Tertiary Catalogue

This clip teaches learners about the importance of resolving problems for customers well, and the best approaches to take to resolving issues. The video also covers some useful customer complaint statistics, and how to use the 'brain see-saw' to avoid being emotional hijacked by a complaint. Show Less

Answering the telephone is a different skill to face-to-face communication. This clip elaborates on these difference and demonstrates the dos and don'ts of phone conversations. It also looks at the ways in which the internet has changed the way business communicate with customers. Show Less

Every customer has different needs, and there are some who may require additional assistance. This clips teaches learners how to better deal with these needs, how to assist customers from different cultural and linguistic backgrounds, and when to use an interpreter. Show Less

Communication skills are an essential skills for every business. This video looks at the three ways that people take in information, the three components of face-to-face communication, and how they should be used together when planning your communications. Show Less

Communication, internally and externally, is central to every aspect of a business’s strategy and operations. In this video, four different business people from the UK and Australia provide an insight into the importance of communication, different methods and evaluating them, and what makes business communication effective. The case studies make an ideal resource for students of Business. Show Less

Understanding the fundamental features of business underpins success. This video explores organisational purpose, structure and objectives through the eyes of four operators in very different Australian and UK-based business environments – Brent Novak (Flight Centre), David Joy (London Continental Railways), Colin Arnold (Grazeaway) and Lyn Cutress (Redwings Horse Sanctuary). The case studies present an engaging and insightful coverage of key areas for Business students. Show Less

Every business has its stakeholders—without them the business wouldn’t exist. In this video, four people operating in very different business environments—in Australia and the UK—talk about the influence of internal and external stakeholders and managing competing stakeholder interests. These first-hand accounts provide Business students with an excellent understanding of the role and importance of various stakeholders in business. Show Less

Chapter 1: Ask Questions Ask open questions. Keep control of the interview. Chapter 2: Research The customer. The product. The relationship. Chapter 3: Set Objectives Prepare alternatives. Look for other customers for your products. Look for other products for your customer. Show Less

Chapter 1: Closing the Sale Watch for buying signals. Ask for the order. Then keep your mouth shut. Chapter 2: Explain the Benefits Sell the benefits, not features. Relate the product to the customer's needs. Chapter 3: Meet Objections Objections can be a good sign. Make objections specific. Put them into perspective and give compensating factors. Show Less

Chapter 1: The Dictator Dictators hold strong opinions that you’re not going to change. Encourage them to talk. Don’t interrupt – let them reveal their prejudices. Their vanity can be used to close a sale. Chapter 2: The Ditherer The key to the ditherer is mental laziness – not bothering to plan things or see them through. So organise them. Listen to objections and restate them as positive requirements by saying ‘so what you’re saying is…’. The ditherer will worry about extra effort, so take the effort away from them. Chapter 3: The Ducker Duckers are anxious. They don’t want to take responsibility for making a decision. So test their objections by side stepping them – it will help you uncover any real hidden objections. Use their anxiety and sell them on the risks of not buying. Show Less

Chapter 1: Being a Consultant When you’re selling a service rather than a product, it’s even more important to build confidence and trust with your client. Try to identify their uncertainties, and help remove them through information and advice. Chapter 2: Being a Problem Solver When things aren’t working out, take time and identify the client’s real problem. Then help solve it by providing the means and taking the right action. People always remember good advice, even if it doesn’t lead to an immediate sale. Chapter 3: Being a Business Partner When you’re developing a relationship with a client, identify the mutual benefits arising from the relationship. Look for opportunities to join the client in a long-term professional alliance. Show Less

Chapter 1: Keep Trying Know what you’re going to say when you close – prepare your closes. If your first close fails, use recovery lines to get back on track. Persist by chasing up opportunities, expanding offers and keep the door open to new business. Chapter 2: Think Bigger When closing, be a salesperson, not a collecting agent. Widen your horizons and look for the upsell opportunities. Think of all the positive reasons the client should say yes. Chapter 3: Ask for the Order Try for an early close. It could save your time or teach you more about the customer’s needs. Build an agreement staircase towards closing the deal. Then use silence – let the customer speak first. Show Less

Chapter 1: Three Charms; But Four Alarms. If you don’t have enough arguments to support your case you risk coming across as half-hearted. But too many arguments can actually undermine your success. Remember: three claims will charm, but four can alarm! Chapter 2: Admit Your Weakness Demonstrate trustworthiness by acknowledging a small weakness in your proposal. People are more likely to say ‘Yes’ to those they see as trustworthy and credible. So admit your weakness at the start of your pitch, not at the end. And immediately counter it with your strongest argument. Chapter 3: Get Introduced The way you’re introduced often matters more than the idea you are introducing.Ensure that the people you wish to influence know about your qualifications and experience. But avoid coming across like a boaster by asking a colleague or another customer to introduce you. Chapter 4: Always Ask..."Compared to What?" People rely on comparisons to determine how attractive an option is. What people experience first has an important influence over their evaluation of the next thing they see. Be sure to tell people about the alternatives that are not quite right for them, before making your recommendation. Show Less

Chapter 1: Highlight Similarities First People prefer to be persuaded by people who are like them and who do like them. People are much more likely to say ‘yes’ to people that they share similar backgrounds, experiences and values with. Look for genuine similarities that you share with someone before you attempt to influence them. Chapter 2: Influence through Others When people are unsure what to do they look to those around them to guide their decisions. Be sure to tell prospective customers and colleagues how other people like them have behaved. Have a range of testimonials and use the one that most closely matches the profile of your audience. Chapter 3: Use the Same Language Demonstrate greater understanding by using the same words that the person you want to influence uses. The technique is called ‘parrot-phrasing’ and it helps create feelings of similarity and understanding. Similarity and understanding increases liking and improves your subsequent influence attempts. Show Less

Chapter 1: The Home Team Advantage Negotiating in familiar surroundings can boost your confidence.But negotiating in unfamiliar surroundings (like your opponent’s office) can reduce it. One way to improve your negotiation outcomes is to suggest meeting in a neutral location. Or better still, ask people to come to you. Chapter 2: Turning 'No' into 'Yes' People are more likely to say ‘Yes’ to a smaller request immediately after they have said ‘No’ to a larger one. Make sure your first request is realistic. And make sure your subsequent request is made immediately after the rejection of your first. Chapter 3: Make the First Move All else being equal, those who make the opening offer in a negotiation end up with a better outcome than those who wait. An offer that is given first anchors a negotiation partner to that figure. When making an offer use precise rather than rounded numbers. It makes it seem like you have a strong justification for your offer. Compile a list of reasons why your ideal outcome is justified – in case your opponent beats you to the opening offer. Show Less

Chapter 1: See-Saws and Trade-Offs When you start your negotiation, pitch high. Don’t give anything away without gaining something in return – in other words, trade, don’t concede. When you’re hearing terms, don’t agree to separate parts. Chapter 2: When Things Go Wrong As negotiations come to fruition, avoid threats and ultimatums. Instead, ask what if questions to find alternatives. You’re not looking to win, you’re looking for a fair deal for both sides. Chapter 3: The Groundwork When you’re negotiating, don’t assume, ask. If you have a bottom line conflict, then look for variables. Avoid emotional negotiations – stay neutral, stick to the facts. Finally, before you make a proposal – get the whole list. Show Less

Chapter 1: The Rule of the Rare People want more of the things that seem less attainable. Focus on the features of your offer that are genuinely unique or rare. Limiting the number of options or availability signals scarcity and increases people’s motivation to take action. Chapter 2: Reduce Choice. Increase Influence. People can find the decision-making process too difficult and will often disengage if they are offered too many choices. Although it appears counter-intuitive, you can actually increase your influence by reducing rather than increasing the options you provide. When presenting to people who aren’t experts limit the choices you offer to three or four. Chapter 3: Use Loss Not Gain to Persuade Others People are generally more likely to take actions to avoid losses than they are to accrue gains. Most people find it far more painful to lose £50 than they find it pleasurable to find £50. Always communicate the benefits that your audience will potentially lose if they say no to your proposal – as much as what they stand to gain. Show Less

Chapter 1: Ask 'Who Can I Help?' People feel more obliged to give back to people who have given them something first. Before trying to influence someone ask, “How can I help this person?” You are most powerful after you are thanked for help you have provided. Avoid saying “It’s no big deal”. Instead say “I know you’d do the same for me”. Chapter 2: Ask for Help Requesters’ focus on the economic costs that people will incur if they do say ‘yes’ to them (such as their time and resources). ‘Helpers’ however are much more likely to focus on the social costs of saying ‘no’. As a result we underestimate the likelihood that people will say yes to our requests. Research shows that asking for help doesn’t weaken your power; it actually boosts it. Show Less