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  sales process - integration to business model  
Principles:
  1. Targetting: The easiest sale is to someone who already is a current (and then a recent former) customer.
  2. Assignment: Only the designated salesman should quote and bind changes to avoid end runs and mixed signals, but everybody needs to be alert to sales opportunities, and record and communicate changes they hear.
  3. Preparation: Planning to succeed -vs- Not planning to fail
  4. Execution: Turning the crank. Plan, prepare, execute, debrief, and refine; lather, rinse, and repeat.
  5. Completion: Stop asking once you have the order - hand it off for delivery
  6. Limitation: Prospect development, and cold calling are different markets needing different skills, and are outside our principal scope presently.

Questions for a current customer:
  1. What have you sold them before, and what was missed or 'left on the table'? - internal pre-call assessment; lead self-assessment during the call [Every contact is a sales call, not just out-of-office visits - pay attention to form and follow-through]
  2. Was it priced right (profitably, and as high as the market will bear)? - internal job costing; and customer's opinion; Stress 'value' pricing rather than cost based quoting.
  3. Was it done right last time? Part of the package is the quality of personal care and service. Say what you'll do, and do what you say; Under-promise, and over-deliver.
  4. When will they need more of it, or a like item? - are we the 'preferred' source, such that we can get a pre-commitment? If not, why not? Does our sales support literature address and stress our competence and Unique Value Proposition?
  5. Do we listen and do we answer when they call? - relationship management; Did we ever even ASK for the order? Were we there when they called for us? Was our response timely and accurate?
  6. Have we recently communicated what we can do for them? - Are we on their mind to call first when they have a possible need? Do the marketing materials clearly reflect what we want to sell; are they on the right newsletter list, campaign, web-enabled with us?
  7. Can we up-sell enhancements (redesign, campaign services, supply chain services, outsourcing, web enablement) - now or next time? What possible product to sell do we have, for the next sales call (remember we are working live current customers), and did we identify that lead into the CRM system?
  8. What else do they need that we do, which we can sell, or can broker? Did we develop the customer to buy more of what we can sell?
  9. Is your sales technique good? Don't keep talking to fill silence and accidentally get trapped into granting a price concession.
  10. Listening time: Open ended question - internally, and of the customer.

Processes:
  1. Listen when the customer describes their need: several ways to approach - Listen w/o direct sales motive (QA, formal 'incidental' interview); also don't fail to answer a RFQ when asked
  2. Repeat it back: does our proposed product address what the customer is asking for, or what we happen to have in our comfort zone -- Ask for confirmation; charge for development
  3. Identify a need we can address: What IS the product line we want to sell; if we don't want to do it directly, can we act as their agent and get a commission for brokering the need fulfillment
  4. Price the proposed solution properly: quote generation; plan order-getting process; and pre-plan production if non-stock item; if stock item, is it currently priced, and on an internal and external pricelist
  5. Communicate a proposal well: self-serve, fixed price, reorder (determine and work this cycle), custom-quoted
  6. Induce urgency: lead time constraint identification we alone can address (time sensitivity of pricing; scarcity of supply); unique value proposition we offer
  7. Remove objections: refine the quote if needed; address concerns the prospect has
  8. Take the order: quote communication; open quote tracking and modification; getting a contract commitment; and order entry process
  9. [outside of sales] Deliver it: pre-production design; logistics; production and delivery; post-bill; credit process
  10. Followup communication: Keep them informed; Note progress; Warn if there is 'gapping' [either side]; Say: Thank You repeatedly, and schedule and work the followup - unified 'tickler' per prospect/ customer/ order jacket; seek future [re]orders on like item; general sales recall; other
  11. Post-sale debrief internally: up-sale and additional opportunities review; manage the relationship with marginal customers with little future prospect or insufficient reward/cost profile
  12. Customer satisfaction analysis, and lock-in techniques

Foundational:
  1. Three parts of any business: Selling a product [sales], product delivery [operations], administration [management]
  2. Seven Habits: Paradigm shift; Quadrants; Habitual behavioural change:
    1. Be Proactive;
    2. Begin with the End in Mind;
    3. Put First Things First - // -
    4. Think Win-Win;
    5. Seek First to Understand;
    6. Synergize - // -
    7. Sharpen the saw
  3. Systematic execution: What went right per plan; what could go better; Consistency, refinement and Continuous Improvement
  4. Effective delegation: Did the right resource address the task well? TRAF | s ∴
  5. Infrastructure: Process tools - contact manager; quote builder; order generation; production scheduling; delivery; billing - tool building. Communication key to success
  6. Management: metrics and reporting; exception detection, review and remediation; sampling for QA. Strategic vision and R and D

 
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 Modified: Thu, 16 Jun 2005 16:08:47 -0400
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