Thursday, December 31, 2009



Game Key #3 ~ Negotiate With Facts for Power


Seldom does a game or a negotiation go the way one plans. Buyers sometimes make an offer based on their emotions and needs rather than on facts and statistics. Careful assessment of the Seller’s strengths and weaknesses is time well spent. If comparable homes in the neighborhood have sold for $200.00 per square foot over the past year and a Buyer offers $150.00 per square foot, the probabilities of a successful response go down. Rely upon facts and statistics to the Seller when the property is priced too aggressively.

When you make an offer, examine the facts. Present these facts along with the offer. There are many deal points that are important in a typical negotiation. Price is only one of these points. If the other deal points are acceptable to a Seller, the price negotiation is likely to be resolved. There is always a reason your first choice is your first choice; it meets more of your needs and wants than the other homes you have seen. Thinking like a Seller when you are buying is very helpful.

When Buyers begin to make an offer, they should examine as many of the facts as they can before determining what to offer. This consideration should include the Seller’s position in the property and the price he is asking. Buyers need to review their timing needs as well as the impact that their timing would have on a Seller and the price that the Seller is willing to accept. In a typical negotiation, there are at least eight deal points that are important. Price is only one of the deal points. If all other seven deal points are acceptable to a Seller, the price issue is easier to resolve.

Don’t ignore the realities of the market in the neighborhood of the home you wish to buy. There is always a reason that your first choice is your first choice. It meets more of your needs and wants than the other homes on the list. Unrealistic negotiations most often result in disappointment for everyone. If a home meets most of your identified needs and wants, you should consider all of the deal points before making the offer. Many offers are made without due consideration of all the positions and facts.

Sonny

Sonny Moyers
The O'Dea Moyers Group
Managing Partner
(O) 972-464-4110
sonny@sonnymoyers.com

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Tuesday, December 29, 2009



Game Key #2 ~ Be Objective!

Finding the “perfect home” is sometimes difficult. Buyers often begin their search with a desire to find a home that meets every possible need and want. We find that seldom does a home live up to this expectation. Sometimes, needs and wants contradict and Buyers realize they must compromise somewhere.

There are numerous criteria for making this decision. If you would like a copy of a criteria worksheet to help you in this regard, just email us and we will send one to you.

A clear determination of the most important features of a home will help to streamline touring and make the search more effective and successful. Be sure and communicate clearly and concisely your needs and wants to your REALTOR. They need to know what you will accept or not accept.

When Buyers begin to make an offer, they should examine as many of the facts as they can before determining what to offer. This consideration should include the Seller’s position in the property and the price he is asking.

Your agent can often find out information about the Seller that can help you in your negotiation. Ask your agent to question the Seller’s agent about the Seller’s situation. Buyers need to review their timing needs as well as the impact that their timing would have on a Seller and the price that the Seller is willing to accept.

In a typical negotiation, there are at least eight deal points that are important. Price is only one of the deal points. If all other seven deal points are acceptable to a Seller, the price issue is easier to resolve. Don’t ignore the realities of the market in the neighborhood of the home you wish to buy.

There is always a reason that your first choice is your first choice. It meets more of your needs and wants than the other homes on the list. Unrealistic negotiations most often result in disappointment for everyone. If a home meets most of your identified needs and wants, you should consider all of the deal points before making the offer. Many offers are made without due consideration of all the positions and facts. Thinking like a Seller when you are buying is very cost and time effective.

Sonny

Sonny Moyers
The O'Dea Moyers Group
Managing Partner
(O) 972-464-4110

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Sunday, December 20, 2009



Game Key #1 ~ Narrow your search!



Many home Buyers start out to find the perfect home and look at properties over too wide a geographic area. It’s not unusual for a Buyer to look at homes over a large geographical area in order to help them determine where they want to live. A good real estate agent can help narrow the area by educating their clients about schools, economies, and home purchase opportunities in various areas. When Buyers are relocating to they may have no idea about the many different communities and varying neighborhoods that surround a major city.

Take the time to review all of your requirements before taking to the road. Use a criteria worksheet to rank the areas of most importance and try to satisfy the top 5 items first. Ask your REALTOR to spend time with you discussing areas before you get in the car for touring.

Sonny Moyers

The O'Dea Moyers Group

Managing Partner

(O) 972-464-4110



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Thursday, December 10, 2009


The current market is perfect for someone to buy real estate. The past year has been a perfect storm for homeowners and prices are down dramatically. This is one of the first times in recent history that a buyer won by waiting. There is no guarantee that prices will not slip further, but the deals are out there now. If you are ready to buy, have a strong down payment and good credit, move now!

Money talks and speed is critical to cut your best deal. Over the next several weeks I will be blogging on great strategies in buying real estate.

Game Key #1 ~ Narrow your search!

Sonny Moyers
The O'Dea Moyers Group
Managing Partner
(O) 972-464-4110
(C) 469-261-5715

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Saturday, November 7, 2009






The “Big Boys” have graduated. They are now bigger, and in some ways badder. Because “Big Boys” are big business, the industry has changed. I know that at industry conventions, and other meetings, everyone talks about sharing, giving, helping each other out.

While this is commendable, it may also be dangerous to your business health. You see, trade secrets are called trade secrets for a reason. I am not suggesting that you go to meetings with a bad attitude, simply, that sharing your competitive secrets are not very smart.

The “Big Boys” have secrets. That's right. They have their own National and International Meetings where they don't allow outsiders. They talk about their secrets and they agree not to share their trade secrets with anyone outside their TEAM.

So now, you have some secrets too. Use the “20 Ways to Beat the “Big Boys”. Remember, “Big Boys” will be boys, and we have to be smaller, faster, smarter, quicker, leaner, more focused, and more competitive if we hope to win in the big leagues.

What are you going to do today to begin competing with the “Big Boys?”

How will you motivate yourself to jump out of your comfort zone and innovate?

Who will help you to achieve your objectives?



The Sonny Moyers Challenge
The world today is filled with average people. Many do not dare to be different, and are afraid of challenges that push them. Like the gazelle, it’s a race for survival. You can win the race and live!

I challenge you to differentiate yourself and your company by using the “20 Ways to Beat the Big Boys”.



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Sunday, November 1, 2009





Large operators are so big and so powerful; they don't have to be good. You know what I mean; after all, they have 600 plus locations, or 5,000 employees, so they must think they are the best. Because they are already the best, they don't need to concern themselves with knowing what you are doing. After all, you are so small and insignificant. If this is the attitude of the “Big Boys”, let's use it to our advantage.

We need to know more about them, their pricing, their clients, their services, their systems, their buildings, their locations, than they do. This will give us a competitive advantage when talking to a prospect or a client.

Let's allow them to ignore us long enough for us to master our knowledge of their business. I know that it is not popular to shop the competitor, but it is essential for us to know them better than they know themselves. Websites are outstanding for obtaining competitive information. Telephone shopping a competitor can provide a great wealth of information. Let's know more about them than they know about themselves.

For example:

"You know, the “Big Boys” marketing is outstanding. I admit that their website is one of the most up to date in the industry. However, we are focused on understanding your business so that we can keep up with you. While our website is important, you are most important. We look at your website more than we look at ours. We focus on your business a great deal so that we can understand your needs now and in the future. I have some observations about your business that I would like to share with you when you have some time. I am confident that we can meet your needs and wants better because we spend more time understanding what you need and want.”

Information is Power. When you demonstrate to a prospect that you know the market and the competition, your credibility goes up.


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Thursday, October 29, 2009

How to Beat the Big Boys! Listen More & Talk Less



Listen More & Talk Less

“Big Boys” are busy. In fact, no one in the world is busier than the “Big Boys”. They run fast and hard and believe me, they are "soooo busy." “Big Boys” have a lot to do. Not only do they have to run their business, they also have to absorb all those acquisitions and standardize, standardize, standardize. Their managers are "soooo busy" incorporating new departments and organizations into their standardized system. There is soooo much to do!

We need to use this --too busy-- to our advantage. You see, we have time to think, listen and communicate effectively with our clients and TEAM members. We need to position ourselves as the attentive, concerned, and available providers of superior services to our clients. By taking the time to manage the details, we will send a clear message to our clients. We care about them and have the time to listen.

For example:

"I don't know how the large organization has time to listen to their clients. I know that we are busy, but if I had to double in size every six months, I doubt if I could keep up with all of your needs. You see, we have made a decision to be smaller, and very client centered. We know that an existing client that is happy is secret to growth and success."




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Saturday, October 24, 2009

Raise the Bar, Change the Formula

Raise the Bar, Change the Formula

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Customize - Personalize Selling Strategy





Big organizations like to standardize and systemize. This often results in sales executives for large organizations falling into the use of a sales script, or relying upon their internet site rather than direct communications. You may remember that while I teach a “Sales Process,” I stress that the process is different for every sales executive and for every presentation. We need to observe how the “Big Boys” fall into a script or push people to their websites. We should be putting the touch back in selling, not taking it away. When the prospect visits our offices or calls, we want to change the script and show something new and different. Let’s work on diversifying our message and our offer. By changing the offer and diversifying the message, we will give the prospect a new look and a personalized message. Combining this with client knowledge will make your organization a superior sales organization.

After having visited three “Big Boys” and hearing their big boy message of bigness, let’s give him a different picture; a picture that we believe is better. If the competitors are selling on price, let’s focus on selling service. When your sales organization focuses on service and commitment rather than price, you differentiate your company. Change the way you operate and hit the “Big Boys” where they are the weakest. When they react, let's change again and make them work very hard. Let's wear those “Big Boys” out!

For example:

"You know, many of our competitors offer a similar package of products and services. While the products and services may be similar, we raise the level of service to a higher level and therefore, our service offering is quite different and more specific to your needs and wants. For every client, we look for ways of providing more service and ease of doing business with us. We look to add value to our relationship of you and assure that you continue to depend upon us to meet your needs and wants."

or:

"Tom, I realize that some of competitors have a convincing presentation. Most companies can talk a good game but the proof is in the delivery of superior service. While the competitor might sound good, will they take the time to really understand your business? Do they listen to you? We have a program called "Quality Assurance Review." This is an ongoing dialogue with you about how we perform and meet your needs. We listen to you and adjust our services to make sure you are happy. Because we are smaller, you are very important to us."


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Wednesday, October 21, 2009

Benefit Before Feature

Benefit Before Feature

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Benefit Before Feature!






If you have attended one of my sales training seminars, you will remember me using this term. “Benefit before Feature” is a basic marketing philosophy and concept.

The fact that you have a great product or service is wonderful. The prospect or client is often bombarded with claims of superiority. What they really need to know is how it will impact them to use your services or products. You have to reduce it to benefit. This will be a different message than they are used to hearing. For that reason, you will get their attention and have a much better chance of creating a favorable buying environment.

The benefit statement, for example:

"Your clients will be impressed with our team’s knowledge of our business. You will find that we understand more and cut to the chase more quickly, saving you time and money. While many can provide a product or a service, few can meet your needs and make you more productive. Cost is not always what you pay for a product or service, but rather, how easily you can operate your business.”

Google Sonny!



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Sunday, October 18, 2009

Focus on Client Knowledge

Focus on Client Knowledge

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Large organizations are sometimes more consumed with themselves than with clients. Many times managers, pressed with the day-to-day problems of operations and management, forget that clients are the greatest asset. Large organizations tend to evolve in this manner and the problems of daily management push the sales and client work to the lowest level of priority.

In order to compete and win against the “Big Boys”, we must focus on client knowledge. Client knowledge is more valuable than product knowledge. I have often said that if I know a great deal about a prospect, I can walk into any situation and have an excellent chance of closing a sale or meeting a client’s needs.

Client knowledge is the secret to meeting client’s needs and wants. As you know, people pay more for what they want than they do for what they need. So, our strategy for beating the “Big Boys” is pretty simple. Obtain and use more client knowledge than they do. Whether dealing with a prospect, or existing client, get to know the client and the clients business.

We might say:

"I guess you are pretty tired of me asking all these questions about your business. I hope you see that we are really focused on understanding your needs and wants. While many companies may meet your needs, we take the time to understand what will make you comfortable and successful in your business so that we can deliver better service to you. On a regular basis we sit down with clients and explore how they operate, so that we can find ways of serving them better. This commitment takes time, but we really believe in service."


Google Sonny!




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Wednesday, October 14, 2009

Team Selling - Better Communication & Interaction Comes in Smaller Packages!



TEAM Selling



The large organization often has a difficult time in building teams because there are more people. Larger teams are more difficult to form, manage, and control. With a smaller TEAM, there is more communication and interaction among TEAM members.

The “Big Boys” have a challenge in this regard. As teams get larger and the span of supervision gets broader, the time and effort to build a TEAM increases. While large organizations have more people, they are not necessarily better staffed. When a large organization builds its business plan around a large corporate staff and minimal line employees the level of service decreases at the operating level.

Less focus on TEAM results in more bickering, quarreling, and conflict. Clients, who believe that our TEAM is their TEAM, do not like conflict, bickering and quarreling. The smaller organization, with a better span of supervision and more frequent communications, has the ability to construct and maintain a TEAM atmosphere more easily.

To compete against the “Big Boys”, we should focus on TEAM building and strengthening the communications between TEAM members and clientele. This will support our contention that we have a unified group and that our TEAM members are working together to assist our clients.

For example, we might tell clients or prospects:

"We spend a great deal of time on developing our TEAM. It is my belief that you want a cohesive group that works well together to support your goals and objectives. Our efforts to build a TEAM mean that we have less quarreling and conflict within our organization, and as a result, can provide you with better service. Our TEAM building includes you. We ask our TEAM members to understand completely your goals and objectives. Because we are a smaller group, we are able to interact more frequently and respond more readily to business challenges."

What are you doing to build TEAM in your organization?
Is “TEAM building” a priority or a lost art in your business?
How do you build involvement, interest, and participation with your TEAM?






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Saturday, October 10, 2009

Team Readiness!



Property Readiness



Sales Readiness is the term that describes a state of preparedness to sell; in short, what must be done to demonstrate professionalism to a prospective client! Only a small percent of the business I visit are ready to meet prospects on short notice. In most cases, the teams I visit are ill-prepared, materials were not available, or products were not ready to show to prospects. The Sales Readiness checklist assures that the facilities and the TEAM is ready to move into a professional sales presentation at any time. A lack of Sales Readiness often demonstrates that the TEAM does not see itself as a part of the sales TEAM.

The “Big Boys” must deal with bigness in this area. A larger company usually sees each client as less important, because each client’s expenditures are less of the total revenue.

As businesses get larger and staffing gets smaller, the demands on TEAM members increase and their ability to think about how things look or feel, diminishes. Larger organizations often put less attention to detail.

We need to compete with the “Big Boys” by outperforming them in the area of Sales Readiness. Our attention to detail must be greater and consistently higher than the competitors. This attention to detail must become a part of our daily thinking about what we provide to the client. When we approach Sales Readiness from this perspective, we start seeing our businesses through the eyes of a client.

You might say to a client:

"You know Tom; we understand that the devil is in the details. Each day our TEAM focuses on the details of keeping your needs and wants first and foremost in mind. We don't always achieve that level of perfection, but we strive for it on a daily basis. As you talk to our TEAM members, please notice the attention to detail orientation of our TEAM."


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Thursday, October 8, 2009

Higher Performance - Greater Client Satisfaction!





A great deal of my training focuses on the demonstration of Professionalism. I believe that Professionalism Is Value and that the more professional we are in front of our clients, the higher the perceived value we have with our clients.

In this regard, the “Big Boys” have a huge challenge. Large organizations usually spread the span of supervision too far. This increased span of supervision results in less direct communication between the Manager and the TEAM members. Less direct communication usually results in less direction, development, and motivation. TEAM members are often left to fend for themselves and become beaten down by the demands of clients. All of this results in a deteriorated level of customer service.

We must reverse this concept by properly staffing our locations or teams to assure that managers have sufficient time to find, retain, direct, develop, and motivate key TEAM members. The result of this will be higher performance, more motivated TEAM members, less employee churn, and a higher level of service, which will result in greater client satisfaction.

For example:

"We typically have a TEAM of four or less people at our locations. Each Manager focuses on the results of their center. This results in a span of supervision that is about three to one. Because I have fewer TEAM members to manage, my Managers and I are able to spend more time with each TEAM member. My competitors across the street may have fifteen locations in our area, and that is quite impressive. Unfortunately, they often have one Manager responsible for managing multiple locations. I cannot imagine how I could hire, train, direct, develop, and motivate that many TEAM members and assure quality services to our clients. We have made a strategic decision to be smaller; more focused, and provide the highest level of customer service possible, rather than grow our business to a point where we cannot provide the level of direction and management necessary to assure service."


Do you know how the larger competitor operates so that you can use these ideas to differentiate your organization from theirs?













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Sunday, October 4, 2009

Small Business Advantage over the Big Boys!

Small Business Advantage over the Big Boys!

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Small Business Advantage - Clientele Informed Better & Faster - Customized Fashion



This concept is an important part of my teachings and in my own business operations. This fundamental concept is that when people call or visit they most often want information, and until you give them the information they want, you have power. This is also true in the day-to-day operation of our business. When clients want information, they will always go to the fastest most competent source of information that they know about.

The large operation is sometimes too busy and too big to spend the time that is needed to gather and then disseminate the information in a responsive manner. One of our goals should be to inventory the information requirements and then make that information available to our clientele in a fast, efficient manner. TEAM members should look for opportunities to provide specific and valuable information to clients. We want to reinforce the idea that we are there to assist them, creating a climate of responsiveness and support.

The age of the Internet has forever changed the way we provide information. TEAM members that have access to information via their desktop, and know how to get the information for clients, will be perceived as valuable resources.

We might say:

"Our TEAM members are all trained on the use of the Internet. We have identified and catalogued many Internet sites where we can obtain critical information to assist you in your everyday business activities. When you are sitting at your desk, wondering how to find something out, about a company, person, or opportunity, think about us. Each of our TEAM members has access to the Internet and can either get the information or tell you how to get what you want. If they don't have the information, they will let me know and I will respond accordingly. I have to admit, we have an advantage in this area over our competitors. Because we are smaller and have a less complex working environment, our TEAM members are highly responsive in this area. Give us a test, and you will see what I mean."

The organization that has the information will be highly regarded when compared to those organizations that are too busy, or too focused on meeting corporate TEAM requirements, rather than client needs. When your manager is too busy doing a report for you to respond to client needs, you have trouble.

What sources of information do we have available for our clients?
How can we do a better job of being on top of the information?
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Sonny Moyers



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Wednesday, September 30, 2009

Dallas Commercial Real Estate on the Move!

Dallas Commercial Real Estate on the Move!

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Tuesday, September 29, 2009

Better People = Better Service

Better People = Better Service






Almost every Manager knows the challenge of finding and keeping superior TEAM members. As executive suite operations grow, and complexity increases, the ability to find and keep high quality TEAM members becomes more difficult. With more people, there is more management, problems, communication issues, and simple coordination.

The smaller organization has an advantage in this regard. By focusing on obtaining the best possible TEAM members, Managers can in fact be better than the “Big Boys”. Better people will result in better service and better service results in more satisfied clientele.

Finding star performers is difficult. Once you have them, training them to be special is even more challenging. Offer a work environment that is more connected than the working environment that the “Big Boys” provide.

Better TEAM members are better at seeing opportunity and seizing the moment. Better TEAM members care more about helping the TEAM to succeed. Expect more and get more with better TEAM members.

You Could Say...

"I know you realize how important the TEAM is to the operation your business. Our people essentially work for you. We take a very different approach to managing and developing TEAM members than many of the other operators in our industry. We have a comprehensive training program. We have a professional trainer that we bring in to help us train our TEAM members. We think that having better people will result in better service for you."










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Tuesday, September 22, 2009

Family Counts!










As the '“Big Boys" grow and get more complicated, they are likely to forget how personalized business has always been. Most TEAM members will confirm that clients see themselves as part of the family. Largeness often reduces this family feel and makes the relationships with clients more impersonal. As businesses become larger in size and number of locations, and their ownership more corporate, many have not maintained that close relationship that use to exist between client and operator. Many larger owners use Voice over IP to provide call handling services. This lowers their cost of operations. Does it provide higher value and benefit to the client?

We should use this to our advantage. It is important that we personalize everything for our clientele. From birthday cakes to children’s gifts, let's develop a comprehensive program to build personal relationships with our clients.

For example:

"We are like a family here. We have celebrated twelve marriages, fifteen births, and countless birthdays. One way that we are different from other companies is that we value each client and try to make our facility a comfortable friendly environment. Don't get me wrong, we won't invade your privacy, but we do like to get to know our clients and I think that makes a difference."

“Bill, we do things differently here than many of our competitors. For one, we believe that our receptionist is an extension of your business. When Sarah answers your phone, she often knows where you are and if you are tied up or not. This is a more costly way of doing business for us, but we think it of more value to you. Many of our competitors have someone answer the phone from another city. They can’t know you, your clients, or your needs as well as Sarah because Sarah is right there with you. This is a good example of how we see our business model as more “client friendly” than our competitors. They may be bigger, but they certainly aren’t better when it comes to meeting your needs.

How will you as an organization, personalize your relationship with the clients?




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Sonny Moyers
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Friday, September 18, 2009

Small Business Niche - Quality Added Value!





Large organizations are notorious for squeezing revenues out of their clientele. Days of productive time are spent coming up with new ways to add to the bottom line. This is a worthy goal for some organizations; however, we should look for ways to use this to our advantage against the “Big Boys”.

If we spend more time looking for reasonable, cost effective ways of adding value to our service package, we will be able to demonstrate to the client that our focus is on their benefit, not their pocketbook. This eliminates anger and frustration, allowing partnering to occur. This builds our relationship with the client and lessens the chance that the "Big Boys” will take our best clients.

For example:

"Tom, I realize that your business depends a great deal on sales to new clients. It occurred to me that you might be able to benefit from our ability to create PowerPoint presentations. Here is a presentation that we did for one of our other clients. Naturally, we usually charge for this service, but you are such a valuable client, I want to volunteer our TEAM to assist you in the development of a PowerPoint presentation for your business. I mean it. We think we can really help you in this area and would like to put something together for your review."


or


"George, I noticed that when you go on trips, you receive a number of telephone calls that demand to know where you are. Karen, our Executive Receptionist, said that many times she attempts to reach you but your cell phone is turned off. It occurred to us that having an itinerary of your trip would allow us to save up messages and then reach you at your next destination. We could even leave a message or send a fax with the contacts for you. If this does not help, do you have any other ideas we might consider?”









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Wednesday, September 16, 2009

Customized Customer Service



Simplify Your Clients Life
Maximize Your Clients Productivity


One of the biggest problems for a large company is complexity. The larger the organization, the more complex the organization becomes. For this reason, large organizations often have more rules, procedures, and guidelines. Intuitive behavior is discouraged. Form and process creation is recognized with promotion.

Use simplicity as an advantage when competing against the “Big Boys”. Look at everything that you ask the client to do, and make it simpler. Become easier to do business with and make your clients life easier. Take every form and procedure, asking the question, do we really need this?... What is the value of this? And purge your systems. Then catalogue the ways that you do so and make them a part of your marketing and sales story. Point out to clients that you focus on their ease of operation, not yours.

For example:

"You know Tom; we like to keep things simple. We realize that your time is valuable and because of that, we have streamlined all of our business activities to make it easier for you to do business. We use to have seventeen forms for clients to use; now we have five. Our TEAM would rather work harder and make your business more productive. Rules are important, and of course we have some, but we look at everything from your perspective. If you want us to do something for you, we will take the time to make it happen. Our service agreement is four pages long. Our rules and regulations document is three pages long. Many of our competitor’s leases are over fifteen pages in length. You may need to hire an attorney to translate the agreement."


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Saturday, September 12, 2009

Small Business Advantage!






When a large organization has to change direction, all the standardized processes and procedures, bureaucracies, and structure, make it difficult for the organization to change direction quickly.

Employees who have been taught to comply with complex corporate rules are often not encouraged to invent new ways of providing greater value and benefit. Getting approval from above can take more time and patience than the employee has available. Getting approval from above may require more time than is reasonable.

This is why the small organization has an advantage. When the large organization wants to change direction, the memorandum announcing the change may take three weeks to get approved and several more weeks to distribute and communicated to TEAM members. When the small organization wants to change, the owner calls a meeting and the change is implemented immediately. The speed with which the small organization can react is an important advantage over the larger organization.

Where an owner does not maintain current competitive intelligence data, then the benefit of speed and maneuverability is diminished. Look for opportunities to change quickly, putting the larger competitor at a disadvantage. Here is an example of how to use a new service you are introducing to your advantage.

For example:

"Well, Tom, I realize that our competitor has some nice programs and that their offering is different from ours. However, yesterday we launched a new program utilizing the Internet. Our high speed Internet service is available to you for three months at no charge. If at the end of three months you want to terminate that service, there is no penalty to you. By the way, we also have an Internet consulting firm that is willing to spend two hours with you, at no charge, to help you learn new ways to use the Internet more effectively."

When the competitor's sales executive gets wise to this tactic, they may go back to corporate to get approval for a similar program. It may take days or weeks to get it approved. It may take months for the larger and slower competitor to get it implemented. While they are dealing with the issue, you introduce another innovative program and put them once again at a disadvantage. Use smallness and speed of innovation and change to your advantage, putting the “Big Boy” at a disadvantage.


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Sonny Moyers
Office: 972-464-4100
http://www.blogger.com/sonny@sonnymoyers.com



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Tuesday, September 8, 2009

Competing Against the "Big Boys"! One-on-One Customer Relationships!





One of the advantages of size is the availability of resources. More resources, (especially people) give the larger operator some advantages. More people can also mean more management, process, structure, and organization. Some larger operators can become large without having these processes, structures, and organizations in place. Money can buy size more easily than it can buy competence. If an objective was made to treat the development of competence equally with the development of size, we have a real threat. Many companies lag behind in the development of systems and procedures to accompany their increase in size and during their expansion; you have an opportunity to win.

While larger organizations have the advantage of size, they may lose the advantage of direct involvement by the owner. In my studies of organizational development, I have concluded that when an organization develops multiple layers of management between the owner and the sales organization, communications impact at the top management level is significantly reduced. Owners cannot effectively communicate their vision of the company or their commitment to quality when there are multiple levels of management involved. The message gets modified at each level. When the owners are directly involved in the day-to-day communications with clientele, the message is clearly presented to the clients.

For example, we might tell a prospect:

"Well, Tom, one thing that I really like about being on the firing line is that I can stay in touch with my clients. I can't imagine trying to live up to promises through a number of levels of management. I believe it takes time to manage a company like ours, and I do not want to wonder daily whether or not we are meeting your expectations. Big companies may have more resources, but I have more direct control to assure that you are being taken care of in a professional manner. I like the idea that you can call me or we can meet for lunch and talk about how we can improve. Sometimes I think I would like to have more people, but then I would probably spend a great deal more time on management and people development, than on delivering direct benefit and value to you."

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Sonny Moyers
sonny@sonnymoyers.com
972-733-9663

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