Conducting the Prospecting Meeting

Dialogue

Bernardo L. manages a team of five salesmen who have been familiar with prospecting since they began working in the industry. However, Bernardo has noticed that his team members are very independent and that there is no rapport, interaction, or synergy between them. He has therefore decided to call a meeting to find out what they think:

Michael
Well! It's hardly like they've been waiting for me. They have everything they need and it's always the same old trick: "I don't need ANYTHING." We need to launch new products, boss, or carry out a marketing campaign because I feel like my time is being wasted. Well, in any case I submit proposals - just for the sake of it, and leave a reminder of my visit just in case, you never know. Besides, I just don't know when I'm going to be able to do prospecting again because I have so many messages from existing clients that have called me."

Elaine
"I don't agree with you, Michael. My potential clients are keen to improve their situation but just don't know how to approach the problem. Their day is also consumed by comparative research, trade exhibitions, and business training courses that everybody is doing these days. I really want to help them but then they go and thank me by choosing the competition - in other words: I do the work, and others reap the benefits. I honestly don't get it."

Gerald
"Elaine, you are too nice to your potential clients. Do as I do. I make them say what I want to hear and they immediately ask me to draw up a detailed proposal. OK, so it's true that it's easier when competitors have already submitted their conditions. All you have to do is choose the product that corresponds to theirs - and at least that way you won't have wasted time drawing up a proposal. What holds me back personally is the fact that the company doesn't provide us with the necessary resources. Boss, we have to lower our prices. That is the only way we will secure any business, because they already know our pitch inside out. Also, potential clients are always telling me, "we already know all this" and "your competitors are cheaper, come back with a better price."

Peter
"I'm with Gerald. It's like hell, boss. They systematically knock on the door of each and every company. Clients hold contests for which you have to hand in an amazing dossier stating company information and accreditations. It takes me at least a week to put together all the information for it. I never used to do this. There was a time when we would meet and we would talk. Those days are over. Besides, their pseudo-contest is little more than a trick - when I read the conditions I immediately realize who's had the last laugh because the details are there to see as plain as day. It's black or white - either you have the right price or you can go back and think it through. But I'll be retiring in a few years, so I'll be leaving you all to it...it's your party now."

Albert
"Well, you must still be happy, Peter, you can at least fight and propose solutions. For me, this week has been even worse; everyone has just decided. I'm really not having much luck! But what can you do about it?! The truth is, I don't understand these potential clients. You make the initial contact, draw up a proposal for them, and when you finally get hold of them you feel like you are pestering them. Then you realize that the client has changed his mind and that the decision has been made without them ever having contacted you.

In any case, when the client has gone back on a decision, what can we do? All that is left for me to do is move on to my next challenge. Right, I'm going to see about visiting an old client that moved to the competition three years ago. We haven't called him since. Who know, maybe it's for the best..."

Bernardo often compares management to gardening. Before planting good seeds (the methods), you have to get rid of the bad weeds (bad customs) and ensure that the soil is fertile (that is, that individuals are motivated). For some time he has understood that his teams make the same mistakes. He decided to make them aware of this by asking the following paradoxical question "How do you guarantee failure in prospecting?"