advanced client relationship skills
DESCRIPTION
Advanced Client Relationship Skills Training Programme SlidesTRANSCRIPT
Understanding Client Needs & Delivering to Them
Presented byJonathan Nunn
& Aidan Dye
Our Approach• Minimum ‘formal’ lecturing• Share with you some of the proven
‘solutions’ to finding and winning new business
• Draw out the best ideas from the group and share them
• Help develop and add to these ‘solutions’ using your experience
• Ensure that the ‘solutions’ are practised in a ‘low risk’ environment
Northamptonshire Enterprise Limited
SourcesIdeas have been drawn from:• Latest techniques in ‘consultative’
Relationship Management• Leading business sales psychologists• Internationally renowned business
speakers• Business School research
and have been successfully applied to many ‘Consultative’ sales situations.
Knowledge of UKTI
Our experience of working with UKTI includes:
• Worked with 100+ ITAs and many other UKTI staff– Client Relationship Skills– Continuous Professional Development
Workshops • In depth interviews of 300+ UKTI Clients• We are UKTI Clients ourselves!
‘Ground Rules’
• Freedom to ask questions and discuss differing opinions
• Be prepared to listen to others, respecting others’ opinions, being open-minded and not judging
• Not interrupting the sessions by leaving to make calls, email, or do other work.
Introduce your colleague
• Career background• Sales Experience• Experience in this job• Expectations and objectives of this
workshop – issues they wish to address• Their interests & passions!
Aidan Dye• 20 Years in Business• Commercial Sales Background• Relationship management,
advisory and sales experience• Qualified performance coach
Jonathan Nunn• Sales & Customer Service - services &
finance sectors• Sales Manager• Training Manager – Finance Co.• Own Finance Business• 2002 Individual Team Performance
Ansoff’s Product Market Matrix
Cross Selling
New Opportunities
Maximising Existing
Opportunities
Finding New Clients
Clients
Prod
uct
s
Existing
New
New
Present
What is selling?
Selling in not
The art of arresting someone’s intelligence long enough to extract
money from them.
The Best Sales Man We Ever Had…
…was the one who sold two milking machines to a farmer who only had
one cow!.......Then this sales man helped finance
the deal by taking the cow as a down payment on the two
machines!
What is selling?
Selling is controlling and influencing the whole of the decision making process, persuading the Client to come to a decision in their favour and yours.
What is selling?
Selling is controlling and influencing the whole of the decision making process, persuading the Client to come to a decision in their favour and yours.
UKTI Selling
For UKTI in the South West, consider:• What types of thing do UKTI sell?• What techniques make for good UKTI
selling?• Generally what makes for bad selling?
What Type of Things Do UKTI Sell?
• Our time (to get in front of people) the Client pays with their time!
• The whole Passport to Export Programme
• O.M.I.S.• …..
The Wonderful Paradox
I have more fun and enjoy more financial success when I stop trying to get what I want and start helping other people get what they
want.
Kenneth BlanchardThe One Minute Sales Person
The UKTI Consultative ‘Sale’ is what is Commercially referred to as…
Definition of a Complex Sale includes:• High value• Big impact• Lengthy process• Strategic business implications for the Client• Number of people involved in the decision
A Complex Sales Situation
Sometimes People Don’t Know What They Need
Buyer’s Needs- Conscious- Unconscious
Our job is to understand their conscious needs and bring their unconscious needs to their attention – and then solve both!
The Buyer’s Motivation
People buy more from fear of loss than from promise of gain
Murray Raphel
Emotions vs Logic
Emotions dominate• Desire• Fear / Caution
Whilst logic is trying to break through
People buy with their hearts and as well as their heads
Fear, overcome problems, desire, greater
health or happiness, make me look good,
more money
Motivators for Buying UKTI Services
Features and Benefits
• Features• Weaknesses• Advantages• Benefits• Implications
Using Benefits• Ask Questions that bring out your Benefits• Not: “We have a list of contacts in your market.”• But: “Have you experienced problems getting
hold of new people in your market?”• “What would you do on the first morning when
you step out of your hotel in China?”• “Would it help you to know exactly who you
should be meeting in advance?”• Then say: “We able to offer a market research
service using local resource in your market – it sounds like that would be extremely valuable to you, wouldn’t it?”
Benefit Fluency• People don’t buy features• They buy what the features do for them
– i.e. the benefits to them• An advantage becomes a benefit only if
the Client tells you they need it• Otherwise lots of advantages only make
you seem unsuitable• Weaknesses only have to be less than
the weakness of not taking the action!
Developing ImplicationsDon’t assume you both know the full extent of
the problem• “What are the implications of not solving that
problem?”• “Oh dear, what could that mean?”• “And what would that in turn mean?”• “How could that impact - the business/you
personally/growth plans/profitability/ financially/ reputation in industry/cash flow/ shareholder value…?”
• “What would be the (knock-on) effect of that?”
Developing ImplicationsDon’t assume you both know the full extent of
the problem• “What are the implications of not solving that
problem?”• “Oh dear, what could that mean?”• “And what would that in turn mean?”• “How could that impact - the business/you
personally/growth plans/profitability/ financially/ reputation in industry/cash flow/ shareholder value…?”
• “What would be the (knock-on) effect of that?”
Features
Consider:• Features• Weaknesses• Advantages (Benefits)
Of:• UKTI• Passport to Export• O.M.I.S.• Signing up to
UKTI website
• A skilled approach• A thorough fact find• A strategy or model
A Consultative Sales Situation Demands…
A Consultative Selling Approach
Knowledge of Problem
Know
ledg
e of
So
lutio
n
Low Hi
HiMost people start here
Where we want to get to is here
Ourstart point
Pr = P + I
Pr = Problem (needs)
P = Pain
I = Implications
A Consultative Approach
Knowledge of Problem
Know
ledg
e of
So
lutio
n
Low Hi
HiNO GO AREA
Results Area
Find out the Pain, do they
need advantag
es
Unearth the
implications and
motivators
The Consultative Selling Two Phased Approach
Knowledge of Problem
Know
ledg
e of
So
lutio
n
Low Hi
HiNO GO AREA
Start here1. Consult 2. R
esol
ve
Don’t assume you know what the solutions are.
Don’t assume you know what the problems are.
The Consultative Selling Two Phased Approach
Knowledge of Problem
Know
ledg
e of
So
lutio
n
Low Hi
HiNO GO AREA
Start here1. Consult 2. R
esol
ve
Don’t assume you know what the solutions are.
Don’t assume you know what the problems are.
Pain & implications
Motivators, Advantages or Benefits
Sol
utio
ns
Pre
sent
Ben
efits
Considering all this our primary focus must be…
…on the buyer’s perspective.
To sell John Brown,To sell John Brown,What John Brown buys,What John Brown buys,You’ve got to see things,You’ve got to see things,Through John Brown’s Through John Brown’s eyes.eyes.
A Two Phased Approach• Provides time needed to build trust• Gives you thinking time• Draws out facts and underlying motivators• Presenting solutions straight away implies their
problem was an easy one to solve• Builds anticipation of solution• Identifies you as a Professional• Client moves from ‘tell’ to ‘listen’ mode and is
receptive to solutions• Ensures Client focus and that you only present
solutions to the needs identified• Greater Client commitment comes from showing
that you have listened to them, understood them, and invested time on their behalf.
Successful SellingStart with a completely open mind and explore:
• The Clients needs (conscious and unconscious)
• Problems and the implications of those problems
• Motivators• Relevance of AdvantagesUse a 2 Phased approach to get a full
understanding and to give yourself time to develop the ideal solution.
The Magic Formulae1. The best salesperson is the best
communicator2. The best communicator is the best listener3. The best listener is the best questioner4. The best questioner is the person who
- knows his/her unique product benefits- encourages the client to talk about their problems- causes the client to reflect on the implications of those problems- leads the client to identify the product as the solution to the problems
‘Game plan’Product:Relevant Feature(s):
Benefits:
Problems:
Implications of NOT resolving the problems:
Game Plan (questions)
3 Approaches to Conducting the Diagnosis
Focussed Session
30%
Semiformal Discussion
19%
Informal Chat51%
Definitions• Informal chat:
– Conversational style with key contact– Free-ranging discussion
• Semiformal discussion:– Flagged up in advance– More structured approach around the main areas
• Formal session– Purpose and format of meeting clearly set out in
advance– All key stakeholders invited and encouraged to
attend– Deliberately consider all question using paper or
laptop (or both)– Facilitation style
0%
20%
40%
60%
80%
100%
Informal Chat SemiformalDiscussion
Formal Session
Level of Satisfaction
Diagnostic – Client Views
• Clients get more out of the diagnosis if they are taken through a more formal process
• At the point at which the relationship is being established the timing it just right for this and there is a real appetite to do it
• Evidence is that a strong diagnosis increases the Clients perception of the Adviser, their commitment to the Action Plan and the value the customer places on the support they receive
“I’m big enough and ugly enough to do this export thing on my own. Why should I come to
UKTI?!?”
Our Unique Selling Points
With UKTI
On their own or with ‘a
competitor’
Shared
What is your greatest USP?
YOU!!
Developing USP’s
• What ‘shared’ USP’s can you move to your unique USP’s?
• What Unique Service (and Product) Problems do your competitors have that you don’t? These are also USP’s for you.
Structure of Sales meeting
“You recently met Mr Perkins from Feltons Plc (a Medium Business on your patch) at a
Chamber event. He says he is keen to learn about exporting. You have arranged to go to
see him on Friday.What are the key stages to and purposes of
them for this meeting?”
Structure of Sales Meeting• Preparation• Meeting objective setting• Introduction of ourselves and what we
can do for Client• Question Client problems / issues• Implications of problems• Summarise and float some solutions• War Stories / Promise• Propose Next Step
PreparationThoughts to consider when preparing:
• Research– Market, products, person, etc
• Objectives– Satisfactory Advances– Referrals?
• Develop your sales gameplan• Prepare questions• Rehearse positive and negative
outcomes/objections
Setting Meeting Objectives• Always set clear objectives in
advance of appointments
• Successful meeting objectives must include some form of action/commitment on the part of the client
Continuations and AdvancesThere are 4 outcomes to a “sales”
appointment:
• Agreement to Proceed – Client “signs up” to a service
• Advance – something specifically happens to move nearer to a sale
• Continuation – Client makes “nice noises”• No Sale – actively denied your principle
call objective
Continuations & Advances
• A Continuation– The discussions continue towards a
‘possible’ positive outcome
• An Advance– A clear step has been taken nearer to a
sale
Introducing UKTIWhat is the purpose of the
introduction?• Gaining the Client’s Confidence – who you
are and why you are there • Must be Client Focused – relevant to them• Sets direction for the meeting• Encourage them to share information and
problems• Keep it short!
Introducing UKTIWhat is the purpose of the
introduction?
• Prime for ‘the journey’
• Condition that there will be some services they will want to consider paying for– Further repeating the conditioning message
works even better
• Any other ‘strategic message’ you wish to convey.
Structure of Initial Sales Meeting• Preparation• Meeting objective setting• Introduction of ourselves and what we can do for
Client• Find out some facts – collect any ‘data for later’• Question Client problems / issues• Implications of problems• Summarise and float some solutions• War Stories / Promise• Managing expectations• Propose Next Step
Structure of Initial Sales Meeting• Preparation• Meeting objective setting• Introduction of ourselves and what we can do for
Client• Find out some facts – collect any ‘data for later’• Question Client problems / issues• Implications of problems• Summarise and float some solutions• War Stories / Promise• Managing expectations• Propose Next Step
Structure of Initial Sales Meeting• Preparation• Meeting objective setting• Introduction of ourselves and what we can do for
Client• Find out some facts – collect any ‘data for later’• Question Client problems / issues• Implications of problems• Summarise and float some solutions• War Stories / Promise• Managing expectations• Propose Next Step
SummarisingPresent back and confirm the Client’s key
concerns, problems, implications, requirements:
“You said….is that right?”“Have I correctly understood that this is the problem that you would like to address?”“Is there anything else I should know?”
Conditional agreement: “If we could help you overcome this problem, would you be
interested?”
‘Float’ Some Solutions
• Outline very broadly possible solutions• Keep this hypothetical but link it back to
their problems and implications• Seek a commitment from the customer:
“If we are able to…would that solve part of the problem?”
“If we can do this….would that be of value to you?”
Promise & War StoriesDon’t propose your solution (yet).
• Thank them for all the information and time.• Tell them you need to think about possible
solutions.• Promise you can help them, giving them a
reason to see you again.• Share some War Stories of how businesses did
not use UKTI and it really went wrong (in the ways they are worried about)
• “Good news, I came just for a discussion and actually I think there are a number of things we might be able to do to really help you.”
Use Positive Language Telling them what you can’t do
Tell them what you can do Possibly, maybe, perhaps
I am sure that will do the job We might be able to do this
I’m certain we can get something for you I hope that will be OK
I’m confident you’ll be pleased with this If you decide to go on Passport…
Once you are on Passport …
Managing Expectations• Don’t over promise
• Make them feel the pain and the implications
• Make them appreciate that the alternative is worse – the implications or no action
• Be realistic about the downsides
Propose Next Steps
Thank them – tell them how valuable the meeting has been
Tell them what you are going to do
Make the next appointment, there and then before you leave!!
Consultative Approach
Knowledge of Problem
Know
ledg
e of
So
lutio
n
Low Hi
HiNO GO AREA
Start here1. Consult 2. R
esol
ve
Don’t assume you know what the solutions are.
Don’t assume you know what the problems are.
Situation, problems, implications
Sol
utio
ns
Gameplan and effective communicationPreparation & meeting objectives
Inspiring Introduction
Float Solutions, Promise,
War Stories & Next App.
Objections
An objection upfront is usually “an expression of fear” – emotional not logical.
• Acknowledge it• Tell them you’ll come back to it• Make a note• Carry on with your meeting structure and
gameplan
Objections
Dealing with an objection later:
• Listen• Explore it• Summarise/confirm• Use “Feel, felt, found”
Objections
Dealing with “I don’t have much time, what do you have to tell me?”
Introduction then ask questions
Objections
Dealing with “That doesn’t apply to us”
You are telling not asking
Negotiation ‘Trading’
• Preferential terms must be earned• Don’t give away terms immediately
– Avoid ‘giving away’ commitment to improved terms during the discussion
– Revisit all terms in conclusion• “if you… then I…”
Negotiation Trading
What are the things we can ‘trade’?
Action Planning
Review of Objectives
Close
You can’t tell us anything? “I think there’s a world market for maybe five
computers”Thomas Watson, chairman of IBM, 1943
“Airplanes are interesting toys but of no military value”
Marechal Ferdinand Foch, Professor of Strategy, Ecole Superieure de Guerre
“Everything that can be invented has been invented”
Charles H Duell, Commissioner, US Office of Patents, 1899
And more “Who the hell wants to hear actors talk?”
H.M. Warner, Warner Bros, 1927
“Heavier-than-air-flying machines are impossible”Lord Kelvin, president, Royal Society, 1895
“640k ought to be enough memory for anybody”Bill Gates – Microsoft – 1981
What similar statements might we be making?
Maximising Client Relationships
Presented byJonathan Nunn
& Aidan Dye
Northamptonshire Enterprise Limited
SourcesIdeas have been drawn from:• Latest techniques in ‘consultative’
Relationship Management• Leading business sales psychologists• Internationally renowned business
speakers• Business School research
and have been successfully applied to many ‘Consultative’ sales situations.
Knowledge of UKTI
Our experience of working with UKTI includes:
• Worked with 100+ ITAs and many other UKTI staff– Client Relationship Skills– Continuous Professional Development
Workshops • In depth interviews of 300+ UKTI Clients• We are UKTI Clients ourselves!
‘Ground Rules’
• Freedom to ask questions and discuss differing opinions
• Be prepared to listen to others, respecting others’ opinions, being open-minded and not judging
• Not interrupting the sessions by leaving to make calls, email, or do other work.
Introductions & Objectives
• Challenges in managing Client relationships – therefore issues they wish to address
• Your Expectations and objectives of this workshop
Aidan Dye• 20 Years in Business• Commercial Sales Background• Relationship management,
advisory and sales experience• Qualified performance coach
Jonathan Nunn• Sales & Customer Service - services &
finance sectors• Sales Manager• Training Manager – Finance Co.• Own Finance Business• 2002 Individual Team Performance
Denis RyanAbbey Life / Barclays Assurance
1. The relationship is a fundamental building block
2. Relationship must have a purpose3. Strength measured not by friendship, but
by the value you add to the Client, and the value that they add to you
4. ‘Selling’ somebody something and then just maintaining it is not a satisfactory business relationship
Definition of Managing a Relationship
__________
__________
_______
__________
________
Components of the sale
‘S’ selling‘s’ selling
• Product• Financial• Motivation
Personality
Conditions
Product
Motivation
Financial
P
M
FType of Product
Our Product
EmotionalLogical
Cost
Price
Financial rationale& justification
PaymentsBudget
Condition - fact‘afford it’
Total sale £Value for money
Objection – opinion‘worth it’
Confidence, desire, fear
FeaturesBenefitsSupport
Differentiators
Needs and wants forSuch a service
(Conscious & unconscious)
PMF – which is missing?Your Client says that he/she…1. Sees the value in research, but is
unsure as to whether this is best done by the Embassy in the target market.
2. Loves the idea of joining the mission, but is yet to convince the M.D.
3. Is unsure about spending some of the remaining exhibition budget on targeted invitations to their stand, at £1800
Key Account Management
The Customer Perception LadderHow do patients regard their G.P.?
Do they think he/she is:
Level 4 – “We have worked together on a programme that has had a significant impact on my long term health”
Level 3- “Lots of useful and relevant advice”Level 2 – “Useful leaflets containing stuff I
probably know, but must read one day”Level 1 – “Renewer of prescriptions”
The Customer Perception Ladder
What level are you at with your Clients?Do they think you are a:
Level 4 – Business PartnerLevel 3- Provides some useful advice
Level 2 – Bringer of leafletsLevel 1 – Bringer of Grants
The Customer Perception Ladder
Customer comments:
Level 4 – “Has made a vital contribution to us achieving a key business objective”
Level 3- “Helpful, pointed us in the right direction”
Level 2 – “I needed to lie down in a darkened room afterwards”
Level 1 – “Not much money and lots of red tape”
Moving Up The Customer Perception Ladder
To Level 2 - sell the benefits of what UKTI’s products and services can do for them
To Level 3 – set out what you can do to help your Clients achieve their business objectives
To Level 4 – Follow the Relationship Approach:
• Understand the Client’s Motivation, their problems, and the implications of these problems
• Use a Consultative Approach• Develop strong relationships with all key decision
makers• Make recommendations of ‘solutions’
Client Account Plans
Client Account PlansWhat goes into an Account Plan?
• ‘Pain’• Implications• Position on Key Account Ladder• What potentially will they buy?
– (when? value?)• Longer term strategy & opportunities• Objectives for next meeting/actions
Customer: Meeting date:
Contact(s): I.T.A.: Where Am I On the Customer Perception Ladder?
How Do I Move Up? What are their logical / emotional motivators? What Is Their Pain / Are Their Needs (Conscious and Unconscious)? What Are The Implications of These? What Potentially Will They Buy To Solve These Problems (when / value) Sold! Opportunity Discussed Web-Site Passport To Export O.M.I.S. Other
Potential for Significant Assist? YES / NO What Are The Benefits To The Client That Solve These Problems?
Objectives For Forthcoming Meeting:
Current / Future Possible Opportunities
Account Plans – 7 Tips from the Best!
The best Account Managers:1. Are very specific about what they are actually
going to do2. Know that their ‘Level’ is directly related to their
knowledge of the pain, implications, needs, Client’s export progress, etc.
3. With Implications, they keep asking “so what?”4. Always consider ‘Tell & sell’
The More Purchase Points the Better
Account Plans – 7 Tips from the Best!
The best Account Managers:1. Are very specific about what they are actually
going to do2. Know that their ‘Level’ is directly related to their
knowledge of the pain, implications, needs, Client’s export progress, etc.
3. With Implications, they keep asking “so what?”4. Always consider ‘Tell & sell’ 5. Think pro-active selling (Big ‘S’)6. Link objectives to gaps in ‘sold log’7. Review them before each Client meeting
It is not necessary to write down my relationship goals.
RAS – Filter System
Reticular Activating System
It can be limiting
It can be highly supportive
Developing the Client Export Action Plan
What Makes for a Good Client Export Action Plan?
Action Planning
Client Comments:“You have to have a plan to go into something like
exporting or you would be barking mad!”“You need to think it through and have something to aim
for.”“Very useful it showed how naïve and lacking in
knowledge we were”“Helps concentration and focus”
“It encouraged me to think about export in a structured way”
ITP Export Action Plan“ITP will grow their business in Portugal.
In order to do this they will:• Sign up to the UKTI website• Commission an OMIS• Visit the market• Do some export business!• Think about more markets.
Quickly!
What Makes for a Good Client Action Plan
• Developed jointly• Routed in and linked to Clients business goals• SMART objectives
SMART ObjectivesSSpecificMMeasurableAAchievableRRelevantTTime-bound
SMARTSMART AARRSSEE
AAgreedRResourcesSStretchingEEvaluated
What Makes for a Good Client Action Plan
• Developed jointly• Routed in and linked to Clients business goals• SMARTARSE objectives• Flexibility• Anchored around important milestones• Reviewed regularly (and traffic lighted)• Not overly ambitious• Consider the risks and what might go wrong.There is no evidence to suggest that the more
elaborate and detailed the plan, the better the results.
“Professionalism”
What do we mean by ‘professionalism’?
Client Feedback on ‘Professionalism’• Listening skills
– Ask more questions– Talk a little less!– A genuine desire to understand
• A positive ‘can do’ attitude• “Finding out our needs and matching UKTI offerings to those
needs”• Focused on solutions relevant to us• A focused approach to delivering support:
– Well prepared for meetings– Clear purpose for each meeting– “Reminds us of our bigger goal and positions activities in that context”
• Gives clear explanations and is able to draw on comparisons and anecdotes to help us understand
• “Worked hard to understand our business and its issues before making suggestions on the way forward”
Source: UKTI Client Perception Study
The Secrets to Success
Personal Skills
Soci
al S
kills
Self Awareness
Self Control
Motivation
EmpathySocial Skills
Communication Skills
Three short tests!
‘‘I know you believe you I know you believe you understand what you think Iunderstand what you think Isaid - but I’m not so sure you said - but I’m not so sure you realise that what you heard realise that what you heard
isisnot what I meant!’not what I meant!’
Effective Communication
The Communication Code
Words
Tone
Body Language
12%12%
28%28%
60%60%--------------100%100%
Negative Body Language• Touching throat frequently• Plucking at clothes/fidgeting• Twisted legs - defensive• Talking too quickly• Nervous giggling• Poor eye contact• Wringing hands• Crossed arms• Sitting bolt upright
Positive Body Language
• Steady eye contact• Smiling not giggling• Steady response to• Questions• Comfortable with• Silence• Using hand gestures• Relaxed posture
Questioning & Listening
Questioning
• Closed• Leading • Open
Open Questions
• What?• Where?• When?• Why?• Who?• How?
% Listen RatiosSu
cces
s
Talk time (%)HiLow
Hi
You are not listening when:• You say you understand before I have finished talking.• You present an answer to my problem before I finish
speaking.• You finish my sentences for me.• You find me boring and tell me, especially by body language. • You are dying to tell me something.• You tell me about your experience, making mine seem
unimportant.• If you do anything other than give me 100% attention
You are listening to me when:• You really try to understand, even when I’m not
making much sense.• You grasp my point of view, even when it is
against your sincere convictions.• You allow me to make my own judgement, even
when you think I may be wrong• You hold back your desire to give me good
advice early in our discussions• You give me enough room to allow me to work
out for myself what is going on.• You give me 100% of your attention
Behaviours of Successful Communicators
Behaviours avoided:
• Gap searching• Irritators• Counter proposals• Defend attack spiral• Argument dilution
Argument Dilution
Behaviours of Successful Communicators
Behaviours used:
• Funnelling• Encouragers• Labelling• Testing understanding, summarising &
seeking information• Feelings commentary
8 Tips for Relationship Meetings
At Every Subsequent Meeting
2. Reheat the Pie
1. Start by asking “Has anything changed?”
2. Reheat the P.I.
3. Presenting Solutions
• Remind the Client of their commitment:
“I think we said before if we were able to solve that, that would be of value to you,
right?”
• Outline your solution:– Have something in writing– Take them through it
4. Talking Prices• Price condition – when talking generally use the
bigger figures• Talk passed the price:
– i.e. “…the total cost of everything is £3,500 which will ensure you have information on the key buyers, and that they all get a personal invitation to the launch at the Embassy”
• Beware of the psychology of a pricing range:– £500 - £2,000– You hear £2,000– The Client Hears £500!
5. How Does that Actually Work?• Keep it simple and avoid jargon!
• A picture paints a thousand words (prepare something and leave it with them)
• Make it client focused:– “We’ve identified that you are very busy, don’t want
to waste time and money and are uncertain about the best approach to get into China. OMIS will help you with all these, because it will provide the best information available on the key people…..”
• Make it sound as simple as possible – don’t boast about the difficulties you may have to tackle in providing this service.
6. Desire vs Cost
TimeLow
Hi Desire
Cost
Desire vs Cost OptionsThere are two options to increase desire
and reduce cost. Either:• Make it sound so fantastic! (i.e. over
promise)• Help them to understand why they really
need it (Pain)
The 2 phased approach naturally extends the time, thereby increasing the desire and reducing the cost
7. The CloseAgree the actions:
• Ask for the ‘sale’• Commitment to the next
meeting/presentation, including:– Fix the date, time and location– Clearly agree the purpose– Arrange attendance of all the influencers and
decision makers• Prepare Client for the advice of others, and
remorse
8. “Drive the Sales Process”
Remember…• Always set clear objectives in advance of
appointments• Remind them of the ‘pain’ and review
actions from the previous meeting at the start of each meeting
• Avoid leaving a client appointment without arranging the next meeting (advance)
• Avoid posting or emailing documents that are important to you and that require client commitment or action
8 Tips for Relationship Meetings
1. Has anything changed?2. Reheat the PI3. Presenting Solutions4. Talking Prices5. How Does That Actually Work?6. Desire Vs Cost7. Conclusion / Close8. Drive the Process
E = U + SU
The ECHO Principles
EmpathyCommon groundHumanityObjective
Components of Gravitas
Impact
Influence
Direction
Appearance
Experience
Substance
InspirationEnergy
Follow Through
Ownership
Is It Right?
Components of Gravitas
Components of Gravitas
Impact
Influence
Direction
Appearance
Experience
Substance
InspirationEnergy
Follow Through
Ownership
Is It Right?
Action Planning
Review of Objectives
Close
Our 3 Ego States
P
A
C
Parent
Adult
Child
Critical
Supportive
Rebellious child
AdaptedFree
Logical, analytical, unemotional
Normal Transaction
P
A
C
P
A
C
“Good morning”“Good morning”
Normal Transaction
P
A
C
P
A
C
“It’s 11.40”“What’s the
time?”
Normal Transaction
P
A
C
P
A
C
“Oh, I know it’s just terrible the way some people behave”
“Drivers like that should not be allowed on
the road!”
Normal Transaction
P
A
C
P
A
C “Yes, then we can live in it”
“Let’s build an enormous sand
castle”
Normal Transaction
P
A
C
P
A
C
“Late again!”
“Sorry. I’ll try not to do it again.”
Crossed Transaction
P
A
C
P
A
C
“Is it??”
“Good morning”
Crossed Transaction
P
A
C
P
A
C
“Time you got a watch!!”
“What’s the time?”
Crossed Transaction
P
A
C
P
A
C
“Drivers like that should not be allowed on
the road!”
“We are all entitled to our own space. It is an aspect of our society”
Finding More Quality Clients
Presented byJonathan Nunn& Aidan Dye.
Training Philosophy / Style
• Relevant• Simple• Practical• Transferable • and Fun!
Introduce your colleague
• Background and relevant experience• Expectations and objectives of this
workshop – issues they wish to address• Challenges experienced in finding new
Clients
Challenges In Finding Clients
• Finding enough quality Clients
• Maintaining constant activity
• Relying on others for introduction
• Low profile of UKTI
• Client expectations and preconceptions
• Low referral numbers from Introducers
• Geography
Aidan Dye• 20 Years in Business• Commercial Sales Background• Relationship management,
advisory and sales experience• Qualified performance coach
Jonathan Nunn• Sales & Customer Service - services &
finance sectors• Sales Manager• Training Manager – Finance Co.• Own Finance Business• 2002 Individual Team Performance
Northamptonshire Enterprise Limited
SourcesIdeas have been drawn from:• Latest techniques in ‘consultative’
Relationship Management• Leading business sales psychologists• Internationally renowned business
speakers• Business School research
and have been successfully applied to many ‘Consultative’ sales situations.
‘Ground Rules’
• Freedom to ask questions and discuss differing opinions
• Be prepared to listen to others, respecting others’ opinions, being open-minded and not judging
• Not interrupting the sessions by leaving to make calls, email, or do other work.
How will we survive?
Man the Lifeboats!
Who will you rescue?
• Digby Jones• Clive & Rory (counts as one)• Russell Jones• Andrew Cahn• Patrick Robinson• Danny Lopez• Bob Collier
Who will you rescue?
• A Prostitute• A Mother and Child (counts as one)• Liners 1st Officer• 16 year old boy• 86 year old woman• 80 yr old survivor of Nazi concentration
camp• A Nurse
Our Belief System
The question is, are they • ‘Beliefs’ or,• ‘Truths’?
Are they• Conscious or Unconscious?
Assumptions
• What assumptions do you make?– About your customers?
• What assumptions are they making about you?
Our Belief System• We often make judgements based on
beliefs not truths• Don’t make assumptions• Keep an open mind • Our mind fills gaps with beliefs, even
when offered facts!
• To get the facts ask questions
Being More Successful• Increase the number of times you
recommend products and services in your key target areas and the value of them
• Increase the number and quality of the meetings you have
• Identify and convert more prospects
To Get Better Results:
Ask Des!• Direction• Effort• Skills
Ask Des!• Direction
• Who?• Which businesses?• Sectors?• Business size?• Which contacts?
Ask Des!• Effort
• How Many?• Appointment numbers?• Activity levels
Ask Des!• Skills
• Knowledge of Products and services?• Ability to Unearth Client issues• Standards of Presentation• ‘Selling skills’
Client Feedback on Finding More Clients
How Might UKTI Be More Proactive In Identifying Potential Clients?
“Use the leads on the website and proactively contact customers who supply those products”
“Show dynamism and the personal side in promoting UKTI”“Not email, but ‘phone or written correspondence that grabs your
attention.” “Get to more networking events”
“Do the chamber, local councils, CBI, banks, local clusters, IOD, accountants and other agencies (EEF, FDA, Prince’s Trust)
know you exist? They know all the local businesses”“Write / ‘phone / email businesses; Neither Business Link or
Manufacturers Advisory Service recommended UKTI.” “Approach people at exhibitions”
Source: UKTI Client Perception Studies
How Might UKTI Be More Proactive In Identifying Potential Clients?“You are not an easy department to find unless you
know someone who points you in the right direction – wish you’d contacted us earlier!”
“Proactively approach businesses” “Canvassing ‘phone calls”
“Get referrals from passed Clients”“Make more of referrals – we have recommended
three other businesses to UKTI.”Source: UKTI Client Perception Studies
Would You Recommend UKTI?
“Yes I have. Anyone entering into export without this is missing out.”
Of the Clients surveyed, 99% have said that they would recommend UKTI to other businesses.
They often then go on to say:“…and I have been meaning to get around to
that!”
Source: UKTI Client Perception Studies
Would You Use UKTI Again For Something Else?
“Yes, for support and encouragement.”“Yes. What else do you do?”
97% of Clients would use UKTI for additional support where they re-approached - enormous potential for further cross-selling.
Source: UKTI Client Perception Studies
Picking Winners
Picking Winners! - What Do They Look Like?
• What are some of the aspects common across the ‘profiles’ of our best Client successes ?
Customer Profile Analysis – Identifying Target Customers
Who are Our Best Customers? (Companies)
Markets/Customers Where We’ve Had Some Success & There Is
More Potential
Who Are Our Best Contacts?(Role/Position)
Which Of UKTI Services Do They Use?
Why Do They Use Them?(i.e. why do new Customers want to hear from me?)
Lead Sources Where can you get leads from?• Previous O.M.I.S. & Passport Clients• In house – Client files• Newspapers / journals• Client referrals• Trade associations• Exhibitions• Mapping an area – driving research in a
territory
Approaching Potential Clients
Networking & Exhibitions
Networking & ExhibitionsStructure of the discussionThe average encounter lasts 30 seconds to 5
minutes.• Establish rapport quickly• Question Client problems / issues • Qualify the person’s need• Make good notes & take a card• Float some solutions• War stories / promise• Agree next action steps• Disengage politely and move on
The Do’s And Don’ts of Networking & ExhibitionsDo’s
• Be confident• Adopt the attitude ‘we are eager to do business’• Ensure everyone understands objectives for the
event (awareness/inform? Leads/ITA meetings?)• Have a good system for recording contacts,
discussions, and actions• Have a really good answer ready for “so what do
you do”• Follow up all contacts rigorously after the event
The Do’s And Don’ts of Networking & Exhibitions
Don’ts• Party too much!• Dress ostentatiously• Tell the ‘UKTI story’• Spend too much time with people who will not
help you to achieve your objectives• Get too far into ‘sell’ mode• Let your body language say the wrong thing
about you
Introducing UKTI
You meet a prospect on your patch; a medium sized business you know is not
exporting.
What do you say about UKTI and yourself?
What is purpose of this introduction?
Exercise “Introducing UKTI”
Develop an Introduction that you can use with prospective clients
The ‘Elevator Speech’?
What is the purpose of this brief introduction to UKTI?
• Gains the Client’s Confidence – who you are and why you are there
• Sets direction for the discussion• Encourages them to share information and
problems• Must be Client Focused – relevant to them• Keep it short!
7 Rules for a Powerful Introduction
The sole purpose of this introduction is to get you in front of the prospect. Therefore:
• Keep it brief• Resist ‘telling your story’• Tell ‘em quickly ‘what’s in it for them’• Keep your market broad• Solve a deep need• Use a testimonial approach, in the third
person• “Customers say they like…”• Avoid ‘I am’ or ‘we are’
• Raise curiosity (use numbers)
“Clients tell us they love dealing with UKTI because we
understand the 3 ingredients that help boost their international
sales.”
(Ways to get to market, ways to save time and ways to save money)
What Questions Could You Ask that Would Get the Relationship
Going?
Exhibitions
Which of these are good opening remarks?
• “Can I help you?” • “How are you today?”• Read their badge• “How do you like the exhibition so far?”• “To what extent are you exporting in your
business?”
Exhibitions
Opening remarks• “Can I help you?” – we all usually say “no thanks / just
looking”!• “How are you today?” – cheesy, they’ve been asked that
100 times already today! (and might be having a bad day!)• Read their badge and say something positive about the
company “I was hoping you might visit our stand”• “How do you like the exhibition so far?” – gets them talking
in a non confrontational way• “To what extent are you exporting in your business?” –
leading question
Working With Introducers
Closing the Introducer Meeting
There are three points to include:
• Agreeing targets – how many leads do you anticipate being able to send us in the next month?
• Establish Service Levels and expectations• Agreeing a date for the next meeting to review
leads received, give them a cheque, feedback
Closing the Introducer Meeting
Set it up so that:
• The Introducer gives you the prospect number to call rather than the other way around
• Knows what information you require and what he can deliver
• Knows what to say to the Client about you
Telephone Appointment Calling
Some DO’s of Appointment Calling
• Keep it short• Focus on getting the appointment • Keep your market broad• Use a testimonial approach:
• “Customers say they like…”• Avoid ‘I am’ or ‘we are’
• Raise curiosity (use numbers)• Have a list of people to call. Lists improve
productivity.
Some DON’Ts of Appointment Calling
• Tell the UKTI History• Try to sign them up on the phone• Over qualify them• Give them all the answers! In other
words say: “that’s one of the things we need to discuss when we meet”
• Chat on further or over sell it, once the appointment has been made
Cold Calling Template• Mr Smith, thank you• Introduction (add reference if available)• Clients are good enough to tell us we help them
to… increase their profitability and international sales
• Welcome the opportunity to meet with you to... see how this might apply to your business
• Might I suggest some dates… what is your availability for Wednesday or some day next week?
• Objections…that’s great.
Getting Passed the Gatekeeper
• Use their name, sell the benefits, make them feel special
• Work outside of the gatekeeper’s hours - they very rarely start before 9am or work after 5pm
• Don’t just leave a message, say “I will keep trying you as well”
Getting Passed the ‘Gatekeeper’
When you know the persons name:
What you say: What it sounds like:
“Aidan Dye please.” You are on first name terms and expect to be put through
“Mr. Dye, please.” Your relationship is more distant and your request may be questioned
“Please may I speak to Mr. Dye?”
You are unsure of your rights and your request may be questioned
Cold Calling
Remember…• SW• SW• SW• SW• N
Cold Calling
Remember…• Some Will• Some Won’t• So What?• Shan’t Worry• NEXT!!
Weekly Activity Plan Week Commencing……………………..
When I get in After Coffee After Lunch After Tea
Monday
Tuesday
Wednesday
Thursday
Friday
Prospecting
Prospecting
Prospecting
Prospecting
Prospecting
Why Prospects Never Call You Back
Leaving Voicemail Messages
• Don’t just leave a message, say “I will keep trying you as well”
• Avoid leaving your name & number for a call back:– They rarely do call back– They prejudice the reason for the call– If they do call back, you’re unprepared– If you do leave a message, give it a compelling
reason for them to return call, & to remind you of why you were calling them
Action Planning
3 Powerful Ways to Increase your Business
1.“Frog Kissing”2. “Blitz Days”3. “Wolf Pack” Hunting
1. “Frog Kissing”
• Objective: Fill the diary with new business• Approach: Proactive Calling by all ITAs From ‘the
Office’• On the Day: Start with a few techniques and some
motivation• Review:
– Newspapers– Trade Journals– Association Directories– Yellow Pages, etc
• Identify potential prospects• Call for an appointment• Monitor: ‘Calls / Speaks / Appointments’• Subsequently Monitor: Outcome of Appointments
2. ‘Blitz Days’
• Objective: Generate a pipeline of product sales• Approach: Marketing & Proactive Calling• In Advance: Decide on underperforming product• Identify existing and potential Clients who might be
interested• Send out short marketing letter in advance to raise
awareness and interest• On the Day: Start with a review of product knowledge,
benefits and ‘Client Problems’• Call, following the letter for an appointment• Monitor: ‘Calls / Speaks / Appointments’• Subsequently Monitor: Sales Successes.
3. ‘Wolf Pack’ Hunting• Objective: Support Underperforming Individual or Team• Approach: Team Effort to Hunt for Business• In Advance: Individual or Team agrees they need help• In Advance: Team buy-in to working together on it• Identify a dense area of business (such as industrial estate or group of office
blocks)• Ensure lots of business cards available• On the Day: Meet for Briefing & Motivational Breakfast near chosen source of
business• Team splits up the territory and (best in pairs) visits every business to see if they:
– Export already– Considering exporting– Know about UKTI, your Services and others who might be interested
• Book appointments• Meet for lunch in nearby pub to celebrate, review successes and allocate out
leads• Monitor: ‘Calls / Speaks / Interests / Appointments’• Subsequently Monitor: ‘Interested ones’ and Appointments.
Know Your Targets
Know Your Targets Set yourself goals and targets. They:• Give focus to your work• Motivate to succeed• Enable you to measure progressWork to your personal averages:• Give you a yardstick to work by• Motivate you when times are hard• Show where improvements might be needed (Direction, effort, skill)
Know Your Targets Income Targets:• What is my annual target?• What is my daily income target?• What is the average sale value?• How many sales do I have to make a day?
(A)• How many Businesses do you need to talk to
to make a sale? (B)• How many Businesses do I need to be talking
to a day? (A x B)The key is to focus on daily activity.
Know Your Targets Sign Ups Targets:• What is my annual recruitment target? (A)• How many businesses do I need to meet face
to face to get a sign up? (B)• How many prospects do I need meet or cold
call to get an appointment? (C)• How many prospects or cold calls do I need
to talk to a day? (A x B x C / 220)Remember to record your daily activity.
Make Time For Your Work
The Priority Matrix
B AB A CC
high
low high
low
impo
rtan
ce
urgency
The Priority Matrix
StrategicStrategic CrisisCrisisDevelopment Development CriticalCritical
DitchDitch Distractions DistractionsDNDDND Reactive Reactive
high
low high
low
impo
rtan
ce
urgency
The Priority Matrix
StrategicStrategic Crisis CrisisDevelopment Development Critical Critical
DitchDitch Distractions DistractionsDNDDND Reactive Reactive
high
low high
low
impo
rtan
ce
urgency
20%
80%
Managing Interruptions
•Necessary? (fire alarm!)•Necessary but untimely?•Unnecessary?•How long will it take? Do you really mean two minutes?•Anything else? (get to the point!)•Establish A,B,C, priority•“I’m right in the middle of something…can I get back to you at… o’clock?•Do not react to every demand on your time
Managing Interruptions
•Stand up when people interrupt•Move chairs, even remove them or make them inaccessible•Use a meeting room to remove yourself from intrusion•Develop a system of non-interruption time with colleagues•An open door policy is not always best!
Managing Your Time• Group similar activities together• Block out your time - Important things in first
– Prospecting time– Researching the prospect– ‘phoning– Allocate targets to your ‘phone time
• Should you ring in the morning? In the afternoon?... Just ring!!
• Prepare a list:– It removes “who do I call next?”– Easier to monitor progress– Research shows up to 3 times as many calls when sales
people us a list
Float Some Solutions
Outline very broadly possible solutions, keep this hypothetical but linking it back to the Client’s problems and implications, and seek a commitment from the customer:
“If we are able to…would that solve part of the problem?”
“If we can do this….would that be of value to you?”
Promise & War Stories
Don’t propose your detailed solution (yet).Thank them for all the information and time.
Tell them you need to think about possible final solutions.Promise you can help them and give them a reason to look
forward to next discussion / meeting.Share some ‘War Stories’ of how businesses did not use
UKTI and it really went wrong (in the ways they are worried about).
“Good news, from just a ‘chance meeting’ I actually feel certain that there are a number of things we might be
able to do to really help you.”
Review of Objectives
Close
Negotiation ‘Trading’
• Preferential terms must be earned• Don’t give away terms immediately
– Avoid ‘giving away’ commitment to improved terms during the discussion
– Revisit all terms in conclusion• “if you… then I…”
Negotiation Trading
What are the things we can ‘trade’?
The 6 Essential Stages
1. Become an optimist2. Seek first to understand, then to be
understood3. Use a consistent, structured sales approach4. Only present solutions to their problems5. ‘Clean your shoes’6. Continually develop and refresh your
communication skills
8 Ineffective Listening Types• Inadequate Listening• Evaluative Listening• Filtered Listening• Labels as Filters• Fact Centred Rather than Vision Centred
Listening• Rehearsing• Sympathetic Listening• Interrupting
Positive Language
“Houston we have a problem” “We will not lose anyone”
“This could be our worst disaster” “This will be our finest hour”
Apollo 13
Cognitive Dissonance
VisionVision
Current Reality
Consultative Approach
Knowledge of Problem
Know
ledg
e of
So
lutio
n
Low Hi
HiNO GO AREA
Start here1. Consult 2. R
esol
ve
Don’t assume you know what the solutions are.
Don’t assume you know what the problems are.
Situation, problems, implications
Sol
utio
ns
Gameplan and effective communication