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StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014
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StartUp Accelerator 2014: B2C & B2B-Sales Strategy & Execution by Navyug Mohnot_22nd Feb 2014

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  1. B2B and B2C Sales for StartUps TiE Delhi-NCR IIT Delhi Start Up Catalyst Program Strategies we followed that worked. Navyug Mohnot © QAI Global. All rights reserved. 1 INDIA USA CHINA SINGAPORE
  2. QAI Space : Operational Excellence OPERATIONAL EXCELLENCE THE “HOW” Mckinsey , BCG , Bain etc Strategy and Leadership The “What” Microsoft , Oracle etc Tools and Implementation Human Capability Management Project & Program Management Business Process Improvement Software Process Improvement Operational Excellence The “How” Service Management Quality & Process Management QAI Innovation Management IT Services Management Software Engineering & Test Management BPO Management Requirements & Business Analysis © QAI Global. All rights reserved. 2 INDIA USA CHINA SINGAPORE
  3. Sales is sales. B2B or B2C Who is the customer archetype? Who consumes the product or service. Who influences the decision? Who signs the check? Who is the gatekeeper. What real world problem for the customer are you solving? Have you spoken to them? Interviewed them? Needs a process. Needs infrastructure. Have one? Do you measure? What do you measure? Aligned to marketing and the brand? What does your brand stand for? © QAI Global. All rights reserved. 3 Need not cost the bank. Be sure to spend on it. INDIA USA CHINA SINGAPORE
  4. Sales is sales. B2B is NOT B2C Speed. Instantaneous vs Sales cycle. Quantity. Deal size. Number of customers. One off vs Relationship. Emotional vs rational. Customized vs boxed Buying for Company. Buying for self. Accountability. What else? © QAI Global. All rights reserved. 4 INDIA USA CHINA SINGAPORE
  5. The TCS Certifications Win © QAI Global. All rights reserved. 5 INDIA USA CHINA SINGAPORE
  6. Takeaways: One • Don't sell to the layers. It will get killed along the way. • Senior Management always gets it better, faster. That’s why they are there. Find a way to target and engage them. • Get the customer to sell it! • B2b vs B2b here. © QAI Global. All rights reserved. 6 INDIA USA CHINA SINGAPORE
  7. The Accenture Process Improvement Consulting Contract Win © QAI Global. All rights reserved. 7 INDIA USA CHINA SINGAPORE
  8. Takeaways: Two • Recognize that some negotiations you can’t win. Stop trying. • Get on the same side of the table. Shift the battlefield. Don’t let the “big” guy bully you to win: which they usually will. • Keep it respectful. Appeal to the good senses and the fairness of people. It usually works. © QAI Global. All rights reserved. 8 INDIA USA CHINA SINGAPORE
  9. The HCL Technologies Sale © QAI Global. All rights reserved. 9 INDIA USA CHINA SINGAPORE
  10. Takeaways: Three • Put some skin in the game. Show you are willing to put money where your mouth is. Nothing works better. • Don’t use a Powerpoint presentation. • Show Data • Get the CEO in the room. © QAI Global. All rights reserved. 10 INDIA USA CHINA SINGAPORE
  11. The Government of Egypt/ World Bank Win © QAI Global. All rights reserved. 11 INDIA USA CHINA SINGAPORE
  12. Takeaways: Four • Partner with the big boys. Let them front end. Big ego, no business. • Your Alumni- a great set of relationships not to be ignored. • Build a Alumni network. © QAI Global. All rights reserved. 12 INDIA USA CHINA SINGAPORE
  13. The Steel Authority of India Win © QAI Global. All rights reserved. 13 INDIA USA CHINA SINGAPORE
  14. Takeaways: Five • Hire a sales person who isn't constrained by resources, mindsets, or territory. • Understand that networking can happen anywhere. And if you have them captive…wow! • The Principle of Ideality. © QAI Global. All rights reserved. 14 INDIA USA CHINA SINGAPORE
  15. The Nasscom Win © QAI Global. All rights reserved. 15 INDIA USA CHINA SINGAPORE
  16. Takeaways: Six • Cross the street with “Rockfeller“. • Be the pots and pans company. • Work with the Industry body. • Have the moral high ground. • Don’t always be selling. © QAI Global. All rights reserved. 16 INDIA USA CHINA SINGAPORE
  17. All the Wins! © QAI Global. All rights reserved. 17 INDIA USA CHINA SINGAPORE
  18. Takeaways: Seven • Be expensive. Its takes courage and great service delivery to be expensive. • Be exclusive. It gets people to want respect you. • Be scarce. It gets people to want you. • Be grateful. It gets people to come back to you. © QAI Global. All rights reserved. 18 INDIA USA CHINA SINGAPORE
  19. Of-course do the standard stuff: • • • • • • • • © QAI Global. All rights reserved. 19 CEO to Sell. Large Account Management. Hunters and Farmers. Periodic Reviews. Co create. Market Intelligence. Differentiate. Be a nice guy. INDIA USA CHINA SINGAPORE
  20. Incorporate Digital Marketing/Social Media Into Your Sales and Marketing Strategy • • • • • • Identify your goals Identify your target audience Create a profile or brand Find the social media that’s right for you Plan a time frame Include Search Engine Optimization (SEO) and a Affiliate marketing programs • Measure progress toward goals • • • • • • Social networks Blogs Microblogging email Podcasts Forums © QAI Global. All rights reserved. 20 • • • • • B2C: Lead Gen Engine. Transaction ease. Price/Feature attractiveness. Focus is on Conversions. INDIA USA CHINA SINGAPORE
  21. Growing Sales – Hunting and Farming New Customers Hunting Existing Customers ‘’It costs 5-10 times more to acquire more business from existing customer than to sell to a new customer’’ © QAI Global. All rights reserved. 21 Farming (examples) • Other locations • Other business units • Customer’s customer • Bundled offers • Loyalty Programs • Annuity deals • Cross-sell other services • In-house Referrals INDIA USA CHINA SINGAPORE
  22. Manage your Key Accounts well Identify Key Accounts • Anchor customers – of strategic importance • Few customers that provide majority of your profits • Annuity customers Map the Key Stakeholders , roles and power • Across business units and Buying Cycle • Influencers, Gate Keepers, Decision Makers, Endusers • Analyze Power – Positive, Negatives, Neutrals Establish engagement strategy for each stakeholder Invest in the relationship and Go the extra mile Develop as Key Reference Accounts © QAI Global. All rights reserved. 22 • Neutralize negatives (if you cant turn them into positives) • Strengthen positive influencers • Engage with the decision makers • Go the extra mile to service them, co-create • Build relationship • Become a partner, not a vendor • Create joint case studies • Speaking in conferences/ joint forums • Provide referrals INDIA USA CHINA SINGAPORE
  23. Useful Ratios: Measure, Measure Call Productivity Ratios Sales to Account Average Order Size Growth Ratio Account Success = Dollar Sales / # Accounts = Dollar Sales / # Orders = # New Accounts / Total # Accounts = Accounts Sold / Total # Accounts Expense Ratios Expense to Sales Cost per Call = = Expenses / Sales Total Costs / # of Calls Expense Ratios Sales to Account Average Order Size Growth Ratio Account Success © QAI Global. All rights reserved. 23 = = = = Dollar Sales / # Accounts Dollar Sales / # Orders # New Accounts / Total # Accounts Accounts Sold / Total # Accounts INDIA USA CHINA SINGAPORE
  24. Using appropriate metrics to evaluating Sales Personnel Input-based System Behavior Calls Reports Complaints Demonstrations Dealer meetings Display set up Travel/entertainment expenses © QAI Global. All rights reserved. 24 Output-based System Salesperson Evaluation Results Sales revenues Sales growth Sales/quota Sales/potential New accounts Contribution margins Contribution percentage INDIA USA CHINA SINGAPORE
  25. Comparing Sales Organization Structures Organizational Structure Advantages Disadvantages Generalist (Geographic) • Product knowledge • Control over product emphasis • Low geographic efficiency • Customer duplication • Geographic duplication Customer 25 • Limited product line knowledge • Limited customer knowledge • Lack of management control over product or customer emphasis Product © QAI Global. All rights reserved. • Low cost • No geographic overlap • No customer overlap • Deeper customer knowledge • Control over customer emphasis • High cost • Less product knowledge • More geographic duplication • Difficult coordination with product managers INDIA USA CHINA SINGAPORE
  26. In Summary • • • • • • • • © QAI Global. All rights reserved. 26 Business Strategy and Goals. Marketing strategy and brand. The customer. The real world problem. The channels. The infrastructure. The Process. Hire right. Measure always. Sales to feedback to product groups. Keep it alive and happening. INDIA USA CHINA SINGAPORE
  27. Thank You! navyug.mohnot@qaiglobal.com QAI India 1010 - 1012, Ansal Towers, 38 Nehru Place New Delhi - 110019, India Phone: +91- 11- 26219792, 26220580 conferences@qaiglobal.com QAI USA Windsor at Metro Center, 2101 Park Center Dr., Suite 205, Orlando, FL 32835-7614 Phone: +407-363-1111 conferences@qaiglobal.com QAI Singapore 391B Orchard Road #23-01, Ngee Ann City Tower B, Singapore - 238874 Phone:+65-6225-8139 conferences@qaiglobal.com QAI China Rm. 1211, No. 498 Guoshoujing Rd. Shanghai Zhangjiang Hi-Tech Park, Pudong New Area, Shanghai, China Zip: 201203 Phone : +86-21-51314155 conferences@qaiglobal.com © QAI All rights reserved. No part of this document may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written permission of QAI © QAI Global. All rights reserved. 27 INDIA USA CHINA SINGAPORE

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