Sales Force Development

Posted by on Nov 15, 2012 in Case Studies | 0 comments

Developing Sales Force Capability to Support Diversification Our client had accepted some seriously ambitious corporate growth targets. In established areas of business their organic growth possibilities left them with a sizeable gap. Even with increased efforts the rate of developing substantially more new business was limited. They identified market sectors which required competencies which were within their traditional manufacturing technologies and set themselves the objective of breaking into these areas and growing a significant share. This would fill the gap, or at least on the spreadsheet the numbers appeared to add up. Bespoke Training Programme JI-MC was invited to meet with senior management to establish a bespoke training programme to support the business growth initiative. In discussions with a number of businesses in the international group, we were able to explore the business development issues beyond the sales training issue. In each of the target market sectors there was a need for market research, competitor analysis, customer population research, competitive strength of product and capability in relation to customer proposition. In new sectors, established sales processes may not work. With customers in different industries the technical language is sufficiently different that little slips in wording had the potential to create buying anxieties. After preliminary meetings with sales people and sales management, we identified training needs in many of the basic skills of their existing markets. There had been no investment in training for years. Our training programme was then developed as an initial package of basics, campaign disciplines, sales process, behavioural aspects of interacting with different personality types. Moving into the new product sectors was another matter. What language do the customer buying representatives speak? What are their pain points? Who needs to be brought onside? What has to happen for the budget to get secured? What conditions need to be created to get a close on the deal? New Target Markets The second Phase of the project was based on developing knowledge of target markets, sales processes, objection overcoming responses, questioning sets to explore customer need, and anecdotes to create vision and possibility for customers to step beyond their areas of understood needs, into new and more attractive buying/benefit propositions. Sales Managers as Mentors The third Phase of the project was developing the team Sales Managers in mentor roles. This was partly a matter of developing fluency with the language of the customer and the new methodology of the sales team. It was partly taking on the role of trainer in-situ to continue consolidating the knowledge. It was also managing the opportunity pipeline and coaching/workshopping on how to move each prospect step-by-step through his buying processes. And finally it was necessary for the sales managers to maintain the...

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Supercharging Organic Growth

Posted by on Nov 4, 2012 in Blog |

Intellect’s business Development Forum features a half day seminar organised by JI-MC’s David Jefferson.  Sessions included David’s most recent insights into the problems and solutions to creating and managing a scalable selling resource. David shared his view that the business to business sales force is increasingly dependent on its committment to sales process.  The gifted ‘sales stars’ are often unconsciously competent and though productive, cannot pass on their magic to other team members. Malcolm Sleath gave a very insightful presentation of his 12 Boxes model for understanding the buyer’s mind-set as he moves through his buying process. Phil Shipperlee, himself a consumate salesman, shared his insights of techniques for managing future business relationships, and assessing liklihood of...

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