Some basic tools I have used for sales development,

1. A Practical toolbox for Industrial
Products Sales Management
Terence Wong
April 2013

2. Tools for customer portfolio and
sales management
• Step Sales method
• Customer base portfolio analysis
• Customer development
• Customer Ranking and Priority mapping
• Key Account template
• What do customers want and what to sell

3. Step Sales Method

4. Customers come and go
• Maintain a healthy pipeline of customers,
not just depend on regular repeat sales
• Goal of sales team is to generate new
leads, push them up the sales ladder until
achieving majority of customer’s purchase
budget
• Maintain customer purchase level
• Start pushing new customers up the sales
steps

5. Customer Selling life cycle
客户销售的生命周期
Customer
Make buying Customer
Gather Not Custom Custome Customer
first vist some buying all
Custom confirmed er r quoted buying Customer
er Info customer visited 0-50% most >70% dead
第一次 未确认
未确认客 0-50%
信息收 访问的 客户访 客户报 小部分客 所有客户 客户不再
集 户 客户 问 价 户买卖量 大部分客 买卖
买卖
户买卖量
1 2 3 4 5 6 7 8 0

6. • Important to evaluate, measure and know what
is the potential sales value of your customer
portfolio
• Categorise all your current customer portfolio
into which step they below
• After categorising your customers into which
step and what is the value of current actual sales
% vs their potential sales, then you can analyse
your customer portfolio and make necessary
decisions

7. Customer base portfolio analysis

8. Under developed portfolio
unqualified customers
5%
Potential customers not buying yet
20% customer buying some
15% customer buying most
customer buying all
Customers mainly unqualified,
not buying yet,
a lot of room to grow,
but sales unstable because no
high value repeat customers
20%
40%

9. Diversified portifolio
unqualified customers
20% 20% Potential customers not buying yet
customer buying some
customer buying most
customer buying all
Diversified customer base
Mix of incoming potential new
customers,
repeat customers with room to
20% 20% expand future sales
Mature loyal customers buying
mainly from you
20%

10. Mature portfoilo
5% unqualified customers
5%
Potential customers not buying yet
customer buying some
10% customer buying most
customer buying all
Mature customer base
NO Mix of incoming potential
new customers,
NO repeat customers with room
to expand future sales
Mature customers with little
60% 20% room for future sales growth,
high risk of sales drop from
loss of customers

11. Customer development

12. Qualifying stage
(knowing the customer - 1)
What does the customer manufacture?
Description of the products Provide details of the various products
not just generic names, we need to
know the specifics). If you cannot describe,
we need pictures.
Brand names
Specification information describe the type
Time limit – 1 month
Person responsible – Sales person
Reporting to - Regional sales manager
Monthly Review – Country Manager + BD Manager

13. Qualifying stage
(knowing the customer-2)
• Who are the main competitors supplying into this plant?
– Names and supply channel (direct/distributor)
– Key criteria for buying
• Price : Specific pricing information with competitor product type
• Quality: European, local, etc.
• Supply conditions: Existing contracts, Consignment stock,
servicing, response time, etc.
Time limit – 2 months
Person responsible – Sales person
Reporting to - Regional sales manager
Monthly Review – Country Manager + BD Manager

14. Qualifying stage
(knowing the customer-3)
Have you been inside the plant?
If yes what is the outcome - do you know what the key equipment details and key
types they are using? (Need specific details not
thickness or generic detail If the customer cannot
give competitor types, then we need to know the
functional surface details and detailed application
information)
If no, when ? need to define this date and set a target to exit this
customer from the list if sales person cannot make an
entry into the plant – this decision to be taken by
Country manager in consultation with Regional sales
manager.
Do you have rough estimate
on the total installed belts?
Do you have a rough estimate If not, set a deadline !
of the potential offered by this plant?
Time limit – 3 month
Person responsible – Sales person
Reporting to - Regional sales manager
Monthly Review – Country Manager + BD Manager

15. Conversion stage 1
(creating opportunities for sales)
• Have you identified the Key person in the ordering process? If yes, provide
details of his background. If no, when do you intend to obtain this
information – set a clear deadline.
• Do you know the ordering process? If yes, clearly define the various
stages. If no, when do you intend to obtain this information – set a clear
deadline.
• Do they have any ongoing projects or projects in the pipeline? If yes, do
you know who is in charge of project management and design?
• Have you checked with Segment Manager for references that you can offer
to customer to create confidence in our products?
Time limit – 5 months
Person responsible – Sales person
Reporting to - Regional sales manager
Monthly Review – Country Manager + BD Manager

16. Conversion stage 2
(generating the first sale)
• Do you know of any problems that the customer is currently facing with his
materials? If yes, coordinate information with Regional Segment Manager
and offer our alternative.
• Do you know of any application where the customer requires improvement
in terms of production and/or better maintenance/savings in wastage? If
yes, coordinate with RSM and offer alternative.
• If both the above questions have been answered no, then coordinate with
RSM any improvements or success stories in other markets to generate a
risk free trial order for customer.
Time limit – 7 months
Person responsible – Sales person
Reporting to - Regional sales manager
Monthly Review – Country Manager + BD Manager

17. Consolidating stage
(growing the business)
• Have you obtained a clear reference on a successful trial? If yes, have you
received a commercial enquiry for purchase of similar or other material in
the plant? If not when are you expecting this? Set clear deadline for this.
• Have you identified areas that will require immediate or near future
replacements? If yes, have you planned on stock and service issues? If
not, when are you expecting to identify the next decision cycle?
• Have you identified all the different types in the plant? Do you have a plant
survey? If no, when do you intend to create this plant survey? (deadline to
be set).
• Confirm the total annual sales potential and critical stocking requirements
for the customer. (set deadline)
• Establish a follow-up schedule to ensure the sales consolidation is
effective.
• Identify any new product developments required for the customer.
Time limit – 9 to 12 months
Person responsible – Sales person
Reporting to - Regional sales manager
Monthly Review – Country Manager
Annual Review - Country Manager + BD Manager

18. Customer Ranking and Priority
mapping

19. Customer Ranking
• Quantitative Customer ranking by Sales
Value, Actual and Potential
• Qualitative Customer Scoring
• Goal is to rank and assess all customers
in portfolio on consistent basis

20. Quantitative Customer Scoring
Customer Sales Potential/Actual Cut off point
Value Score Sales Value
Average 3 year Lowest sales value of
4 65% of all sales
customers to make up top 65% of sales
Average 3 year Lowest sales value of
3 20% of all sales
customers to make up next 20% of sales
Average 3 year Lowest sales value of
2 10% of all sales
customers to make up next 10% of sales
Average 3 year Lowest sales value of
1 5% of all sales
customers to make up last % of sales
Current Net Actual Sales Point Accessible Potential Sales Point
Potential Sales K'USD Score
Sales Value K'USD Score
Value
List all Customer >5,001 4 List all Customer >5,001 4
List all Customer 2,001-5,000 3 List all Customer 2,001-5,000 3
List all Customer 501-2,000 2 List all Customer 501-2,000 2
List all Customer <500 1 List all Customer <500 1

21. Qualitative Customer Scoring
Customer type Point Score Price Quality Point Score
Multinational Accounts 4 Highly Price sensitive/
National Account 3 Low Margins/ 4
Large Regional Account 2 High discounts
Regional Account 1 Medium Price sensitive/
Medium Margins/ 3
Medium discounts
Normal Price sensitive/
Customer Quality Point Score Normal Margins/ 2
Very Low maintenance 4 Normal discounts
Below average maintenance 3 Not price sensitive/
Above average maintenance 2 High Margins/ 1
Very High maintenance 1 Low Discounts
examples of Maintenance factors
frequency of Onsite service requirements
frequency of Customer Service contacts
Customer product complexity

22. Weighted Customer Scoring
Factor Cateogry Weighting Point Score Cust XX
1 Recent/ current net sales 15% 4 0.6
2 Accessible customer potential 35% 4 1.4
3 Customer type 20% 4 0.8
4 Price Quality 20% 4 0.8
5 Customer Quality 10% 1 0.1
100% 3.7
Reference Customer Customer Scoring all customers using
Weighted Score Rank consistent point evaluation
3-4 A allows rational Customer
Ranking
2-2.99 B
Facilitates rational allocation
1-1.99 C of sales and supply chain
0-0.99 D resources to develop/maintain
customers

23. Customer priority mapping
Customer rank A B C D
Our share of customer business
Customer buying all (>70%) 2 3 Resources
Customer buying most (50-70%) spent on
customer
Customer buying some (30-50%)
Customer not buying (<30%) 1 4
Time spent on customer
More focus on sales and business
development to win account 1 Customer rank based on importance of customer, eg
More focus on Supply Chain Point Score System reflecting
management/Customer satisfaction 2 Sales Actual vs Potential
to maintain account Global KA to local account
Loyal repeat customer, maintain account 3 Other qualitative factors as decided
Low priority customer 4

24. Key Account template

25. Customer Key Account (KA)
process
Analyse and Identify
分析与定义
Set KA overall objective
设定KA的总体目标
设定 的总体目标
Execute action plan
执行计划
Review
回顾

26. Set KA overall objective
Analyse and Identify • Define KA strategy
•Assess position • Set KA goals
•Develop/Update KA • Implement KA objectives
•Re-evaluate KA classification • Create KA plan
•Complete KA profile • Develop action plan
• Determine resource requirements
Consolidate and assess KA portfolio
Finalize and approve KA plan
Execute action plan Review
•Identify new opportunities • Evaluate
• Assess
• Measure
• Modify

27. What do customers want and what
to sell

28. What do customers want?
what customers want is piece of mind that
they have reached the right decision in
buying your product and feel they have paid
the appropriate price.

30. What are you selling??
• Sell Yourself (or Giving the customer peace of mind of
dealing with you!)
• Sell the Company (or Giving the customer peace of
mind of dealing with the company!
• Sell the Product (or Giving the customer peace of mind
of using our product!)
• Sell the Price (or Giving the customer peace of mind for
paying your price!

31. Sell Yourself (or Giving the customer peace
of mind of dealing with you!)
• Appropriate professional appearance,
• Personal industry, product application
expert knowledge
• Knowledge of competitors products, pricing
• Personal preparedness with samples,
sales kits, customer sales history
• Personal integrity, reliability of personal
service

32. Sell Yourself (or Giving the customer peace
of mind of dealing with you!)
• All selling starts with your Sales representative, he/she is the face and mouth of the
company to the customer, no matter how good the company, product, price is, if the
customer’s staff can’t stand the sight of your representative, your sales is going to
be ZERO
• The best salespeople give customers confidence that they would get the best
service and advice.
• The sales rep exudes personal professionalism and makes the customer feel less
stress dealing with them, knowing that they can bring whatever issues to them and
the rep will take care of it.
• The rep shows personal expert knowledge in the products and awareness not just
of the product, but about the value the customer expects from it.
• The rep cares about the customer’s experience of the product and whether the
product is meeting their expectations, if not, then what should be done to improve it.

33. Sell the Company (or Giving the customer
peace of mind of dealing with the company!
• What we stand for
• What service, quality, know how compared
to competitors
• How we stand behind our products and
service 100%

34. Sell the Company (or Giving the customer
peace of mind of dealing with the company!
• After the sales rep has convinced the customer to accept him/her as a
person to do business with, then next is convincing the customer why your
company is better (or will provide better value) than the competition.
• The sales rep should show the full strength of the company stands behind
him and the product, from research and development, product literature,
technical software, service network, availability of inventory and spare parts
etc
• The sales rep has to show not just personal passion, but also show that the
company stands behind the product 100%, that whatever happens, the
company will do right by the buyer, for example replacing the defective part,
showing up promptly to service the defective product, sticking by the
customer until the customer is satisfied the product is working
• A company’s reputation is built up one product at a time, one customer at a
time, but it is lost lost with just one customer badmouthing your company to
other users of your product.

35. Sell the Product (or Giving the customer
peace of mind of using our product!)
• Our product USPs and Strengths vs the
competiton
• Our products performance quality and
reliability vs the competition
• Development, Quality efforts going into the
product

36. Sell the Price (or Giving the customer peace
of mind for paying your price!
• Why we are higher than the competition
• Why the customer should pay for all of the
previous as a premium to competiton

37. Price negotiation trap
What customer’s want What we want
Sell the
Product 10% Sell yourself 50%
Sell the product 20%
Sell the company 20%
Sell the
Price 90%
Sell the Price 10%