FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W69357659> ?p ?o ?g. }

• W69357659 startingPage "107" @default.
• W69357659 abstract "By Leslie Agnello-Dean Banks have responded to the years of warninf and advice they have heard and read about sales. But sales alone isn't good enough anymore. A new approach is needed today. Call it relationship building, consultant-advisor selling, emphatic perception, or whatever-the bottom line is that today's bank salespeople have to provide added value to their clients, which means identifying and responding to individual needs by offering practical advice and personal service and serving as a problem-solving resource. The banker is no longer just a salesperson or a marketer, but rather a consultant-advisor. Of course, this is not a new phenomenon-many banks, particularly community banks, would recognize this as good old-fashioned service and have never lost sight of it. But many banks seem to have strayed from this common sense approach to focus on short-term gains instead of long-term profits. Large banks often seem more willing to provide this type of service for their high-balance customers only, believing there is no short-term gain in lavishing such attention on customers with a lower level of financial clout. What is required. Creating a little added value, however, can make a bank's relationships with its lower-balance customers just as satisfying. In the world of retail or personal banking, added value may take the form of waiving a fee, spending an extended period of time on the telephone to explain products and services, or accommodating a client's schedule by meeting him after banking hours. How does a consultant-advisor know which extras are meaningful to clients? First, it is necessary to define the goals and aspirations of the client. Something as simple as a quiet lunch spent listening to the client talk about his daily business problems can help. People are often reticent to discuss their feelings openly with a person they don't know well; spending a little extra time listening to them may unearth important information about them or their business. Product peddling is inappropriate during this stage and is destined to fail. Credibility and trust must be established before a sale can be consummated. Once this has occurred, the salesperson has become a confidant-a consultant-advisor-and the prospect should sense the difference and respond. Evolving relationship. Sometimes the hardest point to get across to salespeople is the significance of staying close to customers after the sale. Being ignored by the salesperson who reassured the client he would always be available makes the latter feel abused and cheated. An alert consultant-advisor will be aware of emerging needs and business trends that affect the customer. Today's consultant-advisor must possess (or be trained in) a number of skills, such as: (1) Discreet interrogation. The salesperson cannot be intimidated by customers, and must know the right questions to ask so the customer does not feel insulted. (2) Strategic thinking. The ability to understand the impact of economic, social, political, and demographic factors on clients' financial needs. (3) Product knowledge. It's good to maintain a storehouse of knowledge about various products and services. he salesperson must be careful, though, not to start peddling products before determining whether the solution fits the need. (4) Creating an obligation. The salesperson should be willing and able to offer competent advice and suggestions to the client before expecting the client to buy. (5) Tenacity and patience. The very essence of consultive selling is long range-oriented. As salespeople devote more time to each client, some concessions to short-term sales productivity will have to be made-at least initially. But the consultant-advisor concept cannot thrive in an atmosphere where short-term sales quotas are emphasized. Managers who can back off a bit from the need to meet monthly quotas, in favor of forming stable client relationships, will find it worthwhile. …" @default.
• W69357659 created "2016-06-24" @default.
• W69357659 creator A5040664399 @default.
• W69357659 date "1990-04-01" @default.
• W69357659 modified "2023-09-26" @default.
• W69357659 title "Bye-Bye, Sales; Hello, Consulting" @default.
• W69357659 hasPublicationYear "1990" @default.
• W69357659 type Work @default.
• W69357659 sameAs 69357659 @default.
• W69357659 citedByCount "0" @default.
• W69357659 crossrefType "journal-article" @default.
• W69357659 hasAuthorship W69357659A5040664399 @default.
• W69357659 hasConcept C10138342 @default.
• W69357659 hasConcept C112698675 @default.
• W69357659 hasConcept C119857082 @default.
• W69357659 hasConcept C139749660 @default.
• W69357659 hasConcept C144133560 @default.
• W69357659 hasConcept C15744967 @default.
• W69357659 hasConcept C162324750 @default.
• W69357659 hasConcept C162853370 @default.
• W69357659 hasConcept C168031717 @default.
• W69357659 hasConcept C169760540 @default.
• W69357659 hasConcept C187736073 @default.
• W69357659 hasConcept C2776291640 @default.
• W69357659 hasConcept C2780378061 @default.
• W69357659 hasConcept C2781083359 @default.
• W69357659 hasConcept C2781402841 @default.
• W69357659 hasConcept C41008148 @default.
• W69357659 hasConcept C68387754 @default.
• W69357659 hasConceptScore W69357659C10138342 @default.
• W69357659 hasConceptScore W69357659C112698675 @default.
• W69357659 hasConceptScore W69357659C119857082 @default.
• W69357659 hasConceptScore W69357659C139749660 @default.
• W69357659 hasConceptScore W69357659C144133560 @default.
• W69357659 hasConceptScore W69357659C15744967 @default.
• W69357659 hasConceptScore W69357659C162324750 @default.
• W69357659 hasConceptScore W69357659C162853370 @default.
• W69357659 hasConceptScore W69357659C168031717 @default.
• W69357659 hasConceptScore W69357659C169760540 @default.
• W69357659 hasConceptScore W69357659C187736073 @default.
• W69357659 hasConceptScore W69357659C2776291640 @default.
• W69357659 hasConceptScore W69357659C2780378061 @default.
• W69357659 hasConceptScore W69357659C2781083359 @default.
• W69357659 hasConceptScore W69357659C2781402841 @default.
• W69357659 hasConceptScore W69357659C41008148 @default.
• W69357659 hasConceptScore W69357659C68387754 @default.
• W69357659 hasIssue "4" @default.
• W69357659 hasLocation W693576591 @default.
• W69357659 hasOpenAccess W69357659 @default.
• W69357659 hasPrimaryLocation W693576591 @default.
• W69357659 hasRelatedWork W114911781 @default.
• W69357659 hasRelatedWork W173531769 @default.
• W69357659 hasRelatedWork W2498354933 @default.
• W69357659 hasRelatedWork W2573834335 @default.
• W69357659 hasRelatedWork W264559434 @default.
• W69357659 hasRelatedWork W293374425 @default.
• W69357659 hasRelatedWork W2994548647 @default.
• W69357659 hasRelatedWork W3033462 @default.
• W69357659 hasRelatedWork W318276657 @default.
• W69357659 hasRelatedWork W347956240 @default.
• W69357659 hasRelatedWork W56082882 @default.
• W69357659 hasRelatedWork W744292011 @default.
• W69357659 hasRelatedWork W96745509 @default.
• W69357659 hasRelatedWork W212587282 @default.
• W69357659 hasRelatedWork W2198349240 @default.
• W69357659 hasRelatedWork W2233449121 @default.
• W69357659 hasRelatedWork W2345813986 @default.
• W69357659 hasRelatedWork W2400483670 @default.
• W69357659 hasRelatedWork W2610601552 @default.
• W69357659 hasRelatedWork W2612202850 @default.
• W69357659 hasVolume "82" @default.
• W69357659 isParatext "false" @default.
• W69357659 isRetracted "false" @default.
• W69357659 magId "69357659" @default.
• W69357659 workType "article" @default.