* Executive coaching. How sharp are the management skills that you use to lead your business?

* Behavioral & Attitude Assessments as used in the candidate evaluation/performance review process.

* Customer satisfaction surveys. Show them you care.

* Employee morale surveys. Slow down wasteful employee turnover.

* Executive search projects.

* Career planning assessment for students. 70% of us are in careers we would no longer choose!

* Salary Surveys. Are you paying both fair AND competitive?

* Sales force sales skill testing. Does he have (& are you paying for?) the knowledge of a professional salesperson?

* People buy from people they 'like', but what do they 'like'? D.I.S.C. based customer blending training for sales professionals.

* Sales Training Seminar. 50 sales closes. Close more often, make more profit.

* Employee Handbook template. (All provinces except Quebec). Lawyer reviewed. 70 subject headings.

* Company Manual. 225 Ontario lawyer reviewed topic templates to ensure organizational clarity in your business.


Friday, May 27, 2011

Shouting!  who's shouting?
Want to influence, or sell successfully to a very dominant* person?
* Controlling, aggressive, forceful, competitive, assertive, decisive

Statements to motivate a highly dominant person:

  • You are the kind of person who can make this work.
  • This program will put you in the driver’s seat.
  • This will put you at the cutting edge.
  • This is something you can call your own.
  • Your peers will view you as a leader of your industry.

Salesman’s strategies to sell to a very dominant, aggressive buyer:

·        Prepare your presentation for efficiency. Omit the details.
·        Flatter his ego. Concentrate on the immediate sale.
·        Start with business. Tend to avoid the small social chat.
·        Ask questions about their business so that you can learn while they talk.
·        Stress opportunities for prestige, recognition and efficiency.
·        Give short direct & precise answers.
·        Emphasize bottom line profitability.
·        Ask for the client’s opinion.
·        Arrive on time and leave punctually at the end of the agreed meeting duration.

Chris Wilkinson.                              
Certified Business Behaviour & Attitudes Analyst.               
Business Coach.
Tel: (905) 275-2907 (Mississauga).
E-mail: buspilot@bell.net


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