Archive for the ‘Business Development’ Category
Just a sales call…
I was following up on a business development campaign this morning, and spoke to a partner in a law firm. He said that he was a bit wary of ‘sales stuff’. Is that interesting? Every business needs to sell, but selling has become a dirty word. A bit like the labels bankers and politicians have received recently. Bankers, politicians and salespeople are pretty much essential, but regrettably, but as usual, the poisonous few have tarred everyone else with the same brush.
Personally, as an experienced buyer and seller now, I have no time for dishonesty, unreliability or manipulative techniques. As a buyer I’ve been delighted, surprised, pleased, confused and horrified. If someone lies to me, there is a long road back into my trust, if it’s possible at all.
As a business developer, the same principles apply, and I think the time has come for a bit of a moral crusade about doing business ethically, honestly and with your clients first and foremost in your mind. Of course selling discussions in business are ‘conversations with a purpose’ to use a phrase I once heard, as are interviews, board meetings, annual reviews etc. But there is no need for them to be based on anything other than mutual respect, openness and honesty. Great selling is being clear about what you can (and can’t!) offer, but then putting all your energy into understanding your client’s world so that if there is a fit, you can agree on a way forward. This doesn’t need any manipulation, closing techniques or other pushy tactic. Most professionals would be deeply uncomfortable with such an approach anyway. Join me in making selling a legitimate and pleasant thing to do again!
Please buy – I’m desperate..
I heard someone appearing in the Edinburgh Fringe being interviewed today. She was talking about ‘flyering’ which, if you’ve ever been in Edinburgh in Festival season, you’ll know gets through several forests of trees during August. Many of these flyers may go into a pocket or bag for a brief stay, but inevitably end up in a bin.
The performer talked about hating selling, and when she was asked why someone should go to her show, she wanted to say “because it’s good, and the venue costs a fortune and I’m desperate.” Of course, she didn’t say that – or hopefully not before a couple of hours in the rain. She presumably had a quick and engaging description of her show (I’m being optimistic here), but the reality is, most people will make decisions on what show to attend based on reviews, friends’ recommendations and their own interests. One comedian admitted that he’s fine at chatting to people one-on-one to promote his show, but he hates trying to force flyers into peoples’ hands.
The business moral in all of this? For flyers read brochures. For flyering, read scatter-gun marketing and business development. It’s better to build one-to-one relationships with the people who might reasonably buy your service. It would also help to be able to tell them what they would get from working with you.
Or you could try standing on a bollard in Edinburgh High Street, shout a lot and have heavy-weight flyers which at least make an impact when they hit people…
Short Term Selling (or push your product and run!)
I went to the Ideal Home Show at the weekend and came back with a selection of gadgets. I experienced ‘selling at the sharp end’ – out and out pressure selling from people wanting to take my money almost any way they could. To be honest – some of it was fun (hence my purchases) and it was an actual pleasure to be on the receiving end of some of the patter.
Selling techniques ranged from:
- Stepping in front of me as I walked along.
- Following me as I tried to continue.
- Inviting me persistently to try out the product there and then.
- Extravagant claims about the product’s capabilities – how could I ever have survived without it?..
- Suggestion that I was being negligent and irresponsible not stopping to hear more.
- And so on…
As I unpacked and tried to use some of my purchases, I began to realise that I had been naive at best about how easy some of them were to use, and almost downright lied to with others. However, I knew I wasn’t going to drive another 100 miles and pay an entrance fee to the show to demand my money back. I guess they knew that too. I often wonder how some salespeople can sleep at night, knowing that what they’re selling won’t live up to the hype.
However, I have to smile at my own gullibility and think about what did work and what I can learn from. The salespeople were all very enthusiastic. They used vivid language to paint a picture of what their product could do for me – how I would feel after using it, and what would resonate with my needs. All good stuff. We could probably all do better with that. However, they’ll probably never see me again; they have no real understanding of the technology or knowledge that went into their offering, and all they were concentrating on was their sales figures.
The opposite of consultative selling and building long-term, profitable relationships!
PS There’s also an interesting debate on the PACE LinkedIn Forum on manipulative selling.
Building Long-Term Profitable Relationships
Long-Term Profitable Relationships
I had a bit of a panic a couple of weeks ago when I couldn’t get hold of the mechanic who has been fixing my cars for a long time. Luckily he was just rather busy, and he fixed my car last week like he has always done. Or that’s what it feels like!
When I picked up the car, I asked him if he realised how long I’d been using his service. We reckoned it must be at least 16 years. He started as a one-man operation, and although I’ve seen others working with him on occasions, he still is.
So what are the drawbacks of his service? He can sometimes be a little bit difficult to get hold of – he doesn’t have a receptionist. That’s it really. What do I love about his service?
- He has fixed everything I’ve thrown at him – starting with a problem that another garage said would need computer-analysis and engine dismantling. He just fixed it.
- He’s serviced all my cars, old and new.
- He is almost always cheaper than I expected.
- He sometimes delivers the cars home or meets me at the bus stop so I don’t have to walk down into the industrial estate where his garage is.
- He once came out to my workplace to adjust something I wasn’t happy with.
- He is always polite and friendly.
- I never feel like I’m being ripped off.
- I trust his advice on all things car-related.
In short, he delivers service that some ‘premium’ garages can only dream of. I have a long-term, profitable relationship with his business. I know a lot of businesses that could learn from his example!
First impressions count from the very start
“I have visited and talked to many firms over the last quarter and each time, I am reminded how important the role of the receptionist is. It seems that in most organisations, the receptionist also answers the main phone line, so I’m including phone answering in this observation. On most occasions I have been greeted with warmth and professionalism, where I felt like I was no trouble to them. I have had great conversations in receptions, and have already begun to get a feel for the culture of the organisation during them. I have also sensed how hierarchical and respectful a place is by observing how receptionists are treated by their colleagues.
There is, of course, another side to the story. There are those receptionists who seem to take ‘professionalism’ to mean that you treat callers on the phone or to the office rather imperiously, like they had to earn the right to breathe that company’s hallowed air. The impact is a feeling that you have to fight past them to get through. Or there’s the “I don’t really want to be here” types – clearly disinterested, unhelpful and quick to point out that they know nothing. They don’t inspire confidence in the rest of the organisation’s offering.
Receptionists are often the first point of contact for potential customers. They can certainly influence the decision to pursue a relationship with a firm. Next time you are out of the office, call in and see what the experience is like. Or ask a visitor how they were treated.
I’d like to finish with a question – how pleasant are you to receptionists when you visit another business? It works both ways!”