2) Execute. This includes:
- Preconditioning: How will we prepare the client for the meeting to gain agreement that the agenda is appropriate, complete, and will enable them to make a decision regarding the EIM?
- Opening Statement: What will we say at the beginning of the meeting to gain agreement on the EIM?
Why would we start with the “End in Mind”? If we agree that the client should make some sort of a decision, tell us something, or do something as a result of the meeting, then we should be clear on that outcome. It will set the framework – not only for our meeting plan – but for the meeting itself.
Key Elements Of A Good ‘EIM’
A good EIM should be clearly defined, short and not have only one outcome. The decision called for should be in the client’s best interest and it should include the option for the client to say “no.” It should be realistic and appropriate for the meeting, presentation or situation.
We should get agreement in advance or at the beginning of the meeting to make a decision at the end of the meeting. It should not include your questions, agenda or next steps.
Examples of a Good ‘EIM’
Ends in Mind examples usually fit into one of four categories and can be applied to new or current customers:
- Should we meet? (beginning of sales cycle);
- Should we keep talking? (early in sales cycle);
- Should you do something? (middle of sales cycle);
- Should you do something with us? (latter stages of sales cycle).
The customer should be able to do the following at the end of the meeting:
- They should be in a position to determine if it makes sense to evaluate your company for vending and coffee needs, or not.
- They should be able to decide if your vending and coffee services align with what the employees need, or not.
- They should be able to tell if it makes sense to change vending and coffee suppliers, or not.
- They should be in a position to say if your offer provides the best match for their vending and coffee needs, or not.
- They should be able to tell if you are providing the best service for their employees so that it makes sense to continue to do business, or not.
The Client’s Key Beliefs
Key beliefs are those beliefs – said or unsaid – the client, prospect or current customer hold about you, your company, and your service offering.
We should recognize that prospects hold beliefs about vending and coffee suppliers despite the fact they may have never met you.
They may believe vending suppliers only offer unhealthy products and OCS suppliers don’t offer variety.
Those beliefs are not always commonly shared among key people at the client company.
We are more likely to enable the “End in Mind” if we can address the underlying beliefs that support the decision.
Examples of Key Beliefs
The client’s beliefs stem from their experiences, their observations, and their dialogues with you or others, be it internal or external to the vending and OCS industry. Here are a few examples of client beliefs:
- Meeting with you would be worthwhile, a good investment of time.
- You understand their situation.
- There is sufficient expectation of the value to take the next steps.
- The food and beverage issues are important relative to other issues.
- There appears to be a fit between the parties.
- The timing is right.
Address The Key Beliefs
What will you ask, present, say, do, or show that would cause the client to adopt a key belief? Options include:
- Demonstrate client-specific knowledge.
- Compose an explanation.
- Illustrate your personal commitment.
- Propose installation and/or service plans.
- Assess your behavior: – how does it move us toward creating good chemistry?
- Disclose financial information.
- Identify a third party endorsement.
- Reveal a client endorsement.
- Schedule a site visit.