Name: Video 1 - Post-sales Framework
Uploaded: 2017-11-14T20:52:52.940Z
Duration: 7 min 32 s

Fundação Instituto de Administração

Models & Frameworks to Support Sales Planning

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Curso 3 de 5 em Specialization Strategic Sales Management

Welcome to Course 3 - Models & Frameworks to Support Sales Planning – In this course, you’ll go through a conceptual approach to selling models and frameworks. As a primary learning outcome of this course, we emphasize the improvement in the analytical competencies and skills to develop sales planning and management. And the learning process goes through the application of the models and frameworks that contribute to supporting these processes. This course is aimed at professionals who seek improvement in conceptual support to the sales planning process, especially with an emphasis on applying selling models and frameworks methodology. At this point of the Strategic Sales Management specialization, you have an excellent understanding of the integration of sales planning to the strategy of the company. You also have a vision of major prescriptions and recommendations to support this integration, and proceed to strategic sales planning by applying intelligence analysis. Now, in this course, selling models and frameworks will be discussed, from a conceptual standpoint to add methodological structure into the sales planning process. Therefore, throughout the modules of this course, the subjects discussed will include topics of sales management (module 1), the selling models and frameworks (module 2) that support sales planning, which relates to the hard skills that may be applied. In the third module of this course, soft skills are brought to the discussion, since they comprise an essential component because sales functions include many aspects of the human interactions. Please follow the steps of the course, and for academic objectives, we would recommend you to do it in the sequence of modules proposed, though you may take them in a different order. We look forward to having you during the course modules and lessons.

Na lição

Module 1 - Sales Management

Sales Management module: The discussions of this module are about an overview of the sales functions from a processes management standpoint. Therefore, the module is about discussing sales management functions, which includes the operational variables that apply to support sales management; the accounts management; the role of the leadership; training processes; resources allocation; performance management; and post-sales processes. These processes are discussed to assess the sales management functions with an integrative view. Then, the discussions provide a conceptual basis for the next module, which is dedicated to the models and frameworks that contribute to the sales planning and management processes. Primary learning outcome of this module focus on the assimilation of the knowledge regarding the sales functions, the processes involved, and how to analyze them to support the next step, which is to use structured methods to develop the sales plan.

Video 1 - Post-sales Framework7:32

Video 2 - Closing Module 1: Sales Management3:20

Conheça os instrutores

Nelson Yoshida
Ph.D., MBA, B.Eng.
FIA Profuturo – Futures Studies Program
Samantha Mazzero
MSc, MBA, BS Math
FIA Profuturo – Futures Studies Program
Edson Ito
Specialist Professor
Cesar Rodrigues
Specialist Professor

Hi, nice to see you again.

In this lesson, we will switch gears a little

bit and address the importance of maintaining customer relationship.

Research showed it costs five times

more to get a new customer than to keep and existing one.

Apart from the cost of acquiring versus retaining,

we can explore another perspective.

Customers are 60-70% more likely to do

business with existing suppliers than the new customers.

In which case, the probability that you have is 5-20%,

a little bit more of food for thought,

the purchase of new products.

Existing customers are 50% more likely to buy new products than say,

new customers, in which case this number is just 31%.

Well, I think we have made a good case for

the importance of keeping your relationship with current customers and clients.

And also, we have already covered in

the past lessons a concept that is fundamental in sales,

customer lifetime value or CLV.

So let's revisit this concept.

In the work of Gupta and others in 2006,

customer lifetime value is generally defined as the present value of

all future profits obtain from the customer

over his or her life of relationship with the firm.

Customer lifetime value is similar to the discounted cash flow approach used in finance.

Now, don't let that formula scare you.

The important thing is the concept,

when we look at the customer we should think about it

as having an intrinsic value for the company not just for the profits now and next year,

but for all the years to come.

Of course, the further in the future profits are,

the less they come for us now.

Question now is, how should we manage in order

to maximize our chances of retaining our best customers?

Answer is actually simple,

you have to remember that in business to business sales,

business don't buy from business.

People buy from people.

So the key decision you'll be making is,

who will be taking care of the relationship with our customers.

Let's take a look at what we mean.

In 2011, Matthew Dixon and Brent Adamson wrote a very good article called,

Selling is Not About Relationships.

What might sound a bit odd since we're precisely talking

about why preserving the relationship with customers is so important.

Well, in their paper,

they reported their research of 6,000 professionals in B2B sales.

They could group them in five types.

The first type is called, Relationship Builders,

they are the reps that rely on their interpersonal relations to gain and keep customers.

They try to please clients any way they can and they keep relations smooth.

Second, the authors talk about the type called, the Lone Wolf.

They like to do everything their way or not at all

when if this involves breaking some rules.

Third, we have the Hard Worker,

they are focused on productivity and this type who see

more customers than anyone else and they work long hours to achieve that.

Fourth type of sales rep,

the Reactive Problem Solver,

this type is trustworthy.

It's focused on post sales and provide a quick and thorough service.

Customers love this type.

Finally, the fifth type is the Challenger,

they are experts of the business area in which the client operates.

They leverage their knowledge to push

their ideas that go beyond what customers need or expect.

Dixon and Adamson's research had surprising results.

Challengers are the vast majority of high performance sales people, 40% of them.

Least effective type, the Relationship Builders,

they are just seven percent of the high performers.

The challengers are had three things that set them apart from other types.

First, they teach their customers,

bring new ideas, discover new opportunities that their clients never thought about.

Their expertise plus being out of the box,

give them an edge.

Second, challengers tailor their messages according to the customers.

They can translate what their objectives and drivers are.

Third, challenger sales reps drive sales interaction.

They control the way the conversation goes.

They see beyond the obvious needs of the customers.

They are assertive while not being aggressive.

Challengers are masters in the world of solutions selling.

In complex businesses, there are almost 6 in every 10 high performers.

Here, relationship builders are completely out of the picture.

What we have learned in this lesson?

First, customer relationship is mostly dependent on personal interaction.

Second, nevertheless, sales people who sell in style is purely based on relationship,

do not bring enough sales in short or long run.

Third, sales people who adopt the challenger style are the best in bringing

sales while maintaining long-term engagement

due to their expertise in the customer's business.

The challenger profile has a lot to do with the lesson consultative sales.

We will meet again next time to talk about the selling model.