Market-oriented sales control

SALES CONTROL WITH YOUR FINGER ON THE PULSE OF THE MARKET

Market-oriented sales control is particularly interesting for companies which prioritise key tasks within an existing sales department and would like to carry out sales measures in a targeted manner or whose goal is to systematically acquire and support customers and to achieve their sales goals cost-effectively.

On the basis of our tried-and-tested model of “integrated sales control”, we examine both the strategic and the operational areas of sales.

Market and customer segments

The starting point for the optimisation of the individual areas of a sales model is the specification of the markets and customer segments with an intrinsic value. Both the range of products and services and the requirements for the customer relationship, the channels and sales processes can be derived on the basis of the analysis of the target group-specific requirements of the (potential) customers. This information forms the basis for the specification of the appropriate sales channels and partners, as well as the individual sales organisation and resources.

We analyse the relevant sales markets of a company and demonstrate potential and obstacles.

Value proposition and customer requirements

When potential customers assess and compare a quotation, they frequently combine the elements of product and service, customer service, image, human resources and sales. Thus, companies are able to achieve competitive advantages by offering tailor-made, segment-specific value propositions. However, companies often lack a clear picture of the customer requirements, with the result that they act on the basis of assumptions.

We determine the customer requirements qualitatively in the form of interviews – including hidden needs – and develop approaches to address these in a targeted manner.

Sales processes, activities and key performance indicators

Sales processes describe an approach to sales success, from the generation of sales prospects to the conclusion of the contract, and right through to the repurchase. Here, particularly those activities and capacities which are relevant for influencing the processing processes of customers are defined.

The analysis of the purchasing processes of the relevant customer segments is the starting point for the development of a model sales process and the associated sales activities and KPIs (key performance indicators) which are relevant to the company.

On the basis of interviews and workshops, KeTu consult compares the model sales processes with the actual sales activities and works out potential for optimisation and the dashboard/KPI systems which are relevant to the company.

Sales channels and partners

Which sales channels are suitable for a company? How will they be controlled, in order to minimise conflict e.g. between sales partners, dealers or the company itself? These are the key questions which must be answered with regards to multi-channel management.

We support companies with the selection and the optimisation of the control of the sales channels which are relevant to them. In the event of the engagement of sales partners (trade, commercial agents, etc.), we check and optimise the sales partner concept.

Sales organisation and resources

In the companies, there are generally old organisation structures which are not necessarily geared towards the current market requirements and often do not implement the sales processes effectively and efficiently.

We support companies in the specification of the required sales functions, the use of capacity and the basic structuring of the sales department (by regions, customers or products).

Culture

The increased market orientation of a company is a continuous, on-going process. To implement this successfully, it is necessary to take two key points into account: a change in the sales-oriented behaviour and the necessary, structural adjustment.

Experience has shown that the alteration of the team behaviour is a lengthy process.  Here, KeTu consult supports our clients with change management tools which take a wide variety of aspects of corporate culture into consideration and include both team and individual coaching sessions.

Areas of tension

In companies, existing areas of tension, e.g. diverging objectives, interface problems within the sales department or between the sales department and other departments, may have a negative effect on the efficiency and effectiveness of the sales department.

We analyse the areas of tension within the company and work out proposals for optimisation.

Management

A manager in the sales department is, in particular, characterised by his/her customer, performance and employee orientation. The people in the companies often show these three levels to varying degrees. A professional sales manager should show each of the three levels equally. This ensures a sustainable, efficient and effective management in the sales department.

We analyse the personal characteristics of the sales managers, work out the potentials for optimisation together with them and then coach them.

Employees: remuneration and further development

The strategic direction of the sales work should be ensured by incentive schemes with goals, commissions and rewards. These schemes are, however, only effective if they are designed, communicated and used correctly. Therefore, every sales employee should be employed according to his/her strengths and weaknesses. This is the only way of increasing prospects for the maximisation of market success.

We support companies in the optimisation of remuneration systems and further training concepts in the sales department.

CRM – customer relationship management

The term CRM (customer relationship management) is, in practice, mostly equated with a CRM system. Companies often see a CRM system as a solution to their problems in processes and in data management, and frequently focus only on the systematic, not on the procedural conditions during the introduction of the system.

On the basis of our specially developed and tried-and-tested KeTu methodology, we consider the introduction of a CRM system as a whole and support companies with the introduction or with the optimisation of an existing CRM (system).