Foundation Training Program - Next Level Exchange ...Training Workbook Produced by: Next Level Exchange 214.556.8000 - . ... Motivating factors causing this candidate to make a move

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Foundation

Training Program

Module 3

Approaches to Marketing

Training Workbook

Produced by:

Next Level Exchange

214.556.8000 - www.nextlevelexchange.com


Module 3: Approaches to Marketing

Chapter 1: Crafting your Introduction

Crafting your Introduction

In order to achieve your objectives, you must prepare yourself to attract those goals. What needs to be understood is that before you take any action towards the

achievement of your goals, there is pre-action that must be done first. The simple fact is that, through preparation, you will set yourself up for a higher level of success than if you simply “go with the flow”. When preparation meets opportunity, achievement

begins!

Why Script your Presentation?

1. Through preparation, you will have a more compelling

and 1.______________ approach than other recruiters

2. You will sound more confident and more professional

Your prospects will decide in 15 seconds or less if they

want to continue to invest time with you

3. It will ensure that you don’t leave out any important

details or critical information

4. You can be more 2.______________ with the word choices

that you select.

Select words that sell and paint a picture

“Luck is a matter of preparation meeting

opportunity.” -Oprah Winfrey




Marketing Objectives:

Objectives must be VMA:

Valuable

1.______________

Achievable

Objective #1: Identify 2.______________ or upcoming needs

Secure a fee agreement if applicable

Objective #2: Create value for your next follow-up call

Understand what information would be important for you

to bring to future conversations

Send follow-up email that is professional and memorable

Objective #3: Solicit 3.______________ or gain some market

insights

End every call being more prepared for your next call

Objective #4: 4.______________ the hiring manager

Remember that everyone has a next step!




Four C’s Model:

Increase the probability for establishing trust and legitimacy

early in the conversation:

Concise Introduction

Clear Purpose

Compelling Connect

Call to 1.______________

Concise Introduction Examples:

“Jim, Karen Schmidt with Next Level. I’m responsible for

developing business relationships with a select group of

clients in the biotech industry.”

“Good morning, Jim – Karen with Next Level. I lead the

Private Wealth Management Practice which exclusively

places advisors whose revenue production is over $1

million annually.”

“Jim, Karen Schmidt with Next Level, an executive search

firm based here in Dallas. I’m the director over our

domestic consumer products practice specializing in

Category and Trade Marketing Managers and Directors.”

Use the 2.______________ Theory to test the concise nature of

your introduction!




Clear Purpose Examples:

“I understand from (publications/partner/etc) that your

firm is strategically targeting (type of work/projects/etc).

I understand why this market interests your company,

with the nearly $(amount) of (type of business) that is

forecasted to exist in this marketplace because of

(information). This means you will be targeting the ever-

demanding pool of difficult to identify and attract (type of)

professionals with (type of) experience.”

“I have built a relationship with one such producer and

together we have short listed a couple of organizations

that he would like to target. The reason we wanted to

reach out to you specifically was because he knows of

your history in the area, reputation for (type of work),

and the (insert additional information).”

“It’s my understanding that you may have a need for a

(title), and I am confident that I can solve that for you.”

Make sure that your client understands what’s in it for them

to invest some time with you.

Any insight you use, at this point in the conversation, will

begin the essential process of developing initial rapport and

legitimacy with your potential client.




Compelling Connect Examples:

“As we know, the success in landing new (type of work)

comes with an experienced team. For the last (#) of

years, we have spent every day networking with (type of)

candidates. Through these efforts we have completed

dozens of searches, and our most recent hire was a

(insert quantifiable info about last key placement) -who is

now doing what you need done.”

“If you have an interest in adding a $1 million dollar book

of business to your team, I can share with you what

specifically he is looking to accomplish and how you can

attract him to your firm instead of him being attracted to

a competitor.”

“There are 117 Category Brand Managers within a 100

mile radius of your location that are not actively looking

but open to a phone call from me. In short, there is an

entire candidate pool that you will not have access to

through your normal means of postings, ads, or

networking.”

Avoid sharing why you want to speak with this client;

instead, clearly articulate why they should want to talk with

you.




Call to Action Examples:

“I am confident that a brief conversation would allow both

of us to gain further insight into some of your current

challenges and some of the ways we’ve helped other

clients overcome similar challenges. If now is convenient,

I’ll start by simply asking you (insightful question).”

“I have five questions to ask you, the answers to which

will allow both you and I to determine if this is a

candidate to talk about further. Even if he ends up not

being a fit, I would like to know enough that when I call

you back next, your response is “absolutely, THAT’S the

guy I need to see, when can I get him in here.” Do you

have five minutes now or should we schedule a time

tomorrow?”

“Bottom line is that the individuals you are looking for are

not actively looking for you. I’m open to taking however

much time it takes to reach out to the 117 candidates

who fit what you need, if you are open to spending some

time telling me how I hook them with your story once I’ve

got them on the phone. Are you open to sharing with me

your story now, or does tomorrow work best for you?”

Answer the unasked question from your prospect:

“What do you want from me?”



Chapter 2: “Most Placeable Candidate” Approach

The Most Placeable Candidate (MPC) Approach

The purpose of the MPC Approach:

Secure an interview for your superstar candidate

Demonstrate your credibility by the type of candidate you

represent

The MPC Candidate is leveraged as a 1.______________

to interest the client early in the conversation

The key with this approach is to select a candidate that you

can market to 2.______________ prospective client companies

How do you select an MPC?

During the course of your normal 3.______________

activities

Looking at active candidates on job boards

Candidates who have interviewed with other clients but

were not a fit

Most important criteria: an MPC must have a marketable skill

set that can be marketed to a 4.______________ of the firms in

your niche.




Varying Degrees of Candidate Commitment:

Low sense of urgency, but open to considering a new

opportunity

High sense of urgency, and is putting his or her job

search in your hands

In the second situation, consider asking for exclusivity for

a specific timeframe in order to avoid duplicating the

efforts of someone else

Example Script for Exclusivity:

“I am going to ask that for the next 10 business days, we

have an exclusive relationship. If you have your resume

posted on any job boards, take them down for the next

two weeks. If you are working with other recruiters, or

other recruiters contact you, push them off for the next

10 business days. If at the end of two weeks, you aren’t

completely happy with what our joint efforts have

produced so far, I give you full permission to work with

anyone and everyone who comes along. But during the

course of the next 10 days, I need to know that any

efforts I’m making on your behalf aren’t duplicated by

others.”




Desirable Traits of an MPC:

Marketable Skill:

Too narrow of a skill set = limited by lack of potential

openings within most clients

Market a candidate with a skill that is more universally

needed in volume within your clients

Realistic 1.______________ and Responsibility Expectations:

Slight compensation increases can be expected (but not

guaranteed or even needed at times)

Core functions in every role that must be performed

Open to 2.______________, or to a longer commute:

Keep in mind the dual purpose of taking an MPC to

market

Realistic interview and start date timeframe:

Hiring managers that get excited about your candidate

might be 3.____ __________ when it’s realized that he or

she can’t begin employment for an extended timeframe

Checkable 4.______________:

You only have one chance to make a first impression!




The MPC Presentation

Current and past responsibilities, including specific

notable 1.______________

Motivating factors causing this candidate to make a move

The 2.______________ to the prospective client for hiring

this MPC

Compelling Introduction Example:

“Good morning Jim, Karen with Next Level. I lead the

Commercial Banking Practice which exclusively places

senior credit managers and commercial lenders with both

national and independent banking institutions. I have

built a relationship with one such senior manager and

together we have short listed a few organizations that he

would like to target. He primarily focuses on new

business development with (types of clients) and has

landed (# of) new accounts in the last 6 months totaling

over ($) in new revenue for the company. I’d like to

share with you his brief story and why he is interested in

speaking with you – do you have a moment now to talk or

at least listen?”





Guiding Principles of your MPC Script:

1) Never read the 1.______________

Which two statements are the most important?

• He is very active in local networking associations and is an

avid golfer – he’s very involved in the community and is

well-respected by his peers.

• He has a strong background in leading and developing

teams of people.

• His department’s turnover used to be 20%. Now that he

has become manager, it’s been reduced to 8%.

• His track record includes increasing profitability in his

department by 22% due to his streamlining of the on-

boarding process for new clients.

• He has been promoted three times in the last five years.

In every company, in every role, someone is either

responsible for making the company money or

2.______________ the company money.






1) Never read the resume

2) Features tell, and benefits 1.______________

A feature is how you describe your candidate’s background:

He’s been in the industry for five years

He handles all of the hiring and training for his team

He holds an ABC Certification (industry specific

certification)

A benefit translates the feature into a direct advantage for

the client:

He is ABC Certified – which, as you know, is a certification

that costs an organization $5,000 to put someone

through. His current company has already paid for this

and it costs nothing to maintain. Additionally, what this

means to you is that you will have access to (certain type

of) new clients, because these clients only accept

proposals from companies with ABC Certified project

managers.






1) Never read the resume

2) Features tell, and benefits tell

3) Turn 1.______________ skills into hard facts

Use proof statements to quantify and prove your soft skills:

Soft Skill: “He is a great manager.”

Hard Fact: “He is responsible for a team of 10

individuals and has groomed 3 younger associates over

the last couple years to run groups of their own. Because

of these new groups, his company has been able to break

into two brand-new markets that have generated two of

their top five accounts company-wide.”





Body of the MPC Script Example:

“He has spent the last 7 years at a local commercial banking

organization that you are very familiar with, which means that he

brings not only best practices from the industry, but also outside-the-

box thinking to assist with the variety of challenges your branches

face on a daily, monthly, and yearly basis. He primarily focuses on

new business development with corporate accounts and has landed 12

accounts in the last 6 months totaling over ($) in new revenue for the

company. He is responsible for a team of 10 individuals and has

groomed 3 younger associates over the last couple years to run groups

of their own. Because of these new groups, his company has been

able to break into two brand-new markets that have generated two of

their top five accounts company-wide. I reached out to one of the

individuals he mentored, who shared with me that he is actually the

primary reason that employee turnover in that department has gone

from 20% to 8% in the last several years.

Recently, his parent company went through reorganization, and he is

not feeling comfortable with his ability to provide the same level of

service to his clients as he once was. Since 90% of his clients are

repeat books business, he is concerned about this reorganization

impacting the commitment he has made to his clients. The reason we

wanted to reach out to you specifically was because he knows of your

history in the area, reputation for corporate accounts, and the fact that

you are privately owned is very appealing to him seeing as his current

parent company is disconnected from decisions at the branch level.

How would you see someone of this caliber fitting into your

organization?”



Chapter 3: “Self as MPC” and “Flipping the Call” Approach

The “Self as MPC” Approach

Selling your track record, your knowledge, your market

mastery and how it can benefit the potential client

Substitute your ability to 1.______________ the right

candidate, versus one of which you currently are aware

Compelling Introduction Example:

“Jim, Karen Schmidt with Next Level. I’m the director

over our domestic consumer products practice specializing

in Category and Trade Marketing Managers and Directors.

In the past six months, we have placed (#) of consumer

products professionals throughout the United States.”

“Life isn’t about finding yourself. Life is

about creating yourself.” -George Bernard Shaw




Body of the “Self as MPC Script” Example:

“We achieved this success by developing long term

strategic staffing partnerships where our clients rely on us

as a preferred, if not single source, staffing partner in times

of explosive growth and more targeted hiring initiatives.

However, all of those relationships started with me having

to earn the right to that partnership. The fastest way that I

know how to earn that opportunity is to deliver value by

sharing with you Next Level’s approach to market mastery.

In our world, there are only 50 major consumer products

organizations, and perhaps double that number of boutique

companies specializing in unique goods. Less than a third

of those have XYZ programs and most companies have

between one and five Category Brand Managers on staff…so

about 150 companies with a field of about 600 Managers.

If you want more than 10 years of experience, the number

is cut in half to less than 300. Eliminate those who can’t

relocate to where you are, are being paid far more than

what you can offer, and either can’t or won’t consider

change and you are most likely dealing with a couple dozen

prospects on any given search you have for your Brand

Management. This is a world I work in every day.”




Broader “Self as MPC Script” Example:

“I understand you have a need for a program brand

manager and I am sure that you have your own methods of

filling this position that might be effective and efficient.

However, most of my clients don’t work with me because

they CAN’T fill the position on their own. They work with

me because I am working within a different candidate pool.

I am working with people that are currently employed,

doing an outstanding job, and being well compensated for

their efforts. These are people that are reasonably happy

with their present situation.

They are not reading your ads, they are not applying to

your human resources department, and they are not

sending out resumes. In short, there is an entire candidate

pool of people that are incredibly well qualified that you are

not able to reach on your own. Now, it doesn’t take a math

major to know that if my candidate is equal to your

candidate, then you are going to hire the one that does not

have a fee attached to them. BUT, if my candidate is in fact

the right person, and they will in fact bring more value to

your firm than my fee, then it just makes sense to talk to

them so you at least have given yourself that option.”




Example Closing Questions:

What else would you need to know about this individual in

order to have a clear understanding of how he could

impact your firm?

What would be the first step in getting the two of you

together?

If what I just shared with you matches what is on his

resume, is there any reason you wouldn’t want to have a

cup of coffee?

How would you see an individual of this caliber fitting into

your organization?

Is there anything else I can share with you that will help

this process move forward?

Who, other than yourself, would be involved in the initial

conversation an individual at this level?

Is there any reason you wouldn’t be open to spending a

few minutes meeting with him this week?

Is there anything else that we haven’t yet covered that is

important to you?




“Flipping the Call” Approach

Call is opened with a 1.______________ presentation and

opening dialogue

Flip the call when you have identified that you are

speaking with a decision maker or hiring manager

Flip by asking: “Are you fully 2.______________ right now?”

Example flow chart of the “Flipping the Call” Approach:

Recruiting Script Conversational Questioning 5 Point CDS

Are you fully staffed?

Discussion of managerial experience

Breakdown of team Overview of organizational structure

No (Qualifying Questions)

Yes (Gather Info)




Example flow chart of the “Flipping the Call” Approach:

No (Qualifying Questions)

Yes (Gather Info)

• What future openings do you anticipate in your department/team/division?

• When did you last need to fill a position externally? How did you go about filling it?

• Does your company partner with search firms?

• Are you ‘locked into’ a particular search firm?

• When you do have openings, what type of background and experience do you typically look for?

• Do you have any candidates in a ‘holding

pattern’ if someone leaves your group unexpectedly?

• Are there any opportunities for top-grading? Any group or department that has fallen short recently?

• Are there particular companies your company

likes to recruit from?

• Who are the other department heads or team leaders responsible for hiring?

• Are there any sectors that you aren’t in right now that the right candidate could open the door for?

• What will have to happen for you to have a

hiring need?

• Are you laying people off right now?

• Have there been strategic people who have left in the last few years that you wished wouldn’t

have?

• Are you in the ‘get work’ phase or the ‘do work’

phase?

• If the Michael Jordan of (your industry) were to call me and express an interest in your company, should I even pick up the phone and let you know?

• What are the most urgent and critical positions you need filled?

• What are the primary responsibilities – can

you describe a typical ‘day in the life’? • How long has the position(s) been open?

Why? • How have you attempted to fill this position?

• Is there a drop-dead date to fill? What are some of the long-term, lasting effects of not having this position filled by your timeline?

• Who have you already interviewed for this

position?

• Who internally have you considered? • What candidates are currently in process?

• How many offers have you extended that were rejected? Why?

• Have you used other search firms on this

position? What worked and what could have been better?

• When your firm partners with a search firm,

who else is involved in that decision?

• What is your role in this process? Is there

anyone else involved in the hiring decision? • What is your ideal salary range? What is the

top end you would offer a superior candidate?



Answer Key

Page 2: 1. differentiating

2. sophisticated Page 3: 1. Measurable

2. current 3. referrals

4. Recruit

Page 4: 1. Action 2. Backpack

Page 8: 1. hook 2. multiple

3. recruiting 4. majority

Page 10: 1. Compensation 2. relocation

3. let down 4. references

Page 11: 1. achievement 2. benefit

Page 12: 1. resume 2. saving

Page 13: 1. sell

Page 14: 1. soft

Page 16: 1. find

Page 20: 1. recruiting 2. staffed



Additional Script Examples

MPC Introduction:

“This is (name), Director of the (niche) Search Practice at (company). My Practice operates strictly within the (function,

industry) with primary discipline focus in (location, level). 90% of what I do is retained and the other 10% of my business is the talent

I take to market as by-product from other searches and relationships from working in the inch-wide mile-deep specialty practice area in

which I focus.

I have just completed a (type of position) retained search for my client, (use the actual client name). In that process, we came across

another outstanding candidate that we did not place with our client

because the commute would just be too long – which is why we wanted to reach out to you.”

(use any reason that won’t cause this new client to think that this

candidate wasn’t desirable by the retained client)

MPC Body of the Script:

“He has ten years of experience in (role, function) and has had the

opportunity to learn from the very best, being developed under solid leaders at (past companies). With his solid (insert specific) skill set

and (additional qualifications) he could be a perfect fit for a (role, level) within a growing organization. His past track record includes

increasing profitability in his department by (x)%, earning the

distinguished (award) and being promoted into a senior leadership role faster than is anticipated for someone in the industry.”

Close and Call to Action:

“Does this sound like an individual that an organization like yours

could challenge, and if so, what type of role would you see him in?”




Self as MPC Introduction:

“Hi (name), it’s (recruiter) with (firm). I specialize in the (FILL) area.

Self as MPC Body of the Script:

My track record stretches over the last (#of) years as we’ve placed (# of) candidates in the last year alone. I align myself specifically

with a select group of clients each year. In the last 12 months, I’ve worked with (name drop hiring authorities and clients) to successfully

fill critical openings and top-grade their current team.

In creating my business partnership plan for this year, I am calling

you specifically because of your reputation in the industry. I know you have several key projects on the horizon with (insert your

industry knowledge). My short-term objective is to get an understanding of how I can earn the right to be a valued consultant

to (their firm) – if there are no critical hires that you have right now, I’m fine with this turning into a long-term objective. But at the end

of the year, I want to have the kind of relationship with you that I’ve built with (other key clients).

Close:

Where do we start?”




Self as MPC Introduction:

“Hello (hiring manager), it’s (name) with (firm), and I lead the area

of (type of area). We have been recruiting in the (type of) industry for (#of) years, and in that time I have seen many changes in (type

of area) recruiting and hiring. One approach has remained consistent: the one where the recruiter who knows very little about

you or your organization calls you up weekly, if not daily, to tell you about the most incredible person ever without ever asking you many

questions, if any, and says nothing to establish credibility to warrant you taking some time to speak with him or her. Does that approach

sound familiar?

Self as MPC Body:

Well, I pride myself on being a market expert and really knowing the

clients I work with and the candidates I represent. I believe recruiting is not about awesome/stellar/incredible candidates and

positions but about awesome/stellar/incredible matches. Because of this, my retention rates are second to none, and that is because of

the time and care I put into each individual and client. I have

completed over (#of) searches in the past (timeframe), and the average tenure of that group is (insert statistics). Recently, I placed

(type of role) for (name of client) and (type of role) for (name of client). You may know (hiring authority) at (name of client) who I’ve

worked with for years, and he said that I was (insert testimonial).

Close and Call to Action:

The bottom line is that the reason my retention ratios are so high is

because of the approach I take to the placement process. To truly make the right match one must spend quality time understanding the

skills, interests, aspirations, and motivations of the potential candidate and have good in depth information on the opportunity,

department, and people. As such, I would like to invite you to partake in a conversation with me where I will ask you some

questions that will allow me to better know you and your organizational needs and give you an opportunity to experience the

value of establishing a relationship with a true market master and not just another flesh peddler. Is now a good time to spend a few

minutes or would you prefer to talk late afternoon sometime this week?”

Documents

Foundation Training Program - Next Level Exchange ...Training Workbook Produced by: Next Level Exchange 214.556.8000 - . ... Motivating factors causing this candidate to make a move