when we communicate with clients,we seem to be quite prepared,ready and good at answering all the questions posed by the client.
Are we missing on questions 'not' asked by the clients,but still bothering them?
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Wednesday, December 17, 2008
Friday, December 5, 2008
Deal Breakers - "CORE"
Ask any sales person why an order is lost , chances are (s)he would say 'Price'!
Do we always lose orders because, we didnt lower the price ?
I would like to list the 'Deal Breakers' as 'CORE':
C - Competition: What was competition doing while you were pursuing the opportunity? How clued in are you on what they are offering/how/to whom? Have you considered these in your offering?
O - Objections: These are issues customer has 'expressed' to you , on your offering. Have you addressed each of those objections with a clear validation?
R- Risks : These are issues customer 'percieves' in working with you/your offering, but (mostly) will not 'express' it? e.g. Does customer doubt your solvency? Does customer feel you are a 'Fly-by-night' operator? Have you sensed and addressed these risks to the customer?
E-Empathy: How much of your solution is customised based on customer's 'specific' situation? How much of customer research have you done and built that into your solution? Have you addressed the question - "It might have worked elsewhere, but wont work HERE!!!"
Look at your price , AFTER you have addressed all the above 'CORE' Deal Breakers!
Do we always lose orders because, we didnt lower the price ?
I would like to list the 'Deal Breakers' as 'CORE':
C - Competition: What was competition doing while you were pursuing the opportunity? How clued in are you on what they are offering/how/to whom? Have you considered these in your offering?
O - Objections: These are issues customer has 'expressed' to you , on your offering. Have you addressed each of those objections with a clear validation?
R- Risks : These are issues customer 'percieves' in working with you/your offering, but (mostly) will not 'express' it? e.g. Does customer doubt your solvency? Does customer feel you are a 'Fly-by-night' operator? Have you sensed and addressed these risks to the customer?
E-Empathy: How much of your solution is customised based on customer's 'specific' situation? How much of customer research have you done and built that into your solution? Have you addressed the question - "It might have worked elsewhere, but wont work HERE!!!"
Look at your price , AFTER you have addressed all the above 'CORE' Deal Breakers!
Wednesday, December 3, 2008
Thinking beyond 'Problem Solving'
Traditional marketing text books talk about FAB ( Feature-Attribute-Benefits). This applies to products very well. But as significant pies of the economy today are from services, FAB applied to services could be 'Problem-Solution'.
Identify a/many customer problems and make your offering to be a solution. Simple, isn't it?
In the increasingly competitive world of services marketing, this is no longer sufficient.
When someone has a chest pain ( problem) and consults ( service) a doctor, the doctor not only gives medication ( solution) but also advises on precautions ( prevention). He/She also follows it through on implementation of these precautions and suggests improvements in life style etc ( continuous improvement).
Extrapolating this to services business, it is not enough to solve a problem for the client. To retain the client, one needs to help client prevent it, help client make continuous improvements not just around the problem but on other areas as well so that different problems do not arise in future. And that certainly builds a stronger, longer term relationship.
Identify a/many customer problems and make your offering to be a solution. Simple, isn't it?
In the increasingly competitive world of services marketing, this is no longer sufficient.
When someone has a chest pain ( problem) and consults ( service) a doctor, the doctor not only gives medication ( solution) but also advises on precautions ( prevention). He/She also follows it through on implementation of these precautions and suggests improvements in life style etc ( continuous improvement).
Extrapolating this to services business, it is not enough to solve a problem for the client. To retain the client, one needs to help client prevent it, help client make continuous improvements not just around the problem but on other areas as well so that different problems do not arise in future. And that certainly builds a stronger, longer term relationship.
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