Although many sales skills are applicable in all selling environments, and all buyers work through stages of decision making, some sales situations call for a change of emphasis depending on the complexity of the product or service and how they are taken to customers.
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Direct B2B Sales
For the majority of sales professionals, the product and service portfolio has become radically more complex. Customers can access the product information for numerous products and competitor offerings with the touch of a button. As a result, the salesperson has to work in a more consultative way to deliver solutions to the customer.
The core Creating Client Value programmes build deep skills for such B2B sales and examples of the results of those implementing these skills, in sectors such as professional services and technology environments, can be seen by clicking here.
Selling to Channel Members/Intermediaries
In B2B2C situations, the salesperson must consider not only their client’s buying process (i.e. that of the channel), but how that is impacted by the end-customers’ buying behaviours and expectations. For example, an intermediary or channel organisation will have criteria that may affect their decision to recommend a product or service to an end customer, and is often driven by factors very different to those of a business, or a consumer, buying products or services for their own use.
So in such cases, our CCV methodology is applied to consider how to create value in sales cycles that are running concurrently with an intermediary and end-buyers who have different timeframes and areas of emphasis. Financial intermediaries and technology companies selling through distributors or strategic partners have benefited from our programmes geared to the indirect selling model.
Selling to Small Businesses
Although sales to small businesses do not usually involve so many decision makers with different agendas, those running SMEs still require the best advice, usually in a straightforward manner that will not drain their personal time and energy. Our programme geared to those selling to small businesses helps the salesperson create value within what is usually a shorter Buying Cycle and to understand the drivers of SME owners/managers for whom getting purchasing decisions right can have a major impact on the company’s performance.
Retail sales environments create special challenges for those responsible for skilling front line staff, where high numbers of staff and a churn in workforce mean retail sales training must be efficient but very cost effective. Traditionally this has been solved by providing information on new processes or products to front line managers for onward briefings to staff. Drawbacks to this method are that the quality of these briefings is dependent on the manager’s skills, and indeed is coloured by their own attitude towards the training messages and importantly, there is no immediate way to know how well the new knowledge has been assimilated, or is changing behaviour.
This is where technology can enhance both effectiveness and cost efficiency, through computer-based simulations allowing retail staff to practise customer interactions and gain real-time feedback delivered on a consistent basis.