1.
The Selling Landscape
a) The selling landscape today is filled with a variety of selling techniques:
i)
SPIN Selling
ii)
Miller Heiman
b) The time is right for us to consider selling as a buying management
process
2.
Sales Models and CRM
a) Sales models today use fact-based selling
b) Essential facts and compelling reasons to buy must be recorded in a CRM
database
i)
What if your sales
representative leaves?
3.
Commitment to Customer Management
a) At its heart, CRM is a disciplined approach to customer management.
i)
Successful CRM requires a
clear commitment of the entire company to the process from the top down.
ii)
CRM is not technology
dependent but rather a business framework for improving performance.
(1) Small companies with good knowledge of their customers, such as Dry
Cleaning to Your Door, practice CRM without a sophisticated CRM system.
4.
CRM and Customer Management
a) Today, sales strategy is changing because of the need to serve larger and
more influential customers more expeditiously.
i)
CRM systems can provide a
wealth of information previously unavailable.
ii)
CRM empowers sales to take
more control of customer management.
(1)
Account Specific Marketing
(2) Category management programs
5.
Information Empowerment
a) CRM is providing sales forces with the capability to monitor their
business better.
i)
The foundation for these
capabilities is the acquisition of better information collected from a variety
of customer touch points.
ii)
Sales collects and inputs
the following buyer organization data:
(1)
objectives
(2)
motivations
(3)
purchase cycles
(4)
available budgets (open to
buy)
(5)
purchase authority
(6) buying-committee involvement
iii)
In addition, the salesperson
is responsible for inputting:
(1)
sales forecasts
(2)
sales probabilities
(3)
delivery specifics
(4) expected sale timing
b) Today’s CRM systems provide for superior relationship management because
information is more
i)
accurate
ii)
timely
iii)
comprehensive
c) CRM systems provide management with improved sales forecasts and better
pipeline management to direct production
6.
Information, Sales and CRM
7.
What Strategies Work Better when Supported by CRM?
a) The following strategies are now utilizing new data resources and better
analytics to improve company performance with retailers:
i)
Category Management (CM)
ii)
Account Specific Marketing
(ASM)
iii)
Continuity and Frequency
Programs (FSP)
8.
Using CRM for Selling
a) We evaluate the impact of CRM with the following analytics
i)
ROI
ii)
Sales opportunities closed
iii)
Prediction accuracy
iv)
The capability to track
major sales events
v)
It is easy to see how sales leaders are using
CRM and gaining prominence in their organizations
9.
Objective, Strategy and Tactics?
a) Objectives specify an intended accomplishment.
b) A strategy statement focuses on how you will accomplish your objective.
c) A tactical statement is what you will
do specifically to reach your goal.
10.
Category Management and CRM
a) Category management is selection of the appropriate assortment, shelf
space, and promotion for a group of products.
b) Sales forces regard CRM as a valuable tool for category management
i)
it improves the speed
ii)
accuracy
iii)
quality of information exchanged by partners
by using CRM analytics to evaluate the performance of the sales force and the
profitability of the programs
11.
ASM and CRM
a) CRM supports Account Specific Marketing through
i)
improved customer information
ii)
more timely communication
iii)
providing better pipeline
data
b) The metrics observed in ASM are
i)
opportunity conversion rates
ii)
revenue and profitability of account
initiatives
c) The sales force is responsible for ASM
12.
Loyalty Programs/Frequent Shopper Club Programs and
Sales
a) Loyalty programs become CRM programs
b) Most loyalty programs are in a B2C channels
i)
United Airlines Mileage Plus
Program
ii)
The Hertz Gold Program
iii)
Hilton Hotels Honors Program
c) Programs in B2B2C environments such as Safeway’s Safeway Club are also
CRM programs
13.
FSP and CRM
a) Frequent shopper club activity in the grocery industry is a promotion
effort that works on three levels at any time
i)
A reward to customers for
purchase
ii)
A means to deliver in-store
electronic incentives
iii)
A vehicle to target and
deliver incentives via direct mail, web site, and at checkout
14.
CPG, Promotion and CRM
a) As sales forces become more involved with customer strategy, CRM becomes
more important to a company’s success.
b) CRM provides the sales force the analytics to measure product and
campaign performance.
15.
CPG: What Have We Learned?
a) A new generation of leaders
i)
Decisions made by sale
forces are determining the success of customers’ marketing efforts
(1)
Empowered by CRM, the line between the sales
and marketing functions is being blurred
(2) Strategic decision making regarding loyalty programs, category
management, customer communication, and consumer promotion are made by sales
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