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It designs, integrates, manages ad supports on-site and cloud-based communications and collaboration technologies for organizations around the globe. The [GAM] program’s core mission is to form and maintain a trusted partnership with our clients that produces mutual innovation and value resulting in measurable outcomes.
I knew Farland had a particular approach that I thought would be helpful to this situation and could engage with us as an organization constructively, while at the same time providing value and insight to our clients.”. Even pre-pandemic, Farland had started to do clientinterviews with the intention to lead to a physical engagement.
Many sellers have a predisposition to being liked, and we have learned through surveys, work with clients, interviews with buyers, and in our own experiences that right now trust is much more important than being liked. I think as a sales leader, as a company leader, we ought to think about this throughout our organization.
Mike shared the benefits of engaging with customers in this way in the following interview. A former executive of Thomson Reuters was on a strategy board that was being run by Farland Group with another organization and recommended we do the same thing at Thomson Reuters. What led you to create a customer strategy board? “A
Q: Do you feel that a lot of the work you’ll need to do in building account-based growth will be around organization and culture? Some organizations have always done this well, like the World Economic Forum—they’ve always had Davos, a big event, with lots of glitz and so on. So, find those champions.
Every organization I’ve had the privilege of working with over the past 20 years can tell me some version the value proposition that they provide to their clients and prospects (I’ll use these terms, ‘client’ and ‘prospect’ interchangeably throughout this document). Which is helpful…but not enough.
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