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27th International Conference of the TOC Practitioners Alliance ‐ TOCPA www.tocpractice.com
August 16‐18, 2016 Johannesburg, South Africa
B2B Marketing and Sales using TOC as an example – a hands-on practical workshop
Barry Urban, TOCE Consulting, South Africa 16th August, 2016
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Barry Urban
Your logo
Urban used to be a Chartered Accountant until he was introduced to TOC in 1991 through the GOAL and became a Jonah and a Jonah’s Jonah after which he joined the Avraham Y Goldratt Institute in South Africa as an Associate. He has been consulting to businesses and Place for the photo of the organisations in many diverse industries and fields for 22 presenter years. Urban likes new challenges and tries constantly to find solutions to things which prevent him from better assisting his clients. He therefore reads widely to explore new ideas some of which are not considered “best practice”. He is currently involved in Rapid Planning projects with AT Verband, assisting
[email protected] municipalities in Vietnam, Rwanda and Egypt. +27 (0)83 709 7990
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My WHY
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Limiting Beliefs
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Example of Exponential Growth Closing Ratio
Number of Prospects
Number of Customers
Average Customer
Gross Sales
Now
200
x
20.00%
=
40
x
R1,000
=
R40,000
1)
240
x
20.00%
=
48
x
R1,000
=
R48,000
2)
200
x
24.00%
=
48
x
R1,000
=
R48,000
3)
200
x
20.00%
=
40
x
R1,200
=
R48,000
4)
240
x
24.00%
=
57.6
x
R1,200
=
R69,120
Actual Growth Achieved
72.80%
Small improvements in each area will give you dramatic growth overall
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UNDERSTANDING HOW CUSTOMERS MAKE DECISIONS 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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The Way we Think that we Make Decisions
TOC
LOGICAL COMMON SENSE Interference
EMOTIONS
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The Way we Actually Make Decisions LOGICAL COMMON SENSE Overrules & Justified by
TOC
EMOTIONS
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Everyone’s decisions are 100% based on their Emotions
YES MAYBE NO 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Human Brain
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MARKETING AND SALES AS A SYSTEM OF DOORS 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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The Sequence and Role of the System of Doors The Service/ Product
Different‐ iating Value Proposition
The WHY of your business
The Problem Solved
The Market Strategy
Building Your List
The Initial Contact
The First Meeting
The Sale
Product/ Service Delivery
After Sales
Loyalty & Referrals
The Target Market
Further Meetings
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Opening the Doors • With every step in the process your only aim is to open the door that stands in front of you, nothing else!
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OPENING DOOR #1. ‐ THE WHY OF YOUR BUSINESS? 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Simon Sinek – Start with WHY People think, act or communicate from the outside in, from WHAT to WHY, from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do.
The Golden Circles WHY
HOW WHAT
TOC
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People don’t Buy WHAT you do they Buy WHY you do it!
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The Golden Circles and the Biology of the Brain
WHY
HOW WHAT 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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The Golden Circles and the Biology of the Brain
Neocortex is the seat of Language and what we Think Limbic System is the seat of our feelings and our behaviours
WHY
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Golden Circles WHAT Every single company and organization, big or small, in whatever industry or sector, knows WHAT they do. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHAT is easy to identify.
HOW Some companies and organisations know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Many people falsely think these are the differentiating or motivating factors in a decision.
WHY Very few companies or organisations can clearly articulate WHY they do WHAT they do. To make money is not a WHY, it’s a result. WHY is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care?
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Clarity of WHY It all starts with clarity. You have to know WHY you do WHAT you do. If people don’t buy WHAT you do, they buy WHY you do it, so it follows that if you don’t know WHY you do WHAT you do, how will anyone else?
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Discipline of HOW HOWs are your values or principles that guide HOW to bring your cause to life. HOW we do things manifests in the systems and processes within an organization and the culture. Understanding HOW you do things and, more importantly, having the discipline to hold the organization and all its employees accountable to those guiding principles enhances an organization’s ability to work to its natural strengths. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Values must be VERBS
It’s not “integrity,” it’s “always do the right thing.” It’s not “innovation,” it’s “look at the problem from a different angle.” Articulating our values as verbs gives us a clear idea … we have a clear idea of how to act in any situation. We can hold each other accountable to them measure them or even build incentives around them. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Consistency of WHAT A WHY is just a belief. That’s all it is. Everything you say and everything you do has to prove what you believe. HOWs are the actions you take to realize that belief. WHATs are the results of those actions—everything you say and do: your products, services, marketing, PR, culture and whom you hire.
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Authenticity Matters Authenticity is about showing the world what it is that you believe. Authenticity cannot be achieved without clarity of WHY. When salesmen actually believe in the thing they are selling, then the words that come out of their mouths are authentic.
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Traditional Examples WHAT
HOW
CALL TO ACTION
We make great computers.
They’re beautifully designed, Wanna buy one? simple to use and user‐ friendly.
Here’s our new car.
It’s got leather seats, low fuel consumption, and affordable financing.
Here’s our law firm.
Our lawyers went to the best Hire us. You won’t be sorry. universities and we represent the biggest clients.
Here’s the candidate.
Here are her views on unemployment and education. See how’s she’s different?
You know that you want it!
Vote for her.
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Start with WHY ‐ Apple WHY Everything we do, we believe in challenging the status quo. We believe in thinking differently.
HOW The way we challenge the status quo is by making our products beautifully designed, simple to use and user‐ friendly.
WHAT
CTA
And we happen to make great computers.
Wanna buy one?
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TOC Example ‐ Traditional Way WHAT TOCE Consulting are expert consultants in the Theory of Constraints
HOW Unlike most large consulting companies we do not overwhelm your organisation with many consultants running up many billable hours, but instead one or a few highly experienced consultants work closely with your people to bring about the required change .
CALL TO ACTION Therefor we bring about substantial improvement in your organisation at much lower cost. You won’t do better elsewhere.
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Start with WHY ‐ TOC WHY
HOW
WHAT
We believe that problems cannot be solved using the same level of thinking that created them. You have to change your current mind‐ set, even if the resulting solution is sometimes counter‐intuitive, in order to achieve an order of magnitude improvement
The way we challenge the current thinking is by using the five focussing steps: 1. Identify the constraint, 2. Exploit the constraint, 3. Subordinate everything else, 4. Elevate the constraint, 5. Start the process at 1. again.
We have a small team of consultants working closely with your management to change the way that you view, manage and measure your system.
CTA We can bring substantial improvement in a shorter time, with less disruption and for much less cost. Give us a try, you will not be disappointed.
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The Goal of Sales THE GOAL IS NOT TO DO BUSINESS WITH EVERYBODY WHO NEEDS WHAT YOU HAVE,
THE GOAL IS TO DO BUSINESS WITH PEOPLE WHO BELIEVE WHAT YOU BELIEVE 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Loyalty is Not a Program When our decisions feel right, we’re willing to pay a premium or suffer an inconvenience for those products or services. This has nothing to do with price or quality. Loyalty, real emotional value, exists in the brain of the buyer, not the seller.
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Trust Fulfilling all your responsibilities does not create trust. Trust is a feeling, not a rational experience. Trust begins to emerge when we have a sense that another person or organization is driven by things other than their own self‐gain.
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Implications for Your Business
WHY HOW WHAT
You have to talk about your WHY and prove it with WHAT you do. WHY is just a belief, HOWs are the actions we take to realize that belief, WHATs are the results of those actions.
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TOC and The Law of Diffusion
If you have the discipline to focus on the early adopters, the majority will come along eventually.
But it must start with WHY. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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The Tipping Point
When you start with WHY, those who believe what you believe are drawn to you for very personal reasons. It is those who share your values and beliefs, not the quality of your products, that will cause the system to tip. Your role in the process is to be crystal clear about what purpose, cause or belief you exist to champion, and to show how your products and services help advance that cause. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Constantly Repeat the Message With a group of believers all rallying around a common purpose, cause or belief, amazing things can happen. But it takes more than inspiration to become great. Inspiration only starts the process; you need something more to drive a movement.
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Finding WHY is a Process of Discovery, not Invention.
The WHY for every individual or organization comes from the PAST. It is born out of the upbringing and life experience of an individual or small group. Every single person has a WHY and every single organization has one too.
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OPENING DOOR #2. – THE PROBLEM SOLVED 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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The Problem Solved The problems that you are solving must be the same problems that those who believe what you believe, want solved.
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Example ‐ TOC TOC simplifies the complexity of modern operations by identifying and managing those few touch points which determine the output of the entire system. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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OPENING DOOR #3. – THE PRODUCT/SERVICE 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Your Product or Service • Whatever the product or service that you sell, it has to be aligned with your WHY. • It must resonate with your beliefs. • It must be clear to your customers why you sell it. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Your Product or Service Must Be: • Good for You (Aligned with your Beliefs) • Good for Your Business (Aligned with your WHY) • Good for the Planet (Not harm the Planet)
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Example ‐ TOC • In TOC we believe that there is inherent simplicity in every system. • TOC challenges current mind‐sets and paradigms. • TOC is better for the planet as it enables the better exploitation of scarce resources. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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OPENING DOOR #4. ‐ YOUR DIFFERENTIATING VALUE PROPOSITION 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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What is a Differentiating Value Proposition
A DVP is: 1. An overt, unique claim or promise of benefit stemming from your WHY, that can be seen in your product or service. 2. That impressively makes you distinctly different from your competitors. 3. It is a strong, attractive and compelling call‐to‐action.
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Simple, Succinct, Memorable, Consistent and Appealing To become first and foremost in your customer’s mind you must paint a simple, succinct, memorable, consistent and appealing picture of • who you are, (Your Beliefs) • what you stand for (Your WHY), and • what you’re going to do for the customer that’s attractive and compelling to him. (The Results for him of doing business with you)
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Outrageously Exciting
You must make an outrageously exciting promise which is of service or benefit to the customer. Furthermore, you must make it abundantly clear how you are unique and dramatically different from everyone else in delivering on those overt benefits, and everything you say must be entirely believable.
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Boldly Proclaimed You must boldly proclaim any benefits you produce for your customers so that they hear your promises loud and clear. You want your marketing message to cut through all the other advertising chatter they’re hearing, so that you trumpet forth like a foghorn in the mist.
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Unique and Special
You must also show you are distinctly different from your competitors. You must monopolise a piece of a prospect’s mental landscape where you’re perceived as being different from everyone else. You must be perceived and being both unique and special.
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Transfer Risk from Prospect / Customer to You
• Money back guarantees. • Replacement policy. • Backup services. • Rework clauses. • Pay based on result. • Etc.
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Example ‐ TOC By combining the counter‐intuitive thinking of the Theory of Constraints with many other, tried and tested as well as leading edge methodologies, TOCE Consulting offers consulting services that are aimed at increasing the bottom line while bringing focussed synchronisation to all the elements of your business. When everyone in the organisation is aligned and the proper measurements and controls are in place, then: • primary flow through your business is increased, • the need for “firefighting” is substantially reduced, • costs are easier to control, • and you get to spend more time doing what you really love doing instead of longer hours at work. We bring substantial improvement in a shorter time, with less disruption and for much less cost and we will continue until the desired result is achieved. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Branding ‐ Communicating Your DVP
Trying to communicate your differentiating value proposition is really hard. Absent the proper language to share our deep emotions, our purpose (WHY) and our Cause or Belief, we tell stories. We use symbols. We create tangible things for those who believe what we believe to point to and say, “That’s why I’m inspired.”
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The Elevator Pitch TOCE – Love, Hate, Create, Result
LOVE: I LOVE helping organisations dramatically increase their Throughput. HATE: What drives me CRAZY is when organisations waste money and effort trying to improve everything. CREATE: So I created TOCE Consulting to assist the management of organisations to identify the one or few resources that are constraining the business and I help them to focus on the exploitation of these resources. RESULT: With the result that they quickly experience exponential growth in Throughput. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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OPENING DOOR #5. ‐ DEFINING YOUR TARGET MARKET 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Guide to Market Segmentation • There is no single correct way to define your target market. What is important is that you end up with sufficient prospects that you perceive as believing in your WHY and who potentially need your solution to make it worthwhile for you to market to them. • When deciding on your target be as specific as possible ‐ the organisation and the job title or level of the person that you want to target. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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The Organisation and the Golden Circles – Who to Target? Shareholders Board/CEO
Vision
WHY
Executive Managers
HOW
Mission (Values & Guiding Principles)
Employees
WHAT
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OPENING DOOR # 6. ‐ CHOOSING YOUR MARKETING STRATEGY 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Approaching Your Target Market It is essential that you know how your target market wants to be approached. The best method of finding out is to ask your current customers. You can also ask a sample of your target market. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Marketing Strategy Method
Y/N
Method
Y/N
Method
Business cards
Website
Store signage
Television ads
Salespeople
Brochures
Direct mail letters
Facebook
In‐store flyers
Stationery
Billboards
Receptionist
Seminars
Videos
Newspaper ads
Voice Mail
Postcards
Coupons
Radio ads
SMS/Whatsap
Linkedin
Referrals
Yellow pages ads
Instagram
Tradeshows
Telemarketing
emails
Blogs
Banners
Google+
Knock & Drop
Clothing
Slideshare
Nametags
Twitter
Pinterest
Charity work
Networking
Etc.
Y/N
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BUILDING YOUR PROSPECT LIST
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List Building Methods • • • • • • •
Trade and Industry membership lists Chamber of Commerce membership lists Professional Bodies membership lists LinkedIn Twitter Facebook Etc. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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EXCHANGE OF VALUE PRINCIPLE
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Exchange of Value Principle At every engagement with a prospect there must be an exchange of value.
Something of Value
Something of Value
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Sell this Box to Me
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OPENING DOOR #7. ‐ MAKING INITIAL CONTACT 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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What is the Goal of the Initial Contact?
You are only seeking to sell one thing – the value of the time that they invest for your first meeting i.e. open this door in order to move to the next door
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Effectiveness of Methods to Gain a Meeting with Senior Executives Always Usually Occasionally Never
A recommendation from someone inside your company
16%
68%
16%
0%
A referral from outside the company
8%
36%
44%
12%
A letter from a salesperson followed by a direct call
4%
20%
40%
36%
A contact at an off‐site meeting
0%
44%
32%
24%
A direct telephone call from a salesperson
0%
20%
36%
44%
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Get the Meeting Cold email + cold call
Pleasant
YES
Coffees with friends
WOM Referrals
Network ing
NO Cold call
Stalking
NO
Likely to work
YES
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Example Cold Calling Scripts TOCE Consulting Hello, Mr. ……………………., my name is Barry, and I have a way that I can increase the throughput of your business without increasing your current resources. Could I take 15‐ 20 minutes and tell you a little bit more about it?
‐‐‐‐‐‐‐‐‐ Hello, Mr. ……………………., my name is Barry, and I recently worked with XYZ Co. (A well known business) and we succeeded to increase their throughput by 30% without increasing any resources. Could I take 15‐20 minutes and tell you a little bit more about it? 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Example Cold Email
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OPENING DOOR # 8. ‐ THE FIRST MEETING 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Executive Questions – First Person to Person Meeting
• Does the salesperson understand our needs? Have they done their homework (i.e. on our industry, our strategies)? Do they understand our key business drivers? • Have they been able to convey how their product/service applies to me? Why it is better than their competitor’s? • Is this individual an empowered decision maker, or will they have to consult their manager before making decisions?
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Executive Questions – First Person to Person Meeting
Is the salesperson’s approach: • professional? • confident? • sharp (thinks on feet, doesn’t use clichés and canned speech)? • honest (acknowledges potential shortcomings)? • reflective (listens rather than telling)? • flexible (has an unstructured agenda rather than a pre‐ determined one)?
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Relative Importance of Factors Meetings with Senior Executives 5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0
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4.5
Factors for Building Credibility with Senior Executives
4 3.5 3 2.5 2 1.5 1 0.5 0
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Position to Position Selling
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First Meeting ‐ People Want You to be Impressive, Not Subservient
Things that you say and do can give the impression that you are not their equal.
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Prepare. A Lot! 1. Know who you're meeting. 2. Know his/her likely challenges. 3. Focus on their RESULTs. 4. Prepare something you'll teach him/her. 5. Prepare compelling stories. 6. Know your desired outcome from the meeting. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Self Test 1. Do you think your communications are generally good? 2. Do you think everyone else's are generally good? Since most people don't communicate well, it's relatively straightforward for you to stand out from the crowd. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Focus on Others' Successes, Not Your Own
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Self Test: How do you stack up? Do You: Yes No 1Prepare slide packs for meetings, even if nobody requested one. 2Always take a ‘leave behind’ document, even if nobody requested one. 3Prepare what you're going to say, not what you're going to ask. 4When at networking events, travel in packs with colleagues so you don't have to speak to strangers. 5In meetings, do most of the talking. 6In conversations, think ‘I must get my #1 priority across', rather than ‘I must find his/her #1 priority’. 7When asked ‘what do you do?’, provide a detailed list of all your products and services. 8When asked to prepare a communication, cut/paste from last time's rather than asking exactly what the reader wants you to include. 9Do to others what you hate people doing to you – use wordy slides, chair tedious meetings, etc. 10On slide 1, bullet point 1, use the immortal phrase ‘we were founded in 1922’. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Build Intimacy and Trust ‐ Go Solo You want your first meeting to trigger a second one. That's the only output that matters.
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Pre‐Prepared Slide Packs Make Things Worse
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The Guiding Principles of Issues‐Based Selling
• Deliver value before asking for issues and challenges. • Gain an understanding of his/her problems and underlying issues. • Share similar experiences: this sets you up as peers, and helps build genuine mutual engagement and trust. • Understand what value he/she attributes to solving his/her challenges. • Focus on his/her RESULTs – not the work you'll do.
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Prepare Something That’s New to Him/Her
• In Dixon/Adamson's excellent book The Challenger Sale, they share the Sales Executive Council's research showing the importance of challenging customers. • Challenging their thinking – helping them see things differently. • Teaching them something.
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Prepare Compelling Stories – Facts Tell. Stories Sell.
Your stories should: • Be interesting. • Be succinct ‐ not more than 100 words. • Build curiosity. • Directly address his/her issues … • … and raise some more. • Be rehearsed, but ‘spontaneous’. • Contain multiple points. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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• • • • • • • •
Examples of Good Probing Questions
Please could you tell me more about that? What was the impact of that decision on your business? What was the impact on you? What happened next? How important is this issue to you? Where does it sit on your list of priorities? Why is this issue so important to you? What is the driver behind addressing this issue? Cost? Revenue? Risk? All of these?
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• • • • • • • •
Examples of Good Probing Questions
What is the business case for doing something about it? How will you measure success? How will your boss measure it? What barriers are you finding to addressing it? How time critical is it? Why? What's the cost of delay? What initiatives are under way to address the issue? How much progress have you made so far in addressing it?
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Think OMB Objectives – what he/she wants to achieve. Measures – how he/she'll know he/she's achieved them. Benefit – the value to him/her in achieving them.
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Ending the First Meeting 1.
NEVER SAY THANK YOU! Say: ‘I enjoyed our meeting and will be in touch soon’.
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Ending the First Meeting 2.
NEVER FINISH LATE _ EVER! If you don't end the meeting, he/she will. N.B. The person in charge draws the meetings to a close. If you overrun, you're encroaching on his/her schedule. This may irritate and/or cause stress in his/her day – not the impression you want to give. You must leave him/her wanting more. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Follow‐up Communications Send two short emails: 1. One immediately after the First Meeting. 2. One immediately before the Second Meeting.
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st Email Immediately after 1
Meeting
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Email Before 2nd Meeting
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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OPENING DOOR #9. – FURTHER MEETINGS 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Preparation for 2nd Meeting 1. 2. 3. 4. 5.
Do your promised list of actions. Start shaping the solution for him/her. Prepare new stories that support the above. Prepare another icebreaker. Decide whether to bring colleagues with you.
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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OPENING DOOR #10. – THE SALE
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Closing The Deal Questions to ask before closing the deal: 1. Can I help them? 2. Do they need my help? 3. Do they want my help?
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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How do You Know When the Prospect is Ready to Buy?
1. There is a plan in place for implementation. 2. Your prospect starts saying “when,” not “if.” 3. A deadline for a major goal is approaching. (Their goal, not your sales target). 4. You’ve met all the decision criteria. 5. Your prospect starts calling you.
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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What Have we Achieved? LOGICAL COMMON SENSE Justified by
TOC
EMOTIONS
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OPENING DOOR #11. – PRODUCT/SERVICE DELIVERY 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Delivery is Part of Marketing & Sales to Build Trust
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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OPENING DOOR #12. – AFTER SALES
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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OPENING DOOR #13. – LOYALTY & REFERRALS 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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There is a big difference between repeat business and loyalty. Repeat business is when people do business with you multiple times. Loyalty is when people are willing to turn down a better product or a better price to continue doing business with you. Loyal customers often don’t even bother to research the competition or entertain other options. Loyalty is not easily won. Repeat business, however, is. All it takes is more manipulations. Manipulations Lead to Transactions, Not Loyalty 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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WOM ‐ Referrals Referrals are pleasant because everyone benefits: • You get a warm introduction to a complete stranger quickly, cheaply and painlessly. • Your referrer friend benefits because he helped two of his friends – you and your target. • His friend (your target) benefits, because she gets to meet you, share experiences and learn from you. 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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What Your Referrer Needs 1. Who you want to speak to. 2. Why it's in her interest to speak with you (in other words, examples of results she'll get from meeting you).
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Requesting a Referral ‘Please could you do me a favour? I saw on LinkedIn that you know Mrs X. I'd love to speak to her, to share experiences about (topic). Could you introduce us please?' Or… ‘I'm delighted that you're so pleased with the impact we've had in your division. I'd love to similarly help Mrs X in Division X. Would you mind introducing us please?' 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Requesting a Referral ‘Please can I ask your advice? You work with lots of corporate lawyers. And I'm keen to get to know more of them, because I can help them with X. How would you advise I go about meeting them? (If your contact said he'll introduce you, great. If he suggests something else, listen to his advice, and then say …) Thank you – I'll do that. One other idea: which of your lawyer contacts would you feel most comfortable introducing me to?' 27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
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Bibliography • Hausel, Hans‐Georg Auflage ‐ Think Limbic ‐ 2014 Haufe‐Lexware GmbH & Co. KG, Freiburg • Simon Sinek ‐ Start with Why – 2011 Portfolio Penguin • Peter O'Donoghue – The Prospecting System ‐ www.theprospectingsystem.com • Alston Gardner, Stephen J. Bistritz, Jay E. Klompmaker ‐ Selling to Senior Executives ‐ Target Marketing Systems, Inc. • Andy Bounds & Richard Ruttle – Top Dog ‐ Impress and influence everyone you meet. John Wiley and Sons Ltd. • Paul Mascetta – Objection Killers ‐ Influence Mastery Inc.
27th International Conference of the TOC Practitioners Alliance ‐ TOCPA
