Business Development, Marketing and Soft Selling Skills

1. Introduction

2. Role play and discussion

3. Feedback and moving forward

Linda Hyder and Fiona McCusker

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.

Role Play and discussion.

Discussion

First impression of University will start at the first meeting with theKTP 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 phoneOff and doesn’t listen – all irritating for the Company person.

Some questions should have been asked during the telephone conversation ie. Has theCompany worked with the University before.

The KTP Manager should know about TCS and have asked the Company what herProject was about, whom with, did she find it a good experience, useful to her careerEtc 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 anySensitivity or stressing that the accounts are a basic criteria of getting the proposalApproved.

The KTP Manager did not drill down to find out what the project was aboutBefore saying they have the expertise. The question of what happens if academicsCannot be found with the right expertise was not addressed. Also she didn’t discussWhat 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 investmentWas 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 anySensitivity or stressing that the accounts are a basic criteria of getting the proposalApproved.

The KTP Manager was pushing for EOI to be completed before knowing what theProject is about, and without arranging for the academics to meet and discuss theProject with the Company.

Feedback and follow up.