04-Barry Urban - 27 TOCPA - August 2016 - South Africa

www.tocpractice.
com
27th InternationalConferenceofthe
TOCPractitionersAlliance TOCPA
www.tocpractice.com
August1618,2016Johannesburg,SouthAfrica
B2B Marketing and Sales using

TOC as an example a hands-on
practical workshop
Barry Urban, TOCE Consulting, South Africa

16th August, 2016
27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA
www.tocpractice.com
Barry Urban
Yourlogo
Urban used to be a Chartered Accountant until he was

introduced to TOC in 1991 through the GOAL and
became a Jonah and a Jonahs Jonah after which he
joined the Avraham Y Goldratt Institute in South Africa as
an Associate. He has been consulting to businesses and
Placeforthephotoofthe
organisations in many diverse industries and fields for 22
presenter
years. Urban likes new challenges and tries constantly to
find solutions to things which prevent him from better
assisting his clients. He therefore reads widely to
explore new ideas some of which are not considered
best practice. He is currently involved in Rapid
Planning projects with AT Verband, assisting
barry@toceconsulting.co.za
municipalities in Vietnam, Rwanda and Egypt.
+27 (0)83 709 7990
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MyWHY
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LimitingBeliefs
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ExampleofExponentialGrowth
Closing
Ratio
Numberof
Prospects
Numberof
Customers
Average
Customer
Gross
Sales
Now
200
20.00%
40
R1,000
R40,000
1)
240
20.00%
48
R1,000
R48,000
2)
200
24.00%
48
R1,000
R48,000
3)
200
20.00%
40
R1,200
R48,000
4)
240
24.00%
57.6
R1,200
R69,120
ActualGrowthAchieved
72.80%
Smallimprovementsineachareawill
giveyoudramaticgrowthoverall
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UNDERSTANDINGHOWCUSTOMERS
MAKEDECISIONS
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TheWayweThinkthatweMake
Decisions
TOC
LOGICAL
COMMON
SENSE
Interference
EMOTIONS
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TheWayweActuallyMake
Decisions
LOGICAL
COMMON
SENSE
Overrules&
Justifiedby
TOC
EMOTIONS
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Everyonesdecisionsare100%
basedontheirEmotions
YES
MAYBE
NO
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HumanBrain
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MARKETINGANDSALESASASYSTEM
OFDOORS
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TheSequenceandRoleofthe
SystemofDoors
The
Service/
Product
Different
iating
Value
Proposition
TheWHY
ofyour
business
The
Problem
Solved
The
Market
Strategy
Building
Your
List
The
Initial
Contact
The
First
Meeting
The
Sale
Product/
Service
Delivery
After
Sales
Loyalty&
Referrals
The
Target
Market
Further
Meetings
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OpeningtheDoors
Witheverystepinthe
processyouronlyaim
istoopenthedoor
thatstandsinfrontof
you,nothingelse!
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OPENINGDOOR#1. THEWHYOF
YOURBUSINESS?
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SimonSinek StartwithWHY
Peoplethink,actor
communicatefrom
theoutsidein,from
WHATtoWHY,from
clearestthingtothe
fuzziestthing.
WesayWHATwe
do,wesometimes
sayHOWwedoit,
butwerarelysay
WHYwedoWHAT
wedo.
The
Golden
Circles
WHY
HOW
WHAT
TOC
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PeopledontBuyWHAT youdothey
BuyWHY youdoit!
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TheGoldenCirclesandthe
BiologyoftheBrain
WHY
HOW
WHAT
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TheGoldenCirclesandthe
BiologyoftheBrain
Neocortexis
theseatof
Languageand
whatwe
Think
Limbic
Systemisthe
seatofour
feelingsand
our
behaviours
WHY
HOW
WHAT
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GoldenCircles
WHAT
Everysinglecompanyand
organization,bigorsmall,in
whateverindustryorsector,
knowsWHATtheydo.
Everyoneiseasilyableto
describetheproductsor
servicesacompanysellsor
thejobfunctiontheyhave
withinthatsystem.WHATis
easytoidentify.
HOW
Somecompaniesand
organisationsknowHOW
theydoWHATtheydo.
Whetheryoucallthema
differentiatingvalue
proposition,proprietary
processoruniqueselling
proposition,HOWsare
oftengiventoexplainhow
somethingisdifferentor
better.Manypeoplefalsely
thinkthesearethe
differentiatingormotivating
factorsinadecision.
WHY
Veryfewcompaniesor
organisationscanclearly
articulateWHYtheydo
WHATtheydo.
Tomakemoneyisnota
WHY,itsaresult.
WHYisyourpurpose,cause
orbelief?
WHYdoesyourcompany
exist?
WHYdoyougetoutofbed
everymorning?
AndWHYshouldanyone
care?
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ClarityofWHY
Itallstartswithclarity.You
havetoknowWHYyoudo
WHATyoudo.Ifpeopledont
buyWHATyoudo,theybuy
WHYyoudoit,soitfollows
thatifyoudontknowWHY
youdoWHATyoudo,how
willanyoneelse?
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DisciplineofHOW
HOWsareyourvaluesor
principlesthatguideHOWto
bringyourcausetolife.HOWwe
dothingsmanifestsinthesystems
andprocesseswithinan
organizationandtheculture.
UnderstandingHOWyoudo
thingsand,moreimportantly,
havingthedisciplinetoholdthe
organizationandallitsemployees
accountabletothoseguiding
principlesenhancesan
organizationsabilitytoworktoits
naturalstrengths.
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ValuesmustbeVERBS
Itsnotintegrity,itsalwaysdotherightthing.
Itsnotinnovation,itslookattheproblemfromadifferentangle.
Articulatingourvaluesasverbsgivesusaclearideawehaveaclear
ideaofhowtoactinanysituation.Wecanholdeachother
accountabletothemmeasurethemorevenbuildincentivesaround
them.
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ConsistencyofWHAT
AWHYisjustabelief.Thatsallitis.
Everythingyousayandeverythingyoudohastoprovewhat
youbelieve.
HOWsaretheactionsyoutaketorealizethatbelief.
WHATsaretheresultsofthoseactionseverythingyousay
anddo:yourproducts,services,marketing,PR,cultureand
whomyouhire.
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AuthenticityMatters
Authenticityisaboutshowing
theworldwhatitisthatyou
believe.Authenticitycannot
beachievedwithoutclarityof
WHY.Whensalesmen
actuallybelieveinthething
theyareselling,thenthe
wordsthatcomeoutoftheir
mouthsareauthentic.
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TraditionalExamples
WHAT
HOW
CALLTOACTION
Wemakegreatcomputers.
Theyrebeautifullydesigned, Wannabuyone?
simpletouseanduser
friendly.
Heresournewcar.
Itsgotleatherseats,low
fuelconsumption,and
affordablefinancing.
Heresourlawfirm.
Ourlawyerswenttothebest Hireus.Youwontbesorry.
universitiesandwe
representthebiggest
clients.
Heresthecandidate.
Hereareherviewson
unemploymentand
education.Seehowsshes
different?
Youknowthatyouwantit!
Voteforher.
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StartwithWHY Apple
WHY
Everythingwedo,
webelievein
challengingthe
statusquo.We
believeinthinking
differently.
HOW
Thewaywe
challengethe
statusquoisby
makingour
products
beautifully
designed,simple
touseanduser
friendly.
WHAT
CTA
Andwehappento
makegreat
computers.
Wannabuyone?
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TOCExample TraditionalWay
WHAT
TOCEConsultingareexpert
consultantsintheTheoryof
Constraints
HOW
Unlikemostlargeconsulting
companieswedonot
overwhelmyour
organisationwithmany
consultantsrunningupmany
billablehours,butinstead
oneorafewhighly
experiencedconsultants
workcloselywithyour
peopletobringaboutthe
requiredchange.
CALLTOACTION
Thereforwebringabout
substantialimprovementin
yourorganisationatmuch
lowercost.Youwontdo
betterelsewhere.
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StartwithWHY TOC
WHY
HOW
WHAT
Webelievethat
problemscannot
besolvedusingthe
samelevelof
thinkingthat
createdthem.You
havetochange
yourcurrentmind
set,evenifthe
resultingsolutionis
sometimes
counterintuitive,
inordertoachieve
anorderof
magnitude
improvement
Thewaywe
challengethe
currentthinkingis
byusingthefive
focussingsteps:
1.Identifythe
constraint,
2.Exploitthe
constraint,
3.Subordinate
everythingelse,
4.Elevatethe
constraint,
5.Startthe
processat1.
again.
Wehaveasmall
teamof
consultants
workingclosely
withyour
managementto
changetheway
thatyouview,
manageand
measureyour
system.
CTA
Wecanbring
substantial
improvementina
shortertime,with
lessdisruptionand
formuchlesscost.
Giveusatry,you
willnotbe
disappointed.
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TheGoalofSales
THEGOALISNOTTODOBUSINESSWITH
EVERYBODYWHONEEDSWHATYOUHAVE,
THEGOALISTODOBUSINESSWITHPEOPLEWHO
BELIEVE WHATYOUBELIEVE
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LoyaltyisNotaProgram
Whenourdecisionsfeelright,werewillingtopaya
premiumorsufferaninconvenienceforthoseproductsor
services.Thishasnothingtodowithpriceorquality.
Loyalty,realemotionalvalue,existsinthebrainofthe
buyer,nottheseller.
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Trust
Fulfillingallyour
responsibilitiesdoesnot
createtrust.Trustisa
feeling,notarational
experience.
Trustbeginstoemerge
whenwehaveasensethat
anotherpersonor
organizationisdrivenby
thingsotherthantheir
ownselfgain.
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ImplicationsforYourBusiness
WHY
HOW
WHAT
Youhavetotalkaboutyour
WHY
andproveitwithWHATyou
do.
WHY isjustabelief,
HOWsaretheactionswe
taketorealizethatbelief,
WHATsaretheresultsof
thoseactions.
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TOCandTheLawofDiffusion
Ifyouhavethedisciplinetofocusontheearlyadopters,the
majoritywillcomealongeventually.
ButitmuststartwithWHY.
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TheTippingPoint
WhenyoustartwithWHY,thosewhobelievewhatyou
believearedrawntoyouforverypersonalreasons.Itis
thosewhoshareyourvaluesandbeliefs,notthequalityof
yourproducts,thatwillcausethesystemtotip.
Yourroleintheprocessistobecrystalclearaboutwhat
purpose,causeorbeliefyouexisttochampion,andtoshow
howyourproductsandserviceshelpadvancethatcause.
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ConstantlyRepeattheMessage
Withagroupofbelieversall
rallyingaroundacommon
purpose,causeorbelief,
amazingthingscanhappen.
Butittakesmorethan
inspirationtobecomegreat.
Inspirationonlystartsthe
process;youneedsomething
moretodriveamovement.
www.tocpractice.com
FindingWHYisaProcessof
Discovery,notInvention.
TheWHYforevery
individualor
organizationcomesfrom
thePAST.Itisbornoutof
theupbringingandlife
experienceofan
individualorsmall
group.Everysingle
personhasaWHYand
everysingleorganization
hasonetoo.
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OPENINGDOOR#2.
THEPROBLEMSOLVED
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TheProblemSolved
Theproblemsthatyouare
solvingmustbethesame
problemsthatthosewho
believewhatyoubelieve,want
solved.
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Example TOC
TOCsimplifiesthe
complexityof
modern
operationsby
identifyingand
managingthose
fewtouchpoints
whichdetermine
theoutputofthe
entiresystem.
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OPENINGDOOR#3. THE
PRODUCT/SERVICE
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YourProductorService
Whatevertheproduct
orservicethatyousell,
ithastobealigned
withyourWHY.
Itmustresonatewith
yourbeliefs.
Itmustbecleartoyour
customerswhyyousell
it.
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YourProductorServiceMustBe:
GoodforYou(AlignedwithyourBeliefs)
GoodforYourBusiness(AlignedwithyourWHY)
GoodforthePlanet(NotharmthePlanet)
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Example TOC
InTOCwebelievethat
thereisinherentsimplicity
ineverysystem.
TOCchallengescurrent
mindsetsandparadigms.
TOCisbetterfortheplanet
asitenablesthebetter
exploitationofscarce
resources.
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OPENINGDOOR#4. YOUR
DIFFERENTIATINGVALUE
PROPOSITION
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WhatisaDifferentiatingValue
Proposition
ADVPis:
1. Anovert,uniqueclaimor
promiseofbenefitstemming
fromyourWHY,thatcanbe
seeninyourproductorservice.
2. Thatimpressivelymakesyou
distinctlydifferentfromyour
competitors.
3. Itisastrong,attractiveand
compellingcalltoaction.
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Simple,Succinct,Memorable,
ConsistentandAppealing
Tobecomefirstandforemostinyour
customersmindyoumustpaintasimple,
succinct,memorable,consistent and
appealing pictureof
whoyouare,(YourBeliefs)
whatyoustandfor(YourWHY),and
whatyouregoingtodoforthecustomer
thatsattractiveandcompellingtohim.
(TheResultsforhimofdoingbusiness
withyou)
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OutrageouslyExciting
Youmustmakeanoutrageouslyexciting
promisewhichisofserviceorbenefittothe
customer.
Furthermore,youmustmakeitabundantly
clearhowyouareuniqueanddramatically
differentfromeveryoneelseindeliveringon
thoseovertbenefits,andeverythingyousay
mustbeentirelybelievable.
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BoldlyProclaimed
Youmustboldlyproclaimanybenefitsyou
produceforyourcustomerssothattheyhear
yourpromisesloudandclear.
Youwantyourmarketingmessagetocut
throughalltheotheradvertisingchatter
theyrehearing,sothatyoutrumpetforth
likeafoghorninthemist.
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UniqueandSpecial
Youmustalsoshowyouaredistinctly
differentfromyourcompetitors.
Youmustmonopoliseapieceofaprospects
mentallandscapewhereyoureperceivedas
beingdifferentfromeveryoneelse.
Youmustbeperceivedandbeingboth
uniqueandspecial.
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TransferRiskfromProspect/
CustomertoYou
Moneyback
guarantees.
Replacement
policy.
Backupservices.
Reworkclauses.
Paybasedon
result.
Etc.
www.tocpractice.com
Example TOC
BycombiningthecounterintuitivethinkingoftheTheoryofConstraintswith
manyother,triedandtestedaswellasleadingedgemethodologies,TOCE
Consultingoffersconsultingservicesthatareaimedatincreasingthebottom
linewhilebringingfocussedsynchronisationtoalltheelementsofyour
business.Wheneveryoneintheorganisationisalignedandtheproper
measurementsandcontrolsareinplace,then:
primaryflowthroughyourbusinessisincreased,
theneedforfirefightingissubstantiallyreduced,
costsareeasiertocontrol,
andyougettospendmoretimedoingwhatyoureallylovedoinginsteadof
longerhoursatwork.
Webringsubstantialimprovementinashortertime,withlessdisruptionand
formuchlesscostandwewillcontinueuntilthedesiredresultisachieved.
www.tocpractice.com
Branding CommunicatingYour
DVP
Tryingtocommunicateyourdifferentiatingvaluepropositionisreally
hard.Absenttheproperlanguagetoshareourdeepemotions,our
purpose(WHY)andourCauseorBelief,wetellstories.Weuse
symbols.Wecreatetangiblethingsforthosewhobelievewhatwe
believetopointtoandsay,ThatswhyIminspired.
www.tocpractice.com
TheElevatorPitchTOCE
Love,Hate,Create,Result
LOVE: ILOVEhelpingorganisationsdramaticallyincrease
theirThroughput.
HATE: WhatdrivesmeCRAZYiswhenorganisationswaste
moneyandefforttryingtoimproveeverything.
CREATE: SoIcreatedTOCEConsultingtoassistthe
managementoforganisationstoidentifytheoneorfew
resourcesthatareconstrainingthebusinessandIhelpthem
tofocusontheexploitationoftheseresources.
RESULT: Withtheresultthattheyquicklyexperience
exponentialgrowthinThroughput.
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OPENINGDOOR#5. DEFININGYOUR
TARGETMARKET
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GuidetoMarketSegmentation
Thereisnosinglecorrectwaytodefineyourtarget
market.Whatisimportantisthatyouendupwith
sufficientprospectsthatyouperceiveasbelieving
inyourWHYandwhopotentiallyneedyour
solutiontomakeitworthwhileforyoutomarket
tothem.
Whendecidingonyourtargetbeasspecificas
possible theorganisationandthejobtitleor
levelofthepersonthatyouwanttotarget.
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TheOrganisationandtheGolden
Circles WhotoTarget?
Shareholders
Board/CEO
Vision
WHY
Executive
Managers
HOW
Mission
(Values&GuidingPrinciples)
Employees
WHAT
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OPENINGDOOR#6. CHOOSING
YOURMARKETINGSTRATEGY
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ApproachingYourTargetMarket
Itisessentialthatyou
knowhowyourtarget
marketwantstobe
approached.
Thebestmethodof
findingoutistoaskyour
currentcustomers.
Youcanalsoaskasample
ofyourtargetmarket.
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MarketingStrategy
Method
Y/N
Method
Y/N
Method
Businesscards
Website
Storesignage
Televisionads
Salespeople
Brochures
Directmailletters
Facebook
Instoreflyers
Stationery
Billboards
Receptionist
Seminars
Videos
Newspaperads
VoiceMail
Postcards
Coupons
Radioads
SMS/Whatsap
Linkedin
Referrals
Yellowpagesads
Instagram
Tradeshows
Telemarketing
emails
Blogs
Banners
Google+
Knock&Drop
Clothing
Slideshare
Nametags
Twitter
Pinterest
Charity work
Networking
Etc.
Y/N
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BUILDINGYOURPROSPECTLIST
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ListBuildingMethods
TradeandIndustrymembershiplists
ChamberofCommercemembershiplists
ProfessionalBodiesmembershiplists
LinkedIn
Twitter
Facebook
Etc.
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EXCHANGEOFVALUEPRINCIPLE
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ExchangeofValuePrinciple
Ateveryengagementwithaprospecttheremustbe
anexchangeofvalue.
SomethingofValue
SomethingofValue
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SellthisBoxtoMe
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OPENINGDOOR#7. MAKINGINITIAL
CONTACT
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WhatistheGoaloftheInitial
Contact?
Youareonlyseekingtosellonething
thevalueofthetimethattheyinvestfor
yourfirstmeetingi.e.openthisdoorin
ordertomovetothenextdoor
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EffectivenessofMethodstoGain
aMeetingwithSeniorExecutives
Always Usually Occasionally Never
Arecommendationfromsomeone
insideyourcompany
16%
68%
16%
0%
Areferralfromoutsidethe
company
8%
36%
44%
12%
Aletterfromasalesperson
followedbyadirectcall
4%
20%
40%
36%
Acontactatanoffsitemeeting
0%
44%
32%
24%
Adirecttelephonecallfroma
salesperson
0%
20%
36%
44%
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GettheMeeting
Cold
email+
cold
call
Pleasant
YES
Coffees
with
friends
WOM
Referrals
Network
ing
NO
Cold
call
Stalking
NO
Likelytowork
YES
www.tocpractice.com
ExampleColdCallingScripts
TOCEConsulting
Hello,Mr..,mynameisBarry,andIhavea
waythatIcanincreasethethroughputofyourbusiness
withoutincreasingyourcurrentresources.CouldItake15
20minutesandtellyoualittlebitmoreaboutit?
Hello,Mr..,mynameisBarry,andIrecently
workedwithXYZCo.(Awellknownbusiness)andwe
succeededtoincreasetheirthroughputby30%without
increasinganyresources.CouldItake1520minutesandtell
youalittlebitmoreaboutit?
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ExampleColdEmail
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OPENINGDOOR#8. THEFIRST
MEETING
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ExecutiveQuestions First
PersontoPersonMeeting
Doesthesalespersonunderstand
ourneeds?Havetheydonetheir
homework(i.e.onourindustry,
ourstrategies)?Dothey
understandourkeybusiness
drivers?
Havetheybeenabletoconvey
howtheirproduct/serviceapplies
tome?Whyitisbetterthantheir
competitors?
Isthisindividualanempowered
decisionmaker,orwilltheyhave
toconsulttheirmanagerbefore
makingdecisions?
www.tocpractice.com
ExecutiveQuestions First
PersontoPersonMeeting
Isthesalespersonsapproach:
professional?
confident?
sharp(thinksonfeet,doesntuse
clichsandcannedspeech)?
honest(acknowledgespotential
shortcomings)?
reflective(listensratherthan
telling)?
flexible(hasanunstructured
agendaratherthanapre
determinedone)?
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RelativeImportanceofFactors
MeetingswithSeniorExecutives
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
www.tocpractice.com
4.5
FactorsforBuildingCredibility
withSeniorExecutives
4
3.5
3
2.5
2
1.5
1
0.5
0
www.tocpractice.com
PositiontoPositionSelling
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FirstMeeting PeopleWantYou
tobeImpressive,NotSubservient
Thingsthatyousayand
docangivethe
impressionthatyouare
nottheirequal.
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Prepare.ALot!
1. Knowwhoyou'remeeting.
2. Knowhis/herlikely
challenges.
3. FocusontheirRESULTs.
4. Preparesomethingyou'll
teachhim/her.
5. Preparecompellingstories.
6. Knowyourdesiredoutcome
fromthemeeting.
www.tocpractice.com
SelfTest
1. Doyouthinkyour
communicationsare
generallygood?
2. Doyouthinkeveryone
else'saregenerallygood?
Sincemostpeopledon't
communicatewell,it's
relativelystraightforwardfor
youtostandoutfromthe
crowd.
www.tocpractice.com
FocusonOthers'Successes,
NotYourOwn
www.tocpractice.com
SelfTest:Howdoyoustackup?
DoYou:
Yes No
1Prepareslidepacksformeetings,evenifnobodyrequestedone.
2Alwaystakealeavebehinddocument,evenifnobodyrequestedone.
3Preparewhatyou'regoingtosay,notwhatyou'regoingtoask.
4Whenatnetworkingevents,travelinpackswithcolleaguessoyoudon't
havetospeaktostrangers.
5Inmeetings,domostofthetalking.
6Inconversations,thinkImustgetmy#1priorityacross',ratherthanI
mustfindhis/her#1priority.
7Whenaskedwhatdoyoudo?,provideadetailedlistofallyourproducts
andservices.
8Whenaskedtoprepareacommunication,cut/pastefromlasttime's
ratherthanaskingexactlywhatthereaderwantsyoutoinclude.
9Dotootherswhatyouhatepeopledoingtoyou usewordyslides,chair
tediousmeetings,etc.
10Onslide1,bulletpoint1,usetheimmortalphrasewewerefoundedin
1922.
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BuildIntimacyandTrust GoSolo
Youwantyourfirstmeetingtotriggerasecondone.
That'stheonlyoutputthatmatters.
www.tocpractice.com
PrePreparedSlidePacks
MakeThingsWorse
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TheGuidingPrinciplesof
IssuesBasedSelling
Delivervaluebeforeaskingforissuesandchallenges.
Gainanunderstandingofhis/herproblemsand
underlyingissues.
Sharesimilarexperiences:thissetsyouupaspeers,and
helpsbuildgenuinemutualengagementandtrust.
Understandwhatvaluehe/sheattributestosolving
his/herchallenges.
Focusonhis/herRESULTs nottheworkyou'lldo.
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PrepareSomethingThatsNewto
Him/Her
InDixon/Adamson'sexcellentbookTheChallenger
Sale,theysharetheSalesExecutiveCouncil's
researchshowingtheimportanceofchallenging
customers.
Challengingtheirthinking helpingthemsee
thingsdifferently.
Teachingthemsomething.
www.tocpractice.com
PrepareCompellingStories
FactsTell.StoriesSell.
Yourstoriesshould:
Beinteresting.
Besuccinct notmorethan
100words.
Buildcuriosity.
Directlyaddresshis/her
issues
andraisesomemore.
Berehearsed,but
spontaneous.
Containmultiplepoints.
www.tocpractice.com
ExamplesofGoodProbing
Questions
Pleasecouldyoutellmemoreaboutthat?
Whatwastheimpactofthatdecisiononyourbusiness?
Whatwastheimpactonyou?
Whathappenednext?
Howimportantisthisissuetoyou?
Wheredoesitsitonyourlistofpriorities?
Whyisthisissuesoimportanttoyou?
Whatisthedriverbehindaddressingthisissue?Cost?
Revenue?Risk?Allofthese?
www.tocpractice.com
ExamplesofGoodProbing
Questions
Whatisthebusinesscasefordoingsomethingaboutit?
Howwillyoumeasuresuccess?
Howwillyourbossmeasureit?
Whatbarriersareyoufindingtoaddressingit?
Howtimecriticalisit?Why?
What'sthecostofdelay?
Whatinitiativesareunderwaytoaddresstheissue?
Howmuchprogresshaveyoumadesofarinaddressing
it?
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ThinkOMB
Objectives whathe/shewantstoachieve.
Measures howhe/she'llknowhe/she'sachieved
them.
Benefit thevaluetohim/herinachievingthem.
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EndingtheFirstMeeting
1.
NEVERSAYTHANKYOU!
Say:Ienjoyedourmeetingandwillbeintouch
soon.
www.tocpractice.com
EndingtheFirstMeeting
2.
NEVERFINISHLATE_EVER!
Ifyoudon'tendthemeeting,he/shewill.N.B.The
personinchargedrawsthemeetingstoaclose.
Ifyouoverrun,you'reencroachingonhis/her
schedule.Thismayirritateand/orcausestressin
his/herday nottheimpressionyouwanttogive.
Youmustleavehim/herwantingmore.
www.tocpractice.com
FollowupCommunications
Sendtwoshortemails:
1. OneimmediatelyaftertheFirstMeeting.
2. OneimmediatelybeforetheSecondMeeting.
www.tocpractice.com
st
EmailImmediatelyafter1
Meeting
www.tocpractice.com
EmailBefore2nd Meeting
www.tocpractice.com
OPENINGDOOR#9. FURTHER
MEETINGS
www.tocpractice.com
Preparationfor2ndMeeting
1.
2.
3.
4.
5.
Doyourpromisedlistofactions.
Startshapingthesolutionforhim/her.
Preparenewstoriesthatsupporttheabove.
Prepareanothericebreaker.
Decidewhethertobringcolleagueswithyou.
www.tocpractice.com
OPENINGDOOR#10. THESALE
www.tocpractice.com
ClosingTheDeal
Questionstoaskbefore
closingthedeal:
1. CanIhelpthem?
2. Dotheyneedmyhelp?
3. Dotheywantmyhelp?
www.tocpractice.com
HowdoYouKnowWhenthe
ProspectisReadytoBuy?
1. Thereisaplaninplaceforimplementation.
2. Yourprospectstartssayingwhen,notif.
3. Adeadlineforamajorgoalisapproaching.(Their
goal,notyoursalestarget).
4. Youvemetallthedecisioncriteria.
5. Yourprospectstartscallingyou.
www.tocpractice.com
WhatHaveweAchieved?
LOGICAL
COMMON
SENSE
Justifiedby
TOC
EMOTIONS
www.tocpractice.com
OPENINGDOOR#11.
PRODUCT/SERVICEDELIVERY
www.tocpractice.com
DeliveryisPartofMarketing&
SalestoBuildTrust
www.tocpractice.com
OPENINGDOOR#12. AFTERSALES
www.tocpractice.com
www.tocpractice.com
www.tocpractice.com
OPENINGDOOR#13. LOYALTY&
REFERRALS
www.tocpractice.com
Thereisabigdifferencebetweenrepeatbusinessand
loyalty.Repeatbusinessiswhenpeopledobusinesswith
youmultipletimes.Loyaltyiswhenpeoplearewillingto
turndownabetterproductorabetterpricetocontinue
doingbusinesswithyou.Loyalcustomersoftendonteven
bothertoresearchthecompetitionorentertainother
options.Loyaltyisnoteasilywon.
Repeatbusiness,however,is.Allittakesismore
manipulations.
ManipulationsLeadtoTransactions,NotLoyalty
www.tocpractice.com
WOM Referrals
Referralsarepleasantbecauseeveryonebenefits:
Yougetawarmintroductiontoacomplete
strangerquickly,cheaplyandpainlessly.
Yourreferrerfriendbenefitsbecausehehelped
twoofhisfriends youandyourtarget.
Hisfriend(yourtarget)benefits,becauseshegets
tomeetyou,shareexperiencesandlearnfrom
you.
www.tocpractice.com
WhatYourReferrerNeeds
1. Whoyouwanttospeakto.
2. Whyit'sinherinteresttospeakwithyou(in
otherwords,examplesofresultsshe'llgetfrom
meetingyou).
www.tocpractice.com
RequestingaReferral
Pleasecouldyoudomeafavour?IsawonLinkedIn
thatyouknowMrsX.I'dlovetospeaktoher,to
shareexperiencesabout(topic).Couldyou
introduceusplease?'
Or
I'mdelightedthatyou'resopleasedwiththeimpact
we'vehadinyourdivision.I'dlovetosimilarlyhelp
MrsXinDivisionX.Wouldyoumindintroducingus
please?'
www.tocpractice.com
RequestingaReferral
PleasecanIaskyouradvice?Youworkwithlotsof
corporatelawyers.AndI'mkeentogettoknow
moreofthem,becauseIcanhelpthemwithX.How
wouldyouadviseIgoaboutmeetingthem?(Ifyour
contactsaidhe'llintroduceyou,great.Ifhesuggests
somethingelse,listentohisadvice,andthensay)
Thankyou I'lldothat.Oneotheridea:whichof
yourlawyercontactswouldyoufeelmost
comfortableintroducingmeto?'
www.tocpractice.com
Bibliography
Hausel,HansGeorgAuflage ThinkLimbic 2014HaufeLexware
GmbH&Co.KG,Freiburg
SimonSinek StartwithWhy 2011PortfolioPenguin
PeterO'Donoghue TheProspectingSystem
www.theprospectingsystem.com
AlstonGardner,StephenJ.Bistritz,JayE.Klompmaker Sellingto
SeniorExecutives TargetMarketingSystems,Inc.
AndyBounds&RichardRuttle TopDog Impressandinfluence
everyoneyoumeet.JohnWileyandSonsLtd.
PaulMascetta ObjectionKillers InuenceMasteryInc.

04-Barry Urban - 27 TOCPA - August 2016 - South Africa

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04-Barry Urban - 27 TOCPA - August 2016 - South Africa

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www.tocpractice.

B2B Marketing and Sales using

Barry Urban, TOCE Consulting, South Africa

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

Urban used to be a Chartered Accountant until he was

27th InternationalConferenceoftheTOCPractitionersAlliance TOCPA

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