What I learned
From the interview, I learned that a good last impression is significant. The end of an interview provides the buyer with a sticking image on the company. In essence, it helps the buyer in making rational decisions on whether to purchase the product or not. Therefore, it becomes the last chance to influence the buyer’s perception. I can also use an excellent closure to cover up for mistakes made at the beginning of the interview. A strong closing statement also gives one a chance to show professionalism and poise. It is a way I can use to reiterate my interest in the company as a salesman.
It is essential, not just to ask common questions but useful questions to increase sales. I spent much time answering the question which did not allocate me enough time to discover my prospect. To press individual emotional hot buttons of a consumer, some questions need to take centre stage. This can later result in a sale. Since many people want to be heard and understood, I learned that it is essential to focus on their problem and my prospects through questions. It is also vital to find as much information as possible about a consumer’s problem.
It easy to miss a fundamental trick while promoting a product. As a representative of the company, I could not convince a prospective customer that we are the best choice against other competition. It is essential, therefore, to create a unique outlook to beat the competition. Because there are lots of companies with the same products, there is a need to convince them that we are the best. I realized from the interview that some people will always want to know our unique selling propositions.
How I can improve
The secret to the successful closing technique in an interview is planning. It involves more preparations before the interview. I learned that as the interview draws near to the end, it is important to interject a closing statement. I noted that I also have to fight the challenge of sticking the right balance without sounding forced and carefully matching my closing words or even my behaviour to the position I hold. If I have to improve on this, then I have to express confidence without showing any aggressive behaviour; both at the beginning and during the last moment.
I hardly ask questions because I lay more emphasis on selling and not helping the buyer. Asking questions at the right time and about the right product will be part of my routine. My prospects are not the answers to my problems, so I will not push them lest they resist. I will instead leave it to the buyer to think about the consequences of not buying my product by generating an open-ended question related to that—more of ‘what if’ questions can also help me improve on this incompetence.
When it comes to the uniqueness of my company, it depends on what customers perceive to be unique. Enough market research will help me identify factors about my company that meet their needs and solve their challenges. I represent my company, and wherever I go to sell or promote our products, competitors must get to know why it is us that sell more and not them. My plan also involves practising the use of words such as better, more reliable and faster to create a more compelling angle.