Aligning the Business Strategy with the Selling Process
Sales forces today are too tactical. In the increasing age and rage of globalization and Internet, competition rises. Assisting to thwart competitive forces, organizations typically hire more talent to sell more products or push one brand over another. Present organizations must sell smarter not harder. Enclosed are three immediate areas of focus.
Tactical Selling Teams
Tactical sales forces do not work in today’s complex and connected world. Sales representatives are myopic to the needs of the organization focusing only on the “product/service” of the day. For many firms such as a GE, Ingersoll Rand, or Textron that might service clients multiple ways clients see multiple representatives. his loses your bargaining power, your client value, and positioning.
Solution = First find the driving forces of your organization. Realign sales representatives so that your core values and related benefits are aligned with client solutions.
Alignment with customer values
Most clients comprehend your company information prior to any sales visit. Prospective clients seek to parallel a selling firm’s values with their own. So if a potential client seeks to gain marketshare using productivity efficiency then your offering must focus on the efficiency.
Solution = Sales representatives need to research client and offer value not price. Sales professionals must acknowledge client industry trends; statistical analysis and benchmarking to better align client issues with your firms core competencies.
Customer to Customer Influences are too strong
Truth be told, on exceptional client experience tells another; one poor experience gains a feature story on the front of “The Wall Street Journal”. One strategic driver for all organizations must be uncompromised client service. Southwest Airlines, McDonald’s and most recently Starbuck’s exist to please the customer. Each firm takes pride in the customer experience.
Solution = Review your customer experience and decipher how your clients mesh with your corporate strategy.
Aligning selling practices with the business strategy is not difficult nor art; it is a requirement for the business. Simply put, the lights are inoperable, computer screens are blank and salaries are unpaid unless something is sold. Strategy deploys resources to meet the vision and values for your organizations.
About the Author
Drew Stevens PhD assists organizations sell more in less time through high level sales and customer service information sessions and consulting. Drew is the author of 4 books including Split Second Selling and Split Second Customer Service. Drew Stevens has been interviewed frequently in the media and his clients include American International Group, AT&T, Hilton Hotels, The Federal Reserve Bank and Reliv International, The New York Times, Mercy Health Plans, Quicken Loans, and over 200 leading organizations. For more information please visit www.gettingtothefinishline.com -- or call 877-391-6821.
Tactical Selling Teams
Tactical sales forces do not work in today’s complex and connected world. Sales representatives are myopic to the needs of the organization focusing only on the “product/service” of the day. For many firms such as a GE, Ingersoll Rand, or Textron that might service clients multiple ways clients see multiple representatives. his loses your bargaining power, your client value, and positioning.
Solution = First find the driving forces of your organization. Realign sales representatives so that your core values and related benefits are aligned with client solutions.
Alignment with customer values
Most clients comprehend your company information prior to any sales visit. Prospective clients seek to parallel a selling firm’s values with their own. So if a potential client seeks to gain marketshare using productivity efficiency then your offering must focus on the efficiency.
Solution = Sales representatives need to research client and offer value not price. Sales professionals must acknowledge client industry trends; statistical analysis and benchmarking to better align client issues with your firms core competencies.
Customer to Customer Influences are too strong
Truth be told, on exceptional client experience tells another; one poor experience gains a feature story on the front of “The Wall Street Journal”. One strategic driver for all organizations must be uncompromised client service. Southwest Airlines, McDonald’s and most recently Starbuck’s exist to please the customer. Each firm takes pride in the customer experience.
Solution = Review your customer experience and decipher how your clients mesh with your corporate strategy.
Aligning selling practices with the business strategy is not difficult nor art; it is a requirement for the business. Simply put, the lights are inoperable, computer screens are blank and salaries are unpaid unless something is sold. Strategy deploys resources to meet the vision and values for your organizations.
About the Author
Drew Stevens PhD assists organizations sell more in less time through high level sales and customer service information sessions and consulting. Drew is the author of 4 books including Split Second Selling and Split Second Customer Service. Drew Stevens has been interviewed frequently in the media and his clients include American International Group, AT&T, Hilton Hotels, The Federal Reserve Bank and Reliv International, The New York Times, Mercy Health Plans, Quicken Loans, and over 200 leading organizations. For more information please visit www.gettingtothefinishline.com -- or call 877-391-6821.
Labels: Communication Training, Customer Relationship, Customer Service Training, Negotiation Training, Sales Management Training, Sales Training, Strategic Selling
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