Your NameTable of Contents
Glossary05

The Six Stages in the Sales Cycle

06

The Six Stages of the Buyers' Cycle mapped onto the Sales Cycle

07

The Six Stages and 24 Processes of the Sales Cycle

08

Exploring Your 24 Sales Quali es

09Your 24 Sales Quali es around the Sales Mandala

10Your 24 Overextended Sales Quali es around the Sales Mandala

11Your 24 Sales Quali es – Assigned to the Six Stages of the Sales Cycle

12

Your 24 Overextended Sales Quali es – Assigned to the Six Stages of the Sales Cycle

13

Sales Quali es

14

Sales Quali es Overextended

15

Research & Acquire Market Knowledge

16

Research & Acquire Market Knowledge - Overextended

18

Prospect & Engage Clients

20

Prospect & Engage Clients - Overextended

22

Understand Needs

24

Understand Needs - Overextended

26

Recommend Solu ons

28

Recommend Solu ons - Overextended30

Get Commitment

32

Get Commitment - Overextended

34

Support Accounts; Develop Accounts

36

Support Accounts; Develop Accounts - Overextended38

Glossary
This sec on is intended to explain some of the terminology used in the Lumina Sales
Portrait. While we put a lot of work into structuring the informa on in a way that is easy
to read, we understand that some suppor ng deﬁni ons might help you understand thecontent be er.

The Six Sales Stages

The six stages combine to form the Lumina
Sales cycle. Each stage is underpinned by four
processes that suggest methods to delivereﬀec ve results at each stage of the cycle.

The 24 Sales Quali es

These quali es reﬂect your natural selling styleand are underpinned by your personal traits.

Strengths

Quali es that aid you in the sales cycle

Possible Shortcomings

Quali es which may hinder your progresswithin a sales cycle; these quali es can be
developed so that you can harness them more
eﬀec vely

Overextended

Quali es which have been overplayed to theextent that they can nega vely impact yoursales cycle; these can be tempered to control
their eﬀects

Comes naturally

Natural ability within this area

Doesn’t come naturally

These areas require more eﬀort to u lise.

Inclined to overextend

The extent to which you have a tendency tooverextend within this area

Not inclined to overextend

You are less inclined to overextend in this area.

If you are uncertain about the interpreta on of the informa on in your Lumina Sales
Portrait, please contact your Lumina Learning Prac oner.

5

The Six Stages in the Sales Cycle

Research & Acquire Market Knowledge
Eﬀec ve Quali es
Think outside the box
Compe tor Savvy
Gather Data
Emergent ResearchOverextended Quali es
Ungrounded Research'I know best' Research
Analysis Paralysis
Unbounded Inquiry

Prospect & Engage ClientsEﬀec ve Quali es
Proac ve Networking
Purposeful Argumenta on
Methodical Prospec ng
Engage with Empathy

Overextended Quali es
Random Networking
Pushy & Blunt
Process Driven
Gives too much

Understand Needs
Eﬀec ve Quali es
S mula ng Ideas
Voice of Reason
Discerning Assessment
Reﬂec ve Understanding

Overextended Quali es
Crea ve Overload
Cri calAloof
Passive

Recommend Solu ons
Eﬀec ve Quali es
Enthusing
Convincing
Detailed Proposal
Co-crea ng

Overextended Quali es
Overwhelming
Pressuring
Lost in the detail
People Pleasing

Get Commitment
Eﬀec ve Quali es
Intui ve Close
Decisive Close
Due Diligence
Collabora ve Close

Overextended Quali es
Chao c Close
Forced Close
Tenta ve Close
Conceding Close

Support Accounts; Develop Accounts
Eﬀec ve Quali es
Galvanise Rela onships
Drive to Deliver
Rigorous Execu on
Accommoda ng Service

Overextended Quali es
Erra c Follow-throughImpersonal Follow-throughBureaucra c Follow-throughAcquiescing Follow-through6

The Six Stages of the Buyers' Cycle mapped onto theSales Cycle

GREY RIM - Six stages of the 'Sales Cycle'
INNER SIX SEGMENTS - Six stages of the corresponding 'Buyers' Cycle'
POST-ITS - Six key outputs - one for each stage of the Sales Cycle

7

The Six Stages and 24 Processes of the Sales Cycle

8

Exploring Your 24 Sales Quali es
Below is your personalised Sales quali es tag cloud. The bigger the font, the more of
the Sales quality you are likely to possess.

9

Your 24 Sales Quali es around the Sales Mandala- These are your ‘top ﬁve’ Sales quali es that come most naturally to you.
- These are your ‘bo om ﬁve’ Sales quali es; they come to you less naturally.

10

Your 24 Overextended Sales Quali es around the Sales
Mandala- These are your ‘top ﬁve’ overextended Sales quali es.

11Your 24 Sales Quali es – Assigned to the Six Stages of theSales Cycle- These are your ‘top ﬁve’ Sales quali es that come most naturally to you.
- These are your ‘bo om ﬁve’ Sales quali es; they come to you less naturally.

12

Your 24 Overextended Sales Quali es – Assigned to theSix Stages of the Sales Cycle- These are your ‘top ﬁve’ overextended Sales quali es.

13

Sales Quali es
Research & Acquire Market Knowledge
Think outside the box

81%

Compe tor Savvy

93%

Gather Data

36%

Emergent Research

43%

Prospect & Engage Clients
Proac ve Networking

31%

Purposeful Argumenta on

93%

Methodical Prospec ng

68%

Engage with Empathy

23%

Understand Needs
S mula ng Ideas

87%

Voice of Reason

93%

Discerning Assessment

99%

Reﬂec ve Understanding

42%

Recommend Solu ons
Enthusing51%

Convincing

75%

Detailed Proposal

49%

Co-crea ng

37%

Get Commitment
Intui ve Close

39%

Decisive Close

92%

Due Diligence

56%

Collabora ve Close

33%

Support Accounts; Develop Accounts
Galvanise Rela onships

10%

Drive to Deliver

62%

Rigorous Execu on

68%

Accommoda ng Service

38%
0%
Doesn’t comenaturally

14

50%

100%
Comes naturallySales Quali es Overextended
Research & Acquire Market Knowledge
Ungrounded Research56%'I know best' Research

90%

Analysis Paralysis

44%

Unbounded Inquiry

15%

Prospect & Engage Clients
Random Networking

45%

Pushy & Blunt

90%

Process Driven

64%

Gives too much

9%

Understand Needs
Crea ve Overload

75%

Cri cal

83%

Aloof

64%

Passive

47%

Recommend Solu ons
Overwhelming

89%

Pressuring

88%

Lost in the detail27%

People Pleasing

9%

Get Commitment
Chao c Close

27%

Forced Close

96%

Tenta ve Close

28%

Conceding Close

7%

Support Accounts; Develop Accounts
Erra c Follow-through1%

Impersonal Follow-through54%

Bureaucra c Follow-through64%

Acquiescing Follow-through4%0%
Not inclined tooverextend

15

50%

100%
Inclined tooverextend

Research & Acquire Market Knowledge
Sales Process
Understanding current market trends is key in tailoring your oﬀering and sales
strategies to a ract top clients. Research and prepara on is thus vital, and must be both
ﬂexible and rigorous so as to gain a broad understanding of current market forces. This
will be invaluable in innova ng and dis nguishing yourself from compe tors.
To do this well you need to work through the following four-step process:1. Know the market; know the compeon

2. Iden fy key clients
3. Develop entry strategy
4. Build call plan

Sales Quali es
In order to work this stage well, you also need to demonstrate key behaviours – we callthese your ‘Sales quali es’. You need to engage four diﬀerent parts of yourself to do thiswell:Think outside the box
Good opportuni es do not readily present themselves and it may require an applica onof lateral thinking in order to locate them. In order to develop client rela onships it is
crucial that you form an innova ve strategy around your understanding of the current
forces that exist within the market.

Compe tor Savvy
It is important to have knowledge of who your compe tors are in the market. This
insight will allow you to iden fy areas of opportunity where you can capitalise oncompe tors' weaknesses. It is always useful to know what you are up against so that you
can eﬀec vely dis nguish yourself.

Gather Data
Having a concise knowledge of the facts and ﬁgures will assist in developing business
opportuni es. Before venturing out to secure a sale, gather enough evidence and data
to support your work. Accurate and rigorous research is the key to a strong pla orm foran eﬀec ve sale.

Emergent Research
Being able to iden fy current trends in today’s unpredictable and ever-changing
markets is a useful skill when preparing for a sale. In such a climate, an emergent
research model is a very eﬀec ve way of changing your approach in order to take new
informa on on board.

16

Research & Acquire Market Knowledge

Doesn’t comenaturally0%

Comes naturally
50%

100%

Think outside the box

81%

Compe tor Savvy

93%

Gather Data

36%

Emergent Research

43%

Your natural strengths in this stage:
You take a step back and look at your client with a detached perspec ve to giveyourself me to prepare without ge ng too close to them
You come up with crea ve ways to overcome obstacles to your research progress,
some mes ﬁnding alterna ves that others would missAkie, you set yourself a step-by-step plan for preparing yourself to meet yourclient and then you discipline yourself to follow that plan
Possible shortcomings in this stage:
Ac ve listening does not come naturally to you and this can cause diﬃcul es as it
is o en an integral part of research when interviewing others
Research can become very detail-oriented and this is not one of your corestrengths so it can be hard for you to apply a suﬃcient level of rigour to theresearch process
You can ﬁnd it tricky to go with your ins ncts when you are drawing conclusions
from your research and this can leave you with too many op ons to handle
How to develop the quali es in this stage:
Don't be afraid to draw upon your network to provide you with support if researchdoes not come easily to you or if you feel isolated in your eﬀorts
Ac vely gather feedback on your client's communica on preferences so you
won't feel lost during face-to-face interac ons
Try to be more open-ended with your research goals so that your ongoing
research is as broad and eﬀec ve as possible17Research & Acquire Market Knowledge - Overextended
Prepara on is a key part of any successful sale and it’s always important to gather
suﬃcient informa on on a client as you try to design the perfect pitch. However,excessive research and planning can be costly and can have a nega ve impact on theactual sale itself by s ﬂing new opportuni es and possibili es that may arise as you deal
with a client. Furthermore, basing your judgement and approach on set facts and ﬁgures
can give an unimagina ve, rigid impression of your services that can leave the client
feeling uninspired.

Ungrounded Research
Researching the market for new opportuni es is paramount, but it can be a costly
investment in me and resources. Without the correct guidelines your research canbecome general and irrelevant to the client at hand. It may be useful to map out thecourse of your research beforehand.

'I know best' Research
When research is based too strongly on your own direc ons you may risk neglec ng
poten ally frui ul avenues of enquiry. You may be le with li le more informa on thanthat which you started with. Try to iden fy the best possible research techniques andapply them accordingly.

Analysis Paralysis
An overwhelming, indiscriminate body of data can be confusing to interpret andbecome a hindrance to eﬀec ve sales process as you can become stuck in analysis andindecision. Centralise data and informa on in order to recognise the accurate material
and ﬁlter out the bits you need.

Unbounded Inquiry
Changing your research approach too frequently can stop you from being able tocomplete it in enough depth. Knowing when to rein in your ﬂexible approach will allow
you to garner the necessary detail from your research and ensure you don't spreadyourself too thinly.

18

Research & Acquire Market Knowledge - Overextended
Not inclined tooverextend

Inclined tooverextend
0%

50%

100%

Ungrounded Research56%'I know best' Research

90%

Analysis Paralysis

44%

Unbounded Inquiry

15%

Some ways you may overextend in this stage:
You can be too ﬁxated on ge ng your research done perfectly and this can cause
you to feel unnecessary me pressure
Some mes you overanalyse your research and can be too cri cal of the data
before even seeing the client
You can be a bit too crea ve at mes and this means that the research you carryout can lack applicable substance
How to temper your overextension in this stage:
Try and acknowledge when your ideas are becoming too fanciful so that you canensure all the conclusions you draw about the client are based around their actualneeds
Try not to be overly selec ve in the informa on you gather and end up dismissing
poten ally valuable leads
Don't be too ambi ous with your research and avoid cri cising yourself for not
being perfectly prepared19

Prospect & Engage Clients
Sales Process
Prospec ng is the crucial sales stage where ini al contact occurs. It is ﬁrstly importantto sieve through a wide network to a ract diverse poten al clients and establish strong
market presence. It is then vital to forge strong rapport with the poten al client througha robust business case and clear awareness of their speciﬁc demands.
To do this well you need to work through the following four-step process:1. Access & engage stakeholders
2. Create value hypotheses
3. Purposeful argumenta on to shape business case
4. Dialogue with clients on the business case

Sales Quali es
In order to work this stage well, you also need to demonstrate key behaviours – we callthese your ‘Sales quali es’. You need to engage four diﬀerent parts of yourself to do thiswell:

Proac ve Networking
Knowing how, where and when to network is crucial! It is important to ac vely manageand expand your network as such contacts can lead you to immediate opportuni es aswell as helping you maintain a strong presence in the market.

Purposeful Argumenta on
It is important to know how to sell your services to exis ng and poten al customers.
Engaging clients with a robust business ra onale can help ensure that they are fully
convinced your oﬀering will meet their needs.

Methodical Prospec ng
As you begin engaging with clients it can be useful to take ac on and iden fy usefulsales methods. By diligently following pre-established strategies you can increase yourchances of success in the knowledge that you know exactly where you are headed at any
given stage of the sale.

Engage with Empathy
Sales and business opportuni es are important, but so is maintaining a strong, open
rapport with clients. Building a sense of mutual trust and respect is a highly eﬀec ve
way of engaging clients and making them feel comfortable when working with you andsharing their needs.

20Prospect & Engage Clients

Doesn’t comenaturally0%

Comes naturally
50%

100%

Proac ve Networking

31%

Purposeful Argumenta on

93%

Methodical Prospec ng

68%

Engage with Empathy

23%

Your natural strengths in this stage:
You are willing to entertain bold new strategies to ensure you capture thea en on of big clients
You spark the interests of your clients by making sure they feel you are oﬀering
them something they really needYour ability to grasp abstract ideas and possibili es helps you work eﬀec vely
with even the most ambi ous clients
Possible shortcomings in this stage:
You can ﬁnd the exercise of maintaining a wide network in order to reach out topoten al customers draining
You can have trouble reading your clients' emo onal responses and this can makeit hard for you to decide on the best way to progressSome mes your systema c approach of selling can end up failing to express thefull extent of your oﬀering to a poten al client
How to develop the quali es in this stage:
Try and be more willing to alter your proposal so that you can broaden yourappeal to a wider range of clients and their needs
Don't be afraid to engage scep cal clients with ﬁrst-hand experiences and casestudies
Don't be afraid to communicate with your client on a serious one-to-one basis;
they might appreciate the depth you are willing to go to21

Prospect & Engage Clients - Overextended
When you are prospec ng and connec ng with a client it is important to recognise theway the mood is shi ing. If you can sense that you are losing the client's interest it isimportant to maintain the momentum of the sale through to the end by evolving yourini al proposal as the sale progresses. However, you must not lose track of your ini altargets as if you stray too far from the ini al pitch to please your client you may
decrease the business prospects in the opportuni es you have created. Maintaining arela onship is important but bear in mind the costs involved in any compromises you
make.

Random Networking
Networking should be kept in line with your business goals. Maintaining a growing andhealthy network is important but if you become too embroiled in social rela ons it canbecome a waste of precious me and resources. Therefore, avoid any prolonged
periods of socialising if you are not ge ng anything to show for it.

Pushy & Blunt
People can struggle to connect with your aims and be put oﬀ by your clinical approach.
Diplomacy is vital when approaching customers and poten al clients. As you try andseize opportuni es make an eﬀort to avoid becoming too asser ve and direct in yourhandling of people.

Process Driven
Establish and explore diﬀerent avenues to expand your business pursuits. Persistentlys cking to the process in order to 'play it safe' may result in losing out on theopportunity to explore broader possibili es with a client. This can nega vely impact the
chance of further business.

Gives too much
Making a personal connec on with clients can some mes be very draining. Stay alert tothe possibility that engaging with a client is proving more draining than an cipated. Be
ﬁrm with yourself and stop the sale if it will prove detrimental to you instead of trying tokeep the client happy.

22

Prospect & Engage Clients - Overextended
Not inclined tooverextend

Inclined tooverextend
0%

50%

100%

Random Networking

45%

Pushy & Blunt

90%

Process Driven

64%

Gives too much

9%

Some ways you may overextend in this stage:
Some mes you force clients into agreement as a result of your desire to build
las ng, evolving rela onships
At mes you can go overboard with your posi vity and enthusiasm andoverwhelm the client
At mes you adopt an argumenta ve tone with clients and end up playing thedevil's advocate, ignoring their needs
How to temper your overextension in this stage:
Spending too long planning your strategy and following a set of steps to interact
with your clients can make you seem slow-paced and uninspiring
Don't limit your eﬀorts solely to prospec ng for clients so that you remain open toother types of business opportuni es
Be careful when making an immediate compe ve approach towards clients as it
might reﬂect your own interests rather than theirs

23Understand Needs
Sales Process
Constant interac on is the key to understanding the client’s preferences,
communica on style and needs. It is thus important to s mulate the client withinsigh ul ques ons and your full a en on. Fluid, consistent communica on will enable
you to iden fy and address their concerns and assures them your delivery will be ﬁrstrate.
To do this well you need to work through the following four-step process:1. Qualify client in; qualify client out
2. Understand client decision process & buying criteria
3. Go? No go? Assess probability of making the sale
4. Internally - secure funding to design a solu on

Sales Quali es
In order to work this stage well, you also need to demonstrate key behaviours – we callthese your ‘Sales quali es’. You need to engage four diﬀerent parts of yourself to do thiswell:

S mula ng Ideas
Con nuously developing ideas will help you to inspire your clients. It’s always important
to enthuse the client with your ideas and solu ons. This can be done by taking a crea ve
approach when addressing their needs and demonstra ng that you can provide themwith a range of answers.

Voice of Reason
By u lising an analy cal approach you can quickly iden fy the areas where you may beable to support a client. By using a focused and ra onal approach you can help bringclarity to a client's situa on and construct various possible solu ons.

Discerning Assessment
In order to ensure their sa sfac on it is crucial that clients are kept informed and up todate at every stage of the process. It is always important to ask the client for theirthoughts and feedback. This allows you to get a complete picture of a client's situa on
and how you can help them address it.

Reﬂec ve Understanding
Client concerns should be a number-one priority. It is essen al to always give yourclients the chance to air their views as they will be more willing to engage with you andshare their concerns if you make it clear that they have your full a en on.

24Understand Needs

Doesn’t comenaturally0%

Comes naturally
50%

100%

S mula ng Ideas

87%

Voice of Reason

93%

Discerning Assessment

99%

Reﬂec ve Understanding

42%

Your natural strengths in this stage:
You have a knack for dis lling your client's needs down to their basics and ﬁnding
ways you are capable of mee ng them
You balance being direct and to the point with a keen willingness to listen to yourclient's needs
You are good at going into a client mee ng without a strict agenda, and showing
your willingness to listen
Possible shortcomings in this stage:
You can have diﬃculty giving your client the freedom to set the agenda about
what they want to discuss
Akie, you may have diﬃculty working with others when communica ng as a groupwith a poten al client; some mes you ﬁnd yourself at cross-purposes with yourcolleagues
One-to-one conversa ons do not come easily to you and it can be diﬃcult for you
to connect with a client in these circumstances
How to develop the quali es in this stage:
Don't shy away from building an emo onal connec on with the client if it helps
them express themselves
When a client prefers to base their views on the solid data try to follow suit byproviding them with the right materials to win them overDon't be afraid to communicate with the client in a more informal manner if it
helps them express themselves25

Understand Needs - Overextended
When you face a client, listening eﬀec vely is crucial for building rapport as well as foriden fying the client’s needs. However, if you overextend in this skill you may become
passive and forget to address your own goals, as well as failing to maintain a strong ﬂow
of communica on whereby both par es understand each other’s needs. Keeping yourown agenda in mind as you start to build your rela onship with the client is important
not only to account for your own interests but also to keep the process focused anddynamic.

Crea ve Overload
A mixed approach is important; when you go overboard with your crea vity yourinnova on can overwhelm the client and put them oﬀ from working with you andsharing their needs. Some mes a more grounded approach can lead to be er
engagement with a client.

Cri calMee ng goals and aims is important but so is connec ng at a personal level. Your
desire for results and progress may be perceived as aggressive and the client might shy
away and feel uncomfortable disclosing too much to you. Make a point of listening totheir personal concerns.

Aloof
There is a chance that clients may view a considered approach as too detached fromtheir actual needs and this can make them withdraw from you. Give a customer a
comfortable environment to air their views and keep your a en on in tune with their
expecta ons.

Passive
Without airing your views it can be hard for clients to know that you understand theirsitua on. It is important to show the client that you are fully engaged and sensi ve totheir thoughts and concerns. If you do not demonstrate your understanding you may
come across as uninterested in the eyes of the client who may then feel uncomfortablespeaking openly.

26

Understand Needs - Overextended
Not inclined tooverextend

Inclined tooverextend
0%

50%

100%

Crea ve Overload

75%

Cri cal

83%

Aloof

64%

Passive

47%

Some ways you may overextend in this stage:
There are mes when you are so busy analysing what has been said that you areunable to give your client's needs your full a en on
There may be mes when your clients can become too inven ve because of yourencouragement and they can start to express unfeasible ideas
Occasionally you can interrupt your client's train of thought with new ideas when
they already have a clear picture of what they want to say
How to temper your overextension in this stage:
Don't be afraid to proac vely push forward discussions as being too passivemeans the client can lose energy quickly from having to be the only voice in theroom
Be aware that appearing too serious may give your client the idea that you
disapprove of something they are saying
Listening is important when understanding the client, however don't forget toprompt your client with ques ons if the conversa on stalls

27

Recommend Solu ons
Sales ProcessYour proposals play a vital role in winning the client over to your oﬀerings. A proposal
must be thorough so that the client is clear on what you are oﬀering. You must also
enthuse the client to enrol them into working with you in the long term. A strong
rela onship based on trust and openness is just as eﬀec ve as an en cing proposal.
To do this well you need to work through the following four-step process:1. Co-create a client-centered solu on - deﬁne deal structure
2. “Know thy self, know thy enemy”- dispatching compe tors
3. First presenta on of proposal to client
4. Internally - secure funding to make a bid

Sales Quali es
In order to work this stage well, you also need to demonstrate key behaviours – we callthese your ‘Sales quali es’. You need to engage four diﬀerent parts of yourself to do thiswell:Enthusing
By exci ng your clients through energising and s mula ng them you can quickly build adynamic rapport. Doing this will enable you to draw answers from them in order to
evolve your oﬀering and address their precise needs. Maintaining a dynamic approach
will boost client interest when you make your recommenda ons.

Convincing
When making a proposal it helps to demonstrate the ability to serve your client basewith conﬁdence. When recommending solu ons to a client you must be able to convince
them that your product is robust and that you can guarantee them the service you arepromising.

Detailed Proposal
A proposal should always reﬂect the quality of your oﬀering. It is important that you
include all the details which you believe may be relevant for the client. Presen ng yourproducts and services to clients with a clear plan of ac on backed up by past results willencourage clients to select your solu on.

Co-crea ng
Nego a on and willingness to compromise can be valuable when shaping your sales
oﬀering. Displaying a desire for shared success and demonstra ng willingness to work
together is an eﬀec ve way to win the client's trust. By working to the client's needs andmaking compromises when necessary you can ensure maximum sa sfac on.

28

Recommend Solu ons

Doesn’t comenaturally0%

Comes naturally
50%

100%

Enthusing51%

Convincing

75%

Detailed Proposal

49%

Co-crea ng

37%Your natural strengths in this stage:
Being quite the scep c yourself, you are good at an cipa ng cri cisms of yourideas and reﬁning your proposals before you deliver them
You take the me you need to formulate your ideas before you say them, ensuring
the pitches you deliver are well-considered and hold weight
Mo vated by a desire to race ahead of the compe on, you use the pitch as anopportunity to highlight the biggest advantages you can oﬀer over yourcompe tors
Possible shortcomings in this stage:
Proposals born from ins nct can be quite demanding for you to present and thiscan make it hard to connect with clients who prefer that sort of communica on
Presen ng in a one-to-one situa on is not your forte and you can appear
uncomfortable in front of a client
Some mes you can struggle to reinforce your proposal with facts and ﬁgures,
which can discredit you in the eyes of some clients
How to develop the quali es in this stage:
Try to inject addi onal enthusiasm into the pitch when you ﬁnd your rapport withthe client is losing energy
When you are pitching don't be put oﬀ by clients who prefer a more informal
approach to proposals
Don't be afraid to change your proposal partway through a conversa on if it canseal the deal29

Recommend Solu ons - Overextended
The clarity of your vision and ideas is important in order to leave a las ng impression on
your client when you are pitching. Overextend in this domain however and you can
become imposing and inauthen c, damaging your rela onship with the client andendangering the sale. When you are pitching make sure that your proposals leave
enough room to be tailored to win over the client when diﬃcul es and breakdowns incommunica on arise; the success of your sale can hinge on your willingness to adapt
and compromise where necessary.

Overwhelming
Posi ve energy can some mes be taken too far. If you keep on enthusias cally pushingyour solu ons on to the client they may feel overloaded with op ons. It is important togive them me to digest and reﬂect on your solu ons and thoughts.

Pressuring
It is important not to come across as too forceful when trying to convince the client thatyour oﬀering is what they are looking for. They might feel put oﬀ by your directness andfeel rushed into making a decision. Be prepared to back oﬀ and listen to their feedback,adjus ng the proposal if necessary.

Lost in the detail
The desire to make the perfect proposal can lead to hesita on and a lack of ac on. You
can end up stuck in indecision trying to ﬁnd the best way to win the client over. Focus on
the ﬁrst steps and demonstrate the feasibility to the client ﬁrst before trying to hone thesale completely.

People Pleasing
Accommoda ng your client needs is central to the business pursuit, but it is important
not to overcommit when you customise solu ons to address the needs of your client as
this can lead to future diﬃcul es when actually delivering.

30

Recommend Solu ons - Overextended
Not inclined tooverextend

Inclined tooverextend
0%

50%

100%

Overwhelming

89%

Pressuring

88%

Lost in the detail27%

People Pleasing

9%

Some ways you may overextend in this stage:
Under pressure your proposals can become too energe c and your enthusiasm
can overwhelm your client, distrac ng them from the point of your pitch
Some mes you come across as controlling in mee ngs and your proposals canoccasionally come at the expense of someone else's me to speakSome mes your proposals can be quite dry because of your exaggerated use offacts and details
How to temper your overextension in this stage:
Avoid being too crea ve in your proposals as the way you jump from idea to idea
can be hard for a client to follow
Be careful when you decide on a more asser ve approach with the client as it canin midate them away from your proposal
Try to temper the focus of your proposals so that your clients feel they have moreroom to work with when it comes to their targets

31Get Commitment
Sales Process
Once your clients are in a buying mindset you must gain their commitment and seal thedeal, remaining a en ve to the client’s signals so that you can capitalise appropriately.
It is vital to maintain their trust by displaying a willingness to address their concerns.
When all the signs are there you must seize the opportunity and act decisively.
To do this well you need to work through the following four-step process:1. Document “best & ﬁnal oﬀer”
2. Final presenta on of proposal to client
3. Nego ate with client
4. Due diligence & signing client contract

Sales Quali es
In order to work this stage well, you also need to demonstrate key behaviours – we callthese your ‘Sales quali es’. You need to engage four diﬀerent parts of yourself to do thiswell:

Intui ve Close
Be intui ve to client needs and poten al business ventures. When you can sense thatthe client is open to the idea of accep ng your proposals it is important to trust yourins ncts and truly seize the moment by ac ng decisively.

Decisive Close
It is important to ﬁrmly secure the deal and enrol the commitment of the client once
you know all the details have been discussed. By pushing for a ﬁnal answer you canensure that the sale reaches its conclusion before you risk losing a client's interest.

Due Diligence
Details are important and they can make or break a deal. Clients will be reassured ifthey know that nothing has been overlooked and everything has been clariﬁed
thoroughly. This will allow both par es to progress knowing that there are no hidden
obstacles and that the sale will proceed smoothly once an agreement is reached.

Collabora ve Close
An eﬀec ve way to completely enrol the client is by closing the sale on a rela onshipbasis. This can be done through a combina on of a personal connec on andprofessional understanding. By making it clear that you are considering their needs aswell as your own you can assure the client of your win-win approach.

32

Get Commitment

Doesn’t comenaturally0%

Comes naturally
50%

100%

Intui ve Close

39%

Decisive Close

92%

Due Diligence

56%

Collabora ve Close

33%

Your natural strengths in this stage:
You push clients through a logical process that begins with expecta ons andﬁnishes with commitments
You balance implemen ng new ideas with a need to establish ﬁrm commitmentswith a client
You balance your desire to win a sale at any cost with a good knowledge of what
promises you are actually able to commit toPossible shortcomings in this stage:
If your client frequently wants to change their minds about elements of the sale
you can have diﬃculty altering the accord quickly enough to secure the sale
As you can struggle to secure an instant rapport with a client it can take someme before they feel connected enough to commit to you
Some mes your sympathy for others is not apparent and your client can feel thatyou have not considered their needs suﬃciently when you are reaching anagreement
How to develop the quali es in this stage:
To ensure a smooth sealing of the agreements make sure any ﬁnal commitments
on both sides are not at odds with each other
Try to use case studies and past experiences to reassure the client if they get "coldfeet" in the la er stages of the sale
Don't be afraid to rely on your gut ins nct to act decisively in order to quickly seal
the deal for the client when the opportunity presents itself

33

Get Commitment - Overextended
As your clients become keen to commit to an agreement it is important to act fast and
be decisive so that you can fully seize the opportunity. However, don’t lose your pa enceand consistency at the ﬁnal hurdle trying to push them to commit. Moreover, being
overly ﬂexible can damage your interests and credibility. So long as you maintain therela onship through to the end of the sales process you will have a stable pla orm tofall back on in instances of last-minute breakdowns.

Chao c Close
Spontaneously jumping to conclusions and rushing the client into making a decision canbe dangerous as it can be perceived as erra c and insensi ve. Take a level-headed
approach to client-based commitments, leaving me for both sides to consider the
ramiﬁca ons of their decisions.

Forced Close
When the focus on the outcome is overplayed it can risk making the client feel
uncomfortable. There is a further danger that clients can lose faith in the sale at the lastminute if it is pushed too hard. Make an eﬀort to recognise valid concerns and give
space to other points of view.

Tenta ve Close
When the sale is coming to a conclusion it is important to avoid grinding the process toa halt with indecision. You can lose the client’s enthusiasm if you become too systema cin your desire to cover every detail. Try to stop at a workable level of detail and ﬁll in
the rest of the proposal further down the line.

Conceding Close
There is a chance that a people-oriented approach can lead to watered-down
resolu ons. This can lead to a weaker sale overall and uncomfortable commitments. Try
and avoid changing your proposal beyond predeﬁned limits. This will require a level ofdiscipline when it comes to balancing good service to clients with good business results.

34

Get Commitment - Overextended
Not inclined tooverextend

Inclined tooverextend
0%

50%

100%

Chao c Close

27%

Forced Close

96%

Tenta ve Close

28%

Conceding Close

7%

Some ways you may overextend in this stage:
You can occasionally come across too strongly in your nego a ons and you do notalways know when to back down from an untenable posi on
Some mes your a en on to detail can overextend and be seen as 'nit-picking' by
your clients when it comes to contractual arrangements
Some mes clients may feel locked into your process and unable to input their own
considera ons into the contractual sale
How to temper your overextension in this stage:
Don't force your personal targets and goals on to the client so that the sale is anorganic process un l the end
Don't be too overt with your a empts to control the contractual sale as this canupset the client
Be careful not to come across too asser ve in nego a ons as it is important tomake the right concessions in order to seal the deal

35

Support Accounts; Develop Accounts
Sales Process
Maintaining and enhancing your rela onship with a client is important, allowing you toreap the rewards of your previous work and secure repeat business. Sustaining thisrela onship is as important as high-quality delivery. Make sure that when delivering you
strengthen your rela onship by sharing your energy and service ethos.
To do this well you need to work through the following four-step process:1. Shi from winning sales to service delivery
2. New order process & sales tracking
3. Create account business plan & suppor ng processes
4. Seek addi onal sales opportuni es

Sales Quali es
In order to work this stage well, you also need to demonstrate key behaviours – we callthese your ‘Sales quali es’. You need to engage four diﬀerent parts of yourself to do thiswell:

Galvanise Rela onships
Keeping up rela onships and connec ng with new people is an eﬀec ve way to create
new sales. It is also important to maintain rapport through con nuous social
engagement. This will keep you connected with your clients so that you can respondpromptly to their needs.

Drive to Deliver
Clients want results even in the face of adversity. By showing your client that you
believe in delivery at all costs they will feel that they can depend on you to provide theservice they expect from the rela onship. From this basis you can develop moreambi ous goals for your clients and the rela onship will ﬂourish.

Rigorous Execu on
When delivering on your commitments, planning the steps out in detail and ensuringthat your es mates are accurate gives clients conﬁdence that deadlines will be met.
Clients will feel more at ease a er they see evidence that you are dependable andorganised.

Accommoda ng Service
Create an environment where customers can have input at any stage of the process.
When you execute a plan in order to follow up on your ac ons make sure that the client
feels fully involved and kept up to date throughout the process. This rapport is equally as
important as the delivery as it reassures clients of your service mentality.

36

Support Accounts; Develop Accounts

Doesn’t comenaturally0%

Comes naturally
50%

100%

Galvanise Rela onships

10%

Drive to Deliver

62%

Rigorous Execu on

68%

Accommoda ng Service

38%

Your natural strengths in this stage:
You do not tolerate poor client service and are highly driven toward accumula ng
repeat sales
You are good at keeping tabs on clients, o en following up a sale in wri ng togauge their sa sfac on and oﬀering opportuni es to give feedback
You are good at delega ng some of the tasks around following up with clients to
those around you, helping foster client sa sfac on and repeat sales
Possible shortcomings in this stage:
You can struggle to maintain a focus on shared success and your clients may start
to feel that their interests are be er served elsewhere
You may be unable to meet your client's demand for an ongoing sales rela onshipthat can adapt to suit their changing business needs
You can have trouble incorpora ng your clients into your wider network and thiscan leave them feeling isolated
How to develop the quali es in this stage:
When following through try to acknowledge any concerns the client might haveregarding delivery so that there is a strong emo onal rapport in the rela onshipTry to assure your client of your ability to deliver by giving them previous
examples as well as keeping them up to date with the latest details on yourprogress
Try to be sensi ve to the changing nature of your rela onship with a client at allmes so that you are prepared to respond to their needs

37Support Accounts; Develop Accounts - Overextended
Having secured a sale it is important to deliver against your agreed commitments. This
follow-up phase is crucial to ensure that you can maximise all the business opportuni espresented to you by the client. It is important to build on the exis ng rela onship withimmediate ac on, to show ongoing commitment and integrity long a er the terms
were agreed. Maintaining and growing your rela onship is just as important as securing
the sale in that it can open up new business via referrals or repeat purchases.

Erra c Follow-throughIf you act in a rapid and unpredictable manner, it can sour and aﬀect your rela onshipwith the client. You can lose the trust of your clients if you become sporadic in yourdelivery on your commitments. Keep a clear record of your commitments to ensure thatyou do not lose track of them.

Impersonal Follow-through
There is a danger that being clinical and simply focusing on the outcome can damage
the rapport between you and the client. They may be looking for a las ng rela onshipthat produces new opportuni es rather than just a one-oﬀ oﬀering. Focus on a deeper,
personal connec on that can form the basis of a more eﬀec ve partnership.

Bureaucra c Follow-throughIf delivery is overplanned then new deliverables may be avoided and actual delivery canbe held up by process. If you are not open to new opportuni es then they can disappear
and clients can feel let down. Try to build scope into your plans so that you have theroom to take on new commitments as they arise.

Acquiescing Follow-throughIn your desire to keep the client feeling involved you may become too accep ng and end
up promising more than you can deliver. Try to avoid le ng your connec on with aclient create an unspoken pressure on you to give more than you can manage. In order
to avoid overstretching your resources draw a line in the sand and s ck to it.

38Support Accounts; Develop Accounts - Overextended
Not inclined tooverextend

Inclined tooverextend
0%

50%

100%

Erra c Follow-through1%

Impersonal Follow-through54%

Bureaucra c Follow-through64%

Acquiescing Follow-through4%

Some ways you may overextend in this stage:
When unforeseen developments arise you can have trouble making
suppor ng your clientsme forYour strong work ethic standards can become very demanding when you aremaintaining a rela onship with your clients and they can see you as pushy in thisarea
Some mes clients feel like you have abandoned their rela onship with themwhen you delegate commitments to other people too o en
How to temper your overextension in this stage:
Bear in mind that your direct approach can come across as too blunt for yourclients to feel comfortable in your ongoing rela onshipBe careful not to lose the rela onship with the client by being too proac ve andnot giving them the chance to give you feedback as you deliver
Don't depend too much on plans as you go about delivering on your commitments
as unforeseen developments may derail the client rela onship39