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The End of Solution SalesHarvard Business Review
Presentation By:Sana SadiqFaiza HammadShah RukhNoman Ameen
For the course of SALES MANAGEMENT
Who is a “Solution Sales Rep”?
Sales people trained to align
a solution with an
acknowledged customer
need & demonstrate why is it
better than competitor
Traditional Solution Selling procedure
Identify Customer who recognize a problem that supplier can solve and gives priority to those who are ready to act
Ask Questions and find a HOOK and nurture some body in the organization who can act as their advocate or coach and help him to derive and close the deal
Strategies Opted by STAR repsReps must learn to engage customers much earlier well before
Customers fully understand their own needs
Boosting the performance of average sales people is not a matter
of improving HOW THEY CURRENTLY SELL, it involves altogether
changing HOW THEY SELL
Traditional way :• Need for change• Clear vision• Established purchasing decision
Non traditional way:• Put premium on customer agility• Emphasis on potential to change or un-
established need
Strategy # 01: AVOID THE TRAP OF ESTABLISHED DEMAND
Strategy # 01: AVOID THE TRAP OF ESTABLISHED DEMAND
• Star performer knew that the way in was to try to meet the customer existing need but to reshape them or redefine them….
• Instead of using conventional solution sale approach…
He use an “ INSIGHT SELLING” approach………
• Conventional Sales methodology
• List of Attributes Ideal Advocate
• Avg. Reps target TALKERS (Guides, Friends & Climbers)…. WHY??
• Star reps pursue MOBILIZERS (Go-getters, Teachers, Skeptics)… WHY?
Strategy # 02: Target MOBILIZERS not ADVOCATES
• Most reps rely on a customer to coach them through a sale but a star rep coach the customer
• Your overarching strategy is to provide insight rather than extract it.
Strategy # 03: Coach Customers on How to Buy
• In recent decades sales reps have become adept at discovering customers' needs and selling them "solutions." This worked because customers didn't know how to solve their own problems. The star reps look for different sorts of organizations, targeting ones with emerging rather than established demand. Instead of waiting for the customer to identify a problem the supplier can solve, they engage early on and offer provocative ideas about what the customer should do. They seek out a different set of stakeholders, preferring skeptical change agents over friendly informants, and they coach those change agents on how to buy. High-performing reps are still selling solutions--but more broadly, they're selling insights.
Concluding Notes