All posts by Sean McPheat

Hi! I'm the founder and Managing Director of MTD Sales Training - we offer sales training solutions for companies both large and small. I'm blessed to work with 25 of the most talented trainers in the UK....well, I did recruit them! ;-) Today, we've delivered training in over 23 countries to over 3,500 different organisations and 100,000 staff. Our clients include Xerox, Friends Provident, Starbucks, Taylor Wimpey, CISCO, Allianz and Lloyds TSB to name but a few.

Should You Appeal To The Prospect’s Pleasure Or Pain?

Very often, we ask companies to give us their marketing stance on their products and services and wait to see if they are appealing to us on a rational or emotional basis.

By that, I mean do they highlight the reasons we should buy in a logical sense (our cars deliver 20% more fuel economy than competitors), or an emotional sense (our home security systems offer you more peace of mind when you are out at work).

Mostly, the marketing will focus on the product (we sell the best products, so come and buy them now) and hence is inwardly-focused.

This is known as tactical marketing because the tactics are to increase awareness of the product and more often than not requires a transactional sale.

It works up to a point, because many of us are driven by the law of scarcity, which drives us to make a decision based on the thought that if we don’t get it, we will miss out and lose something as a result.

But it’s not as effective as making an offer that gets you in front of the prospect in some way that serves their interests first, not yours.

Buyers know when they are being manipulated and it’s a fine line between persuading someone you’re the best provider and pushing them to make a decision that simply gets you a sale. 

It may be you are selling to businesses and the ultimate goal with your marketing is to get the customer to see you; in other words, you’re selling the appointment not your product.

Saying simply ‘I have a great product, you’ve got to see it, when can I show it to you?’ might work on some occasions, but there must be a better way, surely?

Well, yes there is, and it turns your marketing or appointment-making process into responsive rather than tactical.

Let me give you an example.

A few weeks ago we had the following letter hit my inbox. I’ve changed the product details, but the gist is all there:

“Dear Mr McPheat

Every minute that goes by where you don’t download our free newsletter on ‘The seven biggest threats to the training industry today’, you are losing money and opportunities. 

The newsletter contains over £1 million worth of time and money saving research that will make your business either fail in the coming years or thrive immediately. 

Why are we giving this away rather than sell it? Because we believe that a strong training industry will provide businesses with the skills and talents they need to make British industry the most envied in the world. 

We want your company to be part of that strategy, so click on the link below to download your free report and see how you can increase your training effectiveness in the short and long-term. 

Do it now. Every minute you delay means your competitors are stealing a march on you. 


It was a short, punchy, personalised email that will get read very quickly. Guess what I did? Yes, I clicked on the link because it was free and offered value. It’s called long-range bombing in marketing circles, and went to probably every training and development company in the country.

Was the newsletter valuable?

Actually, yes it was, and the company who did the research now has my email address, my company details, and knows more about my business than many other companies trying to sell me their stuff. 

You’ll notice that they gave something away in return for my details.

That means they can pinpoint their responsive marketing to me in areas that will grab my attention.

I liken this to laser-beam marketing rather than blunderbuss marketing; the first pinpoints information specifically to me and my business, the second tries to throw products out there and hope it might hit one in a hundred.

So remember; if you are aiming to get an appointment with a prospect, make your connection in a way that pinpoints the very challenges their businesses will be facing now and in the near future.

Making it responsive rather than tactical may help you gain more appointments and hence raise your opportunities to provide services that will fit the bill.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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6 Quick Tips On Staying Motivated During Your Job Search

No matter how good you are at your sales job, there are situations that we have no control over, and that includes the job market.

If you’re in the unhappy position of looking for work, here are some ways that we recommend in order to keep yourself motivated

Make sure you start every day effectively 

Think about the actions you can take in the first minutes of the day, as this time can have a big effect on the rest of the day.

Get up a little earlier than you would normally do and get your mood right by taking a quick walk or listening to inspirational music.

This will set the tone for the day and get you in the mood for what you want to do later on.

Get your goals focused and upbeat 

Your job search will seem much easier if your goals are focussed and you have the confidence to attack the search effectively.

You will be motivated in the journey.

Your goals should be written down and kept positive.

Examples would be the number of websites you will visit, the number of people you will contact with your CV and the type of work you would be willing to consider.

Allow yourself to be motivated all through the day 

Place motivational quotes around the house where you will see them.

On your bathroom cabinet, on top of your computer screen, on your car dashboard, in fact anywhere where a quick read would be upbuilding.

Your positive mindset will be assisted by fresh ideas and inputs.

It’s at this time that you need help and assistance in keeping the mindset going forward.

Watch and listen to key influencers 

You want to keep up to speed with what’s happening in your industry.

With changes happening so fast these days, you have to keep ahead of the game so that when you do get back into employment, you can hit the ground running and support your new company faster.

Also, it’s good for an interviewer to hear that you are keeping up to date and wanting to improve yourself.

Watch you-tube videos of people who know about your industry; download TED talks that will be inspirational; read what key influencers on LinkedIn are saying and keep contact with them.

All this will motivate you and build your confidence.

Make your personal development a prime issue for you 

Following on from the previous point, it is easy to neglect your own development as most of your time is spent outwardly focussed. Instead, remember to keep advancing your own skills.

Keep learning about your industry advancements. Identify the skills you need to progress in sales.

Check sites that help you to answer typical interview questions.

Doing this will keep you motivated and progressing efficiently.

Make sure you enjoy the whole process 

It’s easy for me to say, but don’t get too stressed.

If you allow yourself to be polished and professional, even in this situation, you create and attract circumstances that will take you forward.

There may be instances when you feel frustrated and downhearted. Negative responses may make you feel it’s a pointless exercise.

If you keep looking forward and actually learn from the experiences, you will see opportunities where they may not have been so clear before.

If you are in the position of seeking further employment, we wish you every success in driving your career forward with these ideas.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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Follow These 4 Steps To Become A Thought Leader

I had an interesting meeting a week back with a prospect I had never heard of.

Here’s what happened: my team fielded a call from someone who was adamant they needed to speak to me, and me only.

He was the Marketing Director of a large company here in the Midlands and he wasn’t going to put the phone down until he spoke to me.

He said to me “Sean, I want you to help us with our marketing. We want to take you to lunch and tap your brains. You free any day this week?”

I replied that I have a marketing team who can help him and that we could arrange for one of them to discuss their needs.

They were insistent it had to be me, just me.

They arranged to pick me up and we went to lunch nearby.

They had framed their problems perfectly. They knew their marketing problems, their poor website traffic growth, their low rankings on the search engines  and their poor conversion rates from their leads.

They knew they were poor performers in their industry and they needed me to tell them where they were going wrong

I shared information about strategies that would work for them and discussed where they should focus on improvements. I talked about clients who had had similar issues and had improved operations.

By the end of lunch, we had agreed a strategy for achieving their short and medium-term goals.

They were most appreciative for my help, they paid for lunch and we were on our way.

This morning we had a signed agreement for a six-month programme with them.

Why did this work so well?

Well, the Director viewed me as a sort of doctor who knew how to diagnose his problems.

When you go to the doc and describe your symptoms, he or she listens and then prescribes a solution for you.

The relationship is based on trust because you see their medical certificates on the wall.

When they prescribe drugs for your condition, you don’t say ‘actually, doc, I’ll think about it’.

No, you take their advice and take the pills.

This prospect trusted me too. He trusted my diagnosis and my recommended solution.


We’d never met before. I’d never even heard of him. How did I earn this trust with this prospect?

Simply put, I have used social media over the years to build a reputation and achieved trusted-advisor status.

This prospect had read my Twitter shares. He had seen my LinkedIn articles. He’d received my sales and management newsletters. He had read my blog. He joined in on my discussions and articles. He’s read my book on ‘E-Selling’. He’d seen me as a thought leader on topics that he was interested in and needed information about.

In short, he built up trust in me because of the information I had put out there on social media.

How can you do this too? Here are some easy ways to start to build trust:

Follow the people on Twitter that offer genuine thought-leadership in your industry.

Retweet their posts. Build a following that creates an interest in you. Contact the people who follow you. Offer to help them. When you write an article, ask your followers to retweet it for you. Write articles that are interesting to your network.

Seek out those groups on LinkedIn where your prospects are looking.

Answer questions that people are asking in those groups. Become known as a contributor to discussions. Ask questions yourself and respond to those who answer them.

Seek out and read blogs that your industry produces.

Comment on them. Retweet them on your own Linkedin account. When you comment on blogs, link back to your LinkedIn page so people can find you. Build a relationship with article writers and bloggers. Write a guest blog for someone and get them to link it back to your company and LinkedIn page.

Link your company’s blog to your LinkedIn page.

Find pain-points for your industry and write about them. Write articles for your own company’s blog.

Does this take time? Yes, of course it does.

But I learned long ago to work smarter, not harder. I dropped those tactics that weren’t very effective and learned to spend time on things that worked well.

I have built up trust by helping people see how they can use their time and efforts more wisely.

People now see me as a doctor who can diagnose situations and quickly recommend the remedy.

So, think of yourself as a doctor working with a patient rather than a service provider dealing with a customer.

That way, you will build up more trust and create real reasons for people to contact you rather than busting a gut trying to get prospects to pick up the phone to you.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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6 Phrases You Must Avoid When Speaking With The Decision Maker

So, your company has spend gigillions of pounds or dollars on leads and passed them onto you.

Your job is to seek out the decision-maker and make them say ‘yes’ to an appointment and ultimately sign up to buying your products and services.

You pick up the phone and, when connected to the decision-maker, start giving them reasons why they should drop everything they were doing and have a good conversation with you instead.

How do you gain their attention?

What should you say in the first few seconds?

Well, here are some examples of what NOT to say!

Why should you avoid these in your opening statements? Because they are naff, and everyone knows they are. Try some of these for starters:

“I just wanted to introduce myself and my company”

Firstly, the word ‘just’ sounds weak. Drop it. Secondly, you’re not inviting them to a party, and they’re not interested in YOU. They are interested in themselves and their company.

“Hello, I’m with TopTravel Services and we have some great offers on our transport services at the moment”

Their initial reaction is probably ‘We don’t need that’ or ‘We’re happy with our current transport provider, thanks’. Products and services actually promote resistance, because it’s difficult for a person to connect what you do with the results they may obtain. Not good.

“You’re probably aware that we are industry leaders in….top providers of….Number one supplier of….”

As soon as I hear a brag or promotion of a company, it creates resistance because not many people are attracted to others who extol their own virtues.

“I’m sure you would agree…”

This is a request, a sort of embedded command that tries to get some form of concurrence. Unfortunately, it often has the opposite effect.

“Are you the person responsible for…?”

You should have found this out before. Asking this is annoying as it proves you’re trying to sell something.

“If I could show you a way to…”

Here you are asking the decision-maker to make a commitment without hearing any details of what they are committing to. These type of questions build resistance immediately.

Remember these facts about sales:

People are reluctant to talk to salespeople they don’t know.

They feel they may be under pressure to agree to something they may regret later. People don’t want to be sold to. It creates a defensive mindset.

Most people make up their minds about how they will react to a sales call in a few seconds.

Most will think ‘how do I get rid of this salesperson?’. You need to get the decision-maker into a positive frame on mind.

You should know exactly who the decision-maker is and what their challenges are before you pick up the phone or meet them. 

These seem pretty obvious statements, but they often need repeating as they are very commonly displayed.

Think seriously about your opening statements and avoid these obvious no-no’s when you make contact with the decision-maker.

Struggle with asking questions during the sales process? Download your free copy of ‘450 Sales Questions – What To Ask In Any Situation’ here

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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3 Quick Tips On Making Notes During Your Sales Call

One of my sales trainers had an interesting discussion with a sales team recently, where the team were seeking advice on how they could make their sales records less over-whelming.

No-one had ever given them recommendations on how to make notes.

The question has rarely come up, but it’s worth asking.

Should you make notes on everything that has been covered in the meeting?

If not, what should you cover and what should you do with your notes?

It’s pretty obvious that you should be choosy in what you make notes on.

What, though, should definitely be in your notes?

  • Facts that help you remember the main points of the meeting
  • Actions that will take place with dates
  • Challenges or changes that have to happen to meet the requirements of the actions

The facts from the meeting should be those things that are important to remember.

The side discussions or items that won’t be important don’t need to be noted.

Action points should consist of those items that will happen to achieve the goals of the meeting and what will happen next.

Dates of completion should be noted and areas of responsibility given.

Challenges that will have to be overcome should also be mentioned in the notes.

If you or a team member need to take further action to deal with these challenges, it would be good to note them here.

Essentially, you should be able to read the notes back, understand the current position, identify the actions that should be taken, observe the challenges that would be need to be overcome and create plans for future work.

These notes should be of the quality that allows you to recall everything you need to progress the sale, without being tied down to over-detail and overwhelming minutia.

My sales trainer discussed these points with that sales team and they agreed to review their previous notes and compare them with these new ideas.

Most agreed that the new way would give them better opportunities to work effectively with their clients in the future.

Try these ideas and see if they work for you.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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3 Useful Hints For Leaving Your Prospect A Voicemail

Do you get tired of phoning clients and, instead of getting through, get their voicemail?

Yes, it can be frustrating, can’t it?

And when you have dozens of them in your weekly call cycle, it can be demoralising and make you wonder if it’s all worth it.

So what should you do when you get through to voicemail?

To leave a message or not; that is the question.

Opinions differ as to whether you should leave a message when you get the responder’s voicemail.

There isn’t a hard and fast answer as it depends a lot on the type of message you are leaving and also what the receiver’s voicemail has said.

But here are a few guidelines to help you decide:

1 – If you get through to a number of voicemails, try calling before 9am and after 5pm.

This will ensure you get hold of those decision-makers before they start their day’s work or after they have finished them.

The decision-maker may be dealing with their emails at those times, so they may be at their desks.

2 – Listen to the type of voicemail they have left.

Does it sound like a permanent message, that is, does it sound generic with no times or dates mentioned? Or has it been recently recorded saying, for example, that they are out of the office on Friday and will be back on Monday? If the message has been recently left, it’s possible that they will re-record it again soon, and also will be listening to all messages that come through. If it’s a generic message, it’s possible that they won’t be listening to their messages every day.

3 – Leave a powerful and compelling message.

Remember that the prospect is time-poor, so a sales message has to recognise that fact. As soon as they get bored, they will delete. There are specific questions the prospect will be subliminally asking themselves:

Who are you and from where? Why are you calling me? What benefit is there in me listening to you?

They don’t want to know about your product or service. They want to know why they should listen to you and have another discussion with you.

So, the big question is, should you leave a message or not?

The best answer is, if you can ensure the receiver will have a reason for calling you and your message is compelling enough, then, yes, a message can be left.

If all you’re going to do is leave a name, number and product pitch, I would suggest you try another way of getting through to the decision-maker.

If you are getting poor results from your messages left for voicemails, think of how you can make them more compelling.

Identify what the biggest problems your chosen target market are experiencing and say in your message that you have been helping clients who have these specific challenges.

Quickly get to the point that you would like to share ideas with the decision-maker.

Leave your contact details and also mention you’ll try to contact them again soon.

Remember the decision-maker will be busy and there is no guarantee that they will return your call.

If you make your message important to them without detailing what your products are, you will pique their interest and increase the chances of having your calls returned.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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4 Ways To Prevent Post Sales Training Stagnation

Most good sales managers recognise the need to develop their sales teams and these managers often see the rewards that come from training their staff to build skills and attitudes.

Oftentimes, though, the changes and improvements are short-lived and the return to the ambient levels of performance shows that the investment hasn’t been as worthwhile as originally thought.

How can managers ensure that the investment pays for itself many times over and the individual who has been trained continues to consistently perform at their highest potential?

Many managers assume that just because team members have been on training courses, they now know what is needed and will be enthusiastically putting into practice what they have learned.

This might work with some, but everyone needs some form of continual motivation to keep the progress moving forward.

We suggest that you set up a fail-safe way of ensuring successful implementation of the new ideas learned.

Arrange a meeting with the individual or team when they return.

Too often we hear that people return to work after a course and management aren’t really interested in what they learned; they just want their people to pick up on the deals that have gone quiet while they’ve been away!

Instead, arrange to meet with the salesperson as soon as possible after their return to discuss their action plans and application of the new ideas they have picked up.

Arrange for coaching and mentoring sessions.

This shows you are truly interested in the salesperson’s development and means they take their own progress seriously too.

Coaching and mentoring involves ongoing, two-way, interactive learning sessions with practice, discussions and role-play to assist sustained productivity increases through repetition and rehearsal.

It also means that the salesperson realises the manager is really interested in them.

Plan specific times you will work with the individual and establish best-practice ideologies that allow you to share ideas and implement them with the sales person.

You don’t want to lose the momentum that the training has built up; it takes time and effort but is worthwhile as you see them progress effectively towards pre-determined goals.

Have a personalised development programme set up for each salesperson.

This means spending time with them helping them to reach out and use their own personal skill-sets to improve their performance.

By carrying out each of these stages, you show the salesperson that the training course was a real investment in their future and makes them take their career with your company seriously.

It also ensures a high return on the investment you have made in your sales team.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

3 Great Reads That Will Elevate You To Sales Excellence

I’m often asked by salespeople and sales managers about how they can develop their skills on a regular and consistent basis, and the obvious answer is to learn from experts and people who have been there and done that’.

But it’s easier said than done.

A quick search on Amazon shows over 300,000 books just on the subject of sales.

When you widen your search to include CDs, DVDs, videos and the like, the number climbs to over 1.6 million.

So, what do I do to keep myself up-to-date with the latest techniques and identify the future trends of sales?

Well, I keep listening to and reading ideas, thoughts and innovative writings of the top thinkers in the industry.

If I had to choose some of my favourites, it would be difficult, but I’d probably choose these three near the top of my list:

Never Be Closing by Tim Hurson and Tim Dunne is a comprehensive strategy that starts with well-researched processes for identifying and solving clients’ problems.

The authors say that most salespeople consistently are held at ‘stranger’ level by their clients and aren’t allowed to get that close to the business they are selling into.

Hurson and Dunne offer a simple and effective ‘productive selling’ framework that means a sales person does not need to rely on tricks and techniques to ‘close’ the sale.

They say that, if the job is done effectively all the way through the buying process, closing becomes a natural part of the sale and isn’t something that should cause any concern to the buyer or seller.

Next on my list is Buy-ology by Martin Lindstrom.

Essentially, it purports that everything we think we know about why we buy is wrong.

Covering areas like neuromarketing, mirror neurons, subliminal messaging, branding, the power of somatic markers and predicting the future of selling,

Lindstrom has written a real eye-opener that takes your sales techniques onto a much deeper level.

You’ll be surprised every page, as you’ll enter the world of American Idol, Ford Motor Company and Pepsi as examples of how buy-ology has become a pre-requisite for successful salespeople.

Another that I would recommend is Joe Vitale’s seminal book, Buying Trances.

Joe talks about marketing but from a totally different perspective.

He combines influence and persuasion skills with cutting-edge processes that allow you to enter the ‘trance’ that causes prospects to make decisions.

Joe argues that the best selling and marketing messages break into the customer’s trance and connect with them at the deepest level so that they build personal reasons why they should choose your solution.

When done ethically, these concepts are guaranteed to make you more successful, as you sell at the same wavelength that people buy.

That’s my sixpence worth to help you on your journey to successful sales. I hope they prove as useful to you as they have to me.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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3 Facts About Your Prospect That Will Change The Way You Sell

“But I sell a great product Sean, why won’t they buy?”

It’s a question I get asked a lot!

Many salespeople think that just having a great product is good enough – that it will sell itself but in these days of massive change, this will never be enough to be successful.

The changes that have driven us to where we are today will take us on a faster and faster journey in the future.

The way buyers structure their decision-making processes today are so different that it can leave many salespeople just scratching their heads, wondering what to to do next.

The facts are unless we change the way we blend with the decision-makers’ different way of assimilating success for their businesses, we will be left behind.

Here are three facts that will make you stop and think about the way you sell.

When buyers say they have no budget, they really mean they haven’t seen the value of your solution in measurable financial results.

Norbert Kriebel of Forrester Research found that “regardless of role, altitude level or geography, executive buyers select sellers who engage at the ‘what to do’ stage 74% of the time and the ‘who to choose’ stage only 26% of the time”.

This means that the majority of salespeople are often too late to approach a decision-maker. When the budget has been set, the decision has often already been made.

The fact is that budgets are set after the buying vision has been identified. Think about it…do businesses pick a figure and then see what they can spend their budget on, or do they see a need or opportunity and then decide how much they want to spend on it?

In by far the majority of times it’s the latter. So what you need to ensure is that you are in the running with the buying vision before the prospect has set the budgets.

Buyers don’t want your products and services. They want the future results that dealing with your company will produce.

Think about what’s uppermost in your prospect’s mind when you meet with them. They’re not interested in the latest whizz-bang feature that you’ve been spending eons developing…they only want to know how their business will fare in the future if they buy it.

Forrester Research again…”88% of buyers indicate the salespeople they see are knowledgable about their products and services…but only 24% are knowledgable about the prospect’s business”

This fact ensures only one thing; the client has to do all the hard work to determine how the product will benefit them in the future.

What you need to do is prepare your presentation around the changes this will incorporate in the buyer’s business. Gone are the days when you could just wing it and hope thew price would be the deciding factor. You need to be on the wavelength of the prospect from the first to the last minute.

Buyers don’t want you to sell, and they don’t want to buy, either. They want to co-create solutions that will change their performance

Michael Norton, writing in the Harvard Business Review, found that recommending an approach by saying ‘Here’s why this will work and this is what it will cost’ actually pushes the buyer away from the solution. Norton states that the buyer’s scepticism increases as they see and feel themselves being persuaded and influenced towards a certain outcome.

What his research showed was that when buyers are actively involved in the decision-making themselves, they value them more. The more time and effort invested by the buyer in the stages of the purchase, the greater the chances of them ‘buying into’ the benefits they will achieve.

What this means is that you should get your buyers involved early on in determining the success factors for them and their businesses, and develop your conversational skills that will enable them to choose the benefits for themselves and hence increase their value.

I’m not saying these ideas will create consistent results for you, but these factors may help you determine the best way to engage and interact with your buyers so they see the benefits of your products and services without you having to push them in any direction.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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The 3 Main Components That Drive Customer Loyalty

Most companies agree that loyal customers are the lifeblood of their business.

Clients who return continuously to restock or re-purchase make it easy for companies to provide service and back-up because the effort needed to ensure satisfaction is minimal.

But how do we ensure this loyalty isn’t just short-lived?

What attitude do you as a salesperson and as a business need to exhibit to ensure that a loyal customer doesn’t become just a satisfied one and eventually an ex-customer?

There are essentially three components that make up a business operation that causes someone to be loyal, and the best companies ensure they go through these components to encourage more loyalty.

First, there’s Customer Service.

This is the operations part, doing the task well, achieving basically what the customer wanted.

It’s the minimal requirement to make sure the customer is satisfied and, essentially, it’s the lowest level the customer would expect.

They expect you to stock what they want and deliver it perfectly and on time.

That’s basic. If anything goes wrong, they expect redress quickly and efficiently.

In other words, it’s the base level of expectation a customer has and it only results in satisfaction.

Secondly, there’s Customer Relations.

This is the human part, the one-on-one actions, the things you or your company do to make things personal.

For some, this is an essential part of the interaction because they like to feel they are welcomed by the company they are buying from and that they mean more than just a number to them.

Relationships deepen the trust that companies and individuals experience, so it’s the second component that works towards loyalty.

There’s a third component that creates advocates of your business and encourages people to put the emphasis on returns rather than price, benefits rather than costs.

It’s Customer Development, and this is the sales and retention part that brings true satisfaction to every relationship.

What it entails is the improvement of the customer’s business through working with you. It means there are elements of the customer’s business that would fail if it wasn’t for you.

They get more profit, better productivity, greater peace of mind, or whatever the tangible and intangible benefits might be, simply by being your customer, your client.

These three components work synergistically together, harmonising the essence of what makes a great company attractive to its clients.

It’s only by creating the culture that provides these components on a consistent basis that you will see the returns in terms of loyalty, dependability and reliability.

Put the emphasis in your business on developing the relationship and the development of the customer’s business and you will quickly reap the rewards.

Happy Selling!

Sean McPheat

Managing Director
MTD Sales Training

(Image courtesy of dollarphotoclub)

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