During the working day on Marketing in Namur, we, in subgroups started to reflect on the process to manage our customers. There are recognized phases to guide our customers from one to the next. The advantage of personalizing this process is unquestionable. See below the result of our collective work.

Contact Identify prospects from targeted clients pool   Have newsletter reach the network
  Get involved in physical network (business clubs)    
  Contact with prospect through organized events    
  Contacts through providers (training structures,..)   Contact training organisms
  Manage web site contacts (recall)   Be present on partners websites
  Get and/or buy list of potential customers from providers    
Create relation Communicate to client through appropriate social network with regularity Propose discovery activities  
  Recall old contacts and clients    
  Get with client for drink or breakfast    
  Sustain relation with relayers (providers of clients)    
  Sustain relation with Ambassadors and Influencers    
Customer’s need Recognise client’s needs and personalize the offer according to those needs Enroll customer in basic training programs Analyze client’s need through a table during meeting. go to meeting with 2 experts
  Listen more; talk less. Have customer write its needs    
  Give client an insight what we can do    
Offer personnalisation Create solutions resolving customer problematics (objections)    
  Prepare offer with inspirational texts    
Selling phase Checking point if necessary – follow up    
  Get contract signed,send email of appreciation and celebrate with client    
Service delivery Have the client to provide all needed documentation and prepare roadmap with client   Materialisation and delivery of service
  Define with client which expert will be involved and clarify with client overall implication (ressources, documentation)    
Post selling Evaluation of customer satisfaction Enroll customer in advanced training programs, and School of leaders  
  Improve training material with experience    
  Drive customer to TSG certification process, to COSE and TSG    


CRM is more than software, and is related to other branch of MKT department

  • Products
  • Communication
  • Brand

Let the customer limit itself, by stopping wherever it feels it is its place but find as soon as possible need of customer. It is a philosophy of business centred on the customer. Business culture shall be supporting MKT. CRM is now supported by technology of information and communication. It is about creating deep relationship with best customers in the long run.


  • Identify types of customer
  • Design MKT personalised campaigns
  • Deal with customers in a unique way


  • Centralised client information
  • Help not have incorrect or not actualised client data
  • Centralised data from various sources
  • Make information available to authorized collaborators bettering customer attention
  • It is of help to have dynamic customer profile


  • Inform
  • attract
  • convince
  • Win client’s love or heart


  • Personal datas
  • Sell processes
  • after selling services
  • Psychographic variabilities (tendencies, interests, opinions)


  • How they buy
  • Identify types of customers
  • Personal datas
  • Personal treatment
  • Design MKT campaign
  • Interaction in business processes

STANDARD CRM IS NOT SOLUTION; It requires adaptation to need of the business. If CRM too complex, people will not follow it


  • Identify customers
  • Inform and attract
  • Sell
  • Serve
  • Satisfy
  • Gain loyalty
  • Develop relation
  • Create community of users


  • Managing contacts
  • Setting reminders
  • Editing calendar
  • Managing tasks
  • Generating simple reports



  • Long list of unqualified leads – Have a big pool to dig into
  • In real life, face to face
  • Congresses and events
  • Social media
  • Content MKT (Newsletter, blog posts)


  • Decision making and buying power?
  • Need analysis (Get information intelligently)
  • How urgently product is needed
  • Why the interest?
  • What is the problem the product would solve


  • Create selly interactions, and track them
  • Relationship building
  • Organise meeting (video call or physical)


  • Recall of needs exposed
  • Expose adaptation of product to client needs
  • Draft of sell proposal
  • Tight follow up through automatic notifications


  • Discern where there is need for more emphasis on negotiation
  • Get to win-win situation with the customer


  • Payment process
  • Administration of documentation related to client
  • No deal records


  • Delivery process
  • Feedback


  • Getting customer to enter the cycle at a different stage
  • Get the client to recommend to peers



  • Ask yourself “ why my actual customers buy my product”?
  • Ask yourself “which factor make the actual customer decide to buy”?
  • Prospect belongs to objective market?
  • Criteria to classify potential customers
  • Already customer of business?
  • Old customer?
  • User of the type of product we sell?
  • Which volume of purchase can customer do?
  • Is customer solvent?
  • In markets of individuals
  • In markets of organisations
    • What they do?
    • Who has the power to decide?


  • Respond quickly to need of customer
  • Establish objectives
    • What are the expectations of selling presentation
  • Plan the presentation
    • Generic or personalised
  • Contact with customer
    • Presential
    • Web
    • Phone
  • Reach 3 basic objectives
    • Get mutual agreement with customer
    • Attract all its attention
    • Generate interest towards product
  • Contact
    • Get positive first impression
    • Indicate time of meeting
    • If someone else has to be present
    • Social contact before business contact
  • Get attention of customer
  • Demonstrate product
    • Focussing on reference from older customer
    • Focussing on customer benefice
    • Placing questions
    • Combination of some of the above


  • Presentation
    • Don’t recommend product without knowing customer need
    • Ask to get information
    • Ask to try to discover need
    • Ask to confirm need discovery
    • Resume what has been said
  • Investigation of customer situation
    • You need it before meeting customer
  • Find out problem and fit product to problem
  • Develop strategy
    • Informative presentation
    • Persuasive presentation
    • Reminding presentation
  • Demonstration
    • Select characteristics you want to show
    • Establish where and when of demonstration
    • Decide how customer would participate
    • Adjust demonstration to need of customer
    • Balance exposition with demonstration
    • Dramatise or act if you feel it necessary
    • Do checking questions
  • Negotiate objections
    • Negotiate is win-win situation
    • Find best solution for both parties
  • 5 categories for negotiating objections
    • Direct negation (Say to client this is not right)
    • Indirect negation (Say to client this is partially right)
    • Question (when you transform resistance in a question)
    • Superior benefice (Bring when client finds a missing benefit)
    • Demonstrate product
    • Offer a trail
    • Testimony of third party
  • Transaction phase
    • Objection related to product need
      • If client doesn’t need product, nothing to do
      • If it is strategy:
        • Demonstrate product is good investment
        • Present a trial
    • Objection related to product
      • Cause being product positioning
      • Cause being product unpopular
      • Not good according to actual users
    • Objection related to messenger
      • Resolve by emphasising on product benefits
      • Say actual offer will be bettered
      • Give it a try
    • Objection related to price
      • Limitation for financial possibility
        • Simplify product
      • Impulse
        • Take it or leave it
        • Go through superior benefits again
      • Half way
        • Neither you nor me
    • Objection related to time
      • Give short time to client to analyse the offer
      • Comment later higher price, brand notoriety


  • Factors of help to get contract
    • Emphasis on benefits registered to produce emotion on client
    • Negotiate difficult points before trying to close
    • Avoid to surprise client in this phase (don’t have client to react adversely
    • Have client to actively participate in overall selling process
    • Ask for client agreement many times if necessary (don’t let go at first negation)
    • Pay attention to moments of possible closing
  • Methods to close a contract
    • During presentation have client reveal will to buy
    • Close after a synthesis of benefits
    • Close from assumption (how would you pay)
    • Close from concession (additional element, payment fraction,…)
    • Close from negotiation of unique problem
    • Close from limited selection
    • Direct closing (only after clear interest on product

Sociocracy boosts cooperation in Dutch birth care partnerships



Spanish team is composed by Charlie Lenglez, Didier Escalon, Luz Yáñez and Isabel Pulgarín. Myriam Larroulet is about to join the Spanish office. Charlie is in Madrid, Didier and Isabel in Barcelona, Luz in Málaga and Myriam in Bilbao.

The TSG Spanish office is under development and is searching to legalise through a strategic adjustment, contemplating vitalisation of business projects with CSR (Corporate Social Responsibility), ethic and conscious values.

The ultimate news is an agreement signed between TSG Spain and l’instituto Europa de los pueblos. The institute, interested in promoting sociocracy, has a large influence in central and north regions of the country. Although it has a strong intention to develop actions for social betterment, the organism is in touch with strong cooperatives and businesses ready to adapt their respective methods of management. Gilles, with the help of Charlie and Didier, are preparing a discovery training program as a first impulsive element to develop our activities in regions under influence of the institute.

Sangha Activa, Buddhist popular organisation in Barcelona area, is entering its third sociocratic year. This year, the main aim is to set up the new structure, more aligned with the mission of the religious organisation. The Lama of the group and his loyal Ngagpas, actually reorganise the Spiritual aspect, in complement of the “Activity” aspect and “Support” aspect. Sangha Activa is now present in Nepal, and also in various latin american countries. 150 members.

Mobba Industrial, is a business belonging to Conscious Capitalism Foundation. Toni, the general manager, has set up the sociocratic structure in the business, and is now receiving support from TSG under Gilles supervision. Teams have an exemplary attitude and are up to better performance and solve major limitations. Small business of 15 people in Barcelona. 

For years, Charlie is supporting 2 great institutions for the development of ecovillages and intentional communities. RIE, Spanish organism and GEN, international organism are consolidating their mutual and interdependent sociocratic structures.

A second book from Gilles, Roue des Talents, is about to be translated to Spanish, Didier and Luz had already participated in the translation of the first book, La démocratie se meurt, vive la sociocratie. The project is managed with the collaboration of editorial CAUAC.

For years, Didier in collaboration with Sabrina, engineer and Doctor in graphic language, are developing a software, Nabu, for sociocratic management in organisations. Although the project is alive, evolution is still very slow. To be continued.

Groups of practice. Spanish team, supervised by Hélène, is adapting the product very developed by francophone TSG offices to the needs of regions. We are looking for setting up these spaces for sociocratic practice in areas of Barcelona, Madrid and Málaga as a starting point.


L’équipe espagnole est formée de Charlie Lenglez, Didier Escalon, Luz Yáñez, et Isabel Pulgarín. Myriam Larroulet étant sur le point de se rapprocher du bureau espagnole. Charlie est à Madrid, Didier et Isabel à Barcelone, Luz à Málaga et Myriam à Bilbao.

Le bureau TSG Espagne est en construction et vise son officialisation par le biais d’un ajustement stratégique, qui soutient la vitalisation de projets d’entreprise aux valeurs RSC (Responsabilité Sociale Corporative) – éthique et conscience.

L’actualité la plus fraîche est un accord signé entre TSG Espagne et l’instituto Europa de los pueblos. Ce dernier, intéressé à promouvoir la sociocratie, à une grande influence dans les régions centre et nord du pays. Bien que l’institut a une forte intention de développer des actions visant le bien être social, l’organisme est en contact avec d’intéressantes coopératives et entreprises prédisposées à adapter leurs méthodes de gestion respectives.

Gilles, accompagné de Charlie et Didier offriront une formation découverte en tant que premier élément d’impulsion pour développer nos activités dans les régions se trouvant sous l’influence de l’institut.

Sangha Activa, l’organisation bouddhiste populaire dans la régions de Barcelone, rentre dans sa troisième année d’utilisation de la sociocratie. Cet année, l’objectif est de mettre en place la nouvelle structure, plus en phase avec la mission de l’organisation religieuse. Le Lama du groupe, accompagné de ses fidèles Ngagpas, réorganise maintenant la partie “Spirituelle”, en complément à la partie “Activité” et la partie “Support”. Sangha Activa est maintenant présente au Nepal, et dans plusieurs pays d’amérique latine. 150 membres.

Industrie Mobba est une entreprise qui fait partie du groupe Capitalisme Conscient. Toni, le gérant a mis en place la structure sociocratique dans son entreprise, et reçoit maintenant l’accompagnement de TSG sous la supervision de Gilles. Les équipes ont une attitude exemplaire et cherchent à améliorer leur performance et résoudre leur principales lacunes. Petite entreprise de 15 personnes.

Depuis des annés, Charlie accompagne 2 grandes institutions pour le développement des écovillages et communautés intentionnelles. RIE, organisme espagnole et GEN organisme international, consolident leurs respectives structures sociocratiques. 

Un deuxième livre de Gilles,  La Roue des Talents, est sur le point d’être traduit en espagnole. Didier et Luz avaient déjà participé à la traduction du premier livre, La démocratie se meurt, vive la sociocratie. Le projet est en participation active avec la maison d’édition CAUAC.

Depuis des années, Didier en collaboration avec Sabrina, ingénieur et Docteur en langage graphique, développent un logiciel, Nabu, pour la gestion sociocratique des organisations. Bien que le projet soit vivant, l’évolution est lente. Histoire à suivre.

Groupes de pratique. L’équipe espagnole, supervisé par Hélène, adapte le produit très développé depuis les bureaux francophones aux besoins des régions. Nous cherchons à mettre en place les espaces de pratiques dans les communautés de Barcelone, Madrid et Málaga comme point de départ.

DG (Sociocracy) for Businesses