Defining your Ideal Prospect & Prospect Persona
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Do you really know who your ideal prospects are? Can you tell the story how they celebrate success and which challenges they wrestle with in the life/business? When you can not answer yes to these questions that's when you need to have a quick look at this slide deck. Let's get started.
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Defining your Ideal Prospect & Prospect Persona
- 1. IDEAL PROSPECT Who are they and why are they important?
- 4. Foundation
- 9. Work with people that believe what you believe!
- 10. Book Yourself Solid Michael Port Chapter 6 The Book Yourself Solid Sales Cycle Process Key #1 Who is Your Target Client or Customer? “If your not super clear on whom specifically your targeting, whom you want to reach out to and attract, it’s going to be hard to develop a sales cycle that works because you’ll be chasing after every potential opportuninty and you won’t be making strong connection with anyone.”
- 11. Building Your Marketing Workbook Characteristic Company #1 Company #2 Company #3 Company #4 Revenues # Employees Region Job Title Ideal Prospect
- 12. Characteristic Company #1 Company #2 Company #3 Company #4 Man / Woman Age Likes Dislikes Prospect Persona Building Your Marketing Workbook
- 14. Miller Heiman & Strategic Selling BLUE SHEET: IDEAL CUSTOMER PROFILE Ideal Customer Profile is a predictive device to help you determine which prospects will be your best customers and to distinguish them from the ones who will prove to be liabilities. This profile can also be used to gauge the probability of success for Single Sales Objectives within an individual prospect. Checkpoints: The criteria established by an entity (seller) to rank the possibility of establishing a successful long term relationship with a prospective prospect. http://help.saleswebserver.net/MillerHeiman/MHgold/Single_Sales_Objectives.htm
- 15. Building Your Marketing Workbook Long Tail Company #1 Company #2 Company #3 Company #4 Keywords
Editor's Notes
- This presentation is for businesses and business professionals. For executives, sales people and job seekers. This presentation goal is to make you keenly aware of the benefits of defining your ideal prospect for both your on & offline sales/marketing & PR endeavors However this presentation should not be thought of an end in itself, I mean the notion of IDEAL PROSPECT is but one piece of a much larger ecosystem of sales/marketing & PR things to and do
- Malcolm Gladwell referenced 10,000 hours in Outliers 30+ yrs - Solution Sales 25+ yrs - Management Consulting 25+ yrs - Project & Program Management 25+ yrs - Business Analyst 20+ yrs - Technology Solution Architect 06 yrs - Strategic Advisor, Brand Strategist I prefer to keep it simple and think of myself as someone that knows two things very well: How to Listen When to ask thoughtful & insightful questions, thyen listen some more Those two skills make me a pretty good business problem solver.
- Prospecting for new business is by far one of the hardest parts of growing a business. Our short workshop goal is to help you define your ideal prospect, align your marketing and sales efforts around those prospects and to begin to work exclusively with that community and watch your prospecting efficiency rise and your business grow.
- Defning your Ideal Prospect is FOUNDATIONAL to building an effective and efficient Marketing PR & Sales machine.
- But it’s less about the technology and the machine and much more about biology, sociology, physcology and anthropology. The next few sides will show you what I mean, with the help of a few thought leaders - that think the way I do. I follow these two gents and many more men and women thought leaders like them, because they believe what I believe. You’ll hear that same sentiment said many different ways Because they believe what I believe So lets have a listen:
- Begin at 3:20 On TRIBES Leadership Storytelling isnt part of this presentation but is integral to leading your tribe
- Each of us belongs to a tribe, some of us accept the responsibility to lead. Our opportunity is to lead that tribe of people that believe what we believe.
- Sell to people that believe what I believe Why waste time tryng to convert someone to your way of thinking> There are already many people ideally suited to embrace your way of thinking, because they already believe what you believe. The hero’s Journey = another important concept that is another presentation In a broken world You have the elixir, the silver bullet to fix their world. Your marketplace sees the world the way you do thus ...
- Work with people that believe what you believe
- The fastest easiest and most reliable system for getting more clients CORE to his model is the notion that in order to move fast dont waste time with people that do not fit your ideal prospect model. Exercise 365 days in the year How many selling days Think about it DO you have your number OK hold that thought. take out all the weekends Holidays Your vacation (you do take one dont you) sick days in office meeting, work, paper work, etc Best case we are down to 100 actual days optimal for selling face2face (or virtual) with a client Now think again about who you want to approach...the prospect already ideally suited to be your cusomer or ?
- Structural Factors: How are your ideal prospects organised? Do you tend to do better in, for example, centralised or decentralised organisations? Are your best prospects growing, stable, or shrinking? Are they growing organically or by acquisition? Are they local, multinational or global? What sort of existing systems might they have in place? What sort of systems could give you problems? You get the picture. Behavioural Factors: How do your ideal prospects tend to make decisions? Do you tend to do better when operational managers are in control, or when IT has the power? Do your best prospects tend to be early adopters, or conservative buyers? Are they consensus-driven, or command-and-control? Do they insist on formal tenders, or do they have a more flexible buying style? What’s their approval process? Environmental Factors: What is their relationship to others in their industry? Do your best prospects set trends in their industry, or follow them? Are they typically leaders, niche players or specialists? Are their market shares growing, stable or shrinking? How does their position within their industry dictate their behaviour? Are they affected by changes in legislation, or in the competitive environment? Situational Factors: These are often the most important when it comes to timing. Do common changes tend to trigger the search for solutions? For example, are changes in management, in growth rate, in profitability, or in strategy important indicators? Do acquisitions offer opportunity? What else might be going on that could affect their buying behaviour, or their willingness to listen to new ideas? Pay close attention to the factors that make an organisation a particularly good or bad fit. Think carefully about how you can target these characteristics in your marketing campaigns and identify them in the early stages of a sales conversation. What sort of direct or indirect evidence should you be looking for? We strongly suggest that you involve your top sales performers. They often qualify instinctively - but extracting and sharing their unconscious wisdom with the rest of the organisation can bring Company Characteristics — company size (employees and revenue), industry, location, growth rate, age/maturity Buyer Characteristics — job title, level, tenure, attitude, ownership (or lack of) of the problem, scope of responsibility (buying on behalf of department, function, or company) Situational Characteristics — initiatives, triggers, opportunities, threats, regulations, internal change Suggested similar connections: LinkedIn is also a great resource to help you find people similar to your buyers. In fact, they make it simple by including a feature on every profile page that identifies people with profiles “Similar To” the profile that you’re viewing.
- Structural Factors: How are your ideal prospects organised? Do you tend to do better in, for example, centralised or decentralised organisations? Are your best prospects growing, stable, or shrinking? Are they growing organically or by acquisition? Are they local, multinational or global? What sort of existing systems might they have in place? What sort of systems could give you problems? You get the picture. Behavioural Factors: How do your ideal prospects tend to make decisions? Do you tend to do better when operational managers are in control, or when IT has the power? Do your best prospects tend to be early adopters, or conservative buyers? Are they consensus-driven, or command-and-control? Do they insist on formal tenders, or do they have a more flexible buying style? What’s their approval process? Environmental Factors: What is their relationship to others in their industry? Do your best prospects set trends in their industry, or follow them? Are they typically leaders, niche players or specialists? Are their market shares growing, stable or shrinking? How does their position within their industry dictate their behaviour? Are they affected by changes in legislation, or in the competitive environment? Situational Factors: These are often the most important when it comes to timing. Do common changes tend to trigger the search for solutions? For example, are changes in management, in growth rate, in profitability, or in strategy important indicators? Do acquisitions offer opportunity? What else might be going on that could affect their buying behaviour, or their willingness to listen to new ideas? Pay close attention to the factors that make an organisation a particularly good or bad fit. Think carefully about how you can target these characteristics in your marketing campaigns and identify them in the early stages of a sales conversation. What sort of direct or indirect evidence should you be looking for? We strongly suggest that you involve your top sales performers. They often qualify instinctively - but extracting and sharing their unconscious wisdom with the rest of the organisation can bring Company Characteristics — company size (employees and revenue), industry, location, growth rate, age/maturity Buyer Characteristics — job title, level, tenure, attitude, ownership (or lack of) of the problem, scope of responsibility (buying on behalf of department, function, or company) Situational Characteristics — initiatives, triggers, opportunities, threats, regulations, internal change Suggested similar connections: LinkedIn is also a great resource to help you find people similar to your buyers. In fact, they make it simple by including a feature on every profile page that identifies people with profiles “Similar To” the profile that you’re viewing.
- Enterprise Class Solutions Sales Process Principals apply to every sale Very granular profiles built for each person on the economic buyer, influencer and detractor tree. A very solid process
- The Ideal Prospect is a small part of a larger sales/marketing eco system It’s a great place to begin However it’s a process that is dymanic and requires you to nurture it. As your business changes, or the marketplace changes (guaranteed) your ideal prospect profiles will change too.
- Connect with me, stay tuned for more presentation coming soon