I used to start marketing initiatives with great enthusiasm, only to have them sputter out due to lack of follow through. The Gentle Rain process, coupled with Mark's advice, has ensured that I focus on the most important activities and that the initial enthusiasm doesn't turn into 
—Daniel Berger
Financial Services
more testimonials
I am most comfortable when there is a game plan or system to follow. Mark's approach, while flexible to accommodate individual needs, leaves no doubt about what must be done at each stage to keep the business development process moving
—Shannon Anthony
Human Resources Consulting
more testimonials
We used to spend considerable money on appointment setters, but got nothing. Gentle Rain enabled us to control our marketing ourselves. Now, we are 45% ahead of plan, yet only investing 20-30 minutes a day to keep the marketing system running
—James Cassidy
Managing Partner, Human Resources Consulting Firm
more testimonials
The ideas for what to put in a marketing letter, and even more importantly, what not to put in the letter, has proven to be invaluable. We have increased our response rate by 35%, based on what we learned in the boot
—Vance Sheinfeld
Technology Consulting Firm Practice Leader
more testimonials
Our firm will never have the global awareness of a McKinsey, but the Gentle Rain process enabled us to become better known to our defined market than any of the brand name firms. That is ultimately more important in our ability to get the projects we
—Michael Scott
Partner, Operations & Supply Chain Consulting Firm
more testimonials
A very easy to implement, yet sophisticated approach for marketing professional services. Excellent advice on everything from how to turn the screener into an ally to accelerating the sales
—Shannon Anthony
Human Resources Consulting
more testimonials
I hated to admit it, but our 'unique marketing message' sounded just like everyone else's 'unique marketing message'. The good news is that we nailed that problem before leaving the program. Now, we are more effective at differentiating our services, and it has paid off with 3 new
—Peter Long
Partner, Global Executive Search Practice
more testimonials
What the C-Level says About Staying in Touch
Senior Executives Reveal the Best Methods for Staying in Touch and Building a Professional Relationship
Based on 179 in-depth interviews with C-level executives across 12 industries, this program provides a unique perspective on the most effective methods for building important new senior executive relationships. For the first time, top decision makers reveal what strategies work (and which ones don't) for high-value services firms seeking to stay in contact and develop a long-term relationship with them.
Learn how C-level executives answered these and other questions:
How frequently should I be staying in touch?
How do I avoid becoming a pest?
Is there anything I can do to accelerate your decision?
If you refer me to someone else in the organization is it appropriate to continue to stay in contact with you?
Do Christmas cards really matter?
What can I do to differentiate myself in a professional manner?
As we both know, establishing the all-important initial traction is but the first step in the relationship building process. The reality of marketing high-value services is that it takes time. There's often a considerable lag-time between the initial contact and the client's ultimate decision to retain your services. Thus the challenge becomes,
How do we stay in contact without becoming a pest? How much contact is appropriate and what's too much?
As you know from reading our free Gentle Rain special report, we are strong believers that all your marketing efforts should follow a process. If you leave follow up to "chance" you run the risk of inadvertently letting too much time pass between contacts. Alternatively, some firms often make the mistake of communicating too frequently about issues that are irrelevant to your prospective client.
What is needed are a series of excuses, or reasons, for getting in touch with prospective clients. Although this makes great sense from a theoretical perspective, many high-value services firms struggle with how to consistently implement such a strategy.
That's why we decided to "go to the source" to find out what works (and what doesn't) when it comes to effective follow up strategies. In an unprecedented survey, we interviewed 179 senior level executives (all of whom purchase high-value services) to learn the best methods for staying on their radar screen.
As a result of these interviews we learned:
- The two most important things you must demonstrate in order to continue to build credibility and trust.
- What you need to be communicating.
- The best methods for how to communicate that information.
- How often to stay in contact.
- How to develop an "interesting perspective" that will intrigue your prospective clients to look forward to future communications.
- Less effective approaches to avoid.
- How to use your intellectual materials to your best advantage.
- What the C-level says are the best ways to demonstrate that you are "wired into" a particular industry.
- How to use (and not overuse) social events to your advantage.
The two CD set includes all of these insights in addition to specific strategies you can use to establish a contact schedule that will ensure you stay in touch on a regular, consistent and appropriate basis.
What the C-Level says About Staying in Touch (CD set)
Based on interviews with 179 C-level executives in 12 industries, discover the most effective methods for maintaining contact with senior level decision makers.
Price $125.00
Websites