1 Energy Automation and Presented by Eason Ramanathan .docx

1
Energy Automation and
Presented by Eason Ramanathan
Topics being Covered
• Key trends / innovation in the Energy market
• Schneider Electric Approach
• Data Centres and our Approach
• Q&A
The Energy Trilemma
Source: World Economic Forum
• Energy Accessibility and Affordability,
• Energy Security, and
• Energy Sustainability

Energy Demand
• Economic growth,
• Urbanization rates,
• Pace of Deployment of New
Technologies, and
• Reduction of Energy Intensity
Future Power Systems
• Reliable and affordable zero-carbon
electricity is becoming a reality
• Decentralised Generation
• Micro Grids
• Energy Storage
• Smarter & Digital Grids
• Energy Pooling
• Off-Peak Management
6 Confidential Property of Schneider Electric

Electricity Generation Mix - CSIRO
Mobility and Transport
• Comprises a third of total end user
consumption
• Electric Vehicles as a Grid Asset
• End-of-Life on batteries
• Hydrogen as a fuel
8 Confidential Property of Schneider Electric
Electricity Consumption Forecast
Source: Australian Energy Market Operator
Governance & Security
• Significant challenges for Australian
Utilities given regulation and politices
(e.g. NEG, Carbon Price/Tax)
• Cybersecurity

• Climate Change
• Emerging economies
• New regulations for new technologies
Finance
• Significant capital investment required
• Upgrading existing networks
• Implementing low-carbon solutions
• Private financing
• New Financing Options
• “aaS”
Technological Innovation
• Technological innovation is no longer
limited to energy providers
• Increase in shared platforms, off-grid
solutions and other products and
services

12
Confidential Property of Schneider Electric | Page 12
13
Schneider Electric Approach
14
Who we are…
15
What do we do…
16
17
Efficiency gains will come from IT/OT convergence

18
SE Approach to the Market
19
Data Centres and our Approach
20
Cloud
computing
+16.5% annual growth
Internet
of Things
30 B connected things
by 2020
Mobility
5.5 B mobile active users

by 2020
Video
streaming
70% of all mobile
traffic by 2021
Artificial
intelligence
1.7 MB created
per second, per human
by 2020
Page 4 Confidential Property of Schneider Electric |
IT market growth will be driven
by multiple long-term trends
21
Power&CoolinginaDataCentre
Software
22

• Compute moving to
top end of town
• More informed
customer (Doctor
Google)
• Greater competition
• Commodised Product
• Different sales people
and focus
23
• Capturing the Edge
• Telco Edge and 5G
• Open-Compute
24 Schneider Electric
Multi-Channel Approach
APC / IT Division
End User Customer
Sold to 1st Tier
Retail Contractor

Electrical Distributor IT Distributor
Sold to 2nd Tier
Sold to End User
Reseller Partners Others
Products Projects Services
25
What is Digitisation driving for our Data Centre customers?
C-Suite / Decision Makers
• Attract new clients
• More compute/storage
• Choose new locations
• Save costs
• Improve cash flow
• Eliminate downtime
DC design
• Reduce CapEx
• Evaluate new
technologies
• Standardize globally
• Future-proof design
DC construction
• Reduce cycle time
• Lower costs

• Manage global
ecosystem
• Build on demand
DC operation
• Lower operating costs
• Improve safety
• Eliminate downtime
• Replace aging
workforce
• Account Directors
• Sales Reps
• Distributors
• Resellers
•
Solution
Architects
• Engineers
• Consultants
• Project Team
• Contractors
• Field Services

• Software Services
• Service Providers
26
#5Priorities
27
• Tracking our Installed Base
• Modernising old assets
• Driving “pull-thru” via connected devices
and services
• Outsourced specialists for tail customers
(internal and external)

28
• Programs to get Customers for our Customers
• Prescription with Consultants and other partners
• Li-Ion
• Pre-Fabricated Data Centres
• Software Integration Specialists
• Commercial Financing
29
• Li-ION
• Specialised Industrial Partners

• Quicker Design and Quote Turn Around
Times
• More Technical Sales staff
30
• Li-ION
• Sales need to become more technical on
edge
• Channel needs to be more educated and
technical
• Omni-channel e-commerce approach
• As-a-Service via the Channel

Confidential Property of Schneider Electric |
Connected
Products
Edge
Control
Apps,
Analytics &
Services
EcoStruxure™ Architecture
EcoStruxure
Resource Advisor
EcoStruxure Building Operation
EcoStruxure Power Monitoring Expert
EcoStruxure Power SCADA Operation

for Data Centre Customers
EcoStruxure Power Advisor
EcoStruxure IT Expert
E
nd
-t
o-
en
d
C
yb
er
se
cu
ri

ty
C
lo
ud
a
nd
/o
r
O
n
P
re
m
is
e
Aquaflair

Premset PowerLogic Masterpact
MTZ
Smart
Panels
(IEC)
Smart Systems
(NEMA)
EcoFlair
EcoStruxure Asset Advisor EcoStruxure IT Advisor
Galaxy
UPS
Prefabricated
IT, Power, Cooling
APC
Smart-UPS

Symmetra
UPS
rPDU HyperPod Micro Data
Center Xpress
infraStruxure InRow
APC
Netshelter
32
©2014 Schneider Electric. All Rights Reserved.
All trademarks are owned by Schneider Electric Industries SAS
or its affiliated companies or their respective owners.
Social Procurement
The very real opportunity to create Social Impact

Presented by
Brendan Lonergan M Bus (UTS)
Chief Executive Officer
Beehive Industries Co-operative Ltd.
9th APRIL 2019
Beehive Industries Co-operative
Established in 1971
Initially as a special project of the City of Sydney with a $50K
grant
To provide support for Sydney Seniors who were socially
isolated
Today we operate as a NFP Social Enterprise Co-operative
Supporting Seniors , Persons with Disability and the Long term
unemployed
With around 180 regular members and a further 70 unemployed
persons . Each day we provide free breakfast morning tea and
lunch to 40 – 60 people as well as food parcel giveaways 3 days
a week

Who are the “Beehivers”
They are mainly Seniors
They persons with disability over the age of 25
They are long term unemployed over 50
They are all living on Aged Pension , Disability Support
Pension or the New Start Allowance
Over 60% live alone
Most live in Housing commission , boarding houses , temp
accom
Some live in homeless shelters
Some of the people that we support
How do we support them
Primarily be providing a socially inclusive and supportive
environment where their contribution is valued
By providing free breakfast , morning tea and lunch
Food parcel giveaways 3 days a week
Community transport

Support programs including
ESL Classes. Digital Inclusion , Low Cost Meal for Seniors
program
Health info sessions, Employment training and support
Outings , Special event lunches and more
How do we fund this support
We are a registered NDIS service supplier
We are also participate in the Federal Continuity of Service
scheme
Over 80% of our revenue is generated by our Social Enterprise
operations
We provide packaging assembly and mail- house services to
corprate and government sector clients
Whilst we are a registered charity with DGR status we are not
currently receiving cash donations of any great value
We are fairly successful with in kind and other forms of donor

support
NFP Social Enterprise Beehive Industries Co-op
Video Link https://www.youtube.com/watch?v=JNPVsWsKCb4
What is currently our main driver for business
As a Social Enterprise providing commercial packaging
assembly and mail house services to corporate and government
sector clients
We have a huge number of direct and indirect competitors
Increased awareness of Social Procurement creates an
opportunity to engage with organisations looking to make a
social impact

What is social procurement?
When buyers use their purchasing power to achieve social
outcomes beyond the products and services they require, they
are undertaking social procurement.
Source – Social Traders Australia
Social Procurement provides an opportunity to generate greater
value through the procurement process.
For government the added value is created through the delivery
of social benefits beyond the benefits conferred by the products
and services being purchased; they are achieving other
government goals, adding value that would not otherwise be
created.
For corporates the added value is created in a range of areas
including; brand development through the integration of
corporate social responsibility into the procurement process;
staff attraction and retention through values driven activity.
For the not-for-profit sector the added value is created by

keeping money in the social economy for longer, where it can
create more social benefit.
KEY PLAYERS in the Social Procurement
arena
A growing opportunity
Procurement in Australia is estimated to be
approximately $600 billion, and social
procurement buying goods or services from
social enterprises, including indigenous
business and disability service organisations) is

on the rise.
Benefits are positive Improvements in peopleʼs lives;
• Social inclusion; • Employment and training; • Local
sustainability; • Diversity and equality; • Fair trade; • Service
innovation.
How can we do it?
• Policy Focus: Using policy tools to ensure contractual
supplier delivery on social impact objectives; • Contract Focus:
Including social impacts in tenders and contracts through
specifications, scope and weightings; • Supplier Focus:
Developing social benefit suppliers and/or building the social
benefit capacity of all suppliers; • Market Development Focus:
Development of markets that can more effectively address
complex social issues.
Contracting tools can be used to support social procurement:
• Social Clauses: requirements for the delivery of social
benefits /impacts within the contract; • Unbundling Large
Contracts: smaller parts of contracts having social impact
specifications;
• Social Tendering: work offered specifically for social impact

or amongst social benefit suppliers;
• Social Benefit Subcontracting
• Purchasing Agreements
Source CSI Dec 2010
14
Global Stationery Giant partners with local charity
a 1st in Co Branding for Staedtler

Social Procurement creating added opportunity
We then connect to this NRMA opportunity ?
Adding impetus to Social Procurement Discussions
UN – Global Development Goals
ISO 20400
Corporate Reputation building opportunities
Social Impact consultants
Sustainability
7 core subjects of ISO 20400
Social Responsibility – ISO 26000
7 Core Subjects

Since 2010
Sustainable procurement is good for business
Sustainable procurement leaders:
90% improve their brand reputation
70% develop stronger, more reliable and longer-lasting supplier
relationships
50% have more innovative, sustainable products and services
that result in increased sales
45% improved ranking in ‘green’ financial indices
30% delivered cost savings
Source: Ecovadis and HEC, 2017 - 7th Sustainable Procurement
Barometer on 120 companies in Europe and the US
24

Leveraging social procurement to create further community
support partnerships
Social Impact consulting – Deloitte
Government support
CORPORATE BUYERS

Social Traders – Certified BUYER members include
GOVERNMENT BUYERS

EDUCATION SECTOR BUYERS
?
The US Govt $3.5B Procurement Initiative
How do we measure the impact of this
Revenue generated
Employment support and training opportunities created
Increases in number of service users supported

Expansion in support programs partially funded by this work
Improvement in mental health
And much much more
Certification , accreditation even awards
are one way to measure the value of what you do
However the real measurement is a lot more
personal than that
We use the Beehiver SMILE INDEX !

Thank you for your time
Questions ??
Brendan Lonergan
Chief Executive Officer
www.beehiveindustries.com.au
[email protected]
B2B CUSTOMER EXPERIENCE
GUEST LECTURE
strategic business marketing
2nd april 2019

Ellie english
1
Presentation
overview
21About Sirius Strategy
2What does CX mean & how is it different in B2B environment?
3Macro trends driving poor CX in B2B companies
4Key steps to drive improved CX in B2B industry
What is OUR REASON FOR BEING?
Psychology + Science + Creativity + Commercial = Mutual
value, shared success for our customers, their customers & the

community
3
.
4
Transform their businesses from being product-centric to
customer-centric
Understand key customer insights to improve knowledge of
customers
Evaluate and improve current customer journeys
Improve return on CX investment via developing an integrated
performance management approach
Revamp product offerings around customer needs

CLASSIFICATION: CONFIDENTIAL
4
Customer experience (cx) means different things to different
people
5
6
Customer

Experience (CX)
Service
Product Performance
Brand & Reputation
Perception of Price
The service that is delivered to a customer across the customer
lifecycle
The service is delivered in a unified and consistent way
(company & partners)
The product meets customer needs & expectations (now &
future)
The product lifecycle is informed and managed using customer
insights
The organisation’s brand & reputation is integrated & executed
via the customer experience
Brand is an integral step to shape customer expectations &
perceptions
Price is a key driver of a customer’s perception of your brand
Pricing strategies need to be developed using insights about a
Customer’s willingness to pay for your product
IF WE TAKE A STEP BACK, WHAT DOES CX MEAN TO

YOU?
CX is how a customer perceives your brand through all their
interactions (direct & indirect) across the customer lifecycle
How are you defining CX in your organisations? Is there
anything else you would consider?
6
7
CX FOCUS AREAS
Consumers
B2B
One decision maker but a myriad of influencers
Sometimes less interaction between the buyer and seller,
particularly for digital businesses (eBay)
Supply chain is often more simple, offer products to retailer
Service and support is more transactional
Digitisation is a key component of improving how the consumer
interacts with the business

Higher number of customers
Social media is often a key complaint channel
Multiple customer journeys (e.g.. Buyer, user, decision-maker)
Significant interaction between the buyer and seller and sales
cycle is much longer
Supply chain is often more complex as they may sell to other
providers as part of their product or suppliers downstream and
other distributors
Employees are a vital part of delivering the experience
Larger transactions sizes & 80/20 rule- 20% of customers drive
80% of revenue so segmentation and treatment may be
differently applied
Smaller number of customers
More complex and higher involvement products
Whilst Customer-centricity and best practice CX principles can
be applied across both B2B and B2C environments, there are
some distinct differences that inform how CX methodologies
should be applied.
APPLYING CX IN B2B & B2C ENVIRONMENTS IS
DIFFERENT

7
8
90% of b2b leaders recognise cx as being a key differentiator
8
Source: 1.Accenture. 2019,
8
Exploding data is overwhelming
Businesses need the analytics and skills to make sense of and
tap into this insight
Switching Costs & Lapses
The effort and cost to switch is low

Customers are in control
Customers have options and are motivated to actively look for
better deals
Demonstrating return on CX Initiatives
Quantifying the return on CX becomes more challenging &
important
Growing Distance Between Business & Client
Digitisation & B2C like expectations have changed everything
DESPITE THIS on average B2B COMPANIES SCORE BELOW
50% IN CX RATINGS AS most don’t know where to start….
Complexity of channel management
The customer journey is often too complex to think about due to
the number of suppliers, partners and distributors.
Source: 1.McKinsey. 2019

9
Most companies often look to their direct customers when
analysing CX improvement efforts, which only shows them part
of the story. The few doing it well obtain a complete picture of
their customer experience via mapping customer journeys,
identifying key moments of truth and then using this to map the
underlying strategies, people, processes and technology that
underpin this experience.

Customer Value Creation
Via B2B2C
10
B2B Customer
Deliver frictionless experience to B2B customer and on value
proposition
Suppliers/Partners
Suppliers & partners are often integral to delivering the
customer experience, irrespective of how transactional the
process is considered.
End-user (B2C Customer)
If the B2B product is not designed with the end-user in mind,
this will likely lead to complaints, customer churn & loss of
revenue for the B2B Customer.
Understanding the cx ecosystem is critical to achieving
customer value & differentiation
10
11

TREND 2: GREATER FOCUS ON DATA MANAGEMENT
OBTAINING A COMPREHENSIVE UNDERSTANDING OF
YOUR CUSTOMER IS A KEY STARTING POINT
11
12
Outside-In
(External Customer View)
Inside-Out
(Internal CX Delivery View)
Customer experience (CX) strategy
Customer insights about current & future customer needs
Key investments
Business Strategy
Key processes
Procurement with suppliers/partners
Culture
Interrelationships

Line of visibility for customers
Internal support to deliver services to customers
Customer‘s journey with your organisation
Support processes & decisions to enable effective CX
CX Gap
MAPPING THE complete customer journey from both the
customer’s & organisation’s view is critical
12
13
Unlocking TRUE value from cx requires a comprehensive
understanding of the key processes across the value chain
c
Customer journey
Internal Customer Blueprint
Source: Sirius Strategy’s simplified customer blueprint

14
Developing a Balanced Scorecard to translate and cascade your
customer-centric strategy is crucial to drive a step-change in
CX.
SOURCE: Southwest Airlines 2013
INTEGRATING CUSTOMER-CENTRICITY INTO YOUR
STRATEGY IS CRUCIAL TO SHIFT CX RESULTS
14
CUSTOMER SERVICE
TRANSACTION
EXPERIENCE
INFORMATION

Evolving your CX measurement approach from reporting to a
robust performance management approach will drive continuous
improvements in your CX efforts.
Developing a comprehensive measurement approach needs to go
beyond nps
• Obtain a comprehensive analysis of each attribute and
understand the influence it has on overall organisational
performance.
TRUST (e.g., transparency, communication)
REPUTATION
CUSTOMER EFFORT
GOVERNANCE
• If the CX index framework is designed properly, you should
be able to understand deeper insights to pinpoint root causes of
where CX is underperforming. This goes beyond measuring CX
at a touch point level towards CX at the critical points in the
customer journey and over a longer time period. This should be
reviewed in conjunction with internal performance & customer
behaviour data.
• The root cause analysis combined with an understanding of
overall business performance helps continuously improve CX
initiatives.

• It will also help it understand what is working and not
working, so that it can stop non-value add investments in CX
Total CX Index Score

Design CX index with critical attributes
2. Analyse attributes that require most focus & improvement
3. Understand trends & performance drivers

4. Develop course corrections
15
Copyright © 2017 by The Boston Consulting Group, Inc. All
rights reserved.
221742-48 RMS Customer Value - Final Deliverable v18.pptx
Notes view: 15
Happy Employees
How satisfied are your customers with your services?
How many customers are you acquiring and losing?
16
Happy Customers
Low Customer Churn & Higher Acquisition
Improved Profits
What is the lifetime value of your customers?
Customer-centric culture = Improved business performance and
CX
Employee Empowerment

Agile/ Innovation
Challenging status quo
Clear vision/purpose
Customer knowledge
Cross-functional collaboration
Data-driven
Cultural Elements
building a customer-centric culture is PIVOTAL FOR
SUCCESS
How engaged are your employees?
16
Questions
Ellie English
Director | Strategist
0416 943 860
[email protected]

www.siriusstrategy.com
17
Session 7: Integrated B2B
Marketing Communications and
Consultative Selling
SessionTopics
• Bytheendofthissessionyouwillunderstand:
• The Importance of B2B Marketing
Communication:
– Understand the different IMC tools
– Importance of L2RM
– Managing the sales funnel

• HowDigitalMarke<ngimpactB2BCommunica<on
– Digital trends
– Options for B2B digital marketing
• ConductaConsulta<veSellingSkillsWorkshop
– Profile your selling skills profile
– Understand the Consultative selling process
2
• PurchasingOrienta<onand
Nego<a<on
• Chapter3
3
• B2BRela<onshipsandNetworks
• Handout
4
• MarketSensing/Pricevalue
• Chapter2

5
• B2BStrategyandPlanning
• Chapter4
6
• ManagingB2BProductsand
Services
• Chapter5,6
7
• IntegratedB2BMarke<ng
Communica<onsand
Consulta<veSelling
• Handout
8
• BusinessChannelManagement
• Chapter7
9
• GainingandManagingCustomers
• Chapter8,10

10
• TheDigitalEvolu<oninB2B
• Handout
11
• ExamBriefingandPoster
presenta<on
Understanding
Value
Crea0ng
Value
Delivering
Value
B2BMarke<ngFramework
1. RegardValueasCornerstone.
2. FocusonRela0onshipInterac0onand
Networks.
3. FocusonBusinessMarketProcesses.

4. StressdoingBusinessAcrossBorders.
GuidingPrinciples
Introduction
• MARCOMS are central to Porter’s generic cost-
differentiation focus
strategies framework & refer to four central types of media:
– Advertising
– Direct marketing
– PR
– Sales promotions
• There are two layers to explore in using these four media in
MARCOMS strategy relating to:
– What the client wants to ‘say’
– ‘How’ you say it
I
M

P
A
C
T
All elements of the marketing mix are coordinated
using push and pull techniques.
By focusing on a single message stronger
relationships are developed with consumers.
More focused and single-minded messages are
processed more effectively by consumers.
IMC Foundations
HowVideoandMobileisChangingthe
BuyingProcess
6

Manufacturer
Intermediary
Endusers
Productflow
Productflow
Communica<onflow
Communica<onflow
Push communication strategy
Manufacturer
Intermediary
Endusers
Productflow

Productflow
Communica<onflow
(1)
Communica<onflow
(2)
Pull communication strategy
Personalselling
Tradeshows
Directmarke<ng
Salespromo<ons
Adver<sing
Publicrela<ons

The elements of the Communications
Mix
IMC Definition
“A concept of marketing communications
planning that recognizes the added value of a
comprehensive plan that evaluates the strategic
roles of a variety of communications disciplines,
e.g., general advertising, direct response, sales
promotion and public relations-and combines
these disciplines to provide clarity, consistency &
maximum communications impact.”
The American Association of Advertising Agencies
Profiles of Major Media Types

The 8 Key Functions of Marketing
Communication
Ø Advertising
Ø Direct marketing
Ø Publicity (public relations)
Ø Sales promotion
Ø Personal selling
Ø Internet/ Social media
Ø Events and sponsorships
Ø Packaging
L2RM
For any B2B company, success or failure is
determined by its ability to deliver on its revenue
commitments. For too long, marketing
organizations have been comfortable letting their
sales counterparts sit alone at the revenue table.
However, for tech marketing to ensure that it
remains aligned with the rest of the business, it

must establish clear L2RM processes (see Figure
1).
13
L2RM Approach
14
Lead Generation Process – Flipping The
Funnel
Source: Joseph Jaffe at the Marketing Sherpa Email Summit
2010 on his new book, "Flip the Funnel".
Digital Marketing Program
https://drive.google.com/file/d/0B_fP5Qs1gcSWU0huUllqWHF3
LWs/view?usp=sharing

WhyDigitalMarke<ngMa^ers?
17
B2B decision makers
spend 1% of the time
buying.
They now spend the
other 99%
researching
& talking to
each other.
Image Source: zharpey_row @Flickr
B2BDecisionMakers

ChangingB2BBuyer
19
Social Media
Poll Question:
Do You Have a Profile on Any of These
Social Media Tools:
� LinkedIn
� Facebook
� Twitter
� Friendster
� QQ
Digital Landscape: Six areas of
Opportunity
Digital Landscape: 6 Areas of Opportunity

Objectives
(✓ = achieve objectives)
Resources Required
(✓ = requires high level of
resources)
Timing / Logistics
(✓ = requires long
time/complexity)
Research
& insights
Upper
funnel
(awarenes
s/interest)
Lower
funnel
(desire and
action)

Staff &
Employees
Content
& Assets
Investment Timing to
Deploy
Complex:
Infrastructu
re/technolo
gy
LISTENING ✓ ✓ ✓ ✓
SEARCH ✓ ✓ ✓ ✓ ✓ ✓ ✓
CONTENT
(creation &
distribution)
✓ ✓ ✓ ✓ ✓ ✓ ✓

SOCIAL
ENGAGEMENT
✓ ✓ ✓ ✓ ✓ ✓ ✓
ANALYTICS
(tracking &
optimization)
✓ ✓ ✓ ✓
EMERGING
MEDIA (mobile,
virtual)
✓ ✓ ✓ ✓ ✓
Summary
• IMC for B2B has a heavy emphasis on personal
selling and lead generation.
• Pull strategies are becoming important in

building brands.
• Social media is becoming an important tool in
the IMC mix.
• Building B2B brands is vital objective of IMC
• Consultative selling skills are an important skill
fro complex sales.
22
The Collaborative Selling
Process Model
Selling Skills Inventory
Collaborative Selling Process
Model
1. Helps gain clear picture what you do well

and what you need improving in the
selling.
2. The selling skills inventory will help you
identify your sales strengths and specific
areas that need improvement in making
face-to-face sales calls.
Foundations to Collaborative Selling
1. The collaborative selling approach is a six
step process.
2. Every step you must develop mutual trust
and make deposits of good will in the
trust bank.
3. Mutual trust underlies every step of the
sales process

26
What does your score mean?
Ø It gives a general picture of how you use your
skills and behaviour required to conduct face to
face sales.
Ø It will identify how well your specific skills and
behaviour in the collaborative selling process.
Ø Your ability to use these skills affects your ability
to conduct effective face to face sales calls and
develop positive sales outcomes.
How to Score the SSI
1. Assume that you are the sales rep involved in
each of the 18 selling situations.
2. Read each situation and carefully think what

you would do
3. On the response form circle the letter of the
action that describes what you would do.
4. Circle one choice only.
5. Add you scores and create your profile on the
chart.
29
Consulta<veSellingWorkshop
The aims of the Workshop
• TO EXPLAIN WHEN CONSULTATIVE
SELLING IS APPROPRIATE.

• TO EXPLAIN THE FOUR STAGES OF
CONSULTATIVE SELLING.
What is Consultative Selling?
Defined as:“Getting to grips with client needs
and looking for solutions to those (business)
needs in a comfortable, relaxed manner, rather
than using high pressure sales techniques.”
DifferenceBetweenConsulta<ve
SellingandNormalSelling
33
When to use Consultative Selling?
• Consultative selling is not just relevant to

business to business sales.
• It can be used in the sale of major private or
domestic items.
Most people like sellers who
• Show concern for buyer’s needs.
• Ask intelligent questions and listen attentively.
• Relate the capabilities of their product to
providing solutions to the buyer’s needs.
• Are friendly, confident and help the buyer to
purchase without being pushy.
Why should we use Consultative Selling?
• Quite simply it is the most effective way of
helping a buyer make a purchase decision in
your favour.

• We will sell more if we sell to them in the way
that we want to be sold to.
Is Consultative Selling always Appropriate?
• No –for low-value decision purchases
• Yes – for high-value decision purchases.
Stage 1
• Research
• Getting the Appointment
Stage 2
• The Investigation
• Problem Questions
• Effect Questions

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