport?

A
  1. Demonstrate Corps Values
  2. Find Common Ground
  3. Match & Mirror
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10
Q

What are potential “Wrong Turns” in regards to Build Rapport?

A
  1. In appropriate Words
  2. Humor
  3. Sexual References
  4. Intimidation
  5. Sounding “Robotic”
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11
Q

Define Listen w/Purpose

A

Focusing attention to gather information and build relationships

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12
Q

Why Listen w/Purpose?

A

To ensure understanding

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13
Q

When to Listen w/Purpose?

A

Immediately and ongoing in any interaction

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14
Q

How to Listen w/Purpose?

A

Listen to Understand, listen for Facts and Feelings, Listen to Build Trust and Observe Body Language.

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15
Q

How to listen to understand what a person is saying?

A

Use open questions to clarify what a person is saying and use a close question to confirm your understanding.

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16
Q

What are potential “Wrong Turns” in regards to Listening w/Purpose?

A
  • Physical distractions
  • Personal Biases
  • Snap judgements
  • Thinking ahead
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17
Q

Define Engage

A

Opening the conversation

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18
Q

Why to Engage?

A

To align on an agenda and the value of the conversation

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19
Q

When to engage?

A

When it’s appropriate to start a consultative conversation

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20
Q

How to Engage?

A
  • Transition to Business

- State the Agenda and its Value and test for YES.

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21
Q

How to Transition to Business?

A

Use a positioning statement to let the person you are speaking to with your overall purpose, or that you’re moving on to a recruiting conversations or changing to a completely new topic

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22
Q

What is the importance of stating the value of your agenda?

A

This provides information about why the conversation will be valuable to the other person.

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23
Q

What are potential “Wrong Turns” in regards to Engaging

A
  • Sounding Robotic

- Engaging without Rapport

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24
Q

Importance of Testing for Yes?

A

This ensures that the person you are speaking with agrees with what has been said and is ready to move forward.

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25
Q

Define Explore?

A

Asking questions to understand needs and motivators

26
Q

Define a motivator?

A

A force that can drive a need such as:

  • Circumstances (life situation, events, etc.)
  • Feelings (what a person care about, beliefs)
  • Goals (Assets, Accomplishments, Appearance)
27
Q

Define Priority Needs

A

Needs that are powerful enough to drive action

28
Q

Why Explore

A

To gain a comprehensive shared understanding of needs and motivators

29
Q

When to Explore?

A

When you need to understand what someone wants and why they want it

30
Q

How to Explore?

A

Use questions to Explore Needs and Motivators, Reflect on them and Test for Yes.

31
Q

Define Open Question?

A

Allow you to gather information and encourage information sharing. Usually begin with phrases like:
“How do you feel about that…”
“Why is that important…”

32
Q

Define Closed Question

A

Allows you to confirm your understanding of motivators and needs. Usually limits response to yes/no, obtains measurable facts and a choice among options you give.

33
Q

Define Need Clues?

A

Include words or phrases that demonstrate a desire to achieve or change something.

34
Q

What is mean by Comprehensive and Shared Understanding?

A

C-you understand all the needs and motivators, and priority needs
S-your understanding matches the other person’s

35
Q

What are potential “Wrong Turns” in regards to Exploring?

A
  • Too many closed questions (Open/Closed can limit the information you gain)
  • Blind/Random questions (may seem to be going nowhere, or confusing)
  • Talking more than asking (One-sided)
36
Q

Define Enable

A

Addressing needs and motivators with Marine Corps features and benefits.

37
Q

Define a feature?

A

Is an identifiable characteristic of an organization or product.

38
Q

Define a Benefit?

A

The specific value a feature provides to a person

39
Q

Why to Enable?

A

To demonstrate how the Marine Corps can create the desired change

40
Q

When to Enable?

A

When you fully understand a need and have a way to address it

41
Q

How to Enable?

A

Align with the need, Demonstrate how relevant features and benefits meet the need & Test For Yes.

42
Q

What are potential “Wrong Turns” in regards to Enable?

A
  • Features without benefits (what’s in it for me?)

- “Dump trucking” irrelevant features and benefits.

43
Q

Define Gain Commitment?

A

Obtaining the most aggressive commitment possible

44
Q

Why Gain Commitment?

A

To move the process forward

45
Q

When to Gain Commitment?

A

When you have successfully Enabled and believe there is a willingness to commit.

46
Q

How to Gain Commitment?

A

Summarize Priority Benefits, ask for a commitment, State next steps and Test For Yes.

47
Q

What are potential “Wrong Turns” in regards to Gain Commitment?

A
  • Rehash the whole conversation
  • Summarizing features not benefits.
  • Asking for an easy commitment
  • Introducing new information
48
Q

How to Maintain Commitment

A
  • Provide collaterals
  • refer to websites
  • Prepare applicant to speak to parents or other influencers
49
Q

How to Respond to Refusal?

A
  • Ask questions to understand refusal
  • Restart the conversation if appropriate,or
  • Respect the Refusal and Preserve the Relationship.
50
Q

What is meant by Aggressive Commitment?

A

A commitment that stretches the farthest while still being appropriate to the situation.

51
Q

Define Respond to Objections

A

Responding to objections in a way that resolves them

52
Q

Why to Respond to Objections?

A

To fully inform and to keep the sales process moving forward

53
Q

When to Respond to Objections?

A

Anytime in the process that an objection comes up

54
Q

How to Respond to Objections?

A
  • Ask questions to understand the objection
  • Respect the objection
  • Test for Yes
55
Q

What are potential “Wrong Turns” in regards to Respond to Objections?

A
  • Not understanding the objection before trying to respond to it
  • Trying to tip the scales with the wrong benefits
  • Arguing
56
Q

Define Respond to Disinterest?

A

Gaining agreement to have a conversation with someone who is disinterested

57
Q

Factors that cause Disinterest?

A
  • Person may be content with their current circumstances or have future plans that are satisfactory.
  • They may have made other decisions that eliminate any reason to talk to you.
  • Their motivators are not currently strong enough to drive a priority need or to move them into action.
58
Q

Why to Respond to Disinterest?

A

To motivate someone who is not interested in a conversation

59
Q

When to Respond to Disinterest?

A

When the desire to achieve of change something is not apparent

60
Q

How to Respond to Disinterest?

A

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BRC 1-16 (2 decks)

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