General approach
Before the conference, I would lay down a plan of approach to selling my firm; Education Dynamics. I will target generally all the attendance, although I will focus more on decision-makers and influencers. My point of focus is appropriate because these officers are holding strategic positions at their schools and they would be helpful by making a referral in circumstances where they would be required to advise aspiring high schools student who wishes to pursue higher learning (Hopkins 173).
My second approach getting to know as many attendances by name as possible and acquiring their contact addresses, including their cell phones, so that I could reach them any time a new development pops up. About my conversation with the attendance, I will concentrate on cultivating a long-term partnership deal, other than just getting them to recommend a few scholars to Education Dynamics. In the course of the conversation, I will consistently focus on what is important to the target (Rogoff, par. 1).
Entrepreneurial conversation
My third strategy pertains to the conversation I will have with my prospective consumers. I will use the time for social activity to strike an entrepreneurial conversation with the target attendance. I will listen out to the prospects consumers what interest them about higher education institution so that I will describe the features of my institution that suit their interest. Also, I plan to personally seek out their opinions about enhancing productivity and in recruitment and sustenance schemes at the same time cutting the cost of accomplishing this.
Importantly, I will be more incisive when driving the conversation towards quantifiable objectives, including striking a sale, predicting the returns on ventures among others. These important elements can also be subjective and difficult to measure, including predicting the maturity of my new plan of action. Rogoff (154) argues that concentrating on the important issues drives the conversation on, while other subjects stagnate the conversation and minimize the chances of arriving at a compromise to collaborate.
I will be cautious not to let an opportunity to drive the entrepreneurial conversation towards discussing the targets important issues, other than project my interest. Nevertheless, I will also regard my interest with clarity while projecting more on the other person’s real interest, on the account that they are superior and that my interest may never be accomplished.
Objectives
Fourthly, I will approach every target with a thought of forging an enduring partnership with the prospects clients other than on the number of instant sales I am going to procure (Faulkner & Nierenberg 212). Therefore when a prospect expresses interest in my products, instead of rushing to write an order for him or her, I will swing the interaction to an entrepreneurial conversation to learn about the decision-maker or the influencer’s education program and the way the target can establish a long-term coalition. By doing this, I will be able to establish an enduring partnership and identify the optimal and ongoing enrollment in my institution.
I will not assume anything concerning goal setting, such that I will seek to know a complete projection of the prospects’ interest at the same time offering a clear projection of my interest. It is because managers often know their expectations of their associates, although they don’t make the necessary attempt to clarify that since they assume they know (Blanchard and Johnson 42).
Works Cited
Blanchard, Kenneth and Johnson, Spencer. The One Minute Manager. New York: Berkley Books, 1982. Print.
Faulkner, Michael and Nierenberg, Andrea. Networking for College Students. Boston, MA: Pearson Learning Solutions, 2010. Print.
Hopkins, Tom. How to Master the Art of Selling. New York: Warner Business Books, 2005. Print.
Rogoff, Edward. The Entrepreneurial Conversation. Pinnacle Books. 2005. (ISBN 0-966-73837-3.