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Practices. Corporate presentation.

Among the variety of corporate materials, which are tasked with presenting the company in the most advantageous light on the specialized market of goods and services produced, a corporate presentation occupies a special place. It would seem that what else could be simpler: a few words about the company, a couple of examples of products or services, address and telephone number - that’s the whole presentation. But no. Creating a professional and truly “selling” corporate presentation is a very serious and no less responsible job than any other manipulation of elements of the company’s identity. Let's try to understand in detail how to make a good corporate presentation, a presentation that will effectively serve both the image and financial interests of the company.

Greeted by clothes

Regardless of the physical form in which the presentation exists - be it a luxurious brochure for personal distribution at exhibitions and business meetings, printed on excellent designer paper, an impeccably laid out Adobe Acrobat file for emailing or downloading from the company’s website, or a branded CD for mass distribution by the management service - you should never forget about the main thing: often a company’s presentation is seen long before a personal acquaintance with the company itself, its managers, personnel, prices, terms of cooperation, business methods and other positive aspects inherent in it. This is the “effect of the first impression” of a company, which, as everyone knows, is always very important, and which largely determines the “angle of view” from which further prospects for doing business with this company will be viewed.

Thus, first rule a good corporate presentation - no matter what the presentation looks like physically, it simply must look presentable. If we mean a paper version, then it should be a booklet of such a design and quality of printing that it is pleasant to pick up. If we are talking about an electronic version, then it must be impeccably laid out and optimized for easy sending and working with the document. If it is a CD, it must be a disc and a box for it, designed in accordance with all corporate standards of the company. Whether we like it or not, companies, like people, in most cases are still greeted by their clothes. And she must be good.

Speaking to the point

Essentially speaking, a corporate presentation is formally nothing more than a list of features of the company’s activities, the goods or services it produces, terms of cooperation and contact information. This set may vary slightly for different core activities carried out by the company and the specific list of tasks that are set for its specific presentation materials.

However, it is impossible not to notice that, even taking into account the sometimes very strict framework imposed by various corporate standards and rules on the verbal and graphic means used to create a corporate presentation, a presentation that at its core contains a bright and memorable concept is always more interesting and effective. , through which a clear idea that meets the spirit of the company runs as a “red thread”, and which at the same time has a non-trivial style and manner of presenting information.

So, it is logical to assume that second rule The thing about a good corporate presentation is that it shouldn't be as boring as an accounting report or as dry as last year's paper. Only a bright, lively and conceptual presentation will be remembered and actually work.

Technology of success

Moving on to specifics, let us consider as an example corporate presentation company "Aladna Technologies", and determine: what, for what purpose and how it is implemented.

In a general sense, this is not even a presentation, but a short story about how the company imagines the technology for successful activities in its core market. Ten pages - ten steps to effective and mutually beneficial cooperation. Each page has a personal heading, which succinctly and figuratively announces the formal information for each of the steps of the presentation.

It is very important that all pages of the presentation are built according to a single logical color, font and graphic scheme - be it a cold, minimalist and “technological” scheme, like Aladna Technologies, or bright, colorful and illustrative, like art studios or creative teams. Such logic for constructing a presentation will ensure the visual integrity of the document and allow the reader to easily navigate it.

Separately, I would like to note the requirements for the text part of a corporate presentation. If its illustrative part is almost always a matter of the designer’s taste, then the informative part, of course, must be made taking into account all the strictest requirements of typography and the rules of the language in which it is written. Laconic, literate and excellently laid out text is always pleasant to read and easy to understand.

Thus, third rule A corporate presentation can be formulated as follows: a good presentation is a stylish and professionally made product. Any kind of amateurishness, illiteracy or negligence in its creation will almost certainly spoil the impression of even the most useful information and the most brilliant idea for its presentation.

Another important component of a spectacular and effective corporate presentation is the information it contains. Obviously, for a plant producing haymowers the information will be the same, but for a jewelry workshop it will be completely different. This is not about a formal set of specific data and characteristics of the company, but about their specificity.

It is not enough to just list the types of activities and goods or services produced. And it’s not even enough to provide a large list of famous and large customers and contractors. The main task that is always set for a corporate presentation is to convey the spirit of the company, its fundamental principles, advantages, special and unique methods of working with the company’s clients. It is this kind of information that will create significant prerequisites for establishing clear, trusting, long-term and mutually beneficial relationships with those of the partners and customers to whom the company’s presentation is addressed.

Summarizing the above, we note fourth rule creating an effective corporate presentation: it is necessary not only to convey formal information about the company; it is much more important to convey its intangible image component in the company’s presentation.

A large number of disputes and discussions are raised by the issue of the number and format of presentation of products or works from the company’s portfolio in a corporate presentation. On the one hand, you don’t want such a section to look poor, but on the other hand, it is technically impossible to show everything that you would like to demonstrate to the recipients of the presentation. The choice always remains with the developer: what exactly to include or not include in the demo part of the presentation.

For example, the Aladna Technologies company, given the large number of its noteworthy works, generally refused to place them in a corporate presentation. Having briefly announced their specifics and the scale of the portfolio, for its detailed study in the presentation it is proposed to use an active link to the corresponding page of the corporate website (in the interactive version), or the opportunity is given to see the works in the corresponding section of the CD attached to the presentation (in the paper version) .

Finally, the final “touch” of a good corporate presentation should certainly be clear and up-to-date contact information, taking into account the widest possible technical possibilities for communication with the company, as well as the most visual route map with detailed comments, clearly demonstrating the routes to the company’s office in all possible ways (by car, public transport, on foot, etc).

Thus, fifth rule for a successful corporate presentation - to provide the most complete and convenient ways for physical contact with company representatives. As a matter of fact, it was for the sake of these contacts that this whole very difficult and costly business was started.

Escorted according to the mind

In conclusion, I would just like to add that even luxurious printing and many thousands of copies of a corporate presentation will almost certainly not make it successful and effective without a strong conceptual idea underlying it and impeccable technical implementation of the layouts. A corporate presentation is always the result of the efforts of a huge number of different people: from top managers and business leaders, to printers and paper cutters in a printing house.

Only when each of these “links” works flawlessly, only if they form a single, reliable and smooth “chain” of development, editing, layout, production and distribution of a corporate presentation, when everything in it is done conscientiously and “wisely” - only then can we expect quite tangible image and material dividends from it.

Study the client as if you wanted to hire him for a job

The most important part of preparing a presentation is not designing the slides or writing the text. The most important thing is to research the industry and the specifics of the potential client. Don't expect clients to tell you about their business.

Case from practice
A salesperson from an outsourcing company had been calling a client, one of the bank’s deputy directors, for several months, seeking a meeting. Finally the client gave in and made an appointment. The salesman was enthusiastic and confident, and enjoyed meeting with senior executives. First, he applied the long-tested strategy of “warming up” - he turned the discussion to the topic of the situation in the banking industry. Then, as if casually, he asked: “Tell me about your bank.”
The client became gloomy, got up from the table, took out a folder from the bookcase and handed it to the visitor: “Read this.” The seller had the latest annual report of the bank in his hands. Apparently he wasn't given a second chance.

Clients are increasingly demanding that presenters do their homework. Before you find yourself meeting with a corporate client, you should know enough about their business. If you don't take the trouble to find out details about the client's company in advance, he won't waste time with you either.

Sales training often teaches how to conduct surveys. Just a few years ago, you could walk into a meeting and know nothing about your potential client’s business. And you started with questions - open, closed, leading, specifying.

Today you are expected to know about the client’s company, industry trends, specifics, and competitors. When so much information is in the public domain, it is indecent to ask a client basic questions about his activities.

This was appropriate in the last century, in the pre-Internet era. Corporate clients do not tolerate boastful oratory and rhetorical rants. If the presentation sounds like a general preparation for all occasions, you are lost. You are expected to understand the problems of a specific company and the industry as a whole, and market trends.

Of course, you can't know the ins and outs of your prospect's business as well as they do. But you should do your homework - gather information about the specifics of the business before calling and making an appointment. Clients can tell you things themselves, but they don't have to. However, they will be more willing to accommodate you if they see that you have taken the time and effort to figure it out on your own.

“Our specificity” is a favorite phrase of corporate clients

Knowing the specifics of a particular potential client is a critical component of a sales presentation. The more carefully you study it, the better the result will be. Always demonstrate your knowledge of the specifics of the client’s business and industry, otherwise there will be no question of any trust on his part. Inexperienced presenters believe that the basis of a sales presentation is the ability to “touch the ears” of the audience. It's a delusion. Potential clients can easily notice if you have done some preliminary research. It will allow you to:

• understand exactly how your product can affect a potential client’s business;
• involve the client in discussion using pre-prepared questions;
• prepare ideas that can develop the client’s business, reduce costs, increase sales;
• stand out from competitors.

How much time should I allocate for collecting information? Proportional to the customer's value to your business.

What you need to know about the client

Organization. Who founded it? Who financed it? How did it develop?

Leaders. Who works here? Where did they work before? What other organizations are they affiliated with?

Direction of effort today. What are the company's efforts aimed at? Where is it heading now? What is important at the moment?

Industry. What are the current trends in the industry where the company operates? Who are their key clients? Who are the main competitors?

How purchasing decisions are made. What criteria are used to make a decision? How are they accepted now? How were they taken before? Some people choose a supplier immediately at the first stage and then negotiate only with him, while others, on the contrary, choose according to the “funnel” principle at the very last stage.

Who makes the decisions? Who will take part in the sales presentation (names, positions, areas of responsibility)? If possible, call or email each of them to find out their interests. What guides them when choosing a supplier? What facts do they want to know about your company? What attracted them to your ideas and led them to decide to meet? What are the pitfalls?

If your proposal can only affect one part of the potential client's business (individual brand, distribution, production or sales), you need the same information, but in a smaller volume.

How and where can you get all this information?

Talk to company employees. Talk to your “mole” - the contact person on the client’s side.

Study the potential client's website.

Look for mentions of the company. On blogs, Twitter, industry forums.

Talk to the client's clients.

Buy his product. Or at least try to become their client.

Talk to people in the industry. Attend an industry trade show or ask your questions on an industry forum.

Brainstorm. Generate ideas to ensure that the sales presentation takes into account the specifics of this particular client.

Corporate world

So, you have agreed to hold a presentation at the client’s premises. Who can be waiting for you in the meeting room? Financial director, marketing director, IT director, heads of logistics and purchasing departments, company top officials and owners. What to expect from them? How to build a presentation?

A common mistake is ignorance of the true interests of the audience. Novice sellers go to extremes. Either they believe that customers act solely based on what is beneficial for the company, or they perceive corporate sales solely as a return-intensive activity. They forget that corporate employees are people too and have their own interests. No one acts solely in the interests of the company. The wants and needs of an organization are no more and no less than the sum of the individual wants and needs of its employees. A formal company structure listing the names and functions of various employees will not give you information about how the organization actually works - a stuffed owl will tell you little about the life of an owl.

It’s easy and pleasant to tell clients that thanks to the product, costs will be reduced and returns will increase. What to do with implicit personal benefits or, conversely, with disadvantages?

Every sales presentation deals with change. Not everyone loves, and most importantly, knows how to change. But there is a task to sell. How to find a common language with employees who may turn out to be underground members of the “resistance movement”?

Don't generalize benefits. The benefits for the audience must be personal and specific.

Will the company's revenue increase by 10% next year? This is great, and your listeners will nod in agreement and inspiration. But what they really want to know is how it benefits them. Will this increase in income spread to them in the form of an increase in wages, number of employees, or increase in the budget?

For example, you stated that your product will give managers more autonomy. And all the time you focus on the benefits for the company, instead of describing the immediate benefits for the managers personally. But it depends on them whether your idea is realized or not.

More experienced sellers put personal desires at the forefront. People are emotional, and corporate sales always occur on two levels:

• satisfaction of personal desires;
• meeting the company's needs.

When preparing a sales presentation, keep in mind that clients act, firstly, in their own interests, and only secondly, in the interests of the company. In this chapter, we will examine the personal, emotional, never-spoken motivations of corporate audiences. They are not written on business cards or published on corporate websites. What do you need to keep in mind when you're making a sales presentation to live people?

Secret desires of corporate clients

Different customers may have different motivations for purchasing the same product. Understanding your unique motivations will allow you to present your product in a way that the customer wants to perceive.

The owner of the company and the person in charge of purchasing may be equally interested in the product, but they have different preferences. Even the same product must be presented to the owner and the buyer with completely different emphasis. But misrepresenting a product just to make a sale is not profitable in the long run.

When making a sales presentation, worry about getting different people to be equally satisfied with the product, but for different reasons. Consider the difference between needs and wants. The former are easier to identify and satisfy than the latter. Because wants are so hard to discover, many salespeople focus on identifying needs. The problem with this approach is that people tend to buy what they want rather than what they need. And they are more likely to buy what they need from someone who understands what they really want.

The success of a sales presentation lies in your ability to demonstrate to clients that you:

• understand their point of view;
• speak their language;
• consider their wishes, not just their needs.

Your task is to convey information in a way that a potential client is able to perceive, and not in a way that is convenient for the presenter.

Making decisions

In some companies, the decision-making structure is formally defined and spelled out in internal instructions. These are project teams or purchasing committees. In others, everything happens so spontaneously that it is impossible to identify the decision makers.

Do the people in the audience really have a decisive voice - or are they wishful thinking? Here are the three most common types of corporate purchasing decisions:

• authoritarian;
• democratic;
• expert.

Authoritarian decision making

The decision is made solely by the general director, owner or one of the co-owners. Sometimes he imposes his decision contrary to expert opinion.

For the presenter, this situation is the easiest. Provide information to this person, taking into account his personal needs and desires. At the same time, be sure to pay attention to other employees. If it seems to them that you are bending over to the boss and ignoring others, they will silently sabotage you. The advantage is that the decision can be announced in your presence. You can always ask directly what caused the success or failure.

Sometimes you can't know in advance who's in charge. The one who asks the most questions? Or the one who sits the quietest in the corner? How to determine who has the last word?

During your presentation, ask an unexpected, perhaps even provoking, question. Pay close attention to who will be looking at whom in the audience. Usually in such situations everyone looks at the boss. The purpose of such a question is not to obtain an answer, but to determine who to focus on in the future.

Democratic decision making

In this case, it is much more difficult for the seller to find out what caused success or failure. The secretary can simply call you and tell you the result. If you fail, be sure to take the time to find out why. Learn the lessons.

Expert decision making

The designated employee makes a decision taking into account different points of view. He consults with colleagues who have expert knowledge. As a result, a minority may win by making arguments that everyone will respect (for example, these people are end users of the product or have special expertise).

Penetration strategy

On average, 5–7 people are involved in making decisions about choosing a supplier. Should we meet with everyone separately or gather everyone in one place and at one time? Here we have two options.

Training participant's story
I'm calling a client with whom I have a good relationship. I agree on a sales presentation for those involved in decision making. I bring everyone together to present the proposal professionally once instead of having to explain it seven times on the fly.

This approach helps save time. However, sometimes you need to do exactly the opposite.

Training participant's story I had to present a product that was causing heated debate between the financier and the user. If you invited everyone to a sales presentation at once and without preparation, it is unknown how the audience would react and what would come of it. Therefore, I specially meet with each of the participants in advance. I briefly describe to them the essence of the proposal, get their opinion, and take into account their wishes. My goal in this case is that the sales presentation does not come as a surprise to them.

Five actors involved in decision making

They can be different employees, or one person can simultaneously combine several roles. In any case, it is important to understand the true motivation of the people sitting in front of you in the audience.

• Owner;
• Corporate bureaucrat;
• Buyer;
• User;
• Expert.

All definitions are conditional and are given so that you can quickly figure out who you are dealing with. It is clear that there are many more actors in the corporate fauna, but we are interested in its typical representatives.

In order to adequately assess what is happening inside the company, you need to be able to see the moments that are determined specifically by corporate life. Distinguish the shell from the kernel. Underneath the sleek guise of a corporate bureaucrat with an MBA degree, discern his true colors. Each type has its own rules of life, habits, inclinations, and morals. There are, of course, and always will be exceptions. Our task is to see the forest for the trees.

Owner

Owner. The owner of a business who takes an active part in management. The company's pocket is his pocket. Bears all the risks of his business. His success often depends on his ability to find his way and quickly implement new things.

The key motive is not so much profit and not so much wealth, but freedom

The Owner's goal is a constant income without the need to have a boss. There are four “I want”s that prevail regardless of the type of business:
- command yourself;
- do as he wants;
- be independent and unique;
- control everything completely.

The owner is deprived of only one character trait that every hired employee should have: to be ready to carry out other people's orders, even thinking that the manager is wrong. Therefore, he does not accept any form of control over himself. The owner does not want to do what hired employees are required to do:

• report results;
• explain your actions;
• get approval for your decisions;
• appear at the workplace at a certain time;
• working with a manager whose abilities are no better than his own;
• take into account the authority of other people.

Being an ordinary player on a team goes against his character. It was the desire for personal independence that once prompted the Owner to start his own business.

The main fear is losing control of the business

Fears that significant business growth will exceed his ability to manage. Managing a business is a manual job for him. This is the reason why the Owner rarely uses any clear management strategy, he often leans towards a manual management style. He was accustomed to fighting at arm's length and only with problems that required instantaneous reactions, vital to personal independence. Manages in a directive manner and participates personally. Wants improved control that does not require more involvement on his part. He is looking for a solution that will not tie his hands in the future. Too busy to keep track of every detail. He will choose a product that does not require too much time and attention. He wants you to take care of the implementation and installation yourself.

If only it were possible, I would not buy a single product that was not designed 100% for the specifics of the business. You can often hear him say:

• This does not apply to our situation!
• We have a different business, we have our own specifics.

This is what he means: “I am unique, but I see you don’t understand this.” Do you want to become the ideal supplier in his eyes? Show that you can meet special, unique requirements. You may not have enough options to make an exception for everyone. But think of it like the Fresh Squeezed Orange Juice test. The owner is suspicious of sellers because they do not recognize his uniqueness and special needs. The owner wants to deal only with those who are flexible and take into account his wishes.

Corporate Bureaucrat

His task is to maintain the existing state of affairs. Otherwise, he is called a crisis manager. He is paid to keep the organization on track. For him, making a purchasing decision is like a customs inspection of new ideas. He must do his best to keep the company from chaotic changes.

The key motive is to avoid performance review

Taking responsibility for a wrong decision is career harakiri. A corporate bureaucrat will prefer a solution that does not have to be defended or explained in the future. His position within the company dictates this motive. Unlike the Owner, who is accountable to no one, the Corporate Bureaucrat is accountable to others for his actions and decisions. When choosing a supplier, he is pressured from three sides by his superiors, heads of related departments and subordinates. His career depends on his ability to reach agreement with the heads of other departments, with his superiors and receive support from his subordinates.

Least Risk Strategy

Why do the Corporate Bureaucrat's decisions sometimes have little to do with measurable performance indicators? The chosen product symbolizes his personal, tangible decision, which in the future may affect him personally. Therefore, firstly, he will prefer “long-tested and proven” suppliers with big names and reputation to small or unknown companies. Sometimes success just depends on which supplier has the best chance of being accepted by everyone involved: even if the product is sub-par or overpriced, it at least looks safe. Secondly, the Corporate Bureaucrat seeks a balance between the role of leader and eminence grise. It is important for him to participate in important decisions, but he does not have to say it out loud. It is more prudent and safer to make decisions in meetings. Responsibility is being eroded. There is no need to bear sole responsibility for the decision made if it suddenly turns out to be a mistake. That is why such concepts as “teamwork” and “consensus” are so attractive to him.

A salesperson makes a presentation about a new telecommunications network. The main advantage is that the system reduces monthly costs by 30%, saving $240,000 per year. As the Corporate Bureaucrat listens to the presentation, he thinks, “Right now I have System X installed. Your system looks good. But I don't know you or your company. If I decide to replace and something goes wrong, I will be blamed. My boss will say, "You shouldn't have bought a product from an unknown supplier. Why didn't you choose a well-known leader in industry X?" He will say this in any case, even if he himself approves of my decision. Therefore, it is safer for me to stay with my own people. I won't change anything. It’s better for the company to lose $240,000 a year than for me to lose my job and my $60,000 a year.”

The main fear is the fear of new things

Why? Change undoes everything the Corporate Bureaucrat has worked so hard for. Do you want to become the ideal supplier in his eyes? Demonstrate that the product is another brick that fits neatly into all the previous bricks. The product supports previous decisions. Use the phrases below.

Maintains what has already been achieved.
- Doesn't deviate from what you're already doing.
- Corresponds to the direction of the company's movement.
- Will work for the entire company as a whole.
- No revolution, only evolution.

The corporate bureaucrat only purchases products that continue the direction of the company. Why? It's all about reporting. People don't want to make mistakes. They are afraid that they will be fired. They are afraid that this will affect the size of their bonuses. They are trying to hedge their bets.

For example, purchasing a telephone exchange. Unlike the Owner, the choice of the Corporate Bureaucrat is something traditional and predictable. This Owner would want to try a new, innovative, customizable system in hopes of achieving greater productivity or streamlining the flow of incoming calls. The corporate bureaucrat will prefer minor improvements to the existing system.

Buyer

The buyer is an ordinary employee. Receives a salary for completing ordinary tasks. Constantly under close supervision. Feels eternally guilty and underappreciated. Performs his role on someone's instructions or position. The buyer is an intermediary. Yes, he makes decisions. Yes, he acts on behalf of the company. But he buys products that he himself will not use. Sometimes he does not fully understand what the User needs. He lacks expert knowledge. The buyer constantly rushes between the supplier and the User within the company.

The key motive is to obtain User approval

While everything is in order, the User does not express any opinion about the work of the Buyer. Success is taken for granted. Explicit approval is rarely expressed. But as soon as even the slightest problem with supplies arises, the Buyer takes the brunt of the accusations. For example, a salesperson is late for a meeting. And it is the Buyer who is to blame. Why did you choose such a supplier?

To avoid being accused of incompetence later, the Buyer chooses not the path that provides the greatest benefits, but the one that causes the least resistance. He may not understand all the specifics of products at the same level as, for example, the User. But in any case, he makes the decision. Therefore, you need to present a product that is perceived as “easy to understand.” The buyer doesn't want to become a technical expert on your product. You need to know just enough to avoid mistakes. Resist the temptation to fill him in on the technical details of the product; express yourself simply and clearly: “The product is intuitive. The principle of operation is clear even without deep knowledge of the details.” The safe choice feels natural and influences purchasing decisions at large companies every day. Different industries have their own sayings:

• No one has ever been fired for choosing Microsoft or Apple.
• No investment manager has ever been fired for buying blue chips.
• No one has ever been fired for calling McKinsey.
• No one has ever been fired for ordering training from Lazarev.

This means that no one was fired for making the safe choice of being an industry leader. Other suppliers may have lower prices, but often their obscurity is a career threat.

The main fear is making a mistake and discovering a lack of knowledge

It doesn't matter how much the Buyer already knows. After all, he cannot evaluate all products equally easily and buys something that he does not always fully understand. He has to rely on the honesty of the suppliers, although he often considers them cunning by definition because of those who tried to use all sorts of hypnotic techniques and manipulations on him. Values ​​honest and patient sellers: whether he will fulfill his job responsibilities depends on these qualities. You must prove that you can be trusted and that you can make the Buyer's task easier.

The Owner and the Corporate Bureaucrat negotiate from a position of strength. They rarely worry about how honest you are. But this is important for the Buyer.

The success of a sales presentation revolves around how you treat the Buyer. In fact, the most minor decisions are left to him. Decisions about large supplies are made by higher-level Corporate bureaucrats. Therefore, the Buyer wants recognition and respect. If you cannot satisfy the wishes of the Buyer, you will increase your importance on your own and become a difficult buyer.

From a salesperson's perspective, he is often overly and unreasonably demanding and only interested in price, as if he doesn't care about quality or value. It is not always so. In fact, this is a result of the pressure that is put on the Buyer within the company. Conducted research into purchasing criteria to determine whether price was a deciding factor. In the first study, 62% of buyers chose a supplier with not the lowest prices. In the second, price was supplanted by another criterion: on-time delivery. The buyer realizes: low quality, unreliable supplier, he will be the last choice. Factors that can displace the issue of price from the first place:

• how long the product will benefit the company;
• expected benefits;
• possibility of making improvements in the future.

Buyers are worried about impersonality and the unknown. Therefore, when talking about your company, always refer to real people. Instead of “our company will provide subsequent maintenance,” say: “Our experienced specialists Titus Kuzmich and Frol Fomich, who have been doing this all their lives, will come and make the necessary adjustments.” Create the perception of your company as a group of like-minded people. Let your competitors be perceived as faceless holdings and consortiums.

User

The end user is not necessarily the one making the purchasing decision. This is the employee who will receive the product and will have to work with it. As a rule, he has a clear idea of ​​what he wants to get. Try to immediately identify the User and make him your ally. He can give you valuable advice. Keep him posted. Ask for advice. Report your results. Along with the reasons why he needs the product, he may have desires that influence the decision. A supplier that understands and responds to these desires has a better chance.

The key motive is to eat more and work less

In essence, every User wants to have all the rights and have no responsibilities. The user is an anarchic element. Perhaps he does not make decisions, but try not to please him - you will stumble upon sabotage. If you don't attract him to your side, don't be surprised if he starts putting spokes in your wheels. Here's what he's interested in:

• how can he use the product for personal gain?
• is he in control of the situation? Does it control? Or will the new product make it possible to load him with work even more and control him more?

If you take into account his desires, he will convince everyone else that he needs your product. Sometimes professional pride and curiosity force you to order excessive equipment.

The main fear is an additional headache

Won't they force you, won't you have to work more? Will there be more or less headaches? Allay his fears. How? Voice and describe, sell him the idea of ​​how the decision made will relieve him of additional headaches, explaining that you are taking everything upon yourself. Free the User from fear by reducing the effort required from him, remove the fear of responsibility, uncertainty, conflicts both with you and with management and colleagues.

The supplier proposes a new system to increase efficiency. But the head of the logistics department is opposed to the latest electronic system because he is afraid of complex computer technology. Even though he is aware of the benefits such technology can bring to his department, the manager wants to avoid the headache of requiring him to learn something new. If he has something to say about it and believes that no one will criticize him, he may pit decision makers against the supplier and its new system, even though he recognizes that the existing system is ineffective.

One more important note. The wants and needs of workers at different levels within an organization often differ. A product that an ordinary User may perceive as a threat to his position is often regarded by his manager as an urgent need for his level. While employees can be focused on the future, their bosses have the luxury of thinking about next week's prospects.

Some people want to remain an exclusive source of information. They see this as a guarantee of the stability of their position in the company. As a result, they are concerned about possible changes: will they have to share knowledge with colleagues, will this mean losing their status as an indispensable employee? And if such people see a product as a threat to their status, they will do everything to prevent the purchase from taking place. Naturally, the true motives and fears will never be voiced.

In order to manage an ever-expanding advertising campaign, the director decides to outsource an advertising agency. The deputy general in charge of advertising for the past few years is against it, out of fear that outside experts will overshadow his own status within the company. Some types of products and services pose a threat to the quiet existence of the User. For example, when selling outsourcing, you can focus on its main advantage - the elimination of the human factor: the budget can be reduced and unnecessary people fired. But the User is that very human factor!

Expert

This could be a financial director, an accountant, an economist, an engineer. Any employee who is invited to evaluate your product.

The key motive is not to lose face in the dirt

An expert needs to confirm his competence in the eyes of others. Reinforce and maintain his authority. If you don’t do this, you will leave him no choice but to play the “I’m better at this than you!” game with you. Regardless of the outcome of the match, the deal is unlikely to take place.

The main fear is losing face and status

An expert can have significant influence on the arguments of others in the same company. This is an important source of influence, but its views can be somewhat limited and one-sided, focusing only on its specialization. For example, a Financial Expert is often only concerned about spending: “How much does it cost? When will it pay off? What are the costs? Can we afford this? In such cases, the supplier who wants to show the presence of value in operation, rather than the absolute price, has a difficult time.

The story of the director of the IT department of a large company
Several years ago we decided to update our computer equipment fleet. The choice was made between two different platforms. To avoid offending anyone, I'll call them X and Y. After careful analysis, my employees determined that technology X was, firstly, too complex, and secondly, its strengths had little impact on the functions that our employees usually use. I was convinced that the company would be better off buying Y. We called the supplier, and almost moments later the salesman was making a presentation to my boss.
As I was later told, he said something like this: My employees and I were crazy, deciding to spend the company's money on technology Y. Instead, he urged, we should buy a model based on technology X, and at a significantly lower price. He hurt my professional pride, so I prepared properly. My financial case, tables and graphs looked better than theirs. I won - and I was right. This supplier could have sold us any of the technologies. But I made a special effort to ensure that we purchased equipment from another company. Morality? The tactic of jumping over your head does not work.
Even if the Experts are not central figures, pay attention to them so that you do not appear as if you are ignoring them. You may not think of the Expert as a decision maker, but try to displease him and you'll find yourself with a powerful lobby against you.

The goal is to make the Expert your supporter. The path to this lies through the transformation of the Expert from an opponent into a constructive critic, and then into a supporter.

Once you start arguing with an Expert, you will quickly find him in the camp of your opponents. Therefore, help him become useful to you - provide the opportunity to express constructive criticism.

Support his expert status. He wants you to listen to him and speaks highly of you when you do so. Respect the Expert, agree with him, play along with him: “Are you better than me? Wonderful! What a blessing that you came to my presentation!” And continue doing what you are doing. You can address him purposefully: “I’d be interested to know what’s wrong with this idea. Help us, you’re great at finding weak spots.” By noticing your efforts to maintain his status, the Expert will help you more and lead you to success sooner than silent supporters. If you turn the Expert against you, you will find that he will have a thousand ways to devalue your efforts.

conclusions

1. The main thing in preparing a sales presentation is “homework”: researching the industry and the specifics of the potential client.
2. Corporate selling is always carried out on two levels: it is not only about satisfying the needs of the company, but also about satisfying the personal desires of the decision makers.
3. It is useful to consider how decisions are made in the client’s company and who has the final say. The three most common types of corporate purchasing decisions are authoritarian, democratic, and expert. The main types are participants in a corporate sales presentation: Owner (the key motive is freedom of action), Corporate bureaucrat (strives to avoid verification of performance results), Purchaser (fears that they will not be fired), User (wants to have all the rights and not have any responsibilities), Expert (confirmation by others of their competence).
4. Find out the composition of the meeting participants in advance. Eliminate anything from your presentation that doesn't matter to these people. Don't focus on the abstract benefits of the company per se, talk about the benefits to the audience sitting right in front of you.

COMMERCIAL BANK "UNIASTRUM BANK" (LLC) Founded on March 31, 1994 General license of the Central Bank of the Russian Federation 2771 dated May 5, 2005 Number of branches in Russia - 42, number of offices - more than 220 Balance sheet currency million rubles (as of January 1, 2009) Authorized capital, million rubles (as of January 1, 2009) Own capital, million rubles (as of January 1, 2009) Member of the ARB, NAUFOR, RTS, MICEX, etc. Authorized bank of the Federal Customs Service of Russia, Moscow Government Audit company – Ernst & Young Today UNIASTRUM BANK is a retail, network bank with a strong reputation in the Russian market, where everyone can find products for themselves. KEY FACTS

TOP-20 in terms of branch network size (RBC) 61st in terms of assets (RBC) 14th among the most dynamically developing banks over the years. 13th by volume of retail deposits Top 30 largest banks in Russia according to the Central Bank Moody's Investors Service rating on a global scale: Financial stability rating E+ Rating for long-term deposits in foreign and national currency Ba2 Rating for short-term deposits in foreign currency and national currency NP According to the Agency, the international rating of Uniastrum Bank reflects its stable financial position, significant client base, development dynamics, as well as a joint strategy with the Bank of Cyprus aimed at increasing business volumes in the field of servicing small and medium-sized enterprises, as well as retail clients in the territory Russia. For 15 years, the Uniastrum Bank brand has taken a strong position in the national banking market and is one of the twenty most recognizable and well-known banking brands in Russia. RATINGS

“Uniastrum Bank” is a classic banking business. Separation of investment activities and banking services activities in accordance with international principles of banking organization. A clear system of banking risk management in accordance with international standards. Reliable sources for the formation of a resource base. Attracting a strategic investor Highly profitable lending operations. Conservative credit policy, clear refinancing system Rigid underwriting system Implementation of the intensive development approach as fundamental in doing business Focus on improving the quality of banking services and the efficiency of operations BASIS OF SUSTAINABILITY

Transaction amount: 576 million US dollars Ownership structure: 80% - Bank of Cyprus, 10% - Chairman of the Board of Directors Piskov G.I. 10% - President Zakaryan G.T. The authorized capital of Uniastrum Bank has been increased by US$50 million. The acquisition represents the largest investment in the Russian banking sector by financial institutions of Greece and Cyprus. TRANSACTION

The transaction was financed with working capital funds from the Bank of Cyprus and funds from the reserve of liquid assets. According to experts from the Bank of Cyprus, the transaction should pay off within the first full year after its conclusion (2009), and in two years generate a profit of 10% (2010). The two main shareholders, Georgy Piskov and Gagik Zakaryan, remain in their previous positions as Chairman of the Board of Directors and President of Uniastrum Bank, respectively. They will each own a 10% stake in the authorized capital of the Bank. Their shares within three years can be purchased by the new owner under the option, depending on the financial results of the Bank. The Uniastrum Bank brand is retained due to its high recognition and good business reputation in the Russian market DEAL

The Bank of Cyprus Group was founded in 1899 and is currently the leading Cyprus Group in the provision of banking and financial services. The Group provides a wide range of financial products and services, including banking in Cyprus, Greece, the United Kingdom, Australia, the Channel Islands, Romania, Russia and Ukraine, leasing, factoring and brokerage, asset management, investments, general insurance and insurance life in Cyprus and Greece. The Bank's share in the domestic banking market of credit and savings institutions in Cyprus is 30.2% of total deposits and 29.2% of total loans issued. BANK OF CYPRUS

Currently, the Group includes 581 banking divisions, of which: 143 in Cyprus, 160 in Greece, 5 in the United Kingdom, 10 in Australia, 1 in the Channel Islands, 9 in Romania, 220 in Russia, 33 in Ukraine. The Bank of Cyprus Group of Companies also has representative offices in Russia, Canada, South Africa and Ukraine. BANK OF CYPRUS

The Group has a total number of employees worldwide. As of December 31, 2008, the Group's total assets and share capital amounted to 36.11 billion and 2.04 billion, respectively. Shares of the Bank of Cyprus are listed on two stock exchanges - Cyprus and Athens. BANK OF CYPRUS

On November 19, 2008, as part of official negotiations between the President of Russia Dmitry Medvedev and the President of the Republic of Cyprus Dimitris Christofias, a Memorandum was signed between Uniastrum Bank and the Bank of Cyprus on the implementation of a joint program for lending to small and medium-sized businesses in Russia. The Memorandum of Cooperation between Uniastrum Bank and Bank of Cyprus Group involves the implementation of a joint program with a total volume of 15 billion rubles and is designed for three years. MEMORANDUM

The provision of loans, as well as the provision of other types of financial services within the framework of this Program, will be carried out in all 220 offices of Uniastrum Bank operating in 45 regions of the Russian Federation. In accordance with the Small and Medium Business Lending Program, Uniastrum Bank will focus on enterprises operating in the following sectors of the real economy: science and technology industry construction agriculture healthcare and social services education housing and communal services MEMORANDUM

The Uniastrum Bank brand occupies a strong position in the national banking market and is one of the twenty most recognizable and well-known banking brands in Russia. We highly appreciate the prospects of the Russian economy and the potential of the national financial market. There are also great prospects for the development of small and medium-sized businesses. The demand for loans currently significantly exceeds supply; the need of small enterprises for credit resources is satisfied by approximately 20–30%. Uniastrum Bank and the Bank of Cyprus announced their readiness to allocate over 15 billion rubles (405 million Euros) for the year as part of the Program for lending and providing other financial services to small and medium-sized businesses in the Russian Federation. The provision of loans, as well as the provision of other types of financial services within the framework of this Program, will be carried out in all 220 offices of Uniastrum Bank operating in 45 regions of the Russian Federation. In accordance with the Small and Medium Business Lending Program, Uniastrum Bank will focus on enterprises operating in the following sectors of the real economy: science and technology, industry, construction and agriculture, healthcare and social services, education, housing utilities, etc. BUSINESS DEVELOPMENT PROSPECTS

As a result of combining our financial, organizational and technological capabilities, we plan to increase the volume of business and customer base of Uniastrum Bank by at least 3 times over the next two years. Together we are ready to offer our clients the most advanced products and technologies in the banking world, improve the quality of existing services, and increase the speed of banking services. By the end of 2008, the volume of joint investment projects of the Bank of Cyprus and Uniastrum Bank in Russia will exceed $150 million, and the total volume of additional investments in the Russian economy as a result of the transaction will amount to more than $630 million. Uniastrum Bank will continue to focus on the lucrative retail banking market and the SME sector. With the merger of Uniastrum Bank into the Bank of Cyprus Group, the group's network of offices will include more than 550 branches in Cyprus, Greece, Russia, Romania, Ukraine, the UK and Australia. DEVELOPMENT PROSPECTS

Working with corporate clients is the most important activity of CB Uniastrum Bank (LLC). Having extensive experience working with enterprises and organizations of various industries and forms of ownership, the Bank offers its clients prompt and high-quality service that meets international standards in the field of banking. SERVICES FOR CORPORATE CLIENTS

Settlement and cash services in rubles and foreign currency Currency control, support of foreign economic activity Remote account management using the electronic Internet banking system; Placement of temporarily free funds Lending, issuance of guarantees in favor of counterparties, the Federal Customs Service, government customers Lending to small businesses Leasing Project financing Payroll projects with the possibility of lending to employees Acquiring Organization of operating cash desks Collection Trust management Consulting services Insurance SERVICES FOR CORPORATE CLIENTS

CASH SETTLEMENT SERVICES The most important function of banks in all countries of the world is settlements. Not every client uses all the services of his bank, but transferring funds is exactly what he uses for sure. We provide all types of settlement and cash services in rubles and foreign currencies using the latest banking technologies. Settlement and cash services at Uniastrum Bank are characterized by: a full range of banking services provided by Russian banks in the financial market; high quality of payments in Russian rubles, freely convertible currencies (FCC) and currencies with limited conversion (RCC); providing individual advice on the terms and forms of payments, as well as the application of current legislation in the field of currency regulation and currency control; Documentary operations; Automation of receipt and processing of payment documents using a remote banking system and a document scanning system; Advantages of servicing at Uniastrum Bank: Wide branch network; The use of the Bank's extensive branch network reduces the time it takes to process payments; A unified standard of service within the bank’s extensive branch network; Making payments at any branch of the Bank, regardless of where the account was opened; Making all types of payments, including “accelerated” ones, across Russia; Carrying out settlements on accounts during extended business hours. Urgent execution of payments; minimizing operational risks; flexibility of the Bank's tariff policy; customer-oriented policy of the Bank as a whole.

Organization of remote electronic document flow between the Client and the Bank using modern remote banking systems (FREEDOM ONLINE, FREEDOM OFFLINE, FREEDOM PHONE). The systems are easy to install and operate, and are also equipped with the necessary means of cryptographic protection and the formation of an electronic digital signature, ensuring complete reliability, security and confidentiality of electronic document management. The systems allow you to carry out: Operations to receive electronic statements of account balances and movements of funds at any time; Generate and send payment documents to the Bank with receipt of confirmation of acceptance of the submitted documents Maintain an archive of received and sent documents Organize interaction with the Client’s accounting programs The FREEDOM PHONE system allows you to: Find out account balances Find out exchange rates Receive at any time by fax: Bank details, Loan documents Statements on account balances and movements of funds Currently, it is possible to process the following types of documents: Payment orders in rubles Applications for the transfer of foreign currency Applications for the purchase of foreign currency Applications for the sale of foreign currency Messages in free form, including the ability to send an attached file free format INTERNET BANKING

PLACEMENT OF TEMPORARILY FREE MONEY Uniastrum Bank offers favorable conditions for placing funds for legal entities in rubles and foreign currency on deposits, certificates of deposit and bills of exchange. BILLS OF "Uniastrum Bank" have a number of advantages: Bills of exchange of "Uniastrum Bank" combine the functions of a savings and settlement instrument Bills of exchange are issued by the Bank to legal entities, including individual entrepreneurs who are both residents and non-residents of the Russian Federation Bills of exchange of "Uniastrum Bank" can be presented for payment at any Bank institution, regardless of the place where the bill of exchange is issued. To purchase or sell a bill of exchange from Uniastrum Bank, it is not necessary to have a current account. The Bank also offers the following services with bills of exchange: Purchase, sale and redemption of bills of exchange from other drawers Formation of portfolios of Russian bills of exchange REPO Credit operations secured by bills of exchange The main advantages of Uniastrum Bank certificates of deposit: Free sale and acceptance for payment by any of the Bank's branches Certificates are issued for any period from 31 days, the minimum nominal amount is rubles. Possibility of presenting the Certificate at any time; In this case, a guaranteed minimum interest is paid. As a rule, this percentage is higher than for a demand deposit. The interest rate for Certificates of Deposit is firmly established and is indicated on the Certificate at the time of its issuance. The Bank's line of deposits takes into account the most diverse opportunities and needs of corporate clients and has a number of advantages: High deposit rates - up to 12% per annum in rubles and up to 11% in foreign currency. Possibility to choose the procedure for calculating interest (monthly/quarterly/at the end of the term) Possibility of making additional contributions Possibility of partial withdrawal of funds Possibility of setting individual rates for VIP clients of the Bank

DEPOSITS Characteristics of deposits StandardIrrevocableProfitableUniversal (replenishable-revocable) Cumulative Duration of the agreement Rubles - 31,61,91,181,271 days, 1 year; $, EURO - 31,61,91,181,271 days, 1 year Rubles - 31,61,91,181,271 days, 1 year; $, EURO - 31,61,91,181,271 days, 1 year Rubles - 61, 91, 181, 271 days, 1 year; $, EURO - 61, 91, 181, 271 days, 1 year Rubles - 181, 271 days, 1 year; $, EURO – 181, 271 days, 1 year Rubles – 181 days, 1 year; $, EURO –181 days, 1 year Contract extension Possible for a similar period on the terms in force at the time of prolongation Possible for a similar period on the terms in force at the time of prolongation, with an increase in the deposit amount by non-cash method Prolongation is not provided Condition for payment of accrued interest Upon expiration of the deposit placement period by transfers to a r/account Monthly Quarterly Upon expiration of the term for placing a deposit by transfer to a r/account Monthly Quarterly Upon expiration of the term for placing a deposit by transfer to a r/account Monthly Quarterly Upon expiration of the term for placing a deposit by transfer to a r/account Monthly Quarterly Upon expiration of the term for placing a deposit deposit by transferring to a bank account, you receive additional income for storing temporarily free funds on deposit. We guarantee the safety of funds and the secrecy of the deposit.

In the field of lending, Uniastrum Bank adheres to a policy based on a reasonable ratio of the share of loans in total assets, diversification of credit risks, and availability of credit resources for the Bank's clients. The determining factors when making a decision on lending are the efficiency of the borrower’s business, as well as the prospects for further development of the Bank’s relations with it. Term loans and lines of credit (for replenishment of working capital; for the acquisition of fixed assets) Lending against cash trade proceeds; Lending a current account (overdraft); Bank guarantees (full range of payment and contractual guarantees), incl. in favor of the Federal Customs Service; Project and investment financing; Lending to corporate clients secured by accounts receivable from large financially stable companies; Leasing financing. CORPORATE LENDING

Uniastrum Bank's corporate lending programs are aimed at developing the client's business. We apply an individual approach to each borrower depending on the structure of the loan transaction. Qualified specialists provide consulting services in choosing the most optimal forms of lending. OVERDRAFT with a limit of 40% of the average monthly turnover on a current account with the Bank, for a period of up to 1 year LOAN ON CASH TRADE REVENUE Provided to replenish working capital in the amount of up to 75% of the monthly cash proceeds deposited at the cash desk of Uniastrum Bank Overdraft and Loan against cash proceeds do not require collateral and are issued under the guarantee of business owners. TERM LOANS AND CREDIT LINES for replenishing working capital - are provided for a period of up to 1 year and for the purchase of fixed assets - are provided for a period of up to 3 years. Security can be real estate, equipment, vehicles, goods located in circulation (no more than 30% of the total value of the collateral), other liquid property LOAN SECURED FULL FINANCIAL SECURITY - Credit/Credit line, overdraft, bank guarantee are provided for any purpose for a period of no more than 12 months LOAN SECURED BY ACCOUNTS RECEIVABLE is provided for replenishment of working capital secured by the rights of claim of receivables of large financially stable companies Loan amount - up to 80% of the amount of receivables BANK GUARANTEES LOANING OF WORKING CAPITAL FOR GENERAL PURPOSE To replenish working capital - provided for a period of up to 3 years Security can be real estate, equipment, motor transport (with title pledge), goods in circulation (no more than 30% of the total value of the collateral), other liquid property CORPORATE LENDING

Uniastrum Bank offers small businesses (SMB) a wide range of loan products! The loan can be used by: LEGAL ENTITIES and INDIVIDUAL ENTREPRENEURS (IP) registered in the region where the Bank operates; INDIVIDUALS are residents of the Russian Federation registered in the region where the Bank operates, provided that the individual is an individual entrepreneur or founder of a legal entity. You can use one of five lending programs, depending on the loan term, the financial condition of your business, as well as the loan security. MICROCREDIT - up to rubles for a period of up to 24 months BUSINESS DEVELOPMENT LOAN - up to rubles for a period of up to 5 years CASH LOAN - up to rubles for a period of up to 12 months OVERDRAFT - up to rubles for a period of 6 to 12 months TRANSPORT FOR BUSINESS - up to rubles up to 7 years LOAN FOR PURCHASE OF REAL ESTATE – up to rubles up to 15 years Loan currency: rubles Lending to small businesses under the guarantee of the Moscow Small Business Lending Assistance Fund up to 50% of the loan amount. LENDING TO SMALL BUSINESSES

Issuing wages to employees of the Client Enterprise using Uniastrum Bank VISA U-Profy bank cards, as well as providing employees of the Client Enterprise with Uniastrum Bank VISA U-Profy Credit cards within the framework of the concluded salary agreement . ADVANTAGES OF PAYROLL PROJECTS of Uniastrum Bank: An extensive network of ATMs and cash points of the Bank throughout Russia. Flexible tariff policy. Possibility of lending on preferential terms. 24/7 customer support. Possibility of installing an ATM on the territory of the Enterprise or near it. For all holders of Visa “U-Profy” and Visa “U-Profy-Credit” cards, the Bank’s discount program - discounts of up to 20% in a number of trade and service enterprises when paying for goods and services with a card or upon presentation. 24-hour access to funds in your salary card account - ATMs operate 24 hours a day, 7 days a week. Information about the balance on the card can be obtained around the clock through the ATM network or by calling the customer support service.

CORPORATE CARDS – Visa Business/MasterCard Business – an ideal means of organizing and controlling travel and hospitality expenses of the Company’s employees. The existence of such cards by the Company is evidence of its reliability and financial well-being. USING CORPORATE CARDS YOU CAN PAY: Travel expenses (hotel, car rental, ticket booking, etc.) Overhead expenses (subscription, purchase of literature, etc.) Household expenses (stationery, etc.) Expenses associated with core activity of the Enterprise (purchase of goods, settlements with suppliers, etc.) CORPORATE CARDS

Uniastrum Bank installs ATMs on the territory of partner companies. This solution provides convenience for clients and company employees to receive cash using plastic cards. You can receive cash in Russian rubles, US dollars or EURO. In Moscow and the Moscow region: about 200 of our own ATMs. In the regional network: about 400 of our own ATMs. Our ATMs are installed in the Kopeika and Familia supermarket chain. ATM INSTALLATION

A reliable, cost-effective and convenient system involves the installation of banking equipment at retail and service points to accept bank cards from leading international systems for payment for goods and services, while ensuring the speed of crediting funds to the client’s current accounts. Installation of equipment, training of cashiers, provision of consumables, collection of slips free of charge. The new service is a way to attract new categories of clients, make the organization more attractive, and distinguish it from others The enterprise is insured against counterfeit banknotes Ensuring an influx of foreign clients Increasing cash flow due to the fact that buyers will be able to spend large sums - according to statistics, cardholders decide to unplanned purchases are on average 10-15% more likely than those who pay in cash, since they are not limited by available cash. ACQUIRING

Legal consulting Accounting consulting Audit Tax consulting Corporate finance Services for banks As part of providing consulting services, Uniastrum Bank offers clients the use of the following products: Your Back Office - accounting support, establishment and restoration of accounting Due Diligence (Risk Assessment) - identification of risks by investment object Business restructuring - changing the structure of the business, financial recovery Anti-raider - countering the takeovers of raiders Construction VAT - preparing (supporting) the enterprise for a tax audit for the deduction of “construction” VAT. Support of business purchase and sale transactions. UNIASTRUM CONSULTING

Preferential insurance from Uniastrum Bank and OOO UNI BROKER - more than 20 leading insurance companies, all regions of Russia, discounts for regular customers of Uniastrum Bank, a full range of insurance products and services: Insurance of buildings, structures, production equipment, furniture, office equipment, goods in warehouses and sales areas Individual insurance programs “custom-made” Insurance of financial losses in the event of a forced interruption in production Programs for small and medium-sized businesses Professional liability insurance Joint insurance programs with customs for goods and cargo located at customs or a temporary storage warehouse Consumer insurance policies for expensive durable goods; Insurance of environmental risks and farm animals Insurance of aircraft and air carrier liability Insurance of ships and shipowner liability (P&I) Insurance of construction and installation risks Financial risks and insurance of government contracts Telephone UNI BROKER LLC: 8 (495) INSURANCE

YOU CAN GET ADDITIONAL INFORMATION BY PHONE: Moscow: (495) Regions: And on our website: CENTRAL OFFICE ADDRESS: , Moscow, Suvorovskaya sq., 1 CONTACTS