Part 14 (2/2)

Authority (A) todecisions

Desire (D) for your services, and to ith your agency

Response (R) to your agency'sefforts

Prospects arecycle, and preparing to move into the decision phase They are fully aware of their needs, have researched agency options, and are now looking for the best ht fit by alleviating concerns, anticipating objections, building their confidence in your agency, and creating as much value as possible So how do you accoe on social networks

Take a personal interest in their success by getting to knohat motivates them in their lives and careers

Use auto posts, case studies, ebooks, webinars, and other original content

Invite them to attend webinars and events that fit their interests and needs

Offer the efforts

Build custoe of the to the next level

How to Handle Client-Reference Requests It is co cycle for prospects to request client references Although connecting prospects with satisfied clients can be a great way to give theency over the top, it can become an inconvenience for your best clients This is especially true for smaller firms, which have a limited number of clients to offer as references

There is not a standard solution that works for every agency, so consider the perspectives of both audiences-prospect and client-when crafting your policy for references Start by taking proactive steps to reduce the need for prospects to seek thee satisfied clients to share online reviews and recommendations

Compose client case studies that demonstrate results

Share your online portfolio of approved client work

Enhance your website with content that shares insights into your processes and ht leadershi+p, and in-depth profiles of the people behind your agency tea with references, I reco them if: (1) you are 100 percent convinced you want them as a client, and (2) you have confire, and this is the final step before ement

In this scenario, do your best to communicate your desired expectations to both parties, both in the request to your client and tiestions for the prospect You want to convey your openness and transparency while de to the prospect that you value and respect your clients' time

Your client-reference policy should be flexible There will always be opportunities that present exceptions to the rule, plus there is always potential value in connecting like-hout the sales process to build confidence and trust, and keep the feelings of both the prospect and your client in mind when faced with this final step

The Proposal Effective proposals demonstrate that you clearly understand your prospect's needs and goals, and have the knowledge and capabilities to positively impact their business Here are six core elements of a powerful service proposal: 1 The snapshot: Also known as the executive sues, tell a powerful story that conveys your understanding of their business, identifies their challenges, defines how your agency is going to solve them, and establishes the benchet the boring, technical jargon Create a narrative that engages the prospect and builds their desire to ith you They should be able to ency to this point in the lead-nurturing process and the snapshot The rest of the proposal exists to provide supporting inforement

2 Discovery: Share what you learned about the prospect through preliminary research Include data and screenshots that demonstrate your capabilities, and how they apply to the prospect's business Here are some specifics: Run an initial keyword analysis to see how their website perforines

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Evaluate their social media presence, and identify opportunities for enhanced participation and engagement online

assess their coy, and sho your services can make them more co editorial calendar searches through Cision or other PR- post topics that de of their markets and customers

3 Objectives: Connect your services to ful outco objectives relevant to the prospect's cay and measure performance

Ideally you will benchehout the life of the relationshi+p to continually y This is the section in which you define success factors as well, including anic visits, socialsubscribers, lead volume, and content downloads

4 Activity center: Establish the services, pricing, and ti service packages or retainers, this section will be relatively standardized, but be sure to personalize it based on your prospect's unique needs

5 Appendix: Share any additional inforency and account team profiles, sareement: Include the contract to seal the deal Your prospects are al speak, and keep it si structure, pay standards, expenses, and how add-on services are billed

Choose the Right Clients Coy to clients ill value your contributions to their business Learn to trust your instinct, and watch for red flags, such as unrealistic expectations and a lack of respect for your tiencies never appear desperate for new business, even if they are They are willing to walk away from opportunities when their leadershi+p teaency to pursue the engagement At that saht for the right clients

Conversions and Transitions

The assignration of account teams is key to successful client conversions It is advised to involve the account team as early in the sales process as possible

Prospects quickly develop a rapport with strong salespeople, and they can assume that their representative will continue to ith them should they er ready to go, then simply have that professional participate in discovery and proposal s, and build a relationshi+p that eer/lead consultant, not the salesperson, should be dictating the preliic recoe or retainer that will be featured in the proposal In essence, once the lead has been qualified into a prospect, the account teain to assume ownershi+p of the opportunity, and the salesperson takes on more of a support and ade when you have no idea ill be on the account tea at or near capacity, large opportunities present challenges froement and workflow

For exaency, and a 5,000/hly qualified opportunity If you can close the deal, this client would represent 10 percent of your average total revenue each ency is already at or above its capacity, youin the contract However, no prospective client wants to hear that they will be the lucky recipient of a rookie accountfor growth is a great problem to have, but, unfortunately, there is no perfect solution However, if you have put the proper forecasting and project-ement systems in place, you can quickly identify experienced tea their successors and transferringrowth co client base So co to thehts