How to work out connection architecture

1.     How much individualization and customization is needed

1.1.      In  locating / contacting / accessing stage : Min ¡  Med  ¡ High  ¡ 

1.2.      In  sensing / discovery stage : Min ¡  Med  ¡ High  ¡ 

1.3.      In strategy / Diagnosis and Design stage : Min ¡  Med  ¡ High  ¡ 

1.4.      In making, pre-during-after-selling / fulfillment stage : Min ¡  Med  ¡ High  ¡ 

1.5.      In persuasion / acquisition stage : Min ¡  Med  ¡ High  ¡ 

1.6.      In customer feedback stage Min ¡  Med  ¡ High  ¡ 

2.     The more the individualization and customization is needed …

2.1.       The less needs to be the size of the target audience

2.2.      The higher needs to be Average Order size

2.3.      The higher needs to be the profitability for each order

2.4.      The higher needs to be the close-up visibility of the customer

3.     The factors that determine the task of the connection architecture….

3.1.      If B2B what level of hierarchy the customer units is from

3.1.1.      C suite (Budget Creator ) ( He has many options for spending money on)

3.1.2.      B suite (Policy Creator) ( He can shape the policy in many different ways)

3.1.3.      A suite (Activity Creator) (He can undertake actions )

3.2.      Do  we have a clear idea of the customer’s unstated payoff?

3.2.1.      What does he want to achieve

3.2.2.      What does he need to fix

3.2.3.      What does he want to avoid

3.3.      How many different types of Customer Unit mindsets / behaviors. Which of these are priority personas : ABC analysis

3.4.      For each persona unit, what is the customer’s  buying  journey : Through what stages and sequence the customer wants to go? The more the number of stages, the more is the number and variety of people and time needed. 

3.5.      The sales effort required is higher when

3.5.1.      the category is complex to explain

3.5.2.      the category is unknown

3.5.3.      the need is latent

3.5.4.      the customer will need to make extensive changes to his assets / behaviors

3.6.      Ease of getting / providing access : How to tackle the gatekeepers / barriers

3.7.      Perceived risks and unfamiliarity for each buying persona. The more the risk the more the time, assurance, trust, warranties,  proofs,  testimonials needed

3.8.      What is the selling strategy and organization of competitors

3.9.      How habituated  are the customers to solutions / vendors to buying the category from the current vendors at current specifications because the habits die hard and special efforts are required to break it

3.10.  How experienced are the customers to the category because the inexperienced customers are wary, slow, not trusting, take time and many times they abandon plans

3.11.  How formal / rigid is the buying process of the customer. This decides the extent to which the customer will drive the process. Particularly if they are far bigger .

3.12.  The more educated  / objective the customers are in specifying / checking; the more involvement of technical / back office is needed

3.13.  Size and complexity of Decision Making Unit : More number, more variety, of people and time needed.  The more the complexity, the  more the number and variety of people and more the time needed 

4.     Sales Architecture development

4.1.      BUYING PERSONAS : Identify priority personas and document them

4.2.      BUYING JOURNEY : Develop  for each persona

4.3.      SALES PROCESS : Map your “Sales Process” onto these journeys

4.4.      TOUCH POINTS MATRIX : Create a “Touch Points Matrix” 

4.5.      ENABLEMENT OF EACH TOUCH POINT : Staff, Skills, Script, tools, milestones

4.6.      ORGANIZATION : what positions, designations, Job Descriptions, People Specifications and reporting structure : needed to execute these touch points properly

4.7.      SYSTEMS : Metrics and SOPs for appropriate touch points

4.8.      ORG DEVELOPMENT PLANS : setting goals ,  reviewing, coaching, incentive

8 Different selling models

8 Different Selling Models

1. Traditional Selling – Hard
2. Traditional Selling - Professional
3. Customer Focused Selling
4. SPIN Selling
5. Solution selling
6. Consultative selling ( vis-à-vis transaction selling )
7. Collaborative Selling
8. Strategic Selling

One Line explanation of the above : 

• Traditional selling – driven by the seller’s need to sell based on product features
• Traditional selling – the sellers tries to present in the light of customer needs
• Customer focused selling - first know the need and then suggest
• SPIN selling : ask questions before jumping to solutions
• Solution selling : Deliver improvement based on mutually agreed solution
• Consultative selling : clients buy solutions they have been a party to creating
• Collaborative selling : both act as each other's customers 
• Strategic selling : enterprise to enterprise selling

Traditional Selling - Hard  

is where the sales person is taught to take charge of the selling encounter and maintain control of the conversation from start to finish and persuade the buyer to buy even where the buyer is not in need.

Traditional Selling – Professional   

is where the sales person is taught to build rapport and get the customer into a mood to listen to the sales pitch – during which the salesperson presents his offer in the light of  the needs of the customer so that he is influenced to make a favorable buying decision.

Customer Focused Selling

In today’s crowded market place, marketing efforts have shifted from product marketing to customer-focused marketing model of 3 steps :

Step One--Customer Discovery :  The sales person’s first priority must be to discover the customer’s wants and expectations,  motivations, criteria, and readiness to buy.  Hence the sales presentations can start only when you discover customer needs. 

Step Two--Customer Acquisition : when an agreement has been reached, the acquisition phase of the selling process starts and includes verifying the order, keeping the customer informed,  managing pending orders, ensure smooth implementation, addressing any billing issues or concerns and may involve training, handholding, installation and follow-up.   Electronic industries have recognized that while they make a quality product such as a VCR, customers who are unable to install and use the features of the product complain about the product quality. These same businesses employ people to create user-friendly instructions.

Step Three--Customer After Sale Selling :  Unlike traditional selling models that stop with a customer closing, Customer Focused Selling has a third phase of After Sale Selling. The customer looks for maximum performance from the product.  Most sales people fear this phase of the selling so they skip it.  They are afraid the customer may be disappointed about the performance of the product or upset that promises were not fulfilled.  Rather than face an unhappy customer (there is no money in this), they start selling with new prospects. A selling model which does not include selling after the sale loses sight of the most valuable asset in a business -- the existing customer data base.  Look at these simple facts (a) More than 30% of customers will purchase again (b) Customers know and trust you (c) It’s 10 times cheaper to sell to existing customers than new prospects (d) Repeat buyers are less concerned about price than new prospects. Repeat business--sales after the sale--will only take place if you take care of your customer.  You become an advocate for their business and monitor the use of your products and services.  Customers will buy again and will refer their friends and relatives to the business if you have kept in contact and become a trusted advisor to them. 

SPIN Selling

In successful sales calls it's the buyer who does most of the talking, which means that the salespeople are asking questions. Asking questions means that the salesperson is building Rapport with the buyer, building rapport allows the buyer to feel more comfortable talking. SPIN selling is based on quote that “People do not buy from salespeople who understand their products but from those who seem to understand their problems”.

SPIN is an acronym for a “questioning sequence” and has 4 types of questions :

• Situation ( what is the context of the customer …)  
• Problem ( what are the pains in the current situation ….) It is better to uncover several problems before asking implication questions. It can be dangerous to focus on one problem as it invites the buyer to raise another area where you solution does not fare so well. (Don't put all your eggs in the one basket)
• Implication ( understand what the pain implies ..what effects ?)  are the most powerful sales questions and the skill in using them doesn't automatically improve with experience.
• Need-payoff ( ask about explicit needs …)

SPIN method says there are 4 stages to a sale :

1. Opening
2. Investigating
3. Demonstrating Capability
4. Obtaining Commitment
   

Solution Selling

What is a solution? "It is an answer to a problem". Solution selling is not only giving an answer to the customer’s problem. It is important that the problem needs to be acknowledged by both the buyer and the seller. So a “solution” is a mutually agreed-upon answer to a recognized problem. But then, the solution must also provide measurable improvement on “Before and  After” basis. So the “solution selling” may be defined as a mutually shared answer to a recognized problem that provides measurable improvement. "Solution-Selling" generally apply a consultative sales approach to all aspects of their sales process (during a sales cycle) including:

• Prospecting
• Diagnosing customer needs
• Crafting a potential solution
• Establishing value
• Bargaining for access to decision-makers
• Positioning proof, ROI and the total solution
• Negotiating a win-win solution
• Following up to ensure customer success

Consultative Selling (vs transactional selling)

It describes a selling technique in which the salesperson acts as an expert consultant for his prospect, asking questions to determine the prospect's needs and then using that information to select the best product or service for those needs... ideally, the salesperson's own.

Consultative selling frequently works hand-in-hand with value-added selling, in which a salesperson presents customer-specific benefits related to their product or service. The consultative approach, when properly executed, yields a quantity of information about the prospect's wants and needs – which makes it easy for the salesperson to take the next step and present the perfect benefits for those wants and needs.

Thoroughly qualifying prospects before setting up an appointment is critically important to a consultative approach. If you the salesperson don't know ahead of time that your product will be a good fit for the prospect, you'll end up wasting a long appointment drawing out the prospect only to discover at the end that you can't provide what they need.

A Transaction is a simple short-term sale. The customer already knows what he needs so he is not looking for any product knowledge. Buying criteria usually hinge on price or ease of acquisition and finding a “deal” or “bargain”. The Transactional Shoppers are

• focused only on today’s transaction – no  thought of future purchases
• Their fear is of paying more
• They exhibit comparative shopping behavior
• They do their own research so they won’t need the help of an expert
• Consumer Reports are published primarily for the transactional buyer
• They enjoy the process and hence don’t count the time spent
•  Anxious for “good deals” : they are excellent sources of word-of-mouth advertising.

 A Consultative sale is complex and is a long-term process involving collaboration of both buyer and seller, in which the latter must first develop an understanding of the customer’s business, industry, and needs, and then craft a solution to help the customer achieve their objectives. This is usually service or solution-based.  The Relational Shoppers exhibit different behavior

• they consider today’s transaction to be one in a long series of many future purchases.
• They are looking less for a product than the source from where to buy
• Their fear is of making a poor choice
• Their decision depends on your people, process and proof
• They don’t enjoy the process of shopping and negotiating
• They are  looking principally for an expert they can trust
• They consider their time to be part of the purchase price
• Confident of having found “the right place to buy”, they become repeat customers.

 In consultative selling, the initial focus is on first understanding the deeper needs and buying motives of the customer and then ensuring your product fits with these needs and motives. Given that customers value different things, this approach requires some product diversity but also presents greater upside on the sales front.  However, even consultative selling has a drawback : , when the entire focus is on meeting the needs of the customer, the needs of the supplying organization may suffer. This brings us to  Collaborative Selling.

Collaborative Selling

In a collaborative selling approach, there is a partnering mentality between customer and supplier as both realize that their longer term success is predicated on both of them staying in business - and this means that supplier needs matter too. There may be opportunities where the buyer can be flexible in order to help the seller survive. This could include some flexibility on payment terms, inventory levels, and other items that help the overall bottom line of the seller, without significantly impacting the business of the buyer. In effect, in collaborative selling, both buyer and seller become customers to each other. This approach has three primary goals for both organizations

• minimize short-term risk
• maximize long term gain
• create value by partnering with each other. Creating value is recognizing the natural synergies that already exist and jointly seeking new ways to be innovative and proactive in adding to each partner’s business success.

Not all customers, of course, want to be partners. In fact, for many customers, the current focus on consultative selling (with a focus solely on their needs) works just fine. For these customers, the sales person should continue to do what’s been working well to increase sales - no need to change a winning game!  There are in fact three ingredients that cause both buyer and seller to want to move from a consultative to a collaborative mode, including:

• The two organizations already have a successful and trusting business relationship.
• Each organization needs the other organization to succeed in order for it to succeed.
• There is some element of risk threatening the welfare of one organization that potentially could cause harm to both.

When these three conditions are present, it is in the best interests of both organizations to partner with each other. Given their already trusting relationship, it should be relatively easy for the sales person to articulate the needs for flexibility and joint problem solving on matters that were traditionally the sole concern of one organization, but not both. It is also worth pointing out that the "tables can turn", so partnering can have reciprocal benefits to both organizations. That is, whereas one organization may be struggling today; the other may be struggling tomorrow. Working in a collaborative way builds a spirit of reciprocity that can help both partners as business cycles ebb and flow.

Strategic Selling

Is about organizations selling large and complex offerings to other organizations where approval of multiple stakeholders is needed. This system is about identifying sales opportunities,  identifying all key players in the customer’s organization, understanding each player’s degree of influence and their reasons for buying, and uncovering essential information, to evaluate competitive positions, and address the business and personal motives of each decision maker in the client organization. It gives organizations a common process and language for pursuing sales opportunities and criteria for allocating resources to determine when to walk away from resource-intensive deals with a low probability of success. Participants will learn how to focus time and energy on those opportunities most likely to become profitable, long-term customers.

• Secure approval from multiple decision makers
• Navigate the internal bureaucracy of customers and prospects.
• Gain more visibility into the status of important sales opportunities
• Allocate resources appropriately for large sales
• Improve team collaboration to pursue strategic opportunities
• Forecast revenue with greater accuracy
• Increase close rates for opportunities with long sales cycles