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Notes Version: Inside the Customer's Purchase Decision Collaborative Sales and Marketing Strategies to Steer Today''s Buying Behavior
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Notes Version: Inside the Customer's Purchase Decision Collaborative Sales and Marketing Strategies to Steer Today''s Buying Behavior

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  • 1. 9/30/2011 Inside the Customer’s Purchase Decision Collaborative Sales and Marketing Strategies to Steer Today’s Buying Behavior© 2011 The Corporate Executive Board Company. All Rights Reserved.  Reluctant Customers 1 2 3 Customer’s Contact Customers The  Good time horizon turnover open to new extended stabilized ideas 4 5 The  Customer Price pressure Bad spending still still significant down 6 7 8 9 Customers Customers Consensus Customers The  demanding using requirements pushing risk Ugly increased consultants to expanding onto suppliers customization drive purchase© 2011 The Corporate Executive Board Company. All Rights Reserved.  1
  • 2. 9/30/2011 Key Drivers of Customer Loyalty Representative Sales  Drivers of Customer  Percentage of Contribution to Customer Loyalty Loyalty 53% •Offers unique, valuable  perspectives on the  market  •Helps me navigate  alternatives 9% •Helps me avoid  potential land mines 19% •Educates me on new  issues and outcomes •Supplier is easy to buy  19% from •Supplier has widespread  Company and Product and Value-to-Price Sales support across my  Brand Impact Service Ratio Experience company Delivery© 2011 The Corporate Executive Board Company. All Rights Reserved.  Potential Drivers of Rep High Performance Sample Attributes Tested Attitudes Skills/Behaviors Activities Knowledge •Desire to Seek  •Business Acumen •Sales Process  •Industry  Issue Resolution •Customer Needs  Adherence Knowledge •Willingness to  Assessment •Evaluation of  •Product  Risk Disapproval •Communication Opportunities Knowledge •Accessibility •Use of Internal  •Preparation •Goal Motivation Resources •Lead Generation •Outcome Focus •Negotiation •Administration •Attachment to  •Relationship  the Company Management •Curiosity •Solutions Selling •Discretionary  •Teamwork Effort© 2011 The Corporate Executive Board Company. All Rights Reserved.  Sales Rep Profiles – Pattern Recognition Hard Worker Challenger Relationship Builder •Always willing to  •Always has a  •Builds strong  go the extra mile different view of  advocates in  •Doesn’t give up  the world customer  easily •Understands the  organization •Self‐motivated customer’s  •Generous in giving  •Interested in  business time to help others feedback and  •Loves to debate •Gets along with  development •Pushes customers everyone Lone Wolf Problem Solver •Follows own  •Reliably responds to  instincts internal and external  •Self‐assured stakeholders •Independent •Ensures that all  problems are solved •Detail oriented© 2011 The Corporate Executive Board Company. All Rights Reserved.  2
  • 3. 9/30/2011 Challenger Reps Mostly Likely to Win Percentage of Core Performers Percentage of High Performers 39% Percentage of Population 26% 25% 22% 23% 17% 15% 14% 12% 7% The Challenger The Lone Wolf The Hard The Problem The Worker Solver Relationship Builder© 2011 The Corporate Executive Board Company. All Rights Reserved.  The Challenger Fingerprint Challenger Rep Behaviors •Offers unique perspective Teach •Two‐way communication skills •Knows customer value drivers Tailor •Can ID economic drivers Take •Is comfortable discussing money Control •Can pressure the customer Build Constructive Tension© 2011 The Corporate Executive Board Company. All Rights Reserved.  Challengers Excel in Complex Sales 4% Relationship Builder 11% 7% 10% Percentage of Total High Performers Problem Solver 18% 25% 26% Hard Worker Lone Wolf 25% 54% Challenger 20% Low Complexity Sale High Complexity Sale© 2011 The Corporate Executive Board Company. All Rights Reserved.  3
  • 4. 9/30/2011 Commercial Teaching Attributes Lead to Your Unique  Challenge Customers’  Strengths Assumptions Scale Across  Catalyze Action Customers© 2011 The Corporate Executive Board Company. All Rights Reserved.  Anatomy of a Commercial Teaching Pitch Positive 6. 2. Our  Reframe Solution Level of Customer Excitement 5. 1. 3. A New  Neutral Warmer Rational  Way Drowning 4. Emotional  Impact Negative© 2011 The Corporate Executive Board Company. All Rights Reserved.  Portrait of the New High Performer Teach for  Differentiation Tailor for  Take  Resonance Control The New High Performer© 2011 The Corporate Executive Board Company. All Rights Reserved.  4