Sales BRC by Marine Corps Recruiters School

MARINES

Marine Corps Recruiters School SALES BRC 32-39

Table of Content BRC Number

Page:

BRC-33

BRC-34

BRC-35

BRC-36

BRC-37

BRC-38

BRC-39

STUDENT OUTLINE MARINE CORPS COMMUNICATION & CONSULTATIVE SELLING SKILLS (MC3 SEMINAR) BRC 33 LEARNING OBJECTIVES: a. TERMINAL LEARNING OBJECTIVE:

NOT REQUIRED

b. ENABLING LEARNING OBJECTIVES: (1) Without the aid of references, identify from the list below the definition of Consultative Selling, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. The process of exploring needs and demonstrating what is available to address them. (2) Without the aid of references, identify from the list below the definition of a need, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. A need is a desire to achieve or change something. (3) Without the aid of references, identify from the list below the basic flow of every Consultative Recruiting conversation, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Build Rapport & Listen with Purpose (immediately and ongoing throughout every interaction), Engage, Explore, Enable, Gain Commitment, Respond to Objections or Disinterest (at any point of the conversation). (4) Without the aid of references, identify from the list below the two types of skills required for success in MC3, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Effective Communication Skills and Consultative Selling Skills. (5) Without the aid of references, identify from the list below the two Effective Communication Skills used in MC3, in

accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Build Rapport and Listen with Purpose. (6) Without the aid of references, identify from the list below the definition of Build Rapport, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Developing a relationship through interpersonal skills. (7) Without the aid of references, identify from the list below why to Build Rapport, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. To facilitate trust and an honest exchange of information. (8) Without the aid of references, identify from the list below when to Build Rapport, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Immediately and ongoing in any interaction. (9) During a sales presentation demonstrate how to Build Rapport, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Demonstrate Corps Values, Find Common Ground and Match & Mirror. (10) Without the aid of references, identify from the list below potential Wrong Turns regarding Building Rapport, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Inappropriate words, humor, or sexual references, Intimidation, sounding “robotic”. (11) Without the aid of references, identify from the list below the definition of Listen with Purpose, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Focusing attention to gather information and build relationships.

(12) Without the aid of references, identify from the list below why to Listen with Purpose, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. To ensure understanding. (13) Without the aid of references, identify from the list below when to Listen with Purpose, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Immediately and ongoing in any interaction. (14) During a sales presentation demonstrate how to Listen with Purpose, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Listen to Understand, Listen for Facts and Feelings, Listen to Build Trust and Observe Body Language. (15) Without the aid of references, identify from the list below how to be sure you understand what a person is saying, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Use questions to clarify what you heard and Confirm your understanding. (16) Without the aid of references, identify from the list below potential Wrong Turns regarding Listening with Purpose, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Physical distractions, Personal biases, Snap judgments and Thinking ahead about what to say next. (17) Without the aid of references, identify from the list below the six Consultative Selling skills, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Engage, Explore, Enable, Gain Commitment, Respond to Objections and Respond to Disinterest.

(18) Without the aid of references, identify from the list below the definition of Engage, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Opening the conversation. (19) Without the aid of references, identify from the list below why to Engage, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. To align on an agenda and the value of the conversation. (20) Without the aid of references, identify from the list below when to Engage, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. When it’s appropriate to start a consultative conversation. (21) During a sales presentation demonstrate how to Engage, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Transition to Business, State the Agenda and its Value and Test for Yes. (22) Without the aid of references, identify from the list below how to Transition to Business, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Use a short positioning statement to communicate your overall purpose, or that you are moving on to a recruiting conversation or changing the topic. (23) Without the aid of references, identify from the list below the importance of stating the value of your agenda, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. This provides information about why the conversation will be valuable to the other person. (24) Without the aid of references, identify from the list below potential Wrong Turns regarding Engaging, in

accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Sounding robotic and engaging without rapport. (25) Without the aid of references, identify from the list below the importance of Testing for Yes, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. This ensures that the person you are speaking with agrees with what’s been said and is ready to move forward. (26) Without the aid of references, identify from the list below the definition of Explore, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Asking questions to understand needs and motivators. (27) Without the aid of references, identify from the list below the definition of a Motivator, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. A force that can drive a need, including: circumstances (a person’s life situation, events, relationships, etc.), Feelings (what matters to a person, what he or she cares about, his or her beliefs) and Goals (life objectives, usually related to assets (financial), accomplishments (things the person wants to achieve), or appearance (how the person wants to be perceived). (28) Without the aid of references, identify from the list below the definition of Priority Needs, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Needs that are powerful enough to drive action. (29) Without the aid of references, identify from the list below why to Explore, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. To gain a comprehensive shared understanding of needs and motivators.

(30) Without the aid of references, identify from the list below when to Explore, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. When you need to understand what someone wants and why they want it. (31) During a sales presentation demonstrate how to Explore, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Use Questions to Explore Needs and Motivators, Reflect Needs & Motivators and Test for Yes. (32) Without the aid of references, identify from the list below describe what is meant by Open Questions, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Questions that allow you to gather information encourage information sharing and that usually begin with phrases like: “How do you feel about,” “Why is that important,” etc. (33) Without the aid of references, identify from the list below describe what is meant by Closed Questions, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Questions that allow you to confirm your understanding, usually limit a response to yes/no, obtain measurable facts, or a choice among options you give. (34) Without the aid of references, identify from the list below the definition of Need Clues, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Need clues include words or phrases that demonstrate a desire to achieve or change something: “I want”, “I need,” “I would like to,” etc. (35) Without the aid of references, identify from the list below describe what is meant by Comprehensive and Shared Understanding, in accordance with the Marine Corps Communication and Consulting course, Participant Guide.

a. Comprehensive (you understand all the needs and motivators and the priority needs) and Shared (your understanding matches the other person’s). (36) Without the aid of references, identify from the list below the importance of understanding both the need and the motivators that drive it, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. This ensures that you understand what the person wants and why they want it. (37) Without the aid of references, identify from the list below potential Wrong Turns in regards to Exploring, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Too many closed questions (can limit the information you gain), Blind/random questions (may seem to be going nowhere or can be confusing) and Talking more than asking (one-sided, limits information exchange). (38) Without the aid of references, identify from the list below the definition of Enable, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Addressing needs and motivators with Marine Corps features and benefits. (39) Without the aid of references, identify from the list below the definition of a feature, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. A feature is an identifiable characteristic of an organization or product. (40) Without the aid of references, identify from the list below the definition of a benefit, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. A benefit is the specific value a feature provides.

(41) Without the aid of references, identify from the list below why to Enable, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. To demonstrate how the Marine Corps can create the desired change (42) Without the aid of references, identify from the list below when to Enable, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. When you have identified a need and have a way to address it. (43) During a sales presentation demonstrate how to Enable, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Align with the Need, Demonstrate How Relevant Features and Benefits Meet the Need and Test for Yes. (44) Without the aid of references, identify from the list below potential Wrong Turns in regards to Enabling, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Features without benefits (can leave the person asking: “What’s in it for me?”), “Dump trucking” irrelevant features and benefits (can overwhelm and confuse). (45) Without the aid of references, identify from the list below the definition of Gain Commitment, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Obtaining the most aggressive commitment possible. (46) Without the aid of references, identify from the list below why to Gain Commitment, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. To move the process forward.

(47) Without the aid of references, identify from the list below when to Gain Commitment, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. When you have successfully Enabled and believe there is a willingness to commit. (48) During a sales presentation demonstrate how to Gain Commitment, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Summarize Priority Benefits, Ask for a commitment, State Next Steps and Test for Yes. (49) Without the aid of references, identify from the list below potential Wrong Turns in regards to Gain Commitment, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Rehashing the whole conversation (rather than summarizing priority benefits), Summarizing features not benefits (benefits are what matter to the person) and asking for an easy commitment (don’t be afraid to ask for an aggressive commitment). (50) During a sales presentation demonstrate how to Maintain Commitment, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Provide Collaterals, Refer to Websites and Prepare the Applicant to Speak to Influencers. (51) During a sales presentation demonstrate how to Respond to Refusal, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Ask Questions to Understand the Refusal, Restart the Conversation if appropriate or, Respect the Refusal and Preserve the Relationship. (52) Without the aid of references, identify from the list below describe what is meant by “Aggressive Commitment”, in accordance with the Marine Corps Communication and Consulting course, Participant Guide.

a. A commitment that stretches the farthest while still being appropriate to the situation. (53) Without the aid of references, identify from the list below the definition of Respond to Objections, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Responding to objections in a way that resolves them. (54) Without the aid of references, identify from the list below why to Respond to Objections, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. To fully inform and to keep the sales process moving forward. (55) Without the aid of references, identify from the list below when to Respond to Objections, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Any time in the process that an objection comes up. (56) During a sales presentation and/or a performance evaluation demonstrate how to Respond to Objections, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Ask Questions to Understand the Objection, Respect the Objection, Address the Objection (Doubts it- prove it, Misunderstands it- explore the need that exists, Doesn’t want it or can’t get it- tip the scales with motivating benefits) and Test for Yes. (57) Without the aid of references, identify from the list below potential Wrong Turns in regards to Respond to Objections, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Not understanding the objection before trying to respond to it (objections are often vague or misleading at first), Trying to tip the scales with the wrong benefits (to tip the scales, the benefits need to be related to priority needs) and Arguing (never a good idea).

(58) Without the aid of references, identify from the list below the definition of Respond to Disinterest, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Gaining agreement to have a conversation with someone who is disinterested. (59) Without the aid of references, identify from the list below the factors that cause Disinterest, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. The person may be content with their current circumstances or have future plans that are satisfactory, They may have made other decisions they believe eliminate any reason to talk to you, and/or Their motivators are not currently strong enough to drive a priority need or to move them to action. (60) Without the aid of references, identify from the list below why to Respond to Disinterest, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. To motivate someone who is not interested in a conversation. (61) Without the aid of references, identify from the list below when to Respond to Disinterest, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. When the desire to achieve or change something is not apparent. (62) During a performance evaluation demonstrate how to Respond to Disinterest, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Ask Questions to Understand the Disinterest, Respect the Disinterest, State the Value of Continuing the Conversation, Test for Yes and Explore. (63) Without the aid of references, identify from the list below the importance of Future Impact Questions, in

accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. This helps the person envision the future in a way that creates interest. (64) Without the aid of references, identify from the list below potential Wrong Turns in regards to Respond to Disinterest, in accordance with the Marine Corps Communication and Consulting course, Participant Guide. a. Letting Disinterest end a conversation (a person may have needs that they don’t realize), Agreeing with the disinterest (you can respect the disinterest without agreeing with it) and Ignoring the disinterest (steamrolling over disinterest will get you nowhere).

STUDENT OUTLINE INCORPORATE BENEFIT TAGS DURING A SALES PRESENTATION BRC 34 LEARNING OBJECTIVES: a. TERMINAL LEARNING OBJECTIVES: Given a basically qualified applicant, Benefit Tags, Marine Corps Enlisted Opportunities Book, and collateral material, conduct a sales presentations performing the process of exploring needs and demonstrating what is available to address them resulting in an informed, effective decision in accordance with the Marine Corps Communication and Consulting Skills (MC3) Participant Guide, Guidebook for Recruiters Volume I, MCO P1130.76. (8411-SALES-2001) b. ENABLING LEARNING OBJECTIVES: (1) Without the aid of references, identify in writing the purpose for using the Benefit Tags during a sales presentation in accordance with the Volume 1, Guidebook for Recruiters, MCO P1130.76, 8411-SALE-2001L. (2) Without the aid of references, identify in writing the two types of Benefit Tags in accordance with the Volume 1, Guidebook for Recruiters, MCO P1130.76, 8411-SALE-2001M. (3) Without the aid of references, identify in writing the six Benefit Tags categorized as intangible tags in accordance with the Volume 1, Guidebook for Recruiters, MCO P1130.76, 8411SALE-2001N. (4) Without the aid of references, identify in writing the five Benefit Tags categorized as tangible tags in accordance with the Volume 1, Guidebook for Recruiters, MCO P1130.76, 8411SALE-2001O (5) Without the aid of references, identify in writing when to employ the Benefit Tags in accordance with the Volume 1, Guidebook for Recruiters, MCO P1130.76, 8411-SALE-2001P 1. What are the Benefit Tags: The tags are a tool that helps to uncover a prospects needs and motivators. It also ensures that you keep the applicants interest in mind. 2.

Purpose of the Benefit Tags:

a. To assist the recruiter in uncovering needs and motivators that can then be enabled with Marine Corps features and benefits. b. To maintain control of the interview by using the tags to create a framework for it. c. To give direction to the interview by focusing on what the prospect wants to talk about. d. To determine when to gain commitment and assist in summarizing priority benefits prior to gaining commitment. e. Benefit tags are also useful during telephone prospecting. The tags can serve as exploring tools for eliciting prospect interest over the phone. 3.

Two types of Benefit Tags: a. INTANGIBLE, Abstract features and characteristic such as: (1) Something intangible, especially an asset that cannot be perceived by the senses. In other words, something that you cannot touch. Things similar to courage and dedication. b. TANGIBLE, Concrete and measurable such as: (1) Something that is capable of being touched or felt. It is also something that is clearly grasped by the mind, substantial rather than imaginary.

4. The six intangible tags are abstract features unique to the Marine Corps: a. Pride of Belonging b. Leadership and Management Skills c. Self Reliance, Self Direction, and Self Discipline d. Courage, Poise, and Self-Confidence e. Professional Development and Opportunities f. Challenge

5. Specific Features of the Marine Corps you could provide for the Challenge Tag: a. Challenge Tag (General Feature) (1) Specific features: ------

Rifle range Recruit Training, Drill Instructors Military Occupational Specialty (MOS) training Advanced MOS training Professional Military Education

6. The five tangible tags are features offered by all military services: a. Technical Skills b. Physical Fitness c. Educational Opportunities d. Financial Security, Advancement, and Benefits e. Travel & Adventure 7. Specific Features of the Marine Corps you could provide for the Financial Security, Advancement & Benefits Tag: a. Financial Security, Advancement & Benefits (General Feature) (1) Specific features: -- Guaranteed Work with a steady income -- Receive regular pay raises -Retirement Benefits (TSP) -- Regular promotions -- VA loans available 8. When to employ the Benefit Tags: A recruiter develops and uses exploring skills to uncover a prospect’s needs and motivators during an interview. Benefit Tags are designed to get applicants talking and help uncover those needs and motivators. Benefit Tags will always be used to the sales interview but only after the following is achieved:

a. The prospect has passed the screening. b. Build Rapport. (1) In any sales presentation, you have to sell yourself to the prospect first. To do this you should build a high level of rapport. You accomplish this by: a. Demonstrating Corps Values. (1) The way you look, speak, carry yourself and behave. b. Find Common Ground. (2) When you make a personal connection or focus on a personâ&#x20AC;&#x2122;s Â interest. c. Match and mirror. (3) If you carefully watch people you feel comfortable around. Chances are when you lean forward they do too. REFERENCE: Volume 1, Guidebook for Recruiters, MCO P1130.76 Marine Corps Communication and Consulting Skills (MC3)

STUDENT OUTLINE REJECTION AWARENESS BRC 35 Learning Objectives: a. TERMINAL LEARNING OBJECTIVES:

NONE

b. ENABLING LEARNING OBJECTIVES:

(1) Given an applicant, Benefit Tags, a Marine Corps Enlisted Opportunities Book, and Collateral Material, respond to disinterest, to uncover applicants needs applying all aspects of marine Corps Communication and Consulting Skills (MC3 Seminar). 8411-SALE-2001H 1. What is rejection. Webster’s dictionary defines rejection as; to refuse to accept, consider or submit to. Rejection is something that every salesperson in the sales industry is faced with on a daily basis. Without rejection, there would be no need for salespeople. The bottom line is that rejection is a negative response, it’s anytime you don't get the response that you are exploring for. As a result, it tends to send you into a paralyzing state. A paralyzing state is one that keeps us from maintaining a positive mental attitude. Without a positive mental attitude, we cannot be a success on recruiting duty. Marines, we know that our success plays a major role in how successful that District, RS and RSS will be. 2. Rejection in the FMF. a. Receiving unexpected orders. (I.E.-RECRUITING DUTY) b. Long periods away from ones family. c. Not receiving an expected promotion.

d. Quality of life (i.e. living conditions, leave request denied) e. Not getting the opportunity to go to a Professional Military Education school (i.e. Cpl, Sgt, Career or Advance course) f. feeling unappreciated by your Senior Enlisted Marines or Officers. 3. Rejection that we as Marine Recruiters encounter: a. On the phone while conducting phone calls to make appointments. b. While Area canvassing trying to get leads or appointments. c. During homes visits to prospective applicants homes. d. During Gain Commitment, when we ask for a Commitment and the applicant states NO! e. During the processing phase, when an applicant is rejected due to not achieving the required ASVAB scores, an unexpected physical or medical problem, or possibly a change of heart prior to swearing in. f. When a poolee decides that he or she does not want to ship to recruit training due to a change of heart. g. At a high school or community college, when the Marine Corps is not wanted or welcomed due to past recruiting mal practices. Some schools are generally disinterested in the military service and have this perception that their school has no need for the presence of the military service in their school. h. When a girlfriend, boyfriend, spouse, or other loved one has difficulty with the applicant leaving home. Those influencers can often have an impact on the applicant’s willingness to commit. 4. Recruiting Sub-Station anywhere. RSS anywhere could be anywhere in the United States, you may visualize that it is in the RSS that you are about to be assigned to. Picture that we have two recruiters who sit next to each other in their RSS.

They recently graduated from Recruiters School and have the same recruiting skill knowledge and they have the same type of areas to recruit from. From the outside looking in, you would find they each have the very same opportunity to be successful. Why is it that one of these recruiters will go on to become a recruiter of the year and possibly get meritoriously promoted, while the other gets Relieved for Cause (RFC) for lack of productivity? 5. The two types of Mental State. The way we communicate with ourselves and others will ultimately determine the quality of our lives. What we communicate to ourselves determines our state of mind. This state of mind is what we are feeling at any moment in time. There are two different types of states, they are: a. Enabling States. I.E., Confidence, love, joy, and innerstrength. b. Paralyzing States. I.E., confusion, depression, fear, sadness. 6. The components of a mental state. The difference between those who fail to achieve their goals in life and those who succeed is that those who constantly succeed are able to keep themselves in an enabling state. An enabling state that helps supports their goals, or outcome. There are two main components of a mental state, they are: a. Internal Representations. Is derived from those people who we have modeled or have come in contact with throughout our lives. (I.E., parents, teachers, peers, mentors) b. Physiological. Is the way your body reacts when you are either in the enabling or paralyzing state. (I.E., Do you smile or do you freeze and seem to get lost) 7.

PARALYZING STATE. a. He/She sees a negative response as the end, not as an opportunity to succeed. b. He/She sees no light at the end of the tunnel. c. He/She feels helpless. d. He/She pictures himself as a failure.

e. His/Her world starts to crumble. f. He/She gives up and is on his way to being relieved from recruiting duty. 8. ENABLING STATE. a. He/She sees a negative response as an opportunity. b. He/She accepts everyday as a challenge and knows he will succeed. c. He/She feels empowered. d. He/She pictures himself as a success. e. The world is his/hers. f. He/She never gives up and is well on his way to accomplishing a successful tour as a recruiter. 8. People who have attained excellence follow a consistent formula. This is called the Ultimate Success Formula. This success formula is broken down into the following steps. a. Know your Outcome: That is to precisely define what you want. b. Take Action: You must take the types of actions you believe will create the greatest probability of producing the results you desire. c. Develop responses, to note as or farther

Sensory Acuity: To recognize the kinds of and results you are getting from your action, and quickly as possible if they are taking you closer, away from your desired outcome.

d. Develop Flexibility: To develop the flexibility to change your behavior until you achieve your desired outcome. e. Mastery of Communication: The way we communicate to ourselves and others will ultimately determine the quality of our lives. REFERENCES: Recruiters School Sales Division Anthony Robbins, "Unlimited Power"

STUDENT OUTLINE HOW TO CONDUCT A TELEPHONE CALL BRC 36 LEARNING OBJECTIVES. a. TERMINAL LEARNING OBJECTIVE. Given an objective, conduct prospecting activities to generate contacts with prospect for the purpose of setting appointments, in accordance with, Volume 1, MCO P1130.76. Guidebook for Recruiters, Marine Corps Communication and Consulting. (8411-2002) b. ENABLING LEARNING OBJECTIVES. (1) Given a scenario, conduct effective TC prospecting to generate contacts with prospects for the purpose of setting appointments, in accordance with, Volume 1, Guidebook for Recruiters, Marine Corps Communication and Consulting (MC3 Seminar). (8411-SALE-2002A) (2) Given a scenario, record results of prospecting activities, in accordance with, Volume 1, Guidebook for Recruiters, Marine Corps Communication and Consulting (MC3 Seminar). (8411-SALE-2002E) INTRODUCTION 1. A Telephone Call. Defined as the act of calling a prospect on the phone to schedule an appointment. This includes all phone calls from all types of lists and Prospect applicant cards (PAC Cards). A phone call is counted any time you dial a prospect’s number and reach someone at that number, receive no answer, or reach an answering machine. A phone call is not counted if you get a busy signal or if the line is disconnected. Additionally, a TC is not counted if an interview was already conducted within 90 days with the individual. 2. The four distinct advantages. The telephone can be your most productive and efficient prospecting tool because more prospects can be contacted directly in less time than any other prospecting tool or means. The telephone as a prospecting tool has four distinct advantages:

a. It puts you and your SNCOIC in control of your time and planning. You and your SNCOIC decide when to use or not to use the telephone. b. It is convenient. Only an S&R Book, writing material, a list, PAC Cards, and a telephone are required to prospect. c. It allows flexibility in market selection. You and your SNCOIC can quickly select and shift to whatever market you need to prospect. d. You are in control of the call. 3. The purpose of Telephone Canvassing. To make contact with the prospect and obtain an appointment. Sell the prospect on an appointment, not on the Marine Corps. Only enough information should be presented over the telephone to create an interest in the Marine Corps and the need to seek more information through an appointment. An interview to sell the Marine Corps occurs once the recruiter gets face-to-face with the prospect. 4. The degrees of effectiveness. Like most tools, the more the telephone is used, the more you will become comfortable and proficient at its use. There are four factors that will effect the degree of effectiveness and ultimately the results achieved from telephone prospecting: a. Preparation b. Planning c. Scheduling (Timing) d. Technique 5. Prepare for telephone calls. Considering the amount of prospecting that is conducted over the phone, time spent Preparing for Telephone Canvassing is absolutely necessary to succeed. Many recruiters experience "first call jitters", a feeling similar to that experienced prior to giving a presentation or speech in front of a large audience for the first time. Adequate preparation, practice, and repetition can alleviate much of this fear and uncertainty. Here are some of the following ways you should prepare them before making telephone calls: a. Review MC3.

b. Do role-plays with the SNCOIC. c. Develop and utilize a telephone script to handle the worst situations over the telephone (hostile prospects, disinterest, people hanging up, etc.). d. Start with a positive attitude or frame of mind. Consider every contact as a potential contract. e. Organize and have your supporting tools readily available: 1) Benefit tags and Marine Corps Enlisted Opportunity Book. 2) Telephone Script (Knowledge, Attitude, Skills, HabitsKash. 3) Lists. 4) S&R Book. 5) Prospect Cards (PACs, E-PPCs) 6) Blank PACs 7) Labtop 8) Call Back list/S&R Sheet f. Create a relaxed and quiet office environment that is conducive for making telephone calls; minimizes disruptions and distractions. 6.

Planning and Scheduling Telephone Calls. a. Monthly TC objectives will be assigned based on the current month's contracting mission and past activity performance. The recruiter and SNCOIC must schedule time sufficient to achieve this objective with emphasis on who and when to call. b. Develop an effective TC prospecting plan by determining the market(s) that will be prospected. For example, if your mission calls for 2 graduates and one senior, then correspondingly, telephone prospecting would be more heavily weighed and timed to the graduate market.

c. Another reason to be aware of the market is that TC prospecting techniques such as the MC3 skills of engage and explore differ from market to market. d. Plan TC prospecting from the following sources: 1) PACs 2) Lists 3) E-PPCs 4) Social Network e. You should analyze the information available on the above sources, to include a review of the S&R Book, to both determine the best time of day to call and ensure that TC prospecting does not interfere with previous commitments. 7. Telephone Techniques. Anyone can dial the phone and talk into the handle, but skill is required to produce an appointment. The best plan and schedule for TC prospecting can be devised to produce a high contact rate, but without developing and applying proper TC techniques, rarely will you be able to obtain an appointment. These are the fundamental steps for making an effective telephone call along with how to use the MC3 skill steps to respond to customer disinterest and objections a. Ensure contact is made with prospect. b. Identify yourself and service to prospect. c. Use the skill of Engage. d. Respond to Disinterest and Objections. e. Arrange logistics / Confirm logistics. f. Screen the prospect. g. Gain Commitment to the call, otherwise known as “Close the call”. 8. Record TC results on the S&R sheet. The “Activities” part of the S&R sheet is used to record the amount of effort or the

number of TCs accomplished during each day and week of the month. By comparing these numbers with the objectives establied at the beginning of the month, a recruiter can easily see if they fell short, achieved or exceeded the prospecting objectives. 9. Record TC result on the list contact sheet. Before you begin prospecting with the Contact Sheet, addresses and telephone numbers are researched for each name. The List Contact Sheet format is simple. Here is one of the rules for its use: a. Entries always start with a date and time that the prospecting activity was made: 120308/1730 – NH mother says CB at 1900 120214/1600 – Plans college at State University 10. Record TC results on a list scheduling card. Once you have finished recording your results on your List Contact Sheet, now you must record the result on your List Scheduling Card. On the List Scheduling Card you want to first annotate the date in which you made the phone calls, then you will annotate the amount that was CUM (Cumulative) SCRUBBED. Then you want to ensure that you have a set action dates for planned prospecting. 11. Screening the prospect over the phone. When screening a prospect on the phone you are trying to determine if the prospect meets the basic qualifications to join. Keep it effective, yet simple. Since time is so valuable, you must screen on the phone to make sure you set time aside for qualified prospects. Be careful not to interrogate and don't ask questions in a way that suggests a right or wrong response, (i.e. “you're not dumb enough to use marijuana are you?”). Also, keep in mind that you are at a disadvantage when screening over the phone because it makes it difficult to Listen with purpose specifically when it comes to Observing body language. We cannot observe whether or not the prospect is being truthful. Here are your basic screening questions that you must ask when screening a prospect over the phone. a. What is your full name? b. What is your Date of Birth and how old does that make you?

c. What is your place of birth to include city, county & state? d. Are you a high school senior or a high school graduate? a)

Did you receive a high school diploma?

b)Are you on track to graduate with your senior class? e. Have you ever had any police involvement to include any tickets? f. Have you ever used any illegal drugs (2 examples) to include Marijuana? g. What is your full address? h. Have you ever had Implants (2 examples) i. Have you ever worn contacts/glasses j. Have you ever had any Operations (if yes, what for, date, final outcome) k. Have you ever taken any type of Medication (if yes, what drug, date last taken, if still taking) l. Have you ever had any Broken bones (if yes, what bone, date of injury, final outcome) m. Have you ever had any Asthma or other breathing problems? n. Have you ever had any Tattoos, brandings or piercings? o. Do you have Vision in both eyes? p. What is your height and weight? q. If you were to take a Medical Physical, would there be any reason why you would not pass? r. Do you know anyone that might be interested in the Marine Corps?

12. Referrals. A recruiter must always be thinking about the next prospect and ask for referrals on the phone. The reason why this is done is to ensure that you are staying one step ahead of your competition, it also gives you a quick name and possible number of someone who also maybe interested in that area.

STUDENT OUTLINE HOW TO CONDUCT AREA CANVASSING BRC 37 LEARNING OBJECTIVES: a. TERMINAL LEARNING OBJECTIVE: Given an objective, conduct prospecting activities to generate contacts with prospect for the purpose of setting appointments, in accordance with Guidebook for Recruiters, Volume I, MCO P1130.76. (8411-2002) b. ENABLING LEARNING OBJECTIVES: (1) Given a scenario, conduct effective AC prospecting to generate contacts with prospects for the purpose of setting appointments, in accordance with Volume 1, Guidebook for Recruiters and the MPSC MC3 seminar, MCO P1130.76. (8411-Sales2002b) (2) Given a scenario, record results of prospecting activities, in accordance with Volume 1, Guidebook for Recruiters, MCO P1130.76. Volume I, MCO P1130.76. (8411-Sales2002e) 1. An Area Canvass Contact is defined as meeting likely prospects face-to-face, obtaining their names, and sufficient information for the purpose of gaining an appointment. For an area canvassing contact to count, you must: a. Have sufficient information for follow up. b. List the prospects name, address, and/or phone number on the Canvass/Referral List inside S & R book. c. Cross check prospects name against the list at the RSS/PCS to see if prospect has ever been contacted (TC,HV,OT) before. d. Getting just a name, and no additional information, is not an AC contact. 2. Preparing for Area Canvassing recruiters must familiarize themselves with their area to identify the locations that are most likely to produce area canvassing contacts, in other words, “Where do the young people hang out?” This can be done by:

a. Seeking information about lucrative AC spots from the NCOIC, poolees, and contacts. b. Taking the initiative to recon the area to identify perspective AC locations. c. Traveling any established IRT’s. d. Repeating the familiarization process for each season of the year, as youth habits and hangouts change within the season. e. The following locations are critical for area canvassing: 1) High Schools / Community Colleges. 2) Technical Training Centers. 3) Shopping Malls. 4) Community Centers. 5) Recreation Parks. 6) Fast Food Restaurants. 7) Businesses that hire young people. 8) Unemployment Offices and Job Training Centers. 9) Sporting Events / Fairs / Carnivals / Military Shows. 3. Scheduling and Planning Area Canvassing are important and must be integrated into the recruiter’s prospecting schedule. Thorough planning and scheduling ensures that ACs are effective and efficient. Here are some ideas: a. Plan area canvassing when contact is most likely. AC’s work on the street, in business locations, or at schools, provided they are done at the right time. b. Schedule AC's to fill open time between appointments and telephone canvassing. c. The amount of time spent area canvassing depends on the recruiter’s schedule and the traveling distance to AC locations.

4. Demonstrating the techniques of Area Canvassing every recruiter needs to know the basic of how to approach a prospect, but more importantly is what to do when you and the prospect are face-to-face. Here are some techniques: a. Initiate contact: The recruiter initiates contact, prospects don't usually walk up to you. You must be outgoing, approachable, positive, and confident. Build rapport by Demonstrating Corps Values, Find Common Ground, Match and Mirror and: 1) Identify yourself and service. 2) Use the skill of Engage. 3) Be prepared to Respond to Disinterest and Objections. b. Request an Appointment! This permits screening and interviews to be conducted in the appropriate environment. When requesting an appointment, use a Closed question with a choice among options you give. For example: "John, I have openings for an appointment at either 2:15 or 4:15 tomorrow. Which do you prefer?" d. Listen with Purpose: Listening for facts and feelings continues throughout the contact with the prospect. When people talk they sometimes convey valuable information which can be used later in Gaining Commitment to the sale. Remember to always use your Marine Corps Communication and Consulting skills (MC3) with the prospect. e. Conduct basic screening: The extent of screening depends on the circumstances. For example, if the AC contact is with a group of peers, most screening can wait until a meeting in private later. Screening questions to ask: 1) What is your full name? 2) What is your Date of Birth and how old does that make you? 3) What is your place of birth to include city, county & state? 4) Are you a high school senior or a high school graduate?

5) Did you receive a high school diploma? 6) Are you on track to graduate with your senior class? 7) Have you ever had any police involvement to include any tickets? 8) If you were to take a Medical Physical, would there be any reason why you would not pass? 9) Have you ever used any illegal drugs to include Marijuana? 10) What is your full address? 11) What is your phone number? 12)Do you know anyone that might be interested in the Marine Corps? f. Conclude the AC: End the AC by confirming the date, time, and location of the appointment. If a need and Motivator was identified and the skill of Enable was used and accepted then Gain Commitment to the call by Summarize Priority Benefits, Ask for commitment, State next steps and Test for yes. Be sure to end with a positive statement. For example: “John, let’s go over what we talked about so far. Some of the things you can look forward to hearing about are how the Marine Corps will give you the leadership you need to run your own business someday. John, we are going to meet today at 2:15 is that correct? What I would like for you to do is, please write down any questions or other things that you would like to discuss. In the mean time, I’m going to get my Marine Corps Enlisted Opportunity Book and videos together so I can show you how the Marine Corps can help you achieve your goals in life. Sound like a plan? John, it’s been really good talking to you and I’m looking forward to our meeting. See you tomorrow.” 1) If the prospect does not agree to an appointment or subsequent meeting, use an exploring strategy to determine why. If no commitment for appointment or subsequent meeting is obtained, you need to request basic information and thank the prospect for his time and conclude the area canvass contact. For example:

"John, it's been nice talking with you about the Marine Corps and opportunities available to you. Here is my card. Give me your phone number and I will call you next week to see if there are any other questions I can answer." 5. Recording results is a critical step in this process. It is very important to ensure that every prospect that you contact is documented and cross reference with all of your respected prospecting tools. Lets take a look at how you record your results. a) Write the AC information (name, address, and phone number) on the Canvass/Referral Sheet in the back of your S&R book. These sheets are maintained in the back of the S&R book for the current month and then turned into the NCOIC at the end of the month for filing with your S&R sheets. This list is used to record AC contacts and referral activities as they occur. You must cross reference and transfer the information from the Canvass/Referral Sheet to the appropriate List Contact Sheet or a PAC for prospecting. This ensures that duplicate names from other sources are eliminated before they are placed into the Working File. EXAMPLE: 1) While area canvassing out at the mall, a young man is approached. The recruiter asks him if he ever thought about being a Marine. He expresses a minor interest, but says that he is going to a movie and doesn't have time to talk now. To ensure the recruiter can call him later, the individual's pertinent information is placed on the Canvass/Referral Sheet in the S&R book, and the following actions will be taken: a) Cross reference the name to the appropriate high school or zip code list. b) If the name is on the list and has not been contacted before, write down that an AC contact was made, circle AC on the List Contact Sheet, check the PC box and fill out a PAC Card. Write the results of the AC on the PAC Card and enter an action date for the next contact. c) If the name is not on the list, add the name to the List Contact Sheet, indicate that the contact was made by AC and scrub it by filling out a PAC.

d) Update the List Scheduling Card, both in terms of the total names on the list and the number scrubbed due to AC. h. Analyze results: The recruiter should do a brief selfappraisal of the AC’s. What was done well? What could have been done better? Was the objective accomplished? If not, “why”? 6. Techniques for Area Canvassing. Recruiters must work on developing the right approach and force themselves to talk to people while area canvassing. What is the right approach or technique for AC’s? That depends on the individual recruiter. Here are a few techniques a recruiter should employ: a. Be outgoing: Introduce yourself, shake hands, tell them who you are and what you do. In simple terms, be informal, but professional. b. Avoid going right to the issue of enlisting and forcing the prospect to make a decision. c. Participate with the people that you are trying to enlist, even if this means playing basketball or other games with local groups. d. Express an interest in the prospect’s background, current situation, and plans. Develop some common points of interest that you can discuss with the prospect. Lead these common interests into the possibility that the prospect may find them in the Marine Corps. e. Use yourself as a sales aid and proof source: Use your personal experiences to show how the prospect’s interests can be satisfied in the Marine Corps. f. When you make contact with a group while out area canvassing, try to identify the leader of the group and appeal to that person. Hand out business cards to the entire group. g. Do not conduct interviews on the street. REFERENCE: Volume 1, Guidebook for Recruiters, MCO P1130.76 Marine Corps Communication and Consulting Skills (MC3)

STUDENT OUTLINE HOW TO PROPERLY SCREEN OFFICE TRAFFIC BRC 38 LEARNING OBJECTIVES: a. TERMINAL LEARNING OBJECTIVE: Given an objective, conduct prospecting activities to generate contacts with prospect for the purpose of setting appointments, in accordance with Guidebook for Recruiters Volume 1, MCO P1130.76. (8411-2002) b. ENABLING LEARNING OBJECTIVES: (1) Given a scenario, conduct effective OT screening to determine eligibility of prospect, in accordance with, Volume 1, Guidebook for Recruiters, Marine Corps Communication and Consulting (MC3 Seminar). 8411-SALE-2002D (2) Given a scenario, record results of prospecting activities, in accordance with, Volume 1, Guidebook for Recruiters, Marine Corps Communication and Consulting (MC3 Seminar). 8411-SALE-2002E 1. Office Traffic. Is defined as those individuals who walk in, call in or are brought in, by others to a recruiter’s office to discuss enlistment. a. Do not include individuals who come into the office as the result of a scheduled appointment. 2. Generating Office Traffic. The assumtion is that a prospect walks in or calls in to a Recruiting Sub-Station just because that area is a good area to recruit from. While to a certain extent that may be true, its not always the case. OT is also generated by you the recruiter, how you prospect, how much you prospect and how you use your supporting programs plays a major role in how much OT is generated in your area. So lets take a look at how we generate OT. a. Conducting TC, AC and HV’s not only generate contacts for those prospecting activities but it also has the potential to generate Office Traffic. The more you utitize those 3 prospecting activities, that creates more of an opportunity for someone else to hear about the benefits of the Marine Corps

through a friend, classmate, parent or even a school administrator (i.e. teacher, counselor or principal). b. The supporting programs are another key asset to you being able to generate OT. The main one is the HS/CC program, as we know the two main goals are Establish rapport and Gain Exposure. The two goals are supported by all your talks, NROTC Scholarship, DOD Student testing, Certificate Awards, Mail Outs and Instructinal Video’s. All of this combine, typically creates a huge impact in getting information out about the Marine Corps by enforcing the two main goals of Establishing rapport and Gaining Exposure. Which in turn generates interest from potential applicants causing them to research that information. One of the ways they research it, is by walking or calling a recruiting office. c. The term “Media” encompasses any means used to produce awareness of the Marine Corps and to convey specific recruiting messages to the public about the Marine Corps. How this benefits our recruiting force is, it sends a strong positive message out to our respective age groups and demographics about the Tangible and Intangible benefits the Marine Corps has to offer. These positive messages encourage prospects to want to find out more. 3. Building Rapport regardless of wheather or not the applicant walked in or called in their has to be a certain amount of trust that needs to be created with the applicant. The Build Rapport skills develop trusting relationships and encourages an open, honest exchange of information that can help you understand what is important to the person and why it matters to them. In order for them to have that open, honest exchange of information the following skills should be used. Remember, these Build Rapport skills are not “lock-step.” You may use any or all of them, in any order, at any point in an interview or recruiting-related converstation. a. How you Build Rapport: 1) Demonstrate Corps Values: The way you look, speak, carry yourself, and behave. When consistent with the fundamental values of the Marine Corps, that goes a long way toward building relationships based on trust and respect. The way you wear your uniform, the words you use, and the way you act all must reflect positively on the United States Marine Corps.

2) Find Common Ground: When you make a personal connection or focus on a person’s interest, rapport builds naturally. For example: a. “What did you think of the game yesterday” b. “You seem to really know a lot about video games.” c. “Man, how did you learn to play so well?” d. You don’t have to have the same interest as someone, or even know a lot about what the person is interested in to build rapport. 3) Match and mirror: When you are around people who you feel comfortable around, chances are when you lean forward, they do too. When you speak slowly, they do too. Mirror the body language of people you are speaking to. Slow down or speed up your speech to match their pace or tone of voice. 4. Screening Office Traffic. The process of evaluating a prospect’s enlisment eligibility as defined in the current edition of the Enlisted Processing Manual (EPM, MCRCO 1100.1), and then eliminating from the enlistment process those who fail to meet the minimum acceptable standards. Individuals a recruiter meets, keeps appointments with, or who walk into the recruiter’s office must all be screened prior to conducting an interview. Screening a prospect before attempting to persuade him to join the Marine Corps will ensure that a recruiter does not waste his time selling an obviously unqualified prospect. The basic screening questions to ask when screening Office Traffic are: a. Basic Screening Questions: 1.

What is your full name and address?

2. What is your SSN? 3. Are you a H.S. senior or a H.S. graduate? a. Are you on track to graduate with your class? b. Did you receive a high school diploma? 4. What is your date of birth?

5. How old does that make you? 6. What is your place of birth? (City, County, and State) 7. Are you or have you ever been married? 8. Do you have any children? a.(Legitimate or Illegitimate) 9. Is anyone dependent upon you? b.(financially dependent) 10. Have you ever had any Police involvement to include any tickets? a. If the applicant states yes, What was the offense? What was the location? What was the Date and disposition? 11.

Have you ever had any type of probation?

12.

Have you ever been confined?

13. Have you ever used any illegal drugs to include marijuana? a. If yes, What drug? How Many Times Have you done/used it? When was the last time you used it? (2 examples) 14. Have you ever had any Illegal drug charges and convictions? 15. Have you ever been physically or psychologically dependent on drugs or alcohol? a. For example, been fired from a job or had to seek counseling? (2 examples) 16.

Have you ever sold, traded or trafficked any drugs?

17.

Do you have any parental concerns?

18. Whats is your parents Marital status and are they still living together?

a. And are they your natural or biological parents? 19.

Have you ever taken the Asvab? a. (if yes, date/location)

20. Have you ever applied for or served in any of the Armed forces to include the Marine Corps? 21.

Have you ever had Implants? a. Plates or screws (2 examples)

22.

Have you ever worn contacts/glasses?

23.

Have you ever had any Operations? a. (if yes, what for, date, final outcome)

24.

Have you ever taken any type of Medication? a. (if yes, what drug, date last taken, if he/she is still taking)

25.

Have you ever had any Broken bones? a. (if yes, what bone, date of injury, final outcome)

26. Have you ever had any Asthma or other breathing problems? 27.

Have you ever had any Tattoos, brandings or piercings?

28.

Do you have Vision in both eyes?

29.

What is your height and weight?

30.Ask for referrals 5.

Recording Office Traffic:

a. If the prospect is not rejected for enlistment, prepare a Prospect/Appicant Card on the prospect and schedule follow-up actions as required with the prospect on the Prospect/Applicant Card.

b. If a Prospect/Applicant Card is prepared for the office traffic prospect, check the appropriate List Folder and List Contact Sheet that should contain the prospect’s name and record “PC” on the contact sheet. If the prospect’s name is not currently recorded on an existing List Contact sheet, record the prospect’s name, address, telephone number, and appropriate remarks in the comments block of the appropriate List Contact Sheet. c. Upon completion of the office traffic activity, record the results of the actions taken with the office traffic prospect on the appropriate Recruiting Daily Schedule and Results Sheet contained in your Schedule and Results Book. REFERENCE: Volume 1, Guidebook for Recruiters, MCO P1130.76 Marine Corps Communication and Consulting Skills (MC3)

STUDENT OUTLINE CONDUCTING A HOME VISIT BRC 39 1. LEARNING OBJECTIVES: b. TERMINAL LEARNING OBJECTIVE: Given an objective, conduct prospecting activities to generate contacts with prospect for the purpose of setting appointments, in accordance with Guidebook for Recruiters, Volume I, MCO P1130.76. (8411-2002) c. ENABLING LEARNING OBJECTIVES: (3) Given a scenario, and without the aid of reference identify effective HV prospecting to generate contacts with prospects for the purpose of setting appointments, in accordance with, Volume 1, Guidebook for Recruiters, Marine Corps Communication and Consulting (MC3 Seminar). 8411-SALE2002C (4) Given a scenario, record results of prospecting activities, in accordance with, Volume 1, Guidebook for Recruiters, Marine Corps Communication and Consulting (MC3 Seminar). 8411-SALE-2002E INTRODUCTION 2. A Home Visit is defined as a visit to a house that you have never visited before to try to contact an individual that you have never talked to. b. Home Visit is not counted if you have spoken to the individual on the phone, or have met the individual before, or has agreed to a visit. c. An appointment made at the prospect's home as a result of a previous contact is never a home visit. 3. Prepare for Home Visit Since the objective of HV’s is to contact prospects that could not be reached by other means, the following preparatory steps should be conducted in advance of the visit when Preparing for Home Visit Canvassing: d. Ensure the proper procedures for making telephone contact are accomplished first.

e. Ensure that a Phone-A-Gram was sent and given sufficient time to be returned or delivered. f. Seek help from poolees, Reservists, and/or contacts close to the prospect's address in making contact. g. Try contacting the prospect at school. e. The recruiter should bring interview materials, (screening tools, ASVAB list, benefit tags, proof sources, literature, etc.). HV's are one of the quickest ways to obtain an interview. In the event that the prospect is basically qualified, these tools are readily available to immediately sell and schedule the prospect for processing. 4. Planning and Scheduling Home Visits is an extremely critical step in ensuring that you do not waste time and effort. As we all know good time management is critical to mission accomplishment out their on the streets of America. d. Four factors to consider when planning and scheduling HV’s: 4) Location: Making HV's without considering the recruiter's travel time can result in an enormous waste of time and may interfere with more productive recruiting activities. For example, it would be extremely counterproductive to schedule two HV's 20 miles away from the RSS in opposite directions. Schedule HV's by high school area or by sector so they can be incorporated into other scheduled visits. 5) Market: Is the prospect a senior or a graduate? This can have an impact on when the HV is scheduled and what support materials are required. 6) Time of day: The HV must be scheduled at a time when the prospect is likely to be home. 7) Objective: The objective of an HV is to meet face-toface with prospects, conduct an interview, and schedule them for processing. b. Always plan HV's in conjunction with other recruiting activities such as high school visits, IRT's, visits to media and contacts, AC's, etc.

c. HV’s may be a random or "Cold Turkey" knock on a door in a neighborhood being worked, possibly based on a referral from a poolee, neighbor, or a contact. This is the least preferred method because these HV's are not well planned and the chance of making a contact is remote. 5. The Procedures for Conducting Home Visits: Whether its monitoring a PFT or CFT in the fleet or monitoring an initial strenght test out in your RSS. Regardless of what it is, we all know that with everything that you do, their is procedures for it. Procedures that help us stay the course, with anything that we do as long as we do them correctly. Let’s look at the basic procedures for conducting HVs. b. Confirm Contact with the Prospect: Since the purpose of the HV is to obtain a face-to-face meeting with a prospect that could not be contacted by phone, make sure the contact at the address is the one desired. If the prospect is not home, verify with a family member that the prospect lives there and ask when is the best time to reach the prospect. c. State the Purpose of the Visit: When using the skill of Engage you should take into account the particular market and source of the name, (EPPC, list, referral, etc.) For example: (EPPC)"John, I was in the area and thought I'd drop by to see you. I received this card that said you asked for information about the Marine Corps. I wanted to see if you received the information and what you thought about it. I have some time now to sit down and discuss the information with you. This will ensure you have the information you need to help you with your decisions about your future. Is that okay with you?" (List) "Mike, I was in the area visiting all seniors from Lincoln High School and checking about their plans after graduation. I would like to sit down with you now and discuss your plans after graduation. This will enable me to show you how the Marine Corps can help you achieve your goals that you have set for yourself. Sound like a plan?” ) (Referral) "Bill, I was in the area and stopped by to see you because your friend Steve Wilson told me you were interested in the Marine Corps. I would like to sit down with you now and discuss some of the opportunities available to you in the Marine Corps. These opportunities will help you become successful in life." Does this sound acceptable to you?”

c. Listen with Purpose: Listening for facts and feelings continues throughout the contact with the prospect. When people talk they sometimes convey valuable information which can be used later in Gaining Commitment to the sale. Remember to always use your Marine Corps Communication and Consulting skills (MC3) with the prospect. d. Conduct Basic Screening: 1) Have you ever had any Police Involvement to include any type of tickets? 2) Have you ever used any Illegal Drugs to include marijuana? 3) Are you a high school senior or high school graduate? a) Are you on track to graduate with your class? b) Did you receive a bonafied high school diploma? 4) If you were to take a Medical Physical, would there be any reason why you would not pass? 5) How tall are you?

How much do you weigh?

6) What is your Date of Birth?

How old does that make you?

7) Where were you born? 8) Is there anyone else you know that would be interested in hearing about the Marines?

e. Conduct Appointment / Interview: The ultimate objective for a HV is to interview the prospect. HV appointments and interviews usually occur concurrently, but they must be accounted for and tick marked separately in the S&R Book. f. Conclude the HV: For whatever reason, even if an immediate interview is not obtained, an HV should always end on a positive note. A recruiter can request an appointment for another time with a contained choice and obtain the prospect's home phone number. If no home phone exists, a number where the prospect can be reached would suffice. g. Record Results: Annotate the results of the HV's on the S&R sheet, especially HV appointments and interviews. Fill

out PAC's and schedule applicants for processing, as appropriate. h. Analyze Results: The recruiter should do a brief selfappraisal of the HV’s. What was done well? What could have been done better? Was the objective accomplished? If not, “why”? 5.

Techniques for Home Visits: a. When visiting a home, recruiters should knock firmly and then step back. Have a business card or piece of literature to hand the person as they open the door. b. After identifying yourself, give the person an enthusiastic greeting with a smile. Speak clearly, confirm contact with the prospect, and then use the skill of Engage. c. The "man next door" technique is used when an appointment is planned with someone else in the area, such as a contact or a poolee. Recruiters can go early and call on neighboring homes. The recruiter can explain that they are early for another appointment with a neighbor and thought they would take the time to see if anyone else in the neighborhood was interested in the Marine Corps. One word of caution, don't say a call on another neighbor is taking place unless one actually does. This can cause the contact or poolee to become confused and possibly lose confidence. d. If the prospect is not at home, attempt to obtain an agreement from the mother or father to stop back or call later when the prospect will be at home. e. If the prospect's family is at home, use the skill of Build rapport with them and invite them to listen to the interview. However, attempt to screen the prospect alone. A good opportunity to ask personal questions about drug and police involvement is prior to the EST when alone with the prospect. f. If an immediate appointment and interview with the prospect is not convenient, give a firm handshake, leave a business card, obtain a phone number, and set an appointment to meet with the prospect at the earliest possible time. g. If there is no answer at the door, be sure and leave a door hanger. A door hanger is a form of collateral material provided to the individual recruiter. This item will provide

enough information for the prospect to initiate contact. In addition, leave a business card, a brief personal note, and some literature. REFERENCE: Volume 1, Guidebook for Recruiters, MCO P1130.76 Marine Corps Communication and Consulting Skills (MC3)