sparkling sales in good times or bad masterclass

© 2016 Roger Harrop Associates www.rogerharrop.com

Staying in the Helicopter® - for sparkling sales in good

times or in bad


US retail Price/gallon

Source: Cockeyed.com


Source:Treacey & Wiersma

Operational Excellence

Product Leadership

Customer Intimacy


Be the lowest cost provider in the marketOperational

Excellence


operational excellence

๏ Optimised supply chain processes

๏ Customer receives reliable high speed

transactions

๏ “Lean and mean” culture where

operational efficiency is highly rewarded

๏ Sell on price


Product Leadership

Push the boundaries of the market with innovative products or processes


product leadership

๏ Focus on invention, product development and market exploitation

๏ Products and services generate anticipation and excitement among customers

๏ Rewards for new product successes and toleration of failures


Customer Intimacy

๏ Develop the relationship with your chosen customers

that they most value


customer intimacy

๏ Focus on identifying customer problems and developing and implementing solutions ๏ Empowered customer-facing employees ๏ Carefully selected and nurtured clients


Market Leader

Fast Follower

Industry Average

Below average

Customer Intimacy

Product or Process

Innovation


A

A

A

B B

B C

C

C


Market Leader

Fast Follower

Industry Average

Below average

Customer Intimacy

Product or Process

Innovation



๏ What does the heartbeat of the business say about where the focus and energy is?

๏ Have you made a clear choice? ๏ Are you targeting customer groups who value this? ๏ Is the organisation aligned with the strategy? ๏ Are you always looking to move the benchmarks

upwards?


Dissatisfied Satisfied Delighted

Not Met

Met

Better than At Risk

Looking

Gone

Loyal

At Risk

Looking

Advocate

Loyal

At Risk

Product or Service

Process


Why Customers Leave

Perceived Indifference

68%

Unresolved Conflict

14%

Die/Insolvent 1%

Move 3% Influenced

Away 5%

Get a Better Offer 9%


Number of Customers

Frequency

Average Order Value

£5000

2pa

1000

+3%

+3%

+10%


Number of CustomersFrequencyAverage

Order Value

£50002pa1000

+3%+3%+10%17%

GROWTH!


Number of Customers

Frequency

Average Order Value

£5000

2pa

1000

+3%

+3%

+10%


10090

Price

Profit

100

Volume

30% Gross Margin


10090

Profit

100

150

Price Volume


100110

Profit

100

30% Gross Margin

Price Volume


100110

Profit

100

75

Price Volume


Price/Perception Matrix™

Price

Perceived Added Value

Commodity

Buyer

High Added Value

Product/Service

You


250g bag ground coffee

£3.0010 x coffee pods

£2.90

£1.20/100g £5.80/100g

29p/cup £2.60/cup


Marketing Sales

create impact

Unaware Aware Comprehension Conviction Action

discuss specifics

build credibility

provide proof

The Universal Buying Process

© 2016 Roger Harrop Associates www.rogerharrop.com Source: Roland Berger Strategy Consultants

2030 Global Trends

Opp

ortu

niti

es

Risk

Demographics population 6.9bn to 8.3bn

ageing +5 years

urbanisation 59%

Globalisation TICKs gdp +7.9%pa

next 11 gdp +5.9%pa

Resources energy demand +26%

water demand +53%

commodities rare metals/food

Climate Change

CO2 +16%

warming +0.5ºC - 1.5ºC

ecosystem extremes

Technology diffusion high speed

innovation change lives

life sciences nbt

Knowledge know how 55% in 2ndary edu

gender gap narrowing

war for talent demand>supply

Responsibility cooperation nations

ngos +++

philanthropy +++


Pros

pect

ing

Sales Management Matrix™

£

StarJunior

CowDog


Pros

pect

ing

Sales Management Matrix™

£

StarJunior

CowDog

Brian

Mary

Dave

Sunil

Richard John

Darren

Laura

Susan

Colin


Pros

pect

ing

£

StarJunior

CowDog

Distributor Management Matrix


Sales Skills

Product Knowledge

Belief

Enthusiasm

Selling


power

9 Laws of Persuasion

consistencyexpectancycontrastassociationreciprocityscarcityfriendsconformity


power

9 Laws of Persuasion

consistency

expectancy

contrast

association

reciprocity

scarcity

friends

conformity


The CATSDEC process

“I’ll think about it”

Close

Total

Subject toDeal withEasy?

Catalogue Agree

© 2016 Roger Harrop Associates www.rogerharrop.comSource: Proudfoot/Ericsson

52%

Travel

25% Travel

&

&

Admin

Admin

15% Service

15% Service

35%

Active

23%

Selling

Active Selling

10% Prospecting

25% Prospecting

Salesperson’s Time

33%

60%


Mexico Columbia Peru Bolivia

Angola, Nigeria Sudan, Senegal

Saudi Iraq UAE

Bulgaria Turkey Iran

India Pakistan

Indonesia, Malaysia Philippines

Korea Thailand

China

Vietnam

Holland Austria Czech Norway Slovenia

Denmark Ireland Australia

Belgium Israel South Africa

France Poland Hungary Lithuania

Portugal Greece Chile Algeria

Italy, Spain Brazil Venezuela

USA

Germany Switzerland Luxebourg

UK Sweden Latvia

Finland Estonia Canada Singapore Taiwan

Hong KongJapan

Source: Richard Lewis

Multi-Active: People orientated: warm, emotional, loquacious,impulsive Linear-Active: Task orientated: Cool, factual, decisive planner Reactive: Respect orientated: Courteous,accommodating, compromiser, good listener

CulturesMulti - Active

ReactiveLinear- Active

Russia Slovakia Croatia Romania


Linear-Active: Task orientated

Multi-Active: People orientated Reactive:

Respect orientated





Saudi Iraq UAE


India Pakistan


Korea Thailand

China

Vietnam



UK Sweden Latvia


Hong KongJapan


Relationships based on Trust

Family Only

PEOPLE

RESPECTTASK

Slow Trust Based on Evidence

Trust in Institutions

Based on Performance

Law

Efficient Officialdom

Family Trade Groups

Warmth Courtesy

Successful Business

Trust in Reciprocity

School Mates

Compromise

Fair Deal






USA





Saudi Iraq UAE


India Pakistan


Korea Thailand

China

Vietnam



UK Sweden Latvia


Hong KongJapan


Concepts of Truth

PEOPLE

RESPECTTASK

Truth is Negotiable

Truth is Situational

Flexible

Truth is Scientific

Truth is Contextual

Truth is a Dangerous Concept





USA




Agent

ExclusiveDistributor

Local Sales Operation

Local Operation

Commission only Knows the market

No real commitment No investment No transparancy

Professional Commitment if hungry

Limited investment Frightened

Total control Long term view

Expensive Local management

Local perception CustomisationPROS

CONS

Export Growth


Weed & Feed

Share

Train

Visit

Budget

Distributors


The Change House

The Contentment RoomSun

Lounge

The Denial Room

Dungeon of Denial

The Confusion Room

Paralysis Pit

Wrong Direction Door

The Renewal Room


Do I get in the helicopter often enough?

Disciplines of market leaders - complete the questionnaire

Do we have a sales growth strategy that builds on existing customers first?

Do all our customers know everything we do?

Do we need to look at prices?

Are we targeting growth markets?

Are we clear exactly how we address each stage in the universal buying process?

3 golden rules of marketing

Do our sales people prospect as they should?

Am I enabling my sales team to maximise selling


How do I get my sales team into, and

then stay in, the room of renewal?


:: BUSINESS EXPERT :: AUTHOR :: INTERNATIONAL SPEAKER

www.rogerharrop.com

http://www.rogerharrop.com


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