#TheSellingMachine #TheProcess (Eng)

To convert our company in #TheSellingMachine we need a good sales strategy and a good process to develop the following key criteria:

1.) Differential Strategy. We will develop the "Points of Difference" to be identified in the market with a unique offering that distances us from our competitors substantially. We have to find the "Points of Difference" within our range of technology, products and services.

What makes our company substantially different from the competition? This is the big question that we address. Technology is an important differential point that can be applied to differentiate products and services based on continuous process improvement.

There are basic "Points of Difference" of the company that should be developed by different departments for a "Catalogue of Differences and Arguments". But also we will develop a catalogue for each target market adapted to the special requirements of such a market. For example, if a company dominates the Standards and Specifications in the railway market so make it conveniently explicit to differentiate from those competitors who do not meet the full extent Standards and Specifications. This will involve a significant competitive advantage based on a basic "Point of Difference".

2) Potential. #TheSellingMachine will be based on what we call "potentials". The potential of a customer we have defined as "the volume of purchases made by that customer (usually in the period of one year) of the same, similar or substitute products to our offering." We have already commented that knowledge of the potential purchase of a client is a top priority for a sales engineer.

In the same way we want to identify the potential purchase of a customer, we need it for target markets. "The potential purchase of a market is the sum of the customers' potentials operating in that market."

3.) Focus on Target Customers. #TheSellingMachine defines an effective customer management. We are aware that a sales engineer can only attend a limited number of customers. The number, how we explained, depends on many factors intrinsic to the type of business and the market in which it operates. Therefore we have to choose aptly customers in which we will base our growth.

4.) Prospecting or selection of new customers. We will make a clear methodology to find new customers to replace those whose potential decreases and to find new sources of growth. #TheSellingMachine must be re-fed constantly without giving option to competitors reacts.

5) Customers should be treated at all levels and for this we will develop a "Catalogue or Notebook Contacts" where we will reflect those involved in the customers' decision chain defining for each one a responsible person within our organization. #TheSellingMachine sets sales as a responsibility of the entire company and not as individualized action from sales engineers (lone wolves). Therefore #TheSellingMachine must be understood and exercised by everyone in the company.

6.) Analysis of the "Value Levers" to find the methodology to define "a successful strategy for each target customer" with which continuously grows in sales and results. This section #TheSellingMachine combines and enhances all concepts from earlier chapters to meet the plans of the company.

7.) "Fundamentals of Negotiation" produced by the "Roadmap" to follow by sales teams at the crucial time of sale. We talk about "Pre Sales - Sales - After Sales" to find a balanced process in the three phases of the sale. Point 7) is basic to build #TheSellingMachine but must be accompanied by all the others to be effective.

8.) Charisma, Empathy and Motivation are the concepts that drive any sale action. #TheSellingMachine thrives on these three concepts as an equal and rises to its finest expression achieving an efficient and effective sales process which distinguishes the winners. Commitment to #TheSellingMachine.