Winning New Clients: Brag to the Rest of the Enterprise
Winning New Clients: Brag to the Rest of the Enterprise
Since you have access to the many people you have had discussions with and know where each sits on the company “chess board”, you have permission to go back and update them on the progress that is being made on the pilot.
Notice that all the development time you’ve invested with people across all lines of business now has the potential to produce results. Unlike a sales optic, which often assumes that a “no” now means a definite “no”, a development focus assumes that circumstances are always in flux.
Since you already have access and permission right across the organization, you will want to go back and brag about the progress of your pilot. Your conversation will be about relevance and possible applications to the business circumstances you have already discussed with each of these people.
It would be faulty logic to wait until a pilot is secured before developing access to other lines of business within a large entity.
CM Associates’ success at leveraging a pilot to preferred vendor status is based upon having wide and deep access from the outset. Since it can take more than a year to chart where all the individuals involved in a decision about retaining your firm are located, you may not be in a position to capture success from a pilot if your access is not already in place.
New business development is therefore a circle rather than a straight line. The average lifespan of an executive is 2 years in a given position. Refreshing your contact with executives who may have moved into other roles is a gracious way of staying informed about evolving business needs. Their role in a decision to retain your firm may have changed from champion to purchaser. You need to stay informed.
ASK US: “What metrics should we use when planning a new business development program?”
cmassociates@sympatico.ca
Winning New Clients Brag to the Rest of the Enterprise - To learn more about this author, visit Catherine McQuaid's Website.
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5. Brag to the Enterprise
Since you have access to the many people you have had discussions with and know where each sits on the company “chess board”, you have permission to go back and update them on the progress that is being made on the pilot.
Notice that all the development time you’ve invested with people across all lines of business now has the potential to produce results. Unlike a sales optic, which often assumes that a “no” now means a definite “no”, a development focus assumes that circumstances are always in flux.
Since you already have access and permission right across the organization, you will want to go back and brag about the progress of your pilot. Your conversation will be about relevance and possible applications to the business circumstances you have already discussed with each of these people.
It would be faulty logic to wait until a pilot is secured before developing access to other lines of business within a large entity.
CM Associates’ success at leveraging a pilot to preferred vendor status is based upon having wide and deep access from the outset. Since it can take more than a year to chart where all the individuals involved in a decision about retaining your firm are located, you may not be in a position to capture success from a pilot if your access is not already in place.
New business development is therefore a circle rather than a straight line. The average lifespan of an executive is 2 years in a given position. Refreshing your contact with executives who may have moved into other roles is a gracious way of staying informed about evolving business needs. Their role in a decision to retain your firm may have changed from champion to purchaser. You need to stay informed.
ASK US: “What metrics should we use when planning a new business development program?”
cmassociates@sympatico.ca
Winning New Clients Brag to the Rest of the Enterprise - To learn more about this author, visit Catherine McQuaid's Website.
Like this article? Share it with your friends
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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