Archive for the ‘Sales’ category

How Buyers Buy Professional Services

January 8, 2009

The editors of RainToday.com, an excellent site for those who market and sell professional services, recently released their 2009 benchmark study on how clients buy professional services. In their nine minute podcast, they talked about the top 5 ways buyers find their professional service providers.

The research involved asking 200 buyers of professional services (law, accounting, consulting, technology, training, among a whole range of services). The sizes of the buying firms were small to a billion dollars in revenue. The survey identified 27 different methods by which buyers choose professional services.

Here are the top five:

(1)   Referrals from colleagues (79% of respondents)

(2)   Referrals from other service providers (75%)

(3)   Personal recognition or awareness of the buyer / brand / reputation (73%)

(4)   In person seminars (66%)

(5)   Presentation at a conference

Here’s what the findings mean to me.

(1)   Your own client base is your greatest source of leads. It tells me that I’d better have the kind of support that keeps them happy and I’d better find opportunities to keep talking with them.

(2)   People in the industry talk. Sounds like it would be prudent to look after our professional relationships

(3)   Having a presence is important and being known is very important. This means that speaking engagements, writing articles and sharing and helping others is critical toward developing a prominent brand.

If you’d like some unique ideas about seminars, drop me a note at david_blumenthal@msn.com and we’ll set aside some time to talk about some unusual and really effective seminar development approaches taht will generate immediate opportunities.

A Gift for the Holidays…

December 24, 2008

Without a doubt, we are experiencing one of the most painful economic periods within the last fifty years. Far too many people have lost jobs and it is still uncertain that we have reached the low point in this ever-widening crisis.

Yet, as the holidays roll around, I find that I am becoming much more optimistic about the opportunities that I believe will soon appear. There a few reasons why I feel this way.

First, I believe that we are developing a new understanding of our connection to one another. I see more and more people delivering encouragement to their neighbors and looking for ways by which they can strengthen one another.

Sometimes, it shows up in small ways. Here’s one.

This past weekend, my community experienced a very heavy snowfall. A year ago, you would have seen each homeowner shoveling his or her own homes.

This year, it’s been different.

Me and women, young and old were working together to shovel each other’s driveways. There was a palpable sense of we were all in this together. And everyone seemed to appreciate this sense of teamwork.

The second reason that I am optimistic is because I think that after all of the bailouts and the scandals and the anger for the lies and greed, Americans want to believe and trust again.

Much has been said and written this election year about the desire for change. But I sense that it is more than change for its own sake that people want. People want integrity and honesty.  They want transparent governance and leadership. They want an end to the philosophy of looking out for number one. They are recognizing if I am only for myself, then who am I.

People want to believe again. And they want to trust their government, their community and business leadership and their family and friends. They want to experience and demonstrate moral courage.

What all this might augur is a shift in what we value and how we view each other. We are learning that our business leaders are not worth admiring if they are judged by how much they earn. Rather they should be judged by their practices and the way they have earned their fortunes.

Character matters.

And indeed, learning this lesson seems like a pretty good gift for the holidays.

Happy holidays to all.

What I’m Telling My Clients – Part 2 (or how they can create their own economic stimulus package)

December 23, 2008

So what would a client referral meeting look like?  Here’s one possibility.

The underlying context to this meeting is the recognition that the greatest challenge that any business owner faces, particularly in these challenging economic times is to drive new business to the company. The second greatest challenge is to fix a problem or capitalize on an opportunity that they might see but don’t quite know how to address.

Each of these referral meetings would last an hour. Only a small number of clients, perhaps six to eight clients, would attend each meeting. Ideally, they would have complimentary businesses.

Each client would  discuss

  • What values his or her company provides,
  • Its ideal client and
  • A particular problem or opportunity that it is facing.

The idea is to try to get each a client new business via referral or find them a company that can help them meet a pressing need or opportunity.

That’s the whole agenda.

The only thing that is required is that each company approach the meeting with a mindset to offer a warm referral to any of the companies represented in the room. By doing so, this gathering of leadership would create more growth and value.

And each company will get more business and / or be able to grow its business more effectively.

What I’m Telling My Clients – Part 2 (or how they can create their own economic stimulus package)

December 18, 2008

As the bailouts and their discussions whirl about us and as the list of companies laying off or employees or shutting down operations grows longer and longer, I began to wonder if there wasn’t a small business version of an economic stimulus package that could be implemented.

And if there was a version of economic an economic stimulus package for small businesses, who could and would provide it?

It appears to me that there is such a “package” out there and the ones that can provide it may be small business themselves.

Arguably the greatest challenge that any business owner confronts, particularly in these testing economic times, is to drive new business to his or her company. Fundamentally speaking, as it always has been, the key to long term growth is to “grow the pie” and attract more business. Provide more appropriate services that make a difference and you will earn more business and a greater share of the customer’s wallet.

Many companies provide services to organizations and businesses that are in related fields. Others provide services to companies in a wide range of industries. What if, each company leveraged its customer list to grow their clients’ businesses?

Imagine, if you will, a meeting of six or seven of your clients who work in one industry but provide different services within that industry. More than likely, each of these clients knows other companies within the particular industry. Because each of these companies is your clients, you are related to them and a reservoir of trust has been established.

Suppose next that each one of your clients attending this meeting was asked to participate with the intention of referring one of its customers to one of the businesses represented in the meeting. The economic impact of these referrals would be profound.

Referring clients to one another would create a reciprocal relationship built on real economic value. Additionally, in effect, because your business would be in the upper parts of the minds of your clients, the number of people selling and promoting your value and services would grow geometrically as the trust that you have demonstrated in them would be returned in their discussions with their clients.

In a short time, you might discover that you have an army of salespeople selling your value.

In the next post, we’ll take a look at the structure of such a meeting and how to make it work for you.

In the meantime, please write and share some innovative ways you are growing or helping others grow their businesses.

How many business improvement initiatives can a company manage at any one time?

October 24, 2008

Operating a business in these challenging times is certainly not easy. In the last two posts, I introduced a number of strategies that make sense during an economic downturn. One of these strategies can best be classified as a sales strategy – that is, how to reignite opportunities that one would otherwise expect to stagnate when the economy is in difficult straits and businesses are adhering strongly to the philosophy of hoarding cash because “cash is king.”

The other strategy looked to the internal workings of a company and focused on how a company might best use underutilized resources that are suddenly available because sales are lagging. In this context, we discussed the development of best practices and the optimization of internal processes.

It is on this internal opportunity that I would like to discuss in today’s post.

The internal business process redesign discussion begs the question as to how many initiatives can a company manage at any given time. Is there an optimal number and if there isn’t, how does one determine how many initiatives are manageable so that business opportunities and the needs of clients continue to be addressed?

In all of my research and studies, I have yet to come across a discussion that addresses this particular question. To address this question, I will rely on my thirty years of experience as a CEO and consultant and share with you what I have learned from my experiences as a strategist.

To perform this analysis, one must:

  • Understand your company’s strategic goals
  • Define what tactics are required to support these strategic goals
  • Establish what each department must do to achieve the strategic goals
  • Determine the time and effort required by departmental staff to support the achievement of the core goals that essentially enable the company to deliver value and stay in business

What remains after performing this analysis is the amount of time available for personnel to address new improvement initiatives.

In other words, this analysis is predicated on assessing the company’s priorities and the core roles that must be fulfilled. After all, customer support personnel must perform their support function or the company risks client defections. Sales and relationship professionals must be engaging prospects and customers to assure growth. Accounting and internal support staff must make certain that the infrastructure exists so that the organization can run efficiently. These are the prime functions of these departments.

So is there an optimal amount or maximum number of initiatives a company can manage? As best as I can tell, the number of enterprise-wide initiatives that a company can swallow is typically between one and three. (Note added 11/09/08: Interestingly, several weeks after this post was written, the Obama Transition Team was enagged in a similar conversation and may have reached a similar conclusion.)

The reason that I believe this to be so is that I have concluded that most people have a difficulty managing more than five significant goals or projects simultaneously at any given time. And if one considers that the average person has two or three core functions for which he or she is accountable, this only leaves so much space for professional and organizational development without impacting the core responsibilities that each of us have.

Sales Strategies in Challenging Times: What I’m Telling My Clients

October 17, 2008

It is really hard to sell products and services when the economic news is bleak. Besides knowing that your prospects and clients are being reminded regularly that prosperous times are no longer on the horizon, you, as a salesperson or company leader can’t help but be affected by all of this negativity.

It is almost as if you are waiting for the prospect / client to turn your proposal down – and frankly, as a rational person, you can understand why they would decline your proposal.

So what to do?

What I am telling my clients is that there is opportunity in a downturn but it requires a different type of selling – one that embraces with sensitivity the needs of those companies and business relationships that we value. This is precisely the time to open up conversations with your strategic partners, centers of influence and existing clients. And it is an excellent time to engage in some low cost marketing as well.

Let’s discuss the opportunities within each of these groups.

For purposes of this example, we’ll envision that our company provides managed IT services, that is, we support a critical component of a business’ infrastructure.

Strategic partners and centers of influence (e.g. accounting and legal firms, associations, etc.) have a strong need and moral obligation to help their clients navigate turbulent economic waters. Now is an excellent time for our managed IT services company to ask these partners if their clients would benefit from having their infrastructure evaluated at little or no cost in order to identify key risks and prioritize needs. If the company that we are evaluating seems like a good candidate to survive the downturn, this type of advice coupled with prescriptions for meaningful solutions and favorable payment terms may result in a new business relationship.

In order to survive, some of these companies may be forced to make difficult personnel decisions and they may be looking for ways to ease the pain associated with these decisions. Our managed services company can assist here as well.

When there is economic hardship, people who become unemployed often turn to consulting. Our managed services company can create a lower cost start-up bundle of equipment and services to help those who are so inclined to pursue this path. By providing people with an alternate future, we are also providing encouragement, faith and support. And as a managed services company, our business can assume some of the IT responsibilities within the company so that the rest of its workforce can function productively.

Contacting existing clients and reaffirming the commitment that we have to their growth and future is another way to strengthen and forge a long-term relationship. These companies may also benefit from a low cost IT risk evaluation. After all, the suppliers and vendors that support us when times are bad are more likely to be the partners that we choose to work with when times are good.

As to marketing, there are several low cost strategies that can be used. Speaking engagements are one way. One of my former colleagues started a wonderful business called Speakermatch. It is a great way to get in front of the audiences that are interested in what you have to say.

There are also companies who will work with your staff to write and place business articles in trade publications. These articles help to generate business but also forward the credibility of your people and the solutions that they provide. Companies like this one, Andover Communications, can help you get placed in trade publications and ultimately become presenters at conferences.

Now is the time to take the initiative and reach out with sensitivity and care. Please share ways that you think a business can make a positive difference for others during these difficult times.