Читать книгу Never Say Sell - Tom McMakin - Страница 29

Setting down the bow and taking up the plow is attractive on many levels. It is why firms emphasize account planning – a fancy way of saying, “Let's sit down and talk about how we might be more helpful to a roster of current clients.” So much has already been proven with a client, it is where the easiest harvest is found.

Sit in on those account planning sessions, though, and you will be surprised by how the conversation sounds muddled – a mishmash of industries, service sets, relationships, domain expertise, geographies, and respective appetites for risk.

“We should try and introduce our customer experience people to their ops team.”

“Here or in Europe?”

“I was thinking here, but now that I think about it all your relationships are out of London.”

“Have we ever done CX for a fintech company? I thought most of our case studies were in consumer products.”

“Don't worry about that. If you can get the team in front of their global COO, they can make the pitch. Nothing ventured, nothing gained.”

“Easy for you to say. They are our keystone client, and the truth is that all the work we have done to date is in continental baby care. I wouldn't know the global COO if he sat down next to me on the Tube.”

Knowing that farming is such a compelling place to play, let's see if we can't bring some structure to how we think about various add-on opportunities with a client.