Post on 06-Jan-2016
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
A Leonard Raus Account Management Formula
How to increase Share-of-Wallet by 10% Module 3 / Session 8
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Recaps and Reminders
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Your AMF Journey 1
Introductory Module
Session 2: Managing your Opportuni@es
Session 3: Managing the Pipeline Rela@onship Management
Session 1: Managing your Account
MODULE 1: LEAD
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Your AMF Journey 2
Session 6: Group Coaching on Live Opportuni@es III + Nego@a@on Skills
Session 4: Group Coaching on Live Opportuni@es I + Opportunity Genera@on / Idea Produc@on
Session 5: Group Coaching on Live Opportuni@es II + Shaping & Closing the right Deals
MODULE 2: SHAPE
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Your AMF Journey 3
Session 7: Group Coaching on Live Opportuni@es IV + The Buyers perspec@ve
Session 8: Group Coaching on Live Opportuni@es V + Managing the C-Suite
Session 9: Group Coaching on Live Opportuni@es VI + Professional Cold Calling
Session 10: Group Coaching on Live Opportuni@es VII + Wrap Up
MODULE 3: CLOSE
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
The central challenges
Account Management: General methods, tools, and techniques
Developing the account
Qualifying Leads
Building rela@onships
Nego@a@on
Securing and managing resources
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
A combined experience
Listen
Prac@ce
Share
+
+
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Timing Learning
Applica@on
Coaching
90 Minutes
60 Minutes
B R E A K
B R E A K
10 Minutes
10 Minutes
Wrap Up 10 Minutes
90 Minutes
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
5 Con@nuous Ac@ons
1 Study your clients website regularly
2 If they are listed, read annual reports and interim reports
3 Follow / Like the company on LinkedIN and Facebook
4 Join an industry group on LinkedIN
5 hhps://www.google.com/alerts#
BOOK TIME FOR THIS ONCE PER WEEK
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
5 Immediate Ac@ons M1/S1
1 Secure the M&S and defend protability
2 Priori@se your @me: secure run rate, win the hot deals
3 Meet the client and iden@fy new ways to help on running projects
4 Schedule your client visits (1 per month)
5 Determine the most important and the most urgent problem the client has and oer immediate help
BOOK TIME FOR THIS ONCE PER WEEK
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
5 Immediate Ac@ons M1/S2 1 Priori@se your opportunites according to the sweet spot matrix
2 Stop working on the deals you cannot win
3 Develop an opportunity plan for the Top 3 opportuni@es
4 Start basic work on rela@onships (meet people and show interest)
5 Decide on a selling strategy, implement the ac@ons rigorously, and LEARN
BOOK TIME FOR THIS ONCE PER WEEK
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
5 Immediate Ac@ons M1/S3
1 Analyse your GAP and your Pro-rata monthly target
2 Communicate and take ac@on
3 Weed out bad opportuni@es
4 Create an ID Pentagon for your most important contact
5 Send the rst IESIE content and ask for feedback
BOOK TIME FOR THIS ONCE PER WEEK
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
5 Immediate Ac@ons M2/S5
1 Check a current proposal. Is it compelling?
2 Integrate an alterna@ve charging mechanism
3 Try out various closing techniques
4 Check your rela@onship status and improve it
5 Update your ac@on plans
BOOK TIME FOR THIS ONCE PER WEEK
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
5 Immediate Ac@ons M2/S6
1 Set your objec@ves for your most important nego@a@on
2 List all your tradables
3 Determine their priori@es
4 Determine your nego@a@ons strategy
5 Review: what did you do well? What needs improvement?
BOOK TIME FOR THIS ONCE PER WEEK
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
5 Immediate Ac@ons M3/S7
1 Decide if you can develop your account
2 Determine the strategy: Hold, Build, Grow
3 Ask your client for big tenders in which you can par@cipate
4 Try the nego@a@on techniques from Sessions 6 & 7
5 Review: what did you do well? What needs improvement?
BOOK TIME FOR THIS ONCE PER WEEK
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Your AMF Journey 3
Session 7: Group Coaching on Live Opportuni@es IV + The Buyers perspec@ve
Session 8: Group Coaching on Live Opportuni@es V + Managing the C-Suite
Session 9: Group Coaching on Live Opportuni@es VI + Professional Cold Calling
Session 10: Group Coaching on Live Opportuni@es VII + Wrap Up
MODULE 3: CLOSE
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Managing the C-Suite
Module 3 / Session 8
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
On your way to becoming a Trusted Advisor
How to lead your client
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Some deni@ons
C-Suite is a term coined to describe the members of the __________ _____. The C is down to the fact that in many organisa@ons (esp in the US) members of the Execu@ve Board have a C in their @tle, eg CEO, CFO, CIO, etc.
Execu@ves - who can be important for you in order to develop your _______ into a ___ Account - can act on various hierarchical levels of your clients organisa@on. Thus, your C-Suite might be located on _____ echelons of the org chart.
A widely-used slang term used to collec@vely refer to a corpora@on's most ________ senior execu@ves.
Source: www.investopaedia.com
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
What is the C-Suite for an SME?
>20bn (eg ___)
10 20bn (eg _____)
5 10bn (eg __)
2 - 5bn (eg ____)
1 2 3 4
1
2
3
4
5
6
CxO
VP /Div. Head
MD / CM
Director
Dpt. Head
Group Head
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
So, basically we are talking about _________ with ________-making power whose decisions have a _____ and important
______ on the companys ______ as a whole.
Do not _____ your @me trying to access levels where access is close to impossible right now. But keep _______ your way
up the ladder!
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
What makes them dierent?
Apart from the present, they think about the ______
Apart from the urgent, they think about the _________
Apart from the pain, they think about the ___________
They will not speak with you on the present, the urgent, the pain
THEY WILL SPEAK WITH YOU ABOUT THE ______, THE ___________, THE ___________
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
How to iden@fy the right ones?
Short ________-making cycles, ie they act ____
______ to shareholders ___________ from posi@on
Open and willing to ______
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission. 25
When to call on them?
Project Idea Assessement Tender Evalua@on Decision Realisa@on
Project Decision
Tender Documents
Recommen-da@on
Order
Opportunity Management / Value Selling
___ ____
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
When to call on them
They MUST NOT be in ________ / ______ mode
Business Drivers that require _________ ______
Outside of any exis@ng big _______ where they are involved
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Is __________, not just compliant
Approach
Timing
Oering
______ CALL, not re-ac@ve
Dierences to non-execu@ve calls
Happens ______ the project idea, not axer
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
To make our Execu@ve Mee@ng a success, we must on one hand __________ their strategic world
_______ it and ____ them to demand.
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
The Circle of Strategic Change
S_______ I____________ A_________ P____-___
Facts & _______
1 2 3 4
Mission, __________, Strategy
_____
____________
UNDERSTAN
D EXPLO
RE & LEAD
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Change Area Strategy
1.1 New ________
1.3 New markets and ___________
1.4 New business model
1.2 New processes Strategy
1
1.5 Incremental or _______ change?
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Change Area Implementa@on
Implementa@on
2
2.1 Which processes and __________?
2.3 Cri@cal _______ Factors
2.4 Strategic ___________
2.2 Main lever / approach
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Change Area Adapta@on
Adapta@on
3
3.1 Focus: Cost, Time, _______?
3.3 Technology Support
3.4 ______ Programme: Headcount, Training, etc
3.2 Op@misa@on vs Re-___________
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Change Area Phase Out
Phase Out
4
4.1 ____ frame
4.3 Minimise, ____, or Sell?
4.4 _________ _______ Outsourcing
4.2 Roadmap
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
The C-Suite Mee@ng Cycle
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
P_____ A_____
The C-suite Mee@ng Cycle
M______1 I_______
1 2 3 4
M______2
5
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
How to prepare
Create an ID ________ of the Execu@ve
Create an ID Pentagon of the _______
Create an ID Pentagon of the _________
Iden@fy the ____
Go through the Opportunity ___________ Cycle (M2 / S4)
Prepare your ques@ons: Gaps, Objec@ves, ____, Consequences
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Opportunity Planning
Recap: Opportunity Genera@on Process
Industry Drivers Client External Business Drivers
Top External Business Drivers
Top Internal Business Drivers
Change areas Cri@cal Success Factors
Our solu@ons & Value
Mr Client, what are the major trends in your industry and which ones aect your business?
What are the most important external drivers and what are the most important internal drivers?
Where in your business do you need to act? And what must be in place so that these ac@ons or changes are successful?
How can we help to solve your problems? Who needs to be convinced? Why should they buy?
What will be dierent? What needs to be done?
The ques@on behind
Key People Posi@oning
Value Proposi@on Ac@on Plans
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Possible ac@ons to access
Present a _______
Ask direct _______ for help
Be ac@ve at big tender presenta@ons
Use your ___ and call one level higher
Speak at C-level / execu@ve ____________
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Agenda 1st Mee@ng
Quick introduc@on
_________
Play back and create _________
Close and Next Steps
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Quick Introduc@on
Who am I
Brief descrip@on of my _______ with facts & gures
History and up to 2 _______ stories with the client in the past
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Strategy: Ques@ons & Ac@ve Listening
Objec@ves
Risks
Consequences
Facts & Figures
Strategy
What type of ____________ have you planned? In which areas? What is your general approach to growth?
Where do you want your ________ to be in 2 - 3 years @me? What impact will the internet of things have on your business? How will you need to adapt over the next ve years?
Do you see any major ________ ______ in achieving that objec@ve? Do you have all technology exper@se on board? How would you rate the ______ _________ of your people?
If you do not achieve that objec@ve, will you lose more market share? Without the exper@se, what will be the eect on _______ and sales? Is the lack of change readiness _______ down the process too much?
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Objec@ves
Risks
Consequences
Facts & Figures
Implementa@on
Implementa@on: Ques@ons & Ac@ve Listening
Which new _________ will need to be created? Which changes will need to be made in your produc@on? What are you doing to improve @me-to-market?
By when would you like to launch the new service? What will be the major ____ of the new call centre? How are you planning to set up the overall project?
What could poten@ally jeopardise the launch? How easy or ________ will it be to introduce those KPIs? What are the major challenges in sezng up the programme?
What does a late launch cost you per month of delay? If you cant measure your __________, how will that aect incen@ves? What does normally go wrong in your major projects?
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Objec@ves
Risks
Consequences
Facts & Figures
Adapta@on
Adapta@on: Ques@ons & Ac@ve Listening
What are the major __________ in your exis@ng businesses? How compe@@ve are you in your tradi@onal markets? How is your _&_ expected to develop in the near future?
What are the ____ reduc@on targets you received from HQ? How many people will need to go? What is the new ________ for customer sa@sfac@on?
Are these targets achievable? What is in your way to achieve them? Do you see poten@al ________ eects on the people who will stay? How does your service personnel see the new CS targets?
If you dont achieve the _______, will more people have to go? How will lack of engagement aect overall ___________? Where? What will happen, if the CS targets are over-ambi@ous?
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Objec@ves
Risks
Consequences
Facts & Figures
Phase Out
Phase Out: Ques@ons & Ac@ve Listening
Do have any end-of-service plans in the near future? What is your strategy regarding your legacy systems? What will happen to loca@on X axer ________ product line Y?
By when do you need to close that unit? What is the _______ that subsidiary X should be sold for? Do you plan to outsource part of the procurement func@on?
Are there any legal _____ or ethical issues? Can you see that price being achieved? If not, why? Is that part of the procurement func@on running smoothly?
What are the _________ you might expect if there are legal issues? How can you nance the new programme if you cant sell the unit? Will there be extra cost to prepare the process for BPO?
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Role of exploring Consequences
They create the case for ______
What does that ____ for your company?
What does that mean for ___?
For how long can you ____ this?
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Playback and agreement
Go through all _____ _____ and summarise what you have understood
Ask for _________, adapt / add / _______ if needed
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Close and Next Steps
Express thanks for the input, NOT FOR THE ____!
Present next _____
Propose follow up mee@ng with the Execu@ves ______ _______
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Axer 1st mee@ng: Working on Ideas
Straight forward solu@ons (only of interest in ________ ________)
Help to reach the strategic __________
Help to mi@gate the ____
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Presenta@on at the 2nd mee@ng
Current _________
Case for Ac@on
Conclusions and _______________
Poten@al Ways _______
The New _____
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Current Situa@on
__________ what you learned on the company
Summarise the __________
Get _________ on those
Be ________ in tone
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Case for Ac@on
Summarise the _____
Summarise the ____________
Describe what will happen if _______ is done about consequences
Make it measurable; add _______ wherever you can
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Conclusions and Recommenda@ons
What does all this _____ for your clients projects in general?
What should be done in ______ in the 4 change areas?
The recommenda@ons must reect your _______ of _________
BUT you ____ ____ about your solu@ons!
Do ___ oer more than _ recommenda@ons
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Strategic Help Risk Mi@ga@on
__ _______ Give them @me to _____
Agree ____ to speak about the next step
__________ Trajectory Workshop
Process analysis Health check
Trial Pilot Change _________
Survey
Poten@al Ways Forward
Solu@on
Proposal Opportunity
Development
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
The New World
Your ______ of Common Future
Connected to Your _________
____ _____ about your _________
Make it __________
Make it __________
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Capital isnt scarce. Vision is. Sam Walton (1918 - 1992), CEO of Wal-Mart
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Lets apply what we have learnt
M3 / S7 Part 2: Prac@ce
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
4 Groups All Groups: 2 3 persons per group Team member 1/2: CIO of his clients organisa@on
(plus IT Director) Team member 2: Account Manager TM 2 interviews TM 1 (and 2) with all ques@ons in
the 4 Change Areas One ques@on per category Prepare Conclusions and Recommenda@ons,
Poten@al Ways Forward, and The New World together
45 minutes syndicate work 45 minutes presenta@ons
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
Lets help each other
M3 / S7 Part 3: Coaching
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
One-to-many Coaching (Hot Seat)
60 minutes You ask me anything you want to ask regarding Opportunity Management I will answer everything I can Will take away ques@ons that need more prepara@on
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
A Leonard Rau netvisors The Entrepreneur's Entrepreneur
2015 blunaranja e.K. All rights reserved. Do not duplicate, distribute, train from, or create deriva@ve works from without permission.
A Leonard Raus Account Management Formula
How to increase Share-of-Wallet by 10% Module 3 / Session 8