- Teaches service providers how to win in competition and retain and expand committed client relationships using the Third Level Selling and Services principles.
- Clients by sector: real estate - Eastdil, JLL, Colliers, CBRE, Avison Young; financial services - Morgan Stanley, GE Capital, Wells Fargo; professional services firms - Baker Tilly, Slalom Consulting, ROI Communications.
- All 7 Best Practices
- Pre-Call Discovery Process
- One-on-One Call with Expert
- Session Summary Report
- Post-Session Engagement
Clients tend to divide vendors into three categories: the capable, the preferred providers and strategic partners. Capable vendors have the basic skills and capacities to meet the client's need. Preferred vendors are better at communicating how they are better than competitors.
Most service providers like to think of themselves as trusted advisors/strategic partners. However, only percent actually achieve that status in the eyes of their clients. Strategic partners are those few providers for whom a client holds the following opinions and feelings:
- They are technically sound and very good at what they do. You don’t have to be the very best, but the client at a minimum must believe that you can help them achieve their desired business outcome.
- I know, like and trust them. A client may engage a market leading expert, but unless there is trust, that expert will not be considered a strategic partner.
- I believe they have a deep understanding of my business situation, challenges and objectives. The more the client feels that you understand and care, the more confidence that have that they can turn the keys of their career over to you and you will achieve and even better outcome than they envisioned.
- I believe they are highly motivated to help me win. The client must believe that your objective is to help the client win. Elite providers create a vivid, palpable sense that he or she is out to help the client win.