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Digg it UP - The Art of Real Problem Solving
After presenting The WOW! Awards I always hope that the service standards will be maintained. I want other people to experience exactly the same great service that I’ve seen.Last week I had the privilege to visit a past winner. The business is called Harris Lipman and they’re based in Whetstone, North London.Having phoned to make the appointment, I got this letter.Dear Mr WilliamsI have been advised by Howard that you are visiting our offices on Friday 19 Octo
Businesses operate for several reasons. Each of these reasons can be placed in one of two categories: solving problems and making money. In the quest for both there are real problems that will arise. When that real problem arises, you, the professional salesperson, are there with the solution. Here is how to find the real problem in any company.
1. The morning newspaper is filled with stories about businesses and the problems they face. The Wall Street Journal, The Washington Times, USA Today, and the Los Angeles Times.
2. Complying with new and old federal, state, and local laws and ordinances is
My wife and I recently had our second baby, and like all expectant parents we had to go through the often difficult process of picking a name. Choosing a name is one of the first big decisions you make for your child and it can have a large impact on their future. Anyone familiar with the 1980s movie The Sure Thing remembers the diatribe of John Cusack’s character in which he expresses his disgust for the name “Elliot” who will grow up to be “a fat kid with glasses who eats paste.
Mr. and Ms. Sales Professional, how does the real problem in a company /business reveal itself? Every company has at least one real problem that your product or service can solve. How do you locate that real problem? This story may explain. I have two of the greatest sisters-in-law any brother-in-law could want. The younger, Linda, would literally, to use a clich?, give you the shirt off her back, then turn around and give you her bra. A kinder heart cannot be found. She has only one failing that is intolerable; she is the nosiest person I have ever had the privilege of meeting. She has to have all the information on everybody she meets and the people they’ve encountered. She knows the ins and outs of everyone and everything around her. Nothing is off limits; no conversation is taboo. Information to Linda is her lifeblood; she must have it in order to live.
If it happened, Linda knows the details. She has the facts correct, down to the most meager detail on any topic. The television broadcasts, radio stations, newspapers, and magazines of all types are her amalgamate. She thirsts for information about the things around her. I have remarked that she has all the tools for a great salesperson: a need for current information, the ability to find information, and a systematic way to chronicle each and every fact for quick recall.
THE A-B-C OF LOCATING THE REAL-PROBLEM
ASTUTE. Of keen penetration or discernment. You must be mentally present for all accessible resources. Ears and eyes open at all times for the smallest of details you encounter.
BELIEVABLE BENEFITS. Real problems must be capable of eliciting trust. If the problem is not plausible and verifiable from at least two credible sources, the information is deemed tainted and is of no benefit to you.
CLEAR. A clear and concise understanding of the real problem must be the cornerstone of the source. Information that is misinterpreted in any manner can lead to the wrong conclusion.
DISCREET. If you discover a problem, it belongs to you – not the problem but the discovery. You are under no obligation to reveal the contents to another. Wrong information in the wrong hands can hurt or kill the deal.
ELIMINATE. Two questions should be asked. What advantage does this newly found problem give me over my competition? Can I annihilate my closest competitor based on the information I now hold? If the answer is affirmative to both questions you have a real problem.
WHERE DO YOU FIND THE REAL PROBLEM?
Businesses operate for several reasons. Each of these reasons can be placed in one of two categories: solving problems and making money. In the quest for both there are real problems that will arise. When that real problem arises, you, the professional salesperson, are there with the solution. Here is how to find the real problem in any company.
1. The morning newspaper is filled with stories about businesses and the problems they face. The Wall Street Journal, The Washington Times, USA Today, and the Los Angeles Times.
2. Complying with new and old federal, state, and local laws and ordinances is
The business success secret you are about to learn is probably the best one you will ever learn. It’s powerful, easy to implement, and produces immediate results. Better yet, I can guarantee less than .01% of your competitors know about it (and if they do, they’re probably not using it).Ready?The secret is “love your customers.”Loving your customers goes beyond good customer service. It involves sending loving thoughts to your customers while you interact with t
If it happened, Linda knows the details. She has the facts correct, down to the most meager detail on any topic. The television broadcasts, radio stations, newspapers, and magazines of all types are her amalgamate. She thirsts for information about the things around her. I have remarked that she has all the tools for a great salesperson: a need for current information, the ability to find information, and a systematic way to chronicle each and every fact for quick recall.
THE A-B-C OF LOCATING THE REAL-PROBLEM
ASTUTE. Of keen penetration or discernment. You must be mentally present for all accessible resources. Ears and eyes open at all times for the smallest of details you encounter.
BELIEVABLE BENEFITS. Real problems must be capable of eliciting trust. If the problem is not plausible and verifiable from at least two credible sources, the information is deemed tainted and is of no benefit to you.
CLEAR. A clear and concise understanding of the real problem must be the cornerstone of the source. Information that is misinterpreted in any manner can lead to the wrong conclusion.
DISCREET. If you discover a problem, it belongs to you – not the problem but the discovery. You are under no obligation to reveal the contents to another. Wrong information in the wrong hands can hurt or kill the deal.
ELIMINATE. Two questions should be asked. What advantage does this newly found problem give me over my competition? Can I annihilate my closest competitor based on the information I now hold? If the answer is affirmative to both questions you have a real problem.
WHERE DO YOU FIND THE REAL PROBLEM?
Businesses operate for several reasons. Each of these reasons can be placed in one of two categories: solving problems and making money. In the quest for both there are real problems that will arise. When that real problem arises, you, the professional salesperson, are there with the solution. Here is how to find the real problem in any company.
1. The morning newspaper is filled with stories about businesses and the problems they face. The Wall Street Journal, The Washington Times, USA Today, and the Los Angeles Times.
2. Complying with new and old federal, state, and local laws and ordinances is
I enjoy high-end music systems in my home and office.One day I called the dealer to order extra CD cartridges, wanting to pre-load them with different music. He was out of stock, but said more were coming soon.‘Great!’, I replied, ‘Could you give me a call as soon as they come in?’He was reluctant. ‘They’ll be coming in a few weeks. Why don’t you call us back then?’With my travel schedule, I imagined missing the next shipment and asked again if he would call me.
THE A-B-C OF LOCATING THE REAL-PROBLEM
ASTUTE. Of keen penetration or discernment. You must be mentally present for all accessible resources. Ears and eyes open at all times for the smallest of details you encounter.
BELIEVABLE BENEFITS. Real problems must be capable of eliciting trust. If the problem is not plausible and verifiable from at least two credible sources, the information is deemed tainted and is of no benefit to you.
CLEAR. A clear and concise understanding of the real problem must be the cornerstone of the source. Information that is misinterpreted in any manner can lead to the wrong conclusion.
DISCREET. If you discover a problem, it belongs to you – not the problem but the discovery. You are under no obligation to reveal the contents to another. Wrong information in the wrong hands can hurt or kill the deal.
ELIMINATE. Two questions should be asked. What advantage does this newly found problem give me over my competition? Can I annihilate my closest competitor based on the information I now hold? If the answer is affirmative to both questions you have a real problem.
WHERE DO YOU FIND THE REAL PROBLEM?
Businesses operate for several reasons. Each of these reasons can be placed in one of two categories: solving problems and making money. In the quest for both there are real problems that will arise. When that real problem arises, you, the professional salesperson, are there with the solution. Here is how to find the real problem in any company.
1. The morning newspaper is filled with stories about businesses and the problems they face. The Wall Street Journal, The Washington Times, USA Today, and the Los Angeles Times.
2. Complying with new and old federal, state, and local laws and ordinances is
The legal cashier’s job can be ideal for someone who finds the idea of working for a solicitors or law firm appealing but doesn’t have the experience or desire to work directly on legal matters. Normally a legal cashier is responsible in one form or another for the finances of the company. As the financial needs of solicitors and law firms are quite unique, a niche has opened up for those with the skills and expertise to carry out these kinds of jobs.There are a number of different
DISCREET. If you discover a problem, it belongs to you – not the problem but the discovery. You are under no obligation to reveal the contents to another. Wrong information in the wrong hands can hurt or kill the deal.
ELIMINATE. Two questions should be asked. What advantage does this newly found problem give me over my competition? Can I annihilate my closest competitor based on the information I now hold? If the answer is affirmative to both questions you have a real problem.
WHERE DO YOU FIND THE REAL PROBLEM?
Businesses operate for several reasons. Each of these reasons can be placed in one of two categories: solving problems and making money. In the quest for both there are real problems that will arise. When that real problem arises, you, the professional salesperson, are there with the solution. Here is how to find the real problem in any company.
1. The morning newspaper is filled with stories about businesses and the problems they face. The Wall Street Journal, The Washington Times, USA Today, and the Los Angeles Times.
2. Complying with new and old federal, state, and local laws and ordinances is
I think one of the biggest challenges facing companies at just about any timeframe of its corporate life is focus. The focus I am referring to relates to a number of areas within the company. First is the notion of culture. Does your company have more of a sales-driven culture, (which represents a majority of companies)? Or is your company an engineering driven culture? Or is it a marketing-driven culture? In my experience, a small percentage of companies are based on a marketing-driven cu
Businesses operate for several reasons. Each of these reasons can be placed in one of two categories: solving problems and making money. In the quest for both there are real problems that will arise. When that real problem arises, you, the professional salesperson, are there with the solution. Here is how to find the real problem in any company.
1. The morning newspaper is filled with stories about businesses and the problems they face. The Wall Street Journal, The Washington Times, USA Today, and the Los Angeles Times.
2. Complying with new and old federal, state, and local laws and ordinances is a large part of solving real problems.
3. Rarely will one department in a business have a real problem
that does not affect another department or location.
4. Industry magazines are a great barometer of business conditions and the problems businesses will face due to changes and future events. The Oil & Gas Journal, Forbes, Windows, Mortgage Banking, Inc. and Business Finance.
5. Networking is a great way to find real problems. Locating real problems in this environment requires in-depth questions skill regarding the business environment and the changing conditions. Networking will provide only the who; you must determine the what, when, and where of the real problem.
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