How to sell multiple services to the same company

Hello and welcome back to the podcast.

It's amazing to have you with me as ever and I'm very grateful for you being here.

So this week I'm going to respond.

One of the things I love to do is people will send me messages on LinkedIn or other social channels and will ask me questions about you can I help them out with certain elements.

And I've had a request this week for a podcast around a question which I'm going to answer and go through the podcast which I hope is going to be useful for you.

And it's all about how can you sell cross selling from a group of companies into businesses?

In other words, how can you sell a group of services?

Or if you've got multiple companies or multiple services, how can you sell more of those into one company?

And sometimes sort of the end angle of this I guess is probably known as upselling or cross selling.

But it's about how if you've got a series of services and things that you offer, how, how can you take those or series of businesses even how can you take those into one company and sell them multiple elements?

So I'm going to talk a little bit about this and what's important about this.

Probably more relevant if you're running a business, but it could still be relevant if you're running.

Actually that's, that's not true.

Actually it could be still relevant if you're running a consumer based service.

You may would sell a good example of this actually would be a good example.

This would be an insurance company.

There's some insurance companies now that if they sell you their, your car insurance are then thinking well hold up a sec, can we sell our, our home insurance and can we then sell our travel insurance and maybe our life assurance?

And the reality is the more services you can sell to one company or to one person, the stickier that client will get.

And let me, and let me share some, some details and stats to show you this.

There was a company called Sherlos a number of years ago that did some research and what they showed you, what they showed in that research is the moment you sell into a company, you have if you sell one service into, into a company or custom into a, a person or, or company, the chance of that customer staying a customer for life are 50.

So one in every two customer you sell into will stay with you.

Others potentially will even change.

But what the research showed was that as you add more services or as you sell more things into that customer, the chance of them staying with you for life Exponentially grows.

So for example, two services into that customer, your chance of them staying a customer for life are 70%.

Three services, it goes to 85.

But scary enough, if you can sell four services into a customer, into a company or a consumer, the chance of that person or company staying with you as a customer for life is 95%.

So if you think about that, it's just bonkers how you can work with people and businesses to achieve what you want to and also keep them sticky, which is the most important thing from a customer perspective.

Because we all know, we should know it costs a huge amount more to recruit new customers than it does to work with existing customers.

The profit margins are significantly higher on existing customers because you haven't got to pay for new business to bring them on board.

You've your cost of measure and managing them and delivering things for them drops because they're comfortable with what you do and they understand what you're about.

And I know this from, from, from working and owning a software company a number of years ago.

And it was, you know, our customers stayed with us.

We had some customers that stayed with us for years and years.

And the more services we could offer them, the more they did with us.

And they were happy.

We were happy.

It was a.

And we made excellent margin on those customers.

So if you can sell more services into a company, you're going to be in a fantastic position to do this.

It's gonna, it's gonna give you some incredible returns as a business to think about that.

So look, what I'm going to do today is going to talk about it related mainly in some cases, I'm going to talk mainly related to the business side of things because the company that I'm that asked this question, I know sells into other businesses.

But like I've just given with the insurance example, the commonalities are the same if you' if you've got multiple services that you can tell.

And this is also why supermarkets in the UK started to open up banks.

So a number of years ago, you know, Sainsbury's as a supermarket, you were doing your shopping there, they were then going, okay, what other services can we sell to this customer?

And how can we link them together?

And they started, I know for a fact, because my wife had a Sainsbury saving bank bank account, and then they started to sell insurance and then they started to sell travel money and all these other services.

And that made my wife and potentially me certainly quite sticky with that organization.

We, there are shop that we use them now because we started doing more with them and we started, they started to link and give us values and deals for working multiple things together.

So the more services you offer to a customer, the stickier they're going to be.

So, so let's just look into this and look through, you know, seven or eight key points that are really critical when it comes to doing this.

The first thing it is really try and focus on and I've talked about this a lot in my podcast.

But when you're selling into a group or any set of individuals, it's really important that you understand the customer, the buyer.

But certainly you understand if you're selling into a company that you understand that company.

So if I was trying to, if I was selling one service into a business at the moment and I was thinking I'd like to be able to offer two or three other services alongside that.

What I would be looking to do would be to really understand this.

The key elements behind that company's strategic objectives.

What, what metrics do their business, do they care about in their business?

What's on their agenda, how, how, how are they doing things at the moment, what's, what's their direction of travel and how does that link to what I do?

And especially the larger organizations that you sell to and, and some of the larger ones that you, you will go to, a lot of people will tell you this, they'll share with you their direction.

Their executives will talk in blogs or in, in, in, in public reports about where they're trying to get to.

And the more you understand that company, but also the more you understand their industry and they understand what's going on and what's challenging them, what's creating tension for them, what's creating opportunity for them, what's the swat, you know, strengths, weaknesses, opportunities and threats for that organ industry?

The more it's going to help you to then see where they're going so that you can see which of your services in times could, could link work well for them.

So the first thing is, you know, understand your audience and understand the company or if you're selling into a consumer, understand the situation that they've got their situate their family on their dynamics and what's happening, what's on their agenda, what are they trying to do?

And of course that's hard, harder to do as consumers because you that information isn't as publicly available, but in companies it is and start to get an insight into what they're trying to do.

If you start to research and look for it.

And again, this is where AI can be a big friend.

It can help you an awful lot because you can start to go and search on tools and to say, what are the strategic objectives of this company?

What is the most publicly listed information around, what they're trying to achieve, what's on their agenda for the next one to two years?

And the reason that's so important is because, as I'll talk about later on in the podcast, if you want to sell something into someone or sell another service, that's great.

But if what you're selling isn't meeting the direction of where they're going, then you've got to be, you're going to have a challenge to do that.

And you've got to understand your audience.

And if that audience that you're engaging with isn't going to want to buy two or three of those services, what audience could want to do that?

And you'll need to think through that so you can then start to try and upsell and take more of those services to that, to that, to that organization.

So that's the first thing, and I think this is a good thing for you to do in any form when it comes to engaging with customers.

Become a, you know, an expert in their industry, become a knowledgeable value creator in their space, what's going on in their industry, what's going on in their world, what's driving change for them in the future, and become someone that they think, yeah, I want to have conversations with that person because they understand me and they understand what I'm about.

And I've said for a long time that sales is all about understanding your audience and what they do.

So that's the first thing.

The second thing I think I would also do is to link into that is to do what I would call a customer account or a customer map.

So have a little look at the areas of the business or the areas of the people and map it out.

So get on a whiteboard and get some pens out and try and map the different divisions or the different structures of the business.

And again, sometimes some of this information can be found on, you know, LinkedIn, on other tools, data tools, you can find it on Google, you can search on, on ap, on chat, GPT or other AI tools.

Try and have a look at what the, the map of that organization is.

So a couple of years ago I was helping a, a softw sell a quite expensive piece of software into some Some, some large manufacturing organizations.

And what we were able to do is by, we were able to work out which division linked to which part of other part of division, how that linked into this bigger holding company and who were the key people within that.

And we spent about an hour mapping out who was doing what, who were the key people, we thought, who were the key movers and shakers in that activity and what were the, what were the, you know, the links between those elements and where were those people coming from?

So for example, if an executive is into, moved into a new role but they've got an existing history of the previous area, that can be something that I would link and show because that might mean that if they were previously buying one product or service but you offer a different service, then you can start to see, okay, they're now into a new role.

I can, I take what I'm this new element I'm offering and take that to that new person based upon the fact they've moved into a different environment or different role.

So, you know, and I hate this word, it's a bit bingo y but what are the synergies between what they, they do and what you offer?

Because ultimately you're going to have a range of services that you put together and we ideally want to sell more of them into, into one company.

But you've got to be able to make sure, as I said at the start, that you link that to what your customer is looking to do rather than just what you want to do.

It's, it's.

Just because it's what you want doesn't mean to say it's what the buyer wants.

You've got to understand their, their marketplace and their company, but also then start to map that, look at who the people in that company are.

And I always think about in organizations there are three levels of people.

There are decision makers at the top who make decisions.

There are influencers and there are implementers.

So you've got to think about it is who are the implementers and the influencers who do the people.

You know, maybe there's people in that you've got connections with and bring other people into your team.

You do.

I don't think it's done enough that teams come together for like account customer mapping where people just stand in, sit in a room for an hour and talk through a particular customer they want to work with and, and sit and say, okay, let's talk through who knows who in that space and who's connected with that.

And there's a bit of prep work they can do for that.

But where could there be fits to what you offer?

You know, especially if you've got, for example, these of competitors that you work that you know are in your industry, is there a way in which you can start to see whether the competitor is being used in, in certain environments and what the feedback is and whether people like that, who's the champions in those areas, do that customer account mapping to see where the, where the logic could be to link elements of what you offer to them.

So sorry to interrupt the podcast, but if you've got a sales issue at the moment that's really hacking you off, challenge me, I'll help you solve it.

Reach out to me.

Drop an email at hello Amesworth Business and I will help you solve your sales challenge.

There's not one I don't think I can't handle.

There's no sales issue that I can't resolve.

I've seen them all over my career.

I want to help you solve yours.

So reach out to me.

Let's make sure we handle your sales challenges and fix them so you can get back to smiling again.

Now back to the podcast.

And I guess that's the third links on to.

My third point is so to try and develop a bit of what I would call a value proposition.

Map out the services that you offer and the reasons why they will fit alongside each other within that company.

So for example, a good way of doing that might be, let's just say you sell IT services into an organization and part of the IT services that you sell might be just IT support.

But what you also might want to then offer is some IT security services on top of that, as well as some connectivity services, as well as maybe, I don't know, some services for, you know, additional sort of licenses of software.

So you might look at those four areas and say, okay, we're currently selling this offering at the moment.

Where could the value proposition be for us to take this other service into that customer?

And why would that be a logical fit?

So it might well be, for example, let's say you're providing IT support to them, but you're not providing a cyber security support.

You might then be able to say, okay, based upon the fact of the services that you're sorry, the software that, the systems that they've got in place at the moment, you know, that they are so crucial to that business or that organization, you can then start to say to someone, okay, if those services weren't available, the implications would be quite significant for the organization and at the moment, there's a security gap here because we've got some things that we've not covered from it, from, from a, from a cyber perspective.

And I don't want you guys to be in a position where your software, your, your support and your systems are not being looked after and are not in a good if.

Let's see if we can offer this additional service or provide you with this additional service to prevent a bigger problem happening with your core systems.

And that's a really good example of where you can do what I would call a value proposition.

And maybe you can even link into that, then the third angle of that, which would be.

And if we actually ensure that there are no separate systems, so if you're using a separate phone system, that could create a risk to the security.

But if we bring all that together, so we've got one system with, you know, alongside our support, which has it, which is CyberSecure.

There are three ways in which we can ensure that the business has got great continuity and is going to work for the future.

All that does is it makes the solution sort of makes sense from the customer's perspective.

And a lot of the times customers will look at things and think, well, you're pushing me down a pathway because you want it, rather than it being good for me.

And so what we've got to do is to map out what that value proposition could look like and why it could work.

And then we've got to sanity check that.

We've got to check that we're not just thinking about it in our heads, but we've got to really make sure that what we're sharing and thinking will make logical sense.

And yeah, it does make sense to link that to that, to that, because of the fact that each one of those could cause an issue in another area.

And when you start to do that, and when you start to show customers that you care about them and their overall solution, not just about feathering your own pocket, things start to happen and engage well.

So I really encourage you to think about that overall offer in that proposition, but link in, like I say, to where the customer and the company's going, where their marketplace is going, because if you don't link it into those areas, you might.

The proposition might make sense to you.

But if they're heading, if, but if that proposition is in B, but they're heading towards A, then you're going to end up looking like an idiot, basically.

And they're not, certainly not going to engage with you and take that element on Board.

And very often in businesses we tend to think we, you know, we tend to have the best, you know, our rose tinted glasses on and we tend to think everything's perfect about what we do and how we do it.

But actually sometimes the markets change or the market's moving in a different direction.

We adjust to that, that.

So really think about those sort of propositions.

And, and I guess the fourth element just to add to that is to what I see so many organizations not doing are building what I would call sales playbooks or blueprints to engage with that audience.

They've done all this work, they've done this understanding, they've done this mapping, they've created a value proposition, but then they try and wing the engagement.

And I think that's the worst thing you can do is to just try and hope that what you're doing will work and will achieve the results.

It's more often than not destined to failure it more often if you, if you've got multiple people working in the business that don't have a plan to work towards, they'll all do their own thing, which can again can cause you multiple challenges as well.

So I really encourage you to think about ensuring that you document that and build a plan and a playbook.

And I'm not saying that needs to be something that just sort of an old document that sits in the.

It should be a live document, it should be a live engagement of how you're going to engage with that organization at different points in time.

So really try and build up that sales playbook to engage.

And the playbook should be what are you going to do at what stage, how is it going to work, how are people going to react, what sort of reaction you're going to get?

You try and if you like, document as much of that so that everyone can guide it consistently.

If you think about, you know, an army going to battle, if the army were going to battle and literally each member of the army, remember the thing was going off in a different direction, going, doing their own things, they'd lose the battle, they'd lose the war.

Whereas if they've got a clear purpose and a clear outline and a clear playbook of what to do and how to do it with different teams, then doing different parts of that and making sure they feed that information back in, they've got a, you've got a better plan to be able to execute on what you want to achieve.

So build that sales playbook and if you don't know how to do that's Again, something you know, you know, me and my team have helped organizations with, build that playbook.

So you can know, you know, once you've built all that great stuff to implement it.

Okay, so, so those are the four, some of the four areas around sort of under, you know, trying to sell services to organ these organizations.

But a couple of other things to consider when you think about offering these services into people.

So let's say you've got one service at the moment, but you've got two or three others are in the way in the wings that you want to sell to them.

It's very difficult, pretty much nigh and impossible to get to sell them all straight away.

Most organizations are not going to say, okay great, yeah, we'll just take that service in and then we'll take all of your services in and straight away sign a deal.

I want to hear do that.

I think like you're naive that it just organizations and people don't work that way.

Again, if I think about relation to insurance, if I was to buy insurance from an organization, I would want to test out the insurance, I would want to test out the customer service.

I'd want to test out the way that that person, that company operates before I then going to say yeah, I'm going to commit to doing more.

And companies that try and sell initially and then within a couple of days later or a couple of weeks later then sell other services you're doing.

I think in most cases, unless there's a really good reason why that person should buy it, you're doing too much too soon.

It's not impossible to sell all straight away.

So I my advice is, is to do the following is to lead with your best offering.

What's the best offering that you've got that meets the market demand that that organization has and is also a service offering that you bring out that is a really strong offering and lead with that to start off with.

And then once you lead with that, you can then what we call land and expand and add more to it.

And I'm going to give you a practical example in my own business.

So my, in my, we will provide sales blueprint services and we'll help organizations hit sales targets.

And we go in very much on a sales basis to start off with.

That's our driver, that's our focus.

But what we'll also then do is when we get into organizations, we sometimes then see that the marketing elements that they've worked with are not really at the levels that they need to be.

The content creation is not great.

The marketing on Facebook or Google Ads isn't great and their social media content isn't great.

So what we then do is we go and say, okay, great, well we can bring in part of our team to help with those elements and we can then charge an additional service for that.

And that's what we do.

And we will do that in order to be able to then generate the end result for the customer.

And we've done that quite recently.

Where we've gone initially is from a sales perspective, but then we've brought our tail, our marketing team in to then help them with that and offer that as a service.

So really see selling in this environment as being a case of land and expand.

Get in there, in with that organization with your best offering and then be in a position, well, give it a little bit of time and you can then see what reaction and response you've had to it.

How are people engaging with your service, your software, whatever you're offering in there?

What's the reaction you're getting from the teams and the executives and the people there?

And then you can then start to see, okay, once you get that positive feedback, especially if you're measuring that information, you can then start to see how you build on it from there.

And I guess to, to, to, to, you know, to add to this, except that that's going to take some time that you can't do that sort of stuff overnight.

That probably takes certainly in some cases with companies, 612 months a year.

It's not going to happen overnight.

People are going to, going to, you know, take some time to, to get used to you and your company and what you do before they start rolling out the checkbook.

But as we talk about, as I mentioned in the playbook, there is a key thing which you then need to be able to do to then engage them.

And that's where good account management comes in, where the account managers are not just being lazy and resting on their laurels, but are going and asking questions and building relationships and, and, and to, and the next point, linked.

Again, all these points are linked together as part of the same sort of offering.

But you have to make sure that if you are going in with that initial service and you to take time, you have to deliver on what you promise.

If, if you don't deliver initially or what you said you were going to do, no one's going to buy other services from you.

They're just not.

If they think that the service that they're getting from you is not at the level they want or they've got complaints about it, or you promised something and it didn't deliver, they're not going to buy the other services, they're just going to feel it's not working for them.

So you have to focus really hard and look and business, like I said at the start, you get your rewards in profitability with customers over time.

When you sell multiple in time, you're not getting that straight away.

And sometimes in business when we have to over service and you know, under promise and over deliver initially to get customers really loving what we do, to then be in a position where they then feel they want to do other buy other services from us.

So you have to deliver that to start with and if you do that, then people feel comfortable to then do more and buy more and take on more from you.

So if you've done those things and you're in great position, I think that's a key aspect of that and you've built those relationships.

One of the key things as part of the next point to this is around land and expanding is to really make sure that you engage with multiple, serve, you know, stakeholders and people in the business and build relationships into different areas of the organization.

So and this sometimes can be a challenge actually in many cases, especially the large organizations you go to because there is politics in these organizations, there are lots of people that don't talk in each other in the same way or if, if you're working with one division and then start talking to another division, they get a bit frustrated that that's happening.

I know there's a large organization that I've worked with where I worked with all three different departments of that.

But I knew that the three leaders of those different departments didn't, didn't get on, didn't like each other.

So there were some challenges around doing that.

But because I engaged with multiple stakeholders and I made myself to those different people and I got to know their different perspectives, I was able to offer some training and support in each individual case.

So really just have a little think about how you can build relationships in with those senior people and sell into different levels of the business.

Go back to what I said at the start.

Decision makers, influencers and implementers.

It's great to work with implementers and those that are influencers.

But if you really want to get business done, you've got to sell at those executive levels.

And those decision maker levels are the people that can, especially if you sell ultimately into CEOs and chairs, those are the people that can roll stuff out across all of their teams in different divisions and can roll out multiple things.

If they can see that it's going to do what they you want, you've said it will do.

So really try and look to build multiple stakeholders with in the organization and, and you have to do this carefully.

Like I say, I've seen many people and I've even had this myself where I've gone in and had conversations with one person and the person that I initially sold in, who I built a great relationship to, got really frustrated and pissed off with me because they were thinking I'd left, leaving them while I was leaving them behind and I'd basically, you know, I'd sort of worked my, done my business there and I was now on to the next person and I had to be really clear with them.

No, I still really keen to engage and support them and work with them, but I wanted just to build relationships and see if there's other people in that organization I could help.

So you have to do that very carefully.

Human beings are sensitive souls in many cases and people can be frustrated and if they feel that you're trying to go above them or to the side of them without telling them that they've even put blockers in the way and they'll, they'll start to turn on you rather than help you.

So be careful about that and how you approach that.

There's a real science.

And again, that's why account mapping is really important because what you can start to do is map out the executive, the style of person they are, what could be the challenges in linking to other people.

And you can start to, if you like brainstorming and map out what could be the good things to do and what could create challenges to get to know multiple stakeholders and get to see it from their perspectives.

As I say, different people in organizations will have different perspective, different KPIs and metrics on which they're being measured on.

So don't assume everyone's being measured on the same way.

They may not be.

So once you start to look at these elements of building these plans, I think the key thing you've then got to do if you do want to sell multiple services and deals in place, is do some creative thinking around the organization as a whole and what it could do for them.

But what you might be able to then do is to give them 4, 300.

And if you have to discount, you might have to then do it for 175 for all four rather than four at 50.

So if you get some creative thinking in place where you can then go especially to senior levels in the business and you can go to the CFOs, the financial officers or the, the chief creative officers or sorry, the chief Operating officer or the CEO and say to them, look, you need these services across all your four areas.

You can go to each one of them individually or you can buy at one and we can do a better deal for you.

People are open to that sort of stuff.

They are open to it, especially if it can help them, can save money.

And if the numbers that you're talking about are significantly material impactful enough to the seat, to the person and to who you're engaging with, and the more senior people are, the more that number's probably going to be bigger.

But if it's a good number that they will look at it and they'll be interested to see if that can work providing the first service that you offered or the set that has worked and done its job and is making the impact in delivering the return that you said it will.

So really think about it for a, a creative thinking is there some bundles?

And again, I prefer people to add more services in than to discount away.

I think when you discount you then create a problem where later down the line that company's then going to try and negotiate with you a bit more for pricing.

And that can become challenging.

Although as you saw, as you heard at the start, if you do get them on board and they start utilizing your services and you make yourself sticky and what you do in, in, in and your tentacles reach out into their Organization, it's very hard for them to move away.

And I know an organization at the moment who, who basically is a good friend of mine.

They have, they run a software system that's in a very large operator at the moment.

Their software is now so embedded in so many different areas and departments of that organization that even though the procurement team in that organization sort of say oh we need to, you need to sharpen your pencil, they've been able to go, no, we can't do it for any, any different price than that they've been able to be.

They've even put the price up in some cases.

And because they're so sticky and embedded and involved in the processes, in the way in which that organization works, they're having to accept the prices and it does make the custom bit frustrated sometimes, but it worked because they've so embedded as part of what you do.

So really just, you know, think about what those options could look like and how it could work.

Or maybe there's a way in which you could again link into core objectives and you know, things that this business wants to do.

Maybe there's some core aspects you can do that can, you know, put some data together in a chain that no other organization would be able to do.

Is there some insights you can provide from one division to the other that could go into senior level group of people that they wouldn't be able to get if they had four multiple or four separate vendors working with them.

So just get some, do some creative thinking around your value proposition and how those elements could come together and check that that fits in from the buyer's perspective.

And it's going to make them want to maybe consider this and see what sort of value you can bring to the table.

And then the final thing I'd say to you about, about making sure that you, you do this and do the elements that we've talked about is to, to train your sales teams on, on the different options or train the people involved in doing this on how to do this and also how to cross sell.

There is a skill at being able to cross sell.

Again, training is something I can do or other people do, but make sure that people know how to approach this stuff and how to sell other services.

I did some training and some work with a legal company and we, where we, we were going through the process of trying to help them move different departments.

If they're in working with commercial, could they work with litigation, could they work with conveyancing?

And what used to happen in that organization, they would literally like, it was like throwing rocks over the fence.

They would literally chuck, you know, opportunities from existing customers over the fence to their, to their other colleagues and then forget about it.

And it was like, no, no, no.

That's just a disastrous way to approach things.

It's going to piss the customer off, it's going to create more problems.

It's not going to work.

So you've got to train your team on how to approach it, how to make sure that there is a referral document that's put together that can enable you to pass conversations from one group to another, how you can set up meetings and conversations to ensure that you transition the customer from the existing.

You're working with you into the new team and building those relationships.

And maybe, you know, making sure you've set one individual owner that can own that particular customer in your business.

Again, great sales tactic is to make sure that there is some account directing or leadership in that customer so that one or two, you know, one person's responsible for making sure that the overall business for that company is being done in the right way.

And train your seams on what to do, but what not to do as well.

How, how to make sure they avoid certain situations or problems which can create challenges for you.

So, you know, if you don't train people, they're never going to know how to do it.

But when it's done in the right way, based upon the plan that we've talked about, it can work brilliantly.

And I guess the final thing for me to think about, and these are the positives of what we've done, which is, which is great, and those are things that we want to be able to do.

But I guess the final thing that I would say around this is, is to make sure that you also think at a little bit around the negatives to this because you might want to sell these services in, and that's fine, I get that.

But you also have to understand it a little bit from the buyer's perspective.

And one of the things that will make a buyer really concerned in doing this, a couple of things that will make them concerned.

And we can deal with them and we can do, won't cover them off in today's podcast, but you can deal with them, but you have to deal with them in, in the right way.

So the first one is from the buyer's perspective, they'll think about it as risk, I. E. Have they got too many of their eggs in one basket?

So if they're using four services from you, and then for example, you were in a position that you were able to move your prices up.

There will be people, CFOs and senior people, operation procurement people that will be going is it too risky to move all of those services into one?

Because it means that we're totally right on that company and there'll be people there going that that creates risk.

Now obviously in, in business and in life there is a risk and reward.

The reward they gain from outweigh the risk and therefore they're happy to do it, but it will be in their mind.

And so you've got to be able to think about and understand that and then know how you're going to deal with that in the right way.

And it you're going to, you know, you have to calm this and you have to show a path that show why it's the right thing for them and how it's going to benefit them and how your bundle your business case that you've put together for these multiple services can really make sense for them rather than it being a risk for them to do.

But, but I also think you've got to think about it as well from a.

You know, risk comes in many forms and risk comes in form certainly a financial risk.

And if the systems and services that you offer and are embedded in this organization, don't be surprised when the organization wants to see a bit more about your financial background and your picture and who owns you and your stability as an organization.

They're going to want to check that you've got all of those things in place to make sure that if something went wrong with your company, they're not going to be left in the lurch.

People don't want to, there's that risk of, of working with an organization that's flaky financially or isn't going to be able to meet the demands and, and do what's required over time.

So just understand these things.

These are the risks that your buyers are going to be thinking or certain.

Certainly senior people at that organization is pay are paid to think about these type of risks.

So don't ignore it.

Don't just think it won't happen and it'll go away.

They are critical and they make a difference.

But look, I've, as I said, I've sold successfully into a number of large organizations, multiple services.

I've, I've also been in a position where I've helped organizations do this.

It can be done, it can be done in the right way.

If you go through the elements that I've talked about throughout the podcast, you can achieve great success.

And when you do that, stickiness stays and grows and, and it becomes an incredible business model for you to work with, work with.

But it has to be done in the right way.

Otherwise, say we, you can create some challenges and problems for yourself and also you can, you can go down a path you think is right and spend a lot of money.

But if you haven't done the steps that we've talked about today, you'll waste that money in the first place.

So I want you to avoid that.

But I hope that's given you some tips on how you can sell multiple elements into services, how you can do that upsell or that, that approach to be able to, to cross sell in in this way to get you and your company where you, where you want to be.

But as ever, I always finish the podcast on an inspirational story and I wanted to talk about a story today which was when I, when I heard about this lady, it was quite incredible to think about what happened.

So a number of years ago, a lady called Grace Spence Green was a medical student and she was in a shopping center in, in London.

And, and this is just quite remarkable when you think about what happened.

She was in a shopping center in Westfield in, in London.

And sadly, a man decided three floors above where she was to jump.

And that sad person, sadly, that person obviously thought that they wanted to, you know, commit suicide, which is terrible to think about.

But what happened was that that person landed on this lady called Grace Spencer Green and not only by landing on her, he actually broke her back and fractured her neck.

And basically when she woke up, she was paralyzed and she couldn't be, she couldn't.

Basically her spinal cord had been massively affected and it was squashed.

And she basically had this issue where, yeah, she, she literally was disabled and, and paralyzed from, from the waist down.

And when you think about that, you know, someone tried to commit suicide and the only way, you know, if she'd have been a meter to the side, she would have, this person would have collapsed to the floor behind her.

And that may have affected her.

But anyway, she, she, it hit this lady called Grace.

And the reason I think it's incredibly inspirational story is that, you know, the man that, who, who landed on, who actually was sentenced to some time in prison because he didn't suffer any injuries, but she, she, she, you know, would always say that she saved someone's life that day and she used that inspirational story to basically ensure that she was able to inspire other people.

And since then, even though she's been in a wheelchair.

She's been one of these people that's campaigned and done a number of things to help other people that have been in wheelchairs achieve what they want to in life.

Life.

And I heard that story and I was like, wow, what an incredible story of someone that was just doing their daily life, doing them, going about their daily work and made their thing and literally in a second, they.

Something happened which paralyzed them and which could have affected that person's life and which could have made them think, poor me and look at the situation.

But she's vowed to change and get on and do the things that she needs to do now to, to live her best life and to inspire others.

And I think when I read that story, it was like, wow, that needs to be on my inspirational stories for the podcast.

What an incredible scenario of Grace Spence Green, who, yeah, basically, you know, found a new purpose as a result of someone falling on her and literally paralyzing her.

And I think when you think about today and what's going on in your life today, imagine if that was you and the fact that you've.

If we are, if you are able, able still, if hopefully there are some, lots of people listening that are from different walks of life and we, I sometimes think we're all very lucky to realize that we've got our arms and our legs and the use of our bodies and whatever else to do the things that we do.

And if you haven't got those things, and I know you're inspiring people through, you know, dealing with any adversity over, you know, any disability, then I, you know, take my hats off to you and, you know, incredibly in or in awe of people that are not letting whatever's happened to them affect their life in that way.

So Grace Spence Green is my inspirational story for today day.

I hope that gives you some motivation to, to think.

Actually, do you know what?

I'm going to make sure I do the things in my life I need to do to, to be grateful for what I've got and build from there onwards.

But.

But look, that's it for this week's podcast.

I hope you've enjoyed it.

It's a bit of a longer one than normal, talking about how to sell multiple services into businesses, but I hope you found it useful if you have as I ever, as ever, please reach out to me.

Tom, who, who asked me this question, sent me this email on message on LinkedIn.

Please reach out if you're listening to this and thinking, oh, I'd love to James to cover a story of something I've not heard in the podcast podcast, please let me know.

I'd love to cover it as part of what we do.

And I'll make sure that we we give you the insights that you need to hopefully get the sales, the success and results you want.

But as ever, thank you so much for your time.

If you do love the podcast, please can I just ask you, can you give it a rating or a review on your Spotify or Apple or wherever you listen to the podcast?

It helps me so much make sure that we can grow the podcast and add more episodes and do more in time.

But as ever, that's it for this week.

Thank you so much for listening and give me your eyes if you're watching.

It's so amazing to share some insights with you and help you achieve the sales success that I truly want you to have.

And thanks again.

See you next week.

Stay safe.

Happy selling.

Remember, eat or be eaten.

Everything's in your choice.

Make it happen.

Have a great week.

See you later.

So thank you so much for listening to this episode.

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