CAPÍTULO V. INGENIERÍA DEL PROYECTO
5.11 Disposición de la instalación del servicio
5.11.2 Disposición de detalle
Section 9.2 Account Management
Section 9.3 Handling Customers Problems Section 9.4 Customer Feedback
CHAPTER NINE
Building Long-Term Relationships
Client Service
Why keeping current clients delighted is so important
– It costs six times more to attract a new client than it does to keep an old one
– A dissatisfied client will tell _____ people about their negative experience
• With “blogs,” the potential number is unlimited
— Xerox Sales Training Institute
A Delighted Client Will...
Give you high margin add-on business Call you first when any related
need arises
Help you design your new products Agree to be a demonstration partner Give you access up and down the
hierarchy of their enterprise
Willingly give you referrals in their supply chain Provide testimonials if asked
— “Getting to VITO”
Operate as an Integrated Team
with Your Top Customers
You anticipate customer needs and deliver solutions quickly
Customers are involved in early stages of development of your offerings
– Make them feel like they have an inside track with your new offerings
Open communications and total trust exist between you and your customers
– Look for things you can do that advance the level of trust between you in small steps over time
You get periodic feedback with focus groups
Top management is involved with the ___________ customers
— Total Quality Management
Focus on Your Top Customers
Determine the 20% of your customers that are giving you 80% of your business—these are your top customers! Focus on them—give them special attention, including
attention from top management.
The Ugly Truths About Customers
Your organization chart is of no interest to them They do not care about your problems
The fact that you are “trying hard” has no impact They are self-centered
They always notice bad service
You must almost always ask to get feedback Customer loyalty is fragile and fleeting
Results of Indifferent Account Management
68% of clients that stop doing business with organizations do so because they are being treated indifferently, not
because of dissatisfaction with the product or service _______% of unhappy clients who ceased doing business
with an organization because of being treated indifferently did so without explaining the reason(s)
– Average organizations treat customer complaints as an “annoyance”
– Top organizations treat customer complaints as a “gift”—this is the information needed to improve operations
— “2005 American Management Association Study of 2,000 Companies in the Mid-Atlantic Region” — “Service America”
Meet All Levels of Customer Needs
Best Practices for Customer Care
1. Listen to the customer
2. Meet all three levels of customer needs 3. Always give something extra
4. Take ownership of customer problems 5. Fix problems immediately
— Multiple Sources
Identify and record all customer preferences
– Need a CRM System
— “Legendary Customer Service”
Always Give Your Clients/Prospects
Something Extra
The law of increasing returns
– Whatever extra you give to customers/prospects will be returned to you by a factor of __________
Must be recognizable by the customer/prospect as truly something extra
Make sure your customers know that what you are doing is extra
Cannot be too much
– Customers will expect more and more – Profitability will be affected
Under-promise and over-deliver
Typical Examples of Extras
Free up-front audits, analyses, assessments, inspections, etc.
Allows you to identify needs
»
and build relationships
More, better and timely information on the status of your deliverables
Free training on your products/services
Articles of interest to them
Personal, professional
»
and/or technical
Free samples, delivery
Manage their inventory (of your offerings) Design services, testing and failure analysis of
their products
Co-branding/co-marketing Food/snacks
Small gifts
Bringing them new customers
Today’s Telecommunications/
email Response Expectations
Technique
Expectation
Call centers Most people want a live person 24/7
Voice mail Most users are frustrated by voicemail; they want to be able to do things (e.g., order)
between 6:00 p.m. and 6:00 a.m.
70% of business callers 60% hang up
are put on hold 30% don’t call back
Callers hearing music while on hold stay on hold 30 seconds longer
Callers hearing useful information while on hold stay on hold three minutes longer
E-mail Customers want a response within
________ hours
It does not have to be a real response, an auto response is OK (“We’ll get back to you within 24 hours”)
If they know you have a Blackberry (or equivalent) response is expected quickly
Text messaging/ Response is expected almost immediately
Instant messaging
Emotionally Bond
With Your Customers
Be optimistic, encouraging, upbeat and cheerful
Express approval of them, their concerns and their needs Offer appreciation – thank them frequently
Give admiration – compliment frequently Be agreeable
– Customers like to deal with agreeable people
Give the customer your focused attention
– It makes them feel at ease with you
Eight Things Not to Say to Customers
When at the Customer’s Site,
Keep Your Ear to the Ground
Listen and watch for
– Problems, issues, chaos, needs – Their new products and services – Their expansion plans
– New key people
– Their network and associates (e.g., channel partners)
The Ten-Step Process for
Solving Customer Problems
1. The person who first hears the customer problem owns it until the customer is satisfied
2. Thank them for notifying you of the problem 3. Repeat the complaint in your own words
– “Let me see if I understand you completely.”
4. Ask for details. LISTEN carefully — with empathy (puts you both on the same side against the problem)
– It is impossible to scream about small details – Let them vent completely
– Take notes
5. Try not to interrupt the customer until the complaint is voiced
– Do not argue with the customer, even if the complaint is groundless
6. Sympathize, soothe the customer
– I’m sorry you had to go through this.”
– “Based on what you told me, I can see why you are upset.”
7. Ask for their input
– “How would you like to see the problem resolved?” – “How can we make this up to you?”
The Ten-Step Process for Solving
Customer Problems
continued8. Make a commitment to solve the problem
– Attempt to remedy the problem before you complete the conversation with the customer
“I will solve this problem today.”
“I will get back to you.” (if appropriate)
9. Follow up to cement the relationship
– Make sure the problem was solved quickly to the customer’s satisfaction
Make a follow-up call or send a thank-you note
– Provide explanations to the customer and what is being done to prevent recurrence
– Reaffirm your commitment to serving the customer: “Here’s my cell phone number. Call me if the problem recurs.”
– If possible, give something extra
10. Take internal action to preclude similar problems in the future
– Enter the problem in the CRM database
Fix Problems Immediately
Fix the customer’s problem
– 90% will do business with you again
Fix the customer’s problem immediately
– _____% will do business with you again soon
Smart salespeople don’t mind when customers
complain. They see it as a chance to shine — to win the customer’s loyalty for life
– We show customers that we are truly committed to superior customer service
Statistics from National Car Rental’s superior program for recovering from mistakes
– 85% chance that a satisfied customer will rent again
– 90% chance that a customer who experiences their great service recovery program will rent again
They fix the problem immediately They give something extra
They enter the event in their CRM database
Section 9.4: Customer Feedback
Customer Feedback
After winning the business, follow up with a written thank-you note
Call and request feedback
– After starting the job
– Thirty days after starting the job
Conduct a formal face-to-face feedback session every six months with continuing customers
— “The Marketing Report ”
Best-Practice In-Office
Customer Feedback Questions
1. What do we do well?
2. What could we do better?
3. On a scale of one to ten, how likely is it that you would recommend us to your friends and colleagues?
4. What are your biggest current problems?
5. What kinds of requirements will you have in the near future to which we could respond?
6. Are there other organizations who could use our services/ products? Would you introduce us?
— International Benchmarking Institute
How General Electric Uses Customer Feedback
Answers to Customer Feedback question #3 are categorized as: The percentage of detractors is
subtracted from the percentage of promoters to give a Net
Promoter Score (NPS). For
example, the following company’s NPS is 20%:
Across all GE businesses, the highest NPS scores have the highest margins
– The lowest have the lowest
If any business unit gets an NPS score of less than zero,
immediate action is taken to discover the reasons and fix it
— Sales & Marketing Magazine
0-6 Detractors
7-8 Passives
9-10 Promoters
Customer Score Category
A 7 Passive B 5 Detractor C 9 Promoter D 8 Passive E 9 Promoter F 6 Detractor G 7 Passive H 9 Promoter I 10 Promoter J 8 Passive
Detractors Passives Promoters NPS
2 (20%) 4 (40%) 4 (40%) 20%
Most Company Executives Do Not
Understand Their Customers
58% do not have a true dialogue with customers 67% do not meet frequently with their customers
54% said that the role of the customer is not well-defined
54% said that their company does not deserve customer loyalty
Companies remain self-centric, transaction-based and product-focused
INTRODUCTION
The Biggest Sales Problem
Finding Competent Salespeople
Section 10.1 Referral Marketing
Section 10.2 Generating Referrals and Following Up
CHAPTER TEN
Ask For Referrals
Section 10.1: Referral Marketing
Gaining Initial Contact With the Prospect
Introductions or referrals 48%
Organizations and associations 42%
Trade shows and events 41%
Viral/Word-of-Mouth 36% Direct Mail 34% Telemarketing 27% Email campaigns 27% Website 24% Channel partners 23% Advertising 21%
Search Engine Optimization 16%
— from “BtoB Special Report – Technical Marketing” (2007)
The number one item on everyone’s list when looking to buy is a
Section 10.2: Generating Referrals and Following Up
Following Up On Referrals
Sales that result from referrals from existing clients have a 92% retention rate
54% of all qualified referrals that are properly pursued eventually buy
But, oops...
– 87% of all referrals are NEVER pursued
— “Issues and Answers in Sales Management” (March 2006)
Generating Referrals
Referrals should be managed
– Everyone who interfaces with clients can ask for referrals
Ask your best customers for referrals
– In customer feedback sessions
– Ask them for referrals to companies where they know you can really add value
Ask prospective clients who do not buy for referrals (“Who could use our services?”)
Join a referral organization (Business Network Int’l.)
Average salespeople never ask for referrals. Top salespeople always do.
— “The World’s Best Marketing Secret” — “Customer Relationship Management”
Referral Follow-up Process
Thank them for the referral
Turn the referral source into your coach Use the coach to help qualify the prospect Use the coach to
– Provide a testimonial via phone call, letter or email – Set up a conference call to introduce you
– Set up a meeting/meal/golf game for all three of you
Tell your referral source, “I will do my best to give them the same excellent service I have given you.”
— “Little Red Book of Selling”
Provide Feedback to the Referring Person
Keep the referral source updated on your progress They want to know how it worked out
– They may give you more referrals
Repay them by
– Recommending their business (Referring them)
– Sponsor networking events or social gatherings for them – Invite them to association lunches that have a great speaker – Thank them by sharing information that will help their business
Best practices for manufacturing processes Marketing information
Useful websites
— “The Art of Sales Momentum”
SHORT CUTTING THE 12 CONTACT RULE
The third short cuts to the 12 contact rule is having a referral where the referring source acts as your coach
INTRODUCTION
The Biggest Sales Problem
Finding Competent Salespeople
Section 11.1 Prioritizing Opportunities
Section 11.2 Twenty-Step New Business Capture Process Section 11.3 Ten-Step Sales Process
CHAPTER ELEVEN
Section 11.1: Prioritizing Opportunities
Prioritizing Business Opportunities
Is this a qualified lead?
Do we have a ____________________?
If we win, how much ________________ will we get ...
– in the first two years? – over the life of the job?
If we win, how many months from now until the funding starts?
How much internal investment is required?
– What is the internal ________________?
How profitable will the work be?
– How much direct labor will we generate?
What is the probability of winning?
What is the degree of difficulty of winning? Is this a strategic opportunity? e.g.,
– Will lead to a new market penetration
Section 11.2: 20-Step New Business Capture Process
The 20-Step New Business
Capture Process
The 20-step process for capturing new business
– How the top organizations pursue large new business opportunities
Uses
Gets you ready for a sales call
The 20-Step
New Business Capture Process
1. Recognize buyers who have needs by using market research, your current customers, referrals, scouts or coaches
2. Identify the buyers (user, technical/system and economic/ strategic) and the coach for this opportunity
3. Form an internal capture team
4. Obtain information on the opportunity
– Details of the buyer’s needs
5. Obtain information on the buyer’s interests (professional, technical and personal)
6. Obtain information on the money available and revenues expected in first two years and when the first monies will be available
7. Identify the main competitors
8. Assess the competition’s strengths and weaknesses 9. Determine amount of internal investment required to
make the sale
10. Determine the internal ROI
The 20-Step New-Business Capture Process
continued . . .11. Develop our response to the buyer’s needs 12. Develop killer arguments
13. Develop key and ghosting discriminators
14. Analyze the return-on-investment for the buyer 15. Determine the appropriate team e.g., if we
do not have the killer argument by ourselves 16. Match the salesperson(s) to each buyer
17. Develop the preselling contact plan
18. Brainstorm potential questions, objections, and our responses
19. Develop appropriate closing approaches
20. Prepare a short, focused presentation to use, if necessary, and/or to leave with the user buyer
An electronic version of the checklist (and detailed implementation instructions) can be found at:
www.asherstrategies.com/PDFs/
Quick/20StepCaptureProcess.pdf
Sales Processes
Of 1,275 companies surveyed (B2B)
– Less than half have a formal sales process
– Less than half of those have CRM or other related tools – Less than 10% have
their sales process built into their CRM and use a metrics dashboard to monitor the sales processes
— 2008 Sales Performance Optimization Study
Benefits of Having a Formal
Sales Process
Salespeople are 50% more likely to meet quota The sales staff turnover is reduced by 39%
– Salespeople are more successful, make more money and therefore stay with the company
— 2006 survey by the TAS Group
The 10-Step Sales Process
(Given a Qualified Lead)
1. Research the prospect and the prospect’s organization using all available tools including their website, Google, Zoominfo.com, etc. 2. Develop a “Coach” who can add insight into the prospect’s issues 3. Ask the “Coach” to help you with the initial contact, which could be:
– Meeting – Meal – Trade show – Conference call – Social event – Sporting event
4. For large sales, prior to the first meeting with the prospect,
complete the 20-step capture process to ensure an understanding of the customer’s problem, our proposed solution and approach, and develop the appropriate marketing messages
– Killer arguments (done it before)
– Key discriminators (why they should choose us)
– Ghosting discriminators (why they should not choose the competition) – ROI examples (why do it at all)
5. In the initial meeting, build rapport with the prospect by getting them to talk about their passions (keep it business related, if possible). Let them talk about them as long as they want and let them shift the discussion to business.
6. Ask the prospect about their business issues. Ask a lot of questions and keep asking until all of the issues have been adequately identified (as appropriate, formulate the questions prior to the first meeting).
The 10-Step Sales Process
continued...7. Once you have fully determined the scope of the customer’s situation, discuss how we (and our
teammates or other suppliers, if necessary) can help solve their problem(s) with our solutions.
8. Provide appropriate marketing collateral about our organization (brochure, PowerPoint, etc.).
9. Send the prospect a handwritten thank-you note.
10. Follow up with the prospect as many times as necessary to close the sale. Examples of follow-up activities are:
– Tour/demonstration of our facilities
– White papers on how we propose to solve their problem(s) – Sending interesting/relevant articles related to their issues
(use clientdynamics.com)
– Bringing experts (inside our organization or trusted partners) to help
– Inviting them to appropriate activities (trade shows, open houses)
– Providing statement of work/proposal
– Drafting the internal paperwork for them that they need to sell our solution to their supervisors and/or to form the basis of a Procurement Request
– Communicating frequently via (find out the prospect’s preferred method of communication and use it):
Telephone Voicemail Email Instant messaging Text messaging Podcasts
OFFERINGS FROM ASHER
TRAININg
SELLING EXCELLENCE SEMINAR
• (Two-Day Seminar)
Top-Ten Skills of The Super Salespeople »
Top-15 Best Practice Marketing, Sales and Customer Relationship Processes »
Role-playing Exercises »
TOP-TEN SELLING SKILLS
• (One-Day Seminar)
In-depth training seminar on The Top-Ten Skills of The Super Salespeople »
Customized Sales Coaching •
For Sales Reps, Sales Managers and Sales Executives »
Role-playing for Outside Salespeople •
Selling Through IDIQ Contracts, GWACs and •
the GSA Schedule for Government Contractors Customer Service Seminars
•
Virtual Sales Management •
WORKShOPS
Breakthrough Negotiations • Gender Communications •Leadership and Management Skills •
Marketing Message Development •
Forging Program Success •
FACILITATION
Strategic Planning • Winning Proposals •ASSESSMENTS
Sales and Marketing Processes •
Aptitude of People in Sales Related Jobs •
STEP 1 Sales Aptitude Assessments
Assess your team’s natural aptitude for a variety of customer-facing positions using the Craft Personality Questionnaire (CPQ).
STEP 2 SELLING EXCELLENCE SEMINAR
Train your sales executives, managers, salespeople, account managers and customer-service representatives on the Top-Ten Skills of the Super Salespeople and the Top-15 Best Practices for Business Development. Includes effective role-play exercises.
Session Length: Two Days »
Attendees: Up to 24 participants »
STEP 3 Sales & Marketing Process Workshop
Evaluate your current sales process as it compares and contrasts to the Top-15 Best Practices for Business Development and create a detailed action plan to revolutionize your processes. Includes a value/driver analysis to prioritize actions and create metrics.
Session Length: Two Days »
Attendees: The executive and management teams »
STEP 4 Role-Playing for Outside Salespeople and Sales Managers
Review the Top-Ten Skills of the Super Salespeople and role-play your successful sales and marketing processes.
Session Length: One Day »
Attendees: Up to 15 salespeople »
STEP 5 Strategic Planning Facilitation
Devise your company’s BHAG (vision), purpose, hedgehog concept, a few goals for the year and, for each goal: a champion, action plans, timelines for the action plans and key sales metrics.
Session Length: Two Days »
Attendees: The executive and management teams »
OFFERINGS FROM ASHER
PLEASE CALL TO SPEAK WITH AN ASHER CONSULTANT FOR PRICING AND MORE INFORMATION
Corporate Office: 202-742-6639 • Toll-free: 877-50ASHER