1. Identifying
the Targets
1. 2. 3. 4. 5. 7. 8. 9. 10. 11. 12. 13. 14. 15.6.
1.
2.
3.
Activities to Identify:
Marketing Sales
New Business Development Model ©
Sales/Operations Operations/Sales Sales/Marketing
Crafting
the
Message
Packaging
the Offer
Conditioning/
Communicating
to the
Suspects
Qualifying
the
Opportunity
Developing
the
Proposal
Leveraging
the
Compelling
Event
Closing
the Deal
Planning the
Implementation
Executing the
Implementation
Plan
Measuring
Customer
Satisfaction
Fine-tuning
for
Maximum
Delight
Replicating
within the
Account
Duplicating
Success
Documenting
Success
Who should we
target as potential
customers? (groups,
industry types,
levels of contact,
etc.)
How do we identify
these people?
(databases,
websites,
government reports,
etc.)
Who are the
potential resources
to stay in touch with
the compelling
issues?
1.
2.
3.
How should the
service be
positioned?
What should our
message be to best
connect with the
dominant needs of
the market?
What should the
message “not be” to
avoid sounding
similar to other
service offerings?
1.
2.
3.
How should we
package our
offering? (Brochure,
newsletter articles,
direct mail, etc.)
Who would be our
most credible
testimonials? How
do we find them and
gain their help?
Of the services we
render, what is their
priority of appeal?
1.
2.
3.
How often should we
stay in touch with:
A. Prospects
B. Clients
C. Other resource
for tapping this
amarket segment?
What should be the
timing and sequence of
our communication?
What events or
happenings could be
built around?
1.
2.
3.
4.
5.
6.
7.
8.
What constitutes a
good prospect?
What constitutes a
“poor” prospect?
What criteria should
we screen for?
What criteria should
we screen against?
Where are the best
opportunities right
now?
Who are our
competitors?
Who are their
typical clients? (Our
competitors clients)
Is there a
compelling event?
1.
2.
3.
4.
5.
6.
What are the
prospect’s primary
interest?
How do we position
our benefits related
to these interests?
How do we
summarize our
offering for
executive level
contacts?
How do we handle
detail for more front
line contacts?
What is our
proposed rollout
plan?
What is our
proposed timeline?
1.
2.
3.
4.
5.
What events occur in
an organization that
require an emphasis
on our services?
How do we know
when these events
have occurred?
How do we know
when they’re about
to occur?
How do we capitalize
on these events?
How do we keep our
service “connected”
to this compelling
event?
1.
2.
3.
4.
5.
6.
7.
What sort of
agreement should
we have with our
clients?
How long should
each agreement
last? Why?
What should we
commit to?
What should we ask
them to commit to?
How long should it
take to close a deal
from the date of
proposal?
Should a signature
be required?
What level of
signature will be
required?
1.
2.
3.
4.
5.
6.
7.
8.
What model should
we build our
implementation plan
around?
Who should
develop the
implementation
plan?
What elements
should be included?
What milestones
should we
benchmark along
the way?
How do we measure
success in the
planning process?
In what format do
we review “where
we are” in the
planning process?
Who’s responsible
for each element of
the plan?
What role does the
customer play in the
planning process?
1.
3.
2.
4.
5.
6.
7.
Who takes the lead
in our execution?
How do we monitor
progress in the
execution phase?
How do we
communicate to the
various parties?
What role does the
customer play in the
execution?
How do we adjust
the plan and the
timing of the
execution?
How do we identify
and resolve
problems in the
execution of the
plan?
How do we
recognize/reward
success?
1.
3.
2.
4.
5.
6.
7.
8.
What do we
measure to monitor
satisfaction?
Who do we
measure?
Who does the
measuring?
How do we
communicate the
results?
What constitutes?
A. Excellent
B. Good
C. Fair
D. Poor
E. Horrendous
How often do we
measure?
Do we measure
different scores
more frequently
than others?
Who communicates
back to the
customer?
1.
2.
3.
4.
5.
6.
7.
How do we adjust
to customer
satisfaction
feedback?
Who takes
responsibility for
each element?
How do we measure
progress?
How do we
communicate
internally?
How do we
communicate with the
customer?
How do we
recognize success?
How do we ensure
fine-tuning
adjustments last?
1.
2.
3.
How do we identify
opportunities to build
on this customer’s
delight?
Who takes the lead?
Is it appropriate to
take this newly
discovered
opportunity and
handle it as a Step #5
opportunity?
1.
2.
3.
4.
5.
6.
7.
How do we identify
the best stories?
What angle should
we approach the
story from?
What is the best
vehicle for
capturing the story?
Who is the most
effective person
(most credible) to
document the story?
What is the best
medium to
communicate the
story?
What audiences
could best be
leveraged by the
story?
Who’s responsible
for getting the story
into their hands?
1.
2.
3.
Where can this
successful
experience be
duplicated in a new
account?
Who should lead the
duplication effort?
What part of the
plan should be
altered to assure
success?
3 weeks 3 weeks1 week 1 week 1 week 1 week 1 week2-3 weeks 6-8 weeks1 week8-10 weeks
For additional information please contact: Brad Stevens P: 214.213.6649 brad@levelcsolutions.com