The human mind is generally far more eager to praise and dispraise than to describe and define. It wants to make every distinction a distinction of value; hence those fatal critics who can never point out the differing quality of two poets without putting them in an order of preference as if there were candidates for a prize. -CS Lewis
Rarely do you hear a referral/non-referral of a product or service that is void of emotion. Rather, it’s based on emotion. We find ourselves using the features and aspects of a service to justify our emotion behind the praise/dis-praise always adding a personal bias to what it is we are describing. Lawn care, a bowling ball, outsourced technology, a CPA – none are exempt from this range of thinking.
Thus, as a marketing/sales person I must remember the ramifications of this as I engage in the market place.
- Our clients, to no fault of their own, will only dig as deep as their recent emotion to validate or dismiss the product/service.
- Managing expectations may be the most crucial aspect in protecting the future praise of your service
- In a service model, strong client relationships protect against dis-praise and/or promote praise despite the actual evidence for such a testimony
- Law of diminishing return will set it in with long standing clients, the pain, now gone due to your product/service, tends to lose meaning over time, thus emotions must be stoked through proving new value and/or services that further enable or prevent pain
Business Development (BD) seems to be the buzzword of 2011 (probably 4th behind Cloud, Social Media, and Merger). As new business has been difficult to find, even harder to win, and harder still to be profitable on, the profession has started turning over new rocks in search of some answers. The quest for good professional services business development people is underway at many firms. In other cases firms are looking to partners to pick up their BD efforts as part of their role in being a partner. Either avenue your firm takes, it’s important to consider the basic qualities needed in a BD role. As a person learning the craft, I have found 4 qualities (conveniently all C’s) that are needed to make for a successful business development person…which leads to the 5th C – cash.
First, what exactly is business development?
Business Development [biz-nis dih-vel-uh p-muh nt]
Business development comprises a number of techniques and responsibilities which aim at attracting new customers and penetrating existing markets.
Next, what should you look for in people (the 4 C’s)?
The person who acts like they are in timeout at a cocktail hour is probably not the best person for a business development role. This doesn’t mean they are the incessant storyteller who can’t shut up, but rather a person who rarely meets a stranger and when they do they LISTEN more than they talk. This trait is wired into an individual and, best I can tell, cannot be taught. Sure someone can get better and improve, but this same person should not have that as their primary role.
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