8 key points to build trust with the customer.

Really interested in the problem of the buyer, in his real need. This means: a real interest based on appropriate questions that allow us to understand the need to resolve, confirming assumptions through cross-questions, taking note of the data or facts that the client manifests, but also a total attention with our whole being and the non-verbal language ( "Do not look at the clock").

Show elements that make tangible or demonstrate those proposed benefits, for example, experiences with other clients. Some products require free trial times, "demos", "samplers", pilot tests, or also, citing customer names as "referents", and why not, provide names or contact details of buyers.

Comply with small agreements. Any long-term relationship is based on the sum of small agreements, for example, we can not win the client's trust if we tell him that we will send him a quote on Monday, and we do not do it until two or three days.

Search and clarify any questions. Sometimes you have the intention to answer questions, and ask at the end: any questions ?, and usually the client, to not feel silly, says he has none. But if you can ask: do you think the test / implementation / collection / billing process is according to your expectations?

Inform about the existence of other products. It may be the case that the product we are offering is not according to the real need of the client. Then we can have the freedom to say that we can not satisfy that need, but we could do another product that our company does not have. It is hoped that the contact will not be lost, because the need for our product may arise in the future.

Demonstrate real knowledge of what is offered. The greater dominion on a subject or product, produces a strong conviction in our speech, and this produces, in turn, greater credibility that is what really generates trust. Note: The conviction that we have about a product or about any topic, is noted in a strong message that is accompanied by the tone of voice and gestures.

Be sincere in recognizing what you do not know (and do not invent). Again, sincerity must prevail to the point of recognizing that there are issues that are not mastered, but you could come back soon with an answer, or bring a specialist in the subject.

And what happens when we have already delivered the product or service and it has "failures" and a satisfactory response to the client is postponed? As the hours or days pass, the customer's dissatisfaction increases, as their uncertainty grows over whether or not to receive a solution. It is preferable not to charge for this service, replace the failed product (and with a "plus" without cost) or also be honest informing the delay times, and with a formal communication acknowledging the error and the way to compensate.

Finally, if our company has a very well defined sales structure, but sellers, supervisors or managers do not seek or cultivate confidence in the entire sales process, we lose ground in commercial relationships, leaving space for another salesperson or manager of another company that may be winning over our client based on trust.

Source: www.gestiopolis.com