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The columns compare traditional old-style selling versus modern selling ideas. strategic interpretation of the customer organisation's market opportunities, and assistance with project evaluation and decision-making are added value aspects of supply just-in-time (JIT) is taken for granted, as are mutual planning and scheduling; competitive advantages are: capability to anticipate unpredictable requirements, and assistance with strategic planning and market development value is assessed according to the cost to the customer, plus non-financial implications with respect to CSR (corporate social responsibility), environment, ethics, and corporate culture the benefits and competitive strengths of the products or service are almost entirely tangible, and intangibles are rarely considered or emphasised the benefits and competitive strengths of the product or service now include many significant intangibles, and the onus is on the selling organization to quantify their value benefits of supply extend way beyond products and services, to relationship, continuity, and any assistance that the selling organization can provide to the customer to enable an improvement for their staff, customers, reputation and performance in all respects selling price is cost plus profit margin, and customers have no access to cost and margin information sales person sells (customers only deal with sales people, pre-sale) whole organization sells (customers expect to be able to deal with anybody in supplier organization, pre-sale) sales people only sell externally, ie, to customers sales people need to be able to sell internally to their own organization, in order to ensure customer needs are met strategic emphasis is on new business growth (ie, acquiring new customers) buying and selling is a function, with people distinctly responsible for each discipline within selling and customer organizations buying and selling is a process, in which many people with differing jobs are involved in both selling and customer organizations authority of sales person is minimal, flexibility to negotiate is minimal, approvals must be sought via management channels and levels for exceptions authority of sales person is high (subject to experience), negotiation flexibility exists, and exceptions are dealt with quickly and directly by involving the relevant people irrespective of grade selling and buying organization are divided strictly according to function and department, inter-departmental communications must go up and down the management structures selling organization is structured in a matrix allowing for functional efficiency and also for inter-functional collaboration required for effective customer service, all supply chain processes, and communications the selling organization must be capable of researching and justifying customer organization's needs, on behalf of the customer the customer's buyer probably does not appreciate his/her organization's wider strategic implications and opportunities in relation to the seller's product or service, and there will be no discussion with the seller about this issues the seller will help the buyer to understand and align the many and various criteria within their own (customer) organization, so that the customer organization can assess the strategic implications of the supplier's products or services, and make an appropriate decision whether to buy or not Nowadays, more is demanded from the selling process by consumers, professional buyers and organizations choosing their suppliers.
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