Selling Articles from Harvard Business Review

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The articles mention how selling skills should be changed over a period of time.

The articles mention how selling skills should be changed over a period of time.

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  • 1. Selling ArticlesHarvard Business review • In a Downturn, Provoke Your Customers: March 2009 • Selling into Micro markets: July–August 2012 • The End of Solution Sales: July–August 2012
  • 2. ARTICLES TO BE COVERED  In a Downturn, Provoke your Customers  Nidhi Ambavane – P20  Amit Nabriya - P03  Selling into Micro markets  Hemant Telang – P10  Abhishek Bang– P01  The End of solution sales  Komal Avhad– P15  Ashish Areekattel – P07
  • 3. In a Downturn, Provoke your Customers
  • 4. PROVOCATION BASED SELLING • Product based selling – A solution selling approach • Helps customers see their competitive challenge
  • 5. LEARNING TO BE PROACTIVE • Identify the problem • Develop a provocative point of view • Lodge the provocation with a decision maker who can take the implied action
  • 6. STEPS IN PROVOCATION BASED SELLING • Identify a critical issue • Formulate your provocation • Lodge your provocation
  • 7. DEVELOPING A PROVOCATIVE POINT OF VIEW • Proving the Point • Reaching the right ears
  • 8. SUCCESS IN PROVOCATION BASED SELLING • Lodge your provocation • Capture reaction to the provocation • Discuss war stories • Offer to conduct a short diagnostic story
  • 9. Selling into Micro markets
  • 10. Find New pockets of growth • Create an opportunity • Identify the market
  • 11. Make it Easy for the Sales team • Courage and Imagination • Future opportunity
  • 12. Align sales coverage with opportunity • Determine how to invest resources to capture anticipated demand • Local sales manager should be trained on – How to use data – Spend time – Size the territory
  • 13. Create sales plays for each type of opportunity • Identify groups of micro markets or peer groups • Strategy called “Play” consist – Offer – Pricing – Communications – Materials • Example: Cargo airlines
  • 14. Support the sales force in executing the plays • Opportunity maps that reveal hot & cool micro markets • Training
  • 15. Five Steps to Finding Pockets of Growth • • • • Define micro market size Determine growth potential Gauge market share Identify the causes of differences in market share • Prioritize growth pockets
  • 16. The End of solution sales
  • 17. Corporate Executive Board Study 1. Surveyed 6,000 reps from 83 companies a) How they prioritize opportunities b) Target & engage stakeholders c) Execute sales process 2. Examined complex purchasing scenarios a) Understand the structure b) Influences of formal & informal buying teams 3. 700 individual customer stakeholders in B2B purchases to determine impact on organizational buying decision.
  • 18. High performing salespeople strategy • • • • • Targeting agile organizations Different set of stakeholders Coach on How to Buy Identifying customers who are ready to act Learn to engage well before customers fully understand their own needs
  • 19. Top performers strategies 1. Avoid the trap of “Established demand” 2. Target Mobilizers, Not Advocates 3. Coach customers on How to Buy
  • 20. 1. Avoid the trap of “Established demand” • Priority to customers whose senior management meets three criteria for making purchasing decisions – Need for change – Clear vision of goals – Well established processes • Star performers emphasize on two non traditional criteria – Customer agility – Emerging need
  • 21. New Selling Guide for Reps
  • 22. 2. Target Mobilizers, Not Advocates • Conventional sales training reps are taught to find an advocate, or coach, within the customer organization to help them get the deal done. • An ideal advocate – – – – – Is accessible & willing to meet when asked Is good at influencing others Speaks the truth Is considered credible by colleagues Delivers on commitments
  • 23. Survey of customer stakeholders • According to 135 attributes & perspectives revealed seven distinct stakeholder profiles 1. 2. 3. 4. 5. 6. 7. Go-Getters – Looking for good ideas Teachers – Sharing insights Skeptics – Measured implementation Guides – Furnish information Friends – Happily help Climbers – Personal gain Blockers – Oriented towards status quo
  • 24. How to upend your customers’ ways of thinking • According to 6,000 salespeople In The Challenger Sale (Portfolio/Penguin, 2011), all reps fall into one of five profiles— – – – – – Relationship Builder Reactive Problem Solver Hard Worker Lone Wolf Challenger • Star performers are far more likely to be Challengers than any other type. They’ve got a provocative point of view. • Customers value the challenger approach; biggest driver of B2B customer loyalty is a suppliers ability to deliver new insights.
  • 25. 3. Coach Customers on How to Buy • Automatic Data Processing (ADP), a global leader in business outsourcing solutions around its customers’ purchasing processes. It’s called Buying Made Easy. • Steps represent a set of buying activities – Recognize need – Evaluate options – Validate and select a solution • They may still be selling solutions—but more broadly, they’re selling insights.
  • 26. THANK YOU