Selling Articles from Harvard Business Review

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

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Selling Articles from Harvard Business Review

  1. 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. 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. 3. In a Downturn, Provoke your Customers
  4. 4. PROVOCATION BASED SELLING • Product based selling – A solution selling approach • Helps customers see their competitive challenge
  5. 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. 6. STEPS IN PROVOCATION BASED SELLING • Identify a critical issue • Formulate your provocation • Lodge your provocation
  7. 7. DEVELOPING A PROVOCATIVE POINT OF VIEW • Proving the Point • Reaching the right ears
  8. 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. 9. Selling into Micro markets
  10. 10. Find New pockets of growth • Create an opportunity • Identify the market
  11. 11. Make it Easy for the Sales team • Courage and Imagination • Future opportunity
  12. 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. 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. 14. Support the sales force in executing the plays • Opportunity maps that reveal hot & cool micro markets • Training
  15. 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. 16. The End of solution sales
  17. 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. 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. 19. Top performers strategies 1. Avoid the trap of “Established demand” 2. Target Mobilizers, Not Advocates 3. Coach customers on How to Buy
  20. 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. 21. New Selling Guide for Reps
  22. 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. 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. 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. 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. 26. THANK YOU

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