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Creating Customer SuccessCreating Customer Success

Business Development Tactics & Skills

Sample

For illustration purposes

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Business ChallengeBusiness Challenge“One thing we’ve discovered with certainty is that anything we do that makes the customer more successful inevitably results in a financial return for us.”

--Jack Welch, GE

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Personal CommitmentsPersonal Commitments

• How will you use what you have learned?• What business results will you get when

you use what you have learned?• Do the results you expect to achieve

align with the company’s overall objectives?

Lock in Gains for the Time/Energy You Invest

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EQ/IQEQ/IQDaniel Goleman’s model shows us the importance of achieving a functional balance between Applied Intelligence Quotient (IQ) and Emotional Quotient (EQ).

IQIQ

EQEQCommunication Skills

Critica

l Thin

king

EffectiveValue

Encounter

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First BeliefFirst Belief

My underlying intent will open (or close) my access to customers.Anatomy Lesson: This is your customer’s brain…

This is your customer’s brain during a sales call.

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Keeping My BearingsKeeping My Bearings

Be Understood Understand

Observe/Assess

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My Third BeliefMy Third Belief

To make sure I really understand.I balance listening and questioning.

Customer70%

Customer70%

Sales person30%

Sales person30%

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My Fourth BeliefMy Fourth Belief

My ego waits in the car.

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Ego TriggersEgo Triggers

Questioning the facts

Methods under the microscope

Not seeing the big picture

Shaking the core

Ethics under scrutiny

Passing judgment

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Ego ControllersEgo Controllers

Questioning the facts

Methods under the microscope

Not seeing the big picture

Shaking the core

Ethics under scrutiny

Passing judgment

Try to reach agreement at the next level

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Relationship InventoryRelationship Inventory

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Prioritizing Your Time & EnergyPrioritizing Your Time & Energy

TIME AND ENERGY

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Spell Out the ChallengeSpell Out the Challenge

Problem: As Is

Issues

Proof

Effects

Results

Proof

Effects

Opportunity: Should Be

Solution

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The Ripple EffectThe Ripple Effect

• How does what we’ve been discussing affect other departments?

• “What effects if any will what we do have on your processes and systems?

• “What’s going on in the company that would affect any actions you take?”

• “How does what we do here align with the company’s strategic direction?”

• “Who else will be affected by ?

“

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Pain vs. PayoffPain vs. Payoff

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MoneyMoney

Would you say we’re within range?

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Price TradePrice Trade--OffsOffs