Wednesday, 21 November 2012
Let's Have a Party!
Monday, 19 November 2012
Deadly Sales Sins
Tuesday, 7 August 2012
Olympic Selling Strategies
Friday, 13 April 2012
Chinese Patience
- Best to pitch your brand
as an innovative one; Chinese entrepreneurs still regard the West as the
bedrock of innovation.
- Select your launch
location carefully. The regions with the best developed high-tech
environments, and where you should first consider setting up an office or
finding an experienced, well-connected local partner, are Beijing,
Shenzhen, Shanghai and Shaanxi.
- Build Relationships slowly
and seriously – focus on family, education, culture.
- Choose colours for your
collateral/presentations carefully. e.g. Green is a colour we associate with
the environment, with spring, with Irishness but in China green is associated
with exorcism or infidelity. Red, Blue,
Yellow or Black are pretty good in China (although, probably best not to
use them all at the same time!).
- While English is the
recognised business language, do have a Chinese translation on the back of
your business card. Do hire
interpreters during on-site intense negotiations.
- Learn about Chinese business protocol – punctuality, respect for age, dining etiquette, use of titles, giving gifts, conservative dress code.
Wednesday, 21 March 2012
Ideas for Selling Northern Ireland
Wednesday, 8 February 2012
Leading NI economist tells us to get on our planes and export!
At a recent breakfast meeting, organised by the Sales Institute of Ireland, Dr. Esmond Birnie, Chief Economist at PWC NI waxed lyrical about adapting to the “new normal” of the legacy of the financial crisis, dealing with structural adjustments and low growth in the developed economies and creating opportunities from the rise of Asia and, in particular, the BRIC countries.
And with the public sector contracting and NI’s over-dependence on it for both jobs and trade, selling locally is becoming harder and harder.
So the basic message is that the private sector needs to export more to these new growing markets (NI companies currently export only 3% of their products and services to BRIC economies). So get on a plane, find a well-connected taxi driver and cruise for business. Or alternatively, engage with local experts who’ll do some research to find the right markets, partners and channels for your business. And even help you close those first critical deals.
One final option is to stay at home, make no decisions for now and hope for “good times to return again”. But please remember that hope is not a strategy.
Geraldine Fusciardi
http://www.strategy-structure-sales.com/
Tuesday, 4 October 2011
Marketing is a Process. And it leads to higher sales.
Whereas twenty years ago, I would devise five-year Marketing Plans for Telecoms companies, the increasing pace of change over the past decade forced me to narrow down to three-year, then eventually to one-year plans. You may argue, “what’s the point of spending time to prepare a document with such a limited shelf-life?” Well, writing a plan actually kicks off the Marketing process, and helps you reflect and ask where you really want to lead your business. Once the basis has been set, it’s easier, more flexible and useful to transform that plan into a rolling basis one-year document (reviewed every three to six months). That is enough to get colleagues across the company aligned on positioning, message, sales pitch, benefits and the value proposition brought to your customers.
Norbert Sagnard
www.sagnard.biz
Wednesday, 10 August 2011
Who's afraid of the sales guy?
Endless studies have been written about the psychology of change and its impact on sales (a simple Google search will turn up about 26m references). As well as change, prospects are also scared by:
Conflict. Decisions that colleagues or other departments oppose are simply too risky to pursue.
Work. If they think that your solution requires a lot more work on their part, they will not buy.
Failure. If you do not deliver, they will be held accountable for the bad choice.
And the bigger the company, the worse it gets (although they won’t necessarily always admit this!). And exporting makes the situation even scarier. Prospects then have fears about your ability to support them locally, fears about cultural misunderstandings and fears about solution fit to their local needs.
So, how can you minimise this fear?
1. Watch your language – avoid scary words that imply major change (transformation, radical, quantum, dramatic) both verbally and in writing and where possible, communicate in your prospect’s native language.
2. Improve on existing solutions - if appropriate, illustrate how your offering blends with and improves existing practice (small changes). Demonstrate an understanding of local norms.
3. Talk to more people – the more you are known within an organisation, the less scary what you are proposing will appear. This is especially important when your solution crosses departments – try convincing multiple department stakeholders of your value. Build some consensus. Link them with similar staff in your existing customer base.
4. Talk to senior staff – they are more likely to embrace change agendas, understand your value and have more influence on the final decision. By-passing middle management fears.
5. Map out the work-load – Be very clear what work will be required of your prospects and try very hard to actually minimise what they will have to do. Have a Plan B ready. Show how you will “hand-hold”. Build your solution with implementation effort in mind.
6. Build local partnerships – when exporting, this will help allay many prospect fears about your commitment to their country and minimise the potential for cultural misunderstandings.
However, inspiring fear in the gatekeepers of your prospects may not be a bad idea – make them afraid of not putting you through to their bosses.
Geraldine Fusciardi
http://www.strategy-structure-sales.com/