Monthly Archives: October 2011

I found to be very informative, actionable and rich. In fact, I had to slow myself down while reading in order to process all the information that was offered. There were many brilliant points, but the following ones resonated particularly with me:
* Getting ahead of predictable events so that you can leverage them by being there first. Second place doesn’t do anything for you.
* Repetition is the key to helping us learn. I was fortunate to learn this from my first sales manager, who encouraged me to repeat the perfect sales process.
* The window of dissatisfaction model. I use a similar model called the customer in action: shop, buy, use and dispose.
* Analyzing your wins, or what I call identifying sales best practices.
* Referrals. Approximately 90% of my business comes from some form of a referral.

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In my , I began my analysis of Tyco International. Now I want to use the Nine Elements of Knowing Your Customer (9EKYC) model to complete the analysis and then identify potential sales opportunities. Remember, my objective is to effectively demonstrate to my prospect that I can serve as a trusted advisor.

Element 1: Jumping-In Point
Change is required to seize an advantage, so I need to discover the most significant pain or opportunity facing Tyco International so that I can be an ally in making that change a reality.

Element 2: Organizational Purpose
The organizational purpose of Tyco International’s SPS business is to help protect nearly nine million commercial, governmental and residential customers.  I use this information to research Tyco’s International competitors and its customers so that when I talk to Tyco’s “bus drivers” (see element 4), I can reference my knowledge of its security solutions and/or the specific types and needs of its customers, and the competitive trends.

Element 3: Critical Success Factors (CSFs)
CSFs are that handful of outcomes that must be achieved for Tyco International to achieve its goals. It’s crucial for me to understand how a project that I hope to win ultimately links back to the corporation’s overall objectives.

Element 4: Bus Driver(s)
I need to find out who is “driving the bus”—leading the company or business unit. The drivers are the executives responsible for making the CSFs happen.

Element 5: Processes
An organization’s success is influenced by the degree to which its operational procedures involve the right people, ensure that these people have the right information and support strategic business objectives.

Element 6: Talent Management
The “bus drivers” make the decisions; his/her direct reports execute the strategy,. The better an organization is at selecting, developing, motivating, and retaining competent and talented people, the better it is at executing the strategy.

Element 7: Services or Products
Selling goods or services is how any company achieves its key metrics. In some businesses a single product is critical to success, while in others, the CSF is spread across multiple products or brands and/or an integrated solution involving several products and services.

Element 8: Strategy and Tactics
Every publicly traded company has a strategy and tactics created to achieve certain goals, and I need to know how (and how well) the company links its strategy to its goals.

Element 9: Brand
Look for the story that the company is telling about its brand(s) including the company as a whole. How does it want to be perceived by customers?

Here is the key!
The true power of the 9EKYC model is in answering the following macro questions:

  • What is my composite assessment of my prospect’s/customer’s situation?
  • What can my prospect/customer do to leverage its strengths, minimize its weaknesses, protect itself against threats, and seize opportunities?
  • What are my prospect’s/customer’s CSFs?
  • Given the CSFs, who should I contact to get more information with which to tailor my solution and my presentation?

Read my ebook Targeting the Prospect: Researching , for the complete story.

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