Communicate The Problem...Get The Client

Written by Irene Brooks

Copyright – 2003 – Irene Brooks

Here’srepparttar scenario:

You‘re at a gathering and you come across someone who would be a perfect client for your business. You engage in a conversation andrepparttar 127190 inevitable question comes up. “What do you do?”

You get excited, your eyes light up. “This is it, this is my shot, I’ll get him now” isrepparttar 127191 thought racing through your mind.

“Well, I am a small business coach.” You say as you anxiously await for him to tell you how you arerepparttar 127192 answer to his prayers.

“Oh, I see…uh…I think I leftrepparttar 127193 lights on in my car…uh…it was nice talking to you, bye”

And you watch your perfect client rush away to find someone else to talk to.

It’s important that you are able to communicate what you do in ways that will help your prospective client understand that you are a solution to his problem. How you position yourself isrepparttar 127194 difference between getting that “deer stuck inrepparttar 127195 headlight” look from your prospect or having someone ask you for more information.

Positioning revolves around your core marketing message that clearly states who you work with, what problems you solve, what solutions you provide, what benefits you offer, what results you produce, what guarantee you give and what is unique and special about your particular service. Positioning isrepparttar 127196 foundation that you buildrepparttar 127197 rest of your marketing upon.

Here are two things that you must NOT do:

Do not use your label, this is a sure-fire way of ending a conversation quickly. How many times have you told someone, “I’m a coach” and they say “oh, what team?” or “how nice” and they quickly changerepparttar 127198 subject. Chances are that when you open with your label, if you get a continued conversation, that person is only being polite.

Do not userepparttar 127199 process, for instance, a coach might say:

“I help people discover their excellence by co-creatingrepparttar 127200 positive environment needed for a powerful conversation by having a two-way structured dialogical process that goes beyond basic listening skills and includes multilevel hearing and co-active interaction byrepparttar 127201 coach.”

If your strategy is to haverepparttar 127202 “deer inrepparttar 127203 headlights” look in every prospect’s eyes, well this isrepparttar 127204 one for you.

When you,repparttar 127205 business owner communicaterepparttar 127206 process of what you do, you are still not reaching your prospect by communicating what’s in it for them. They will be confused and they will run as fast as they can.

4C The Future

Written by Beverley Hamilton


Foreseerepparttar future, that’s what your customers expect, that’s what you need to deliver.

In an ever increasing global marketplace,repparttar 127189 degree to which companies can deliver ongoing value to their customers’ evolving needs, determines their continued success. Value is a personal thing and successful companies discover what value means to their customers quickly, effectively and continuously. The challenge is great and meeting that challenge requires companies to recruit, train, develop and reward their people to deliver current and future value. Skills, knowledge, behaviours and thinking need to be uncovered and honed to enable people to deliver their best forrepparttar 127190 company and their customers.

If that is true, what implication does that have for leadership and senior management teams? The strategies that enable a company to gain and maintain customers are only as effective asrepparttar 127191 people that implement them; so recruiting, training, developing and rewarding those people effectively, is crucial. A phrase commonly used isrepparttar 127192 war on talent; but should it be a battle? What if a company’s talent strategy was such thatrepparttar 127193 right people were attracted to rather than fought for?

Atrepparttar 127194 frontline of any company is its salesforce. The salesforce ofrepparttar 127195 future will need to reconsiderrepparttar 127196 way it “sells”. “Tomorrow’s customers won’t just be looking for products they’ll be looking for solutions and services. In order to deliver them, companies will have to know everything about their customer’s organisation and how their products and services touch them… not only will companies have to figure out their customer’s current needs but they will have to work hard to anticipate their future needs as well….it will mean changing people’s mindsets from product centric to customer – service-centric” (1)

Building relationships to sell products is no longer enough. The salesperson ofrepparttar 127197 21@ needs to be a solutions provider and business partner for their customer. The increasing availability and usability of technology by companies means that there is greater transparency of price and product, so companies looking to develop and maintain long term customer loyalty need to transform their saleforces into customer advocates.

Traditional selling methods and their associated skills, will be less relevant, and more emphasis on building trust and rapport, creative thinking, needs analysis and partnership management will deliverrepparttar 127198 value customers expect. In a global context, these skills are even more critical as there are added dimensions of managing global strategies in local markets, understanding cultural differences and dealing with location, time and technological variations. One person may live in UK, have their HQ in Germany and their client base in EMEA, another may live in USA have their HQ in France and their client base in Asia. Effectively managing people and strategies in this context increasesrepparttar 127199 need for havingrepparttar 127200 right people inrepparttar 127201 right jobs to best serve those differently located customer bases. “Companies will have to burst out of their traditional habits to become true learning organisations.” (1)

To prepare customer advocates ofrepparttar 127202 future and evolve current salespeople into customer advocates, there are 4 key areas that companies should focus on


CAPABILITY “Skills, knowledge and talents are distinct elements of a person’s performance. The distinction being, that skills and knowledge can be taught whereas talents cannot… Talents are recurring patterns of thought, feeling or behaviour that can be productively applied.” (2) They are a person’s mental filters. This has implications when recruiting and developing salespeople. In order to identifyrepparttar 127203 skills and knowledge a customer advocate needs may mean approaching recruitment and training in a different way. If you can’t train talents e.g. being proactive, you need to select for it. Assuming you have selected salespeople with talent and potential how do you determinerepparttar 127204 training, and development that will optimise their talents and uncover their potential.

Firstly identifyrepparttar 127205 business outcomes you need your salespeople to achieve. Without business orientated outcomes training and development becomes a “so what?” activity adding no value torepparttar 127206 individual,repparttar 127207 company orrepparttar 127208 customer. Secondly, create individual learning paths to optimise current skill and knowledge strengths, minimise weaknesses, develop potential and utilise talent. This may mean no more “sheep dip” training programmes. This may mean no more performance reviews constantly telling someone they need to be more proactive.

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