In a 21st Century world Sustainable Selling is not merely a channel for marketing to reach its target! It is a primary activity that seeks outs, creates and then harvests business opportunities offering fair value as an exchange! To be Sustainable Sales Driven Organisation, Sales Operations need to turn reactive tactical sales planning into proactive strategic sales thinking driving sales strategies create a sustainable competitive selling advantage and increase opportunities for incremental sales success and enhanced profit improvement. We not only analyze your current sales strategy for improvements, we define together best possible strategy for different market segments. We prepare different reports with possible enhancements in your process & strategy to enable you to make the right sales approach.
Every sales strategy approach is to target customers in a meaningful, differentiated way per market segment.
Responding to Changing Market Conditions & Increased Competition via data intelligence and network effects, sales represent the central link between the digital business model (strategy), the sales strategy (sales) and the revenue model (pricing) and creating additional customer benefits.
The sales process is embedded in the customer journey and requirements. It is also closely engages with the product strategic branding and market intelligence. A detailed understanding of the various steps and levels in the sales process is crucial to subsequently design the sales structure and organization.
Due to the increasing complexity of the distribution policy and the asymmetrical distribution of power between the market partners, channel management has proven particularly useful.
Which sales channels suit the customer’s requirements, the product portfolio and the company’s own expectations in terms of sales efficiency? How do customer requirements change with the increasing digitization of information? How do you position direct and indirect channels (on- and offline) to each other? What type of platform distribution makes the most sense?
The development in e-commerce opens up further opportunities for growth yet major challenges as well. Data quality, access to user data and price control between old and new worlds must be dealt with swiftly and professionally in order not to permanently weaken one’s competitiveness.
(KEY-)ACCOUNT- & DEALER-MANAGEMENT
When do differentiated interactions with different customers make the most sense? Which customer categories and segments does sales work entail? Key accounts often differ from “normal” accounts only in size – the strategic perspective of key account management (medium to long-term risk management in incoming orders) is often not considered. Guiding questions are regularly put to the test in dealer management, too: How is the trade level justified in the business model and what opportunities and risks does this entail? What share of turnover do the most important dealers have and what is the distribution of power between manufacturer and the trade level? Which dealers are still suitable distribution partners? We know the challenges in account and dealer management from different perspectives and have many years of expertise in the conception and implementation of suitable solutions.
Key Account Management (KAM) can rarely guarantee risk-free hedging of future incoming orders. Key accounts are often determined solely on the basis of their turnover size. A distinction between large and small customers is rarely made. Professional key account management has a considerably longer reach and pursues a holistic approach in order to exploit the full potential available.