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An effective strategic framework for successful face-to-face selling for financial services industry professionalsTimes are very tough for people who sell professional services and Selling Professional and Financial Services Handbook offers a new solution proven in practice. The book describes methods the authors have used and taught since the 1990s, most recently at a major consulting firm, where they led a Global Business Development team to revenue gains of 500% over six years -- in a period that included the recession of 2008-10.The solution is not any new twist on face-to-face selling tec...
An effective strategic framework for successful face-to-face selling for financial services industry professionals
Times are very tough for people who sell professional services and Selling Professional and Financial Services Handbook offers a new solution proven in practice. The book describes methods the authors have used and taught since the 1990s, most recently at a major consulting firm, where they led a Global Business Development team to revenue gains of 500% over six years -- in a period that included the recession of 2008-10.
The solution is not any new twist on face-to-face selling techniques or the art of persuasion. It's a strategic approach built around a simple fact: the markets are tight but far from static. Even with lean budgets, client companies must respond to urgent changes and emerging threats in their industries. Thus they will buy services from the sellers who can help them detect, understand, and cope with what's coming their way.
This handbook outlines a systematic way of becoming such a valued resource. Readers learn to scan the horizon for early signs of "rock-ripple events." Major changes in the business world often spring from new developments that are little noted or heeded, at first, by the client companies soon to be affected by them. But like a rock dropped in a pond, these events set off ripples that sweep through entire industry sectors, creating must-have service needs.
The book is written for everyone who sells, or is responsible for selling, professional services. This includes but is not limited to: law firms, consulting firms, finance industry, public relations, engineering, and architectural services.
Readers who can benefit from the dynamic approach hold a variety of positions. They include:
Attorneys, consultants and other practitioners who must sell their services as well as execute.
CEOs, equity partners, practice-area leaders, functional and divisional leaders
Private Equity or Venture Capital executives
Sales or business-development professionals, from entry level to senior level
Sales and marketing managers
But the book is for sellers in every category who need a new and better approach to selling. Many, even the most skilled, simply have not adjusted to the new normal of today's economy. They persist with old strategies that cannot be as productive as they once were, such as pursuing one-off opportunities (which are too few and too hard to win in lean times) or old-style "relationship selling" (which gains little if any traction). Selling Professional and Financial Services Handbook gives all such readers a new strategic framework within which to apply their face-to-face selling skills. It is an approach that puts them in position to win -- so they can sell from ahead of the game, instead of struggling to keep up with it.
Times are very tough for people who sell professional services and Selling Professional and Financial Services Handbook offers a new solution proven in practice. The book describes methods the authors have used and taught since the 1990s, most recently at a major consulting firm, where they led a Global Business Development team to revenue gains of 500% over six years -- in a period that included the recession of 2008-10.
The solution is not any new twist on face-to-face selling techniques or the art of persuasion. It's a strategic approach built around a simple fact: the markets are tight but far from static. Even with lean budgets, client companies must respond to urgent changes and emerging threats in their industries. Thus they will buy services from the sellers who can help them detect, understand, and cope with what's coming their way.
This handbook outlines a systematic way of becoming such a valued resource. Readers learn to scan the horizon for early signs of "rock-ripple events." Major changes in the business world often spring from new developments that are little noted or heeded, at first, by the client companies soon to be affected by them. But like a rock dropped in a pond, these events set off ripples that sweep through entire industry sectors, creating must-have service needs.
The book is written for everyone who sells, or is responsible for selling, professional services. This includes but is not limited to: law firms, consulting firms, finance industry, public relations, engineering, and architectural services.
Readers who can benefit from the dynamic approach hold a variety of positions. They include:
Attorneys, consultants and other practitioners who must sell their services as well as execute.
CEOs, equity partners, practice-area leaders, functional and divisional leaders
Private Equity or Venture Capital executives
Sales or business-development professionals, from entry level to senior level
Sales and marketing managers
But the book is for sellers in every category who need a new and better approach to selling. Many, even the most skilled, simply have not adjusted to the new normal of today's economy. They persist with old strategies that cannot be as productive as they once were, such as pursuing one-off opportunities (which are too few and too hard to win in lean times) or old-style "relationship selling" (which gains little if any traction). Selling Professional and Financial Services Handbook gives all such readers a new strategic framework within which to apply their face-to-face selling skills. It is an approach that puts them in position to win -- so they can sell from ahead of the game, instead of struggling to keep up with it.
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