DIGITAL TRANSFORMATION SALES

DIGITAL TRANSFORMATION SALES

THE DIGITAL MEDIA STRATEGY BLOG https://social-media-strategy-template.blogspot.com

We live in a time of unprecedented change. Mike also admits that saying it feels tired, worn out, and perhaps obvious. We all know that we live in a vortex. We believe wind in your face every day. It seems like it was not that way forever - and just work harder and dig deeper to our work done.

But this time it feels different this time there are no facts, not just opinions, in order to promote the formation of Mike, especially when it comes to agents, sales managers and sales directors individual who earn their living in the Business-to -Sales business.

Facts: • • • • • •

The percentage of retailers that part (53 percent) is the lowest point in more than seven years.14 Suppliers are losing four out of five times have pursue15 One million B2B sales professionals in the United States lose their jobs as a selfservice technology 202016 Average sales win rate is 21.7 percent17 One in five buyers say there is no need for resellers in future18 The direct costs of US retailers meetings with clients who do not progress is $ 574B per year.19

On the other hand, companies that implement the transformation of digital sales exceed the NASDAQ and NYSE, 11:14 far-sighted points respectively. That's why I wrote this post.

If you are a sales leader, what do you see when you look around? Stop. Look around.

What you see?

These are just some of the things that I see around the world at the moment: • • • • • • • •

Longer times for new sales hires to ramp up and become fully productive slipping and extreme surprise and win the contract loss Reduce the percentage of poor sales and ROI win investment severe friction between the seller and the commercial / sales Executive Director Customers who treat many manufacturers as suppliers, partners Focus on customer loyalty and higher customer expectations insufficient quality and lack of orientation Poor returns from existing accounts to increase pressure on the front pages of newspapers.

If you recognize his activity in one of these observations, it certainly is not alone. But because they got much more difficult than before? It is not so sellers around the world stopped working hard. I did not notice much lower rating seller I've seen in the past. It was increasingly difficult to hire good salespeople. But now, at an average rate of payments under such enterprises need more coverage and excess allocation of allowances, but only to catch up.

So maybe Mike is right, at least in the world of sales. We live in a time of unprecedented change. But what has changed? Thus, increasing the penetration of technology is obvious to all. Digital transformation is a knock at the door and knock on her window.

You can not ignore. However, a radical change is the result of the pressure felt by our customers and, consequently, a change in their behavior. Perhaps we are witnessing a change in the way customers want to buy. Let's start there.

The problem of buyer As we all B2B buyers are living in a difficult and complex world. Not all sellers think that way. The pace of change in itself brings additional complexity and risk. the demand for more complex and committed to providing business solutions increasing impact on solving these complex problems is promoted.

With rising costs and complexity of the (intellectual property) products or services exchanged increases, the greater the potential impact on the organization. How to buy reduces the frequency effect on the organization tends to increase. Since the risk increases the cost and complexity of IP and value - for example, in the case of infrastructure projects at work or CRM system - the organizational impact of salt with buyer must participate earlier and more intensively with suppliers for ""information and guidance. The opposite is true.

Consequently, the possibility for suppliers to transform their B2B efforts, so that the processing power of leverage digital, efficient and effective way of marketing services B2B buyers. Customers are already using the technology to optimize their purchasing activities. As a marketer works with the customer to optimize the change in sales activity should be informed about the purchase by the customer and the potential impact on the organization of the client.

the impact of client architecture model, a way to determine the impact on, or interruption, supply organization depending on the complexity of purchasing solutions, to increase the possibility of organization and organizational potential risk.

Customer classification model the impact on four levels, easily identified by mapping the complexity of the product and the complexity of purchase.

Answer by the seller Challenges for driving sales organizations are very clear. First you have to take the customer first approach, and understand how to allocate your sales engagement model in order to maximize the impact of the client. It is not acceptable that the customer purchase model is best for the client, whether the client always knows what is in your best interest. The role of the seller remains in the creation and transmission of values, but do it in a way that is informed by the customer buying process and how they want to buy. As customers evolve, trade organizations have invested in a more organic way of

trying to catch up with its more progressive customers. This is one of the main reasons why the percentage of sellers who make their sales goals steadily decreasing over the last seven years, only 53 percent today.

Catch up with its customers, sales leader, use a model that optimizes the compromise between the buyer and seller. How does the customer through the influence of architecture model appreciate the value of strategic vendor is directly proportional to the level of impact on customers.

If the customer says, ""help me buy a"" complementary sales network strategy should simply ""buying Align accelerate the sales process.

It makes sense, I think, if the customer's perspective is a ""help me buy it,"" business seller should help the customer to buy. There is no exact science. This does not in any way mean that marketers can set aside its responsibility to create value for customers to understand their needs and demonstrate how they can help solve the client's problem; but recognizing that different customers buy different things, different ways of solving the problems of varying complexity and impact on the organization, sales organization can design the optimal models of commitment to maximize value for the customer and the vendor.

Of course, the answer of the sales organization can not be limited to the strategy. In this world of advanced customer engagement and the first digital processing, there are four elements necessary to complete the sale of digital transformation: 1.

2.

3.

4.

Sales Strategy Execution of Sale Sales Management Digital processing technology sales.

When the levels of interaction client understands the customer engagement model combines strategy and high level of technology for the rest. Between strategy and technology skills they must be honed by sellers to conduct sales processes, methodologies and skills, and sales managers to instill a culture of coaching and apply both a check and a framework for improvement.

Customers will continue to have a more complex problem solving. How to become digitally enabled them hope that their involvement B2B suppliers to complete this ability. Disruption of the sales organization will continue unless the sales department to understand and accept the AI, digital advertising formats and other digital processing technology to improve sales performance. They must also accept the need for continuous self-educate remain valuable for their customers and competitive market.