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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Strategies we followed that worked.
INDIA USA
CHINA SINGAPORE 1
Navyug Mohnot
B2B and B2C Sales for StartUps TiE Delhi-NCR IIT Delhi Start Up Catalyst Program
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Strategy and Leadership The “What”
Tools and Implementation
OPERATIONAL EXCELLENCE THE “HOW”
Innovation Management
Quality & Process Management
Project & Program Management
Software Process Improvement
Software Engineering & Test Management
Human Capability Management
Business Process Improvement
IT Services Management
Service Management
Requirements & Business Analysis
BPO Management
QAI Space : Operational Excellence
Operational Excellence The “How”
Mckinsey , BCG , Bain etc
Microsoft , Oracle etc
QAI
2
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Sales is sales. B2B or B2C
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Who is the customer archetype? Who consumes the product or service. Who influences the decision? Who signs the check? Who is the gatekeeper. What real world problem for the customer are you solving? Have you spoken to them? Interviewed them? Needs a process. Needs infrastructure. Have one? Do you measure? What do you measure? Aligned to marketing and the brand? What does your brand stand for? Need not cost the bank. Be sure to spend on it.
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Sales is sales. B2B is NOT B2C
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Speed. Instantaneous vs Sales cycle. Quantity. Deal size. Number of customers. One off vs Relationship. Emotional vs rational. Customized vs boxed Buying for Company. Buying for self. Accountability.
What else?
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
The TCS Certifications Win
5
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Takeaways: One
• Don't sell to the layers. It will get killed along the way.
• Senior Management always gets it better, faster. That’s why they are there. Find a way to target and engage them.
• Get the customer to sell it!
• B2b vs B2b here.
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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
The Accenture Process Improvement Consulting Contract Win
7
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Takeaways: Two
• Recognize that some negotiations you can’t win. Stop trying.
• Get on the same side of the table. Shift the battlefield. Don’t let the “big” guy bully you to win: which they usually will.
• Keep it respectful. Appeal to the good senses and the fairness of people. It usually works.
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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
The HCL Technologies Sale
9
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Takeaways: Three
• Put some skin in the game. Show you are willing to put money where your mouth is. Nothing works better.
• Don’t use a Powerpoint presentation.
• Show Data
• Get the CEO in the room.
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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
The Government of Egypt/ World Bank Win
11
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Takeaways: Four
• Partner with the big boys. Let them front end. Big ego, no business.
• Your Alumni- a great set of relationships not to be ignored.
• Build a Alumni network.
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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
The Steel Authority of India Win
13
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Takeaways: Five
• Hire a sales person who isn't constrained by resources, mindsets, or territory.
• Understand that networking can happen anywhere. And if you have them captive…wow!
• The Principle of Ideality.
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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
The Nasscom Win
15
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Takeaways: Six
• Cross the street with “Rockfeller“.
• Be the pots and pans company.
• Work with the Industry body.
• Have the moral high ground.
• Don’t always be selling.
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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
All the Wins!
17
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Takeaways: Seven
• Be expensive. Its takes courage and great service delivery to be expensive.
• Be exclusive. It gets people to want respect you.
• Be scarce. It gets people to want you.
• Be grateful. It gets people to come back to you.
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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Of-course do the standard stuff:
• CEO to Sell.
• Large Account Management.
• Hunters and Farmers.
• Periodic Reviews.
• Co create.
• Market Intelligence.
• Differentiate.
• Be a nice guy.
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INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Incorporate Digital Marketing/Social Media Into Your Sales and Marketing Strategy
• Identify your goals
• Identify your target audience
• Create a profile or brand
• Find the social media that’s right for you
• Plan a time frame
• Include Search Engine Optimization (SEO) and a Affiliate marketing programs
• Measure progress toward goals
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• Social networks • Blogs • Microblogging • email • Podcasts • Forums
• B2C:
• Lead Gen Engine.
• Transaction ease.
• Price/Feature attractiveness.
• Focus is on Conversions.
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Growing Sales – Hunting and Farming
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Farming (examples) • Other locations • Other business units • Customer’s customer • Bundled offers • Loyalty Programs • Annuity deals • Cross-sell other services • In-house Referrals
‘’It costs 5-10 times more to acquire more business from existing customer than to sell to a new customer’’
Existing Customers
New Customers Hunting
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Manage your Key Accounts well
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Identify Key Accounts
Map the Key
Stakeholders , roles
and power
Establish engagement strategy for each
stakeholder
Invest in the relationship
and Go the extra mile
Develop as Key
Reference Accounts
• Anchor customers – of strategic importance • Few customers that provide majority of your profits • Annuity customers
• Across business units and Buying Cycle • Influencers, Gate Keepers, Decision Makers, End-
users • Analyze Power – Positive, Negatives, Neutrals
• Neutralize negatives (if you cant turn them into positives)
• Strengthen positive influencers • Engage with the decision makers
• Go the extra mile to service them, co-create
• Build relationship
• Become a partner, not a vendor
• Create joint case studies • Speaking in conferences/ joint forums • Provide referrals
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Sales to Account = Dollar Sales / # Accounts
Average Order Size = Dollar Sales / # Orders
Growth Ratio = # New Accounts / Total # Accounts
Account Success = Accounts Sold / Total # Accounts
Expense to Sales = Expenses / Sales
Cost per Call = Total Costs / # of Calls
Sales to Account = Dollar Sales / # Accounts
Average Order Size = Dollar Sales / # Orders
Growth Ratio = # New Accounts / Total # Accounts
Account Success = Accounts Sold / Total # Accounts
Useful Ratios: Measure, Measure
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Call Productivity Ratios
Expense Ratios
Expense Ratios
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Using appropriate metrics to evaluating Sales Personnel
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Input-based System
Results
Sales revenues
Sales growth
Sales/quota
Sales/potential
New accounts
Contribution margins
Contribution
percentage
Output-based System
Salesperson
Evaluation
Behavior
Calls
Reports
Complaints
Demonstrations
Dealer meetings
Display set up
Travel/entertainment
expenses
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Comparing Sales Organization Structures
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Organizational Structure
Advantages Disadvantages
Generalist (Geographic)
• Low cost • No geographic overlap • No customer overlap
• Limited product line knowledge
• Limited customer knowledge • Lack of management control
over product or customer emphasis
Product • Product knowledge • Control over product
emphasis
• Low geographic efficiency • Customer duplication • Geographic duplication
Customer • Deeper customer knowledge
• Control over customer emphasis
• High cost • Less product knowledge • More geographic duplication • Difficult coordination with
product managers
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
In Summary
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• Business Strategy and Goals.
• Marketing strategy and brand.
• The customer. The real world problem.
• The channels. The infrastructure. The Process.
• Hire right.
• Measure always.
• Sales to feedback to product groups.
• Keep it alive and happening.
INDIA USA
CHINA SINGAPORE
© QAI Global. All rights reserved.
Thank You! [email protected]
© QAI All rights reserved. No part of this document may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without prior written
permission of QAI
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