Selling Articles from Harvard Business Review
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Selling Articles- Harvard Business review
• In a Downturn, Provoke Your Customers: March 2009
• Selling into Micro markets: July–August 2012
• The End of Solution Sales: July–August 2012
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ARTICLES TO BE COVERED In a Downturn, Provoke your Customers Nidhi Ambavane – P20 Amit Nabriya - P03 Selling into Micro markets Hemant Telang – P10 Abhishek Bang– P01 The End of solution sales Komal Avhad– P15 Ashish Areekattel – P07
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In a Downturn, Provoke your Customers
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PROVOCATION BASED SELLING
• Product based selling – A solution selling
approach
• Helps customers see their competitive
challenge
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LEARNING TO BE PROACTIVE
• Identify the problem
• Develop a provocative point of view
• Lodge the provocation with a decision maker
who can take the implied action
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STEPS IN PROVOCATION BASED SELLING
• Identify a critical issue
• Formulate your provocation
• Lodge your provocation
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DEVELOPING A PROVOCATIVE POINT OF VIEW
• Proving the Point
• Reaching the right ears
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SUCCESS IN PROVOCATION BASED SELLING
• Lodge your provocation
• Capture reaction to the provocation
• Discuss war stories
• Offer to conduct a short diagnostic story
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Selling into Micro markets
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Find New pockets of growth
• Create an opportunity
• Identify the market
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Make it Easy for the Sales team
• Courage and Imagination
• Future opportunity
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Align sales coverage with opportunity
• Determine how to invest resources to capture anticipated demand
• Local sales manager should be trained on– How to use data– Spend time– Size the territory
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Create sales plays for each type ofopportunity
• Identify groups of micro markets or peer groups
• Strategy called “Play” consist – Offer– Pricing– Communications– Materials
• Example: Cargo airlines
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Support the sales force in executingthe plays
• Opportunity maps that reveal hot & cool
micro markets
• Training
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Five Steps to Finding Pockets of Growth
• Define micro market size• Determine growth potential• Gauge market share• Identify the causes of differences in market
share• Prioritize growth pockets
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The End of solution sales
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Corporate Executive Board Study
1. Surveyed 6,000 reps from 83 companiesa) How they prioritize opportunitiesb) Target & engage stakeholdersc) Execute sales process
2. Examined complex purchasing scenariosa) Understand the structureb) Influences of formal & informal buying teams
3. 700 individual customer stakeholders in B2B purchases to determine impact on organizational buying decision.
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High performing salespeople strategy
• Targeting agile organizations• Different set of stakeholders• Coach on How to Buy• Identifying customers who are ready to act• Learn to engage well before customers fully
understand their own needs
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Top performers strategies
1. Avoid the trap of “Established demand”
2. Target Mobilizers, Not Advocates
3. Coach customers on How to Buy
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1. Avoid the trap of “Established demand”
• Priority to customers whose senior management meets three criteria for making purchasing decisions– Need for change– Clear vision of goals– Well established processes
• Star performers emphasize on two non traditional criteria– Customer agility– Emerging need
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New Selling Guide for Reps
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2. Target Mobilizers, Not Advocates
• Conventional sales training reps are taught to find an advocate, or coach, within the customer organization to help them get the deal done.
• An ideal advocate– Is accessible & willing to meet when asked– Is good at influencing others– Speaks the truth– Is considered credible by colleagues– Delivers on commitments
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Survey of customer stakeholders
• According to 135 attributes & perspectives revealed seven distinct stakeholder profiles1. Go-Getters – Looking for good ideas2. Teachers – Sharing insights3. Skeptics – Measured implementation4. Guides – Furnish information5. Friends – Happily help6. Climbers – Personal gain7. Blockers – Oriented towards status quo
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How to upend your customers’ ways of thinking
• According to 6,000 salespeople In The Challenger Sale (Portfolio/Penguin, 2011), all reps fall into one of five profiles—– Relationship Builder– Reactive Problem Solver– Hard Worker– Lone Wolf– Challenger
• Star performers are far more likely to be Challengers than any other type. They’ve got a provocative point of view.
• Customers value the challenger approach; biggest driver of B2B customer loyalty is a suppliers ability to deliver new insights.
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3. Coach Customers on How to Buy
• Automatic Data Processing (ADP), a global leader in business outsourcing solutions around its customers’ purchasing processes. It’s called Buying Made Easy.
• Steps represent a set of buying activities– Recognize need– Evaluate options– Validate and select a solution
• They may still be selling solutions—but more broadly, they’re selling insights.
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THANK YOU