CODE | 21 New Sales Process Model

A Conversation Modeling System© For Buyer 4.0 Sales Calls.

In the traditional product and solution sales, products and features form the basis of a sales conversation: Who we are, what do we do, what products and services do we offer … do you have a need? Explanation of functionalities and potential applications are central topics.

The MINDSET and expectations of today‘s decision-maker have completely changed. Economic impacts and financial aspects are TODAY in focus to get the BUYER 4.0 to act.

The world‘s leading research organizations confirm:
90% Values

The PRODUCT has progressively lost its central position as the initial TRIGGER for purchases and new acquisitions. VALUE, FINANCIAL BENEFITS and economic perspectives take its place and form the dominant buying motive. Financial impacts are the trigger and the MOMENTUM in a sales system designed for today’s market scenarios.

The sellers‘ CONVERSATION AND MESSAGING skills thus become the most important sales ASSET in the 21st century.

THE CONVERSATION MODELING SYSTEM©

Design tool for Buyer 4.0 specific sales conversations.

The newly developed Conversation Modeling System© is based on the four elements of the new BUYER 4.0 CODE OF BEHAVIOR – similar to the design points for the salesperson roles. Each BUYER decision forms a sector in the conversation model and is addressed in the course of the customer dialogue.

Buyer 4.0 Code of Behaviour - CODE | 21
Buyer 4.0 Code of Behaviour – CODE | 21

This ensures that we accurately reflect the new mindset and the changed expectations of the decision-maker. We address exactly what is most important to him. In this way, we leverage the 85% dilemma in our favor and differentiate from the other sellers through a new type of BUYER 4.0 conversation.

Depending on the ROLE of the Buyer, his BUYING STATUS and where he is in his BUYER-JOURNEY, we vary the conversation structure, apply the appropriate dialogue elements and use specific communication tools.

The sales consultant is thus able to react situationally according to the buyer’s initial situation and his sales objective and to best prepare for the right conversation. This brings us to the four most important variants of the conversation models used in the skill sets of the new salesperson‘s roles.

  • The Diagnose Conversation
  • The Innovation Conversation
  • The Strategy Conversation
  • The Competitive Conversation

The seller can therefore, based on the situation and objective of the conversation, align his preparation and meeting according to the Buyer.

The DIALOGUE FRAMEWORK has a special role to play in this respect. It is a pool of conversation and messaging tools that salespeople access to craft a situational conversation based on customer needs and a specific business scenario.

How do we manage the new Buyer Journey?

Today, the Buyer Journey is the focus of the sales cycle and triggers the sales process and sales activities. How do we deal with this situation? How do we take this into account in a sales system that specifically reflects the sales model of the company?

Read more about the concept of  Dynamic Business Scenarios

-> New Dynamic Sales Process Model