Business Leaders Exchange
Professional service providers employ indirect team selling strategies and leverage their networks to drive growth
Members: Professional service providers, typically firm leaders and those responsible for practice development
Program Elements:
Monthly meetings
Interim monthly interactions between members to keep business development opportunities progressing
On-going, organized feedback between members to ensure team performance, build accountability and develop capabilities of each member
Reasons to Investigate BLE Teams:
Concern over your business’s rate of growth. The ability to provide client value is unquestionable, yet efforts to identify new prospects and to close new opportunities seem ineffective.
Frustration with long selling cycles. Establishing credibility is a challenge in competitive professional service industries; failure to do so restricts opportunities by lengthening selling cycles.
Annoyance with centers of influence (COI). Poor referrals are caused by the lack of urgency and low quality introductions. A low level of activity indicates a low commitment for reciprocity. Some COIs exhibit shallow business acumen, poor business judgment, and non-winning attitudes.
Description:
Professional Service providers work as a team to create client value, stimulate business growth, and develop each other’s skills. Motivated by better financial results, teammates embrace indirect team selling concepts.
Business Leader Exchange (BLE) Teams are built with dynamic professionals who are committed to trusted advisory relationships, high quality problem solving, and sharing their networks to expand business. Peer advisory is a key component of the team’s overall purpose.
Teammates are carefully selected by aligning psychographic characteristics and other factors that build team chemistry.
Teams use indirect team selling strategies developed by The Success Catalyst. Indirect team selling is used to build stronger trust bonds with decision makers which shorten selling cycles. In the background of client interactions and engagements, teammates strategically work side-by-side to build business and create value for clients.
BLE teams are not solely focused on transactional volume. Yes, teams do create new opportunities; however, members have an expanded view of creating client value and understanding how referrals without a client-centric purpose can diminish credibility and discount brand equity. Quality with purpose, not quantity, is always the driving force of teams.
There are two types of Business Leader Exchange teams:
Small Company:
Members are trusted advisors to CEOs
Target client companies that have revenues up to $75 million, with more centralized decision making centered on the CEO
Services are marketed directly to the CEO
Represent non-competing industry segments giving each member exclusivity in the development of a team selling strategy
Possess a growth mindset supported by the belief that making high quality introductions is dependent on understanding your clients and putting their interests first
Enterprise Company:
Members are trusted advisors to CFOs, CIOs, COOs
Target client companies that have revenues on the low end of $75 million up to $1 billion plus
Services are marketed directly to the finance, operations, and administrative functional leaders; the CEO tends to be indirectly involved in decision making
Represent non-competing industry segments giving each member exclusivity in the development of a team selling strategy
Possess a growth mindset supported by the belief that making high quality introductions is dependent on understanding your clients and putting their interest first