A plan for responding to a client on order exchanges. Who will criticize or add something?

Question

PHP

Greetings. I work as a technical manager in a web development company. We have constant problems with managers and orders. It is not clear whether the managers are like that, or the orders are like that. The bottom line is that for a long period of time there are not enough projects. And I (as the most techie) was appointed to deal with this, share experience, set the true managers on the path (logical, right?). I decided to start with the algorithm of communication with the client at the very first stages - the first letter to the client. I have some knowledge in the psychology of conducting a dialogue with a client, but the main specificity is programming, of course. Here, I made a plan of action for the manager. Who has edits / upgrades or who just wants to share their personal experience in successful communication with customers and taking orders - it will be interesting.
Stages of negotiations with the customer:
Stage 1 - rate on the project:
1). Initial analysis of technical specifications (or business requirements). //TODO: describe the possible criteria for TK.
2). If there is a budget, try to determine if we fall within it. If not, offer your own or cut down the list of business requirements.
3). Recoil analysis. Determine time limits for consideration of the TOR.
4). Generate a lead.
a. Error in TK.
b. Error in TK.
in. Lack of information describing a particular module
d. Superficial analysis of competitors.
e. Challenge the technical or organizational approach.
5). Show finished similar projects, describe
6). Generate a unique hit.
a. Org questions.
b. Unique technical offer.
7). Price fork, if possible.
a. Price - minimum, maximum.
b. Personal offer for the price (discount).
in. Discount due to additional services in the future.
d. Discount due to our developments in this area. It is possible with an example.
Stage 2. First callback:
1). Answer analysis. Highlight the “hooked” “hooks”.
2). Dialogue plan based on leads.
3). Conclusion to the dialogue - skype, call, etc.
4). Org. questions (not technical). Creating the illusion of the beginning of cooperation.
5). Coming soon...
...
Further, the definition of terms, the definition of conditions, the appointment of callbacks, the regulation of the rules of cooperation.
In general, the 2nd stage is only in the project, it needs to be finalized. Interested in criticism and recommendations.
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If anyone has reasonable additions, I will add to the list.

Answer 1

md5($_REQUEST['passwd'] == $password) => md5($_REQUEST['passwd']) == $password
Otherwise md5 result is inserted into the condition (gives true)

Answer 2

I recommend immediately learning to use normal functions, instead of a leaky MD5:
php.net/manual/ru/function.password-hash.php
php.net/manual/ru/function.password-verify.php

Answer 3

Somehow I once ordered sites in the studio, and it's really a hemorrhoid, try to go anonymously from the customer's side and go through all the stages of the order in your studio and you will see how shitty this process is, how much it is directed from the client, and not to the client .

Answer 4

The main problem with such a scenario is that this is not a custom development scenario, but a client on the hook, i.e. who already uses your product and you are engaged in upselling improvements or services to him.
As for tips/corrections, I won't tell you the solution to this problem. I'll just say that this is a sales topic, not a technical presale. And in the technical presale there is a problem with the fact that 95% is thrown into the trash, which ultimately costs companies up to the annual salary of an employee for a year.
So I recommend that you master the sale of IT services, and not direct your main efforts to setting up better analysis and development processes. It now works like that, but with sales apparently sparse.

Answer 5

Similar human algorithms with point by point points must be expanded with examples (introductory question) and validated (the manager puts a score of 1-5, for example, at the end of each point). Otherwise, managers skip them.