What do architects, solicitors, engineers and other professionals have in common?
Marketing and advertising don't ensure a steady flow of quality clients, and exceptional service doesn’t guarantee referrals.
Your business operations probably revolve around systems, processes, and principles—but do you use any of these elements for new business development? Chances are, you may not be as comfortable, competent, or consistent "selling" your services as you are delivering them.
You can integrate the same creative, organisational, analytical, and communication skills required by your profession into effective processes and systems to identify, qualify, and develop new business opportunities.
"Selling" can become a respectable and profitable part of your professional practice, without you or your colleagues sounding like "stereotypical salespeople." You don't need to resort to high-pressure, cost-justified, feature/benefit laden presentations, or dance around prospective clients' stalls and objections, or trying to "close the deal."
Sandler-trained professionals, armed with a set of principles and processes that enable them to see opportunity where they once saw obstacles, reliably close business that would have otherwise eluded them.
Authors and Sandler trainers Chuck and Evan Polin discuss their latest book, Selling Professional Services The Sandler Way, and how Sandler's principles can have a major impact on practice development.
Must-have information for law firm partners and other professional service providers.
Insight and tips on current sales, sales management, leadership and management topics. We invite you to comment on our posts and to pass them on to your colleagues.
Must-take training for law firm partners. It teaches non-selling professionals how to sell—a critical skill in law firms, where compensation is typically based on generated revenues.
Theresa Loscalzo Managing Partner, Schnader Law, Philadelphia PA