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Coaches, What Do You Do About Refunds?
What does the coach do about refunds? There are three parts to this question: 1.When the client asks for a refund; 2.When the client just doesn’t show up for the appointments, and; 3.When you need to fire the client As coaches we want to do good...
Credit Counseling -- Why It Doesn't Work for Most Debtors
"Cut Your Payments in Half!" the headline screams. "Consolidate Your Bills into One Low Monthly Payment!" When you see ads like this, they are often from Credit Counseling firms. In this article, I'll explain the principles behind the Credit...
Getting Into Business: Don’t Start It! Buy It!!
Many of us have felt the entrepreneurial pull of running our own business at one time or another. The allure of being your own boss can be really strong, and it’s no wonder. Small business ownership and its operation has proven to be one of the...
Internet Business in a Box
This article may be reprinted provided the resource box, Web address and copyright information remain. You've seen it on TV… everything you need to start your Internet business only $59.95. It seems too good to be true! Can you actually get a...
The New Bankruptcy Law "Means Test" Explained in Plain English
With the new bankruptcy law in effect as of October 17, 2005, there is a lot of confusion with regard to the new "means test" requirement. The means test will be used by the courts to determine eligibility for Chapter 7 or Chapter 13 bankruptcy. The...
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UNDERSTANDING THE CORPORATE BUYER
Selling your services to corporations is an attractive proposition. The contracts are larger than with small businesses and individuals, and often longer-term. There's the possibility of repeat business worth many billable hours at respectable rates.
But the best clients are not always the easiest to get. If you don't grasp the realities of the corporate environment, you may sabotage even a hot lead. Here are five important keys to working with the corporate buyer.
1. Managers are busy. This is just as true in economic downturns as during a boom. When business is slow, unnecessary employees get laid off. The people left behind have to pick up the slack.
Busy people ignore unsolicited email and letters, and will not return your phone calls. Even when you are in the final stages of closing a deal, your contact may not return your calls for weeks. If you accept this as normal behavior instead of obsessing about how you may have caused it, you will sleep better at night and use your daylight hours more productively.
2. Hot buttons open doors. If you want to capture the interest of a busy person, you need to tell them exactly how you can help them. Calling just to introduce yourself will not get their attention.
What do the people in your target market perceive to be the greatest problems they face, or the biggest goals they wish to achieve? Ask these questions of the people you serve and the other businesspeople who serve them. Read trade literature or special interest publications and educate yourself on the key issues in your marketplace. Then tell your prospects in every communication how you can help address these needs.
3. Every choice must be justified. When you sell to the owner of a small business or to an individual for his or her own use, your buyer is free to make purchasing decisions based on instinct, whim, or gut feeling. But every corporate sale must be justified to someone else in the organization.
A supervisor must justify choices to a manager, the manager to an
executive, the executive to the CEO, the CEO to the board, the board to the shareholders. Each one of these people wants to look good to the next link up the chain, and dreads making a public mistake. If you want your sale to go through, you need to provide your contact with EVIDENCE why you and your solution are the best choice.
4. The bottom line rules. When you provide your evidence, it had better include dollars and cents. If you are more expensive than your competition, what added value will you provide? If hiring you will cost more than solving the company's problem in some other way, what tangible benefits will they receive that make the added expense worthwhile?
Individuals and small businesses buy services in the category of nice-to-have, often to improve their quality of life or that of their employees. Corporations, especially in lean times, don't. You must sell them something they actually NEED and prove how it will enhance their bottom line. Real-life examples of results at other companies can speak volumes. Illustrations with charts and graphs are more convincing than any brochure.
5. No budget; no project. Even when the company needs what you have and thinks you're the best one for the job, the deal won't go through if there's no money in the budget. You can ask your contact to try for a budget variance, but no budget usually means your project will be deferred until the next fiscal year.
Always ask if the client has a budget at the first meeting. Don't necessarily expect them to tell you how much it is -- price negotiations will come later. But if your contact can't answer budget questions, it's also a strong clue you are not talking to the decision-maker.
C.J. Hayden, MCC
About the Author
C.J. Hayden is the author of Get Clients NOW! Since 1992, C.J. has been teaching business owners and salespeople to make more money with less effort. She is a Master Certified Coach and leads workshops internationally. Read more of her articles at www.getclientsnow.com
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| :: Negotiations Affairs Department :: |
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