What do you think of me?

I was looking for an introduction to the problem many businesses stumble over in drafting proposal or tender responses, when I came across the following story by Value-Based Business Development Coach Bob Musial.

“My boss and I were escorted into the conference room. We waited for the Procurement Manager. It was a prospecting call on a pharmaceutical company. And while vendors could still go directly to people on both the promotional side and the clinical side, we were strongly encouraged to go through procurement first.

OK.  No problem.

Anyway, the Procurement Manager arrived after a few minutes. She introduced herself and sat down.

That’s when my boss launched into his “pitch.”

Problem.

It was all about the company, our products, our client list, his experience (mostly his experience) and a bunch of other stuff that I tuned out after about the first 10 minutes. I watched as the procurement manager’s eyes glazed over. Looked like she had tuned him out too.

There was a break in my boss’s self-aggrandizement about five minutes later. The procurement manager saw her chance and jumped on it. She used that very brief lull, turned to me and said...

“Don’t you have anything to say?”

To which I replied...”I like to listen first before I start talking. Figure I might learn something.”

She laughed and we had an instant connection. One that lasted and generated business for years.

A long time ago I learned it was more important to encourage others to speak first, especially a client or prospect. To let them empty their brain of whatever was occupying their thoughts. Then, I could refill it with appropriate responses.

Seems like my (ex-) boss never grasped that whole listening concept thing.”

OK, this anecdote is about a sales pitch, but if you read my last blog, you would be well aware that responding to a Request for Tender (RFT) or Request for Proposal (RFP) is a “sales opportunity”, except that the pitch is in writing, not face-to-face.  But without a well-written response you won’t get to that face-to-face meeting.

And here is the problem!

The opening section of your response is usually the Executive Summary.  You need to draft a compelling Executive Summary so that the Assessor wants to read more.  The Executive Summary is among the most important part of your response, and often the only section read by all Assesors. 

But so often tender responses open with a trumpet blast – about themselves, just like Bob’s boss.  How good they are, unique in fact, world’s best practice, latest technology, leading practitioners and on and on.  But that is not what the Assessors want to see.

What the Assessors want to see is that you understand the requirement and the problem they are trying to solve.  And they want to know right from the time they start reading your tender that you are singing their song.

It is an unfortunate fact that the majority of responses, even from large companies, begin with their song, not the clients.  A friend who was a retired senior Army office and often had to evaluate defence tenders once told me that his eyes would begin to glaze over with the umpteenth rendition of a ME-ME response – leading with themselves from the opening paragraph.

Your response will stand out from the competition if you open with the agency’s requirements.  Sing the Assessor’s song and bring a smile to their faces.

Demonstrate to the Assessors upfront that you understand what they are trying to achieve, and only then that you have a solution to their problem.  Show that you understand the outcome the RFT or RFP is designed to achieve.  They are not buying your product or service as such.  They are buying what that product or service will do for them. 

You will create a favourable impression in the Assessors mind if you are able to demonstrate a depth of understanding of their requirements in your opening paragraph.  That means researching the background to the requirement and what lead up to it.

An example - we won a nationwide tender from a Commonwealth agency for my wife’s conference and event management business in part because we were the only tenderer to research the background to the requirement and what the client was seeking to achieve.  And that is what we opened with – them, not us.

Only once you have demonstrated your understanding of what they are seeking to achieve, and their problem (talking about them), should you start talking about yourself, demonstrate you have the solution, how you will deliver it, and why you are different/better.  Now you can present your compelling case.  That is when you will find out what they think of you.

Would you like to talk about yourself?

Would it surprise you that I’m working on a new online course to help people win more tenders?  My course will help you learn how to submit well presented, persuasive responses so that you win more tenders, without stress or feeling under pressure.

You will discover responding to tenders is no longer a complex, unclear burden, nor costly and demanding.  You will learn how to prepare for, analyse and persuasively respond to tender requirements.  Winning more tenders will take the stress out of your life.

The course will be around 8 weeks, with a new module each week delivered on-line, followed by a face-to-face webinar towards the end of each week to discuss participants’ questions and learnings from each module.  Participants will build their skills step by step, reinforcing their learning.

We’ll be doing practical exercises based on your real-life experience with tender responses, identifying and working on the opportunities for improvement.  Activities will be based on a Case Study.  Where possible, participants will be asked to utilise an unsuccessful tender they have submitted.  For those who have not yet submitted a tender, I will supply a real RFT, with some appropriate alterations.

If you would like to discuss if this is a good fit for you, send me an email with “Discuss TenderWins” in the subject line, and I’ll set up a telephone or Skype call. If I can’t help, I will suggest someone who can.

 

© Copyright 2017 Adam Gordon, The Profits Leak Detective 

It may be simpler than you may think!

No doubt you have been in this situation at some stage in your business life.  You may want to break into a new market, or expand your foothold in an existing market, or, heaven forbid, you desparately need more orders for your business.

So you look at that great pot of gold of government business - money, income, revenue.  Government procure largely through tenders.  And they are big spenders.  For example in 2010 – 2011 the Australian Government let 79, 286 contracts value at $32.64 billion. 

The NSW Government is understood to spend about $12.7bn on goods and services each year.  During 2011 the NSW Government awarded 70% of contracts to SMEs (entities with 200 or fewer employees).  The remaining 30% of these contracts were awarded to non-SMEs (ie: large entities with 200+ employees).

The NT Government is the major buyer in the Northern Territory, procuring over $800 million each year. 

The largest single source of contracts in each jurisdiction is the Federal, state or territory government.

It is not just government that procure through tenders.  Businesses do also.  The larger the business the more formal will be its procurement processes. There are some differences of course.  The bigger the government decision, the more likely it is to drag.  The private sector is less averse to risk and typically makes their decision in a much shorter timeframe. 

But the more formal the private sector’s procurement processes, the more likely the same mistakes are likely to creep into respondent’s submissions. 

Writing tenders and proposals bedevils so many people.  It requires a different type of skill than the one they trained in, yet it can be so important to growing their business.

Many think the only way to win a tender or quotation is to lower their price; but doing so destroys their margin. 

Price is always important, but there are many other factors in writing a successful tender, proposal or quotation.

So learning how to avoid the tendering pitfalls will make a significant difference to your business.  More on that below.

I remember my moment of epiphany about government tendering.  It came about because I was tired of businesses complaining about the problems of tendering to governments:

It’s too complex, it’s too bureaucratic, it takes too long, it’s biased, repetitive, small businesses can’t win, big business has an unfair advantage, the requirements aren’t always clear, it’s too demanding, it’s too costly, it’s confusing – on and on and on.

You’ve no doubt heard them all as well, if not experienced them.  It doesn’t take much research to find such complaints are common not just to Australian federal, state and territory governments but also to overseas jurisdictions.

The killer requirement is “COMPLIANCE”.  So often, when responding to a request for quotation or tender, the detail the customer is asking for becomes a bureaucratic burden, particularly when the customer is a government agency.  So much unnecessary detail.  The questions just seem to go on and on, requesting seemingly unnecessary and irrelevant information, or asking for the same information in different areas.

It all becomes a pain in the you know whatsit!  It is tempting, and many fall for this temptation, to rush through the information requested, providing the minimum requested to comply, and get to the perceived real requirement, which of course is the price. 

And as a result, because they feel they have to comply, and it’s a burden, their rushed response is likely to be a poor response.  Of course, poor responses don’t help your case.  They don’t make a persuasive response.

There is another way of looking at this, a way that may help your chances of winning considerably, a different way of looking at the same coin. 

Take a step back from the quotation or tender and consider how you might handle a normal commercial enquiry.  What is stopping potential customers from buying from you in a non-tender situation?  Customers won’t buy when they have possible objections in their mind, or when they feel there may be some risk in the deal.  You need to overcome the objections, demonstrate value, take away the risk and give them good reasons to choose you.

So what could some of those objections be?

  • You haven’t done this type/size of job before?
  • Can anybody actually verify what you claim?
  • How do they know you know how to do the job?
  • Will you be able to finish the job on time?

On the other hand they will probably feel some comfort if the product or service you provide has worked for others.  So you tell them:

  • How have others found your service?
  • Customers prepared to recommend you?
  • Customers who will reassure the buyer as to your capability?

The customer doesn’t want to look a fool if something goes wrong.  So where are the risks?  You tell them:

  • About your systems and procedures?
  • How you plan projects?
  • How you overcome the unexpected?

In a world of choice, why should the customer choose you?    So you reel of:

  • What makes you different - your Unique Sales Proposition (USP)
  • Your demonstrated particular and useful experience and expertise
  • How you innovate to improve your efficiency and effectiveness?

One way or another, you probably go through this process of reassuring the customer to make the sale.  It may be verbally, giving the prospective customer examples of the work you have done, the successes you have had, the customers who will give you a reference.  Or you may have a company profile which includes this sort of information.

Whichever way, you seek to make your potential customer as comfortable as possible in dealing with you.  A decision in your favour becomes a comfortable and logical next step.

Now go back andlook at that bureaucratic burden you have been dealing with.  In most cases all that bureaucratic detail you have been cursing is doing much the same thing.  It is aimed at removing objections, reducing risk and giving the customer reasons to feel comfortable with you.

It’s the change in attitude makes it simpler than you think to submit a compelling response.  See that tender response as a SALES TOOL for you, and not a bureaucratic burden!  Turning that pain in the whatsit into a sales tool for you will not only give you a completely different perspective, it will also considerably improve your success rate. 

Just what are you wishing for?

Would it surprise you that I’m working on a new online course to help people win more tenders?  My course will help you learn how to submit well presented, persuasive responses so that you win more tenders, without stress or feeling under pressure.

You will discover responding to tenders is no longer a complex, unclear burden, nor costly and demanding.  You will learn how to prepare for, analyse and persuasively respond to tender requirements.  Winning more tenders will take the stress out of your life.

The course will be around 8 weeks, with a new module each week delivered on-line, followed by a face-to-face webinar towards the end of each week to discuss participants’ questions and learnings from each module.  Participants will build their skills step by step, reinforcing their learning.

We’ll be doing practical exercises based on your real-life experience with tender responses, identifying and working on the opportunities for improvement.  Activities will be based on a Case Study.  Where possible, participants will be asked to utilise an unsuccessful tender they have submitted.  For those who have not yet submitted a tender, I will supply a real RFT, with some appropriate alterations.

If you would like to discuss if this is a good fit for you, This email address is being protected from spambots. You need JavaScript enabled to view it. with “Discuss TenderWins” in the subject line, and I’ll set up a telephone or Skype call. If I can’t help, I will suggest someone who can.

© Copyright 2017 Adam Gordon, The Profits Leak Detective 

How you get it may become the problem!

You know the old saying“Be careful of what you wish for; You may get it!”  Now we all wish our business was more profitable.  That’s fair enough, but it’s how you get it that can be the problem. 

The first reaction is to look at lifting sales; we must sell more.  Sell more, make more money – simple!  But that can bring its own problems, as I’ve addressed a few times.

•    “I can’t do that” – looked at the problems that can arise in seeking to increase sales

•    “What would you have done” – the perils of profitless cashflow

•    “Can you get off the sales treadmill” – putting all your effort into increasing sales, rather than the profitability of those sales.

But there’s another issue you need to address. 

A second, immediate reaction we have when looking to increase profits is to cut costs.  It comes to mind almost as quickly as the thought to increase sales, and is especially prevalent when times are tough.

But cutting costs can also lead you into unchartered waters.  As I discussed in “Do you make it easy for customers to buy?”, cutting costs can make it more difficult for customers to buy from you.

Larger firms cut costs.  However, for most small businesses their cost structure is fairly lean so there is little to be gained there.  In fact, trying to do something in the cost-cutting area could even further damage the business, and ultimately lead to reduced profit, rather than the hoped-for increase.

Let’s look at why and how this could happen.

People

There’s no doubt people are the largest cost for small and medium businesses.  They are often around 50% of more in many small businesses.  But customer service is a critical element in customer loyalty.  If staff numbers are reduced, the customer experience can become less than satisfactory, leading to loss of customers.

And sometimes you have to let go people who have been with you a long time, or have skills which are hard to replace.  That happened recently with a client; they had to let go a “front of counter” lass who had been with them a long time.  Losing her meant a loss of knowledge of the business, a face and personality customers knew and liked.  It has an impact on other staff, and their loyalty.

Don’t forget the training you have put into long-standing employees.  When things improve, you will have to recruit again (a cost) and train once more (another cost).

Training

The training budget is another target for the bean-counters in tough times.  There are two costs of training; the cost of the trainers and courses they provide, and the loss of productivity while your staff are out of action while being trained.

Of course there are very good reasons for training:

  • Sales training - the skills to turn a lead into a sale & close the deal. 
  • Product knowledge – when new products or services are introduced, your team need to know all the features and benefits of the new offering, and be able to answer customer’s questions, if they to make the sale.  It’s a very quick turn-off for a potential customer if the salesperson displays a lack of knowledge of the offering they are spruiking.  And you have to replace the customer you just lost.
  • Continuous improvement – things change, technology keeps changing, customers beliefs change.  You and your team need to keep on improving, finding better ways of running the front end, and back end of the business.  When times are tough, your business needs to be as efficient as possible.  That means continually improving your business processes.

Marketing

Don’t laugh, I’ve seen it happen!  Times are tough; we need to cut the advertising or promotional budget.  Yet you need to keep marketing to keep those precious sales coming in.

Those who blithely toss such suggestions at you usually have little idea of the complexities of marketing and the messages you need to put into the marketplace to get a sale.  Consider this; it’s all about “awareness” - awareness drives your promotion.

Think about this – you can divide prospective customers into three groups:

  • Wanderers - those not yet aware they had a problem you can solve.  For example, they don’t recognise the clues suggesting they might be leaking profits.  They will not bother to think about the thing you are selling because it is not on their radar.
  • Explorers - Those aware they have a problem, a need to be met, but are not yet ready to make a decision about a solution. 
  • Seekers - Those aware they have a problem, a need to be met. They have become consciously aware of a need to change the status quo, activating a heightened level of engagement.  They are ready to make a decision about a solution.

There are not many customers in the last, more in the second, and much more again in the first. 

Just think about the message you need to give each of these groups.  They will be different

Marketing is complex, and can be costly.  Simply taking the cost-cutter to it is likely to cost you leads, customers, and profits.

Be very careful of what you wish for!

So, just what costs are you going to cut?  The act of getting what you wish for may become the problem.

 Cutting costs can help tide your business over tough times.  There’s no doubt about that.  But it can be a short-term sugar hit, and leave you with on-going problems that cost you profits.

Just what are you wishing for?

When clients approach me for coaching, so often, they are not getting the clients they need, the right clients.  Eight times out of ten this comes down to not knowing what is working, and what is not working, and why it is not working.

For more than 28 years I’ve been helping small business owners plug the profit leaks in their business and restoring their cash flows by assisting them understand where there profits really come from, where they’re leaving money on the table, and where their sales are costing them profits.

If you would like to discuss with me how you might do that, book a Strategy Consult here. 

© Copyright 2017 Adam Gordon, The Profits Leak Detective 

Seven Ways To Grow Your Business FAST

We all want to grow our business, and by grow, I mean both in sales, but more importantly, in profits.  How might you do that?

1. Focus on the 20% -  Many businesses waste a lot of money on advertising because they are trying to target “everybody”.  They haven’t done the groundwork to identify the right market for their product and services.  It will be those 20% of your customers base who buy 80% of your offerings, and make 80% of your profits.   You need more of these “ideal clients” than “everybody”.  A message targeting your ideal client, as opposed to everybody will cut your waste to zero and start getting maximum return from all your marketing.

2. Fine tune your Unique Selling Proposition (USP) -  If you are still competing with other businesses, then your USP needs work.  Your USP must target your ideal client; it can’t target “everybody”.  Your USP must make your business the only possible choice for your customers.  No one USP can be meaningful to “everybody”. 

3. Bundle – Bundling is a more sophisticated form of upselling.  When you make a bundle of things you are already selling and create a package with a compelling price, you are creating bonuses to the basic offer, and you can often make a lot more money.  Sean D’Souza calls it the “Yes and Yes” offer, moving from the “Yes or No” offer.  When people are not ready to buy, they are hard to tempt.  But when they’re ready to buy, they’re looking for the best deal they can get.  If the bonus is structured correctly, people will feel the need to buy the bundle for the bonus alone if it adds real value. 

4. Offer more ‘done for you’ products – Done for you products are those products or services which take an idea or concept a person has, and converts it into a complete sales package.  Not everyone has the expertise to create the product, let alone put together the templates to sell it.  People want more “done for you” offers. They are increasingly more appealing. And they are willing to pay just to get it done. What ‘done for you’ package(s) can you offer your customers?

5. Sell to groups – Most businesses, whether bricks and mortar or online sell one-to-one.  But you can sell one-to-many through workshops, training courses (whether offline or online) or webinars.  Obviously, there is more time and effort creating the course or webinar, but there can be a much greater return.  When you get good at selling to groups you can make significantly more per hour.

6. Get better at email marketing - Competition for attention in your email in-box is at an all-time high. Too many business owners are sloppy and don’t give enough care to creating good, relevant, compelling messages—consistently.  Research tells us that email marketing is still the number one way for businesses to communicate directly with customers.

Each year, the (American) Direct Marketing Association ranks marketing channels by the return on investment they generate.  Email has lead their rankings for some years; in 2010 they projected that email marketing would return an average of $42 for each dollar spent, down from more than $43 in 2009.  Email is the leader by more than a nose; the #2 channel was Internet search advertising, which returned just under $22 per dollar spent in 2009.

7. Resurrect the dead - You might be surprised how many of your customers have “gone missing”. Have a resurrection campaign to restore ‘dead’ customers; previously good customers who have inexplicably dropped off the perch.  Bring the dead back to life; this may involve gifts or special offers.  It should acknowledge that they haven’t used you for a little while, or that maybe you have done something that discouraged them.  Apologise and what you can do to repair the relationship.  Give them a reason to come back.

Incremental Improvement

Using one or more of these six tools will increase your income, and profits.  Doing all of them could make a tremendous impact.   Pick one or two to start and once you’ve implemented them, move on to another one (or two) on the list.

It’s all about sales, and profits.  You might find some related blogs of interest:

•    5 More Ways to Leak Profits
•    Does you marketing tail stretch to the sea?
•    When Shouldn’t You Increase Sales?
•    Is it What You say?
•    More Uses of the 80-20 Rule
•    Why the 80-20 Rule is So Useful

Have you asked the Million Dollar Question?

When clients approach me for coaching, so often, they are not getting the clients they need, the right clients.  Eight times out of ten this comes down to not knowing what is working, and what is not working, and why it is not working.

For more than 28 years I’ve been helping small business owners plug the profit leaks in their business and restoring their cash flows by assisting them understand where there profits really come from, where they’re leaving money on the table, and where their sales are costing them profits.
If you would like to discuss with me how you might do that, book a Strategy Consult here.



© Copyright 2017 Adam Gordon, The Profits Leak Detective 

How do YOU use it?

You know how, when you get a song in your mind, it keeps coming back and back.  One such song for me comes from an old black and white film I saw many years ago.  It’s set in Scotland, and the song is used as background for much of the film.

I know where I'm goin'
And I know who's goin' with me

It’s an old Scottish or Irish folk song, but it always comes to mind when I think about business planning, and its importance.  I’ve written about planning a couple of times recently:

In those blogs I emphasised the importance of the planning process in knowing where you’re going.

“Plans are useless in the sense that the year ahead will always have some unexpected twists and turns, an X-factor that neither you nor anyone else was able to predict.  Products change, prospects change, market environments change.”

“Planning is indispensable because in formulating your plans, in looking at what was completed in the year gone (and why and why not), and what you need to create and change in the coming year you will have examined and analysed all the information you have on your business.  Hopefully you will also have looked at what is happening in your marketplace, your local economy, and with your competitors.”

Part of the planning process is aided by various planning tools such as SWOT and Scenario Planning.  It is the former I would like to discuss.  There’s a good reason for that; I’ve seen SWOT used poorly, and so it doesn't give the results it should.

I’ll get to that shortly, but first let’s have a look the individual components of SWOT; Strengths, Weaknesses, Opportunities and Threats.

The first thing to get clear is that Opportunities and Threats are external to your business.  You don’t have control over them, whereas you do, or should have, control what happens in your business - that makes up your Strengths and Weaknesses.

So what constitutes an Opportunity or Threat in business?

Opportunities are created by events, trends or possibilities for action that promise to:

  • Expand the size of your customer base – e. g. natural growth, demographic shifts, rising incomes, economic conditions.
  • Give new avenues for customer access - new ways of ‘packaging’ your product, new opportunities for promotion, alliances & networks.
  • Increase the customer appeal of your value package - compared to those of the competitor.
  • Exploit a weakness or blunder by a competitor - inability to respond to your initiatives.

Threats are created mostly by events, trends or competitor actions that can:

  • Reduce the size of your customer base - demographic shifts, falling incomes, changes to lifestyles, economic conditions.
  • Make customer access more difficult or costly - changes in customer buying practices.
  • Reduce the customer appeal of your value package - compared to those of the competitor.
  • Surpass or eclipse your value package - greatly improved offering on the part of a competing provider

Strengths are those competencies of your business which allow you to take advantage of opportunities or counter threats.   They may come from:

  • Services provided
  • Resources of the business – people, finances, facilities, equipment
  • Performance of the business – systems, processes and procedures.
  • Strategies and planning – the ability to look ahead
  • Ability to implement plans - execution

Weaknesses are those things your business does not do well which prevent you taking advantage of opportunities or make it vulnerable to threats.

  • Services provided
  • Resources of the business – people, finances, facilities, equipment
  • Performance of the business – systems, processes and procedures.
  • Strategies and planning - ability to look ahead
  • Ability to implement plans – there’s always something that stops you

Now I get to the problem I see so often when people prepare business plans – They identify all possible Strengths and Weaknesses of their business, and the Opportunities and Threats facing them, and neatly list them in four boxes.

And there they sit.  They usually discuss how they might resolve any of the points, but do so only in consideration of each of those four boxes, in isolation.  But of course, in reality, they are not four individual boxes.  They impact on each other.

Organisational Strengths can be applied to take advantage of Opportunities and counter Threats, the other part of SWOT analysis.  Organisational Weaknesses might prevent taking up the Opportunity or prevent an effective counter to a Threat.

Think of it in terms of this diagram:

Set your goals for your planning period:

  • More Likely – What opportunities can you best take advantage of using your key strengths?
    robable – What opportunities can you take advantage of by fixing key weaknesses?
  • Possible – How can you minimise threats by countering them using your strengths?
  • Unlikely – this is the danger area for a business; risk.  You have to consider “Likelihood and Consequences” of the risks this analysis identifies, and develop a strategy to prevent, mitigate or minimise the threat arising.  See “How to expect the Unexpected”.

There is one final step to take arising from your SWOT analysis.  You will no doubt end up with a longish list of goals, but you can’t achieve them all at once, so you have to prioritise them; to identify the most important.

I feel another Matrix coming on – a “Critical Goals Priority Matrix”, which looks at the Urgency and Impact of achieving each goal.

Actual client example

Now you will know where you’re going, and who is going with you!

Have you clearly defined your Goals for the next 3 – 5 years?

When clients approach me for coaching, clients with businesses that are underperforming despite the crippling hours and effort the owner is putting into them, they are sometimes held back by lack of knowledge of what is possible.  A lack of focus of potential improvements leads to a lack of control over their business, and eight times out of ten that lack of control comes down to a lack of knowledge of what is happening in the business, and what their peers are achieving.

For more than 29 years I’ve been helping small business owners plug the profit leaks in their business and restoring their cash flows by assisting them understand where and how they may change their business to be a leader in profitability, productivity, and competitive advantage.  I assist you analyse:

•    The strengths, weaknesses opportunities and threats of your business

•    Determine where you want to be – clear, achievable goals, and

•    How you are going to get there – strategies to achieve your goals

This is sometimes known as the NOW – WHERE – HOW model.

If you would like to discuss with me how you might do that, book a Strategy Consult here

© Copyright 2017 Adam Gordon, The Profits Leak Detective 

Two major errors many businesses make in marketing and selling.

Earlier this year I interviewed Rashid Kotwal from Revealed Resources.  His speciality is creating strategies to attract, convert and retain high value clients; that top 4% which give you 64% for your business.

Recently Rashid wrote a very useful article on “two major mistakes” that may be costing you business.  I thought you might find them valuable.  I did.

Take it away Rashid.
=====================
Would you keep using a leaky bucket?  Of course not.  You'd either fix it or buy a new one.

The equivalent in businesses is throwing more money at lead generation and not converting prospects into clients.

The two errors are:

•    Not thinking from your customer's viewpoint, and

•    Not articulating your value in terms that are meaningful to them.

Human behaviour has not changed in millennia.

Some of the best marketing advice was written 100 years ago.

Obvious Adams was first published in the Saturday Evening Post in April 1916.  Written by Robert R. Updegraff, it's the story of an Advertising Man who became a legend by, you guessed it… coming up with "obvious" solutions.  Here's one.

Think from your customer's point of view.

What is it they want? What will make them choose you over your competition? Explain things from their point of view, not yours.

A classic mistake we see day in and day out, is glossing over how you produce your results.  You have a lot of expertise, but as a prospect I'd never know it because you never tell me.

The only way to differentiate yourself is to explain the value you provide.  Explain in great detail how you get your results and what they mean in real terms for your clients.

Don't assume your customers know all this.  They don't.  What's obvious to you because you do it day in and day out is not obvious to them.  And yes, it is about blowing your own trumpet.

Milwaukee based Schlitz became one of world's largest brewers for decades due to explaining the process by which they made beer.

Frankly, the fundamentals of brewing are the same for every manufacturer.  However, Schlitz told their patrons…

"We Double the Cost of Our Brewing to Give You Pure Beer. We spend a fortune on cleanliness. We wash every bottle 4 times, clean every tub, boiling vat, pipe and pump every time we use it…"

The ad goes on explaining how the beer is filtered, fermented, bottled and inspected. And that you don't pay any extra for all this attention to detail.

Quality is not an abstract concept. Schlitz took great pains to explain what quality meant in terms their drinkers would find important and relate to.

Schlitz was smart enough to understand who they were advertising to. Many organisations would have thought, "Well this is obvious – every brewer does this". 

And many of their competitors may well have laughed at their ads.

But at the same time none of their competitors followed their lead. And even if they had done, Schlitz was first – which is an unbeatable advantage.

This principle applies to any industry. 

Here's an example from a client in the construction industry.  They have two types of prospects.  Architects who recommend them and end clients who commission the projects.

When we started together they believed price was a big factor in winning or losing a job. We set out to prove otherwise.

People buy based on perceived value.  Will I get value for the money I spend?  The best way of figuring out what value you provide is to ask your clients.

By extensively interviewing their clients we found their buying criteria hinged on three things.

  • Quality,
  • Cost
  • Time

Everything else was superfluous.

No one bought on price alone and most avoided lowest price vendors knowing they'd get stung later on.

Armed with this knowledge straight from the horse's mouth, we created marketing material that explained exactly how the organisation ensured each of those criteria were met in nitty gritty detail. We used examples of past projects in the same vein to illustrate the point.

But it doesn't stop there. Knowing what your clients are looking for means you can quickly and effectively close more business (sell) by tailoring solutions to their exact requirements.

However, many businesses operate on two assumptions that are often never tested and end up costing them dearly.

The first is assuming their clients know and fully understand the value they get for their money. The second is assuming what they themselves believe is valuable to their clients is actually the case.

Having worked with businesses in 40+ industries ranging from single person operations to multi-nationals, I can tell you many are completely wrong on both counts.

What you think you're doing for your clients and what they truly value can be poles apart.  And if that's the case you spend more and more effort and money promoting aspects which don't advance sales, rather than spending your effort in areas which will.

Maybe that's the case in your business?

There's only one way to find out for sure. Ask your clients. Or better yet, get us to do it for you. As expert, completely independent interviewers your clients will tell us the truth and give you insights as to where you can improve and sell more.

Using our fresh eyes on your business will also help you find "obvious" business improvement solutions you may have missed because you're too close and mired in the day to day activities.

Interested? Call us on 0414-913-334 for more information, or go to www.revealedresources.com.
=======================
Thanks Rashid. 

There are a number of useful takeaways here for you:

  • Think from your customer's point of view - What is it they want? What will make them choose you over your competition? Explain things from their point of view, not yours.
  • The only way to differentiate yourself is to explain the value you provide, and the best way of figuring out what value you provide is to ask your clients.  Don’t assume you know it.
  • Be first with your point of difference.  Any one who follows your lead will be seen to be copying.
  • Knowing what your clients are looking for means you can quickly and effectively close more business (sell) by tailoring solutions to their exact requirements.
  • And if you don’t know, you’re likely to spend time and money promoting aspects which don't advance sales.
  • No-one buys on price alone.  People buy on perceived value.

My earlier interviews with Rashid may be found here:
https://www.profitsleakdetective.com/blog/366-how-to-gain-high-value-clients
https://www.profitsleakdetective.com/blog/367-are-you-systematically-using-the-most-effective-form-of-promotion

Have you asked the Million Dollar Question?

When clients approach me for coaching, so often, they are not getting the clients they need, the right clients.  Eight times out of ten this comes down to not knowing what is working, and what is not working, and why it is not working.

For more than 28 years I’ve been helping small business owners plug the profit leaks in their business and restoring their cash flows by assisting them understand where there profits really come from, where they’re leaving money on the table, and where their sales are costing them profits.

If you would like to discuss with me how you might do that, book a Strategy Consult here

© Copyright 2017 Adam Gordon, The Profits Leak Detective 

Is your plan fit for purpose? 

In other words, does it do what it is meant to do?  Now the question I have for you is, just what is it meant to do?

Let’s start by looking at what is a “business plan”.  Actually, I prefer the term “strategic business plan”. 

When you don't know where you are going then how do you know when you get there?  That's what a strategic business plan is all about. 

It starts with where a business is NOW (its strengths and weaknesses), WHERE it wants to get to (the strategic bit 3-5 years out), and HOW it proposes to do so - the Business Plan bit.

Breaking it down into its elements:

A Strategic Plan:

  • is for businesses, organisations and business owners that are serious about growing their business.
  • is used for planning, implementing and managing the strategic direction of an (existing) business.   I’ve put the word ‘existing’ in brackets, as many people say a strategic plan is only for existing businesses. I don’t agree; even start-ups need to know where they are going.
  • is used to provide focus, direction and action in order to move the business from where they are now to where they want to go.
  • focuses on building a sustainable competitive advantage and looks to the future.
  • is critical to prioritising resources (time, money and people) to grow the revenue and increase the return on investment.
  • generally covers a period of 3 to 5 years

A Business Plan

The Business plan is operational (more detail) and is in fact a "tool" that is used to implement the objectives/targets of the Strategic Plan.  This now moves into things like planned Sales volumes/prices, production costs, inventory turnover, cashflow management, employee numbers (rates/utilisation/down time) etc. 

Your business plan:

  • determines how the business will successfully achieve its strategic objectives
  • is a formal statement of a set of business goals, the reasons they are believed attainable, and the plan for reaching those goals.
  • may break the plan down into the key areas of the business; marketing, operations, and finance.  It beaks the business down into its components and looks across all functions.  Or
  • a series of Action Plans to achieve the business goals
  • identifies potential troubles spots ahead
  • may also contain background information about the business or team attempting to reach those goals.
  • is, typically, normally no more than one year.

There are two main purposes of business plans

They will determine how it is prepared, and presented – to do what it is meant to do.

Obtaining finance is the first of these, meeting the requirements of a financier – a fund raising tool.

As my bank manager once wrote to me, commenting on a business planning workshop I was developing: “Don't forget to tell us about you and your business! This is effectively who we are lending too. I tell my customers that their business plan is their stage – it’s their opportunity to take the floor and convince me as to why I should "invest" in them and their business.

I know what the economy is doing. I know what different industries are doing in the market. What I don't know is why their business is different to Joe Bloggs down the road. I don't know why their life experiences will make this business a success. I don't know what gives their business that competitive advantage. I don't know them, I don't know their business. And don't assume! I'm a banker, don't assume I know what the business does specifically!”

Your strategic business plan should include your business model, budget, cash flow projection, and how and where you will use the funds. 

“A business plan is all conceptual until you start filling in the numbers and terms. The sections about your marketing plan and strategy are interesting to read, but they don't mean a thing if you can't justify your business with good figures on the bottom line.

You do this in a distinct section of your business plan for financial forecasts and statements. The financial section of a business plan is one of the most essential components of the plan, as you will need it if you have any hope of winning over investors or obtaining a bank loan. Even if you don't need financing, you should compile a financial forecast in order to simply be successful in steering your business.”  (Elizabeth Wasserman, Inc.Com)

"This is what will tell you whether the business will be viable or whether you are wasting your time and/or money," says Linda Pinson, author of Automate Your Business Plan for Windows (Out of Your Mind 2008) and Anatomy of a Business Plan (Out of Your Mind 2008),

The second purpose is the road map. In the road map, you set out your destination, and how you plan to get there.  That doesn't mean you don't gave flexibility to change your route if road conditions change, but it does enable you to progress to your desired destination.

It’s an internal document, to guide you and your team, put you on the path, remind you of the steps you must take, when you must take them, and the outcomes those steps should achieve.  It tells you how you will achieve your operational and financial objectives over the period of the plan.

A couple of other issues arise:

The first is implementation. The majority of business plans aren't implemented. I've read studies suggesting the figure is as high as 70%. I'd agree with that. Over the last 28 years my most successful clients have been those who implemented their business plan. The rest just stuck it their drawer, and said they had a business plan.

The second issue is measurement. Most businesses don't measure what is going on in their business; which lines are more profitable, and which are less profitable. They may measure their sales by products or customer groups, but rarely their gross profits by these groups. A good business plan will provide lead and lag indicators to guide the business and help make informed decisions.

There is a third issue – business failure!

Just in case you thought you might not really need a business plan, after all, you have a clear idea in your head of where you are going, and know your market. 

A survey by accounting software provider CCH and global information services group Wolters Kluwer, revealed SMEs see inexperienced management, a bad business model and lack of access to capital as other key reasons for small business failure.

Of those surveyed, 61% of SME operators said small businesses failed because of an inability to manage costs, 50% said inexperienced management, 50% said poorly designed business models or no business plan, 49% said insufficient capital, 37% said poor or insufficient marketing, and 35% said insufficient time managing the books.

Note that 50% - sure, there are other factors, but even those would be addressed in a good business plan.  As the old saying goes “Failing to plan means planning to fail!”

Make sure your business plan is “fit for purpose”, and does what it is meant to do.

How Well is Your Business Performing?

When clients approach me for coaching, clients with businesses that are underperforming despite the crippling hours and effort the owner is putting into them, they are sometimes held back by lack of knowledge of what is possible.  A lack of focus of potential improvements leads to a lack of control over their business, and eight times out of ten that lack of control comes down to a lack of knowledge of what is happening in the business, and what their peers are achieving.

  • For more than 28 years I’ve been helping small business owners plug the profit leaks in their business and restoring their cash flows by assisting them understand where and how they may change their business to be a leader in profitability, productivity, and competitive advantage.  I assist you analyse:
    The strengths, weaknesses opportunities and threats of your business
  • Determine where you want to be – clear, achievable goals, and
  • How you are going to get there – strategies to achieve your goals

This is sometimes known as the NOW – WHERE – HOW model.

If you would like to discuss with me how you might do that, book a Strategy Consult here

© Copyright 2017 Adam Gordon, The Profits Leak Detective 

But planning is indispensable

Former U.S. President Dwight Eisenhower is the attributed source for these words, which in full state "In preparing for battle, I have often found that plans are useless, but planning is indispensable."

What is of critical importance to your business is setting specific, measurable long term goals, and doing so in the context of an ideal world.  The intent is to help you avoid ‘creeping obsolescence’ of incremental changes that merely react to events rather than taking a strategic approach to what might be possible for your business.

Of course, the outcome of such thinking may mean major change in your business, so understanding how to implement change is important.  Change will only occur when the returns of change, whether they be financial or emotional, are greater than the level of discomfort from the current situation plus the cost of making the change.

I know it is nearly mid-year, but have you asked yourself what you'd most like to accomplish in 2017?  We all make those resolutions at the beginning of the year, but then chaos intervenes.  I have found it useful as I approach mid-year, to take a deep breath and relook at where I’m going and how far my business has progressed along the path I set.  You should do so as well.

Past years have been about completion.  Make this year about "creation"; a year where you lay the groundwork for the next phase of your life and for your business. It's a time to decide what you'll no longer stand for and what you're now committed to achieving with your business

I undertook a review of past clients to determine what led them to set major goals which required significant change in their business. Underlying the key drivers of change was a feeling of discomfort.  Do you feel discomfort from any of these factors which my review highlighted as the biggest drivers of change?

•    Lack of a strategic direction – “I don’t know where we’re going!”

•    Lack of marketing skills

•    Lack of good systems and procedures

•    Poor profitability

Poor profitability becomes the focal point of the pain and discomfort, but profitability is equally the reward for successfully making the change.

If you have done the thinking, now is the time to move beyond the thinking to the actual planning.  This means you must become specific about your goals – what are you seeking to achieve this year, and next?  And what changes does that mean for your business?  Paul Meyer said: if you aren’t achieving what you want to achieve, it is probably because your goals are not clearly enough defined.

You have probably seen the acronym about setting SMART goals:

  • Specific - In addition to specific, don't stretching, systematic, synergistic, significant and shifting, round out the picture?
  • Measurable - M means measurable, but I also recommend meaningful, memorable, motivating and even, magical
  • Achievable - A is an achievable goal but A also needs to stand for action plans, accountability, acumen and agreed-upon
  • Realistic - R means relevant, but it also stands for realistic, reasonable, resonating,  results-oriented, rewarding, responsible, reliable, rooted in facts and remarkable.
  • Time-based - T means time-based and it also represents timely, tangible and thoughtful

Smart goals give you the drive to achieve change.

So you have created your goals, and they’re smart goals.  Now for the bad news.

The bad news is about the difference between formulating goals and strategies to drive them, and actually making it happen.  Not surprisingly this has led to a number of studies and comments:

•    Strategy execution is more important than the quality of the strategy (Ernst & Young, Measures that matter report on 275 Portfolio Managers – 1998)

•    “Fewer than 10% of strategies are effectively executed” (Walter Kiechel, Corporate strategies under fire, Fortune Dec 27 1982)

•    “70% of failures are due to poor strategy execution by senior management” (Chan and Colvin, Why CEOs fail, Fortune, June 21 1999)

•    “Superior execution is required to achieve excellence”  (Frank Blount & Bob Joss, Managing Australia, 1999)

•    “Execution is more important than good vision” (Kaplan R, The strategy-focused organisation, Harvard Business School Press, 2000)

•    40 times more of the literature is dedicated to strategy formulation than to execution (Dulmanis 2003)

You see the common thread here: businesses develop plans and strategies but they don’t make them happen.  That’s why they say the three “Es” of business planning are Execution, Execution, Execution.

So why are plans useless but planning indispensable?

Plans are useless in the sense that the year ahead will always have some unexpected twists and turns, an X-factor that neither you nor anyone else was able to predict.  Products change, prospects change, market environments change.

Eisenhower had been a General before being a President and he knew the old aphorism that no plan of battle survives the first shot.

Planning is indispensable because in formulating your plans, in looking at what was completed in the year gone (and why and why not), and what you need to create and change in the coming year you will have examined and analysed all the information you have on your business.  Hopefully you will also have looked at what is happening in your marketplace, your local economy, and with your competitors.

Various planning tools such as SWOT and Scenario Planning, which I have discussed previously, are very useful.  I’ve also written extensively on the importance on having information and data on your business activities which can be analysed and projected.  The knowledge provided from such analysis is a key input to your planning process. 

Benchmarking is another tool I recommend - reviewing your business against industry averages in your sector to highlight opportunities for improvement in yourbusiness.

Having that analysis and examination available means that you will be able to hold fast to your direction, to keep focused on your goals even as the reality of twists and turns in your market confronts you.

The indispensability of action

The tag line in my previous business was “improve, change, profit”.  More profits won’t eventuate unless you take action to improve and change your business.

Action leads to execution of your plans.  Your plans will never be perfect, but doing something, getting it moving, is more important than developing the perfect plan.

The plan is useless if it is not executed, but if you act, the planning you put in will be indispensable.

How Well is Your Business Performing?

When clients approach me for coaching, clients with businesses that are underperforming despite the crippling hours and effort the owner is putting into them, they are sometimes held back by lack of knowledge of what is possible.  A lack of focus of potential improvements leads to a lack of control over their business, and eight times out of ten that lack of control comes down to a lack of knowledge of what is happening in the business, and what their peers are achieving.

For more than 28 years I’ve been helping small business owners plug the profit leaks in their business and restoring their cash flows by assisting them understand where and how they may change their business to be a leader in profitability, productivity, and competitive advantage.  I assist you analyse:

•    The strengths, weaknesses opportunities and threats of your business

•    Determine where you want to be – clear, achievable goals, and

•    How you are going to get there – strategies to achieve your goals

This is sometimes known as the NOW – WHERE – HOW model.

If you would like to discuss with me how you might do that, book a Strategy Consult here

© Copyright 2017 Adam Gordon, The Profits Leak Detective 

Is your first thought of the person who makes the sale – the “salesman”? 

And what image then comes into your mind?  Is it the “used car salesman”, or the “real estate salesman”?  Consider this public comment by the head of the newly independent East Timor on a former Australian Prime Minister:

His (Paul Keating) manners and discourse reminded me of a second-hand car salesman in downtown Los Angeles.  Jose Ramos Horta October, 1999

Why is it that salesmen, and excuse the gender specific in this day and age, but it is always “salesmen”, that generate this response?

Does this kind of thinking cause you not to enjoy selling – that in order to sell you need to act in a way that is not in alignment with your own values.

Consider this reality - Everybody lives by selling something - business begins with a sale.  Without a sale, you don’t have a business.  But as copywriting pioneer Claude Hopkins says, “any…attempt to sell, if apparent, creates sales resistance.”  

Sue Barrett, chief executive of forward thinking sales advisory Barrett and online sales education and resource platform http://www.salesessentials.com puts the real situation well:

“Whether we call ourselves a salesperson or not, if we have an idea, product, service, skill, talent, or opportunity that we can offer to another and they can benefit from, then we need to be able to sell.

Most people, whether they are a partner in professional services, the MD of a business, a tradesperson, customer service, sales, baker, not-for-profit or administration, need the ongoing custom of members, patients, supporters, sponsors or clients to make a living.

Yet many people are still confused by 'sales'. In fact, often when sales is mentioned you see people visibly recoil at the concept and some even go so far as to object to you using the term sales.

Why is this?

Because many so called 'legitimate' sales practices we experience are nothing more than manipulation and deceit, aggression and intimidation, or hard sell, pressure tactics. Whether we are conscious of it or not, most of us don't like how selling is being sold to us. And we don't blame you.

Despite the prevailing paradigms of the 20th century 'old school selling' tactics, highly successful sales people have always known the best way to sell. They know how to explore clients' needs and help them get what they want. They know that trust supersedes like. They practice a range of life skills which are present intrinsically, whether we know it or not. They are applying skills which proactively forge honest and open relationships based on trust, transparency, respect, and doing what we said we would do. This is their competitive edge.”

There’s a key clue in Sue’s last paragraph above; “highly successful sales people have always known the best way to sell.  They know how to explore clients' needs and help them get what they want” – the best way to sell is to find out the client’s real needs.  You’ll do that by listening, not talking.  You should ask the right questions, but then listen to the answers.

The ancient Greeks had it right, "We have two ears and one tongue so that we would listen more and talk less."  The salesmen who try and talk through you are the ones that give the profession a bad name, and create “sales resistance”.

Mark Ford advises there are essentially three fundamental skills needed to acquire wealth.

And the first of these is selling – the skill of creating a sales message that works.

Another is marketing – the skill of finding the place to sell your message profitably.

The third is managing profits – the skill of managing business protocols and managing people

As I wrote in “You can lead a Horse to water, but…” marketing can’t fix a sales problem.  Salesmanship is a fundamental skill for your business.

There’s another issue you need to address.  These days it is almost impossible to meet a product salesman in the business-to-business sector.  They all sell ‘solutions’ in the hope this magic word will automatically lead to the sale.  And they hope that just promising a “solution” will instantly differentiate them from their competitors.

It’s an overly (and wrongly) used marketing word. You see businesses use the term “solutions” all the time.  They tell you they offer a “solution”.  Some businesses even use the term as part of their name.  Do a quick Google check – you’ll be amazed.

Now there is nothing wrong with providing solutions.  In fact, you wouldn’t be in business if you didn’t have a product or service that someone wanted.  As part of your sales conversation you must demonstrate that the features and benefits of your product will solve their problem, and that they can believe your claims.

That is where the art of listening comes in; you must understand the nature of the client’s problem, the depth of concern it causes them, and the value to them of removing the problem.   Ask the right questio, .... and listn.  Businesses, and people, buy on perceived value, their perception of value.

As Sue Barrett puts it, “Simply giving salespeople some training and telling them to talk about solutions, rather than products won’t make the difference.”

Good salesmanship is all about finding that one spark that leaps the gap between a prospect client’s most deeply held desires, the value they place on them, and what your product can do.

Andrew Griffiths suggests there are ten common ways to ruin a sale:

1. Salespeople who are unprepared when making a sales presentation.

2. Poorly presented salespeople (dirty or wrinkled clothes, poor personal grooming, body odour, etc).

3. Poor or non-existent product knowledge

4. Salespeople with a bad attitude - everything is a hassle.

5. Salespeople who don’t listen to what the customer wants.

6. Making a promise to follow up with a customer and then not doing it.

7. Not having clear sales goals.

8. Not being “present” with the customer - the sales person’s mind is elsewhere.

9. Not being compelling and definite when it comes to making a recommendation to a customer.

10. Poor communication skills - no eye contact, mumbling, and one-word answers.

No doubt we have all been guilty of a few of the above, but now is a good time to stop and evaluate whether you or any of your staff are guilty of any of these ten things.

Knowing where you are going wrong is a great place to start to get it right.

Have you asked the Million Dollar Question?

When clients approach me for coaching, so often, they are not getting the clients they need, the right clients.  Eight times out of ten this comes down to not knowing what is working, and what is not working, and why it is not working.

For more than 28 years I’ve been helping small business owners plug the profit leaks in their business and restoring their cash flows by assisting them understand where there profits really come from, where they’re leaving money on the table, and where their sales are costing them profits.

If you would like to discuss with me how you might do that, book a Strategy Consult here



© Copyright 2017 Adam Gordon, The Profits Leak Detective 

But wait, there’s more!

There are opinions, and then there is data – facts if you like.  I’ve recently been writing about why referred customers are better customers and suggesting you should make referral a systematic part of your promotional program and how you should go about it. 

In “The Simplest Way to Get More Business” we discussed the “why” you should have a referral program, ”how” to go about it, and the ”mistakes to avoid”.

I then interviewed Rashid Kotwal from Revealed Resources.  In Part 1 of our interview (How to Gain High Value Clients) Rashid discussed the importance of high value clients and what they can mean for your business.  High value clients are few in number, but provide the greater part of your sales, and profits – the 80/20 Rule.

In Part 2Are you systematically using the most effective form of promotion?” Rashid looked at why you should make referral a systematic part of your promotional program and how you should go about it.

Clients you get from referrals are more likely to become high value clients.  After all, a client who thinks enough of you to refer you is unlikely to refer you to a dud.

Not surprisingly, there are other experts similarly extolling this sales tool, and backing their thoughts with some research.  One of them is Tim Wackel

Welcome to this Two Minute Sales Tip with Tim.

Ladies and gentlemen for the past couple of days I’ve been spending some time catching up on some reading, and I’ve been focusing my energies on this area known as referral selling. So I would like to share with you today four fun, interesting and relevant statistics when it comes to the world of referral selling.

Fun Fact #1: According to the folks at Dale Carnegie, 91%, that’s right 91%, of customers say they give a referral, but only 11% of salespeople actually ask for them.

Fun Fact #2: Research done Nielsen reports that people are four times more likely to buy when referred by somebody that they know.

Fun Fact #3: Heinz Marketing, which researched over 600 companies, came up with this very interesting insight. Companies with formalized – I really have to underscore the word formalized – companies with formalized referral programs experience 86% more revenue growth over the past two years when compared to the rest. And yet, only 30% of the companies they surveyed actually have a formalized referral program. 
This seems so fundamental; but only 11% of salespeople are asking for referrals. What’s going on with the 89% of the rest of you?

Last but not least, Fun Fact #4: According to the American Marketing Association, offering a reward increases referral likelihood, but the size of the reward really doesn’t matter. As a matter of fact,- I found another article by the University of Chicago that said non-cash incentives are actually 24% more effective at boosting performance than cash incentives.

So here are three takeaways for you today…

Number one, if you’re not asking for referrals, you’re probably missing out on opportunities. It’s just that simple.

Number two; I would really strongly encourage you to formalize a process for getting referrals. Here’s the challenge. This seems so fundamental; this seems so easy, yet we discover from the very first statistic that only 11% of salespeople are asking for referrals. What’s going on with the 89% of the rest of you? Well you know what, we’re busy. We get caught up in the day-to-day and we simply forget to do it. So please, get a formalized process around asking for referrals. Get a plan and put it into place.

Number three, give people a reason. Incentivise people to share. Whether it’s simple Starbucks card or maybe it’s an AMX Gift Check, you decided. According the University of Chicago, the non-cash incentives are 24% more effective. So it’s not like you have to spend a ton of money. Just let people know that you appreciate them giving you that referral.

So, in closing, I would like to ask for your referral. If you’ve been following me for a while, if you enjoy these two minute tips, if you like the webinars that we’re doing, and you know somebody who needs a keynote speaker, you know somebody who has an upcoming sales meeting or you know somebody who is looking for an executive presentation coach, just reach out and connect us. If the referral turns into an opportunity, we’re going to send you an iPad Mini as a way of saying thanks for trusting us with that opportunity.

You can get more ideas and answers from Tim at www.timwackel.com.

If you would like to be part of my referral program

I don’t have an iPad mini to give away, but I will reward you for any referrals you give me, with my “The Profit Leak Detector – Tell Tale Signs to put Cash Back in Your Business”, This email address is being protected from spambots. You need JavaScript enabled to view it. and give me the business name, contact, email and phone number of the people you are referring, and I’ll immediately forward this valuable book.

© Copyright 2017 Adam Gordon, The Profits Leak Detective 

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