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\"Times are tough for people who sell financial services and this book offers a new solution proven in practice. The book describes methods the authors have used and taught since the 1990s, most recently at a major consulting firm, where they led a national sales team to revenue gains of 500% over four years--in a period that included the recession of 2008-2010. Their book shows how the same approach can grow sales for public financial service firms struggling to sell to corporate and institutional clients in today's tight economy\"-- Provided by publisher.

An effective strategic framework for successful face-to-face selling for financial services industry professionals Times are very tough for people who sell professional services and Selling Professional and Financial Services Handbook offers a new solution proven in practice.The book describes methods the authors have used and taught since the 1990s, most recently at a major consulting firm, where they led a Global Business Development team to revenue gains of 500% over six years — in a period that included the recession of 2008-10. The solution is not any new twist on face-to-face selling techniques or the art of persuasion.It's a strategic approach built around a simple fact: the markets are tight but far from static. Even with lean budgets, client companies must respond to urgent changes and emerging threats in their industries. Thus they will buy services from the sellers who can help them detect, understand, and cope with what's coming their way. This handbook outlines a systematic way of becoming such a valued resource.Readers learn to scan the horizon for early signs of \"rock-ripple events.\" Major changes in the business world often spring from new developments that are little noted or heeded, at first, by the client companies soon to be affected by them. But like a rock dropped in a pond, these events set off ripples that sweep through entire industry sectors, creating must-have service needs. The book is written for everyone who sells, or is responsible for selling, professional services.This includes but is not limited to: law firms, consulting firms, finance industry, public relations, engineering, and architectural services. Readers who can benefit from the dynamic approach hold a variety of positions. They include: * Attorneys, consultants and other practitioners who must sell their services as well as execute. * CEOs, equity partners, practice-area leaders, functional and divisional leaders * Private Equity or Venture Capital executives * Sales or business-development professionals, from entry level to senior level * Sales and marketing managers But the book is for sellers in every category who need a new and better approach to selling.Many, even the most skilled, simply have not adjusted to the new normal of today's economy. They persist with old strategies that cannot be as productive as they once were, such as pursuing one-off opportunities (which are too few and too hard to win in lean times) or old-style \"relationship selling\" (which gains little if any traction). Selling Professional and Financial Services Handbook gives all such readers a new strategic framework within which to apply their face-to-face selling skills.It is an approach that puts them in position to win — so they can sell from ahead of the game, instead of struggling to keep up with it.

An effective strategic framework for successful face-to-face selling for financial services industry professionals Times are very tough for people who sell professional services and Selling Professional and Financial Services Handbook offers a new solution proven in practice.

To spot rock‐ripple events—and spot them soon enough to get in early on the resulting waves of new business—you'll need a systematic “Identify” process. This chapter describes how to put it in place. One aspect is monitoring news sources, both in print and online (including with tools like RSS readers and news feeds). Another aspect is tapping “human intelligence” from sources such as your firm's practitioners, clients, strategic partners, and other experts you trust. Once an opportunity is identified, you move promptly to the Evaluate stage.

Here, we focus on building relationships with clients. The old style of relationship selling no longer works because, as noted, clients don't have time for socializing and don't value it highly. But they also frequently don't have time to be fully aware of, or prepare for, emerging rock‐ripple issues. Thus, you can forge valued business relationships by continuing to offer focused updates, fresh insights, and new solutions for these issues. By doing so you build “guru status” and literally become a preferred provider, differentiating yourself and your firm. Again, real‐life examples are given.

This chapter begins stage 3, Innovate. The preceding stage, Evaluate, will have given you a complete outline for a strategic sales initiative. Now you fill in the outline by refining and/or creating all items needed to launch the initiative. This chapter covers most major items. In some cases, the firm will innovate new solution sets or add new capabilities to serve client needs created by the rock‐ripple opportunity. In all cases you'll arm the selling team with a comprehensive launch package, including background on the issue, targeted calling lists, and suggested “talk tracks” for calls and e‐mails.

This chapter describes elements that include: tracking, refining, and extending the sales initiative, with continuous improvement; maintaining a “what's next?” mindset; exiting an initiative; persistence in following up with clients (including those who don't respond initially); the concept of “selling to both sides of the client,” that is, the professional and personal sides; large‐scale outreach events, such as “roundtables,” that bring groups of clients together to discuss an issue; and some fine points of relationship building and the reaping of indirect sales not directly tied to the subject matter of the campaign.

This closing chapter deals with the “deeper aspects” of implementing the rock‐ripple strategy—not the details of the four‐stage process, which have been covered by now, but developing the mindset, attributes, and team culture required. After reviewing the benefits of this strategic process—and the importance of the “what's next?” mindset—the chapter has three main sections: Implementing for an Individual (with a focus on habits and pitfalls), Implementing across a Team (with advice, and examples, on coaching team members), and Implementing across a Firm. The conclusion simply asks: What's next for you?

It's hard to sell professional services today because clients have tight schedules and budgets. They won't take meetings to listen to sales pitches, don't have time for wining and dining, and won't buy anything unless they truly need it. The rock‐ripple strategy is a proven way to gain attention, build relationships, and grow sales revenue. Its core concepts are noticing rock‐ripple events—changes or trends that will ripple out to impact clients' businesses, creating urgent needs—and then delivering useful content to clients, by informing them of these events. Real‐life examples are given.