– with thanks to David Joel of Lanson Consultants for his inspiration.
I am happily married with four lovely daughters.
I think any involved parent is a CEO.
I am an equal partner CEO in the parent company. Two of our branches believed they would be more successful away from the control of the parent company and so we have come to a mutual agreement to separate. The longest established branch has formed a successful joint venture by merging with another to form a separate company, and the other branch has changed markets and moved to develop within a larger concern in London.
– This has resulted in reduced costs and improved productivity of the parent company and day-to-day running is noticeably less frenetic.
The remaining two branches are still being developed and have interesting prospects for the future. They have each developed in very different ways addressing widely differing markets; one in entertainment and the other in service industries. Once each has reached fully profitable status and is attractive enough for a (hopefully) more established concern to take notice, then these too will likely separate from the parent company as ‘going concerns’. Some support will have to be maintained during the transition phase at least, and possibly longer. I envisage maintaining a non-portfolio directorship for some time but doubt my influence will be considered valuable by then.
– The timescale for these changes is difficult to determine. We are hoping for 5-6 years but suspect it may be considerably longer.
Once the parent company has been ‘asset stripped’ in this way, we hope it will remain a viable concern, able to tick-over at least for a few years. Returning to full efficiency and optimum profitability may take some time but once achieved then a more bespoke, higher level, occasional consultancy may be the structure adopted.
As for passing the company on to future generations…..
I hope this analogy resonated with some of you.
Finally, a question to ask yourself; am I being a good CEO or am I simply ‘doing a job’?
©Salient Sales & Training
Is it them, or is it you?
Here’s a quick check list for you to be sure it doesn’t happen;
To make sure it’s not you:
1/ Have you properly identified and agreed the need? – if you’ve assumed what they want instead of asking questions, then delays may happen while you clear up any confusion
2/ Have you managed expectations? – if they are expecting ‘A’ in 3 weeks and you give them ‘B’ in 5 weeks you may lose the business or at least have it delayed. Make sure they know and agree what to expect.
3/ Have you agreed the process? Their process for the purchase may be very different from your sales process. Talk to them, make it match.
To make sure it’s not them:
1/ if there is a delay from them – do you know all the decision makers and influencers so that any delay can be explained and overcome ASAP?
2/ if there is silence from them – have you agreed with the customer the best and most effective ways, and how often you can communicate with the key people in the sale?
3/ if it’s price – are you selling on value, not on price? i.e. stick tight to your quote and offer more value, rather than less price.
– Six common issues that can at least delay, and sometimes lose the business.
– Six simple strategies that will help to make sure they don’t happen.
– Smooth the way, win the business.
To find out more and consider other barrier solutions why not come along to the next Salient Seminar: ‘What’s Stopping You?’ Details HERE.
There may still be time to add to your sales this year
NOW is the time to put together your plan for next year’s sales
I meet many businesses that, if doing well, make no plans to ‘feed the pipeline’, to seek and win new business on a regular basis. At some stage, the feast will stop and famine will take over. At that stage it may be too late to ask these questions;
- Where will my sales come from?
– have you targeted specific markets and customers?
– have you followed up all previous opportunities?
– and be sure you’re given the chance to quote
– are you talking to the decision maker?
- Am I sufficiently skilled in pitching, negotiating and closing?
– enough to win the business?
– enough to ensure the best deal?
Did you have a sales plan for this year? If you did make a plan; you have now reached the fourth quarter of the year. Are you on plan?
DO YOU KNOW WHERE YOU’RE GOING?
You did make a plan? Good move; not enough businesses do. Too many rely on the ‘Field of Dreams’ principle of ‘If you build it they will come’. Unfortunately, business is never as simple as that. Building a business ready to supply the market is one thing, but;
– making it attractive to those who may buy from you
– developing an interest from those who could use your products and services
– showing how well you can fulfil their need
– securing the business by gaining their commitment, and
– delivering and exceeding their expectations
…are all skills that can be learned, developed and embedded into your selling process.
Selling need not be difficult, stressful or something to avoid! Selling can be ethical, simple, even fun! Being better at selling means winning more sales. But, you do need some useful skills and techniques to help ensure this happens.
So Plan – Action – Review. Review means measuring your progress against plan and making any changes needed to remain on, or exceed your plan. You cannot measure everything, but knowing where you are against your sales plan will help you to ensure positive progress and achievement.
So, you have a plan for next year? How about aligning it with you 5 year and 10 year plans?! Don’t rely on the short term view; turn that wish list into reality by making longer term plans for it to happen. Make sure you know where you’re going!
Salient Sales & Training – taking the pressure out of selling
(If you are not happy with your answers to any of the above questions, why not book on our next seminar? Details are on the website, under ‘Events’.
Communication and Buy-IN; are your customers and prospects fully engaged or merely notified?
I was training a group of 10 delegates a couple of weeks ago. They were a great bunch, very professional and clearly dedicated to the company. However, like many, they felt that contacts; customers or prospects; were not fully engaged with them. Their contacts would not respond promptly; weeks would go by with no response to a question, query or quote. Apparently, some quotes of considerable value were still outstanding and they had assumed that they had not been successful. Three things immediately sprang to mind:
FOLLOW-UP, ASSUMPTIONS and COMMUNICATION!
Any question, query or quote goes cold very quickly unless reinforced with a follow-up. They may be short of a single fact or simple clarification. ‘For a ha’porth of tar, the ship sank’ as they used to say….apparently.
This team had worked hard to offer what they felt the customer needed, but had stopped short of the follow-up. Looking keen and following up within a small number of days will only give good impressions and emphasise that yours is the company to engage in business.
This level of attention has three key benefits:
- It shows you’re keen
- It keeps you up to date with customer intentions
- It speeds up the sales process
Without effective follow-up, others will step in to take the business. The ‘personal touch’ will be lost and engagement will transfer to others who express more interest in working with them.
Rule 1 – follow-up, if you don’t, others will.
In each case assumptions have been made. It could be you are assuming you have little chance or the e business is not due to be placed yet. Maybe they have assumed that your lack of follow-up means you are less interested in the business. There are many other common assumptions and whichever side is making them, they are very dangerous and likely to damage your prospects of winning any business.
Rule 2 – never make assumptions; ASK! Summarise, clarify and confirm every time.
How you generally communicate can make a huge difference to the progress and success of the business you are chasing. I asked the team of delegates what forms of communication achieved the highest emotional connection or engagement, the most ‘buy-in’ from the customer. We produced this list in descending order. I then asked how they would usually communicate and in what proportion. The results speak for themselves:
Engagement % % usage of communication methods
Face to Face 90 5
Skype 50 5
Phone call 30 5
Letter 10 5
Email 5 90
The company relied almost wholly on email, but admitted this was the least effective when wanting to engage with customers or prospects. Despite the hard work and best of intentions, they had notified instead of engaged.
Rule 3 – if you claim to be a friendly and personable company to work with, don’t rely heavily on email for your communication. If in doubt, ask them, see them, call them, write to them; why not use two methods, write then call, or visit then write etc?
If your customers matter; and of course they do; work more closely with them to understand their need, to fulfill their need and to win the business. I am sure this team will now move forward by following up every contact and proposal as they certainly deserve the greater success it will bring.
It could be YOU!
- They might not like the look of you!
- Perhaps your opening line closed the conversation
- Your enthusiasm has overwhelmed them
- Your lack of enthusiasm has disappointed them
- Your garlic/coffee/curry breath has caused their spectacles to melt!
All these factors can have a negative result when attempting to sell. Have you noticed a common theme? They have little or nothing to do with your product or your sales skills.
In fact, many business opportunities are lost even before any attempt has been made to sell. This is simply because the seller hasn’t considered their own personal presentation. Such issues can also play a part in business conducted over the telephone or over the internet. Here the issue is ‘it’s not what you say, it’s how you say it’. We all know this to be true, but how often do we stop to think how this can apply to us and our business approach? First impressions are more about how we look, how we act, what we say and what we do.
Emotion has a huge effect on how we regard the people we meet. The emotion generated can have a positive or negative effect on any business being sought. Before we have even opened our mouths, the new prospect can have made a subconscious decision not to do business with us! Are we guilty of self-sabotage without realising it?
It is true; we do business with people we like. Often, we decide whether we like them or not within just a few seconds of meeting them. Yes, first impressions are very important.
Next time you want to approach someone whom you think may be a prospective customer, take a moment to consider:
- Do I look the part?
- Would a mouth spray help?!
- Am I prepared to listen before I attempt to sell?
- Do I have an interesting opening line and elevator pitch?
- Will my enthusiasm for my business be seen as being keen or aggressive?
- How can I help them?
……and only then, how can they help me?
Give yourself a chance! Once these questions are answered positively, you stand a good chance of winning their hearts and their business.