About Grand Partners

Since its establishment in 2004, GRAND PARTNERS strongly believes that the long-term success of any organization lies in the hands of its people. Therefore, managers and their teams have always been our main focus. While working with managers of all levels (from CEOs, department and division managers to foremen in production companies as well as store managers in trade companies and team leaders in service companies), we help them achieve results together with their teams.

Our focused expertise in leadership and management in alignment with projects of very broad scope allows us to ensure that our Clients get top quality training and consulting services along with most effective project management.

18

Proprietary leadership development programs

33 billion eur

Is our biggest client's revenue

2400

Training events in the last 3 years

680

Clients

579 240 EUR

Is our largest training project

30

Consultants

Irina Rusmane

Business coach,partner of GRAND PARTNERS

“Very compelling: I grasped what’s being said and I understood everything! I would attend training with Irina again and again.”

Sandra Babiliute, CJSC Baltic Shipping

A hands-on consultant who practices everything she teaches…

She speaks to you in a clear, simple and straightforward fashion…

Goal oriented, encouraging and inspiring to achieve results…

Expertise

  • International sales in multicultural setting;
  • Telemarketing;
  • Effective direct sales;
  • Boosting the productivity and potential of sales representatives;
  • Neuro-linguistic programming (NLP), the Enneagram.

Experience

When working with an audience, Irina Rusmane is capable of captivating everyone’s attention. Irina’s considerable professional experience allows her to connect with all types of audiences. Although her training covers extensive subjects and complex issues, it is nonetheless organic and actively engaging. By giving practical advice with supporting examples, the consultant guides the development of invaluable skills in telemarketing, direct sales, NLP, improving customer service and increasing one’s own potential. Training led by Irina is loaded with positivity and inspiration which will leave you with a strong set of skills and knowledge that you’ll want to put into practice the next day!

Education

The consultant has acquired her qualifications in such institutes and academies as the Neuro-Linguistic Programming Institute (Moscow), the Direct Marketing Academy (Ljubljana), the International Coaches Union, the International Coach & Trainer Association, the International Enneagram Association. She is currently studying to acquire a Master’s degree in Management at the University of Management and Economics (Vilnius).

Clients

Logic behind the program design

One of the keys to successful international selling is to adapt your sales approach to different regional and local business practices. You have to translate your selling for culture as well as for language. So is it possible that even professional and successful salespeople in one culture (for example, Belarus) become not as successful as they start selling to another culture if they ignore the essential cultural differences.

There may be special local short term tactics (e.g. to smash competition by cutting prices) but you will always be aiming to create and maintain good customer relationships and to win new and repeat business.

If the objectives are the same does it mean you should use the same sales process everywhere? Fundamentally yes - but you apply the component parts of that process differently, with different emphasis, at different speeds and sometimes in a different order.

Building relationships and confidence

Identifying customer needs

Presenting your proposal to meet those needs

Concluding an agreement

Follow up and implementation

Registration

Which questions of the participants will be covered?

When developing EU sales, professionals should be aware of the following cultural features in specific markets:

  • How long might it take?
  • How many meetings with your customers will it take until you start talking about actual business?
  • How important are the commencement of the negotiations, the Clients’ recommendations, and personal connections?
  • Are you using the best sellers for this particular culture of doing business?
  • How formal/informal should you be?
  • How straightforward should the question’s wording be?
  • Is it acceptable to investigate the needs if a Client believes that he/she already knows them all?
  • Can you discuss ‘problems’ or is it deemed unacceptable?
  • How many different people can you meet?
  • Can you use a prepared questionnaire, or is it too cliché?
  • In writing, verbally, or in both forms? Briefly or in detail?
  • Do you expect a quick decision or will you need time to complete the transaction and need detailed consultation with someone else?
  • How deep into detail should you go?
  • How active can you be when selling highly lucrative offers?
  • How do you present value and discuss it?
  • Do you expect long negotiations with Clients, or will your initial proposal turn out to be final?
  • How long will your Client’s decision-making take?
  • How will the Client-side decision-making process look like? How many people will be involved and who exactly?
  • What methods are acceptable to solicit support?
  • How soon do they expect you to follow up and try to complete the transaction?
  • What is the form of the agreement with the Client?
  • How quickly will it happen and is it OK to rush?

Preliminary Program

Within the scope of our training, we will closely review each stage of sales in the European market, sales techniques and methods in English, as well as their cultural adaptation for a particular country.

Day 1

Adapting the Sales and Negotiations Process
to the Western Clients’ Mentality
  • Getting to know each other
  • Program’s goals and participants’ expectations
  • The major differences between the Slavic and Western mind sets and in the perception of business in general
  • The way “West” and “East” perceive one another and how it affects the development of business relations
  • Stereotypes and phobias in the intercultural communication of Slavic and Western business

Practical assignment:

Analyzing the current stereotypes of how Belarusians perceive people from various European countries;

self-perception from the Western standpoint;

analyzing the ways these stereo types of perception impact our behavior with Western clients.

The days have gone down in the West behind the hills into shadow. Who shall gather the smoke of the deadwood burning, Or behold the flowing years from the Sea returning?
  • The perception of and attitude towards power (the importance of status in business relations)
  • The attitude to uncertainty (acceptance or avoidance)
  • The attitude to time (importance of short-term and long-term relationships)
  • Men’s and women’s roles in the society and business, the reach of their influence (an acceptable degree of ‘aggressiveness’ in business relations)
  • Individualism and collectivism (which comes first—personal interests or those of the company?)
  • Indulging the desires (immediate satisfaction vs. moderation)

Practical assignment:

Analysis of Belarusian business culture by the Hofstede model’s key parameters

Comparative analysis: the business culture in Belarus and in the target Western European countries

Integration of cultural features of the target market into the sales process (building business relations)

The days have gone down in the West behind the hills into shadow. Who shall gather the smoke of the deadwood burning, Or behold the flowing years from the Sea returning?
  • ‘Cold calling’ in English: strategy and structure
  • Reaching the right person and getting the irattention
  • The best way of presenting your company to interest a potential Western client. The ‘Elevator Pitch’ principle to deliver a company presentation via the phone.

Practical assignment:

Developing an English ‘cold call’ algorithm for your company

Creating an English ‘Elevator Pitch’ for your company and service (product)

The days have gone down in the West behind the hills into shadow. Who shall gather the smoke of the deadwood burning, Or behold the flowing years from the Sea returning?
  • Practicing applied ‘cold calling’ skills and ‘Elevator Pitch’-style company presentation on actual clients. Test calls to Western clients.
  • Analyzing the calls’ audio recordings, addressing the mistakes.
  • Follow-up calls to potential Western clients.

Closing the day

Summarizing the key points covered throughout the day

Generating personalized tasks for further growth and development

Each participant shares their impressions and observations, highlights the main aspects.

Day 2

Practicing the Skills of Handling Western
Partners’ Objections
  • Impressions from the day before
  • Readiness for new challenges

“Free Style” practical assignment

The participants are expected to speak for 1 minute on an arbitrary topic in English, with each of the subsequent participants intercepting and switching the conversation topic

This exercise develops flexibility in conversing with a partner on any topic depending on the potential client’sinterests

  • Building an algorithm for handling the objections in English
  • Adapting the algorithm to the target clients’ cultural peculiarities

Practical assignment:

Practicing the algorithm within the training participants’ group

The days have gone down in the West behind the hills into shadow. Who shall gather the smoke of the deadwood burning, Or behold the flowing years from the Sea returning?

Practicing applied objection handling skills on actual clients. Test calls to Western clients.

Analyzing the calls’ audio recordings, addressing the mistakes.

Follow-up calls to potential Western clients.

Progress analysis.

The days have gone down in the West behind the hills into shadow. Who shall gather the smoke of the deadwood burning, Or behold the flowing years from the Sea returning?
  • Developing the ability to adapt in a rapidly changing intercultural environment

Preparing for the negotiations with a Western client

Proper preparation for the negotiations

Critical data to be collected

Psychological preparation for the negotiations

Forms of leverage and influence during the negotiations

The days have gone down in the West behind the hills into shadow. Who shall gather the smoke of the deadwood burning, Or behold the flowing years from the Sea returning?
  • Practicing applied negotiation skills in English using a simulation game.
  • Analyzing the results achieved in various groups of negotiators.
  • Reviewing the mistakes made and developing of alternative behavioral models.

Closing the day

Summarizing the key points covered throughout the day

Generating personalized tasks for further growth and development

Each participant shares their impressions and observations, highlights the main aspects.

Registration

Who will benefit the most from this program?

Sales experts, key account managers and heads of business units working with the European Union-based customers;
Sales experts, key account managers and heads of business units planning to set up sales in the EU;
Sales professionals wishing to supplement their skills in selling to Russian-speaking clients with relevant competencies to work with English-speaking ones;
All those negotiating with counterparts from Europe who want to understand and utilize the differences in the mentality of specific countries.

Typical mistakes of Russian-speaking merchants in communication with customers from Europe?

1

First, the basic error of Russian-speaking sellers in the European market is they're excessively prescriptive in their approach to sales, they often 'pinch' the client, which causes rejection in many Wester partners;

2

Second, different countries have different perceptions on the idea of "value proposition", ie what is important, what arguments are logical and understandable, and which do not mean anything;

3

Third, the Russian-speaking vendors sell as if everyone thinks like Belarusians (or Russian) only speak English. It is important to understand the algorithm of their thinking, not only to learn good English;

4

Fourth, understand which form of communication is a priority: oral, written, personal meeting. In different countries, the importance of each of the different communication channels.

Expected Result:

Understanding of proper ways to build business relations with Western Clients;

Awareness of how to manage the sales process when working with the Western Client from the “Me–Client–Service (Product)”paradigm viewpoint, and of where the main “misfires” occur;

Practice the ‘cold calling’ skills in English with the consideration of the target market’s mentality;

Developed and logically structured algorithms to handle objections from Western Clients in English;

Knowledge about proper preparation to negotiations and following-up on a deal to the contract signing stage.

Partners

Registration

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