Advanced client relationship skills

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

http://www.greeneking.co.uk/index.html

http://www.asis.org/Publications/ARIST/2002ARIST/background.gif

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


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


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


Know

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So

lutio

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Low Hi

HiNO GO AREA


esol

ve



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





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


Know

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So

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Low Hi

HiNO GO AREA


esol

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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








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’




Introductions & Objectives

• Challenges in managing Client relationships – therefore issues they wish to address

• Your Expectations and objectives of this workshop





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?



Impact

Influence

Direction

Appearance

Experience

Substance

InspirationEnergy

Follow Through

Ownership

Is It Right?

Action Planning


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












‘Ground Rules’




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!”


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.


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.”


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


Know

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So

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Low Hi

HiNO GO AREA


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Situation, problems, implications

Sol

utio

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Gameplan and effective communication