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Services

Five levers. One goal: more business from a good offer.

Every field starts with the same question: how does your customer experience this moment? Choose a field to see the approach and the deliverable.

Guiding principle

  • Positioning makes the value clear.
  • Sales leads to the decision.
  • Impact creates the trust for it.
  • Customer experience turns it into recommendations.
  • AI creates the time for it.

Improving one of these levers usually strengthens the others as well.

Positioning and Offer

Understanding target customers and value, sharpening offers and working out the difference from the competition. The result is sales arguments and a core story that customers understand immediately.

Approach

  1. Review offer, target customers and competition from the customer's point of view.
  2. Work out value, difference and evidence.
  3. Formulate the core story and line of argument and test them in real conversations.

A possible deliverable

A clear positioning with a core story and lines of argument that you and your team can use in conversations, documents and on the website.

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Sales and Conversation Management

Examining customer journeys, sales processes, follow-up and partner sales. Evaluating real conversations, spotting missed opportunities and developing conversation guidelines that lead to firm next steps.

Approach

  1. Map the sales path from first contact to closing.
  2. Evaluate real conversations and cases together.
  3. Define and train conversation guidelines, follow-up routines and next steps.

A possible deliverable

A documented sales process with conversation guidelines and clear rules for follow-up and partner contacts.

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Personal Impact

Presence, language, voice and demeanour. Understanding interests, resolving objections and preparing negotiations. Leadership here means above all giving customer and partner conversations a clear direction.

Approach

  1. Observe impact in real or simulated conversation situations.
  2. Name strengths and obstacles and work specifically on language and demeanour.
  3. Prepare an important upcoming conversation together.

A possible deliverable

An impact analysis with personal training priorities and a prepared conversation strategy for a specific meeting.

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Customer Experience and Service

From first contact to after-sales care. Explaining products clearly and making them tangible. Enabling teams to be attentive, recommend appropriately and provide reliable care, without rigid sales scripts.

Approach

  1. Review the customer experience at the key touchpoints.
  2. Identify moments where explanation, experience or recommendation are missing.
  3. Develop and practise service standards with the team.

A possible deliverable

A description of the key touchpoints with service standards and training content for your team.

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AI in the Business

Identifying meaningful applications, developing a suitable approach and enabling business owners or teams to use tools such as Claude themselves. Websites, portals or internal processes are possible applications, never an end in themselves.

Approach

  1. Review processes and select a use case with tangible value.
  2. Implement the use case together.
  3. Document the approach and hand it over to your team in training.

A possible deliverable

An implemented use case with a documented approach that your team can continue on its own. For specialist questions, experts remain advisable.

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Form of engagement

Entrepreneurial Sparring

Confidential exchange on decisions, change and difficult business situations. Structuring options, setting priorities, remaining able to act. Sparring can be combined with any advisory field and is the core of personal advisory. It does not replace legal, tax, health or restructuring advice.

Go to personal advisory

Way of working

Understand. Recognise. Develop.

The work follows a clear path. Depending on the task, it takes one workshop or several months.

Manfred Braun at the meeting table

01 Understand

See the whole.

It starts with your company as customers experience it: products, processes, conversations and the people behind them. Listening, asking, understanding the business model. Only then is anything assessed.

Entrepreneurial perspectiveKeeping the whole company in view without losing the decisive details.
Manfred Braun, thoughtful with arms crossed

02 Recognise

Recognise the difference.

Where is potential not understood, not made tangible or not used in sales? In the offer, in the conversation, in the sales path. The view shifts between the entire business model and the one moment in a conversation that decides a deal.

Strategic clarityKnowing what matters now and what can wait.
Manfred Braun in a light jacket in front of a historic facade in Dresden

03 Develop

Unfold impact.

The assessment becomes a clear direction: a sharper positioning, a better conversation flow, a new service standard. Then it is practised, applied and reviewed until it holds in everyday work.

Impact and leadership competenceGiving conversations and decisions a direction, confidently and comprehensibly.

Illustrative situations

How this shows in everyday business.

The following scenes are illustrative situations. They are not documented client cases.

Example from property development sales

The viewing after which nothing happens

Situation
A prospect views the show apartment, is impressed and receives the brochure on leaving. Two weeks later he buys elsewhere.
What makes the difference
During the viewing it is clarified what the buyer is comparing, how he is financing and who else is involved in the decision. The next appointment is fixed before he leaves.
What can result
A viewing guide and a fixed follow-up routine for the sales team.

Example from an estate agency

Three agents, three stories

Situation
An owner asks three employees of the same agency why he should sell through them. He gets three different answers.
What makes the difference
A shared core story that everyone can tell in one sentence, and evidence that supports it.
What can result
Positioning and a line of argument for acquiring property owners.

Example from partner sales

The client who just comes to mind

Situation
A financial adviser mentions in passing that he has just thought of a client for whom the offer could be a fit.
What makes the difference
Instead of just sending documents, sales picks up the case immediately: who is the client, what do they need, what is the starting point? The next step is firmly agreed.
What can result
Training in situational conversation management and partner development.

Example from hospitality

Two guests, two check-ins

Situation
Two guests arrive shortly after each other. One is exhausted after a long journey, the other curious about the city.
What makes the difference
The first needs above all calm and a quick process, the second welcomes personal tips. Good service recognises the difference.
What can result
A check-in standard that leaves room for the guest's situation.

Contact

A personal conversation is the best start.

Briefly describe your concern. In a free introductory call you and Manfred Braun clarify whether and how working together makes sense.

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Phone
0172 9600766
Email
mail@lionscircle.de
Location
Dresden. Consulting on site or by video.

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