My first Executive Coach Sales pitch

No matter what product you want to sale, the sales process is the road no one can escape, I made my first sales pitch yesterday, following is the learning.
1. Potential client : Arora Group.
2. Who I initative the sale call: Patrick Chen - son of the founder and member of the board.
3. How I approcah him : as YPO member and his Forum trainer, I call him up for an one hour talk before joint activity.
4. Where we meet : Cafe of Ritz Hotel Taipei.
5. How I begin : by using the Forum protocal : Listen / Accept / Question / Sharing, I asked Patrick that we use the protocal to conduct our conversation. then I open with my decision of leaving Spirox and to developing my executive coaching career with full heart. and then asked how to make Arora a potential client to my service.
6. The finding:
-- Arora is suffering from no qualified HR head - equivent to CHRO to draw the strtegic HR developing within group. but the HR management is under a good system. they even enroll in WW survey plan.
-- Arora had bad experience with MBA / Bad Professional manager with too much althorization and almost lead it to bankrupcy situation. they are not fantasy about good school, good track record or good skill. in term of talent development, they tend to promot inside - for those who well adapt Arora culture ( this is blur to me still ), for the hired guy, the attrition rate is too high and the trust is an issue.
-- The keyman to decided whetere this group need executive coach is by his father, founder of the company, and his father is a very practical person, I must draw a very simple and clear picture of what I can do and how the value can be present to the group and most important, the KPI measurement must be there.
-- Patrick describe current situation : the overall productivity in China is only 1/4 of Taiwan, and the attrition rate is high, so them shrink down the retail from 450 to 350 to keep the productivity and margin; the market growth higher then the talent growth; middle manager attrituion is high; no success plan in 5 years if according to Arora's management rule : CEO ( committe chairman for management can only stay 2 turns total up to 4 years, next CEO must under the age of 50, in such a critirea, they much conduct a talent pool survey for talent under 45 with potential to be BU Head and provide the indivisual development plan and set the KPI for succession plan ), middle manager don't have the coaching skill, the scoll may result to hight leave rate or frustration.
-- Patrick describe the people in Arora : they are lovely ( he use a story to tell me in one typhoon day, how the shop automatically repair and fix everything ) they have a system enbedded to turn the machine on.
-- overall speaking : Aroa is in the growth mode with no hurry about talent development, they are afraid of so called professional superstar and really care about whether this coach or trainer can understand their culture and at the same time, deliver the result fit what their KPI measures.
7) counter fact and conclusion:
- The why me part? my natual call to make it a career in life / with experience to bridge among faminly biz owner, entrepruner and hired guns / provide coaching yet with added on value in marketing & and HR consultation solution / can directly knock on major firms door with the YPO ticket. / Forum sample as the token before
- The step follow: roger should prepare a selling set up for Patrick to arrange appointment with MR. Chen / Patrick will introduce Roger to join the Round Table development training in which Chen's family donate 200 seats ( between 9-10 millions NT ) / the schedule for pitching in late July when I am ready.