- Sales decline, the expected returns are not achieved
- No success despite intensive consulting/training/coaching
- Market position is weakened, competitors do better
- The product (solution) to be utilized is not placed successfully in the market despite attractive potential
- The company has ambitious, realistic goals but the sales staff lacs motivation, bite, motivation, the willingness to change
- Lack of familiarity with excellence in strategy development at the managerial level
- New, systemic sales approach: Result Framing
- Similar to the GPS guiding you in your car, outside sales/the selling team guides you to success
- The method works with guide rails focusing systematically on the RIGHT things: potential, customer, time, decision makers, sales levers
- Outside sales staff/the selling team must not (!) change, the Result Framing method mandatorily guides toward the right focus
- The first successes are visible in
3 to 6 months
- This method of Sales Resulting is sustainable and reacts flexibly to the dynamic of the market
- Sales/revenues increase significantly above market trend, reach/overshoot set targets
- The (1) potentials with high profitability are selected for your company
- The (2) customers with a high affinity for your solution are supported at the right (3) time from among potentials
- The (4) decision-makers and deciders are chosen that place orders in reality
- The (5) creative key levers for creative solutions and relations as well as adequate steps impress your customers
- Overly ambitious, challenging sales/profit targets
- Sales and profit decline
- Managing a fiscal year
- Sales staff is of low quality
- New markets demand new acquisition changes
- Two sales teams are combined
- Structural reorganization
- Managing a branch
- High management turnover results in unrest and insecurities
-
Idea: what is the supporting business idea, solution/product, and target group, the reason why
- Potential: which market segment, which niche will secure profit
- Target: which qualitative and quantitative targets describe priorities
- Point of difference: what’s the difference, how can potentials
be conquered
- Keys: which specific steps are critical success factors in the
fiscal year
- Increase in profits
- Achieving business targets
- Long-term, strategic security
- Successful sales management
- Sales motivated by success
- Secure workplaces
- Measurable, reviewable results
- Differentiation from competition
- Conquering new markets
- Establishing new solutions and products
- Preventing regular customer collapse
- Preventing natural loss of customers
- Lethargy: farming instead of hunting
- Strategic targeting new loyal customers
- Preventing one customer from excessively dominating overall profit
- New acquisition method
- Attractive potential
- Targeted customer structure
- Selection of the right customers
- Pool of ten: acquisition barometer
- Change customer with clear failure
- Three-level monthly feedback
- Increase in profits
- Realization of business targets
- Provide long-term, strategic security
- Manage sales successful
- Sales motivated by success
- Change the environment, not the sales staff
- Win new customers
- Achieve measurable, reviewable results
- Manage severe threat from competition
- Establish new products/solutions
- Establish significant growth potential
- Manage intensive change of decision-makers
- Identify and utilize potential growth opportunities among existing customers
- Make a Political Poster (relationship)
- Establish Point of Difference (competition)
- Utilize storytelling (service)
- Establish creative lever (content/relationship key)
- Increase in profits
- Realize your business targets
- Establish long-term, strategic security
- Manage sales successful
- Sales motivated by success
- Secured workplaces
- Relationship networks are not satisfactory
- Competition is more impressive
- Solutions are insufficiently personalized
- Sales staff is not charismatic enough
- Presentations are below average
- There is overall poor attitude: lethargic, paralyzed, etc.
- Experiencing the significance of self-management
- Becoming aware of one’s own thought and behavioral patterns
- Developing conditions on how self-initiative, self-responsibility, risk tolerance can be promoted
- Helping the individual to experience answers to questions
- Joy and enthusiasm is created among your staff, which improves performance and work quality
- Endless justifications, accusations, problems, conflicts and the associated loss of time cease to exist
- Paths to more self-motivation, self-organization, and self-monitoring are found
