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– I* had a delegate on one of my courses, Eddie, who needed
to plan for an important, upcoming negotiation. I gave him the
process and asked him to let me know how he got on. I received
a phone call a week later and asked him how it had gone. “It was
a complete waste of time,” he said. “We spent nearly a whole day
planning and preparing for the negotiation and when we offered
him our proposal he accepted it straight away!”
8
– Eddie was disappointed because he was expecting a ght that
didn’t happen. I told him maybe, because they were so well prepared
they looked and sounded really condent and this convinced his cus-
tomer he was getting a great deal. Or maybe he should have asked for
more. Either way, the time spent on planning was well worth it.
9
– They don’t know how to do it. In England a lot of com-
panies don’t spend time investing in training and development.
They say that most companies in the UK spend more on their
Christmas party than they do training their staff. Planning can
and should be taught.
10
– They don’t have time. This is a perception, not reality. We
ll our day with activity, but how much of that activity is focused
on our job purpose? If you want to nd out you have to begin by
writing down your job purpose. This is a summary in 2 sentences
as to what your job is and why it exists. Once you have written it
you can look at what you are doing right now and decide whether
it is moving you closer to achieving your job purpose.
11
* * *
In most sales environments we have short, medium and long
term prospects. We may, for example, have existing customers who
buy from us on a regular basis. For these we need a short term
plan that ensures we contact them on a regular basis and give them
great customer service. Be careful with your existing customers
and don’t take them for granted. Most customers who leave and go
somewhere else do so because of neglect.
12
We also need a medium and long term plan for those custom-
ers with growth potential. This where a regular account review is
required to analyse what business we have done, get feedback on
how satised the customer has been and look for future development
opportunities to grow the business we do with them.
59
TEXT 17. DIFFICULT DECISIONS ON HOW TO STAY SAFE
Exercise 1. Find the translation of the following words and expres-
sions in the dictionary before reading the text.
mortgage market, cash-ow, supply chain,nancial viability,knock-on
effect
Exercise 2. Fill in the gaps with the prepositions. Use
over, from,
about, between, in (2), by, to, on.
1. Many companies have reviewed their attitudes towards risk manage
-
ment ______ the past few years.
2. 60percentofpolledcompaniesshowedconcern______thenan
-
cial viability of their suppliers.
3. There is an obvious correlation ______ theft frequency and unem
-
ployment.
4. The leading companies ______ the niche of insurance market have
the same point of view.
5. This situation was maintained ______ banks and credit insurers.
6. A bonus can motivate a risk manager _____ a certain extent.
7. Nowadays risk management companies are ______ great de
-
mand.
8. Businesses are still learning lessons ______ the events that led to
the global recession.
9. This kind of staff has to concentrate ______ bigger issues.
Difcult Decisions on How to Stay Safe
Part 1
Companies are still learning lessons from the events that led to the col-
lapse of the US subprime mortgage market, which precipitated the wider
credit crisis, and then intensied into global recession.
“Clearly there are lessons to be learnt about risk management,” says
Miles Kennedy, a partner in PwC’s risk advisory practice.
But as the crisis has deepened so the risks have expanded. Given the per-
ilous state of economic conditions, managing cash-ow is paramount.
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