Logo CODE I 21

FRONTLINE SALES CONVERSATIONS

Higher Performance and Excellence

SALES TRAINING PROGRAMS

The focus of CODE I 21 are a newly designed Hybrid SALES TRAININGS for today’s Buyer 4.0 markets with focus on VALUE and BUYER 4.0 specific DIALOG MODELS. The programs address the new MINDSET and the changed BUYING BEHAVIOR of today´s modern decision-makers.

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MASTER TRAININGS

The MASTER TRAININGS are the fundament to build the new conversation skills for Buyer 4.0 markets and manage successfully the transition of the new competences into day-to-day business through a consistent coaching by sales management and team leaders.

BUYER 4.0 SALES CONVERSATIONS

The SALES CONVERSATION INTELLIGENCE training introduces and intensively trains the concepts of the newly designed Buyer 4.0 Sales Conversation Models along with the different tools provided by the DIALOGUE FRAMEWORK.
Sales Training

KATA LEADERSHIP & COACHING

The KATA LEADERSHIP & COACHING seminar is addressed to managers who are in charge of coaching their sales teams and have to manage the transition of the new skills into the day-to-day business effectively.
Master Training KATA Leadership and Coaching 1
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CORPORATE
COMPETENCE TRAININGS

The CODE | 21 Sales Training Programs listed below are typical elements of a individually customized TRAINING JOURNEY. Content and structure are always tailored to your specific business model depending on the SALES APPROACHES, SALES ROLES and your MARKETS.
Tailor-made! Modeled on your world with your design team!

The
Agenda Setter ©

Buyer 4.0 aligned Contact and Acquisition Conversations to increase new business volumes.
Content

Creating New Business

Generating new business in
today´s buyer-driven markets.

The
Change Agent ©

Newly developed Conversation Models and tools to improve deal ratio and drive differentiation.
Content

Buyer 4.0 Sales Conversations

Buyer 4.0 tailor-made conversation
formats along the Buyer Journey.

The
Business Expert ©

Orchestrate decision-makers to the final deal through specific moderation and presenting skills.
Content

Opportunity Management

Superior sales cycle management in
SMB and Small Enterprise Business.

The
Value Manager ©

Value based Negotiating and Conversation Tactics to improve margin and win rates.
Content

Final Negotiations

Negotiating final agreements
and improving margins.

The
CLIENT MANAGER ©

Expanding and monetizing existing business relationships by cross- and up-selling activities.
Content

DER CLIENT MANAGER ©

Client Management

Developing and monetizing of existing customers systematically

The
PRICE MANAGER ©

Price conversations to leverage price increases and fight attacks from competitors.
Content

DER PRICE MANAGER ©

Price Negotiations

Price and discount discussions in daily customer management

The Strategic
Sales Manager ©

Leadership tools as well as meeting and dialogue formats to build customer loyalty and grow wallet share.
Content

Key Account Selling

Managing and leading premium customers and strategic partners.

The
Inside Sales Agent ©

Lead Qualification and Small Business Sale Through Inside Sales.
Content

Inside Sales

Lead qualification and sales dialogues designed for transactional sales.

CODE|21 SKILL SETS AND SALES ROLES FOR
TYPICAL B2B BUSINESS SCENARIOS

Agenda Setter Code I 21

➲ Creating New Business

THE AGENDA SETTER ©

Generating NEW BUSINESS is the foundation of a successful sales organization and ultimately essential to any strong sales team. However, in most cases only 8% of sales leaders consider the pipeline of their teams to be healthy and sufficient. (SellingPower)

The AGENDA SETTER © is a specialist in contacting people and developing business in Buyer 4.0 markets. With new CONTACT STRATEGIES and value-based DIALOGUE and MESSAGING TOOLS he systematically approaches decision-makers to arrange meetings and consequently create opportunities to capture new business.

HOWs: Buyer 4.0 Contact Strategy, multi-stage Acquisition Conversations, Messaging Tools, Sales Playbook and Exit and Follow-Up strategies.

  • identify HIGH POTENTIALS in the market,
  • develop a personal MARKET DEVELOPMENT STRATEGY,
  • build a Buyer 4.0 specific CONTACT STRATEGY,
  • identify the BUYING REASONS and the CUSTOMER NEED for each individual persona,
  • identify the IDEAL DECISION-MAKER,
  • organize access to KEY PLAYERS and EXECUTIVES,
  • formulate PROMPTERS and SCRIPTS for addressing different targets,
  • deal with OBJECTIONS and define EXIT STRATEGIES,
  • create a SALES PLAYBOOK to improve performance and efficiency,
  • and define a FOLLOW-UP STRATEGY.
With the newly designed contact strategy and the BUYER 4.0 aligned DIALOGUE and MESSAGING TOOLS, the decision-maker contact ratio and number of feedbacks will improve. At the same,time, this leads to healthy pipelines with more high-quality leads and, as a result, there will be an increase of opportunities to consequently generate new business. 
Sales Training Programs

➲ Buyer 4.0 Sales Conversations

THE CHANGE AGENT ©

85% of the decision-makers do not see their expectations fulfilled in conversations with sellers and 90% of the conversations do not manage to address what is most important for the buyer. (Forrester Research)

The consequence: No interest – No evaluation – NO DEAL!

Through newly acquired CONVERSATIONAL COMPETENCES the CHANGE AGENT ©  is able to push new business with existing and new potential customers, to expand cross- and up-selling and to successfully launch new products on the market. Key are the innovated DISC CONVERSATION MODELS, which are strictly tailored to the mindset of today’s buyers and their changed decision-making and buying habits.

HOWs: Buyer 4.0 DISC Conversation Models to generate new business with existing and prospective new customers. 

  • use new CONVERSATION MODELS to address the changing buying behavior and the new decision-making practices of Buyer 4.0,
  • recognize the Buyer’s BUYING STATUS and position in his BUYER JOURNEY,
  • create and tailor the appropriate CONVERSATION CONCEPTS and STORYBOARDS,
  • open the conversation by teaching relevant INSIGHTS,
  • take the lead in the conversation through the use of value-based CONVERSATION TOOLS,
  • influencing and lead the Buyer through CONDITIONING TECHNIQUES to towards our product portfolio,
  • outline the MAIN BUYING CRITERIA ,
  • create a solution linked to the MAPPING TABLEAU,
  • specify the VALUE of your offering including highlighting the economical impacts in a joint discovery journey with the decision-maker,
  • develop quantified BUYING VISIONS and
  • illustrate results with special WHITEBOARD and STORYTELLING TECHNIQUES,
  • finally qualify the Buyer and
  • define the FOLLOW-UP or in a more complex sale the EVALUATION PROCESS to finish the conversation with a CALL-TO-ACTION.
With the new BUYER 4.0 CONVERSATION MODELS, salespeople exactly meet the expectations of modern decision-makers, stand out from the bulk of traditional product and solution sellers and, as a result, increase their performance, conversion and final success rate.
Business Expert CODE I 21

➲ Opportunity Management

THE BUSINESS EXPERT ©

According to Buyer´s perception, only 14% of suppliers have true USPs to set themselves significantly apart from other vendors, and 60% of opportunities are not lost to competition but do not come to a close at all. (CEB | IDC)

The way the product is sold, is therefore far more decisive for closing a deal and differentiating in the evaluation process than the product itself.

Through a professional sales cycle management based on a control and management tool, the BUSINESS EXPERT © will systematically close the opportunity and differentiate himself through presentation and moderation techniques that precisely address the buying and decision-making procedures of modern buyers.

HOWs: Dialogue Models for the Opportunity and Sales Cycle Management as well as Sweet Spot Presentations and Moderation concepts.

  • perform an OPPORTUNITY ASSESSMENT,
  • create a COLLABORATION PLAN as part of the buyer qualification process to
    • organize ACCESS to individual members of the BUYING CENTER
    • actively influence the EVALUATION PROCESS and
    • ensure a well-organized ORCHESTRATION of the sales cycle.
  • carry out specific DIAGNOSTICS in order to
    • specify the DEMAND PROFILE
    • and recognize the VALUE PREFERENCES,
  • carry out a systematic CONDITIONING of the Buyer,
  • if necessary, redesign an existing BUYING VISION,
  • develop a solution by using a MAPPING TABLEAU,
  • create a SWEET SPOT PRESENTATION based on the findings and results achieved,
  • design an appropriate WIN PLAN,
  • conduct REVIEW CONVERSATION to eliminate red flags,
  • set up a VALIDATION PLAN,
  • put together a BAFO in the style of an EXECUTIVE PROPOSAL,
  • perform a CHECK-AND-BALANCE MEETING to pre-screen the final negotiation.

Salespersons guide the BUYING COMMITTEE with confidence through a multi-stage evaluation process by using conversation and presentation concepts derived from the different tools used throughout the process.

This way, they clearly differentiate themselves from competitors, increase their odds to get on the shortlist and raise the probability to win and close a final agreement. Above all, a consistently performed opportunity management helps to avoid “no deal” scenarios.

Value Manager CODE I 21

➲ Final Agreement

THE VALUE MANAGER ©

In today’s market environment, the buyer is in the driving seat, holds the power and dominates normally when it comes to negotiationg final agreements. This is particularly true in commodity markets, when it is nearly impossible to differentiate only through technical product features.

VALUE MANAGER © are experienced negotiators who are able to meet the buyer at eye level by using negotiation concepts based on equal terms and value-based closing strategies. ZOPA negotiation tactics as well as closing techniques are used in line with the Quid Pro Ouo philosophy.

Through value-based argumentation the win rate will increase by 60% (IDC). 

HOWs: Buyer 4.0 Dialogues for presenting proposals and to finalize deals through value-based price negotiations.

  • perform Buyer 4.0 aligned PRESENTATIOS OF QUOTATIONS,
  • apply STORY TELLING and VISUALIZATION TECHNIQUES,
  • use the Value-Chain© to lead the conversation,
  • manage the BUYING CENTER in a differentiated way by “tailoring” CUSTOMER NEEDS,
  • design a VALUE PREFERENCE GRID for this purpose,
  • prepare for a FINAL NEGOTIATION,
  • create a NEGOTIATION STRATEGY,
  • use ZOPA NEGOTIATION TACTICS,
  • define goals and NEGOTIATION PARAMETERS,
  • prepare for critical NEGOTIATING POSITIONS,
  • plan and reduce NEGOTIATION RISKS that may arise during negotiations,
  • use differentiated VALUE ARGUMENTATIONS for price statements and push backs,
  • deal with different CHARACTERS OF NEGOTIATORS,
  • address typical BUYER TACTICS,
  • develop a GET-TO-GIVE MEDIATOR concept,
  • create a CONVERSATION PLAN along with MILESTONES to manage the negotiation masterfully,
VALUE-based NEGOTIATION STRATEGIES ultimately lead to more deals and higher margins as sellers shift the buyer’s focus from prices and costs to benefits and profits. Sales managers are able to improve their deal rates and meet ambitious targets with the BUYER 4.0 conversation concepts designed to better drive the presentation of proposals and to effectivley manage final negotiations.
Client Management CODE I 21

➲ Client Management

THE CLIENT MANAGER ©

From many perspectives, existing customers are the better choice over new customers:  Lower costs, higher creation of value, better profitability, lower price sensitivity, good brand ambassadors and steady business volumes.

CLIENT MANAGERS © are specialized to systematically develop and monetize existing customer. This means strengthening customer loyalty through regular customer meetings in order to ensure the current business or having meetings to start new business initiatives to expand future scope or volumes.

Cross- and up-selling, launching new products, dealing with RFPs and managing complaints actively are, in addition to customer care, the central tasks for systematically developing customers into long-term partners.

HOWs: Buyer 4.0 Dialogue Models for cross-selling, upselling and managing compliants.

  • systematically expand existing BUSINESS RELATIONSHIPS by
    • creating a CUSTOMER DEVELOPMENT PLAN,
    • conducting a PORTFOLIO ANALYSIS,
    • setting up an OPPORTUNITY PLANNING,
    • stimulating demand among VALUE SPONSORS and decision-maker concerned,
    • selecting appropriate CONVERSATION MODELS for cross- or upselling,
    • formulating the necessary STORYBOARDS,
    • mapping adequate CONVERSATION TOOLS,
    • designing the content and ILLUSTRATIONS,
    • drafting a CALL-TO-ACTION in accordance with a WIN PLAN for the final deal,
  • manage a CUSTOMER RFP in order to successfully finalize the sale, and therefore
    • create a concept for the RFP ANALYSIS
    • conduct a DIAGNOSTIC CONVERSATION,
    • design a CONDITIONING CONCEPT,
    • redesign the existing BUYING VISION,
    • set up and deliver a SWEET SPOT PRESENTATION with WHITE BOARD and STORYTELLING TECHNIQUES,
    • and already derive the NEGOTIATION PARAMETERS for the final negotiation.
  • deal with COMPLAINTS and customer problems,
  • create a PLAYBOOK for a CUSTOMER CARE GUIDE,
  • conduct a COMPLAINT CONVERSATION and at the same time stabilize the customer relationship in the long term.
With the concepts and corresponding CONVERSATION MODELS, salespeople are able to systematically expand the business volumes with customers, manage consistently high profitability and create sustainable value. This way, the management provides a powerful framework to establish long-term business relationships at a healthy, high economical level.
Price Manager CODE I 21

➲ Price Negotiations

THE PRICE MANAGER ©

Price and value of a product have always had a decisive influence on the decision-making process. Nowadays, PRICING plays a special role, since the globalization of markets and the increasing commoditization of products puts the price automatically under pressure and is an obligatory point of discussion for customers.

The PRICE MANAGER ©  is trained to sovereignly carry out different price discussions with customers and as well to argue price increases skillfully in order to enforce them in the market in the best possible way. He uses different conversation models to address the corresponding scenarios in a differentiated way and is familiar with all common methods, tactics and concepts around negotiating prices.

HOWs: Buyer 4.0 Dialogue Models to fight price attacks and to implement price increases at customers. 

  • successfully take advantage of the PSYCHOLOGY OF PRICE NEGOTIATIONS in order to
    • understand the BACKGROUND and MOTIVATION for price negotiations
    • know typical BUYER TACTICS ,
    • know how to react to them in the best possible way,
    • understand what are the BIGGEST NEGOTIATION MISTAKES sellers can make,
    • adopt the most proven NEGOTIATION TACTICS,
    • have knowledge of the different TYPES OF PRICE CONVERSATIONS and
    • apply the appropriate NEGOTIATION STRATEGY.
  • react to PRICE ATTACKS of competitors with different PRICE DIALOGUE MODELS, depending on whether they are
    • Low-Cost-Providers and trying to take away business from us through aggressive price offerings,
    • Specialists and attack our current position with special solutions,
    • Competitors who want to squeeze and replace us.
  • argue and enforce at customers
    • GENERAL PRICE INCREASES or
    • PRODUCT-SPECIFIC PRICE INCREASES
  • cover the mentioned scenarios using a 4-STEP CONVERSATION MODEL
  • make use of ZOPA or GET-TO-GIVE negotiation strategies,
  • finally point out future perspectives with an “AIRBAG STORY” in order to consolidate the business relationship in this critical situation and re-establish the partnership for the future.
With this skill set, the SALES TEAMS are ideally positioned to build loyality with customers in the long term and to establish profitable business relationships, as he is an expert in negotiating prices and confidently defending margins while keeping competition out of business. Again, the VALUE approach is crucial and helps to develop customers along their CUSTOMER LIFE CYCLE in a way that is beneficial and advantageous for both partners. 
KeyAccount Manager CODE I 21

➲ Key Account Selling

THE STRATEGIC SALES MANAGER ©

The role of the Strategic Sales Manager © particularly focuses on SELLING-SKILLS used in the context of Key Account Management. The skills go beyond the traditional repertoire of managing customers in order to develop, secure and systematically expand the existing business potentials of strategic customers.

The foundation is built upon various planning and analysis tools for creating a strategic customer profile and to prepare business development plans according to the principles of “value co-creation”.

To implement the customer development strategy, the STRATEGIC SALES MANAGER is armed with tools to guide the ACCOUNT TEAM and a skill set including conversation and moderation concepts to be used in the day-to-day sales management at the customer.

HOWs: Buyer 4.0 Strategic Conversation, Annual Meeting, Analysis and Leadership Tools for strategic selling and for team management.

  • conduct a structured KEY ACCOUNT ANALYSIS to visualize your sales position and clarify the competitive coverage,
  • perform a WHITE SPACE ANALYSIS to uncover potential opportunities to expand future business
  • create a comprehensive MULITLEVEL SALES MESH to drive buying committees successfully to final agreements,
  • prepare a BUSINESS PLAN (RPP) to protect existing sales,
  • create an OPPORTUNITY MANAGEMENT PLAN to successfully close current sales opportunities,
  • design a PARTNER DEVELOPMENT STRATEGY to generate future business and build strategic alliances,
  • use specific PLANNING AND ANALYSIS TOOLS for the implementation of the strategy,
  • apply dedicated DISC Conversation Models© for the day-to-day business based on the Sales Cockpit,
  • perform a STRATEGY CONVERSATION at top management level,
  • introduce ANNUAL MEETINGS to increase customer retention and to trigger new business,
  • use MODERATION and WHITEBOARD TECHNIQUES to control meetings and lead conversations,
  • manage their TEAMS with ACTION PLANS and strategically implement NETWORKS OF EXPERTS

Using these skills and tools, KEY ACCOUNT MANAGERS raise their competencies in strategic selling and get empowered to consistentley develop and protect high-profile customers.

They also take a systematic approach to building strategic alliances based on high profitability and sustainable values. 

Inside Sales Agent CODE I 21

➲ Inside Sales

THE INSIDE SALES AGENT ©

Inside Sales becomes more and more important due to the differentiated handling of customer segments and the increasing online business.

The job profile is definitely challenging, since in transactional sales of standard products, price and availability have top priority for the customer, competitive differentiation is only achievable to a limited extent, the contact time is fairly short and the probability to end up in a price discussion is very high.

Beyond that, the Inside Sales Agent© should try to simultaneously up-sell, expand sales through additional services or add-ons and also identify promising prospects to qualify and forward them to Field Sales. This requires a well-structured approach and true sales excellence in this specific area.

HOWs: Sales Dialogue Models aligned to Buyer 4.0 Principles, Discount DialogUE, Follow-Up-DialogUE, Closing Dialogue , Upselling-DialogUE, Cross-Selling-DialogUE.

  • execute a structured LEAD QUALIFICATION and thereby:
    • evaluate the individual BUYER PROFILE,
    • identify the BUYING STATUS,
    • specify the NEEDS and REQUIREMENTS,
    • use ROUTING CRITERIA to qualify INCOMING LEADS,
    • and, if necessary, assign and forward the contact to Field Sales.
  • have a conversation similar to a Sales Consultant,
  • create a BUYING VISION through a product statement,
  • use the possibility of CROSS- OR UPSELLING,
  • check the caller´s READINESS TO BUY in order to receive the order,
  • if necessary, CREATE A QUOTE and consistently manage the FOLLOW-UP,
  • at that point start with a VERIFICATION of the sale,
  • have a final, predefined PRICE NEGOTIATION,
  • explore again his WILLINGNESS TO BUYand close the deal,
  • optionally prepare an EXIT STRATEGY,
  • initiate a LEAD NURTURING process to initiate FOLLOW-UP BUSNESSand to build a long-term customer relationship.

With the Buyer 4.0 conversation concepts, INSIDE SALES is able to improve their conversion rates and at the same time achieve the targeted sales margin.

As a result, by implementing the new conversational skills and price negotiation techniques, SALES MANAGEMENT leverages the level of excellence within internal sales and through this upskilling, moves the department to an effective new SALES CHANNEL.

Contact us to find out more details and to obtain a first evaluation meeting.
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Evaluation Workshop

Lernen Sie die neuen Konzepte, Skills, Tools und die Transformationsstrategie von CODE | 21 in einem 1-tägigen Workshop kennen. Evaluieren Sie exklusiv unsere Next Level Solution und Value Selling für Ihr Unternehmen und machen Sie sich ein eigenes Bild, um Ihre Entscheidung ohne Risiko zu treffen.

 

AGENDA

Kontaktieren Sie uns, um weitere Informationen zu erhalten. Wir werden uns in Kürze mit Ihnen in Verbindung setzen.

SOLUTION SELLING - Verkaufen von Lösungen in käuferdominierten BUYER 4.0 Märkten

Das VERKAUFEN VON LÖSUNGEN ist ein Anspruch, den nahezu alle Industrie-, Software- und Beratungsfirmen haben. Aus diesem Grund nimmt dieses SALES-MODELL eine besondere Stellung im Portfolio der B2B-Unternehmen ein.

Das klassische SOLUTION SELLING mit PAIN als dominantem Sales-Trigger und einem vom Verkäufer getriebenen, linearen End-2-End Sales-Prozess mit einzelnen, vordefinierten Phasen, die schrittweise abgearbeitet werden, sind für heutige Märkten keine adäquate Strategie mehr und wenig erfolgsversprechend.

Der Käufer kontrolliert den Prozess, er sitzt im Driving Seat und die BUYER JOURNEY ist das dominierende Element im vermeintlichen “Salesprozess” und VALUE-Effekte stehen im Vordergrund.

  • Das NEXT LEVEL SOLUTION SELLING von CODE | 21 orientiert sich deshalb an der tatsächlichen Position des Entscheiders in seiner BUYER JOURNEY und setzt in Abhängigkeit des Business-Szenarios unterschiedliche Gesprächsstrategien und Dialogkonzepte ein.
  • Nicht die technische Problemlösung, sondern angestrebte Ergebnisse, avisierte Ziele und finanzielle Impacts mit dem verbundenen Business Value sind heutzutage die kritischen LEAD-THEMEN in Gesprächen mit Entscheidern.
  • Die Gesprächsmodelle sind deshalb konsequent auf das neue MINDSET des Buyer 4.0 abgestimmt und reflektieren das veränderte KAUFVERHALTEN in Märkten mit dynamischen, vom Käufer dominierten Entscheidungsprozessen.

VALUE-SELLING-KONZEPTE in Verbindung mit den Prinzipien des Challenger Sales und spezielle BUYER 4.0 Gespräch-Tools bilden den Kern des novellierten Sales-Modells.

PARTNER SELLING - Strategisches Verkaufen an Partner, OEM und Distributoren.

Der Auf- und Ausbau von profitablen und strategisch wichtigen Geschäftsbeziehungen mit Partnern, Resellern, Händlern, OEMs oder Distributoren ist aufgrund der breiten Verantwortlichkeit und differenzierten Aufgabenstellung eine anspruchsvolle Aufgabe.

PARTNER MANAGER sind in der Regel sowohl für die Abwicklung des operativen Geschäftes inklusive des systematischen Up- und Cross-Sellings und der Einführung neuer Produkte verantwortlich. Gleichzeitig aber auch für die Intensivierung der Beziehungen mit dem Management und für die gezielte VERNETZUNG der unterschiedlichsten Abteilungen, um eine STRATEGISCHE GESCHÄFTSBEZIEHUNG UND PARTNERSCHAFT aufzubauen.

  • Ihre Aufgabe ist es, im Rahmen dessen JAHRESGESPRÄCHE zu absolvieren, bei Bedarf STRATEGIE-GESPRÄCHE auf Top-Management-Ebene zu führen und gleichzeitig alle Facetten der diversen BUYER 4.0 GESPRÄCHSFORMATE zu beherrschen, um die unterschiedlichen Situationen im Alltagsgeschäft zu managen.
  • Darüber hinaus sind sie oft in der Verpflichtung, direkt mit der Organisation des Kunden zusammenzuarbeiten (Sell To – Sell Through – Sell With), um deren Geschäft aktiv als Team-Member zu unterstützen.
  • Der Partner Manager ist deshalb nicht nur Verkäufer, sondern fungiert auch als COACH und benötigt deshalb adäquate Führungsinstrumente.

Die Philosophie von CODE | 21, für bestimmte VERKÄUFERROLLEN und GESCHÄFTSSZENARIEN individuell unterschiedliche SKILL-SETS zusammenzustellen, ist deshalb prädestiniert für Partner Manager aus dem Channel- und OEM-Business. Sie bauen damit die individuell notwendigen GESPRÄCHSKOMPETENZEN auf und erhalten die passenden Tools, um ihre strategische Aufgabenstellung professionell und souverän zu meistern.

CONSULTATIVE SELLING - Verkaufen im Stil eines Beraters im 21. Jahrhundert.

Der überwiegende Teil der Unternehmen im B2B-Bereich beabsichtigt, den Verkaufsstil ihrer Verkäufer und Berater von einem klassischen Produktverkauf in Richtung eines differenzierten, beratungsorientierten „Consultative Sellings“ zu entwickeln, um mehr RESONANZ bei Entscheidern zu erzielen und die OVERALL-PERFORMANCE zu verbessern.

Die NOTWENDIGKEIT hierzu bestätigt eine Studie von IDC nach der 88% der Entscheidungsträger ein GESPRÄCH suchen, aber keine PRÄSENTATION und 81% hierbei der Meinung sind, dass Verkäufer zwar über gute Produktkenntnisse verfügen, aber nicht  I H R  BUSINESS kennen und verstehen.

  • Moderne Entscheider suchen keine ermüdenden Frage-Antwort-Dialoge zur BEDARFSSONDIERUNG (Understanding Needs), um am Ende das zu haben, was sie bereits wissen.
  • Sie erwarten gezielte BERATUNGSGESPRÄCHE bezogen auf ihre AGENDA mit neuen Perspektiven, Erkenntnissen und den wirtschaftlichen Benefits, die sich daraus für sie und ihr Unternehmen ergeben. 
  • Hierfür sind neu strukturierte BERATUNGSDIALOGE notwendig, die auf Grundlage eines VALUE SELLINGS mit Elementen aus dem Challenger Sales und speziellen BUYER 4.0 Dialog-Tools präzise die neuen ENTSCHEIDUNGSSCHEMATA und das veränderte MINDSET heutiger Entscheider reflektieren.

Mit dem CODE | 21 GESPRÄCH-MODELLIERUNGSSYSTEM© gelingt es Verkäufern, die Führung im Gespräch zu übernehmen und systematisch Resonanz und Anerkennung zu erzeugen, um Geschäfte und Abschlüsse im Stil eines professionellen BERATERS mit zeitgemäßen Instrumenten zu entwickeln. Ein auf Buyer 4.0 Märkte ausgerichtetes VALUE SELLING bilden hierbei die Grundlage.

TRANSACTIONAL SELLING - Verkaufen von Standardprodukten im Telesales.

Die wachsende Digitalisierung der Geschäftsmodelle, Help-Desk gestützte Online-Bestellungen und eine zunehmende Anzahl von Anfragen und Abwicklungen über den INSIDE-SALES führen zu mehr Verkäufen nach dem Modell des “Transactional Sales”.

Bei diesem Modell stehen Preis und Verfügbarkeit im Mittelpunkt. Der Käufer ist in der Regel bereit zu kaufen und weiß, was er möchte. Er ist im “Shopping Mode” und sucht das richtige Produkt für den vermeintlich besten Preis.

  • Die Herausforderung ist es, vor diesem Hintergrund mit EINMAL- oder ERSTKUNDEN per Telefon ein gewinnendes KUNDENGESPRÄCH zu führen und eine Anfrage in einen vorteilhaften BERATUNGSDIALOG zu verwandeln, um die Chance auf eine Direkt-Order und generell die Anzahl der Abschlüsse zu forcieren. 

  • Für diese Szenarien haben wir spezielle BUSINESS PROMPTER und einen beratungsorientierten CHECK-AND-BALANCE DIALOG inklusive der notwendigen Rabatt-Argumentationen entwickelt, um uns dem KAUFVERHALTEN und MINDSET heutiger SMART-SHOPPER (Qualität & Preis) möglichst genau anzugleichen. 

  • Bestandteil ist ebenfalls ein Dialog für die LEAD-QUALIFIZIERUNG zur Sondierung und Klassifizierung von Inbound-Kontakten für die differenzierte Weitergabe an den Field-Sales.

Mit diesem Modell und den neu etablierten Skills im INSIDE-SALES kann das Management das Commodity geprägte SHORT-TERM BUSINESS professionalisieren und systematisch ausbauen.

COMMODITY SELLING - Erfolgreich verkaufen, wenn Produkte alle ähnlich und gleich sind.

Die meisten Firmen generieren einen Großteil ihrer Umsätze mit handelsüblichen Produkten und Lösungen, die denen ihrer Wettbewerber sehr ähnlich oder fast gleich sind.
Nach einer Studie von CEB sehen 84% der Entscheider keinen wesentlichen Unterschied in den Produktangeboten der verschiedenen Hersteller.
Die Herausforderung für Verkäufer in diesem Segment ist es, sich OHNE signifikante Produktvorteile im Wettbewerb zu differenzieren und dabei den seitens der Einkäufer systematisch aufgebauten Preisdruck abzufedern.
  • Für diese Szenarien stellt CODE | 21 neue Dialogmodelle und Strategien für die Gesprächsführung und Durchsetzung der Preise bereit.
  • Weg vom klassischen Produktverkauf mit Vorstellung des Produktes und Erläuterung der Features hin zu einem BUSINESS-TALK mit Blick auf operative Verbesserungen und die wirtschaftlichen und finanziellen Effekten, die sich daraus ergeben

  • Die Verkäufer bauen Kompetenzen auf, um in VALUE-BASIERTEN DIALOGEN mit speziellen Inhalten, Abläufen und unter Einsatz neuer Gespräch-Tools und Präsentationstechniken die veränderte ERWARTUNGSHALTUNG und das neue KAUFVERHALTEN des modernen Entscheiders exakt zu adressieren.
Mit diesem neuen Gesprächsstil gelingt es Verkäufern, sich systematisch vom Wettbewerb abzuheben und trotz hoher PRODUKTKONFORMITÄT erfolgreich Präferenzen aufzubauen. Sie verbessern damit ihre Deal-Quoten im Neugeschäft und steigern konsequent die Performance im Cross- und Up-Selling bei Kunden.

Performance Initiative

You will receive a READY-TO-GO PROGRAM individually tailored to your company with a fixed price for analysis, design and customizing according to your company-specific needs. No “one size fits all” pizza, but a skill set modelled according to your sales model and your required sales roles.

AGENDA

Contact us to arrange a meeting. We will get in touch with you soon.