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Truman Morgan Group- Spencer Jackson sales effectiveness model
1.
Aligning to the
CorporateVision February 2015 Truman Morgan Group
2.
©Truman Morgan Group.
Reproduction or distribution prohibited without the express written consent of Truman Morgan Group. Extensive experience with midsize companies has led us to conclude that Sales activities of organizations are not ideally utilized and organized to target the optimal customers at the ideal time in the BuyingCycle The evolving business world has created a new selling environment which requires companies to evaluate their customers, the way that internal business components function together, and how this aligns to the corporate vision. 2 Understanding the Challenge Are your SalesActivities Measured and Aligned to the CorporateVision? Symptoms of the Challenge • Activities are Reactive instead of Proactive • Management is not informed of activities or does not specifically target and segment customers • Sales are occurring in a Commodity environment • Sales activities are moreTactical than Strategic • Buying is episodic with limited forecasting ability • Limited circle of influence at the Customer70% of the Decision is made by the timeTraditionalSales Engages Truman Morgan Group Buying Journey of Customers Who can help and sell to us? What is our problem or need? How can we solve it or what are our product options? Moving Early in the Buying Journey of Customers is the key to long-term success
3.
©Truman Morgan Group.
Reproduction or distribution prohibited without the express written consent of Truman Morgan Group. Engaging Accounts efficiently and successfully requires the integration and cooperation of Marketing, Sales, and Management capabilities. Understanding who owns tasks and how they interrelate are crucial to the Integration Model. 3 Constructing a Solution Integrating the Sales & MarketingCapabilities… ..and implementing the Sales-Periscope Model… ..to move across the SuccessContinuum from a price driven vendor to a high margin partner. • Early in Sales Cycle • High Margin • Long-Term Relationship created • Effective use of Sales Resources • Late in Sales Cycle • Low Margin • Episodic Buying • Sales Resources Wasted PRICE VENDOR HIGH MARGIN PARTNER Sales Marketing Developing a Corporate Vision and Customer Targeting Integrating the Sales & Marketing Activity Increased Sales and Accurate Forecasting Target Content produced by Marketing for Customers that fit the Corporate vision Sales Activities that are transparent, measurable, and aligned to the Vision Truman Morgan Group
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