Growing your people

If you can’t deploy the best people on each account you won’t win new clients or retain existing ones. We focus on skills which help your people to win more business, retain your clients and reduce the cost of sale. Your investment will be repaid in happier clients and reduced staff turnover.

Targeting and new client meetings

Targeting workshops in which we challenge you to identify who they want to talk to and what they want to talk about get the ball rolling. Role play meetings with buyers of professional services make the real thing a pleasure!

Proposal documents and presentations

Too much focus on the document and not enough on the presentation – sound familiar? Our training (based on a case study company of your choice) takes your people through the life of a competitive tender, the dos and the don’ts.

Pricing and negotiations

We work with small groups and provide one to one coaching to refine your people’s ability to secure engagements at a price with which both parties are happy, using your understanding of what a client values most about your offer.

Account management and client care

Helping fee earners understand their account management leadership role is best achieved by going through the process in practice. Helping your people to have conversations which may be uncomfortable and give feedback to colleagues needs practice in a risk-free environment.

  • 1 Rehearse, rehearse, rehearse.
  • 1 Speak the client’s language, not your own or your profession’s. If you have to use abbreviations, always define them the first time you use them. Avoid referring to section numbers.
  • 1 Know the name of your client’s secretary or executive assistant. Establish a friendly dialogue with them.
  • 1 Tell your client if you are rescheduling a meeting for them or are somehow going out of your way. Hold meetings at the client’s place of business whenever you can.
  • 1 Sit forward, make eye contact and take notes. Remember what the client says.
  • 1 Get the client’s instructions on the format, presentation and timing of reports. Ask who will be reading your report so that you can tailor its content.
  • 1 Insist on no interruptions. Within earshot of the client, tell your PA to hold all your calls.
  • 1 Invite clients and prospects to breakfast briefings with business specialists or industry experts.
  • 1 Mix clients and prospects at tough ticket events: major concerts, sports events or playoffs. This is a great way to show your clients you appreciate them and to show your prospects how your clients feel about you.
  • 1 Read trade journals and attend trade or industry group meetings. Find out about your client’s industry. Note the names of trade journals in your client’s offices that might help you learn more about the industry.
  • 1 If you must take a call, apologize to the client in advance. Use it positively to show your commitment to being available to clients.
  • 1 If speaking at a dinner, stick to soft drinks and eat lightly or arrange to speak early in the evening. If you speak early, your audience is more likely to remember what you say!
  • 1 Look beyond the current project and learn how it contributes to your client’s overall goals. Look for new areas where you can help your client, even if they haven’t asked. Be creative and anticipate your client’s needs.
  • 1 Send your client relevant business articles with a personal note highlighting specific points of interest. If your client receives favourable news coverage, do something special to recognize their accomplishment.
  • 1 Have a colleague read reports (preferably aloud) to make sure that they are free of ambiguities and pomposity.
  • 1 Be familiar with your client’s jargon and learn about your client’s products and operations. Ask your client about their business plans and strategies. Ask for a tour of their factory or office for you and other team members.
  • 1 Do not hand out too much material. It will take the client’s attention away from you. They are buying you, not your brochures and slides.
  • 1 Provide seminars or workshops at your client’s site to train their staff and give your own staff an opportunity for networking and development.
  • 1 Deliver your management letter near the end of the audit. Provide specific and relevant comments on all areas of your client’s business. Focus on substantial ideas and do not nit-pick. Follow the management letter with an offer of help in making the changes you suggest.
  • 1 Simple words work best when you write or speak. They are more memorable.
  • 1 Arrive at least 45 minutes early to check that the equipment works and that you know how to operate it. Use the remaining time to run through your presentation and iron out any problems.
  • 1 When you use information from another source, note the source and the date. This lends authority to your work.
  • 1 Never rush your client by interrupting or jumping to conclusions. Pause before responding and do not be afraid to ask for clarification. This shows that you are paying attention.
  • 1 Ask questions. Show a genuine interest in the client and the service you can provide them.
  • 1 Listen out for concerns, not just facts. What is not said can be as revealing as what is.
  • 1 Help your client look good. Make sure you understand your client’s personal agenda.
  • 1 Do not give presentations unless you are proposing new work or making recommendations. Save meeting time for discussions.
  • 1 Tell your receptionist when you are expecting a client: the receptionist can greet the client by name, which will make them feel valued.
  • 1 Hold joint seminars with your client or collaborate with your client to publish articles and make presentations at industry meetings. Remember your client has a CV to build too.
  • 1 Call your client to share new business ideas. Show you are interested in helping your client to make or save money all year round.
  • 1 Provide a summary, charts and tables so the client can get a quick overview. The client should be able to use the summary internally without modification.
  • 1 If you are having a one-to-one meeting with a client in your office, greet the client in reception and walk them to and from your office.
  • 1 Form an ambassadors club for “friends of the firm”. Hold regular meetings to tell members about new services and opportunities. Brainstorm business development ideas with club members. Earmark a share of the extra profit generated by the club to pay for thank-you events.
  • 1 Respect your client’s time – it is just as valuable as yours.
  • 1 Do not get straight down to business. Take a few moments to ask about the individual. Ask about family, holidays or hobbies. Review any notes you made at the previous meeting to provide you with questions that show you remember and care.
  • 1 Send letters of praise to the directors at your client about deserving junior staff. Reward their helpfulness and build an advocate for your business in your client’s team.
  • 1 Set goals that you can achieve with your available resources. Then achieve them – before the deadline. Come up with more than requested for the same fee. Deliver reports, accounts and tax returns in person whenever you can.
  • 1 Spend time with your client. Meet them regularly. Visit your client’s premises instead of expecting them to come to you. Be available for informal discussions.
  • 1 Join and take part in business and trade organizations that are important to your client’s industry. This will make you more visible to your client, add to your credibility and create an image for your business as a leader in the field.
  • 1 Only have your client’s files in front of you. This will make you look organized and prevent your client from worrying that their files will be lying around for others to see.
  • 1 Get the draft accounts reviewed by a colleague. Can they spot opportunities for the client to improve their business or for you to provide extra services?
  • 1 Withhold materials at the time of your presentation. This gives you a reason to follow it up later. It also gives you the opportunity to get feedback on your presentation.
  • 1 Offer solutions that will help both the client and you get the results you want.
  • 1 Understand the needs of the chief executive, the finance director and other purchasers of your services. Look for opportunities to introduce them to other organizations that can serve them. If they are looking for staff, recommend good people you know, especially from your alumni network.
  • 1 Observe your client’s body language and other non-verbal signals.
  • 1 Avoid figures, unless you are making comparisons or identifying trends. Charts and graphs can make comparison easier.
  • 1 Make your client aware that they are being served well. Tell your client exactly what you are doing for them, especially if it is not obvious.
  • 1 Commit personal time to areas where you and your client have a shared interest, be it sporting, cultural or charitable.
  • 1 You have two ears and one mouth – use them proportionally.
  • 1 Use positive words: “invest” rather than “cost” or “spend”. Talk about “benefits”, “solutions”, “savings”, “teamwork” and “partnership”.
  • 1 Well-phrased questions will give you tremendous insight into your client’s needs, motivations, business climate and fears. Questions might include: What are your main areas of concern? What opportunities do you see for greater efficiency in your operations?
  • 1 Clients will expect your recommendations to make economic sense. Always consider how you and your client can evaluate them.
  • 1 Tell your client what you are going to say, say it, and then tell your client what you have said.
  • 1 Do not overwhelm the client with facts about your service. Emphasize the aspects of it that will be important in meeting the client’s needs. Give the client the chance to say yes to your service before launching into a complete description of it.
  • 1 Agree what is needed, who will do it and when it will be done. Establish your responsibilities and the client’s. Make a note of what has been agreed and show it to the client.
  • 1 Do not leave clients waiting in reception for more than five minutes. If you are unavailable, have your PA or another team member greet the client and take them to the meeting room.
  • 1 Recognize the anniversary of the relationship between the client and your business. Do something special to show it is a relationship you value.
  • 1 Always prepare an agenda for meetings. Send it to the client in advance and ask the client to suggest additional items.
  • 1 Ask yourself what you want the client to think, feel and do. Use the answer to select two or three key messages.
  • 1 Bring clients together at a one-hour breakfast or lunch roundtable meeting. Orient the meeting to a specific topic and organize the agenda to encourage a thoughtful exchange. Invite a client or former client to chair the meeting.
  • 1 Impress your client with the speed and accuracy of your response to their needs. Always work to an agreed timetable to avoid misunderstandings about deadlines.
  • 1 Do your homework before meetings. Read annual reports and other business information. It will show your interest in the client and save valuable time.
  • 1 Put your client first. Make each client feel they are your most important one.
  • 1 Look for opportunities to honour or recognize clients. Enter them for local or national awards such as Entrepreneur of the Year.
  • 1 Do not make exaggerated claims – it will detract from your credibility.
  • 1 Share best practice and new ideas with your client. Remember to share soft skills as well as technical skills.
  • 1 Ask your client’s opinion on business issues, the economy, legislative developments or personal matters. Invite your client to speak at internal meetings or away-days.
  • 1 Send handwritten personal notes to acknowledge promotions, holidays, birthdays, anniversaries and other events.
  • 1 Cement your relationship by referring new business to your client. Ask your client to refer you to business associates, friends and others. When they do this, send a personal note of thanks and let them know how you got on.
  • 1 If you must use slides, never put more words on each one than you would put on a tee shirt.
  • 1 Introduce your client to other business people at a similar level to share ideas. While you may have a peer group in your business, your client may not.
  • 1 People will pay more attention to reports that are easy to read. Use white space to make your documents pleasant to look at.
  • 1 Finish with a soundbite that reinforces your key messages. This could be a famous quotation or a thought to ponder. If the client has not yet agreed to hire you, ask them to.


Winning new work needs structure, application and persistence.
 
It‘s easier to get more work from existing clients.
 

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