The rpocurement behaviour has changed significantly in recent years. Today’s customer has long since picked out technical data, comparative tests and price tables on the Internet when the own sales department contacts and might have received an appointment. He has many questions and objections and also knows the conditions of the competition and even worse – he cannot be psychologically pressured.
Das Internet hat dem klassischen „AUA-Verkauf des „Anhauen, Umhauen, Abhauen“ den Garaus gemacht. Die Verkäufer müssen deshalb zu Beratern werden, die bestens informiert sind, die die Produkte, Märkte und Herausforderungen des Kunden fast so gut kennen wie der Kunde selbst.
I’m still confused, but now on a higher level
The customer needs and wants professionally experienced partners with problem solving capabilities for his specific environment. The fundamental question is: What benefits does this specific product or service bring to the customer – also in comparison to the competitive product. The seller must become “customer understanding” and a “problem solver.”
The Business Consulting GmbH focuses on client-specific and focused training, coaching and staff development of the entire sales teams . Sales methods such as “Consultative Selling,”“Value Based Selling” or “Strategic Selling,”which take into account the requirements described above, can be introduced into the training or coaching.
You can’t teach a person anything, you can only help discover it in himselfGalileo Galilei
With the development of the programs we focus on your organization. When training and applying theory, this always has relevance to your sales. And if we train implementation in practice, then this is done on the basis of concrete case studies from your company.
From our own experience, we can say that many sales trainings have yielded little. It is certainly interesting to hear different perspectives and new ideas on topics such as “sales motivation” or “sales hunter,” but often it fails because of the possibilities of its own implementation in the specific sales environment, or there are examples and case studies from other markets that are little or no transferable to the own environment. Learn more>>
The coaching is intended for specific sales representatives (e.g. field representatives, key account managers, sales managers). Where sales training would fall short and wider, individual (including in terms of management functions) behaviours and experiences are needed, coaching offers advantages due to the closer cooperation between employee and coach. Learn more>>
Sales- and Marketing Training
By own experience we can say that many sales trainings have shown only little help. It is certainly interesting to hear different points of view and new new ideas on topics such as “Sales Motivation” or “Sales Hunter,” for example, but very often it fails because of the possibilities of its own implementation in the specific sales environment. Or examples and case studies are used from other markets that have little or no impact on the own environment and are hard to apply within the own customer segments.
The sales people usually know what they want and what to do, but they lack but often the knowledge of the “how” (e.g. new ideas for “customer strategy,” “efficient new customer acquisition, “cross-selling “).
We do not offer training “off the shelf” or prefabricated modules. The topic must also be concrete and very specific in order to be able to train it sustainably. General trainings such as “So I sell more” or even for sales methods such as “Consultative Selling” are too broad to be effectively conveyed in a training and then implemented sustainably.
A concrete analysis of the actual state must therefore first be worked out and the gap (s) to achieve the target must be presented. This only can be done with the consideration and inclusion of company-specific aspects, the market situation (customer, competition), the sales structure, the sales processes as well as the experience and skills of the individual employees.
It is only from this that the most suitable targeted training content, methods and instruments can be defined together.
All trainings include active preparation and intensive cooperation, as well as rework and follow up of the participants. Likewise, after the training the participants will be serviced and guided along a to be agreed time-span. This is to achieve lasting sustainability by direct assistance during the implementation phase.
Its defined and coordinated in advance what content, methods and tools the training and post-processing includes. Which then also will be used by the sales team in the future. This includes the sales processes and responsibilities. At the heart of all, the training work is based on the employees’ day-to-day work, with focused and tailored content. They do not practice on fictitious cases, but on concrete customer projects from their sales activities.
After 3 or 6 months a “post-training” should be carried out, also to review the operational implementation and effectiveness of the trained content and possibly add more enhancing training components. A concrete “Post Training Reinforcement Program” will be developed accordingly.
At a seminar, managers of a company should learn to make quick decisions and to work out solutions in a team. First, they should measure the height of a flagpole.
It doesn’t take long, since they organized a ladder and a band measure. But the ladder is too short, so they put another table underneath and then another chair in between. The construction, however, is so shaky that it constantly collapses.
Then an engineer comes by, looks at the hustle and bustle briefly, then helpfully pulls the rod out of the ground, lays it down and measures it for the training participants. Then he goes back on his way. No sooner is he around the corner, one of the managers says: “That was typical engineer again. We need to know the height of the pole and he tells us the length. That’s exactly why we never let them on the board. “
We don’t want to act like a “swimming instructor,” who shows the students the theory of swimming with a Power-Point presentation, but then leaves them to their fate the next day alone in the swimming pool.
Not the number of training days is important, but the sustainability of the qualification measures. Complete, individual learning paths are essential, which over a longer period of time involve an individual dialogue with each participant and which enable and monitor the development of competencies.
Sales- and Marketing Coaching
The coaching is seen for specific salespeople (e.g. Area Sales Managers, Key-Account-Manager, Head of Sales) Where sales training would fall short and wider, individual (also in terms of management functions) behaviors and experiences are needed, provides coaching benefits due to closer collaboration between employee and coach.
In the preliminary briefing with the client its crucial to understand what individual requirements for the person (s) to be coached and his market behaviour are existing. As a result, a highly individualised coaching programme will be developed that gradually build on each other and provides time for practical implementation.
Personal support in the preparation and the conduct of customer discussions with a coach makes it possible to create a strength/weakness profile in order to determine the right fields of action at the next training stages. Through direct feedback, the employee receives continuous concrete information about his progress.
The coaching elements (individual and team coaching) can include:
- Coaching oriented accompanying of visits to customers
- Consultancy and support of the customer teams in selected acquisition projects up to the successful customer order
- Support of the sales employees during the preparation and implementation of the appropriate negotiating strategy and negotiating tactics
- Accompanying support in building a key account networking
- Individual coaching for building and maintaining customer relationship management