Loading in 2 Seconds...
Loading in 2 Seconds...
Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.
Business Development, Marketing and Soft Selling Skills Linda Hyder and Fiona McCusker Introduction Role play and discussion Feedback and moving forward
In the history of KTP, Business Development or Sales!!! has never been tackled, which is why TSB organised “Sharing Best Practice for the KTP relationship was held last October and it was very well Received. We hope at this end of this workshop you will feel motivated, Raring to go and of course continue to do a brilliant job as a KTP Manager.
Discussion First impression of University will start at the first meeting with the KTP Manager. The KTP Manager did not listen to the Company and Therefore misses opportunities to build relationship from initial meeting. She gets the name wrong, which shows lack of preparation, does not turn her phone Off and doesn’t listen – all irritating for the Company person. Some questions should have been asked during the telephone conversation ie. Has the Company worked with the University before. The KTP Manager should know about TCS and have asked the Company what her Project was about, whom with, did she find it a good experience, useful to her career Etc in order to build a rapport and show an interest. She discussed the KTP Adviser with explaining the Advisers involvement.
Discussion It was assumed the accounts were okay and discussed in a flippant way without any Sensitivity or stressing that the accounts are a basic criteria of getting the proposal Approved. The KTP Manager did not drill down to find out what the project was about Before saying they have the expertise. The question of what happens if academics Cannot be found with the right expertise was not addressed. Also she didn’t discuss What expertise the Company lack and the Project details. Too many assumptions were made, ie that the Company knew what the TSB and Other acronyms stood for. The breakdown of costs and benefits for the Company resulting from their investment Was not made and the involvement of the University academics providing the Knowledge transfer via supervision of the Associate.
Discussion It was assumed the accounts were okay and discussed in a flippant way without any Sensitivity or stressing that the accounts are a basic criteria of getting the proposal Approved. The KTP Manager was pushing for EOI to be completed before knowing what the Project is about, and without arranging for the academics to meet and discuss the Project with the Company.