The sales profile defines the key features of the sales organization, including the sales strategy, determining competitive advantages, choosing the sales process and methodology, selecting the right KPIs in sales management and in stimulating salespeople.
The sales profile is determined on the basis of the sales typification introduced by the classic of sales theory, Neil Rackham. Based on how customers perceive the value of the product or service consumed, Rackham divided sales into the following three types:
- Transactional Sales
- Consulting (Consultative Sales)
- Corporate (Enterprise Sales)
In transactional sales, the buyer clearly knows what he wants. The product or service is standard, has analogues, for the buyer the main selection criteria are the price and ease of purchase.
In consulting sales, the buyer recognizes the need, but he does not yet have a ready idea of u200bu200bwhat he needs in the end. The product or service is complex and can be tailored to the needs of a particular client. The seller here acts as a consultant. He must determine the needs of a potential client and correctly position the product or
The main difference between corporate sales is that the interaction process is strategically important for both the buyer and the seller, and a product or service is created jointly as a result of this interaction.
The application prompts you to answer several questions, on the basis of which one of the following sales profiles will be determined:
- Transactional B2B sales
- Transactional B2C sales
- Consulting B2B sales
- Consulting B2C sales
- Corporate B2B sales
The sales profile defines the drivers for increasing sales efficiency. Thus, the effectiveness of transactional C2B sales is most influenced by such drivers as:
- sales strategy
- customer experience
- choosing the right KPIs in managing salespeople
- sales promotion programs
For corporate B2B sales, in addition to strategy and KPI, sales methodology and sales coaching are important drivers for increasing sales efficiency.
For each driver of sales growth, recommendations based on advanced global trends and methods to improve efficiency and increase sales have been formed. In addition to recommendations, practical steps are also offered, the implementation of which will achieve efficiency and increase sales.
An example for corporate B2B sales is the recommendation to use the SVP4SVP strategic sales planning methodology. SVP4SVP is an acronym for "Strategy * Value proposition * Process for Sales Vice President" or "Strategy * Value Proposition * Process for Sales Vice President". The methodology defines three phases of the strategic sales planning process:
- Strategy (Strategy) - at this phase, the company's business strategy is detailed for the purposes of the selling divisions and the goals of specific sellers
- Value Proposition - here, for certain market segments determined by the business strategy, target customer segments are selected, for which the value of the promoted product or service is specified
- Process (Sales Process) - for each pair of "customer segment - product or service" the optimal sales process is selected
Another example of recommendations for corporate B2B sales is the recommendation to use the Miller-Hayman strategic selling methodology. This methodology is used by large international companies, especially companies in the technology sector that sell expensive hardware and software. The Miller-Hayman Strategic Selling Methodology structures the deal by offering six key tools that enable the salesperson to move the deal towards a successful conclusion.
The recommendations in the KPI driver contain the Jason Jordan model that typifies KPIs in sales, the rules for choosing the right KPIs for planning and controlling sales, and recommendations for using KPIs in sales motivation and incentive schemes. Selecting KPIs for various roles.
The sales profile is determined on the basis of the sales typification introduced by the classic of sales theory, Neil Rackham. Based on how customers perceive the value of the product or service consumed, Rackham divided sales into the following three types:
- Transactional Sales
- Consulting (Consultative Sales)
- Corporate (Enterprise Sales)
In transactional sales, the buyer clearly knows what he wants. The product or service is standard, has analogues, for the buyer the main selection criteria are the price and ease of purchase.
In consulting sales, the buyer recognizes the need, but he does not yet have a ready idea of u200bu200bwhat he needs in the end. The product or service is complex and can be tailored to the needs of a particular client. The seller here acts as a consultant. He must determine the needs of a potential client and correctly position the product or
The main difference between corporate sales is that the interaction process is strategically important for both the buyer and the seller, and a product or service is created jointly as a result of this interaction.
The application prompts you to answer several questions, on the basis of which one of the following sales profiles will be determined:
- Transactional B2B sales
- Transactional B2C sales
- Consulting B2B sales
- Consulting B2C sales
- Corporate B2B sales
The sales profile defines the drivers for increasing sales efficiency. Thus, the effectiveness of transactional C2B sales is most influenced by such drivers as:
- sales strategy
- customer experience
- choosing the right KPIs in managing salespeople
- sales promotion programs
For corporate B2B sales, in addition to strategy and KPI, sales methodology and sales coaching are important drivers for increasing sales efficiency.
For each driver of sales growth, recommendations based on advanced global trends and methods to improve efficiency and increase sales have been formed. In addition to recommendations, practical steps are also offered, the implementation of which will achieve efficiency and increase sales.
An example for corporate B2B sales is the recommendation to use the SVP4SVP strategic sales planning methodology. SVP4SVP is an acronym for "Strategy * Value proposition * Process for Sales Vice President" or "Strategy * Value Proposition * Process for Sales Vice President". The methodology defines three phases of the strategic sales planning process:
- Strategy (Strategy) - at this phase, the company's business strategy is detailed for the purposes of the selling divisions and the goals of specific sellers
- Value Proposition - here, for certain market segments determined by the business strategy, target customer segments are selected, for which the value of the promoted product or service is specified
- Process (Sales Process) - for each pair of "customer segment - product or service" the optimal sales process is selected
Another example of recommendations for corporate B2B sales is the recommendation to use the Miller-Hayman strategic selling methodology. This methodology is used by large international companies, especially companies in the technology sector that sell expensive hardware and software. The Miller-Hayman Strategic Selling Methodology structures the deal by offering six key tools that enable the salesperson to move the deal towards a successful conclusion.
The recommendations in the KPI driver contain the Jason Jordan model that typifies KPIs in sales, the rules for choosing the right KPIs for planning and controlling sales, and recommendations for using KPIs in sales motivation and incentive schemes. Selecting KPIs for various roles.
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