Inside the Customer’s Purchase DecisionCollaborative Sales and Marketing Strategies to Steer Today’s Buying Behavior<br />...
Reluctant Customers<br />3<br />2<br />1<br />Customer’s time horizon extended<br />Contact turnover stabilized<br />Custo...
Key Drivers of Customer Loyalty<br />Representative Sales Drivers of Customer Loyalty<br /><ul><li>Offers unique, valuable...
Helps me navigate alternatives
Helps me avoid potential land mines
Educates me on new issues and outcomes
Supplier is easy to buy from
Supplier has widespread support across my company</li></ul>53%<br />Percentage of Contribution to Customer Loyalty<br />9%...
Potential Drivers of Rep High Performance<br />Sample Attributes Tested<br />Attitudes<br /><ul><li>Desire to Seek Issue R...
Willingness to Risk Disapproval
Accessibility
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Inside the Customer's Purchase Decision: Collaborative Sales and Marketing Strategies to Steer Today's Buying Behavior

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Inside the Customer's Purchase Decision: Collaborative Sales and Marketing Strategies to Steer Today's Buying Behavior

  1. 1.
  2. 2. Inside the Customer’s Purchase DecisionCollaborative Sales and Marketing Strategies to Steer Today’s Buying Behavior<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  3. 3. Reluctant Customers<br />3<br />2<br />1<br />Customer’s time horizon extended<br />Contact turnover stabilized<br />Customers open to new ideas<br />The Good<br />4<br />5<br />Customer spending still down<br />Price pressure still significant<br />The Bad<br />6<br />7<br />8<br />9<br />Customers using consultants to drive purchase<br />Customers demanding increased customization<br />Customers pushing risk onto suppliers<br />Consensus requirements expanding<br />The Ugly<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  4. 4. Key Drivers of Customer Loyalty<br />Representative Sales Drivers of Customer Loyalty<br /><ul><li>Offers unique, valuable perspectives on the market
  5. 5. Helps me navigate alternatives
  6. 6. Helps me avoid potential land mines
  7. 7. Educates me on new issues and outcomes
  8. 8. Supplier is easy to buy from
  9. 9. Supplier has widespread support across my company</li></ul>53%<br />Percentage of Contribution to Customer Loyalty<br />9%<br />19%<br />19%<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  10. 10. Potential Drivers of Rep High Performance<br />Sample Attributes Tested<br />Attitudes<br /><ul><li>Desire to Seek Issue Resolution
  11. 11. Willingness to Risk Disapproval
  12. 12. Accessibility
  13. 13. Goal Motivation
  14. 14. Outcome Focus
  15. 15. Attachment to the Company
  16. 16. Curiosity
  17. 17. Discretionary Effort</li></ul>Skills/Behaviors<br /><ul><li>Business Acumen
  18. 18. Customer Needs Assessment
  19. 19. Communication
  20. 20. Use of Internal Resources
  21. 21. Negotiation
  22. 22. Relationship Management
  23. 23. Solutions Selling
  24. 24. Teamwork</li></ul>Activities<br /><ul><li>Sales Process Adherence
  25. 25. Evaluation of Opportunities
  26. 26. Preparation
  27. 27. Lead Generation
  28. 28. Administration</li></ul>Knowledge<br /><ul><li>Industry Knowledge
  29. 29. Product Knowledge</li></ul>© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  30. 30. Sales Rep Profiles – Pattern Recognition<br />Hard Worker<br />Challenger<br />Relationship Builder<br /><ul><li>Always willing to go the extra mile
  31. 31. Doesn’t give up easily
  32. 32. Self-motivated
  33. 33. Interested in feedback and development
  34. 34. Always has a different view of the world
  35. 35. Understands the customer’s business
  36. 36. Loves to debate
  37. 37. Pushes customers
  38. 38. Builds strong advocates in customer organization
  39. 39. Generous in giving time to help others
  40. 40. Gets along with everyone</li></ul>Lone Wolf<br />Problem Solver<br /><ul><li>Reliably responds to internal and external stakeholders
  41. 41. Ensures that all problems are solved
  42. 42. Detail oriented
  43. 43. Follows own instincts
  44. 44. Self-assured
  45. 45. Independent</li></ul>© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  46. 46. Percentage of Core Performers<br />Percentage of High Performers<br />Challenger Reps Mostly Likely to Win<br />Percentage of Population<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  47. 47. The Challenger Fingerprint<br />Challenger Rep Behaviors<br />Teach<br /><ul><li>Offers unique perspective
  48. 48. Two-way communication skills
  49. 49. Knows customer value drivers
  50. 50. Can ID economic drivers
  51. 51. Is comfortable discussing money
  52. 52. Can pressure the customer</li></ul>Tailor<br />TakeControl<br />Build Constructive Tension<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  53. 53. Challengers Excel in Complex Sales<br />Relationship Builder<br />Problem Solver<br />Hard Worker<br />Percentage of Total High Performers<br />Lone Wolf<br />Challenger<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  54. 54. Commercial Teaching Attributes<br />Lead to Your Unique Strengths<br />Challenge Customers’ Assumptions<br />Catalyze Action<br />Scale Across Customers<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  55. 55. Anatomy of a Commercial Teaching Pitch<br />Positive<br />6.<br />Our Solution<br />2.<br />Reframe<br />5.<br />A New Way<br />1.<br />Warmer<br />3.<br />Rational Drowning<br />Level of Customer Excitement<br />Neutral<br />4.<br />Emotional Impact<br />Negative<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />
  56. 56. Portrait of the New High Performer<br />Teach for Differentiation<br />Take Control<br />Tailor for Resonance<br />The New High Performer<br />© 2011 The Corporate Executive Board Company. All Rights Reserved. <br />

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