关于When Sales are Poor, Turn to Your ABCs看看网友怎么说：
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Today’s typical sales organizations operate in a much different world than they did only a few years ago. Many have been hobbled by staff reductions and cutbacks in marketing budgets. Their customers are trying to save money by hunting for bargains or deferring purchases altogether. Meanwhile, increased competition has turned last year’s product innovations into this year’s price-shopped commodities.
But the environment is only part of the problem. Surprisingly few organizations appear to be tackling the real culprits behind lackluster sales performance: misdirected resources, the rising cost of sales, and the poor return on technology investments made during more prosperous periods.
This is borne out by Accenture research. Only 20 percent of respondents to a recent survey, for example, said they were planning to make a significant investment in improving customer information or refocusing sales efforts. This is despite the fact that 43 percent acknowledged that better information would improve their sales performance, and that one-third cited the importance of refocusing on higher-value customers and opportunities.
The research revealed something else: While most companies in the business-to-consumer sector of the economy have made a priority of managing and analyzing customer data more effectively, most of their counterparts in the business-to-business arena are just now waking up to the importance of acquiring sales intelligence.
There is good news, however. Selling can be more successful using a sales strategy that is based on deep customer intelligence and implemented by a competent, confident sales force equipped with the tools and processes it needs. It is as simple as ABC: Alignment, Behavior And Capabilities. Because when the ABCs come together, sales organizations perform, even in tough times.
Focusing salespeople. Conventional wisdom suggests that, on average, 80 percent of business development investment results in zero revenue. The issue here is Alignment-focusing salespeople and programs on the customers and channels most likely to produce results.
Who are the decision makers? How do they decide what to buy? How do they justify their decision? These are the questions that need to be answered with customer data and analysis that goes beyond past performance. In a soft economy, it’s not the past that matters; it’s the future. Customers should be viewed in terms of both their potential value and their propensity to buy.
Alignment involves identifying the relationships that produce the most profitable revenue today and the relationships most likely to do so in the future, then reaching these customers through the most effective channels, with messages and approaches appropriate to the customer’s buying process and business problems.
Proper alignment pays off. A major software company faced rising sales costs even as its high-value opportunities diminished. But by aligning sales resources to identify and focus on the 5 percent of its clients who delivered 81 percent of its revenue, this company managed to exceed sales targets without increasing headcount or operating costs.
Even without changes in behavior or technology, realigning resources can yield impressive returns. Alignment is not easy to achieve, however. Identifying the top 5 percent of your current customer base sounds simple and may even be simple. But accurately predicting which customers will make up next year’s 5 percent-the ones you want to focus on now-is far more challenging.
Consider, for example, Bouygues Telecom. For five consecutive years, the company had seen dramatic growth in its share of the French mobile market. Still, Bouygues knew it could no longer rely solely on new-customer acquisition to grow. To increase its chances of converting leads to sales, the company had to be more targeted with its messages and campaigns. This was not possible with its current mass-marketing, mass-customer acquisition model.
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