Court Your Prospects by Finding Common Ground With Them
Two years after launching our business, we landed a nonprofit client. Because this client had 32 other counterparts across the country with new members annually, we soon realized that in time this nonprofit business could become a division in itself for our firm.
After giving the matter a good deal of thought, my staff and I realized that it would be better to court the top 10 offices rather than the 22 smaller ones with fewer members. Within two years, the offices in Washington, D.C.; Houston; Dallas; Richmond; Columbus; Louisville; Cleveland; Cincinnati; and Raleigh signed on with our firm. Detroit was next. Since this last city housed the third-largest nonprofit that we were targeting, ...
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