There is a better way of winning new customers than pushing you and your B2B offer at them. Customers love it because they’re buying rather than being sold to. You’ll like it because it feels better than selling and you’ll get more long term business from it. Using social media well has made it even easier to do. It’s also a great way of testing new products, services and even a new business. I call it, and please if you call it this too mention me and my company, ‘BRIDGING‘.

For over 25 years my company, the Business Advisory Bureau Limited, has been helping executives go it alone as independent consultants, trainers, coaches, advisers and freelance B2B professionals. We don’t let these new micro business owners out of our grasp until they’ve learned and practised the skill set which will allow them to bridge.

No-one buys from a desperate business owner

You may have heard the story of why we came up with a process to help B2B professionals win more business and keep their customers/clients satisfied and providing referrals. It bears repeating:

As a trainer and coach I was using video cameras on a key account management (sales) programme I was running. I was demonstrating something in a role play and to my horror when I saw the playback I realised I was pushing my offer down the throat of an intimidated, and fortunately mythical, client. What had gone wrong was that my own win-win influencing skills had deserted me.

The reason they’d deserted me was that, in real life, we’d just started a new business and I was desperate, really desperate for clients. Frankly, we were only months away from not surviving. My over zealous need to get the sale in real life had spilled over to a role play in a training room.

I realised that not only hadn’t I fully understood what the client wanted and needed but I hadn’t established any credibility to allow the client to feel it was the right thing to buy from me. Seeing how bad I’d become at ‘selling’ on that TV monitor saved our business.

Alligator soup

Think of two people, you and your prospective client, at opposite sides of a rope bridge. Both you and your prospective client are safely on dry land. The bridge is wobbly and underneath is a river with alligators waiting to gobble up those that fall. What can you do to draw your prospective client to meet you in the middle of the bridge so that you exchange something they want (e.g. your service) for something you want (e.g. your fees).

Why social media and all forms of cloud communications can help you is that by the time you arrive at your side of the bridge your client should already have decided that you are credible and have the solution or can provide the opportunity that they are looking for. In other words, they’re interested in you and want to meet you. Hint: check your networking skills and your LinkedIn profile to see if you can do this.

Then when they’ve got to the bridge you’ve got to pull them to you by asking questions, listening, summarising and influencing or negotiating so that they really want to meet you in the middle. You both fall in the river if you feel or they feel that you are selling to them.

A bridge too far? Never

The art of B2B marketing, including using social media (no excuse with WinWeb in the cloud services), is to get more days in every month when you have a prospective client at the end of the bridge that you can solve a problem or provide an opportunity for. Then you need the ‘pulling’, (just don’t tell your spouse or partner that’s what you’ve been doing!), skills to win the business.

Find out more at TonyRobinsonOBE.com and join the greatest Micro Business Owner community in the world, free, at EnterpriseRockers.co.uk

I always chuckle to myself when big companies that sponsor awards to start up and existing small business give, as part of the prize, mentoring or advice from a senior executive in their company. Perhaps it is no laughing matter.

Firstly, it’s arrogant to assume that starting and running a micro enterprise is so easy that someone without any experience of doing it, just because they’re a top corporate executive, can offer useful help. Start ups and micro enterprises are not boiled down versions of corporates!

Secondly, because the fledgling micro business owner doesn’t know what is good and what is bad support they could implement something that turns out to be the kiss of death to their business.

A colleague, Robert Craven, has just written a blog describing how a potential start up lost their redundancy money to unscrupulous ‘support’ providers. How were they to know that they were being conned? One of the reasons we founded the Enterprise Rockers movement is that we felt that a massive community, ‘the power of plenty’, of micro business owners could be self sufficient and we could sort out the wheat from the chaff.

It is important that we do sort out what’s good and valuable from the vultures and the ‘well intentioned but dangerous’. The right micro business to micro business support will lead to 80% of start ups surviving over 3 years with 6% becoming substantial, employing businesses. Essential enterprise skills and know how make all the difference to success. So, it is worth seeking help.

We should encourage prospective and existing business owners to continue to learn and to continue to seek support.

We never know all about enterprise

Twenty four years ago when my business partner, Clare Francis, and I were nearly two years into our business we learned something that saved us from the scrap heap. It was incredibly simple and it was learned by watching videos of our influencing, selling and presenting.

Not only was our product and service offer usually wrong we were often presenting offers without having really found out what our potential clients wanted. Frankly we were desperate to make a sale and no-one wants to buy from people as desperate as we were. We weren’t unskilled. We’d both done postgraduate business courses and we’d both been at Director level in UK subsidiaries of American multinationals. We’d been superbly trained but not on how to start and succeed in our own business.

What I learned this week-end

This week-end I was at the FSB Annual Conference in Scarborough. On top of my membership fee I paid another £100 to participate in the events during the day. My prediction is that these two days were worth thousands of pounds to me in future earnings and hundreds of hours saved of wasted effort.

The three things I learned were:

1. How to improve my use of Linked In so that I can influence someone I wish to make contact with to speak to me. I learned this from the brilliant presentation of Andy Lopata.

2. How it may be worth resetting your goals in a different way if you get stuck in a rut and are not improving your performance. I learned this from the inspirational Roger Black, former Olympic silver medallist, who got silver by focussing on running his perfect race rather than seeking to beat his competitors.

3. This third one is a bit of a cheat because I didn’t learn this at the Conference. On the Saturday lunchtime, co-founder of Enterprise Rockers, Tina Boden, and I met the supremely wise, Andy Peers. Andy is one of the foremost experts in setting up and running social enterprises. I’m certain that everything he advised Tina and I to do will mean we do get over 500,000 micro business owners in our Enterprise Rockers movement. We will make Britain a fairer and better place for micro enterprise.

So, maybe we ‘get the Enterprise T shirt’ for having started and run our own business, but we never truly have fully earned it. That’s because we must keep learning from others and seeking the right kind of support in order to survive and thrive. .

It’s motivating and good fun too. Keep learning.

———- ENDS ———-

On jumping into the taxi to take me to Lime Street station from my hotel I said to the taxi driver ‘Heck you were quick, you surprised me’. To which the taxi driver said ‘That’s what my wife says’. I laughed and it was a fab trip to the station and the taxi driver certainly earned his tip for cheering me up and educating me about all the new exciting development in Liverpool. That Liverpool taxi driver was the real deal. Everything you hope a taxi driver will be and that comes from real experience of handling hundreds of fares.

Intrepreneurs ain’t entrepreneurs

However, many of the speakers at the Congress weren’t. The reason they weren’t is they were people with monthly salaries in jobs. They were passing on what they think is important to be a successful entrepreneur. But really they were still just successful people in jobs not the real deal entrepreneur/enterprise owner. That’s different. They have budgets and functions and staff – it takes quite a bit o success before a start up gets any of these. They hadn’t taken a risk, on their own, with their own money to start and run their own enterprise. Only those that have are the real deal and can new starts authentic advice.

It’s simpler than they make out

The problem is they were magnetic, interesting people and you could tell why they’d got to the top and why peers might regard them as great leaders and entrepreneurs but what they were saying was dangerous. Indeed it is safer if prospective enterprise owners ignore their advice – difficult I know – because they’ll overcomplicate things for you and over-complication usually leads to very expensive ways of doing business.

Sir Richard Branson and Lord Sugar, despite their many critics, are definitely the real deal and although they’re now at the top of large organisations they haven’t forgotten what it is to start your own enterprise. Hearing from them is a reality check. Some things they said that show they are still totally in touch with practical realities. Branson is in favour of student type loans for start ups, and so am I. The difference between him and many of the other speakers is that he says, something like ‘it doesn’t take much money to start a business’.

Lord Sugar says something similar when he advises start ups that a good tip is to ‘work out how you’re going to make the salary you need in your first week of trading’. They know the value of a £pound and they see a few £thousand as a significant investment. Many bank advisers aren’t interested in loans under £50,000. Yet you or I investing £500 in our start up enterprise will be regarded as a serious entrepreneur by anyone who has started their own business.

Enterprise isn’t complex and it’s about your ability to sell products and services. It is not about leadership, business planning, strategy and pitching to investors.

Multiple income streams and test trading

Two weeks earlier I’d been in Leeds City library at an event for people thinking of starting their own business. Apart from my wonderful co-founder of the Enterprise Rockers, Tina Boden, the speakers made setting up and promoting your own business sound very complex. Why? Because all of them were speaking at the event for free. They hoped that the delegates might seek them out afterwards and pay them for their advice. If they made starting up sound easy no-one would pay them to help them. Again, advisers are not always the real deal.

What was disturbing were the number of people I spoke to that after listening to advice from the stage thought they had to work one business idea into a serious business plan and then get the finance to fund their plan. Two people I spoke to were very relieved to hear from me that you should test as many ideas as you can.

In fact testing is more important than planning. Certainly you can start with more than one product or service and can have multiple ways of making money. You may even choose to have money from a part time job or freelancing to help you in the early months.

Happiness is more than one egg in the basket

One person I spoke to went away happy that he could start, virtually the next day, seeing if he could make some money from both landscape gardening and making bicycles easier to ride by perfect fitting and alignment. He had been trained in law and was very confident at writing and was even more pleased that he could blog about totally different subjects and lead prospective clients to two very different websites.

The big lesson to me from all this is that real entrepreneurs that have started and run their own business know that the focus is on what can I sell, to whom, by when in order to start earning my living through my busness. That’s the real deal.

However, there were two other things that struck me about this article:

1. It talks about marketing in the title but only refers to social media marketing in the post. Let’s be clear. Social media marketing is an element of the marketing tools and tactics that are available to us as businesses but it is not the whole thing.
2. The post spends most of its time analysing and commenting on the folks that are writing about and marketing their marketing services and less about marketing end producer/consumer businesses.

I understand that  the MarketingProfs site is mainly targeted at marketing professionals but, even so, I felt that there was a disconnect between the title and the content.

But, this post is not all moan as the original post did prompt me to think about the title and what would be the questions I would ask if I were marketing someone’s or your business.

I thought about this for a while and came up with a long list of questions but then boiled them right down to two questions that will tell you everything you need to know to start with:

1. How much of your current business comes from existing clients and how much comes from new clients?
2. How much of your marketing efforts are focused on generating new clients and how much is focused on generating repeat business from your existing clients?

Answering those questions will give you a set of numbers that will help you understand quickly the marketing make-up of your business, start to identify what is working and where things can be improved to generate better results.

Do you have those numbers to hand?

In my following post(s), I’ll explore what I think those numbers can tell you about your business and what you can do with them.

Til then.

However, one of the things that I find when I talk to business owners is that they are often confused about what sort of activity they should be getting involved in in online and social channels. As a result, they often get caught up in how they can maximise their number of fans or followers. But, more fans and followers don’t necessarily mean greater word of mouth or more sales and greater profitability.

Let’s be clear. Sharing is not new. People have been sharing great companies, cool stuff, tips or deals with their friends and family since time began. However, what is new is that it’s getting a whole lot easier to do so. So, as a business, to tap into the sharing potential that surrounds your business and to get the most out of sharing, word of mouth and recommendation for your business it is becoming increasingly important to not just understand and engage your customers but also those people that are finding and sharing your business with their friends and contacts in the online world.

A recent study of US and UK consumers by the folks at Beyond looked into this very issue. Here’s some of the things that they found out:

• Over 65% of sharers, share because they think it will be relevant or helpful to their friends
• There are 7 different types of sharer in the UK
• Before embarking on any new social marketing activity it is important that the business understand their customers journey
• Different online channels exert different levels of influence depending on the level of risk (involvement) on the part of the customer. For example, when researching a high risk (involvement) purchase like a car, customers are more likely to look to and be influenced by review sites, search engine results and the business’ own website rather than other online channels.
• When it comes to sharing, email is still king

You can learn more by checking out the full study here or take a take a look at the infographic that they produced here.

]]> http://sme-blog.com/how-to/market-and-sell/get-more-customers-by-understanding-your-sharers/feed 0 http://sme-blog.com/how-to/market-and-sell/lifes-a-pitch-and-then-they-buy?utm_source=rss&utm_medium=rss&utm_campaign=lifes-a-pitch-and-then-they-buy http://sme-blog.com/how-to/market-and-sell/lifes-a-pitch-and-then-they-buy#comments Tue, 15 Nov 2011 20:09:03 +0000 Lorraine Allman http://sme-blog.com/?p=9096 As a small business you know that every communication counts. When speaking with customers, suppliers, investors, competitors, or peers, the way in which you present yourself and your business will have a lasting impact on whether or not they do business with you, or in the case of competitors treat you as a genuine threat or potential collaborator.

Thinking of your business communications as ‘pitching’ may for some appear a little salesy yet there is nothing further from the truth.  Pitching in this sense is simply about  understanding, developing, and effectively communicating your authentic ‘personal brand’. It really doesn’t matter how many times you’ve won an award for excellence or how many features and benefits your product/service has, decision makers want to know about the person behind the business and will normally be influenced in their decision making by what they think of you rather than your business. I am reminded of a quote by Malcolm Levene who recently said “Being in demand for your services…is a direct response to how you behave and express yourself to others. These days that’s what counts”.  I think Malcolm is right and that engaging authentically with the customer or supplier, getting your ideas and passion across is far more likely to lead them to the next stage of buying or supplying.

If you’d like some tips and ideas to improve your pitching skills, take a look at the series of short videos from Paul Boross (aka The Pitch Doctor) on his You Tube channel. His message is simple – “You are the message, You are the Product, You are the Pitch”.

However, in recent years we have become more jaded and less trusting of what businesses say about themselves (ie. outbound marketing or paid media) due to the rise of the internet, how that impacts how we search and buy and how we are placing more store in reviews and recommendations.

Enter a different type of marketing: inbound marketing.

Recently, there was a great article and infographic across at Mashable called Inbound Marketing vs. Outbound Marketing [INFOGRAPHIC] all about this topic that you should check out. The folks across at Voltier Digital produced a great infographic that highlights the differences between the two kinds of marketing. Statistics from the article highlight the decline in outbound marketing where:

• 44% of direct mail is never opened, wasting a huge amount of time, paper and postage.
• 86% of people skip through or just skip the adverts on TV by going to make a cup of tea.
• 84% of 25 to 34 year olds have left a website due to an irrelevant or intrusive ad.
• The cost per lead in outbound marketing is more than for inbound marketing.

So, what is inbound marketing? Well, it’s a style of marketing that helps a company get found by it’s customers. The sort of tools that you might use in inbound marketing could include:

• White papers
• Ebooks
• Blogs
• Search engine optimisation
• Podcasts
• Infographics
• etc

Aha!, I hear you say. It’s what we’ve been doing already with a fancy new badge.

No, not exactly. It’s not about packaging, it’s more about approach. I wrote about this on my own blog a little while ago in Is your marketing both interesting and interested? and what I was saying was that inbound marketing is not about buying attention, it’s not about broadcasting your message and it’s not about trying to more ‘interesting’ than your neighbour or competitor. Inbound marketing focuses on producing materials and campaigns that are ‘interested’ in and useful to your customers.

This is what people are looking for, this is what people will share, this is what will fuel your retention, this is what will help you get found and this is what will drive your sales in future.

However, this is profoundly different to how we have been taught marketing and how most of us do it right now.

That means it’s not going to be easy to do as it’s new and it requires a different set of skills than the ones that many of us have already learnt.

However, all of us, including small and micro businesses, need to get better at it if we are to compete.

What does that mean? Well, one thing that is clear is that all businesses need to get better at writing, and writing a lot, if we are to produce the type of content and material that is going to help us get found.

One thing you could do is to start dusting off your writing skills or start finding the ‘writers’ in your team. You never know, they could be your marketing stars of the future.

The “Fix the Holes in My Bucket” Syndrome

A pet peeve of mine is when companies forget or mistreat their existing customers. It happens in a number of ways. Here are four quick ones:

1. Poor service
2. Always giving the best deals to new customers
3. Not doing what they say they will do
4. Changing the rules without telling their current customers

This got me to thinking: What if we lived in a world where all companies took care of their existing customers as well as new customers, where companies were trusted and liked, where doing business with a company was a good experience, where companies and their employees cared about their customers and each other?

What if we lived in a world where companies like that were the rule, instead of the exception? What kind of world would that be?

I believe that it is a world we can achieve, a world worth striving for.

To understand what it would take to create it, I believe we must first understand a little more about the world that we live in now.

We Live In a Changing World

While there may be great examples out there of companies and brands that treat all of their clients very well, I believe that the majority of companies are stuck in, what I like to call, “The Hole in My Bucket” Syndrome.

Do you remember the song?

There’s a hole in my bucket, dear Liza, dear Liza, There’s a hole in my bucket, dear Liza, a hole.

Then fix it, dear Henry, dear Henry, dear Henry, Then fix it, dear Henry, dear Henry, fix it.

And so on…

In the song, Liza advises Henry that to fix his leaky bucket, he needs straw. To cut the straw, he needs an axe. To sharpen the axe, he needs a stone. To wet the stone, he needs water. However, when the song asks how to get the water, the answer is “in a bucket!” This implies that the only bucket available is Henry’s leaky bucket. Of course, if Henry’s leaky bucket could carry water in the first place, it wouldn’t need repairing! Consequently the song gets stuck in an infinite-loop.

When we think about this in the context of our businesses, is the solution really more “water” to replace the lost “water,” or to be more specific, more customers to replace lost customers? Should the focus not, in the first place, be on fixing the leaks before adding new water?

I believe that this is the first step to creating a sustainable business and platform for growth.

Fred Reichheld, in his book The Ultimate Question (2006), had it right when he talked about good and bad profits, and how the pursuit of good profits was the route to sustainable growth.

To quote Fred:

Too many companies are addicted to bad profits, profits that come at customers’ expense and drain the value out of customer relationships… Bad profits come from unfair or mis- leading pricing. Bad profits arise when companies save money by delivering a lousy customer experience. Bad profits are about extracting value from customers, not creating value… A company earns good profits when it so delights its customers that they willingly come back for more and not only that, they tell their friends and colleagues to do business with the company. The right goal for a company that wants to break an addiction to bad profits is to build relationships of such high quality that those relationships create promoters, generate good profits, and fuel growth.

Further, I believe that businesses that pursue bad profits do so by employing huge amounts of traditional marketing strategies, where the belief is he who shouts the loudest to the most people in the most places will get the most customers.

That may have been the winning strategy of the 20th Century, but not any more. In 2006 Chris Anderson, in his influential book The Long Tail, argued that technology was fundamentally changing the way companies do business and how they are viewed by their customers. To quote Chris:

We’re entering an era of radical change for marketers. Faith in advertising and the institutions that pay for it is waning, while faith in individuals is on the rise. Peers trust peers.

This is borne out by many surveys. An influential one from Edelman, a global PR firm, in 2009 and 2010 showed that trust in companies’ communications is going down and competition for our attention is going up. Source: Edelman Trust Barometer 2010 (www.edelman.co.uk/trustbarometer)

All of these things present huge challenges to the way that we currently do business. It questions the way that companies find, engage and communicate with their marketplace, as well as calling into question the traditional methods for marketing and growing our businesses.

So, let’s look at the overall situation of our changing market place:

• The effectiveness of traditional marketing methods is going down.
• Trust in company and brand communications is going down.
• The voice of the customer is being amplified by the use of new technology, the internet and social media.
• Service levels seem to be going down, or is it that we are demanding more?
• Competition is ever increasing.
• Despite the data, companies are still largely customer acquisition focused due to an over-riding focus on short-term results and bonuses.

However, in the face of such compelling data and a changing marketplace, why are companies not changing their ways to ones that are dedicated to pursue sustainable growth or, what Reichheld called good profits?

I think there are a number of reasons:

1. Traditional marketing methods and their supporting departments are deeply embedded in our existing business modus operandi.
2. There are deep cultural, behavioural, management, leadership and knowledge barriers to change.
3. There is too much focus on short-term markets, results, announcements and bonuses rather than on longer term sustainable growth and customer relationships.

So what next?

While the challenges may look tall and the road long, I believe the objective is eminently achievable. It will take leadership, vision, teamwork and guts to overcome these challenges, but it is an objective that I believe we should strive for.

The ABC Building Blocks

That’s all very well and good, I hear you say. But, where do we start?

Well, let me tell you about a conversation I was having the other day where I was asked the same question.

I was talking to a roomful of business owners about growing their businesses through their customers and better service, and during the presentation we talked about the changing nature of doing business and the number of reasons why customers leave. According to my research, one of the main reasons that customers leave is not due to price and quality issues, but due to poor service or a perceived indifference on the part of the companies to them, i.e., their customers didn’t think they cared enough about doing business with them.

In order to manage this I suggested that businesses should pay more attention to their customers and build better relationships with them if they wanted them to stick around for longer. Simple stuff, right?

Then, someone spoke up and said that while they understood the reasons they should be building better relationships with their customers, they didn’t quite get how they could do it. Now, the how would have to depend on a number of factors, including their type of business, their customers, and the sort of relationship that they want to build. But I can say that I believe that if every business was to go back to basics, the ABC’s of building relationships both internally and externally, and operate under some simple basic principles, then I would wager they’d see a marked improvement in service levels and customer retention and loyalty.

Here are some very basic principles that we get taught growing up as children, ones that we often lose sight of when we grow up and enter the world of business.

Those principles are:

1. Be more courteous/polite towards each other. I think there is truth in the saying “manners maketh the man” and that we all like to treated with courtesy and politeness. Even in the age of the “Me generation,” this type of treatment still stands out. Also, it’d make your Mum proud.
2. Give everyone your respect. Whether someone is your customer, a potential customer, a teammate, superior or subordinate, giving someone your respect is one of the highest honors that you can give someone and it can bring out the best in them.
3. Do the things that you say you will do when you say you will do them. I think we all like reliability and trustworthiness. Even if that means saying you will call back and you can only do so with bad news, at least the person on the other end of the line knows where they stand. In the absence of information the mind can do funny things and can tend to make stuff up that’s worse than the bad news.
4. Be more punctual. This is quite a personal one, but one that I think deserves a mention, as time is one of our most precious resources and seems to be becoming more and more precious. So respecting someone’s time and making sure something happens when it is supposed to can speak volumes about how much you care about and respect the other person’s time.
5. Be honest. I believe that most people just want others to be straight with them. Trust us and tell us the truth. Most of the time we can handle it. Even if we can’t handle it or it upsets us, we’ll respect you for being honest with us.
6. Be open. Great ideas can come from anywhere and we do our customers, our people, and our- selves a great disservice by not building our businesses on this principle. This is probably one of the hardest principles to put into practice as it can go against many business and corporate control structures, but if you have the courage to pursue a set of relationships that are receptive to new ideas and arguments, it is a great way to build trust and drive creativity, innovation and productivity.

I would argue that each of these on their own cannot be argued against. Put together and implemented I think they become a powerful foundation for better relationships with our people and our customers.

This all sounds too simple, I hear you say.

Perhaps.

But as in life and nature, we know that sometimes the simplest solutions are often the best.

Is it easy to build this type of culture?

No, not always. It will depend on you as a leader, the business you are in, the relationships that you have with your team and with your customers.

Is it worth it? Definitely!

Just imagine if every business, or maybe just even the ones that care enough to make a difference, made a 1%, 5% or even a 10% improvement in the areas that I mentioned above. Then I believe that would put them head and shoulders above most of their competitors and, at the same time, create great places to work. Just think of the benefits for customer retention, customer loyalty, word of mouth marketing, referrals, employee retention and your ability to attract the right sort of talent for your business.

And, it may even change the world into a better place

Again, this was written as a manifesto across at Changethis.com earlier this year. You can download a full pdf copy of the manifesto here to share and spread the word.

On our last night, we got talking and he was telling me about his other business interests including a business called: Tony’s Tellies. This is a business that provides satellite and cable TV packages, installation and services to expat residents in the local area.

He is working with a very skilled and experienced technician and they pride themselves on providing ‘service with a smile’. Things are going pretty well but he said that he was struggling a little with his marketing and how to position the business with customers. He then asked me what I thought.

I said to him that often when communicating with customers the largest part of any buying decision is not logical but emotional. Therefore, I suggested that he should not just be selling satellite and cable TV as that is what most of his competitors would be doing. Rather, thinking about the demographic of his customers, expat residents in Spain, he should consider positioning his business as providing ‘a taste of home’.

The reason I suggested is that when we buy things it’s not always about the product or service but what we get from that product or service.

That’s not always as clear as it might seem but spending the time getting inside the mind of your customers will pay huge dividends for your marketing and help differentiate you from other ‘box-shifters’ or ‘product-pushers’.

The feel-good factor is an intangible property and is very subjective – what may make you feel good, may leave me uninterested. It can be a tricky sell or an easy sell, depending on how you feel about the product.

“

Dollarization:-
Work out what your product/service is worth to your customers in your competitive environment!

On the other hand if you provide a solution to a problem, you can always put a price on it, not any price, but the optimal price for your product or service. Solutions in this context come in two forms, the chance to make a gain or the avoidance of damage and loss.

If you look at the value of the product to your clients and compare your products to your competition, you will arrive at the optimum price to sell – that is “Dollarization”! It will help you to make a sale by making informed pricing decisions and being able to communicate those to the potential buyer – it will remove much of the subjectivity from the sales process.

What are your products/services worth and how would you tell me?