The document provides a sales strategy prepared by Moses Dokoria. It begins by outlining key elements of a sales strategy including identifying target customers, products, and sales methods. It then discusses developing an effective sales strategy that is aligned with business and marketing plans. The strategy should identify key aims, set a clear market strategy, plan costs of customer acquisition, document how to reach each customer, include sales forecasting and budgets, resources required to meet the plan, and metrics to measure performance. When approaching potential customers, the document recommends identifying if they are business-to-business or business-to-consumer and tailoring the approach accordingly. It also provides tips for negotiating with customers such as establishing credibility, developing multiple contacts, neutral

1. SALES STRATEGY
PREPARED BY MOSES DOKORIA

2. Sales strategy is a Business decision
on:-
Who are you selling to ?
What are you going to sell?
How are you going to sell?
What kind of sales and marketing messages are you
going to send out ?
What are your clear goals ?

3. Effective Sales Strategies
 Are 100 percent aligned with the overall business
strategy and outline the ideal target clients, value
proposition, success metrics, goals, roles , processes
and specific actions desired to meet targets.

4. The Sales Strategy must be based on the
business and marketing Plans
Outline as much detail as possible
How will the sales and marketing team deliver on
objectives
The plan to target market segments and how will they
support marketing activities such as inbound leads or
promotional events

5. IDENTIFY THE KEY AIMS OF THE
STRATEGY
IS IT ABOUT
MARKET
PENETRATIO
N OR
MARKET
DEVELOPMEN
T?
I S IT TO SELL
MORE TO
THE SAME?
WHICH TARGET
MARKETS ARE
YOU AIMING
FOR AND HOW
MUCH TIME,
MONEY AND
RESOURCES
DO YOU NEED.
RESEARCH
WHEN , WHERE
, HOW AND
WHY THE
EXISTING
CUSTOMER
BASE BUYS

6. SET A CLEAR
MARKET
STRATEGY
Do you want to
grow existing
accounts
Revenue with
Existing
products
Revenue from
new products
New revenue
with existing
products
Up and cross
selling
Retention plan
Acquisition Plan
Customer mix
Product Mix
Seasonal
sales cycles

7. PLAN AND CALCULATE THE COST OF CUSTOMER
ACQUISITION PLUS SELLING COSTS.
Use Then use these profiles to target similar companies
Identify
Identify the metrics or sales KPI’S that will enable the business to
understand what a profitable customer looks like.
Include
Always include the total cost of selling to each one by sales
channel
Create Then create a list of existing , potential and major customers
List List existing customers in order of profitability

8. DETAILED PLAN ON HOW TO
ACQUIRE NEW BUSINESS
May be to win the business of a key customer , you may offer acquisition pricing or even
consider giving the product on a trial basis
In the case of Acquisition pricing, make sure you have a plan to move prices and margins
back up to a profitable level, or else live with reduced margins from these customers.

9. DOCUMENT HOW YOU WILL REACH
EACH CUSTOMER
Which sales channels will be most effective in selling to which customers.
Do you sell direct or through channels?
Map out the costs of each channel against the benefits it would bring
Implement a well functioning funnel and opportunity planning process

10. SALES PLAN,FORECASTING AND
ANNUAL SALES BUDGET
A detailed
breakdown of
the sales to be
achieved each
month, by
customer and
by product
Base forecasts
on previous
sales levels or if
a new business,
base on the
business plan
Take into account
information about
customers buying
habits , sales
cycles and other
factors such as
pricing and
marketing
activities.

11. SELLING RESOURCES REQUIRED TO
MEET THE PLAN
Training plan if any
Plan to improve customer experience
Any specialist support needed
Resources needed to make the sales force more productive
Cost of providing admin support so sales people spend more time on selling
Marketing and sales assets to close more deals.

12. MEASURING SALES PERFORMANCE
Sales forecasting
accuracy
Cost of sale analysis
Time and money
spent on different
customers
Analysis of customer
segments
Sales person
productivity
Channel productivity
Lead to conversion
ratio
Cost per customer
sale
The return on sales
costs

13. HOW TO APPROACH
A POTENTIAL
CUSTOMER
PREPARED BY MOSES DOKORIA

14. IDENTIFY THE TYPE OF CLIENT ;
(1) B2B
(2) B2C
 Business to business(B2B):
a. Research your target customer and prospect
b. Equip yourself with product and industry
knowledge
c. Ask questions
d. Prioritize listening over talking 70% to 30%
e. Adopt a consultative approach
f. Focus on building relationships
g. Adopt a customer-centric sales approach: Stop
the ‘’the always be closing frame of mind’’
don’t pressure them into buying rather focus
on how your product solves their problems
h. Then work out whether you are offering the
solution at a price they can afford
Business to consumer(B2C)
a. Raising brand awareness
b . Increasing engagement
c . Creating more leads
d . Driving more sales: Purchases based
more on product , price and convenience
e . Boosting customer retention,
loyalty and lifetime value

15. B2C vs B2B
Marketing
B2C
 Large and broad market target
 Individual buyer
 Simple single step buying process
 Sales driver is brand awareness and
repetitive sales
 Cost of selling is moderate
 Example groceries, clothes, house, cars
B2B
 Small and niche market target
 The buyer is a company/business entity
 Longer & multiple steps in the buying
process
 Sales driver is value proposition/social
proof/ relationships
 Cost of selling is relatively high
compared to the consumer market
because there are more considerations
and decision makers
 Example software, equipment

16. NEGOTIATING
WITH A
CUSTOMER

17. SIMPLE
NEGOTIATING
RULES
 BEFORE THE NEGOTIATION STARTS
 Establish your credibility: By helping the customer to
clarify needs, define solutions & arrive at the best solution.
Then the customer will be reluctant to walk away from the
final deal even if terms are not favourable.
 Develop multiple contacts: This is particularly important
in B2B marketing and should be done early in the sales
cycle or your primary contact might see it as a threat .
 Neutralise the competition: A customer can only threaten
to go to a competitor if the competitor represents a viable
option. Before negotiating , convince the customer that
your offering is the only one that can meet her adequate
needs
 Prepare thoroughly: Collect and evaluate information on
leverage values, prices, competition, and other areas that
are likely to have an effect upon the negotiation.
 Develop realistic expectations
 Know your pricing parameters: When it comes to price,
know the deal you want and justify as being realistic. Never
offer a discount without some other concession to counter
balance it.
 Decide whether to go first or not:
 Give yourself room to manoeuvre: Leave yourself some
bargaining room, but make sure that you have a plausible
rationale for any positions that you take
RULE OF THUMB

18. SIMPLE NEGOTIATING
RULES
 DURING THE NEGOTIATION
 Don’t compete with the customer: Negotiations are attempts to reach
agreements not contests. Make the relationship so important that it is
worth the extra effort , on both sides, to make reasonable concessions.
 Don’t chicken out: Customers will sometimes take negotiating positions
that simply do not make any sense for your firm. When this happens you
would be crazy to give in, even if standing firm kills the deal.
 Manage the concession process: Let your partner know that every
concession is meaningful and don’t let your counterpart think that holding
out will reap big rewards
 Sustain your credibility: Buttress any positions that you take with
appropriate rationales. Be specific about your facts and (this is important!)
stay detached from the emotion of the negotiations.
 Know when it's time to stop: If the negotiation is going well and you've
got most of what you want, don't keep negotiating. If you're 90 percent
there, you're done.
 Never agree to last-minute demands: Those little “last minute refusals"
may sound like deal-killers, but they're actually how the customer tests you
to see whether the negotiated deal is fair. Give in, you're telling the
customer that you were about to hit them below the belt.
 Negotiate until the contract is signed: Don't relax once there's a meeting
of the minds because until the contract is actually signed by both parties,
it's just so much moonshine.
CONTINUED