Professional Documents
Culture Documents
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
Dedication
– Mahatma Gandhi
The three largest influences that led to the writing of this book include
my experience running an online textbook business, best practices and
models from Thomas D. Wilson & Associates, and over 200 Harvard
Business Review articles. The three most influential academic influ-
ences on my life and this book have been Dr. Jonathon King from
Oregon State University, and Dr. Bharam Adrangi and Dr. Robert
Peterson from the University of Portland.
The “About the Author” section is at the back of this book. My contact
details are always on www.RichardCWilson.com.
Table of Contents
Conclusion 153
“…selling is the process of moving goods and services from the hands
of those who produce them into the hands of those who benefit most
from their use”
“People love to buy, but they hate to feel like they’ve been sold.
- Jeffrey Gitomer
2
th
A 16 century religious group, in instructing its “field men” in the art of
making converts used this pattern:
1. Make contact
2. Gain confidence
3. Establish conviction
4. Gain conversion
5. Work for continuance (2)
After over 500 years, the process of convincing others to buy some-
thing has remained the same. Another version of the sales cycle is
presented within Percy Whiting’s 5 Great Rules of Sales. He describes
the five stages to each sales engagement; attention, interest, convic-
tion, desire, and close. Most sales processes also known as cycles,
go through each of these stages although advertising sometimes
assists a sales person with the first few stages of the process.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
3
3. Conviction – The next step is convincing the prospect
that it would be wise for them to purchase your prod-
uct.
4. Desire- After convincing someone that your product is
great, you must make them desire ownership of it.
5. Close – A customer can experience all of the above
and not purchase a product or service. You have to
close the sale to make it happen. (3)
*For another version of the sales cycle used for relationship cultivation
efforts see the 6 “I”s model in Chapter 2.
How much are each of your customers worth? Over their lifetime of
commitment, what is their value to your business? How much does it
cost to obtain those customers?
If you do not know these numbers or know which customers are the
most and least valuable or expensive to obtain or maintain, you have
some homework to do. These numbers are vital to making your sales
force more efficient, and your company more profitable. Figure out
how you can focus your resources on the most profitable types of
clients, and discern why they are so profitable. Use this to build a new
sales approach that targets these clients.
“The fruits of life fall into the hands of those who climb the tree and pick
them.”
- Anonymous
Everything comes to those who hustle while they wait. The secret to
patience is always having something to keep you busy. In other words,
you must have enough irons in the fire that you will always have
ongoing projects, while you are simultaneously scouting potential
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
5
clients and managing current clients. Most Senior Vice Presidents
within professional service firms should be spending 70% of their time
on managing clients and 30% on obtaining new ones. If you are the
principal of a firm and you are billing 20 days a month, you are proba-
bly falling behind on sales.
Sometimes your second or third project at a firm will not come immedi-
ately after the first. Stay in touch; invite your contacts to conferences
and client gatherings. If they were satisfied with your work, and are
open to staying in touch, you will realize the rewards for the manage-
ment of the relationship.
When you start a project, actively note what solutions you might be
able to provide the client in the future. Specifically, it is important to:
Until you have “over delivered” on what a client has already hired you
to do, you have not earned the right to sell them additional work. The
best sales teams sell through execution, and position themselves to be
the next obvious choice when the client is ready to bring somebody on.
Take note of what types of vitamins or painkillers you can provide, but
do not freely offer to perform this work or submit unsolicited proposals
for projects. Instead, focus on building respect, trust, and confidence in
your team’s abilities and the work will flow from there.
“Any selling involved in a professional service has just begun when the
contract is signed. All that has been sold up to that time is a promise.
The major “sale” comes in delivering on that promise.”
6
- Warren J. Wittreich
- Bill Gates
“If you're not making mistakes, then you're not doing anything.”
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
7
- John Wooden (Hall of Fame basketball coach
for UCLA)
Evaluate every presentation you make to ensure that you are convinc-
ing the client or potential client why you are trustworthy, knowledge-
able, compatible, etc. Covering all of these areas within each
presentation will help you cover the pillars of credibility that are most
important to them.
Summary
References
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
CC
hu
al
pt
ti
ev
ra
2i
:o
R
e
l
a
t
i
o
n
s
h
i
p
t
n
Hard work made it easy. That is my secret. That is why I win.
- Author Unkown
1
0
Using the 6 “I”s model you will be able to do all three as it focuses on
the relationship and solving each customer’s real problems. This
model has been used to raise hundreds of millions of dollars in the
fundraising field, and the core ideas behind it have been around for
generations within virtually ever industry.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
1
• Understanding the customers situation
• Adapting your solution to their needs (2)
Use this model to help improve these two core tasks and as a “relation-
ship cultivation roadmap” to train young sales professionals or remind
senior executives of what steps are necessary to develop strong long-
term sales relationships. The model serves as an hourly or weekly
tool, or something that you use as a theoretically base while creating
your sales strategy.
(3)
1
2
This part of the process does not involve any client contact.
Extensive client identification should be conducted upfront
using past success factors. If this type of knowledge bank
does not exist, create one.
During this stage of the 6 “I”s take your selling hat off and
start getting a feel for who you are working with. Interact
with them and find common ground that you can work use
later, noting their hot buttons and sore points.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
3
Listen to client, do further research, identify areas of
service for later.
Qualify (the opportunity for both parties).
Discover the client’s hot buttons (WIIFM – What is In It
For Me).
Listen for both personal and organizational details such
as birthdays, personality differences, past project suc-
cesses or failures, and issues related to corporate poli-
tics.
Schedule a quarterly breakfast or lunch with your pri-
mary contact to discuss the service you are providing
and gain the opportunity to listen to their current needs.
Use the list of 20 Listening Questions from Chapter 9
on Connecting with Clients.
Following the first five steps of this process makes this last
one much easier. Move forward with the agreement, for-
malize it, and conduct your post-agreement evaluation of
the process and lessons learned. Take monthly or quar-
terly pulse check as to the level of value each of your cli-
ents receives and perceives. Conduct either formal or
informal feedback surveys or meetings to learn how your
firm can serve its clients better and improve the specific re-
lationship at hand.
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
5
“Vision without execution is a hallucination.”
– Thomas Edison
To improve your sales program you will need to first assess its current
health and identify areas of improvement. Start this process by
reviewing the latest quarterly performance results, and identify what the
inputs were that drove those results. Identify how much revenue was
realized, the number of new customers brought on, the number of units
or projects sold, and the total growth over the same quarter of last year.
Performance should be transparent and owned by the whole team, in
spirit, and compensation.
Identify where your sales team has been effective in cultivating rela-
tionships and how it might move forward to ensure the cycling of clients
in a way that will be resource efficient for the firm. The 6 “I”s tool will
help you keep a constant view of your overall sales activities and help
ensure a constant stream of new clients. If you download the 6 “I”s
model, you can use it to watch clients move through the 6 “I”s pipeline
and it will provide you with tips on how to move forward at each stage.
This is useful for cold calling type sales, or relationship-based selling
initiatives.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
7
“Knowing is not enough; we must apply. Willing is not enough; we must
do.”
Summary
References
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
Chapter 3: Investment Sales
Toolbox – Models & Strategies
- Thomas Edison
2
0
This chapter will help you use tools around the 6 “I”s of Relationship
Cultivation model described in Chapter 2. There is a saying that goes,
“If the only tool you have is hammer, everything looks like a nail.” Not
every problem is a nail, so this section of the book is a sales toolbox
with several models and practical applications to help you improve your
sales development program. It focuses around improving the effec-
tiveness of your sales force.
• Strategies: Define how you will meet your goals and vision for
the company or sales division. What methods and paths of ac-
tion are you going to employ and follow to complete your mis-
sion?
• Selling Skills: What capabilities do your individual sales em-
ployees or groups have that can be used to find new solutions
or ways to sell more business? “Know yourself.” Leverage
what you have into a winning team and you will attract A play-
ers down the road.
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
2
1
• Resources & Support: What resources do you have in place
that help members of your team communicate and share
knowledge? Ensure that everyone is held accountable, and
that management is truly a supporter and cheerleader rather
then a slave driver or micro-manager. Focus on coaching,
training, principal based leadership, and performance-based
rewards.
• Systems: What systems are you using to combine your skills
and resources into core competencies that your firm will use to
execute its sales strategy?
- Sun Tzu
There are a number of strategic tools your firm can use to solicit new
sales. These include:
Strategic Philanthropy
Public Speaking
Article and Book Publication
Satisfied Clients
Internet related marketing
Alliances and Partnerships
Advertising
Surveys and Research
Written and broadcasted publicity management
When you are sending out press releases, make sure you have
captured some sort of vital industry shifting news that people need to
read about. Forget about selling and talking about yourself or you
might kill your chances of getting any publicity. Focus on information
that will affect the targeted audience. You want to project an image of
2
2
“Destiny is not a matter of chance, it's a matter of choice; it's not a thing
to be waited for, but a thing to be achieved.”
Focus on quarterly goals, not yearly. Move fast. Execute. How are you
investing your time, and what is the hurdle rate that you employ when
gauging the return on an activity? Always ask yourself, “what is the
best use of my time right now?” Time is money.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
2
3
be overshadowed by the greater financial rewards for those same
individuals and other shareholders. (1)
Focus on what the customer gets out of what you are selling, not what
you put into it (Benefits vs. Features).
Ensure that your company has a unique offering that customers are
willing to pay for. In the March 2005 Harvard Business Review article
“Market Busting,” Rita McGrath and Ian MacMillan discuss how many
companies have successfully changed themselves to take market
share and increase their sales effectiveness.
- John Barton
Every day when you begin working on your sales program, draw four
boxes on a piece of paper. In the top box, write what you want to
accomplish over the next year. In the next box, write what you would
like to accomplish this quarter. In the third box, describe in more
detail would you would like to accomplish over the next week. In the
last box, write down what you will have to accomplish today to meet all
of those objectives. Directly tie this to do list with your long term goals
and then execute it. This exercise takes less then 2 minutes and
allows you to really focus on what is crucial for moving forward towards
your definition of success.
Example:
This Year
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
2
5
This Month
Today’s To Do List
Review this list and note which objections come up most often during
your sales pitch. What others variations on these objections do you
often see? Come up with at least two responses to each of these
objections based on the rapport and type of product being sold to the
customer. (4)
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
2
7
While responding to an RFP or submitting an informal proposal to a
potential client, it is helpful to have a guide for your response. If you are
not told exactly how to respond to a RFP you can follow this format:
Introduction
o Opening email or cover letter
o Title page
o Table of Contents
o Executive Summary
Confirm your understanding of the RFP.
Review your planned solution.
Match your solution with their needs.
Assure them of your competence and superior
value, ROI (Return on Investment).
Your Prescribed Solution
o Details of the solution
Pricing/ROI.
Differentiation of your solution.
o Work Details
Microsoft Project Schedule.
Implementation team, resumes, references.
Case studies, differentiation.
Subcontractors.
o Objective Compliance
Discuss the value they will realize for their
investment.
Compile a detailed report on how you will fulfill
their needs.
Initiation:
Market testing:
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
2
9
• Create all of the potential client identification lists, sales materi-
als, strategic plan, contracts, follow-up notes, and thank-you
emails. The first step within the 6 “I”s would be done during
this stage.
• Sell everyone on the sales campaign before it begins.
• Gather three customer references for each type of service or
product you offer, and place them within your marketing mate-
rials.
• Compose two solid responses to each of your top three sales
objections.
• Define at least three points of valuable differentiation from your
competitors.
• Create in-depth profiles of your top 3 competitors for each
product or service.
Execution Stage:
Your company might move through this cycle several times for different
divisions or market needs. This model suggests spending more time
upfront then most sales models, which in turn provides a strong
foundation and framework for extraordinary levels of sales.
Set aside time every day for client cultivation and sales planning
objectives, regardless of the number of fires raging at the office. The
plan should simple and flexible; you want to spend a lot of time selling
not managing your efforts to sell. A tenacious, systematic, and cus-
tomer focused approach will lead to a full pipeline of clients. Focus on
results and solving real problems, listen and then provide what was
3
0
asked for. While managing your personal selling time, create urgency
each day, setting goals for the total number of outbound sales calls,
sales introductions, and signed contracts per week.
The next short section of this chapter can help you improve the use of
your selling time. It covers the use of decision-making strategies to
enforce a common productive cultural that is open and results-oriented.
"No matter how far you've gone down the wrong road, turn back."
- Turkish proverb
In the 1960’s, Symour Cray ran two unrelated businesses, selling both
sailboats and supercomputers. His supercomputers were unique
having several designed-in extras such as decorative fountains. While
he spent much time customizing his supercomputers, he realized that
they would be obsolescent within a year or two. To help remind himself
of this reality, and drive the point home to his team, he builds a beauti-
ful sailboat every spring and burns it the following fall.
It can be very hard to throw away something one has invested time,
money, or personal image into. In the 1920’s, Henry Ford wrote, “My
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
3
1
advice to young men is to be ready to revise any system, scrap any
methods, and abandon any theory if the success of the job demands
it.” Ford followed this strategy himself until sticking to his own original
strategy lead to his company’s decline and General Motor’s jump in
market share.
“I try to learn from the past, but I plan for the future by focusing exclu-
sively on the present.”
- Donald Trump
Voice Questions
Similar to the lesson suggested above, another tried and true value of
competitive competencies is letting conflicts work themselves out.
Arguments based on principles of the decision, and not political camps
are healthy and push everyone to analyze the true merits of each case.
Should you trust your gut? That depends on what you are made of.
What experience and education have you been exposed to that makes
your instincts more robust? The instincts of a veteran police officer
have been shaped by years of experience, so when his gut tells him
that something is wrong it is usually right. Research shows that others
with less experience in similar situations perform poorly because the
unconscious intuitions have not been developed. Your mind calls upon
hundreds of resources every minute that you are not even aware of. In
Malcolm Gladwell’s book “Blink” he refers to “thin slicing.” This is his
terminology for the second analysis of situations or ideas that we
conduct while making a decision. If you or the person making the
decision is cognizant of the important variables at hand and has made
similar decisions their gut reaction should probably be trusted.
Keep this in mind when managing your sales team. What sales and
industry-based newsletters have your employees subscribed too? What
books do you recommend to them and how can you support further
education on their part? The minute you have to manage anyone, you
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
3
3
have made a poor hiring decision. Identify people with great instincts,
a thirst for knowledge, and a hunger for learning. (6)
Summary
References
“The task of a leader is to get his people from where they are to where
they have not been.”
- Henry Kissinger (Secretary of State)
The first step in creating a stellar sales team is hiring the right people.
Acknowledge and take notes of who possesses the most skills and
experience but hire talented, energetic super-connectors, rather than
the person with the checklist of experience. A well-known hedge fund
manager once told me that he only hires people who are hungry,
humble, and smart. If you are going to employee someone for the
long-haul, hire people based primarily on traits that you cannot teach or
instill within someone through training. Your best employees will have
to be ambitious and hungry enough to overcome obstacles and break
sales quotas.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
3
7
does not work well today, cut it off. If it is producing high returns, feed
it more energy and resources.
Ensure that your sales team knows what is expected of them. You
should aspire to know what each employee’s passion is. Have them
create a personal career plan that integrates their current responsibili-
ties and goals within your company with their long-term goals. Coach
them to include specific periods, dollar amounts, and targeted self-
development investments. Try to understand why each person comes
to work everyday, what his or her goals are, and what their dream job
description would be. Once their plan is complete, have them create a
SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis of
their own professional life, and create a personal mission statement to
work off of. Be creative and draw off each employee’s strengths while
challenging them to use their personal strengths to accomplish more
then they ever have before.
“Differences of trait and talent are like blood types: they cut across the
superficial variations of race, sex, and age and capture each person’s
uniqueness.” To really be a great manager, you need to know each
team member’s strengths, the triggers that activate those strengths,
and how they learn. Great sales managers discover, develop, and
celebrate what is different about each person and develops roles
around the capabilities and competencies of the team and organization.
You must learn as much about each individual team member as
possible. Give them Myers-Briggs (personality) tests, invite them out to
group and one-on-one lunches when possible, and pick their brain for
clues about what makes them tick. Find out what their best and worst
days at work have been and why. (1)
– Author Unknown
3
8
Contact Management
Date: 9/1/05
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
3
9
Even after you have done a great job of constructing your “dream
team” sales force, you will still need to manage their work efforts to
balance their strengths and weaknesses, while aligning their goals with
your overall department and company’s mission and goals. Create
forms to analyze the work behaviors and actions of everyone on your
team. Focus on getting your employees fired up, motivated to learn
from their mistakes, while using their strengths to accomplish more as a
team. Try to mold that approach into positive criticism while giving
them feedback on their sales process results over the past time period.
Every time you meet with a customer, figure out what the best and
worst deal that you could get from them. This will help you determine if
it is still worth the investment of your time. Design the way you ask for
each sale and client selection priorities around both the best and worst
situations.
Groups and teams are used in different ways, with unique characteris-
tics in different regions around the world. Many groups and teams
whether they are organized in the traditional sense or in a virtual way,
will be multicultural and/or multinational. This poses the complicated
task of assessing what cultures are represented on your team and how
these will affect management practices and sales performance. A
more collectivistic culture is more group focused, and the dynamics of
how a group works within the whole of the organization will be different
than you would typically find in the United States.
“Let us not be blind to our differences – but let us also direct attention
to our common interest and the means by which those differences can
be resolved.”
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
4
1
could be the “shock cycle” experienced by expatriates at your firm.
There are many skills that managers need to acquire to take their sales
force international. Interpersonal skills may be the most important
asset while attempting to learn the idiosyncrasies of a new market.
Most studies have shown that performance is based more on who the
person is rather than their analytical abilities. Using effective commu-
nication and solid relationships to expand into new cultures is a
necessity for international expansion. (6)
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
4
3
While establishing objectives for your sales team try to remember the
SMART method.
• Specific
• Measurable
• Action
• Realistic
• Timebound (8)
Books
Movies
• Vision Quest
• Wall Street
• Stand By Me
• Patton
• Remember the Titans
• Varsity Blues
• Rudy
• The Rookie
• Gandhi
• Henry V
• Friday Night Lights
• The Family Man
• Meet Joe Black
• Alive
• Ali
• 8 Mile
• Braveheart
• Defending Your Life
• Forest Gump
• Gladiator
• Jerry Maguire
• Rocky
• On the Waterfront
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
4
5
Do you ever attend networking events?
Have you ever conducted an informational interview?
What parts of the sales process to you thrive off of?
What parts of the sales process do you dislike?
What sales knowledge, experience, or contacts do you have
that would be valuable to this team?
Why would you like to sell this product?
What have you done outside of formal education in terms of
professional development?
How many field related books have you read in the past three
months?
Do you subscribe to any online newsletters or business maga-
zines?
Do you have any examples of how you creatively achieved
success within a sales position in the past?
Describe a situation where you were almost fired at a past job
and how you reconciled the situation.
What three skills do you think are most important for succeed-
ing in selling this type of product?
Describe your experience in lead generation or prospective
client research.
Describe your experience in the areas of cold calling and initiat-
ing contact through email or fax.
What is the highest number of sales calls that you have made
in one day?
How many people have you presented to at one time?
Give some examples of how you overcome objections while
selling a potential customer.
What has been your biggest mistake within a sales position?
What have you learned from this?
What are your long-term career goals?
What are your short-term career goals?
While sales aptitude tests are a viable option for any organization with
a sales division in-house, they are not often used. The three benefits
of administrating sales aptitude tests include improving your selection
process, aiding supervision and training, and facilitating promotion.
There are dozens of tests that have been used, but the most popular
ones include:
All of these tests tend to agree on traits that described the successful
salesperson. The following list of successful salesperson traits is
derived from Robert Hilgert’s Harvard Business Review article on the
use of sales aptitude tests:
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
4
7
o Dominance: This is the opposite of submissiveness; a
salesman possessing dominance has “fighting quali-
ties” and has the ability to control and direct interviews.
o Self-confidence: This is a self-defining term; specifi-
cally it means that a person with this trait has the con-
fidence in his own ability to achieve what he
undertakes.
o Social-mixing qualities: These qualities simply show
that the person desires and needs human companion-
ship in groups
o Tact and diplomacy: These two very important quali-
ties indicate that the person has the ability to handle
delicate interhuman situations with such smoothness
as to instill a maximum of good feeling in others.
o Sizing up people in situations face to face: This refers
to the ability to recognize during the course of an inter-
view, the mental and emotional state of others from
what they say, their facial expressions, and their ac-
tions.
o Sense of humor: This refers to the person’s ability to
see humor in situations in which he himself is involved.
o Sales aptitude (a specific term, not to be confused with
sales aptitude in general): This means that the person
has an interest in selling and at the same time has a
natural flare for convincing others.
o Mental ability: This is evident in speed of thinking,
quality of thinking, and manner of following instruc-
tions, which are definitely factors significant in selling.
(9)
Summary
◊ Establish objectives for your sales team using the SMART sys-
tem.
◊ Hire based primarily on innate traits like ambition.
◊ Value diversity and conflict.
References
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
4
9
8. Peterson, Dr. Robert – PowerPoint – University of Portland
Professor of Sales & Negotiation.
9. Hilgert, Robert, “Use of Sales Aptitude Tests” Harvard Busi-
ness Review.
Chapter 5: Prospecting
“Shotgun, net the wounded, nurse them, sell them, maintain them”
- Author Unknown
“In any moment of decision the best thing you can do is the right thing,
the next best thing is the wrong thing, and the worst thing you can do is
nothing.”
-Theodore Roosevelt
Think of your sales efforts as a war, with each day being a separate
battle. Yes, there are many differences between wars and business
competition, but it’s useful to think of business in these terms for time
management and priority setting purposes. You should act as a sales
commando, fulfilling the role you are trained to perform while working
with your team to complete your mission. If you have someone who is
great at identifying and approaching new sales prospects, have them
focus on that effort, and spend less time creating sales presentation
materials, so you can focus on areas where you provide the most
value. In other words, do not put your best sniper on half time as the
cook. This is a simple idea, but one often overlooked while expanding
sales teams.
“Every morning in Africa a gazelle wakes up. It knows it must run faster
than the fastest lion or it will be killed. Every morning a lion wakes up. It
knows it must outrun the slowest gazelle or it will starve to death. It
doesn't matter whether you are a lion or a gazelle -- when the sun
comes up, you had better be running.”
- Author Unknown
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
5
3
activities to keep yourself on your toes and improve your ability to
attract clients that are more profitable. An example of doing this would
be switching your call times from 10-11am to 2-3pm so that you will
catch a different set of people who are available at that time. The more
thorough you are in systematically cultivating major clients, the more
successful you will be. Try to schedule “non-battle” hours for improving
industry, product, or sales knowledge. What can you outsource or
minimize to use your time more effectively?
Example: Mary Ellen knows how to fight sales battles and win. She
dedicates seven hours of phone time every business day at her
recruiting desk in North Carolina. She brings in over one million dollars
a year for her firm by completing all research outside of her calling
hours, and then calling all day long, moving business forward. She is a
great example of someone who consistently maximizes her use of time.
Be aware of the number of “battle” days within each month and quarter
and what you expect to get out of him or her. Know where you are and
where you should be within your sales goal timelines to get the most
out of each day. If you do not work full time on sales, try to choose a
reasonable amount of time to dedicate towards it each day. Every half-
hour a day of sales work, adds an extra day’s worth of sales work every
month.
Use all of your down time efficiently, and in a way that promotes the
productiveness of your battle hours. Always have something on hand
to review or read while waiting for a client or waiting in line somewhere.
Have a collection of sales CDs to listen to or lists of people you can call
while driving so that you use your commute time as a competitive
advantage against those who listen to music while on their way to work.
The average U.S. worker spends at least thirty minutes in the car on
the way to and from work. Using this time for phone calls and profes-
sional development can make a significant difference on your level of
sales performance over the course of a quarter. How are you investing
your time? (1)
5
4
The Marine Corps addresses this issue with the “70% Execution
Solution.” Meaning if you have 70% of the total information targeted as
valuable, have done 70% of the analysis, and feel 70% confident of the
answer, then move forward with a decision. Intelligently designed
execution is more valuable then no execution. Endless analysis is a
drain on company resources.
Task Management
The following table can be used by your sales team to identify where
you are and where you should be spending most of your time. Is it
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
5
5
focused on the right activities? Are all these tasks assigned to people
who really own them and excel and fulfilling them?
(3)
“Don't judge each day by the harvest you reap, but by the seeds you
plant.”
• Getting information
• Giving information
• Getting commitment
5
6
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
5
7
Words to Use Words Not to Use
(4)
Create “sales prospecting” statements for your team for every situation
imaginable. Include written statements for catching a potential client on
the phone, being screened by a gatekeeper such as a secretary, or
being left with a voicemail message. Ensure that your value is appar-
ent within the first six seconds of your message to the potential client.
Ensure that every pause, word, and question has a specific purpose
and positive effect on engaging this new potential client.
Chris Schmit will be the name of the business manager that is trying to
reach in these scenarios.
Gatekeeper Script
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
5
9
Listening and Asking Questions
16 Listening Questions
6
0
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
6
1
Building Rapport
The top five reasons people are reluctant to move forward on a sale is
their perception that they do not have enough:
1. Money
2. Desire
3. Trust
4. Urgency
5. Need (7)
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
6
3
The following chart should be used for major sales calls to help the
salesperson remain cognizant of the goals, tips, and strategies of the
sale at hand.
Account__________________________________
Prospect/Customer:
__________________________________________
Giving Informa-
tion
Have your sales professionals review this form and be able to talk
about each section of this sales rehearsal plan. The following defini-
tions explain what each section refers to as part of the total sale.
Valid Business Reason: Does the reason for them to talk or meet with
me really line up with their core problem or pain?
Getting Commitment: Which one of the five objections are they most
likely to use? What creative solutions exist to accommodate that
concern? A no is not a no. It is a yes, cloaked in concern over a
specific issue. (9)
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
6
5
While developing your sales team, advise them to associate with role
models, invest in education and self-development, and learn from every
failure. Make sure they know what customers really want, and that
they are not required to do things that are not sales related. If some-
one on the team fails at something, teach them that success can be the
greatest form of revenge. Preparation and action are fear’s greatest
enemies. Learn from problems and then move on.
“One who fears limits his activities. Fear is only the opportunity to more
intelligently begin again.”
- Henry Ford
Summary
References
th
2. June 27 Fortune Magazine page 97-102 “Great Escapes”
Time, Inc. Copyright © 2005 Volume 151 No. 13.
3. Peterson, Dr. Robert – PowerPoint – University of Portland
Professor of Sales & Negotiation.
4. Guerilla Consulting Newsletter Copyright © 2005
http://guerrillaconsulting.com.
5. Peterson, Dr. Robert – PowerPoint – University of Portland
Professor of Sales & Negotiation.
6. Tom Caddy – http://www.nmscorp.com.
7. Peterson, Dr. Robert – PowerPoint – University of Portland
Professor of Sales & Negotiation.
8. Heiman, Stephen, Sanchez, Diane, and Tuleja, Tad “The New
Conceptual Selling” Copyright © 1999 by Warner Books.
9. Fitz-Gerald, “Sales: What your professors won’t tell you.”
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
Chapter 6: Leading Edge
Practices
“Do not follow where the path may lead. Go instead where there is no
path and leave a trail.”
-George Shaw (Irish playwright and critic)
“Only the limits of our mindset can determine the boundaries of our
future.” – Keith D. Harell
– James Baldwin
6
8
Many lessons can be learned from taking best practices from one
industry to another. In the academic world, these universal or at least
multi-industry applicable strategies are sought out and analyzed within
large studies. This chapter highlights the key lessons from five leading
books from both the academic and professional domains, and shows
how they relate to improving the sales program in your business.
In Search of Excellence
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
6
9
8. Simultaneous loose-tight properties – Autonomy within
shop-floor activities plus centralized values and visions.
Built to Last
In his first widely read book, Built to Last Jim Collins recommends that
businesses do a number of things to improve the management their
business. Here are some of the main ideas that you should consider
for your business when creating or managing your team or division.
Clock Building
Imagine that someone could look up at the sky and instantly tell the
exact time, night or day. This is a great skill to have, but how much
more useful would it be if you could build clocks that could always tell
everyone the time? The analogy that Collins uses sheds light on how
successful companies develop processes, cultures, and visions that
focused on the long haul. Do you have a visionary leader who tells you
the time? Build a clock based on what he or she does and ensure his
or her best practices live on long after he is gone.
BHAGS
7
0
Big Hairy Audacious Goals are something that your team may use to
help motivate everyone towards a goal that is just barely reachable.
You should challenge everyone with goals that they probably only have
a 60% chance of meeting. Stretch the limits of what has been done
and make your work atmosphere fun and intense. Jim Collins noticed
that large corporations set BHAGS at the corporate and divi-
sional/group levels. This weaves in nicely with modern motivational
theories and models, which consistently focus on creating goals that
are measurable and just barely attainable. What types of short and
long-term objectives have you set for your sales efforts? Are they big
enough? Push the limits.
General Electric is one of the companies that Jim Collins has recog-
nized as being extraordinarily successful over a large span of time.
When Jack Welch, the most well-known CEO of General Electric,
handed over his position to his successor he told him the same three
words every CEO has in the history of the company. “Blow it up.” In
essence, to change everything imaginable within GE except for the
core ideology.
What does your company stand for? What ideology does it rest upon?
Define these things and create tactics and strategies that revolve
around the non-negotiable items that characterize your company.
Keep the sacred, but throw out routines or traditions that are not
effective or competitive in the market.
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
7
1
“It’s not the biggest or strongest competitor that survives but the most
adaptive.”
- Author Unknown
One trait that Jim Collins saw among all of the companies he studied
was consistent strives towards excellence. Whether it be strong
cultures, understanding of vision, BHAGS, or compensation structures,
every company showed tendency to never settle for “good enough.”
Not surprisingly, he found that companies that strove to improve what
was currently in the market and being used within their company,
yielded above average returns on their investments. The lesson here
is to always strive towards perfection. If there is a way to make your
sales process better or a way to improve your division’s sales effi-
ciency, then do it. It is never good enough if there is a way to make it
better.
“It’s a funny thing about life: If you refuse to accept anything but the
very best, you will very often get it.”
– W. Somerset Maugham
This principle is tried and true, even if it is not always apparent. Many
companies seem to have designed great solutions to problems, as if
they were given the perfect product ideas in their sleep. The reality is
that most of these companies market tested ideas and built prototypes
for dozens or possibly hundreds of different products before selling
7
2
their “hit” product. What is your division testing or tinkering with? Your
internal processes? Customer management systems? Lead generation
efficiencies? Sometimes companies simply stumble over new ideas or
products but you can not stumble if you are not moving. (2)
“I'm a great believer in luck, and I find the harder I work, the more I
have of it.”
- Thomas Jefferson
Good to Great
Jim Collins states in his book Good to Great that “almost any organiza-
tion can substantially improve its stature and performance, perhaps
even become great, if it conscientiously applies the framework of ideas
found and used by Good to Great companies.” The book touches on
the following themes, which were found throughout companies that
have gone from good to great:
This idea is similar to the “good is never enough” concept from Built to
Last. In this section of the book, Collins urges companies to focus
equally on what to do, what not to do, and what to stop doing. He
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
7
3
believes that most companies focus too much on what to do and ignore
what not to do or what they should stop doing. What are you doing
based on tradition or industry standards? What assumptions or
processes have you rested on because they were “good enough?”
Good should be viewed as horrible because neither “great”.
Level 5 Leadership
Collins says, “People are not your most important asset. The right
people are.” He uses the analogy of a bus driver to while describing
how to create a winning team within your organization. He recom-
mends that you first get the right people on the bus, and then you get
the wrong people off the bus, then the right people in the right seats,
and then figure out where you want to drive that bus. Hire people with
characteristics you cannot easily instill. Focus on who you are paying,
not how. He also recommends analyzing someone’s character, work
7
4
Collins found that companies that made the leap from good to great,
had a consistent belief in their ability to succeed in the end. He
believes that if companies do their due diligence and gather all of the
facts, the right path will often unfold in front of them. He recommends
the following four ways to build a culture where the truth is always
heard:
Every morning the fox wakes up and starts crafting elaborate plans on
how it will finally catch it’s nemesis, the hedgehog. It uses creative
strategies, combining old ideas and trying to catch the hedgehog off
guard. Yet every time the fox approaches the hedgehog, the small
animal simply rolls up into a ball and waits until the fox leaves it alone.
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
7
5
It does this on a daily basis, without fail. If it tried to run or use one of
the fox’s tactics it would die, however it can consistently rely on it’s
hedgehog strategy to save it’s hide and move forward with it’s life.
Your company’s hedgehog concept is the “one big thing” for your
organization to understand and stick to. What does or can your
organization do, understand, or use as your core solution to competi-
tive threats and changes in the industry? The concept itself is similar to
your core ideology (which never changes), differing only in the sense
that it can be slightly less permanent. Your hedgehog concept must be
something you are deeply passionate about, best at in the world, and
are able to make a profit by doing. Figure out what falls into all three of
these categories, and obtain an understanding and strategy based on
it.
“Behold the turtle; he makes progress only when he sticks his neck
out.”
A Culture of Discipline
Hire people who are disciplined in their own right. The second you
need to manage someone, you have made a hiring mistake. Manage
systems, not people. Collins believes this is superior to managing
people because:
7
6
Tipping Point
The Tipping Point was written by Malcolm Gladwell and describes how
you can segment the types of people in your organization into buckets.
He argues that there are three types of useful people you should be
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
7
7
identifying, tracking and developing on your sales team. These people
are connectors, mavens and salesmen. Connectors bring everyone
together. They are the social glue and thrive off spreading messages
and networking. Mavens are human knowledge banks. They know the
facts, gossip, and have the social skills to inform others. Salesmen
persuade others to action. (4)
Whom is your team made up of? Based on your ideology and “Hedge-
hog Concept” for your division or sales team, what types of people are
going to be most useful for you to contact? How is your sales team
reaching connectors, mavens, and salesmen outside of your organiza-
tion to promote your company?
Summary
References
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
Chapter 7: International Sales
Expansion
– Keith D. Harrell
– Author Unknown.
International trade has gained much press and strategic importance for
growing corporations over the last ten years. It currently represents
30% of America’s Gross Domestic Product compared to less than 10%
in 1970. (2)
st
Near the turn of the 21 Century, several nations were starting to make
ground on the major industrial powers of the world including the United
States, France, Germany, Japan, and the United Kingdom. The rate of
international trade by France only grew at 1% and the United States by
2.1%. Many smaller, less developed countries had international trade
growth rates that were much higher. The healthy growth of companies
in the future will depend upon their ability to capture market share
internationally. When expanding internationally you should analyze
how your sales process will work overseas and confirm that there are
labor, capital, and technological resources available to support opera-
tions. (3)
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
8
1
“Good ideas can come from anywhere, and good products can be sold
anywhere. The more places you are, the more ideas you will get. And
the more ideas you get, the more places you can sell them and the
more competitive you will be. Managing in many places requires a
willingness to accept good ideas no matter where they come from –
which means having a global attitude.” (4)
While stereotypes can help give you a starting point for what to expect
in other cultures they can undermine management decisions. Conduct
your own primary research and interviews to find out what the norms
and unique attributes of the target countries are that your firm might
expand into. “Managers often pick up the impression that the Chinese
are good at this, the Germans are good at that, and so on. But I have
learned that in every place we operate, in every country, the people
want to do a good job. They simply need training. There is not place
where people can’t do a world-class job.” (5)
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
8
3
nationalism and growing number of management education institutions
around the world means that local subsidiaries will have more power in
deciding how they are ran. Many of these managers have a growing
pride and consciousness of their rights and are starting to refuse to
bow to policies made in some faceless and distant head office. (8)
There are not answers for all of the problems of international managers
face, but below is a five-point course of action for those who need a
better way of evaluating different markets and products on a global
level.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
8
5
5. The relative contributions of customer groups by product
should be rated, coupled with revised operating goals that
would lead to improvements in operational efficiency and return
on capital. (6)
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
8
7
being the ratio of sales volumes are on key products to labor
costs (inside and hired) plus depreciation. (8)
Most companies entering new global markets realize that they must
work with local distributors that are used to doing business differently.
A great deal of international expansion failures can be attributed to a
lack of cultural awareness and adjustment of business processes and
standards. David Arnold, a professor at Harvard recommends the
following 7 rules of international distribution:
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
8
9
internationally. All of these international markets are used by investors,
speculators, and international companies looking to hedge their
positions or transfer funds abroad.
• Hedging decisions
• Financing and investment decisions
• Capital budgeting decisions
• Earnings assessments
service model. These same companies might be able to help you with
the management of cash and fund transfers around the globe.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
9
1
available many multinational corporations group excess funds from
different subsidiaries into a main depositary to realize a greater return.
The level of risk should be included in the capital budgeting process for
each country where projects are planned. This can help mitigate some
risks or simply raise awareness of their existence for the allocation of
funds within the corporation.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
9
3
2. Overcoming competitors’ selling terms – many foreign export
credit agencies offer aggressive financing to buyers to stimu-
late their country’s export sales.
3. Financing – in many instances, medium-term financing is not
available in local markets. A good trade finance bank will help
sellers integrate financing packages with their sales offers.
4. Cash flow – export insurance can help enhance cash flow and
the balance sheet. (12)
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
9
5
• If you keep the way you hedge your risk simple, you can
spend most of your time where you should, determining
what to hedge. Many large international companies query
their accounting databases daily to flag new exposures.
Other groups meet to discuss forecasts for sales, expendi-
tures and overarching budgets that could affect their risk
exposures. While it is advantageous to be proactive in
identifying risks, you have to analyze the past months per-
formance to identify what you missed. Lessons that can be
learned from your actions and the resulting affect of your
hedges.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
9
7
- Jeff Madura
Summary
References
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
9
9
Chapter 8: Sales Ethics
- Mark Twain
– Sam Ewing
- Abraham Lincoln
1
0
2
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
0
3
compliance and no more. The unintentionally amoral manager
is simply ignorant or careless about what the ethical standards
are. They are blind to many of the ethical dimensions of their
decisions, even if they seem themselves as well intentioned
and even personally ethical.
The clarity of different ethical policies will vary according to the nation-
ality of the organization. Many less regulated areas such as the United
States or Britain will have more explicit company policies compared to
countries such as France and Germany who are more regulated. The
nationality and company size also has some influence on specific
corporate ethical policies. The United States and British companies
traditionally have clear policies for accepting gifts compared to France
and Germany. Another notable difference is that larger companies
have clearer ethical policies than medium sized companies do. Most
companies within a region have similar ethical policies regardless of
industry. Other studies have shown that older managers tend to have
fewer “ethical lapses,” and peers are the largest influence on the ethical
decision making of most employees.
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
0
5
What type of ethical manager does your company tend to develop or
attract? What type of behavior should you be screening for during the
hiring process, and what are the implications of this?
Summary
References
“Never let anyone tell you no, who doesn't have the power to say yes.”
- Eleanor Roosevelt, U.S. First Lady
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
0
7
This chapter on networking is based on tactics I have created and used
to network during my career. If you are as Malcolm Gladwell would say
a “connector” you will eat this stuff up (See the Tipping Point section
within Chapter 6 for more information on connectors). If you are not
use it as a guide to at least meeting the people that you need to know
to utilize your strengths.
2. Easy Email Access Many people are hard to reach. This is not
an accident. They are often busy or would simply receive too
many sales pitches or spam emails if they are contact informa-
tion was open to the whole world. 95% of all email addresses
within established corporations use standard email formatting.
For example if you worked at Widgets, Inc., your email address
might be Richard.Wilson@Widgets.com and your co-workers
1
0
8
Although most people wont mind you doing this, or even ask
how you got their email address, you should be cognizant that
some people might react negatively to being “bothered” by
someone they do not know. Many people have told me that
they admire that kind of intelligence and tenacity in trying to get
things done. Keep your message very brief and to the point,
and keep it as professional as possible. This tactic will help
you gain access to people that others would give up on after
checking a website or trying to call a few times. The point of
emailing someone that has not provided you with their contact
information is not to pester or sell the contact on something
they have not shown interest in. This tool should be used to
network and suggest a meeting for coffee or discussion of an
idea over the phone that might benefit both parties.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
0
9
tionship. Informational interviews can be a great way to get
your foot in the door at a new organization or learn about po-
tential positions that are not open to the public. Many informa-
tional interviews lead to company tours, resume forwarding,
and employment offerings. While being careful not to mistake
this informational interview for a formal interview, creating a
strong rapport with your contact and really selling yourself can
create an inside “champion” of your skills and abilities. I have
conducted over 30 informational interviews and I have only
been turned down about 5 times out of about 35 requests that I
made over the phone or in person. I was paid more when I
graduated from high school then my teachers and the same as
my college professors when I graduated from college and both
of these jobs came from conducting informational interviews.
They work.
ple will answer on your first phone call and give you any infor-
mation you need, while others will take months to track down.
Never take any of their responses personally. My father al-
ways said “no response means nothing.” Try to understand
their point of view and learn from the situation for your next
networking initiative. While networking, you will run into all
types of people and learn how to read each unique individual
and adjust your approach accordingly. If you leave a voicemail
on Monday, follow up with an email, and wait 4-6 business
days before leaving a second one. If you network enough, you
will gain a very sensitive feel for how much persistence is help-
ful without being so pushy that others do not want to take the
time to help you.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
1
1
to others. If you don’t think you can write well enough to pub-
lish anything professionally, start writing your first piece today
and have a friend or peer at work help you edit the work.
- Robert Estabrook
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
1
3
Dozens of books have been published that focus on negotiation tips,
tricks, and best practices. Some celebrate win-win collaborative
agreements, while others prescribe ethically gray competitive bargain-
ing tactics. This book’s aim is to give you a basis of negotiation theory
as a science to assist your professional and corporate-wide effective-
ness at the “bargaining table.”
1. Win / Win
2. Win / Lose
3. Zero Sum
1. Preparation
a. This is the stage where you will learn everything about
the negotiator you will be working with to understand
your position, each party’s BATNA (Best Alternative to
a Negotiated Agreement), and conduct any competitive
intelligence or run through any game theory scenarios
that are necessary.
2. Relationship building
1
1
4
There are several different situational factors that can change the
process and results of a negotiation. These include:
o Geographical location
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
1
5
o Is the negotiation location on-site for one company?
Expensive to travel to for one firm? The daily costs of
negotiation can place unbalanced pressure on one firm
to reach a solution.
o Room arrangements
o Is the room set up with a round table, or two tables on
opposite sides of the room? Some rooms are built to
feel more collaborative than others and should be kept
in mind while preparing for a negotiation.
o Selection of negotiators
o Different areas of the world or even within a country
select negotiators based on different criteria. In Mex-
ico, managers might be selected for their social influ-
ence where in the U.S. it might be based on their
competence and position within their firm.
o Time limits
o Are there limits set by one or both firms that will put
pressure on the negotiation at some point? This can
make a big impact on what concessions are given by
each side, and are often overlooked.
o Verbal tactics
o These include promises, threats, warnings, self-
disclosures, questions, or commands.
o Nonverbal tactics
o Silence, tone of voice, facial expressions, body position
and gestures. These can be used to send signals to
the other team and should be managed among your
own team to not send the wrong signals.
o Facial Glazing
o Facial Glazing is looking at a counterpart’s face, spe-
cifically making eye contact and communicating some
level of intimacy.
o Initial Offer
o Making your first beginning positioning statement sets
the tone and mood for the negotiation. Was it ex-
treme? Explained using third party statistics and facts?
1
1
6
3. Vision: You must know what you want and have a vision of
what success will be. Do not confuse your fear-based posi-
tions with your courage-based interests. Most people do not
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
1
7
know what they want and create short-term reactive solutions
based on current resources or positioning.
3D Negotiation
One way to change the game is by “claiming value.” This can be done
by adding issues, parties, or information to the discussion. Issues
which can be sacrificed later or parties that show the other party that
you are not bluffing, but really committed to moving forward one way
another, can all aide the progress of your negotiations. Getting third
party assessments, opinions or judgments can help you explore the
real value of your Best Alternative To an Negotiated Agreement
(BATNA), and allow you to present it in a robust way to the opposing
party.
1
1
8
Three specific tools you can use to aide you or your group in 3-D
negotiations includes:
1. Scan Widely: To create the right game, you will usually have to
scan your environment. What makes your company unique?
What resources or relationships do you have that you could
employee within this negotiation to change the game? Do not
come to the table with an idea, come with a commitment from
the other needed parties so all that is needed is their signature.
2. Map backward and sequence: Identify the end best case sce-
nario goal and then work backwards to ensure your firm has an
iron grip on achieving it. Think backwards to possible objec-
tions and thinking/negotiating processes that will occur along
the path to the decision. What extra issues can you add or
what can you take away from their BATNA that will make clos-
ing the deal more attractive?
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
1
9
It is important when implementing these negotiating tools and all others
to err on the side of ethical negotiation practices. If you are intelligent
enough to run a honest profitable business there should be no reason
to cut corners. Try employing creativity every time there is an opportu-
nity to use trickery. (3)
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
2
1
o Pathos (emotional appeal)
o Ethos (appeal derived from respect for the speaker)
The form of appeal that your negotiating team chooses has a great
effect on the strategies you should follow and preparation that will be
conducted.
One study has shown that the following three verbal tactics can
increase the positive outcome of most negotiations for the employing
party:
What is more important than memorizing the list above is taking into
consideration how these tactics change the negotiation. What type of
relationship are you building with this future partner or client? What
types of behavior are best for the long term health of your employees
and organization as a whole?
In preparation to negotiate, you will need to asses your own needs and
those of your counterparty. If your group’s needs are not readily
apparent, they might be derived from your strategic plan, personal
goals, mission statement, or official goals and objectives. While
assessing your counterparty’s needs you should look at their annual
reports, website, and ask others who are familiar with the company. (5)
Pre-Negotiation Checklist
Review your top 7 positioning levers that you can use that will
be seen as valuable negotiating points by the other side.
Fully present your value proposition before negotiating begins.
Have a strong understanding of your BATNA and try to define
theirs to know whether the discussion of either one would add
to your leverage.
Work in a coopitive fashion, competitively but looking for win-
win solutions.
Be confident, patient, and listen before stating your view.
Negotiating Checklist
Post-Negotiation Checklist
Agreement Made
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
2
3
No Agreement Made
(6)
Mediation: In mediation, the third party does not impose a solution but
simply helps the two parties resolve their differences, and come up with
their own solution.
Summary Jury Trial: This tool is used to help two parties who have
totally different views as to how a jury would react to a certain case.
Both sides get to present their ideas to a jury made up of potential real
jury members and then the jury’s decision is made, providing input to
both sides. This can help bring a settlement out of a stalemate during
negotiations.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
2
5
calculate the odds of wining a real trial and settling based on that
possibility. (7)
Summary
References
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
2
7
“My father said: “You must never try to make all the money that’s in a
deal. Let the other fellow make some money too, because if you have a
reputation for always making all the money, you won’t have many
deals.”
- J. Paul Getty
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
2
9
It is important to know the common business practices and norms
within the country you are hoping to sell your products within. You
must pay attention to changes in gatekeeper and key master roles and
take the cultural dimensions of different areas into account within your
sales process.
There are three things that can really affect sales negotiations in
different cultures
a short break to the let the air clear. The main point of these tools is to
ease tension, and show you are motivated to come to an integrated
agreement. (3)
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
3
1
Who are the players?
What are the informal influences that can make or break a deal?
The hardest question you must ask your own group is what informal
influences are at play within this negotiation. What traditions, social
networks, or industry ties and expectations exist that could alter the
direction or interests of the parties within the negotiation? This could
include powerful families, industry groups, the mafia, or other labor
groups. Not paying attention to these factors can lead to a negotiation
going up in flames for no apparent reason at all.
Here are a couple of more regional specific rules Dean Allen Foster’s
Bargaining Across Borders:
o Never show the sole of your shoe to an Arab, for it is dirty and
represents the bottom of the body.
o Look directly and intently into a French associate’s eye when
making an important point, but avoid direct eye contact in
Southeast Asia until the relationship is firmly established.
o In Italy, do not touch the side of your nose; it is a sign of dis-
trust.
The list goes on and on and can certainly help you avoid mistakes.
The rules are so complex and detailed that it is difficult to keep them
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
3
3
straight, and the likelihood of regional variation further complicates
matters. (3)
You must analyze many different areas to avoid irritating the other
party, and starting or ending a negotiation with a bad note. These
areas include:
o Welcoming
o Transportation
o Dress codes
o Gift giving
o Entertainment
o Privileges
o Courtesies
o Ceremonies
o Official forms of address
o Presentation of credentials
o Business and visiting cards
o Receptions
o Language
o Documentation
o Departure
o Precedence
o Use of interpreters
o Compositions of the negotiating teams
o Seating arrangements
o Timing
The important thing to take away from the lists above is that there are
several areas where cultural norms differ. It might be wise to create a
similar short analysis of a country you are planning to do business in.
The following are different areas of distinction that are usually found
between major countries and regions of the world.
1
3
4
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
3
5
Power Distance Power Distance is the degree to
which the less powerful members
of society accept an unequal
distribution of power as normal.
Individualism vs. Collectivism Individualism and Collectivism
looks at the value cultures place
on individual accomplishment and
actions vs. the value of being a
member of a group.
Masculinity vs. Femininity Masculinity within a culture
represents the amount of value
placed on assertiveness, perform-
ance, money, and competition.
Femininity represents a prefer-
ence for values around quality of
life, service, and caring for a less
fortunate people are most valued.
Uncertainty Avoidance This is the level of comfort cultures
have in structured vs. unstructured
situations. A high uncertainty
avoidance norm within a business
or culture might lead you to expect
a need for a more granular
discussion of negotiated details
and contract terms.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
3
7
1. I can go it alone: Most U.S. executives believe they can handle
negotiations themselves. Might as well save those resources
for other uses, or so the logic goes. Negotiation is a very com-
plex process and social event where an equal number of smil-
ing faces and brains analyzing possible creative solutions are
priceless.
4. Get to the point: Americans like to get to the heart of the mater
and get down to business. This is starkly different than other
customs of focusing on the problem or relationships first which
can sometimes be seen as a waste of time by Americans.
6. Don’t just sit there, speak up: Americans are not generally
comfortable with silence. This might seem like a small detail
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
3
9
but those most uncomfortable with it often fill the space with ex-
tra information that can get you in trouble during negotiations.
Cultural Analysis
Four ways to analyze a culture that you will be doing business with
include:
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
4
1
3.Time: Is the culture generally considered to be “monochromic” or
“polychromic”? In Anglo-Saxon cultures, punctuality and schedules
are often strictly considered. This monochromic orientation con-
trasts with a polychromic attitude, in which time is more fluid, dead-
lines are more flexible, interruptions are common, and
interpersonal relationships take precedence over schedules. For
example, in contrast to the Western preference for efficient deal
making, Chinese managers are usually less concerned with time.
Strengths Weakness
Willingness to make concessions Cultural insensitivity
Cooperative and fair Too quick to concede
Pragmatism Don’t understand relationship
building
Preparedness Poor listening skills
Win-win orientation Lack of unified constituencies
Candor, honesty, friendliness Impatience
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
4
3
Regardless of how much each party knows about each other there
is a suggested strategy to help improve the negotiation. (7)
Western Europe
Latin America
Pacific Rim
- Author Unknown
Summary
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
4
5
• There are three things that really affect sales negotiations in
different cultures 1) individual differences 2) cross-cultural dif-
ferences 3) context
• To break out of a “negative spiral” try cracking a joke, talking
about casual matters to build rapport, or taking a short break to
let the air clear.
• Understanding the other parties culture in a negotiation allows
you to understand, communicate, and plan more effectively.
• Remember how the iceberg model represents the little parts of
a culture that are visible above the surface.
• Regardless of how much each party knows about each other
there is a strategy to help improve the negotiation.
References
Intelligence
m
o
c
.
n
o
s
l
i
W
C
d
r
a
h
c
i
R
.
6 w
4 w
w
1
1
4
7
Competitive Intelligence is the gathering of information about real or
potential competitors to assist in strategic planning. It is not espionage,
as the process uses the access to public records to conduct research.
The knowledge you gain during the intelligence gathering process can
change how the company operates, invests, and plans to position itself
in the future. Due to the reliance on primary research, you must
confirm everything you discover to ensure that it is accurate and
reliable. This requires human judgment and often involves throwing
away assumptions and political groups that want to see certain out-
comes to the process.
1
4
8
• Online databases
• Investment community sources
• Government sources
• Interviews, surveys, drive-bys, or on-site observations
• Consumer groups, competitors, newspapers, suppliers, dis-
tributors, customers, journals, financial reports, wire services,
trade associations, academic researchers, sales force employ-
ees, customers, industry periodicals, promotional materials,
competitor products, tradeshows, annual reports, reverse engi-
neering, service reengineering, and competitive benchmarking
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
4
9
A recent poll of over 140 corporate strategists showed that most
companies have been totally caught off-guard by as many as three
high-impact events in the past five years. Moreover, the vast majority
(97%) said that there was no "early warning system" in place at their
company. At the same time, these strategists admit that foreseeing
these events is a crucial part of their job. There are hundreds of
informational resources available, such as the ones mentioned above.
These sources allow businesses to conduct competitive intelligence
projects, and create a warning system of some type. The hard part is
not getting information; it's making sense of what's actually valuable or
useless. Building an early warning system of your division or company
involves three steps.
only assets when put to use. When agility and the pursuit of
new high growth markets are widely seen as "smart" business
moves it is surprising to see that only 13% of the companies
surveyed had a way of "forcing quick action," and even less re-
act even "fairly soon" after an important event. War games can
serve as a good tool to push decisions into actionable items
that have been critically evaluated and acknowledged regard-
less of the current bureaucratic hurdles.
Companies will always face new threats, and profit from new opportuni-
ties. Executives who are successful in the end will employ intelligent
tools and processes so they will not be left without a chair when the
music stops. (2)
The best way to read a competitor and guess their next moves is
getting inside of their shoes. Look at your competitors, and your own
company and team from their perspective and emulate their decision-
making process and priorities.
The New England Patriots have used this very tactic while facing the
Indianapolis Colts and their star quarterback Peyton Manning. The
Patriots did not believe they would be able to stop him with their
conventional defensive tactics so they invented a new one. They
selected their backup quarterback, Damon Huard, and made him live
and breathe the life of Peyton Manning. The backup studied every
aspect of Peyton’s game, from how he walked, called plays, and
adjusted to different game situations. The Patriots scrimmaged against
this mock Peyton Manning and got used to his style of play and pattern
of offensive decisions. Game time came and the Patriots intercepted
four of Peyton’s passes and crushed the Colts. (3)
w
w
w
.
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
5
1
This type of cloning tactic should be integrated into your sales team’s
efforts to guess where the market is going, or what your competitors
might do in the near future. Analyzing problems and plans from the
perspective of your competitors can help simple ideas evolve into
viable solutions. Assign a group or individual team member to become
an expert on a competitor that really matters. Tie their ability to
emulate this competitor’s decision-making process and movements to
their salary or bonus.
Summary
References
“Yesterday is gone. Tomorrow has not yet come. We have only today.
Let us begin.”
- Mother Teresa
1
5
4
In the movie, “City Slickers” Curly tells his crew that the secret to life is
one thing. When they ask what that one thing is, he laughs and says,
“That’s what you have to find out.” While it is true that everyone might
have a different trigger or goal that internally motivates or inspires
them, I was “woke up” while listening to the story retold below. For me
it is that one thing and understanding whatever drives you will enable
you to use the tools previously discussed in this book to the best of
your abilities.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
5
5
break to grab a drink. Upon returning to the fence he looked at the tiny
amount of work done and realized that even an energetic child could
have been more productive. Although the drudgery of having to paint
in the sun during his valuable free time was what made the painting so
egregious, it was obvious that his negative attitude was actually making
the project last longer and take up more of his time. He sat and
thought about this while drinking his lemonade and decided to create a
new plan for tackling this project.
He decided that he would get excited about the project, turn it into a
game, and challenge himself to paint the fence better and with better
quality then he had before. He set a time goal to finish the project in
half the time that he had originally planned, tried to do an excellent job
instead of just getting it done, and became excited about the means of
painting instead of simply completing it so he could spend the rest of
his free time as he pleased. It worked.
At one point, growing up Dr. King found that this way of approaching
any project, whether it be painting a fence to writing a book can be
done better if you see it as a game. Doing so creates a fulfilling
experience that usually ends in exceptional results. He successfully
used this strategy to become elected as head of his 500-person squad
on a navy vessel, and later, a well published professor at Oregon State
University. The lesson to be learned is that continual improvement,
striving for excellence, searching for meaning, and pushing ourselves is
only possible with the right mindset and approach.
There are hundreds of tools and lessons you could take out of this
book. I find the following ten to be of the most significance.
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m
1
5
7
Richard C. Wilson, MBA (RichardCWilson.com)
Richard Wilson has his MBA in Finance from the University of Portland
and is close to completing his Masters in the Psychology of Persuasion
from Harvard University.
• http://www.Linkedin/in/RichardCWilson
1
5
8
• http://www.RaiseAUM.com
• http://www.HedgeFundMarketing.Org
• http://www.InvestmentRegulation.com
• http://www.HedgeFundRegulation.com
• http://www.3PMRegulation.com
• http://www.Anti-Bribery.com
Richard C. Wilson
Mobile: (503) 789-7901
Richard@RichardCWilson.com
R
i
c
h
a
r
d
@
R
i
c
h
a
r
d
C
W
i
l
s
o
n
.
c
o
m