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www.us-
tech.com
July, 2015
Stiamo communicando? Are we communicating?
Continued from page 22
Fixing the Problem So, what can be done, and how
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should a business development exec- utive talk to a start-up founder? I’d start by dropping the title, who wants to be greeted by a card that says ‘Senior Executive Vice Presi- dent of Business Development’? You might as well have a card that says, ‘Manager of Selling Stuff that People May or May Not Want or Need’! What does the founder’s card say, maybe CEO & Founder, maybe noth- ing, just their name and that of the business? Secondly, you’re not selling cars
or life insurance, so why dress like you are? Consider some of the most high- ly rated customer experiences you’ve had and think about those. They don’t wear suits in the Apple Store. I know you have a huge depth of
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knowledge about supply chain, man- ufacturing, reverse logistics and all that good stuff, not to mention a huge pride in the transformational servic- es that your company provides, but hang on, it’s not all about you. I’d spend the first few minutes talking about the customer, about the prod- uct and about how excited you were to meet the founder behind this big new idea. If you can’t enthuse about the innovation, you stand very little chance of building any kind of rap- port, and even less chance of getting the founder to enthuse about your of- fering. This innovation is the founder’s baby, and every parent likes to be told how beautiful and smart a child is! Language is important, don’t
try to mimic but make sure you have the vocabulary to communicate, showing up saying “OMG, your new app is like totes amazeballs” may not make you look very serious, it will al- so look like you’re trying too hard or even being patronizing. Try wearing the founder’s shoes
for a moment. No, I don’t mean san- dals or flip-flops, I mean imagine yourself in their position for a mo-
ment; how does it feel to be the founder of a start-up engaging with a huge corporate? What might be some concerns, and where does any potential mistrust stem from? Then try to imagine you’re coaching and supporting someone you want to em- power and teach about your busi- ness. Create the relationship of you as supply chain guide and a trusted advisor, not of adversary who is keen to make a sale, hiding behind jargon and technology. Your business was once a start-up, and perhaps sharing that story will create some empathy.
Collateral Damage Finally, you know the presenta-
tion with the slide at the start that talks about your size and financial performance, the same one where the second slide is a world map that shows all of your facilities, the one with the organization chart. Close it now, drag it to the wastebasket, and empty the wastebasket! That’s bet- ter! Nobody cares about that, trust me I’ve asked, and you know what, if they do care it’s on your website. What’s needed for this group of
customers is a complete collateral overhaul! This starts from your pro- file on social media, because they’ll look online before you show up, your bio and any other material you send them, it continues through the busi- ness card you hand over, what and how you present at the meeting, how you refer to yourself and your busi- ness and ends with how you follow up. No one likes death by PPT. If you want to be seen as a
trusted friend and advisor, behave like one. Share your knowledge and opinions, drop them a line with a link to an article you’ve recently read that interested you and might be relevant to them, or link them to someone you think would be worthwhile to know. Successful start-up founders
are creative and enthusiastic net- workers. They are fun to be around, so enjoy that energy, share and re- flect it. r
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