Why We Succeed
Components of a Produs Solution
From Concept to Completion
1. Assessment and Analysis of the current situation
Concepts of systematic sales. This is the kick-off meeting of the project where all the basic definitions of the project elements are agreed upon and a common document is produced. Focus is put on the formation of core and extended project teams, workshop dates are fixed which creates a schedule for planning and ensures the availability of participants.It is important that common terminology is established which will be used throughout the project.
Assessment of the current situation. This part is important so as to determine the firm’s market situation, its competitiveness, its research and development opportunities, market trends, and key performance indicators. There is an assessment of current sales activities in order to extract specific information on existing good practices. At the same time, key challenges and possible weaknesses are identified.
Initial Analysis Report. The goal is to present facts that were uncovered during the analysis of the current sales function that could influence the final result of the project. At this point the needed actions are agreed on to ensure a successful continuation of the project.
2. Revision of the sales strategy
Analysis of the current strategy. This part requires gathering and formulating of existing strategic directions, which were most likely formulated incomprehensibly and incompletely. At the same time, factors and experiences, which have influenced the current situation, are identified. Additionally, all market segments which are relevant are designated.
Directions and corrective measures. We look at which solutions you have for which market niches and which criteria (financial, strategic importance, market potential, knowledge of the segment, brand awareness in those segments, risk, etc.) we will use to evaluate them. According to these results we determine different approaches to different segments and priorities of needed corrective measures.
3. Lead Generation
Targeted messages for Lead Generation. A large part of sales growth potential lies with new customers. To get to them, we must first tackle the challenge of piquing their interest to meet. At the beginning, key marketing messages are determined. It is important that they are targeted and adapted to the selected target groups. Depending on the target groups we determine basic criteria for the selection of potentially appropriate customers.
First contact tools. First contact with a potential client heavily impacts the development of further activities. This is why we, with the help of predetermined key messages, target companies, and roles, prepare appropriate tools with pitches and scripts that will help generate interest and make a good first impression on the right people in the target firm.
Lead Nurturing. This part focuses on defining and establishing a system for lead nurturing, which is necessary for all companies which are not interested in meeting after the first contact. With this approach we will inform potential clients and equip them with information so that they are “mature” enough to start the sales process i.e. interested in meeting. The first version is adapted to the starting needs and capabilities.
4. Defining the sales process and adaptation of tools
Effective sales process. In this segment the basic framework of the sales process which ensures the right working of salespeople and gives a basic structure for managing the quality of sales is set up. It will be based on established, world-renowned approaches (Solution Selling, Strategic Selling, Spin Selling) and will also be adapted to the industry’s particularities, taking good practices into account. Grounded in the collected knowledge and established practice of successful sales, key activities of the new process are put forth, verification points are determined and the necessary tools for executing said activities are noted.
Adapted sales tools. Sales tools which enable salespeople to execute their activities according to the process are prepared. These tools also reflect specific differences between different programmes and offerings, which enables a unified sales process, as well as the adaptability to different areas, programmes, etc.
5. Value proposition and reasons for purchasing
Value proposition. With an expert approach and sourcing from the experience and understanding of the most successful salespersons’ clients, target groups and company features are determined. For each target group, key roles of decision-makers in these companies are defined and for each role, specific value is established.
Discovering reasons for purchasing. It is important that find out whether a potential client has a strong enough reason to change i.e. buy the solution as early as possible. This can be determined through techniques for leading the problem-conversation and finding out the problem’s seriousness. The purpose of this segment is to create the right procedure for discovering a strong enough reason for change as one of the most important foundations of effective sales.
Financial value. It is vital that the purpose of discovering value is clear and that specific financial effects are calculated. Financial value represents a key piece of successful sales and sales process. It is the basis for deriving the right price i.e. competitive advantage. Proper methods and techniques of discovering value and extracting financial value are established.
6. Implementation planning
Effective sales process. In this segment the basic framework of the sales process which ensures the right working of salespeople and gives a basic structure for managing the quality of sales is set up. It will be based on established, world-renowned approaches (Solution Selling, Strategic Selling, Spin Selling) and will also be adapted to the industry’s particularities, taking good practices into account. Grounded in the collected knowledge and established practice of successful sales, key activities of the new process are put forth, verification points are determined and the necessary tools for executing said activities are noted.
Adapted sales tools. Sales tools which enable salespeople to execute their activities according to the process are prepared. These tools also reflect specific differences between different programmes and offerings, which enables a unified sales process, as well as the adaptability to different areas, programmes, etc.
7. Enablement and implementation
Training and coaching. They ensure that the sales team is enabled, as well as transferring the agreed-upon improvements into everyday practice. This reduces the risk of the project’s failure.
Sales system. Starts with training of main users of the sales system - salespeople and managers - for the use of the sales process derived from earlier segments.
Sales information management. During the sales information management course main users are informed about the proper way of gathering and reporting of key informations acquired or needed for the execution of the sales system.
Sales call. An integral part of proactive sales are sales calls. The time dedicated by Atol’s consultants for one-on-one coaching intends to speed up and ensure proper alignment of the sales team with the system.
Coaching. The second aspect of one-on-one coaching is dedicated to the execution of the sales process in practice. This backed by regular, weekly, personal, one-hour, coachings in real-life situations.
8. Managing sales
Established professional sales management is based on transparency and objectiveness. As such, it enables forecasting and improvement of results, consequently also growth and safe future of the company. This segment is also dedicated to the upper management so as to accustom them to the techniques of sales management, which follows the sales system. Additionally, it enables real-time control and management of salespeople, offers reporting, analysis of deals, and better forecasting of sales results.
