Keys For Selling
By Adam
Radzik
Marketing & Sales Coach
(Scene: A seminar on sales has just ended. There are 61 attendees in the room. The question-and-answer period is about to begin. Adam Radzik, sales coach, is facing the smiling audience.)
 Sarah: “Mr. Radzik, what are the three most important elements of selling?”
Adam: “Good question. One, you have to be able to identify a need. You won’t make a sale without this. I call this the pebble-in-the-shoe approach: The more pain the prospect is having, the better it will be for you.”
“Two, you have to be able to pose a solution to that need. In this part, you need to be able to offer some strategies as to how you would deal with the problem. If the existing vendor has already tried the solution you offer, you won’t get hired. You will need to be creative and quick on your feet for this one.”
“Three, you have to prove why the prospect needs to use you and your company. We are creatures of habit. We are most comfortable going back to our existing resources, even if they are ineffectual. They are like a comfortable slipper, and that which is familiar easily becomes addictive. You have to know a lot about why you are different, special or better. I do an exercise to teach people to identify their unique competitive advantages.”
Sarah: “Is there a fourth element?”
Adam: “Yes, Sarah, there is. You have to find someone who is unhappy with his or her current provider, or else there is no need for you. Would you move from your home if you adored it? Would you replace your car if you loved it?”
Sarah: “Interesting. How about a fifth element?”
Adam: “The prospect has to be able to pay for what you are selling. Too many people today are just window-shopping and getting all kinds of advice for free. Don’t be victimized by this kind of dishonest shopper. How about you, Walter? Do you have any questions?”
Walter: “Adam, are you dating Sarah? And where am I going to find unhappy prospects?”
Adam: “I am not dating Sarah, but I wouldn’t mind dating her. I like her spunk. And you need to be aware of a very important statistic, Walter: More than 80% of Americans dislike the work they do. Now, how well will a person perform if that person dislikes his or her work? As a result, we have millions of people producing poor products and poor services and clock-watching so they can find a way to leave work at the very earliest possibility. The American public gets shafted over and over again, to the point that receiving a superior product or service is a surprise. The truth is, there are a ton of people who are unhappy with what they are getting. Your job is to go out and find those unhappy souls. Ben, in the back—you had your hand up.”
Ben: “When can you start helping my company, Adam?”
Adam: “I like you, Ben. You ask good questions. I’ll give you the five dollars later. Thanks, everyone. Thanks for coming to my sales seminar—and Sarah, could I see you for a minute?”
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Slump Begs Creativity
By Mark Ruzzier, RA
Perkins Eastman
Many companies today, regardless of size or economic environment, are simply surviving. It’s not enough to be competitive. What seems to be lacking is creativity, the kind of creativity that not only distinguishes one company from another, but that also speaks to the internal workings of a company. Breaking out of a mind-set, rethinking processes and taking a view from a thousand feet above are difficult for many, especially in times like these yet can be the simplest ways to confront whatever challenge a company faces.
 Perkins Eastman has been providing architectural, design, consulting and planning services to companies in many sectors, including corporate interiors, retail, residential, education, hospitality and healthcare (to name a few) for more than a quarter of a century. It goes without saying that we have seen and responded to many needs and issues. Given the current state of affairs, cost cutting as it relates to real estate is the front-runner among the issues that we are asked to address. Along with layoffs, companies are faced with the burden of unoccupied space. The market is saturated with available space and lacks the demand to absorb it. Subleasing has afforded some firms entry into a market that may have been too costly a short time ago. Some companies are reluctant to subdivide their space for a sublease, as it could not only be costly, but could also hamper their growth should the market turn around sooner than the expiration of the negotiated lease.
This is where creativity comes into play. Here are some ideas a company should consider:
- A company can go through the motions and redemise its space and simply keep it “dark” to reduce overhead operating costs.
- Reduce the area occupied per person by adopting space-saving furniture systems such as benching-style desks.
- Get people out of private offices and cubicles and into the open. Companies (especially law firms) that do this experience an increase in productivity and foster an atmosphere of mentoring and team building.
- Have an energy audit performed to identify inefficiency in power usage from sources such as lighting, air-conditioning and heating. There are tax incentives and financing programs available that can make for a cash-positive situation as of day one.
- Remember that one firm’s loss is another’s gain. People often leave with the relationships of the clients they served. Perhaps a firm could become an incubator and attract displaced people and offer support in exchange for a portion of potential fees.
- Fill the vacant space by creating a strategic alliance with a company that currently provides you with services. Always consider the “value add.”
They say that whatever doesn’t kill you makes you stronger. I believe that to be true, but I also believe that with a good team that is flexible and smart and that has the foresight and willingness to be a change agent, there is no limit to success. Perkins Eastman is in the enviable position of being on many good teams.
Mark Ruzzier
Perkins Eastman
115 Fifth Avenue
New York, NY, 10003
T: 212.353.7293
C: 917.767.2203
F: 212.353.7676
E: m.ruzzier@perkinseastman.com
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