1 / 28

Five Questions you Must Ask in your Next Prospect Meeting

Five Questions you Must Ask in your Next Prospect Meeting. TIAG/ TAGLaw May 31, 2017 Presented by Art Kuesel. Art Kuesel, President. EXPERIENCE Sales Executive 3 years inside $60M CPA firm 5 years inside $25M CPA firm 6 years at PDI/Koltin Consulting 4 years at Kuesel Consulting

elsiemcdaniel
Download Presentation

Five Questions you Must Ask in your Next Prospect Meeting

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Five Questions you Must Ask in your Next Prospect Meeting TIAG/TAGLaw May 31, 2017 Presented by Art Kuesel

  2. Art Kuesel, President • EXPERIENCE • Sales Executive • 3 years inside $60M CPA firm • 5 years inside $25M CPA firm • 6 years at PDI/Koltin Consulting • 4 years at Kuesel Consulting • EXPERTISE • Sales/BD Coaching • Sales/Marketing Training • EXPERTISE (Cont.) • Growth Plan Development/Implementation • Keynotes on Growth Trends • Sales & Marketing Recruiting • STREET CRED • Top 100 Most Influential Person in Public Accounting • In-house and external experience • Clients include scores of T250 Firms including a third of the T100 • Frequent writer and blogger for Accounting Today • Accomplished speaker and presenter on growth trends

  3. Today’s Workshop • Baseline Assumptions • Five Questions • Sample Value Propositions • Resources/Tools 3

  4. Baseline Assumptions

  5. Baseline Assumptions • You’ve “pre-scoped” the opportunity and confirmed it’s a viable opportunity • You understand the prospective client needs (what they think they want) • You’ve done research on the prospective client company and buyer(s) • You have begun to establish rapport by finding commonalities • You have scheduled a face to face meeting to explore the opportunity together

  6. Question #1

  7. Question #1 • What do you like about your current provider?

  8. Why: Question #1 • Find out what they like – so you can deliver these same things • Consistent team over the years • They will usually also tell you what they DON’T like – so you can make sure to avoid these characteristics at all costs • Late deliverables

  9. Value Propositions: Question #1 • Liked: Consistent team • Retention rates 30% higher than national firms, giving you a more consistent client team • Problem: Late deliverables • Comprehensive timeline and pre-planning process increases mutual understanding of deadlines and responsibilities

  10. Question #2

  11. Question #2 • What is most important to you in your relationship with a professional services provider?

  12. Why: Question #2 • Understand, acutely, what they value most from you, so you can deliver it. • Proactive counsel/advice from senior team members on the account • Face time throughout the year • Fixed fees (no nickel and diming)

  13. Value Propositions: Question #2 • Liked: Proactive counsel/advice • Liked: Face time throughout the year • Quarterly meetings with management to discuss business issues/opportunities • Liked: Fixed fees • All-Inclusive fees within scope

  14. Question #3

  15. Question #3 • How can we help your business be more successful: what’s keeping you up at night?

  16. Why: Question #3 • Understand, what other high priority issues are of concern. These may have little to do with your services, but you can usually help nonetheless. • Global trade agreements affecting supply-chain • Talent retention • Taxation in new markets

  17. Value Propositions: Question #3 • Concern: Global trade affecting supply-chain • Introduce your supply chain consulting partner (or introduce to a connection/referral source within TIAG/TAGLAW) • Concern: Talent Retention • Introduce to your HR Director, consultant, or TIAG/TAGLAW resource • Concern: Taxation in new markets • Introduce to International or SALT tax resource in your firm or TIAG/TAGLAW resource

  18. Question #4

  19. Question #4 • Who else are you considering?

  20. Why: Question #4 • Understand, who you are competing against. You usually know their value propositions, strengths and weaknesses. • Larger firms • Smaller firms • Boutique firms • Non-traditional competitors

  21. Value Propositions: Question #4 • Competition: Larger • Focus on your broad capabilities but strong focus on client service • Competition: Smaller • Your strong focus on client service, coupled with broad capabilities • Competition: Boutique • Your specialization and acute expertise, coupled with broad capabilities

  22. Question #5

  23. Question #5 • How will we be evaluated and who else will be involved in the decision?

  24. Why: Question #5 • Understand, the decision making process and everyone involved • Participants • You’ll want to meet everyone involved if at all possible • Process • Will there be two rounds of consideration? An orals presentation? Can we present at a board meeting? • Timeline • Next week, next month, next quarter? So you can plan accordingly

  25. Value Propositions: Question #5 • Competition: Larger • Focus on your broad capabilities but strong focus on client service • Competition: Smaller • Your strong focus on client service, coupled with broad capabilities • Competition: Boutique • Your specialization and acute expertise, coupled with broad capabilities

  26. Tools and Resources

  27. Tools & Resources • www.kueselconsulting.com/TIAGTAG 27

  28. Thank you! For tools, resources, and a monthly blog subscription on marketing, sales, and growth topics go here: www.kueselconsulting.com Or contact Art: art@kueselconsulting.com 312.208.8774

More Related