Weitere ähnliche Inhalte Ähnlich wie Strategic Sales Approach Maximizes Business Growth Ähnlich wie Strategic Sales Approach Maximizes Business Growth (20) Mehr von Profitable Hospitality Mehr von Profitable Hospitality (20) Kürzlich hochgeladen (20) Strategic Sales Approach Maximizes Business Growth1. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Customer-Driven Value
Selling solutions in the 21st Century!
How an inspired, structured and strategic approach to selling can make a
sustainable impact on business growth. An opportunity to understand how a
sales mentality underpins the future growth plans of any club.
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2. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
A Brief History of Selling…
1890’s
Attitude…
• All customers are gullible fools and
will buy if you have a good story
Started the image of salespeople as liars
and dishonest people, preying on
vulnerable buyers
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Snake Oil SellingMood Selling
1920’s
Attitude…
• Appeal to the emotions of customers
and they will buy whatever you are
selling
Techniques developed to appeal to
emotions of customers
Reinforced the image of salespeople as a
group that takes advantage of unsuspecting
buyers
Barrier Selling
1950’s
Attitude…
• If you don’t buy you will be
disadvantaging your family – wife and
children
Techniques developed to trap customers
into saying Yes
Salespeople viewed as manipulative and
dishonest
Formula Selling
1960’s
Attitude…
• All customers are similar therefore we
can use the same approach
Customers became the target of a sales
approach rather than individuals with
specific requirementsNeeds
Satisfaction
1970’s
Attitude…
• Customers have needs that we need
to understand before we try and sell
to them
Customers involved in the sales process
rather than being the target of a sales
approach
3. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Custom
Venue Package
Unique
Venue Package
Specialised
Venue Package
Standard
Venue Package
A Brief History of Selling…
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Today sales executives have to be flexible and their organisations
need to be able to adapt their offering…
Skill / Knowledge & Involvement of Sales Executive
High
Low
High
Complexity
4. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
5 Fundamentals to Strategic Selling
1. No one wants your products, services, clubs or venues
2. Whatever you can offer, some else can too
3. If you are chasing share of spend, you aren’t targeting the right area
4. If you don’t plan to succeed, you actually plan to fail
5. Doing the same things now won’t get you different results in the future
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5. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Capturing Share of Mind
When you chase “share of spend” all you do is
compete with everyone else chasing the wallet
When you own the customer’s mind, you control
the purse!
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6. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Some Facts About Our Brains
Weighs = 2% of the body’s mass
It uses 20-30%
Has 2 Objectives…
1. Keep us alive
2. Conserve as much energy as possible
If our brains where any bigger they would kill us!
Buyers look for suppliers whom they trust so that
they can put their brain into a neutral state!
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7. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Current
State
Risk
Needs
Aims and
ambitions
Influencing
Forces
Choices
Current Situation
The sale always starts with you
trying to understand the clients
perceptions of the present
situation and his or her desired
future
Desired
Future
State
8. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Aims and
ambitionsDesired
Future
State
Current
State
Risk
Needs
Influencing
Forces
Choices
Aims and Ambitions
All “needs” are coloured by the
personal aims and ambitions of
the decision-makers you are
working with…
9. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Needs
Desired
Future
State
Current
State
Risk
Aims and
ambitions
Influencing
Forces
Choices
Organisational Needs
Every business purchase is motivated
by the organisation's needs…
Image
Performance
Finance
10. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Risk
Desired
Future
State
Current
State
Needs
Aims and
ambitions
Influencing
Forces
Choices
Risk and Implications
In today’s fast-paced marketplace
smart business decision evaluate
risk relative to return
11. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Desired
Future
State
Current
State
Risk
Needs
Aims and
ambitions
Influencing
Forces
Choices
Desire to Accept Change
Some people want change,
others resit it. You need to know
where, on the change scale your
prospects are…
12. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Influencing
Forces
Desired
Future
State
Current
State
Risk
Needs
Aims and
ambitions
Choices
Influencing Forces
Every decision to do something new
or different is made because of what
forces influence the company…
Their customers’ demands
Suppliers
P. E. S. T.
13. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Choices
Desired
Future
State
Current
State
Risk
Needs
Aims and
ambitions
Influencing
Forces
Alternatives & Choice
And finally, every customer
that you have has the choice
of buying what you offer or an
alternative…
14. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
Vacation
Segment
Late
Check Out
Vacation
Packages
Child
Care
Kids Stay
Free
Onsite
Fun
Activities
Buffet
Breakfast
Shuttle
Service
Business
Traveler
Segment
Late
Check In
Frequent
Traveler
Program
WiFi
Internet
Connection
Newspaper
Delivery
Service
Onsite
Meeting
Facilities
Laundry &
Dry
Cleaning
Quick
Breakfasts
Understanding
the impact of
Customer
Driven Value
Customer Driven
Value in the…
Understanding
the impact of
Customer
Driven Value
15. Copyright © Barrett – 2013 – Partnering with our clients to improve their sales operations
The
consequences
Doing the same
things better
Doing more and
different things
How Buyers Create “Value”
Price
Terms of reference
Learning curve
Ease of access / use
Relationships
Past experience
Confidence
Training
Support
General service
Openness
Reputation
Visibility
Hinweis der Redaktion No one wants your products, services, clubs or venuesWhatever you can offer, some else can tooIf you are chasing share of spend, you aren’t targeting the right areaIf you don’t plan to succeed, you actually plan to failDoing the same things now won’t get you different results in the future The kind of things you will want to know / understand include…How the clients sees the presentationWhy that situation is not idealWhat an ideal would look likeIt is unimportant whether the client is right or simply smoking somethingYour intent is to understand the client’s perceptions Although decision are made based on what is best for the organisation, all buyers have personal agendas – something they personally want to achieve. These usually cloud their perceptions of wheat is neededWhat’s in it for you – personally?How will it improve your status?Why is it important to you?What would success / failure mean?What is stopping you? Use the example of Target and its decision to buy cheaper Mac cosmetics only to discover