Business Development: What NOT to do (4 cardinal sins)

I recently received a cold-call from a saleswoman, trying to sell me advertising space in a yearly book, which is distributed throughout the N.H.S (a key client for me). Her product was of interest to me, it has some useful 'add-on features', and the pricing is right.

But the positives end there ...

1) She talked too much

She talked SO much, that I was able to walk to the post-office, purchase some stamps, post the letters and walk back and she was still talking... and I'd barely said anything!

2) She repeated herself

What she did say could have been whittled down into a sharp introduction of a few minutes, rather than the lengthy preamble, in which she repeated herself on several points.

3) She didn't pick up on my buying personality or timing

When I was finally able to say something, it should have been obvious that my buying personality is skeptical, particularly with cold-callers. As a result of my buying personality, I will need convincing from various angles and not just on the phone. I will want to review the company, talk with some of my existing contacts to ensure that they really do receive this annual book, and also check out the social media presence of the publisher.

With regards to timing, I am at my capacity and until I've launched my new products 'Clockwise' and 'Mind Matters', I'm not in a position to sanction more funding for a random magazine, however good it may be. It would be better for her to understand my restrictions and keep in gentle contact with me, before securing my business for next years' edition.

4) Poor note-taking 

She promised (eventually) to send me an email with some information and we agreed she'd call me back next week. But she called me back a few days later rather than next week, something which irritated me.

To make matters worse, her organisation publishes hand-books for different parts of the public sector and she'd forgotten that she'd been talking to me about the N.H.S. When she started trying to sell me her book for eduction contacts, I had to remind her that we'd been talking about the N.H.S.!

Outcome:

She has a good product which was of interest to me and which is generally affordable. But because she was so focused on selling to me, she didn't stop talking, eroded my trust and increased my levels of skepticism towards her,  something which will make her job far harder if she approaches me again.

Thanks for reading

I help businesses become more profitable by developing their people: 

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

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Check out my website - www.impactlife.co.uk

What can leaders learn from the appalling standards at Stafford Hospital?

The scandal at Stafford hospital is beyond belief. When we learned of the horrendous stories between 2005 - 2009, many of us wondered how it could possibly have happened. Recently, the HSE reported that as many as 1200 patients may have needlessly died between 2005 - 2009 due to appalling failures of care.

But what can leaders learn from "the NHS's darkest day"?

1) Financial targets v customer experience:

Staff complained of ruthless cost cutting and targets. Sir David Nicholson (current head of the NHS and Senior Health Service Manager for the area at the time of the scandal), was known for pushing stringent targets and financial streamlining. Whilst his intention was to improve efficiency, by focusing so hard on this aspect of the organisation, he compromised the human face of customer service and encouraged a culture of corner cutting in order to achieve tough targets.

What Sir David Nicholson appears to have forgotten is that the principal target for every organisation should be outstanding patient/customer experience because once you lose this as your key goal, what's the point of existing? Of course businesses must keep a firm grasp on financial prudence and return on investment, but once they prioritise these aspects of business over customer experience, they risk poor service, poor products and a staff who become disengaged because they've lost sight of the value of what they do.

The Balanced Scorecard is a well known performance management tool which links 4 aspects of organisational success:

1) Finance
2) Process
3) Customer/Patient
4) Learning and development

If Sir David Nicholson used one between 2005-2009, it would appear his main focus was on finance, rather than keeping each area under close scrutiny and his approach was anything but balanced!

2) The role of compassion:

The report clearly states that there was a lack of compassion and humanity at Stafford Hospital. For some people, the ability to demonstrate empathy is a personal development issue and will take time and commitment to improve, but in reality, most of us do have compassion at our heart and it's what makes us human.

However, our ability to demonstrate compassion can become compromised when we're under intense pressure and work in a culture of fear and targets. In this situation, even selfless people can find that their natural tendencies are influenced by a need to 'do what it takes to survive' and become more selfish. Once staff members become more selfish, your organisation is in big trouble and the end result is increased staff tension, decreased staff performance and poor customer satisfaction. Whether it sounds soft or not, compassionate staff members are key to organisational success.

3) Leadership:

The family and relatives of the victims of the scandal remain defiant that the people at the top should face criminal proceedings. Whichever way you look at it, it is the decisions of the leaders at Stafford Hospital which have prompted the crisis. From recruitment, to training, to culture and policy, it is leadership who have set the tone for the hospital so they have to take the blame. Leadership is exciting, it can pay well and it's challenging, but it brings enormous human responsibility, something which many of the most charismatic and skilled individuals are not cut out to handle.

The selection of quality leaders remains a key aspect for businesses which want to survive and thrive, but crucial to leadership performance is the ongoing development of the softer skills (i.e. compassion, selflessness, cultural sensitivity and care), because the impact of a lack of soft skills is anything but soft, as the victims of the Stafford hospital scandal would tell you!

Thanks for reading

I help businesses become more profitable by developing staff performance:

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

Linkedin - is it for everyone? or some and others?

"Should I be on Linkedin?"

"Will it really add value to my sales team?"

"Everyone else seems to be doing it, will it help me?"

These are questions I'm increasingly asked when working with clients both in the private and public sectors. There are plenty of people who will insist that Linkedin is a must rather than an optional, but I disagree.

Given the time it requires to build a credible profile, (or cost if you get someone else to do it), then ensuring you develop the right connections, deliver the right message, the right strategy and right activity, having a profile will certainly be a drain on your time. Even if you spend just 15 minutes per day on Linkedin, that's an hour and a quarter per week, which per year, is a full working week ... at least. With such an investment of your time, the question of value must be closely scrutinised.

1) Are your clients and prospects on Linkedin?

2) If they are on Linkedin, are they definitely active? (i.e. is there evidence of up-to-date activity including posts, connections, endorsements, recommendations? And do they respond promptly to your invitation to connect with them?) 

3) What is your purpose for being on Linkedin? 


Example 1: 

I currently work with a business which distributes high quality materials to clients around the UK. They have two distinct parts to the business which I'll refer to as part 1 and part 2:

Part 1 - Their clients use Linkedin (albeit - their activity is limited).

Part 2 - Their clients do not use Linkedin and most have never heard of it (to some Linkedin coaches, this may not sound plausible, but it really is a genuine illustration!)

It makes sense for the account managers in Part 1 to develop their Linkedin profiles, but to closely monitor their activity and results, to check it is a worthwhile investment of their time. For account managers in Part 2, it would be worth keeping an eye on things in case their clients migrate towards Linkedin, but for now, there are probably more worthwhile things they could be doing to develop their business unit than being on Linkedin.

Example 2:

For a nurse working at a local hospital, there may be value in being connected to recruitment agents who deal with the healthcare sector, as well as other strategic contacts. However, is the development of a cohesive Linkedin strategy really a worthwhile investment of his/her time, when the NHS intranet and internal letters is where most of the action happens? ... probably not!

Whilst some of your success on Linkedin is down to your strategy, as with all things, Linkedin is more effective for some people than others.

If you are using it, I recommend the following tips:

1) Make sure you have specific reasons for being on there
2) Examine these reasons and check that they really do 'stack-up'
3) Have a clear strategy and process
4) Monitor your results v time  

Thanks for reading

I help businesses become more profitable by developing staff performance:

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

Business Development Tip 10 - Take care with your 'BUT'

                                                NOT THAT KIND OF A BUTT!  

'BUT' is a powerful word and depending on how it is used, it can motivate people in difficult times, and it can create havoc, escalating mild disagreements into full-scale arguments. If you want to take care with your 'but', consider the 3 following tips. 

1) DO use 'but' when you give someone some bad news, but you want to ensure a positive outcome. 

"Jack, Your figures are very low this month, but I am pleased that you are working hard and I can see you are putting in some important groundwork" 

In this context, the word 'but' partially deletes the first part of the statement (the negative bit) so that the second part of the statement is what is emphasised and remembered by Jack. Even though Jack's figures are low, he is encouraged because of where 'but' appears in the statement.

2) When you give someone bad news, ensure that the negatives are stated before you use the word 'but', rather than after:

"Jack, I am pleased that you are working hard and I can see you are putting in some important groundwork, but your figures are very low"

This isn't so good! The positives are partially deleted by the use of 'but'. Jack's focus is on his low figures and he is more likely to be demoralised rather than encouraged.

3) In disagreement, avoid 'but' at all costs (this includes 'however' which is a variation of 'but'): 

"Yes, but/however"  

“I see your point, but/however" 

“I understand why you say that, but/however"

“I’m sorry you feel like that, but/however”

All of the above are a variation on.. "I'm keen to make my point, I wish you'd stop being so dogmatic".

The receiver perceives your impatience, your refusal to agree and your inability to see things from their perspective. A crucial opportunity to understand the other person is therefore lost which damages your rapport and leads to an unsatisfactory outcome. Try out some of the following alternatives:

"Yes, (pause) have you considered this..."

"I see your point, (pause) I also think that..."

"I understand why you say that, you're right, we are expensive, that's because..."

"I'm sorry you feel like that, (pause) we do offer discounts for customers who purchase over 10K of materials per month from us. Until you've reached that point, I'm not in a position to decrease our rates." 

"I agree that we're expensive, that's because" 

Thanks for reading!

I help businesses become more profitable by developing staff performance:

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

How do you get cold clients to notice you?

Wouldn't it be a wonderful world, if your cold clients returned your calls, responded promptly to your emails and bought from you at the first point of contact ... it sounds like utopia to me!

So back to the real world. When your prospective clients arrive at work for the day (or night), they face an inbox of emails, many of which they'd rather not read or receive. As the day progresses, they are inundated by a never-ending stream of marketing e-shots which clog up their system. They are under  pressure and have to achieve more with less and they feel haranged by the 'bubberly' salespeople who phone them, many of whom will offer exactly what you do.

So in response to these challenges:

How do you ensure you are remembered positively by your prospects? 

What strategies do you implement so that your prospective clients respond to your communication and buy from you?

There is no quick answer to the above questions, but I suggest that 3 areas must be developed, implemented and tracked by everyone in a business development role.


1) A clear business development process: This should include a variety of communication methods (social media, e-mail, phone, face-to-face), all of which are delivered as part of a timed and coherent strategy, rather than a scatter-gun or ad-hoc approach.

The process should incorporate consistency on the one hand, whilst experimenting with new ways of communicating your message on the other hand, because it's only through experimenting that you will identify what really works for your market as well as stay on top of market trends.


2) Something which stands you out from the rest: if you read back through my blog to my second business development tip, it's focused on the difference between generic selling points and unique selling points. To be remembered, you need something which is specifically unique.

Example:

I deliver team training, staff development and individual coaching. I will soon be marketing much of my work as e-books. However, the one thing which my cold clients remember about me is that because I design and deliver all my own work, I can reshape my full-day workshops into specific 1-2 hour long sessions, delivered over a period of months.

These shorter sessions are not only affordable and convenient for many clients, they also deliver a better training experience in terms of long-term impact. When my cold clients try to place who I am (in that they have had prior contact with me, but are a little hazy in their memory) they frequently say:

"You're the guy that delivers the shorter lunchtime sessions"

"Oh yes, you were the one that offers sound-bite sessions"

There's clearly much more to my work than soundbite sessions, but at least they have picked up on something positive which they remember me by.


3) A healthy mindset: business development can be a lengthy and painstaking process. Quite often it can take 18 - 24 months to move from contact to contract. Central to a positive mindset in business is:

A)  A grasp of how to be personally resilient.

B)  An unswerving belief in your product/service and the value it adds.

If either of these elements is weak, your business development process will unravel and you will struggle to deliver to a high standard.

Thanks for reading!

I help businesses become more profitable by developing staff performance:

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

Give your customers W.A.R.

                                                   NOT THIS KIND OF WAR!


On a recent trip to the cinema with my family, my wife realised towards the end of the film that the knee length jumper and jeans she was wearing had become damp. Unfortunately, she'd been sitting on a seat, which I imagine a small child, (in extra need of potty-training) had been using during the earlier showing of the film!

When we spoke with the cinema manager, she was defensive and put us in the position where we had  to bargain for some kind of resolution. In the end, she gave up and offered us two free cinema tickets, but we had to fight hard for them.

Did the cinema manager do enough to put the problem right? 

In my opinion... she didn't!

Whilst it wasn't her fault specifically, we were wronged customers in her care, and we should not have been put in a position where we had to fight for a decent resolution.

When things go wrong in business and it's the fault of the supplier, it provides an outstanding opportunity for that supplier to go the extra mile and build more trust and rapport with their customer than they had before. In my opinion, the cinema manager completely missed the opportunity and had she taken it, I would no doubt have praised her on Linkedin, Twitter and Facebook ... which is good for business by the way!

My advice? If you want to turn those occasional and unfortunate events to your advantage, you need to give your customers W.A.R. (but not in the military sense!)

Why: 

When we're wronged, we generally want to know why, particularly if we're the customers. If we believe that our suppliers are committed to getting to the bottom of the issue, it feels like they're taking us seriously and that the same mistakes will be avoided in future. Without a why, an apology can feel a little hollow.

Apology: 

It needs to be genuine and sincere, which means, NEVER say those dreadful words:

"I'm sorry if you feel we've let you down"

...which basically means...

"I'm not sorry at all, but I guess I have to say I am. It's really annoying that you're being so pedantic."

Apologies should be stated clearly, specifically and without 'if' or 'but'.

Resolution: 

Our relationships in business are not unconditional. Therefore to make the most of an unfortunate event and turn it to your advantage, you need to do something to resolve the situation. It's not enough to ask the customer what they would like you to do - it's up to you to make a generous offer, using your initiative, creativity and generosity.

When things go wrong for your customers and the fault lies with you/your team/your business, if you give your customers W.A.R.,  they'll like you more than they did before!

Thanks for reading!

I help people to achieve more by developing their resilience, influence and productivity

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk

A lesson for your business from Heston Blumenthal

Heston Blumenthal was an untrained and unknown chef when he opened The Fat Duck in 1995, yet 17 years later, he has secured 3 Michelin stars and the Fat Duck continues to be regarded as the best restaurant in the UK and one of the best in the world, (voted the best restaurant in the world in 2005). Unsurprisingly, Blumenthal is widely acclaimed as a genius and one of the most influential people of all time in the culinary world.

There are many lessons which can be drawn from his story, but one in particular stands out to me. 

Blumenthal has achieved everything in the culinary world, including wealth and fame. To eat at his restaurant, diners have to book months in advance and yet Blumenthal continues to dedicate an entire kitchen at the Fat Duck to creating, developing and perfecting new dishes. Given the average dish takes two years from inception to perfection, so that it can be served at the Fat Duck:

How many hours are 'wasted' on dishes which don't work? 

How much resource does Blumenthal sacrifice in the pursuit of delivering innovative food, which continues to push boundaries, and yet which still tastes and looks outstanding?

What is the annual cost of his 'innovation kitchen' both in time and money?

How much time and resource does you business sacrifice for innovation and design?

Whether you produce a physical product, or deliver a service, and whether you are heavily regulated or not, it is your ability to create new things for your customers which will stand you out from the rest.

Thanks for reading!

I help businesses become more profitable by developing staff performance:

Call me - 0121 420 3457 / 07760 444 946

Email me - enquiries@impactlife.co.uk

Connect with me on Linkedin - http://www.linkedin.com/in/andrewpain

Like me on Facebook - https://www.facebook.com/ImpactLifeUK

Follow me on twitter - www.twitter.com/andrewpain1974
Check out my website - www.impactlife.co.uk