|
|  |
| |
|
| | The Marketing, Channels/Partnership & Sales Execs Network is not currently active and cannot accept new posts | | re: re: re: re: re: Cold Call Preparation | Views: 452 | | Aug 21, 2004 1:28 pm | | re: re: re: re: re: Cold Call Preparation | # | 
Kathy Buck | | I think perhaps we all might have our own methods of madness and definatley every situation is unique, my method is a judgement call that is made after making an assessment of a situation. I should note that 90% of my cold calling is done face to face. I cover a large area and find the face to face intro's to be far more effective.
Generally speaking I rarely deal with business's who have a structure of "departments", although I can see how your methods make perfect sense.
If I may, let me give a recent example of why I chose to "go over someones head"
One of my clients, a 5 Star Resort has recently changed some management staff. I deal with five different people now, including the GM. One person handles promotional items, another handles events, yet another handles the webby and technical, and another the marketing. The GM oversee's and has final say on all. I know that techy person and GM are the main sources but I get conflicts from others (classic case of to many chiefs and not enough Indians..LOL) I recently had to go over the events persons head and straight to the GM over a new campaign to promote some events, she pulled back on funds and was going to stop running current ad schedules , and refusing to visit the start up of a new campaign. My knowledge says Never stop running because a slow time. Evalute whats working and whats not, but dont stop completely. The GM hired me for a reason and its not because I want money, its because I create win/win situations. He overrode the event persons decision, Im now doing an analysis on whats working and creating new campaign *wink*
I dont feel Ive damamged my relationship with the events person or any other person there, Im just doing my job.
So that is the type of situation I am reffering to. Although that situation is not a cold call it fits the molding of a cold call situation were I would make a judgement call to go over someones head.
K
> Steve Podielsky wrote:
> Well...again, if the manager/director you spoke to is in fact the one the owner counts on to make these decisions, and he says no to you, and you then go to his boss, who ultimately sends you back to this person with his blessing...what you've done is go over this person's head. So even if you do get the one job - you've caused this person to lose face. This person will take a lot of massaging if he is ever to become your ally. Much better to start at the top and get a series of warm referrals down to the manager/director. Now you're talking to him for the first time with blessings - he has no reason to dislike you, and every reason to like you. Plus, if his initial reason to say no to you is he's afraid to take your idea to the boss - you just came from the boss - you saved him that discomfort.
>
>It's just how I like to play. Everyone has their own plan - if yours is working - more power to you. :)
>
Private Reply to Kathy Buck | | Aug 23, 2004 7:29 pm | | re: re: re: re: re: re: Cold Call Preparation | # | 
Ira Stoller | | Kathy,
I'll give you a pass on this.
You are NOT talking about cold calling. You're talking about dealing with an already established account. The rules for existing accounts are different from the rules for an account you've just cold called. For instance, how far do you think you would have gotten if you had simply called on the events person out of the blue, gotten initial interest, but then ran up against a stone wall, and then called on the GM to complain? Probably not too far, and you may have totally lost the account
> Kathy wrote:
> I think perhaps we all might have our own methods of madness and definatley every situation is unique, my method is a judgement call that is made after making an assessment of a situation. I should note that 90% of my cold calling is done face to face. I cover a large area and find the face to face intro's to be far more effective.
>
>Generally speaking I rarely deal with business's who have a structure of "departments", although I can see how your methods make perfect sense.
>
>If I may, let me give a recent example of why I chose to "go over someones head"
>
>One of my clients, a 5 Star Resort has recently changed some management staff. I deal with five different people now, including the GM. One person handles promotional items, another handles events, yet another handles the webby and technical, and another the marketing. The GM oversee's and has final say on all. I know that techy person and GM are the main sources but I get conflicts from others (classic case of to many chiefs and not enough Indians..LOL) I recently had to go over the events persons head and straight to the GM over a new campaign to promote some events, she pulled back on funds and was going to stop running current ad schedules , and refusing to visit the start up of a new campaign. My knowledge says Never stop running because a slow time. Evalute whats working and whats not, but dont stop completely. The GM hired me for a reason and its not because I want money, its because I create win/win situations. He overrode the event persons decision, Im now doing an analysis on whats working and creating new campaign *wink*
>
>I dont feel Ive damamged my relationship with the events person or any other person there, Im just doing my job.
>
>So that is the type of situation I am reffering to. Although that situation is not a cold call it fits the molding of a cold call situation were I would make a judgement call to go over someones head.
>
>K
>
>> Steve Podielsky wrote:
>> Well...again, if the manager/director you spoke to is in fact the one the owner counts on to make these decisions, and he says no to you, and you then go to his boss, who ultimately sends you back to this person with his blessing...what you've done is go over this person's head. So even if you do get the one job - you've caused this person to lose face. This person will take a lot of massaging if he is ever to become your ally. Much better to start at the top and get a series of warm referrals down to the manager/director. Now you're talking to him for the first time with blessings - he has no reason to dislike you, and every reason to like you. Plus, if his initial reason to say no to you is he's afraid to take your idea to the boss - you just came from the boss - you saved him that discomfort.
>>
>>It's just how I like to play. Everyone has their own plan - if yours is working - more power to you. :)
>>
> Private Reply to Ira Stoller | | |
| |
| |
