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Organizations have struggled to measure the effectiveness of
sales training and at best have managed to identify changes
in specific behaviors (for example, the
types of questions asked by sales people). There now
appears to be a growing realization that once basic skills
have been gained, the effectiveness of any sales training
can only be judged as part of a larger sales transition
program. For example the move from product to ‘solutions’ or
'business value' selling. This paper describes our approach
to changing the real life behaviors of individual sales
people.
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This
paper offer a definition of ‘Solution Selling’, and then
describe the key characteristics of a ‘Successful Solution
Selling Organization’. For each characteristic, an example
and ideas on how to measure your progress. This paper also
offers a quick checklist of the sales behavior
characteristics of the ‘Successful Solution Selling Sales
Person’.
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A
major challenge for most organizations is in quickly
launching advanced solutions to their sales teams and
partner channels, and to achieve very profitable volume
revenues as quickly as possible. This paper summarizes the
main reasons why internal product launches to sales teams,
and to sales channel partners fail.
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In
today’s competitive marketplace, time and personnel
resources are becoming scarce. The Account Segmentation
matrix below is a simple way of looking at a portfolio of
accounts to identify and gain a first pass look of the most
effective approach to adopt to allocate account management
resources effectively.
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The
next evolution of 'Solution Selling' is what ProAct calls
'Business Value Selling'. Business Value Selling requires
you to quantify your solution in the customers business
terms. This briefing paper describes the rationale for
transforming to ‘Business Value Selling’, provides a
definition of ‘Business Value Selling’, describes the key
characteristics of a ‘Successful Business Value Selling’
Organization, and offers ideas for measuring progress during
the transformation process.
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